More Flagship Projects 2020-11-02T10:56:06+03:00

Flagship Projects

The county government aims to achieve the following key objectives in the education sector:

  • Increase staffing levels /the number of trained Early Childhood Development Education (ECDE) teachers from 500 to 1,500 in all public institutions, fully registered ECDE centers from 200 to 400 and integrate ECDE curriculum with ICT curriculum.
  • Improve the welfare of ECDE teachers in terms of remuneration with good scheme of service to retain quality personnel
  • Provision of ECDE feeding program in all sub-counties and milk for the marginalized group along river line.
  • Establish an ECDE Training College in every sub-county with standardized equipment and facilities.
  • Build modern ECDE classrooms in every ECDE centre in all the 30 wards.
  • Construction of standard well-furnished learning resource centres with fully equipped ECDE teaching and learning play materials in all the 30 wards.
  • Growth monitoring and de-worming of ECDE pupils
  • Improve skills and training of every staff in the ministry
  • Construction of sports talent centres in every sub-county
  • Promote talent in football, volley ball and other sports in all sub-counties.
  • Register more clubs in all 30 wards and promote inter sub-county tournaments.
  • Nurture and manage sports talent in all sub-counties
  • Identify and develop sports talents at sub-county level.
  • Develop and manage sub-county sports facilities.
  • Ensuring national standards of developing sports facilities are adhered to.
  • Organize and coordinate research for sports programs at sub-county level.
  • Development and management of specialized facilities.
  • Distribution of assorted sports attires and boots to the youth in every ward
  • Create and organize inter clubs sports program for the youth
  • Establish and maintain various annual sporting events including marathons, Governor’s FA Cup and County athletic meetings.
  • Building of sports centres and fields in all sub-counties
  • Recruitment of instructors for the six Vocational Training Centres (VTCs)
  • Provisions of tools and equipment for all VTCs
  • Provisions of instructional materials for all trades for the VTCs
  • Provision of water for the six VTCs
  • Construction of 16 classrooms in all VTCs
  • Building of twin workshops at Takaba VTC
  • Provision of subsidized tuition for VTCs trainees
  • Provision of feeding program for all VTCs
  • Instructor training/capacity building on pedagogical skills
  • Approval/registration of five VTCs with Technical and Vocational Education Training Authority (TVETA)
  • Registration of VTCs with Kenya National Examination Council for artisan and craft examinations
  • Provide a bus for Takaba VTC
  • Initiation of sporting events and competition among the VTCs
  • Provision of Landcruiser vehicle for the Department of VTCs
  • Repair and maintenance of infrastructure in all VTCs
  • Board of governance training on management of VTCs
  • Prize Giving and award of graduands in the six sub-counties
  • Creation of awareness of courses offered in the VTCs
  • Introduction of new courses in the VTCs to meet the community needs
  • Provision of underground water tanks to Banisa, Elwak and Fino VTCs
  • Fencing of Rhamu VTC
  • Provision of Startup Kits to VTCs graduates
  • Provide examination materials from National Industrial Training Authority (NITA) to Takaba and Mandera VTCs
  • Completion of boys hostel at Mandera VTC
  • Installation of solar energy at Fino and Banisa YP
  • Build 20 toilets in all VTCs in the six sub-counties
  • Insure trainees on internship
  • Hold exhibitions and trade shows for VTCs
  • Link VTCs to private business enterprises to offer internships
  • Provide bursary for needy VTCs trainees
Health experts argue that in comparison, diseases and health conditions in mobile populations do not differ substantially from those of sedentary populations, but pastoralists suffer higher infant mortality rates, maternal mortality and higher deaths of children aged below five (Chabasse et al., 1985; Brainard, 1986; Munch, 2007).

For over five decades, governments regarded pastoralism as ‘backward,’ economically inefficient and environmentally destructive, leading to policies that have served to marginalize and undermine pastoralist systems. Mandera was one such perfect example.

Before devolution, healthcare in Mandera had one of the worst health indicators in Kenya but today, it is a shining example of transformation and improved services.

Mandera residents had little or no access to healthcare services, safe drinking water and diseases ranged from malaria, diarrhea, respiratory diseases, brucellosis, measles and dengue fever just to mention a few.

Before devolution it was a story of high maternal/infant mortality, poor child survival and disease burden were higher than the rest of the country. The sorry state of health services was as a result of inadequate infrastructure, pharmaceutical supplies and access to healthcare due to the number of the primary healthcare facilities in relation to the sparse nomadic population.

Apart from infrastructure and personnel challenges, inability to retain and attract skilled healthcare workers continued to affect the quality of services while facilities operated with only three percent staffing level, far from the recommended WHO standard of three health workers per 1,000 people. Timely and adequate referral system has been one of the major problems in attending to emergencies and saving human life especially those threatened by prolonged and complicated labour among women of child bearing age.

Today, the county administration is proud to have made strategic interventions and fresh investments. The county government has rehabilitated and equipped 52 health facilities which it inherited while operating at 10 percent capacity, hired staff and built new health centres.


  • Hired an additional 360 medical professionals, bringing the total to 500
  • Added eight new health facilities bringing the total to 60 in the County
  • Rehabilitated and upgraded Mandera Referral Hospital
  • First Caesarean section delivery at Takaba Hospital
  • Hired seven ambulances with ICU medevac capability
  • Purchased seven ambulances run directly by County Government
  • Opened outreach medical services for immunization in six sub-counties
WORLD BANK 2016: “The North Eastern part of Kenya is largely a pastoral region comprising among others Isiolo, Wajir, Mandera and Garissa counties, where the livelihood of the population relies on mainly livestock and trading. The region is highly marginalized geographically and historically. Due to poor road condition, during the rainy season the region is cut-off from the rest of the country while in the dry season it takes on average three days to reach Mandera via Isiolo from Nairobi, a distance of about 983km.

There is no doubt that development of roads improves wellbeing of the citizens through increased access to markets and other basic services. Transport and telecommunication systems are critical determinants of the physical costs of accessing markets.

Since the advent of devolution, Mandera County Government made strategic investments that have resulted in vital beneficial returns. As a result of devolution, nowhere is improvement more pronounced and appreciated than in the roads, public works and transport sector.

Previously, journeys that could take minutes or hours were taking days or even weeks. The county government inherited one of the worst public infrastructures in the country. Poverty levels were high in the county. Public investment in public infrastructure was at best scanty and minimal.

As per the Commission on Revenue Allocation (CRA) data in March 2013, Mandera County had:

Bitumen road- not available
Gravel road – 470 km,
Earth road-2,083km

In our first manifesto (2013-2017), the county government embarked on an elaborate plan of reversing all the challenges in the public infrastructure by establishing the following key strategies:

Key strategies

  • Build capacity of infrastructure, personnel and equipment.
  • Facilitate public private partnership to drive the development agenda.
  • Citizen participation in the planning and execution of projects and programs civic education.
  • Attract, hire, develop and retain an effective, diverse, professional, dedicated and responsive team of employees.
  • Empower employees at every level to provide county services with maximum effectiveness and efficiency.
  • Develop employees to become leaders who promote ethics, innovation, service, accountability and peak performance.

The county intends to construct or rehabilitate the following roads:


  • Rhamu – Ashabito Road
  • Rhamu – Malkamari
  • Malkamari- Domal
  • Hullo- Riverine
  • Malkaruqa – Riverine
  • B9- Ashabito
  • Ashabito- Qoqay
  • Kalicha- Guticha
  • Holla – Guticha-Marothiley


  • Riverine Road- Khalalio
  • Mandera Town Ring Road
  • Police to Border Point
  • Demarcation and Gravelling Of The New Planned Area
  • Opening Up of roads in all settlement areas in Mandera town
  • B9 – Lebihiya- Odha- Arabia
  • Khalalio- Sala- Rhamu
  • Khalalio- Gadudia- Borja- Marere


  • Lafey – Damasa
  • Aresa- B9
  • Hareri- B9


  • Guba- Churuqo- Marothow
  • Banisa- Kukub- Eymole
  • Kukub- Dandu
  • Kiliweheri- Burduras
  • Kiliweheri- Jara
  • Kiliweheri- Birkan
  • Kukub-Tarama-Banisa


  • Takaba- Burduras
  • Dandu- Didkoba-Qarsahama-Eresteno-Teso Rhamu-Gagaba-Sake- Burduras
  • Dandu- Kubi Halo- Gither
  • Didkoba – Arges Awara – Dadabo- Sake
  • Qofole-Bolowle- Gulani- Burmayo


  • Dololo- Qalanqalesa – Kutayu
  • Borehole 11- Falama- Elram- Kutulo
  • Elram- Elkurow
  • Kutayu- Elwak
  • Shimbir Fatuma- Chachapole- Elele-Wargadud
  • Shimbir Fatuma- Harbate- Makutano
  • Elwak- Elqala (Burache)
  • Elwak- Yedo

Rehabilitation of roads

  • Mandera – Arabia – Fino- Lafey- B9
  • Lafey- Warankara
  • Mandera- Khalalio- Sala- Rhamu
  • Elwak- Shimbir Fatuma- Takaba
  • Takaba- Qofole
  • Takaba- Qoqay- Wargadud
  • Rhamu- Banisa
  • Banisa- Takaba
  • Tarmaking of Elwak town
  • Tarmaking of Takaba town



  • Mandera Livestock market Laga
  • Corner B Laga
  • Busle laga
  • Hareri bridge


  • Lagwarera Laga
  • Wangadhan Laga
  • Hospital Laga
  • Didkuro Laga


  • Tarmacing of Elwak airstrip, Construction of passenger terminal
  • Gravelling, expansion and securing of Takaba airstrip
  • Gravelling, expansion and securing of Banisa airstrip
  • Gravelling of Lafey airstrip
  • Gravelling of Kutulo airstrip
  • Relocation of Rhamu airstrip
Mandera County has turned drought threatened arid lands into high impact green farms using irrigation along rivers and dams for food production. It has turned many pastoralists into successful crop farmers, increased acreage under crop and reclaimed a desert and turned it into productive farmland. And today, the sight of many lush green farms with a variety of crops ranging from maize to vegetables and fruits have gone a long way in ensuring food security and enabling farmers to earn income. Currently, Mandera County produces arguably the sweetest watermelon in the continent. Vast tracts of land that were full of shrubs are now food crops targeting the export market. The following key achievements have been realized in this sector:

    • The Department of Agriculture and Irrigation has been engaged in the development of irrigation infrastructure along River Daua for irrigated crop production through construction of new structures as well as rehabilitation of existing structures to improve their efficiencies.During the period, a total length of 7.129 kilometers of main concrete and lateral canals was constructed and rehabilitated complete with all accessories in the six irrigation schemes and other irrigation farms along River Daua.
    • The Department of Agriculture and Irrigation carried out to open up more land for cultivation.For the period under review, a total of 2,145 acres of farmland was opened up through bush clearing to create more arable land under cultivation.
    • Most farmlands along the River Daua are prone to floods when the river burst its banks. In an effort to prevent silt deposition and massive destruction to crops in the farms, the department has set up measures to minimize soil fertility degradation and crops losses by constructing structures at the river break points adjacent to farms.
    • During the period a total length of 910 meters of gabion structures was constructed along the riverbank to protect irrigated farmlands from destruction of crops by floods.
    • Water spreading structures have been constructed and meant to spread run off into farms for crop production especially in areas with streams (laggas). Water harvesting structures were developed in areas to undertake rain fed farming activities through small-scale irrigation.
    • Perimeter fences are constructed to prevent farms from invasion by wild life, which may damage crops before being harvested. Farm access roads are constructed to enable farmers transport farm tools and inputs while carrying out farm operations. They are also important in transporting crop produce after harvest. A total of 2,910 meter long perimeter fence was constructed and 1 kilometer of farm access road graveled.
    • Purchase and distribution of water pump sets for crop production have been carried out to assist in abstraction of water from the river and shallow wells for irrigation. During the period, the following water pump set categories were purchased and supplied.Six 2/3-piston diesel engine water pump sets provided for schemes, Ninety four 1-piston diesel engine water pump sets supplied to group farms, Forty portable petrol water pumps supplied to group farm with shallow wells
    • Over the period, 120 metric tons of assorted seeds and seedlings were procured and distributed to farmers countywide. Six farm tractors, six ploughs, two harrows and one trailer was procured for Agricultural Mechanization Services station.
    • Livestock production plays an important socioeconomic role in Mandera County. Like arid and semi-arid areas, it accounts for as much as nine-tenths of employment and family income.But extensive livestock systems and pastoralist households in Mandera’s rangelands were previously vulnerable to the effects of drought.
    • Before devolution, huge losses to livestock populations from droughts occurred affecting Mandera communities without intervention or cushioning. Today, we can proudly say no person or animal can die because of lack of water or pasture.We have interventions that strengthen households’ traditional coping mechanisms and improve their resilience to future shocks.
    • Besides climate change risks our pastoralists lost up to 50 per cent of their livestock to preventable disease outbreaks every year. Our dream was to transform pastoralism from a way of life to a commercially viable activity targeting the export market with meat products and developing a leather and tannery industry. That dream is still very much alive and on course.
Water is the most important element of life for all but for pastoralists; it is the source of livelihood and critical for peace and stability. Access to safe water for human and livestock consumption has been at the heart of strategic interventions of the pioneer Mandera County administration.

For Mandera, a balance between adequate grazing/forage and water resources to match the dry and wet season grazing regimes and accessible at the appropriate time were at the core of all water strategies. It has been an audacious journey bridging the water divide. Well aware that clean water plus hygiene and sanitation equals transformation, the county government addressed this challenge knowing that Mandera County is water scarce with poor sanitation and located in an arid area.

According to the KIHBS 2005/2006, only 34.6 percent of the population in Mandera had access to safe drinking water as compared to the national figure which at the time stood at 57 percent. The County is prone to disasters such as recurrent drought, floods, conflicts and famine. We have improved availability and spatial distribution of water in the county and dealt with perennial shortages by increasing accessibility to clean and affordable water for domestic, commercial and livestock use by the County’s populace, up from 57 percent in 2013 to 72 percent by December 2016.

Massive budgetary investments in water projects continue to bear fruit for our thirsty animals and people. From a paltry budget of Sh40 million per annum before devolution, to about Sh800m; we have increased access. We drilled and equipped 70 new boreholes to address water scarcity. We have developed water and sewerage systems for urban centres like Lafey, Takaba, Banisa and Rhamu. In water starved areas, we have complemented supply with water boozers with an estimated 120 active water trucking sites. We built underground water storage tanks ranging from 300,000 to 600,000 litres which have come in handy during drought.

We are modernizing and expanding water supply in Mandera town. Through hydrological surveys and appropriate technology, we have harnessed water into pans with a capacity of 20,000 to 30,000 litres and rolled a major plan to expand them to between 60,000 litres to 100,000 litres to meet demand.

In line with the National Government plans of Kenya becoming a middle-income newly industrialized country by 2030 (Vision 2030), the Ministry of Trade, Investments, Industrialization and Cooperative Development has developed a raft of measures to boost Mandera’s economy. We have constructed 10 modern markets across the county to create conducive environment for Micro and Small Enterprises.

To help in financing start-ups and to improve businesses especially those run by the youth, women and Persons Living with Disabilities, we have set up two Funds (The Mandera County Trade Development Fund and the Mandera County Cooperative Development Fund) with a combined initial seed capital of KSh115m. The fund is disbursed to successful applicants. We have promoted the co-operatives sector by registering and building capacity of 80 new co-operatives and revived 36 inactive ones.

Membership of registered co-operatives grew from 1,524 to 3,564 (a whopping 133.9 percent increase). We seek to transform our co-operatives into credible lending entities to spur economic growth. We intend to set up manufacturing facilities in each of the six sub-counties. We have great potential in livestock, agriculture and mining industries.

MANIFESTO 2017-2022

  1. Operationalization of all the Markets
  2. The Launch of SME Park as a differentiated Business Complex model in Kenya
  3. Roll out of the Trade and Cooperative Funds to Targets Youth, Women and Small Scale traders in the county
  4. Establishment of Weight and Measures Services by Dec 2017
  5. Piloting Cottage Industries in Agribusiness and Leather Products by Dec 2018
The Department of Finance and Planning plays a pivotal role in the coordination of development planning, mobilization of public resources and ensuring effective accountability for use of the resources for benefit of Mandera County.

The Ministry’s purview include: economic planning, tax administration, budgeting, internal auditing, revenue protection, cash management, resource mobilization and fiscal policy formation.

The Ministry of Finance has so far managed to accomplish the following initiative.

  1. Streamlining of the payment processes and Devolving of treasury services to all departments and sub-counties
    • Devolving of budget execution and implementation services to all ministries: Recurrent and Development budget now controlled at ministerial level .Other treasury services devolved include revenue collection, procurement services, vote book, asset management among other services. The treasury also did Installation of vote book system for all ministries as well as putting in place stringed internal controls in order to ensure effective service delivery.
    • Computerized the department functions and operations by adopting IFMIS in its operations.
    • The ministry further installed an internal financial tracking system to monitor County finances and expenditures. The system aims at complimenting the IFMIS and e-procurement in streamlining reporting, monitoring and evaluation of County finances.
  2. Revenue Mobilization
    • The finance department launched effective revenue management in a bid to maximize tax collection, facilitate transparency and seal existing tax loopholes.
    • Ensured all Sub Counties have fully flagged revenue offices, trained revenue staff on revenue matters.
    • Submission of Monthly collection report done on monthly basis.
    • Prepared revenue Bill.
    • Revenue automation- Installation of the electronic system of revenue collection at the hospitals.
  3. Staff and Capacity building: the department Increased number of staffs to enhance effective service delivery and carried out capacity building of all other staffs through training: training of accountants, internal auditors, and procurements among other staffs.
  4. Preparation of sectoral, budget and other annual plans
    • Prepared the Budget Review Outlook Paper and Fiscal Strategy Paper for 2013/2014, 2014/2015, 2015/2016 and 20186-2017.
    • Prepared the Appropriation and Finance Acts which were duly submitted to the County Assembly for ratification.
    • Prepared the 2013, 2014,2015, and 2016 Finance Bills, prepared revenue bill
  5. Respond to humanitarian issues and settlement of IDPs
    • The department managed to construct of 250 housing units for IDPs in Rhamu and Installed water and power systems for the 250 housing units for all IDPs.
    • It carries out Monthly and routine distributions of relief foods to 3000 IDPs households.
    • Construction of housing units for AP camp at Arda Garbicha to improve peace and security for IDPs in that area.
  6. Infrastructure: to improve service delivery and better working conditions for staffs, the department constructed of county treasury block; housing procurement and internal audits departments. It did also Fenced of county treasury block to ensure security of the premises.
  7. Managing cost – in our effort to manage the cost at the department, after completion of the new procurement office, we consolidated procurement, budget and internal audit departments under one roof. As a result, we have closed all the rented offices for these three sub-departments and saved rental cost

MANIFESTO 2017-2022

  1. To fully operationalize the County Treasury at all the 7 (Seven) sub county Headquarters
  2. Implement Integrated Financial Management Information System in all sub-County headquarters
  3. Increase the local revenue collection to About 25% of the total County Budget through diversification and introduction of more revenue sources
  4. Enhance service delivery at all level through strict adherence to budget implementation and proper planning for the county.
  5. Implementation of strict financial discipline and financial control systems compliant with all the Laws and government financial regulations.
  6. Extend investor friendly licensing regimes
  7. Our aim is still to progressively increase the funds intended for development rather than raise recurrent
  8. Build capacity of departmental staff on how to optimize revenue collection and guarding against possible revenue leaks