CENTRAL IMENTI CONSTITUENCY

MERU CENTRAL DISTRICT, MERU COUNTY

STRATEGIC PLAN 2011-2015

A new horizon for our Community
COMMISSIONED BY CENTRAL IMENTI CONSTITUENCY FUND (CDF) IN CONJUNCTION WITH DISTRICT COMMISSIONER MERU CENTRAL
AUTHORED BY J.K. MIRITI AND L.N. MWANIKI
CENTRAL IMENTI CONSTITUENCY, STRATEGIC PLAN, 2011-2015.

SUMMIT SUPPORT LTD DECEMBER 2010

Not unlike many constituencies in eastern province, Central Imenti suffered

Copyright 2011 Central Imenti Constituency Fund 2010

Unless otherwise indicated, all materials on these pages are the property of Central Imenti Constituency funds. All rights reserved. No part of these pages, either text or image may be used for any purpose other than form or by any means, electronic, mechanical or otherwise, for reasons other than personal use, is strictly prohibited without prior written consent of the copyright holder.

J. K Miriti and L. N Mwaniki, SUMMIT SUPPORT LTD.

Colorprint Ltd

CENTRAL IMENTI CONSTITUENCY, STRATEGIC PLAN, 2011-2015.

ii

ACKNOWLEDGEMENT
We wish to acknowledge with gratitude, the contributions of all those who have graciously given of their time, knowledge and goodwill towards the development of this Strategic Plan. This would not have been successfully concluded without your effort. First, we laud the initiative and invaluable input by the CDF patron, Hon. Gitobu Imanyara, who enthusiastically gave direction and reiterated that the SP be developed with the vision 2030 as the focal benchmark. Special resources. The DCs initiative enabled us to get critical information from the grassroots and other District heads in Ministries of Agriculture and Planning. We acknowledge with gratitude the entire CDFC under the able leadership of the chairman, Mr. John Muthomi and the Fund Manager, Mr. Karanja. They ably facilitated a smooth communication system and enabled productive consultative sessions with very willing Executive and Locational Chairpersons Various interest groups including the youth, women and other Special interests and social groups put in notable effort. We would like to acknowledge the contributions of Ms Emma Imaita and Maj. (Rtd) Gitonga, for ably representing the woman in the constituency and MCDI respectively. Notably important to this accomplishment is the contributions of subject matter experts from whom technical expertise was sought. In this regard we would like to acknowledge Mr. Gerald Muthomi who provided a holistic perspective of a CIC farmer. His efforts will continue to inform this document onwards to implementation. Remarkable statistical details were obtained from the National Bureau of Statistics, Ministry with facts and data necessary to propel the SP to a successful conclusion. Development of a Strategic plan always calls for a broad based and inclusive participation. We acknowledge all those who attended the workshops and gave input to pertinent issues. Equally important to acknowledge pivotal to the success of this document. To reap from this document, detailed implementation and ME programmes will need to be actioned and sustained.

CENTRAL IMENTI CONSTITUENCY, STRATEGIC PLAN, 2011-2015.

iii

ABBREVIATIONS
CBO CDFC CHW CHEW CIC DC DDC DDP Community Based Organizations Constituency Development Fund Committee Community Health Workers Community Health Extension Workers Central Imenti Constituency. District Commissioner District Development Committee District Development Plan

EU FDI FFS FP FPAK FPE GOK HCDA ICT KEPI KeRRA KFA KFC KNUT KTDC LATF MCDI ME MOCSS

European Union Foreign Direct Investment Farmer Field School Family Planning Family Planning Association of Kenya Free Primary Education Government of Kenya Horticultural Crop and Development Authority Information and Communication Technology Kenya Expanded Program on Immunization Kenya Rural Roads Authority Kenya Farmers Associations Kenya Flower Council Kenya National Union of Teachers Kenya Tourist Development Corporation Local Authorities Transfer Fund Meru Central Development Initiatives Monitoring and Evaluation. Ministry of Culture and Social Services

CENTRAL IMENTI CONSTITUENCY, STRATEGIC PLAN, 2011-2015.

iv

MOE MOEST MOG MOH MOP MOYA MOLA MSE MYWO NACC NALEP NASCOP NGOs PMCT PTA R&D RF RH SHG SHOMAP SP SSEBF STDs SWOT TB TSC UK UN
UNDP VCT WHO YP

Ministry of Environment Ministry of Education Science & Technology Ministry of Gender Ministry of Health Ministry Of Planning Ministry of Youth Affairs Ministry of Local Authority Micro investment Enterprises Maendeleo Ya Wanawake Organization National Aids Control Council National Agricultural and Livestock Extension Programme National Aids & STDs Control Program Non Governmental Organizations Prevention of Mother Child Transmission Parents Teachers Association Research and Development Roads Fund Reproductive Health Self Help Group Small Holder Horticultural Marketing Programme Strategic Plan Secondary School Education Bursary Fund Sexually Transmitted Diseases Strengths, Weaknesses, Opportunities and Threats Tuberculosis Teachers Service Commission United Kingdom United Nation
United Nations Development Fund Voluntary Counseling and Testing World Health Organization Youth Polytechnic

CENTRAL IMENTI CONSTITUENCY, STRATEGIC PLAN, 2011-2015.

FOREWORD

It is inspiring for me to be part of this milestone of our community, when Central Imenti Constituency stands to be counted in making a contribution to the attainment of Vision 2030, through the has been arduous. It has taken resolve on the part of the leadership at the constituency level and consequent consultative meetings and conferences, several workshops, data collection and analysis could not have been more timely, with the increased devolution of funds to the constituencies. It Most critical however, is the requisite collaboration of various organs of the government and the various devolved funds, to achieve a concerted outcome in development. It gives me great pleasure in expressing my commitment to the aspirations of the constituents, both as a member of the community and as a your Member of Parliament. Vision 2030 is the countrys new development blueprint. It aims at transforming Kenya into a newly industrializing, middle-income country, providing a high quality life to all its citizens by the year 2030. With the development of this Strategic Plan, CIC brings a focused and informed participation in realization of the countrys vision. The Vision 2030 is based on three pillars: the economic, the social and the political. The economic pillar aims at improving the prosperity of all Kenyans and to achieve an average GDP growth rate of 10% per annum. The social pillar seeks to build a just and cohesive society with social equity in a clean and secure environment. The political pillar aims at realizing a democratic system founded on issue-based politics that respects the rule of law, protects rights and freedom of every individual. CIC is rich in resources and potential to become an economic force and create social stability, but only if effectively harnessed. This SP provides viable submissions to aid in this achievement, for

CENTRAL IMENTI CONSTITUENCY, STRATEGIC PLAN, 2011-2015.

vi

The development of the SP has also benchmarked the communitys progression against the Millennium Development Goals. The MDGs are eight internationally agreed goals for socioeconomic development, that emphasize the following: elimination of extreme poverty and hunger; universal primary education, gender equality; reduction in child mortality; improvement in maternal health, lower HIV/AIDS and major disease incidence; environmental sustainability; and better partnerships with international development partners. Agriculture and livestock, education, clean the workshops. In tackling these issues, success will be achieved by systems in the government, but just as equally by individual effort. This calls for self-discipline and change of attitude towards education, hard work and development in every individual. Let the youth wake up to the challenge of being the future of our community. While the wheels of government turn to meet the States obligations, let each of us at the constituency

and community members may be called upon to play various roles. I wish to appeal to every potential player to participate with enthusiasm and commitment. The world is in a fast forward this objective and the realization of A new horizon for our community, as articulated in our vision statement.

Hon. Gitobu Imanyara MP, Central Imenti Constituency

CENTRAL IMENTI CONSTITUENCY, STRATEGIC PLAN, 2011-2015.

vii

TABLE OF CONTENTS
Acknowledgements Abbreviations Foreword iii iv vi

1.0 The Executive Summary

2.0 Fact Sheet and Statistics

3.0 Strategic Direction

4.0 Situational Analysis 4.1 The Internal Environment 4.2 The External Environment

9 9 12

5.0 Strategic Objectives 5.1 Strategic Objective 1: Agriculture Livestock Production And & Marketing. 5.2. Strategic Objective 2: Affordable Universal Healthcare 5.3. Strategic Objective 3: Education Excellence. 5.4 Strategic Objective 4: Access to Clean Water and Sustainable Sanitation 5.5. Strategic Objective 5: Eliminate Extreme Poverty 5.6. Strategic Objective 6: Infrastructure, Decent Affordable Housing and Urbanization 5.7 Strategic Objective 7: Establish a Tourist Circuit 5.8. Strategic Objective 8: Creation of Businesses and Investment Opportunities 5.9. Strategic Objective 9: Gender Equality and Equal Opportunities 5.10. Strategic Objective 10: Ensure Environmental Sustainability

18 18 20 21 22 22 23 24 24 25 25

6.0 Implementation Matrix Table 1: Administrative Units. Map 1: A map of Central Imenti Constituency Figure 2: Population Per Division Figure 3: Population by age Figure 4: Dependants and Labour source Figure 6: Source of Income

27 2 3 4 4 6 7

CENTRAL IMENTI CONSTITUENCY, STRATEGIC PLAN, 2011-2015.

CHAPTER ONE 1.0 THE EXECUTIVE SUMMARY

Not unlike many constituencies in eastern province, development neglect by the past regimes. As a result, there has been immense break down of infrastructure thus negatively impacting on economic and social growth. The Government of Kenya undertook to tackle poverty and fast-track economic growth from the grass root by establishing decentralized funds. It was by constituents. Thus the birth of The Constituency Development Fund (CDF) in 2003 through the CDF Act in The Kenya Gazette Supplement No. 107 (Act No. 11) of 9th January 2004. The fund aims to control imbalances in regional development brought about by partisan politics. It targets all constituency-level development projects, particularly those aiming to combat poverty at the grassroots. GOK has several other funds that have been devolved to the constituency level besides the Constituency Development Fund (CDF), Poverty Eradication Fund, the Local Authority Transfer Fund (LATF), the Roads Fund (RF) and the Secondary School Education Bursary Fund (SSEBF). However, despite a noble effort by the Government and other stakeholders, the implementation of CDF has encountered a number of challenges at operational and policy levels that include weak capacity to identify viable projects, low utilization of completed facilities and poor community participation. The key purpose of this Strategic Plan is to help identify, evaluate and effectively attend to outstanding needs of the constituents in a systematic approach, while taking stakeholder participation into account. It and consequent action plan for all issues important to the development of the constituency. The constituency possesses vast resources that include the natural, human and technological aspects. The SP will also acknowledge and incorporate these resources for effective selection of projects. The anticipated impact of the SP and consequent implementation will be far reaching, giving rise to development of the constituency. This will create an enabling environment for the people of Central Imenti to transform the constituency, in keeping with their aspirations as articulated in the Vision Statement; To be the national leader in economic prosperity and social stability.

CENTRAL IMENTI CONSTITUENCY, STRATEGIC PLAN, 2011-2015.

CHAPTER TWO 2.0 FACT SHEET AND STATISTICS

2.1 FEATURES AND SETTLEMENT PATTERNS IN THE DISTRICT
2.1.1 Position and size of the District Meru Central is one of the districts that form Eastern Province. It was curved out of the large Meru Central District (Renamed Imenti North) in the year 2007. The District lies to the east of Mt. Kenya whose peak cuts through the south border of the district. It shares borders with Imenti North District to the North, Nyeri District to the west, Imenti South District to the south and Tharaka District to the east and Tigania District to the northeast. 2.1.2 Administrative Units and Political Units divisions and one (1) parliamentary constituency namely Central Imenti. Table 1 shows the area and administrative units of the district

Divisions Abothuguchi West Abothuguchi Central Abothuguchi East Kibichiria Kiagu Total

Area (Km sq) 61 57.8 100.2 86.1 112.9 418

Locations 7 7 4 4 3 25

Sub-locations 25 17 6 8 9 65

CENTRAL IMENTI CONSTITUENCY, STRATEGIC PLAN, 2011-2015.

Map 1: Central Imenti Constituency

CENTRAL IMENTI CONSTITUENCY, STRATEGIC PLAN, 2011-2015.

Figure 2:

Population Per Division

KNBS 1999. As evidenced by this data, population has been on a steady rise. To counteract the high population growth rate, people will be sensitized through public Barazas and other institutions/forums from which they can get more information concerning family planning.

Figure 3:

Population by age

Source: KNBS 2009 Population composition

CENTRAL IMENTI CONSTITUENCY, STRATEGIC PLAN, 2011-2015.

Primary School Age Group (6-13): the population of primary school going age currently stands at 32,176 registered in 1999. This accounts for about 20% of the population. This in turn implies that there is need to expand learning facilities at the existing primary schools as well as construct new schools, health and social facilities to cater for the expected increase in population. The district has 116 pre-schools, 115 primary schools, 47 secondary schools and 5 tertiary institutions with total of 5,523, 27,153, 7,768 and 106 students respectively. (14-17): The population of secondary school age children in the constituency is currently at 10723. The current FPE coupled with the FDSE policy by the government is expected to increase. There is therefore an increasing need to expand the secondary school facilities and improve the existing ones in order to achieve high

quality education for children. Female Reproductive Age Group (15-49): Women between 15-49 years represent the reproductive age. The age group accounts for 25% (32081) of the total population. Maternal, child health care and other related services would need to be improved and expanded through establishment of adequate facilities and education. (15-64): Labour force in the CIC stands at 84,589, which accounts for 59% of the total population. In view of the high percentage of labour force, it is important to emphasize creation of employment opportunities in the constituency. This is also emphasized in this plan. Agriculture and livestock sub sector is the largest employer and contributor to household incomes in the district. Therefore strategies for transforming the sub sector are necessary if the district is to fully absorb its labor force.

CENTRAL IMENTI CONSTITUENCY, STRATEGIC PLAN, 2011-2015.

Source: KNBS 2009 The population of children under 15 years and those aged over 64 years stood at 57,146.

Source: KNBS 2009 The average population density was 303 persons per km sq in 1999, and is estimated to rise to 448 persons per km sq by 2012. The high population density will put a lot of pressure on land considering the district has high agricultural potential. Rapid population growth will compact negatively on production, as it will lead to the subdivision of land into uneconomic units, soil erosion and declining yields. The district will be facing deforestation, depletion of water resources and loss of natural
CENTRAL IMENTI CONSTITUENCY, STRATEGIC PLAN, 2011-2015.

habitat. Population will encroach into the forests and marginal areas hitherto unsettled.

Figure 6: Source of Income

An estimated 80% of the population depends on agricultural and livestock activities for their livelihood. Out of the existing 633kms, 418kms is arable. However reliance on rainwater for agriculture has subdued the sector due to changing weather patterns. Area under irrigation is estimated to be 100 ha. It is therefore the Kali subsector is rather subdued mainly due to unreliable electric power connection and supply, while retail shops dot a majority of trading centers.

CENTRAL IMENTI CONSTITUENCY, STRATEGIC PLAN, 2011-2015.

CHAPTER THREE 3.0 STRATEGIC DIRECTION

Vision To be the national leader in economic prosperity and social stability. Mission To create an enabling environment with the requisite infrastructure that empowers the constituents towards development, economic prosperity and well adjusted social stability. Core Values Integrity and Professionalism Transparency and Accountability Progressive Unity of purpose vulnerable Ensure environmental sustainability.

Creating an enabling environment for optimum agricultural and Livestock produce for competitive local and international markets.

Enhance innovative practices for optimum agricultural and livestock production and competitive marketing To provide universal affordable healthcare to all constituents Transform our learning institutions into entities of excellence Foster access to clean water and sustainable sanitation. Eliminate extreme poverty decent affordable housing and sustainable urbanization. Establish a tourist circuit and effectively market tourist establishments Foster enabling environment for growth and creation of business and investment opportunities Support elimination of gender inequality and foster equal opportunities for women and the
CENTRAL IMENTI CONSTITUENCY, STRATEGIC PLAN, 2011-2015.

CHAPTER FOUR 4.0 SITUATIONAL ANALYSIS

In formulating the objectives of Central Imenti Constituency, an assessment of both the external and internal environment was made. This involved the assessment of strengths and weaknesses to ascertain the capability of CIC as well as the opportunities and threats facing the community. recent past the constituency has become a popular supplier of fruits and vegetables. In Nairobi markets fruit brands such as Meru Green is a favorite with many consumers. The Constituency produces Coffee and Tea as well. Though disillusioned by return on investment, Coffee is still widely cultivated and plenty of tea crop is cultivated in some areas of Githongo, Kibirichia and the areas close to Mt Kenya. Similarly livestock farming has continued to take root in the constituency with Zero grazing being a popular practice. Fish farming has also been introduced in the constituency, with the DC pioneering the exercise. Over 100 ponds have been dug and the practice has been received with enthusiasm among the farmers. It is anticipated in the near future, the Constituency will be ready to enter local and export

4.1 THE INTERNAL ENVIRONMENT

The assessment of the internal environment involved the analysis of the strengths and weaknesses of CIC

4.1.1 STRENGTHS
within the constituency.

Horticulture has become prominent in recent years and is now the third leading agricultural export, following tea and coffee. In the country fresh produce accounts for about 30% of horticultural exports. The Constituency boasts vibrant horticultural production including; green beans, onions, cabbages, avocados, pawpaw, mangoes, bananas and passion fruit. There is plenty of produce in the constituency especially when the rains are adequate. Most of the constituency is very fertile and receives adequate rains for farming. Githongo produces potatoes in excess of their consumption, while the wider Abothuguchi is currently producing bananas. In spite of drought challenges, Kiagu produces a variety of beans, green grams and maize. Beekeeping is also a popular activity. In the

Productive land Most of the population derives their livelihood from agriculture and livestock. The Constituency has agro economical zones that make it suitable for production of a variety of crops. The Constituency consists mainly of well drained moderately deep to very deep, dark reddish brown to dark yellowish brown, friable the topsoil is loam. Most of the constituency is relatively arable with over 400Kms of the 633kms that the CIC spans, being available for viable agricultural activities.

CENTRAL IMENTI CONSTITUENCY, STRATEGIC PLAN, 2011-2015.

Three relatively large rivers traverse the Constituency. They include Mariara, Kathita and Thingithu. They originate from Mt Kenya. Most homesteads have piped water making the target of clean drinking water to many a reality. These Rivers are largely permanent and many of the water projects supplying majority of homesteads draw their supply from one of these three rivers. Rurii swamp in Abothuguchi East provides conditions conducive for arrowroot production. Consequently most of the constituency has adequate water for home use and crop production. This places the Constituency at a position of advantage to achieve economic prosperity.

2010. Three other health centres play a big role in ensuring a healthy community. These include; Gatimbi, Kibirichia and Gaitu. Voluntary Counseling Testing (V.C.T) Centers, Maternal Healthcare, Reproductive Health and vaccinations services (KEPI) are all available to most constituents. Thus preventive initiatives have also made good impact. This makes basic healthcare accessible to many in the community Tourism Potential The constituency possesses tourism potential with the equator cutting across the constituency. This provides a key tourist interest if well exploited. Similarly the Mount Kenya, which is located within the constituency, has fascinated travelers for a long time. Coupled with the rich Meru culture of a dance loving people, a tourist circuit can be developed to come up with attractive tourism products.

The Constituency has two rain seasons. Long rains from March to May and short rains from October to December. The average rainfall ranges between 850mm and 1620 mm. The altitude of 3000 5199 Mtrs above sea level from the lowest point in the constituency to the peak of Mt Kenya. This has agro ecological zones. The constituency therefore has weather well suited to a variety of produce, from tea in the cooler areas in Githongo, to cotton and grain in the hotter areas such as Gaitu and Kiagu.

constituency There are many people from the constituency living outside the community in Nairobi and other cities and in the Diaspora. These individuals possess extensive knowledge base, and other resources that can be tapped for advancement of the youth and constituency.

Many marketing companies have made farm inputs widely available in the area. This is in addition to the traditional farm input outlets such as KFA. Ministry of Agriculture has also recently reduced cost of farm input such as fertilizers. Similarly, expertise is widely available via the Middleman/Marketers who ensure farmers Societies have resource centres from which farmers get farm inputs and expertise.

4.1.2
of CIC:

WEAKNESSES

Health Centers are optimally distributed within the constituency. Most Constituents have a health center within a 5 Kilometer radius. Githongo has just been gazzetted as a District hospital in March
CENTRAL IMENTI CONSTITUENCY, STRATEGIC PLAN, 2011-2015.

The District has been in the news constantly, for being amongst the lowest performers in the country. This is occasioned by laid-back attitude towards education by both parents and the students. Similarly, many teachers have relaxed as they lack motivation, and many engage in personal economic activities, thus hindering diligence in their primary responsibilities as teachers. In many instances the parents themselves have not had the opportunity to receive an education, thus may not recognize the 10

need to urge their children to learn. As a direct consequence of a poorly educated community, many of the community members are not well informed regarding services that are due to them. The community members engaging in agriculture lack knowledge of improved agricultural and livestock practices. Though this information is available vide the large number of input out-lets, many farmers do not realize they need it, nor do the marketers volunteer it unless it is to their advantage. Similarly farmers by nature of their environment lack vital market information. Production and marketing in many sectors has shifted to include advanced technologies and electronic channels respectively. Most constituents may not have access to or lack capacity to exploit such technologies. For instance many constituents sell their produce in the farm at throwaway prices and are unaware that general market information is easily accessible through their cell phone or Internet.

causing pollution. Over dependence on the forest for wood supply and other resources has resulted in degradation of the forest. The rivers have continued to get polluted by dumping of foreign materials; plastic bags, crop residue, and chemicals.

Glaring gender gaps exist in accessing economic and social status for women. Men own 95% of land in Kenya and yet women constitute a little over 50% of the total population. The society has put restrictions on opportunities thus causing disparities between males and females in Central Imenti. In many homesteads, women are the key breadwinners and support the extended family as well. They are responsible for bringing up children with their meager resources. Due to cultural factors and socialization, women are subjected to social and economic biases. Women in the constituency are still subjected to harmful cultural practices such as FGM and wife battery. Many women are often unable to access credit facilities without backing from their spouses. Credit advanced by MSEs has weekly repayments and any delays are highly punitive. Recalling loans or repossession of security is often experienced. Women do not always have access to business education and where they do, the burden of performing household and other duties interferes with effective management of their businesses. Consequently they are only able to engage in gender related business such as kiosks, salons, mitumba (Second hand clothes) and vegetable vending. Women are thus stuck in activities with meager returns and yet are

Bad farming practices have caused soil leaching leading to infertility. Soil erosion has also resulted from the same. Felling of trees and poor conservation efforts has led to diminishing returns from production. The rivers especially Mariara have continued to fall in volume due to river encroachment. During the recent drought period, the river fell to very low levels. Water harvesting has not been effectively practiced. Where there is adequate piped water, conservation is neglected and many leave water running for hours. Environment Not unlike many parts of the country a lot of trees in Mount Kenya Forest are being cut down threatening water catchment areas and consequently, availability of water for future use. There have been many incidents of tree felling by unscrupulous timber merchants and charcoal burners in the forest. The constituents also cultivate along riverbanks
CENTRAL IMENTI CONSTITUENCY, STRATEGIC PLAN, 2011-2015.

Compounding the gender issue, unfortunate young mothers rarely get the chance to go back to school shortcoming, women in the constituency rarely get the opportunity to participate in the decision making process, occasioning limited solutions to issues affecting them.

11

Due to inadequate opportunities, frustrations and idleness the youth are predisposed to crime. After they complete school, many young people have no continuity in education due to either lack of funds, shortage of appropriate tertiary institutions or poor grades. There is access to cheap local brew and other stimulants. This ultimately leads to deviant behaviour. In the last decade there has been substantial breakdown of social and moral fabric of the society occasioning moral decadency in the community.

The constituency has a large population living in poverty with an estimated 34,000 constituents categorized as food poor. This translates to 24% of the population. The main causes of poverty in the constituency include: inadequate and unreliable rainfall leading to crop failure, drought and lack of water for irrigation in dry areas, inadequate land or landlessness and the high cost of agricultural inputs. Others causes include poor infrastructure, high rates of school dropouts and heavy consumption of intoxicants.

Gatimbi, the focal town in the constituency was built without effective planning for a District headquarters. Consequently the structures that had been put up are inadequate to deal with demands of a District headquarters. Appropriate premises for prospective businesses are therefore not well catered for. The environs are ill kept hindering progressive investors and services such as banks.

4.2 EXTERNAL ENVIRONMENT

The assessment of the External environment involved the analysis of the opportunities available and the threats facing CIC.
CENTRAL IMENTI CONSTITUENCY, STRATEGIC PLAN, 2011-2015.

12

4.2.1. OPPORTUNITIES
available to CIC. The constituency should ride on the crest of the wave of these factors to achieve its strategic objectives. Demand for produce There is extensive market for produce coming from the constituency. The local market is huge and there is always demand for local produce. The domestic market has concentrated on vegetables and fruits, such as cabbages, kale, bananas (cooking and table), avocados, groundnuts, citrus, mangoes, pineapples, and papaws. Produce from the country is not limited to domestic markets only but has over the years sought markets abroad. The EU remains Kenyas principal market in horticultural export produce; with the UK, Netherlands and France being the main markets. Currently, the UK is the principal market, taking a 34% share of total exports, followed by the Netherlands with 31% and France with 15%, with Germany taking 5%. The Constituency is a critical contributor to these national statistics, therefore not lacking in market. Kenya contributes 10% of the total global tea production and commands a remarkable 21% of the global tea exports outside producing countries. Whereas the domestic market for tea stands at only 5%, the international market absorbs the balance with 84% sold at the auction In Mombasa conducted under the auspices of the East African Tea Trade Association (EATTA). Kenya exports its coffee to Europe mainly Germany, Sweden, Belgium, Finland, Netherlands, UK and Norway as well as USA. Almost 99% of Kenyan coffee is exported and the domestic market only consumes less then 1% of the total coffee produced in Kenya. It is regarded, as one of the best coffees in the World thus the market is relatively insatiable. Whereas the fortunes of coffee farmers in the Constituency have continued to dwindle over the years, there is still ready market for coffee from the Constituency.
CENTRAL IMENTI CONSTITUENCY, STRATEGIC PLAN, 2011-2015.

13

Similarly, though glut was experienced in the diary industry recently, there is opportunity in livestock produce through various processing agents, including Meru Central Diary. Opportunity for value adding into products The Constituency experiences excessive production that is not wholly absorbed by the market. This food is not easily preserved and goes to waste. Value adding through agro processing would provide a multi pronged advantage for the community. Agroeconomic activities carried out for conservation and handling of agricultural produce to make it usable There are compelling reasons for encouraging agroprocessing. Firstly, improvement of rural incomes by adding value to produce, saving on transport costs by delivering high-value/low-volume products. Secondly, use of by-products as inputs or other farm operations such as animal feeds, manure and fuel. Thirdly, it would provide opportunity for reducing farm losses through conversion of perishable commodities into more durable products. Finally, it will help to create jobs in the rural areas thereby contributing to poverty reduction and reducing rural-urban migration. Hence, the scope of the agro-processing industry encompasses all operations from harvest till the product reaches the end user in the desired form, packaging, quantity, quality and price. The development of agro-industries also has many among these is that it acts as stimulus for increased agricultural production through market expansion. Indeed, the establishment of processing facilities both consumer demand for the processed product as well as assuring adequate supply of the raw material. While this sounds like it may be out of reach of most constituents, methods such as sun drying can be employed as means of preservation. Produce that remains uncollected by marketers can easily be processed into pig food and organic
CENTRAL IMENTI CONSTITUENCY, STRATEGIC PLAN, 2011-2015.

compost manure.

community and trainer Education in the constituency has been hampered by among others lack of adequate teachers. In some areas like Kiagu, Chaaria and Gachoro, the problem is critical. Some schools in the areas mentioned have as few as three teachers for 250 students. Clearly no learning can take place under such circumstances. When GOK committed to contracting and posting more teachers to the community, TSC went to court demanding permanent and pensionable terms. To make the situation worse, DEOs have not been able to carry out their role of inspection due to lack of resources such as transportation. We recognize the importance of formal academic education in the Constituency. However the community is also lacking exposure and training regarding aspects that are capable of empowering them economically. There is clear need for training in modern farming methods and developing marketing themselves and offer much needed advise on animal health and crop production, instead of pursuing elusive formal employment. Similarly there is opportunity in providing market information to the constituents. There is opportunity to impart health and nutrition and family planning information to mothers at the antenatal clinics, with the help of FPAK. This would see improved health of both mother and child. It would also see heightened attention to simple health tips such as washing hands and boiling drinking water, ultimately healthier lifestyles would be realized. The country has trained teachers in excess of what can afford to employ. These are mostly young people who can be utilized in many ways to impart knowledge that is liable to improve the quality of life in the constituency.

14

Youth Polytechnics (YP) are basic education institutions intended to offer primary school leavers opportunities to acquire quality skills and knowledge to make them economically productive. They also act as avenues of attaining higher education through technical and vocational education. YPs equip the youth with technical and entrepreneurial skills based on appropriate technology enabling them unleash their entrepreneurial capacity to fully exploit local community resources for employment creation. The constituency could revive the YP and equip them well enough to seal the gap between formal education and useful productive youth. This makes basic skills accessible to many in the community

is steadily dropping. The problem of marketing is further aggravated by lack of market information, marketing and effective organization, denying the farmer bargaining power. When the roads are impassable the Middleman does not make any real effort to collect produce from the farmer occasioning severe losses. Moreover when demand in the local and international market shifts, the middleman does not inform the grower in time to avert losses. This has seen losses incurred by the farmer, as was the case of French beans in the Constituency. The Middleman failed to relay demand shift information to the farmer, causing the latter severe losses. Infrastructure Vision 2030 recognizes infrastructure as an important enabler for sustained economic growth. Realization of the far-reaching vision will be However, in CIC not unlike the rest of the nation, the state of infrastructure is wanting. There is only one tarmac road, Nkubu-Mutindwa road. Tarmac is underway for the stretch of Gitimbine-Marima road. The rural access roads connecting to the all weather roads are poorly maintained and are practically impassable by vehicles during the rainy seasons. These include Kariene-Kithirune, Karience-Gaitu, Gatuatine-Munyari, Gatimbi-Kaguma, KiamuriMariara-Mbwinjeru and Kiagu-Kariene, to mention a few. Though most are all weather roads, they are in such a state of disrepair that they become impassable in wet seasons. Most of these roads also suffer extensive encroachment by farmers. There is little or no transport in the interior and in most places during the rainy season. This makes it impossible for farmers to get their produce to central collection points. Women are still observed carrying huge loads of farm produce on their backs to market Poor transport has negatively impacted on the high potential of the landscape in horticultural production. at best. It is evident that economic growth and 15

4.2.2 THREATS
CIC and which the Constituency has to mitigate or overcome to realize key objectives.

There is plenty of produce in the constituency which should earn the farmer decent revenue. However, thus selling their produce through the middlemen who deliver to the main market. This often leads to exploitation. The lack of market information presents for smallholder poor farmers; this substantially increases transaction costs and reduces market consists of multiple middlemen, each taking a margin at every stage, and price variations in space and time are often large and erratic. If for instance a farmer is able to deliver their produce to the famous Gikomba, Marigiti or other markets in Nairobi they similar quantity through a middleman. This has discouraged many farmers who are investing heavily in farm inputs whose prices are continually rising while earnings from their produce
CENTRAL IMENTI CONSTITUENCY, STRATEGIC PLAN, 2011-2015.

subsequent poverty eradication is contingent upon the state of infrastructure, thus for the constituency to prosper economically the roads will need urgent attention. There is limited connectivity to electric power and cost is prohibitive to the few that have access to it. Like other rural communities in Kenya, access to electric power in the constituency stands at only 4%. This limits development such as any opportunities of advanced production methods, value addition and integration of ICT in various aspects of life in the community. Only a few of the trading centers are supplied with electricity while most households still

these services are still available, they are provided on a need basis. These services ought to be readily available and if possible made available to the farmer primary learning ground and extension workers are facilitators who impart farming principles rather than packages. It is a powerful way of enhancing learning through participation. This services is either lacking or poorly implemented spelling doom to farmers efforts. The farmer in the constituency lacks basic knowledge with regards to critical issues affecting farming practices. Knowledge lacking includes; soil nutrient management and environmental protection. Soil degradation through practices such as slash and burn, overgrazing, over cultivation and increased use of fertilizers and pesticides continues to be experienced. Failure to observe environmental measures leads to destruction of natural vegetation. This knowledge is slow to be relayed to the farmer by relevant GOK authorities

Failure to provide adequate planning for the District Headquarters has led to emerging future. The structures that don Gatimbi are not worthy of a District Headquarters. Many were put up long before the District status was awarded. The road network around the new municipality has all but disappeared or been replaced by deep galleys and trenches. While there is still opportunity for correcting the errors occasioned by lack of planning, it may not be achieved without incurring extensive losses to the developers and the municipality.

In 2008-2009 the whole country suffered extended periods of drought and a lot of effort in food production was in vain. Consequently, CIC suffered the debilitating effects of unpredictable weather, some areas of the constituency suffered food shortage. Even though the effects of climatic change were felt widely within the constituency, some areas like Kiagu bore the brunt of the drought.

There is a worrying shortage of Professional health worker in Kenya. It is estimated that in the public sector, there are an estimated 3 doctors and 49 nurses per 100,000 people; the UN World Health Organization (WHO) recommends at least 143 nurses per 100,000 people. More problematic is that over half of all health personnel and 80 percent of doctors are based in urban areas. The Constituency though boasting a number of health centers, the facilities are understaffed. Compounding the problem is the lack of adequate drug supply. Moreover there are a number of dilapidated Health facilities in the Constituency. The state of disrepair pipes, unsanitary ablutions, inadequate furniture, unsafe electrical works and leaking roofs. Consequent effects of these challenges facing the constituency is that most of the community members have been forced to seek medical help

and provide pertinent knowledge and practices

CENTRAL IMENTI CONSTITUENCY, STRATEGIC PLAN, 2011-2015.

16

private health providers. There is potential danger especially for management of conditions like AIDS/ in ensuring health condition of constituents does not deteriorate due to lack of drugs and requisite resources.

CENTRAL IMENTI CONSTITUENCY, STRATEGIC PLAN, 2011-2015.

17

CHAPTER FIVE 5.0 STRATEGIC OBJECTIVES

In order to create value and a thriving economic and social existence that will endure, the CIC must have a clear understanding of the potential available. The following are ten strategic objectives that CIC must target to achieve within the planning period, in order to succeed in attaining the stated vision. Support Value adding/ Agri-processing The constituency is largely involved in primary production of food and little or no onwards processing or value addition. This denies the constituency and the farmer valuable income. To arrest this situation CIC will Appeal to development partners to support agro-processing plants. Implement Agricultural Product Value Chain Approach in farming holder farmer associations interested in agro processing activities Make known opportunities for investing in agro processing entities Work with marketers/middlemen with a view to starting agro processing Lobby HCDA to invest in a collection point with cold storage facility in the constituency. Market Development produce CDF will Work with farmer associations to ensure binding agreements between the farmer and the middleman/marketer are enforced and adherence to by both parties. Form produce marketing bodies Collaborate with HCDA and other stakeholders to further develop international markets Build a robust industry information centre that provides all information including deterproduce. Encourage farmers to practice demand driven production.

5.1 STRATEGIC OBJECTIVE 1: ENHANCE INNOVATIVE PRACTICES FOR OPTIMUM AGRICULTURAL LIVESTOCK PRODUCTION AND COMPETITIVE MARKETING.
Agriculture is the mainstay of the community. The following measure will be taken to ensure that optimum production is achieved and effective marketing is practiced.

5.1.1 STRATEGIES
In collaboration with relevant government agencies and other stakeholders, CIC will lobby for full implementation of NALEP and pursue further the following measures; Water for irrigation Encourage constituents to embrace Appropriate Technology in irrigation. These include; micro-irrigation technologies such as the popular series of manually operated Moneymaker pumps that enable optimum production. Appeal to community to embrace affordable innovative technologies such as drip irrigation, which conserves water better than overhead systems.

CENTRAL IMENTI CONSTITUENCY, STRATEGIC PLAN, 2011-2015.

18

ENHANCE INNOVATIVE PRACTICES FOR OPTIMUM AGRICULTURAL LIVESTOCK PRODUCTION AND COMPETITIVE MARKETING

CENTRAL IMENTI CONSTITUENCY, STRATEGIC PLAN, 2011-2015.

19

Market Infrastructure Development Trade in agricultural inputs and produce is an important vehicle for generating income and employment and hence reducing poverty as well as promoting food security. The main constraints to internal trade include high transport costs due to poor state of roads, high wastage of perishable commodities due to lack of proper handling and storage facilities. In order to promote domestic trade the following measures will be pursued Encourage private sector to invest in cold storage facilities Local authorities to develop rural market centers and storage facilities for hire. Develop a rural market information system. Invite private sector to invest in ICT and resource centers where, material information regarding farm inputs, modern methods of farming and markets can be accessed.

The Constituency will lobby the return of the extension worker. S/He will be the medium between the farmer and the changing farming methods, innovations and market information. S/He will advise and direct farming practices, as was the case back in the 80s. take up their role in advising farmers regarding new market opportunities for their produce. An important and reputable buyers including agro- manufacturers and middlemen as trading partners.

5.1.2 ANTICIPATED OUTCOME

More farmers will be empowered in use of appropriate technology and the demand will ensure more outlets offer them for sale. There will be adequate water sources that are managed. Agri-business industry in constituency will improve living standard Improved and consolidated marketing practices that will increase return on investment There will be effective transfer of information and improved practices to the farmers

Organizations from economies of scale and have bargaining power. The Constituency in collaboration with action to ensure these CBOs, stakeholder organizations and SHGs are empowered. Streamline the procedures for their legal registration. Support membership and capacity building through education on management techniques. In collaboration with stakeholders provide training in modern methods of production, small/family business management, and marketing skills Facilitate growth and development of these organizations by encouraging their participation in the development programs planning and implementation. Ensure effective management and accountability in handling farmers funds

5.2. STRATEGIC OBJECTIVE 2: PROVIDE AFFORDABLE UNIVERSAL HEALTHCARE TO ALL CONSTITUENTS. 5. 2.1 STRATEGIES
CIC will collaborate with relevant ministries and development partners to; Effectively equip the newly gazetted Githongo Sub District Hospital and other health centers in the constituency. Foster upgrading of existing facilities and lobby Ministry of Health and development partners for additional maternity units where none exists. 20

CENTRAL IMENTI CONSTITUENCY, STRATEGIC PLAN, 2011-2015.

Lobby stakeholders and development partners and Ministry of Health to build health centers where none exist. Appeal for additional staff from the Minisnurses CDF will make sustained efforts to ensure there is adequate supply of drugs especially those for treatment of Malaria, TB and ARVs. Work with NACC and MOH to create awareness and management of communicable diseases Collaborate with KEPI to create awareness on immunization and other preventive health measures. Work with the available health workers to bring nutrition health to the community with emphasis on traditional foods such as arrowroots, yams, greens and grain. workers provide the community with information regarding general hygiene and reproductive health. Encourage having water for cleaning hands and ensuring this is taught to children as this reduces water related deaths by 45%

5.3. STRATEGIC OBJECTIVE 3:

TRANSFORM OUR LEARNING INSTITUTIONS INTO INTERDISCIPLINARY ENTITIES OF EXCELLENCE.

The education system is weighed down by myriad of challenges. These range from high teacher-student ratio that impacts negatively on education quality, to lack of learning facilities. By achieving Strategic Objective 3, CIC will reduce illiteracy by increasing access to education, improving the transition rate from primary to secondary schools, and raising the quality and relevance of education.

5.3.1 STRATEGIES
The constituency will take the following measures to ensure realization of this objective Appeal to various development partners and the Ministry of Education to provide adequate learning materials including computers to the rural areas. Lobby to Implementers of RE to utilize the Ksh15 Million per Division allocation to speed up connection in all institutions of learning for ease of ICT usage Mobilization of all parents to ensure change in attitude towards education Engage CDF to ensure vehicles are available to DEOs for purposes of inspection Will support task force KNUT, Community leaders, Head teachers) formed in implemenEnsure a more acceptable teacher student ratio by liaising with the Ministry of education and the TSC for recruitment and deployment of teachers to the constituency. Follow up progress of the economic stimulus teacher allocation with relevant authorities. Work with stakeholders to increase enrollment in adult literacy classes Work with stakeholders to ensure expansion of existing schools in terms of structures, furniture and other learning materials. Ensure that Bursary funds are allocated to

5.2.2 ANTICIPATED OUTCOME

Increased access to comprehensive and affordable healthcare There will be adequate staff and drugs in the health facilities Reduced incidences of TB and other communicable diseases Improved maternal Health, and reduced PMCT Reduced child mortality Raised awareness of prevention and HIV/ AIDS and STDs Empowered Healthcare and Community Health Workers

CENTRAL IMENTI CONSTITUENCY, STRATEGIC PLAN, 2011-2015.

21

them to excellence Encourage optimum utilization of educalearning is carried out according to laid down procedures. Ensure the proposed centers of excel-

imperative that for the Constituency to provide and water use methods need to be formulated and applied.

5. 4.1 STRATEGIES
CDF will lobby relevant authorities to;

constituency. CDF will follow progress of bright children and help fund their education In collaboration with DEOs ensure teachers work within acceptable boundaries of ethics and those engaging in deviant activities face disciplinary action. 5.3.2 ANTICIPATED OUTCOME Better performance due to consolidated measures More structures/classrooms to cater for basic primary education Gradual integration of ICT in basic learning Acceptable teacher to pupil ratio Increased learning materials and other facilities Higher retention rates due to improved facilities Improved teacher performance due to better ethics More needy students will have access to a decent education Ethics among teacher will be observed due to increased supervision from DEOs A more positive attitude towards education

in the District. Promote water-harvesting technologies on farms to reduce reliance on river resources. Will lobby relevant ministries and development partners to ensure Wells and Dams are sunk where river water is not available Through Barazas sensitize community tion. Will work with development partners to ensure water pipes and other equipment are acquired to ensure piped water reaches more homesteads Work with community leaders to ensure there is capable management at the helm of water services bodies and ensure women are represented in such committees Will encourage constituents to have Latrines dug far from water sources to avoid ground level contamination. 5.4.2 ANTICIPATED OUTCOME Reduced incidents of water borne diseases Better utilization of water resources More homesteads will have access to clean drinking water and cultivation Diseases will be reduced by 21% if clean drinking water is used. Drinking clean water keeps children in school and adults doing productive work.

5.4 STRATEGIC OBJECTIVE 4: FOSTER ACCESS TO CLEAN WATER AND SUSTAINABLE SANITATION

for domestic consumption, industrial needs and irrigation. The surface water in the constituency has been over extracted causing volumes to drop drastically in times of drought. It is therefore
CENTRAL IMENTI CONSTITUENCY, STRATEGIC PLAN, 2011-2015.

5.5. STRATEGIC OBJECTIVE 5: ELIMINATE EXTREME POVERTY

In CIC, causes of extreme poverty are varied and include, low agricultural productivity, poor education standards, high school drop out rate

22

and high unemployment levels. Continued division of parcels of land also impacts negatively on land productivity causing poverty. Loss of income from traditional cash crops such as coffee and tea has also contributed to increased poverty.

5.6. STRATEGIC OBJECTIVE 6: PROMOTE EFFICIENT INFRASTRUCTURE, DECENT AFFORDABLE HOUSING AND SUSTAINABLE URBANIZATION.
For any economy to prosper infrastructure is a precondition. The following strategies will be employed to promote infrastructure.

5. 5.1 STRATEGIES
To meet this objective the Constituency will Ensure that measures are taken to improve agricultural productivity by utilizing policies of Small Holder Horticulture Empowerment Program SHHEP and ensure farmers access inputs through National Accelerated Agricultural Inputs Access Program for reduced cost of inputs. through social programs such as the recent UNDP football tournament to ensure they are kept busy. Through similar forums CIC will ensure positive cultural values are imparted and likewise empowered to qualify for youth fund and other MSE products. Enhance the capacity of small-scale producfarming through Farmer Field Schools and Encourage the youth to get involved in self employment and other economically productive activities instead of chasing elusive formal employment

5.6.1 STRATEGIES
CIC in collaboration with stakeholders, relevant Ministries and development partners, will take infrastructure is realized. Encourage community members to form groups to help them access electricity though Work with Ministry of Energy and RE to ensure that trading centers yet to be lit

centres. Use CDF funds to engage youth to build bridges to ease movement during rainy season. against road encroachment Ensure water infrastructure is enhanced to meet new municipality demands Ensure adequate planning for sewage and garbage management as the District grows.

5.5.2 ANTICIPATED OUTCOME

Improved living standards and restored human dignity Ability to engage in income generating activities Ability to sustain families and educate children Freedom to make independent social and political decisions.

in terms of premises buildings and road maintenance. Lobby KeRRA to establish allocations and ensure rural roads receive due attention. Encourage use of modern building technologies offered by professionals Encourage property owners to seek funding from Finance Institutions to enable them put up structures that will be relevant for years to come.

CENTRAL IMENTI CONSTITUENCY, STRATEGIC PLAN, 2011-2015.

23

5.6.2 ANTICIPATED OUTCOME

Improved access roads goods Sustainable transition from rural community to urban Transportation into areas that are yet unreached. Reduced encroachment on roads Better drainage and increased number of bridges Increased access to electric power Increased use of ICT and other facilities due to electricity connectivity Ease of communication and integration with the rest of the country and the world.

all tourist establishments and services for improved marketing and outreach. Involvement of Local Communities in Tourism Development. Form a tourism stakeholder body from the constituency to enable lobbying of services and support from the government.

Awareness of tourist attractions in the Constituency Improved standards of services in the establishments Improved marketing of destinations through KTDC

ESTABLISH A TOURIST CIRCUIT AND MARKET THE CONSTITUENCY AS A TOURIST DESTINATION

An aggressive campaign to establish a circuit that articulates the strengths of the constituency as a potential tourist destination would require the concerted effort of all stakeholders. Attaining tourism revenue yield will call for increased and improved visibility of the Constituencys attractions.

ENABLING ENVIRONMENT FOR GROWTH AND CREATION OF BUSINESSES AND INVESTMENT OPPORTUNITIES
Most of the businesses in the constituency are agro related. Similarly most are family businesses.

With the help of Ministry of tourism, KTDC and other stakeholders CIC will pursue the following strategies Aim to upgrade the standards of underutilized destinations such as the equator and the Mt Kenya Opening up of new tourists circuits, promotion of new products like conference tourism, sports tourism, retirement tourism, eco-tourism. Urge stakeholders in CIC to participate in international and regional travel affairs and exhibitions.

To attract varied business and foster growth on existing entities, CIC will Appeal to licensing authorities to ensure expedited licensing and legislative services. Lobby for effective planning and encourage property owners to put up well-planned premises to attract investors. Ensure utilization of RE services to ensure reliable supply of electricity for ease of operation. Pursue authorities for reliable water infrastructure into the municipality for a clean and sanitary environment bring affordable services to the people Work with the local administration to ensure security Make known investment opportunities avail24

CENTRAL IMENTI CONSTITUENCY, STRATEGIC PLAN, 2011-2015.

able to prospective investors Encourage constituents living in Nairobi and other cities to consider investing in the constituency.

are empowered to make decisions related to reproductive health providers to ensure free business training is CDF will work with the community members and the chiefs to ensure bright orphans go to school and ensure the newly introduced Orphans Support Fund reaches them. CDF will work with the community representatives to ensure women come out to give their opinions and even offer themselves for elective positions in the community. Will appeal to the law keepers to punish men who intimidate women or try to muzzle them from giving their opinion

Increased opportunity for creation of new business Increased presence of investors Increased revenues

ELIMINATION OF GENDER INEQUALITY AND FOSTER EQUAL OPPORTUNITIES FOR WOMEN AND THE VULNERABLE
The woman has for decades been disempowered by culture and socialization in the community and national levels. They face discrimination on basis of religion, law and outdated harmful cultural practices. Yet the woman is overburdened with responsibility and expectations from the family and the public. Similarly the disadvantaged are discriminated or entirely ignored.

The Constituency commits to support elimination of these biases by engaging the following measures Lobby stakeholders to ensure enrollment of girl child in FPE rises Work with DEOs to use school leadership to encourage unfortunate young mothers who get children while still learning to go back to school after delivery, and speak openly against early marriages Work with the provincial administration to ensure those who subject women and girls to dangerous practices such as FGM and wife beating are dealt with within the law Encourage men to consult their wives and family when making decisions related to land and property. Work with Health Services to ensure women
CENTRAL IMENTI CONSTITUENCY, STRATEGIC PLAN, 2011-2015.

Return of personal dignity Increased enrollment of girl child in FPE Freedom to make decision pertaining to reproductive health Ability to take part in political and social decisions Empowered to stand up against repugnant cultural practices Access to business knowledge from MSE and other stakeholders 5.10. STRATEGIC OBJECTIVE 10: ENSURE ENVIRONMENTAL SUSTAINABILITY CIC has in the recent past experienced extensive tree cutting and falling river water levels. 5.10.1 STRATEGIES To mitigate these factors, CIC will initiate efforts along with stakeholders to Raise awareness for conservation and protection of natural resources. Encourage community members to plant trees and where possible start small homesteads

25

Re introduces indigenous trees for a balanced ecosystem. Effect full implementation of the National Environmental Action Plan. Take measures to increase the total national forest cover through rapid a forestation of gazetted areas and agro forestry. Ensure the riverbeds are maintained and the mandatory cultivation distance of 30 ft is adhered to. Sensitize the community on piped water and general water conservation methods Ensure chemical, household rubbish; plastic

bags are not dumped in the river. Take measures to ensure soil erosion is mitigated through terracing and gabion boxes.

5.10.2 ANTICIPATED OUTCOMES

Cleaner well-conserved rivers Evidence of efforts to increase tree cover especially indigenous trees A designated dumping site for garbage as the District grows. Better farming practices that enhance soil and water conservation

CENTRAL IMENTI CONSTITUENCY, STRATEGIC PLAN, 2011-2015.

26

CHAPTER SIX 6.0 IMPLEMENTATION MATRIX

6.1 STRATEGIC OBJECTIVE 1: ENHANCE INNOVATIVE PRACTICES FOR OPTIMUM AGRICULTURAL AND LIVESTOCK PRODUCTION AND COMPETITIVE MARKETING.
NO. Water for irrigation 1. Encourage constituents to embrace Appropriate Technology in irrigation and affordable innovative technologies such as drip irrigation Increase area under irrigation Support Value adding/ Agri-processing 2. Seek development partners and other stakeholders to invest in agri- business and engage them projects Production and Market Development Develop regular and stable markets for produce. Encourage farmers to use products that have been well researched services Empower farmers through capacity building in conjunction with stakeholder group organs. National Chamber of Commerce. MoAGR 2014 MoAGR 2013 ACTIVITIES IMPLEMENTING AGENT TIME FRAME

National Chamber of Commerce. MoAGR KARI, KEPHIS 2013

3.

MoAGR, CDF,

2013

Market Infrastructure Development 5 Develop sustainable market infrastructure.

National Chamber of Commerce, HCDA and CDF SHOMAP

2012

CENTRAL IMENTI CONSTITUENCY, STRATEGIC PLAN, 2011-2015.

27

6.2. STRATEGIC OBJECTIVE 2: PROVIDE AFFORDABLE UNIVERSAL HEALTHCARE TO ALL CONSTITUENTS.

ACTIVITIES Foster upgrading of existing facilities and appeal for additional staff from the Ministry of Health Create awareness and improve management of communicable diseases. Aim to improve nutrition health and maternal healthcare. IMPLEMENTING AGENT

MoH and CDF CHW CHEW

By 2013

6.3. STRATEGIC OBJECTIVE 3: TRANSFORM LEARNING INSTITUTIONS INTO INTERDISCIPLINARY ENTITIES OF ECELLENCE.
NO. ACTIVITIES Appeal to various development partners and the Ministry of Education to provide adequate learning materials including computers Endeavour to increase enrollment and change attitude towards education. Expand supervision and school inspection to ensure teachers are carrying out their duties diligently. IMPLEMENTING AGENT CDF 2013 MoE PTA, CDF, MoE NGO TIME FRAME

MoE DEO, PTA, CDF

2013

Ensure a more acceptable teacher student ratio by liaising with the Ministry of education and the Teachers Service Commission (TSC) for recruitment and deployment of to the constituency

MoE, TSC, DEO,s

2014

CENTRAL IMENTI CONSTITUENCY, STRATEGIC PLAN, 2011-2015.

28

6.4. STRATEGIC OBJECTIVE 4: FOSTER ACCESS TO CLEAN WATER AND SUSTAINABLE SANITATION
NO. ACTIVITIES Initiate and or implement Water Master Plan in the Constituency. Expand water and sewerage infrastructure to meet growing demands Ensure effective management of water bodies and Societies IMPLEMENTING AGENT TIME FRAME

MoW, Regional water bodies

2014

Regional water bodies, MoLA Water management bodies, MoW, Stakeholders NGOs, MoW, Water Bodies

2014 2013 2012

6.5. STRATEGIC OBJECTIVE 5: ELIMINATE EXTREME POVERTY

NO.

ACTIVITIES

IMPLEMENTING AGENT

TIME FRAME

Empower youth to be economically productive Enhance the capacity of

NGO, Donors, MoYA CDF MoYA, MoA, Stakeholders

2013 2012

6.6. STRATEGIC OBJECTIVE 6: PROMOTE EFFICIENT INFRASTRUCTURE, DECENT AFFORDABLE HOUSING AND SUSTAINABLE URBANIZATION.
NO. ACTIVITIES Lobby relevant authorities to improve state of feeder roads, and urban roads. Lobby the relevant ministries for electricity connection for all centers and the constituency Encourage development of structures that are congruent with the plan of the Gatimbi municipalities and the constituency at large. IMPLEMENTING AGENT KeRRA, KURA TIME FRAME 2014

REP, CDF

2014

MoP, MoLA,

2014

CENTRAL IMENTI CONSTITUENCY, STRATEGIC PLAN, 2011-2015.

29

MARKET TOURIST ESTABLISHMENTS AND SERVICES

NO. ACTIVITIES Aim to upgrade the standards of underutilized attractions such as the Equator and the Mt Kenya experience IMPLEMENTING AGENT CDF MoTW KTDC KWS TIME FRAME

2015

Open up new tourists circuits, promotion of new products like conference tourism, sports tourism, retirement tourism, and eco-tourism.

MoTW, MoCSS

2015

establishments and services for improved marketing and outreach. Involvement of Local Communities in Tourism Development.

CDF, MoTW

2015

MoTW KTDC KWS

2015

FOSTER EQUAL OPPORTUNITIES FOR ALL

NO. ACTIVITIES IMPLEMENTING AGENT TIME FRAME

learning conditions for girls

NGO, MoE, PTA

2014

women. Ensure equal representation in all initiatives and programs in the constituency Educate constituents on the contemporary status and position of woman in society through barazas MoG, CDF, NGO MoG, NGOs, CDF 2012

CENTRAL IMENTI CONSTITUENCY, STRATEGIC PLAN, 2011-2015.

31

CREATION OF BUSINESSES AND INVESTMENT OPPORTUNITIES

ACTIVITIES Work with stakeholders to increase viable business opportunities and other bodies to increase bargaining power. IMPLEMENTING AGENT KAM, Trade & Commerce Chamber of Commerce, KAM TIME FRAME

2012

Make known investment opportunities available to prospective investors

2012

6.10. STRATEGIC OBJECTIVE 10: ENSURE ENVIRONMENTAL SUSTAINABILITY.

NO. ACITIVITIES IMPLEMENTING AGENT TIME FRAME

Raise awareness for conservation and protection of natural resources. Effect full implementation of the National Environmental Action Plan.

NGOs, DECO MoENV 2014

CENTRAL IMENTI CONSTITUENCY, STRATEGIC PLAN, 2011-2015.

32