1. INSTITUTE OF CERTIFIED PUBLIC SECRETARIES OF KENYA Governance, Integrity and Investment Conference Venue: Travellers Beach Hotel, Mombasa Session: County Integrated Development Plan: aligning resources with Integrated Development Plan Raphael G. Mwai, MBS, FCPS (K) PPD Consultants Ltd 3 rd floor, Bishops Garden Towers, P.O. Box 47972-00100, Nairobi, Kenya Tel: 2733441, 2733438 Fax: 2733448 Email info@ppdconsult.cominfo@ppdconsult.com Website: www.ppdconsult.com Date: June 25, 2015www.ppdconsult.com Presented by:

2. 1. Outline of presentation County Integrated Development Plan (CIDP); CIDP and Vision 2030; Development Context of CIDP; Aligning Resources to CIDP; Strategic Framework for County investments; Creating competitive advantage in counties; Role of county governments in creating competitive counties; Resources mobilization for development 2

3. 2. County Integrated Development Plan (CIDP) CIDP is the development framework for counties; The legal framework for CIDP is the County Governments Act, 2012; The CIDP therefore guides the co-ordinated development of the county; In particular, CIDP provides a structured approach to priority investments in support of county development 3

4. 3. CIDP and Vision 2030 The County Governments Act, 2012, requires that the CIDP is aligned to vision 2030 and the Medium Term Plan: 2013-2017; In effect, therefore, the CIDP should be aligned to the three pillars of vision 2030; and the enabling foundations; The priority sectors in Economic Pillar are:  Agriculture, Livestock and Fisheries Services;  Trade (wholesale and retail);  Financial services;  Tourism;  Business Process Outsourcing (BPO) ; 4

5. Con’t Priority sectors of the Social Pillar are:  Education and Training;  Health services;  Environmental, Water and Sanitation;  Pollution, urbanization and Housing;  Gender, Youth and vulnerable Groups;  Sports, Culture and Arts Priority sector of the Political pillar are:  Devolution;  Governance and the Rule of Law;  Constitution Implementation Framework;  National Values and Ethics 5

6. Con’t Enabling Foundations are:  Infrastructure;  Technology;  Science, Technology and Innovation;  Land Reforms;  Public Sector Reforms;  Human Resource Development, Labour and Employment;  Security, Peace Building and Conflict Resolution The CIDP should therefore be aligned to the above development themes 6

7. 4. Development Context of CIDP Section 186 of the Constitution of Kenya, 2010, delineates the functions of the county and national governments; The functions of the county governments are specified in Section II of the Fourth Schedule to the Constitution; Key sectors of county development are likely to be:  Agriculture, Livestock and Fisheries;  Tourism;  Trade and Industry;  Financial Services;  Energy, oil and minerals;  Transport and Infrastructure;  Land and Housing and Physical planning;  Education and ICT ;  Health Services;  Water and Environment 7

8. 5. Aligning Resources to CIDP Aligning resources to CIDP requires a strategy (strategic Investment Plan); The SIP will direct investment resources to sectors that will deliver developmental impact, in the medium term; This calls for prioritization of investment programs; The criteria for prioritization could be:  Impact on economic development;  Impact on social welfare (Education and Health);  Impact on environment and climate change;  Impact on the enabling development frameworks (policy and legal framework) 8

9. Creating an inspiring vision Developing strategic objectives using the contextual model: 9 Strengths and weaknesses The Paradigm Environmental forces Opportunities and threats County capabilities Strategy Performance ExternalInternal  Political  Economic  Social  Technology  Leadership and Governance  Human resource  Financial resources  Policy and legal frameworks  Culture 6. Strategic Framework for County investments

10. 7. Creating competitive advantage in counties Counties should create conditions (enabling environments) in which the private sector can create wealth; Wealth creation will provide resources to invest in social sectors Key considerations in creating competitive counties are:  Factor endowment (natural and human resources);  Demand and conditions (expanding markets for county products and services);  Related industries and support services (adopt cluster development strategy, e.g. Murang’a County Creameries);  The structure of the private sector (ease of doing business) 10

11. 8. Role of county governments in creating competitive counties Raphael G. Mwai, MBS, FCPS(K) – July, 2011 11 No Competitive advantage Role of county government 1Factor endowment  promote technical and technology training (ICT and technical institutes);  promote value-addition;  promote investment in areas of county factor endowments (natural resources, agriculture, tourism);  develop physical infrastructure;  improve enabling environment (licenses, permits, taxation regime) 2Demand conditions  promote county products and services, nationally, regionally and globally;  improve the income base of the county through strategic approach to county economic growth. 3 Related and support industries  promote linkages between industries and research/knowledge institutions;  promote clusters as a growth strategy;  promote inter-county cluster collaboration 4Structure of the private sector  improve ease of doing business;  attract county, national and global investments;  promote entrepreneurship and innovation in business enterprises through linkages between MSEs and large enterprises. 11

12. 9. Resources mobilization for development Development resources are limited; Hence, the need to leverage on different sources of Funds; Available resources should be channeled to the priority sectors to impact development; Sources of Funds and key success factors in mobilization are:  National government  development priorities and resource accountability;  absorption capacity.  County Governments  Rates, levies and permits  Institutional capacity  Development partners  investment priorities (SIP) and resource accountability;  capacity to plan and implement projects  Private investments  enabling environment (policy, legal and regulatory)  strategic investment plan  projects profile  Public Private Partnerships (PPP Act, 2013)  strategic investment plan;  enabling policy and legal framework;  projects profile 12

13. THANK YOU!