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REPUBLIC OF KENYA

MINISTRY OF AGRICULTURE, LIVESTOCK AND FISHERIES

STATE DEPARTMENT OF LIVESTOCK

REGIONAL PASTORAL LIVELIHOODS RESILIENCE PROJECT (RPLRP) KENYA COUNTRY PROJECT IMPLEMENTATION MANUAL (PIM)

(ANNEX TOTHE PROJECT APRAISAL DOCUMENT)

VOLUME I

Submitted to the World Bank for Official use only. The Document has a restricted distribution and may be used by recipients only in the performance of their official

duties. Its contents and annexes may not otherwise be disclosed without Government of Kenya authorization.

February 2014

Nairobi

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ACKNOWLEDGEMENT

The preparation of this document has been an arduous task. The achievement of

which would not have been possible without the support of the various institutions

and persons. The task has taken at least one year to conclude during which period we

received valuable support across the board. First and foremost, we would like to thank

Cabinet Secretary, Hon. Felix Kiptarus Koskey, his predecessor Hon Mohamed Kuti

(Former Minister for Livestock Development, the Principal Secretary State

Department Of Livestock Dr Khadijah Kassachoon, her predecessor Dr Jacob Ole

Miaron for giving us the challenging task of developing the project documents and for

providing valuable guidance and advice. We also would like to thank the Directors of

Livestock Production-Julius Kiptarus and Veterinary Services- Dr Juma Kisa Ngeiywa

for actively participating in the process and availing the required staff who worked on

this project and also the enabling environment.

Besides, we would like to thank the Task Team Leader, Mr Christopher Finch and the

entire staff of Bank including Dr Nyambura Githagui, Efrem Fitwi, Henry Amuguni,

Stephen Amayo and Lucy Musira for the technical support and for ensuring that the

document met the World Bank standards.

We would also like to thank the technical consortium (ILRI/ FAO) through Dr Ahmed

Sidahmed who provided insightful reviews on various themes adopted by the

preparation team. Dr Ahmed Sidahmed tirelessly worked with the Kenya Project

Preparation Team to ensure that the document was well developed. We also received

valuable input from the stakeholders including the Kenya Camel Association, County

Government leaders and pastoralist who assisted shape the structure of the project.

Finally I would like to take this opportunity to thank all the members of the Kenya

Project Preparation Team for their concerted efforts that have led to the finalization of

this project document.

Didacus O. Ityeng Project Team Leader RPLRP (K)

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TABLE OF CONTENTS

ACKNOWLEDGEMENT -------------------------------------------------------------------------------------------------------- ii

BOXES: SUMMARY ACTIVITIES AND OUTPUTS -------------------------------------------------------------------------- v

TABLES: MAIN ACTIVITIES, INSTITUTIONS RESPONSIBLE AND IMPLEMENTATION SCHEDULE ------------ vi

LIST OF FIGURES -------------------------------------------------------------------------------------------------------------- vi

LIST OF ABBREVIATIONS AND ACRONYMS ----------------------------------------------------------------------------- vii

1. CHAPTER 1: EXECUTIVE SUMMARY --------------------------------------------------------------------------------- 1

1.1. Rationale of the Project ------------------------------------------------------------------------------------------------ 1

1.2. Project Design Approach ----------------------------------------------------------------------------------------------- 2

1.3. Project Scope and Target Areas -------------------------------------------------------------------------------------- 3

1.4. RPLRP Components --------------------------------------------------------------------------------------------------- 10

1.5. Project costs and Sources of financing ---------------------------------------------------------------------------- 12

1.6. Project Management -------------------------------------------------------------------------------------------------- 13

2. CHAPTER 2: PROJECT OVERVIEW ---------------------------------------------------------------------------------- 15

2.1. Background and Project Rationale --------------------------------------------------------------------------------- 15

2.2. Pastoral Livelihoods Resilience Issues and Challenges in the ASALs ---------------------------------------- 16

2.3. Project Justification and Objectives: ------------------------------------------------------------------------------- 18

2.4. Purpose of the PIM ---------------------------------------------------------------------------------------------------- 19

2.5. Project Development Objective (PDO) ---------------------------------------------------------------------------- 20

2.5.1. Key PDO level Indicators --------------------------------------------------------------------------------------------- 20

2.6. Project Design and Approach --------------------------------------------------------------------------------------- 20

2.7. Project Scope and Target Areas (Regional Border Counties) ------------------------------------------------- 22

2.8. Selection of the Project Counties ----------------------------------------------------------------------------------- 22

2.9. Project beneficiaries and targeting approach -------------------------------------------------------------------- 23

2.10. Planning and Implementation: ------------------------------------------------------------------------------------- 23

3 CHAPTER 3: DESCRIPTION OF COMPONENTS AND SUB-COMPONENTS ------------------------------------ 24

3.1 Component 1: Natural Resource Management ------------------------------------------------------------------- 24

3.1.1 Sub Component 1.1: Water Resource Development ------------------------------------------------------------ 24

3.1.2 Sub Component 1.2 Sustainable Land Management in Pastoral and Agro-Pastoral Areas -------------- 33

3.1.3 Sub Component 1.3 Securing Access to Natural Resources --------------------------------------------------- 41

3.2 Component 2: Market Access and Trade --------------------------------------------------------------------------- 46

3.2.1 Sub-component 2.1 Market support Infrastructure and Information System ----------------------------- 48

3.2.2 Sub-Component 2.2: Livestock Value Chain Support and Improved Livestock Mobility and Trade --- 56

3.3 Component 3: Livelihood Support Implementation ------------------------------------------------------------- 71

3.3.1 Sub component 3.1: Livestock production and health --------------------------------------------------------- 72

3.3.2 Sub component 3.2: Food and Feed production ----------------------------------------------------------------- 81

3.3.3 Sub-Component 3.3: Livelihood Diversification: ---------------------------------------------------------------- 85

3.4 Component 4: Pastoral Risk Management ------------------------------------------------------------------------- 88

3.4.1 Sub-component 4.1Pastoral Risk Early Warning and Response Systems ---------------------------------- 88

3.4.2 Sub-component 4.2: Drought Disaster Risk Management (DDRM)------------------------------------------ 95

3.4.3 Subcomponent 4.3 - Contingency Emergency Response -----------------------------------------------------101

3.5 Component 5: Project Management and Institutional Support ----------------------------------------------107

3.5.1 Sub-Component 5.1: Project Management, Governance, Monitoring Evaluation; Knowledge

Management &Learning ----------------------------------------------------------------------------------------------------107

3.5.2 Sub Component 5.2: Regional and National Institutions Support -------------------------------------------125

4 CHAPTER 4: SOCIAL AND ENVIRONMENTAL SAFEGUARDS MANAGEMENT ISSUES -------------------- 127

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4.1 Safeguard Policies ----------------------------------------------------------------------------------------------------127

4.2 Social Safeguards -----------------------------------------------------------------------------------------------------128

4.3 Safeguard Management Capacity ----------------------------------------------------------------------------------131

4.4 Safeguards Implementation ----------------------------------------------------------------------------------------131

4.5 Resettlement Implications of RPLRP -----------------------------------------------------------------------------132

4.6 Stakeholders, consultation, and disclosure ----------------------------------------------------------------------133

4.7 Screening Process: ---------------------------------------------------------------------------------------------------133

5 CHAPTER 5: PROJECT COSTS AND FINANCIAL MANAGEMENT ---------------------------------------------- 134

5.1 C osts and Financing Plan -------------------------------------------------------------------------------------------134

5.2 Resource Allocation --------------------------------------------------------------------------------------------------135

5.3 Fund flow and financial management ----------------------------------------------------------------------------135

5.4 Payment Process -----------------------------------------------------------------------------------------------------136

5.5 Internal Control -------------------------------------------------------------------------------------------------------137

5.6 Reporting --------------------------------------------------------------------------------------------------------------137

5.7 Auditing ----------------------------------------------------------------------------------------------------------------137

6 CHAPTER 6: PROCUREMENT AND CONTRACT ADMINISTRATION ----------------------------------------- 139

6.1 Introduction: ----------------------------------------------------------------------------------------------------------139

6.2 Project Procurement process --------------------------------------------------------------------------------------139

6.3 The Relationships and Capacities of the Procuring Entities--------------------------------------------------139

6.4 Dual Reporting Lines to be authorized ---------------------------------------------------------------------------140

6.5 The Need to Comply with Reporting Timeliness: --------------------------------------------------------------140

6.6 The Need to Authorize Procuring Entities -----------------------------------------------------------------------140

6.7 Delegation of Authority to Commit Procurement Contract or Sign Cheques -----------------------------140

6.8 The Need to Use Existing Programs Tender Committee ------------------------------------------------------141

6.9 Relationship between the RPLRP-PIU Procurement Specialist and the Head of Supply Chain in

the Ministry (MALF). -------------------------------------------------------------------------------------------------------141

6.10 Broad Division of Labour on Procurements ---------------------------------------------------------------------141

6.11 Procurement at the county level ----------------------------------------------------------------------------------141

ANNEXES ---------------------------------------------------------------------------------------------------------------------- 142

Annex 1:Project Governance Action Plan -------------------------------------------------------------------------------142

Annex 2: Results Framework and Monitoring -------------------------------------------------------------------------151

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BOXES: SUMMARY ACTIVITIES AND OUTPUTS

Box 1: PIM Design Process -------------------------------------------------------------------------------------------------- 19

Box 2: Consultation with Communities ---------------------------------------------------------------------------------- 21

Box 3: Water Resources Development Activities ----------------------------------------------------------------------- 28

Box 4: Summary of Activities and Outputs of Sub-component 1.2 -------------------------------------------------- 36

Box 5: Summary of Activities and Outputs Sub-Component 2.1: Market Support Infrastructure and

Information Systems --------------------------------------------------------------------------------------------------------- 52

Box 6: Summary of Activities and Outputs of Sub-Component 2.2: Livestock Value Chain support and

improved Livestock Mobility and trade ---------------------------------------------------------------------------------- 62

Box 7: Step by step of disease control procedure: Identification of the animals to be vaccinated. ----------- 75

Box 8: Summary of Activities and Outputs of sub-component 3.1: Livestock production and health -------- 77

Box 9: Summary of Activities and Outputs of sub-component 3.2: Feed and Fodder production ------------ 82

Box 10: Summary of Activities and Outputs of sub-component 3.3: Livelihood diversification. -------------- 86

Box 11: Summary of Activities and Outputs of sub-component 4.1 ------------------------------------------------ 91

Box 12: Summary of Activities and outputs of Drought Disaster Risk Management (DDRM) ----------------- 96

Box 13: Main Activities and outputs of Subcomponent 4.3: Contingency Emergency Response -------------102

Box 14: : RPLRP Governance structures and institutions ------------------------------------------------------------115

Box 15: Governance Risks and Mitigation Measures in RPLRP ----------------------------------------------------117

Box 16: Summary of Activities and output of Sub-component 5.2 -------------------------------------------------126

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TABLES: MAIN ACTIVITIES, INSTITUTIONS RESPONSIBLE AND IMPLEMENTATION SCHEDULE

Table 1: Estimate of Project Costs and Financing Plan by Component and Sub-component ------------------- 12

Table 2: Government Contribution to the Project ---------------------------------------------------------------------- 13

Table 3: Water Resource development Implementation Schedule -------------------------------------------------- 30

Table 4: Sustainable Land Management Implementation Schedule ------------------------------------------------- 39

Table 5: Summary of Activities and Outputs of Sub-component 1.3 ------------------------------------------------ 43

Table 6: Securing access to Natural Resources; Implementation Schedule ---------------------------------------- 44

Table 7: Implementation schedule of National livestock marketing information system strengthened and

harmonized at regional level ----------------------------------------------------------------------------------------------- 53

Table 8: Livestock Value Chain support and improved Livestock Mobility and trade implementation

schedule ------------------------------------------------------------------------------------------------------------------------ 64

Table 6: Table 9: Livestock Production and health Implementation Schedule ------------------------------------ 79

Table 10: Feed and fodder production Implementation Schedule -------------------------------------------------- 83

Table 11: Summary of Activities and Outputs of sub-component 3.3: Diversification Implementation

Schedule ------------------------------------------------------------------------------------------------------------------------ 87

Table 12: Pastoral Risk Early Warning and Response System Implementation Schedule ---------------------- 94

Table 13: Summary of Activities and outputs of sub-component 4.2: DDRM Implementation Schedule ---- 98

Table 14 : Implementation Schedule for Contingency Emergency Response ----------------------------------- 104

Table 15: Summary of Activities and output of Sub-component 5.1: Project Management, Monitoring,

Evaluation and Learning -------------------------------------------------------------------------------------------------- 108

Table 16: Summary Table of M&E Deliverables ---------------------------------------------------------------------- 124

Table 17: World Bank safeguard policies triggered by the project ------------------------------------------------ 127

Table 18:Summary of legal statutes applicable to RPLRP based on GoK laws and acts ---------------------- 128

Table 19:IDA Cost of Regional Pastoral Livelihoods Resilience Project (RPLRP) ------------------------------ 134

Table 20: Estimate of Project Costs and Financing Plan by Component (US$) --------------------------------- 135

Table 21: Action plan for Governance in RPLRP ---------------------------------------------------------------------- 142

LIST OF FIGURES

Figure 1 Project Areas in Kenya --------------------------------------------------------------------------------------------- 6

Figure 2: Candidate micro cluster project sites -------------------------------------------------------------------------- 7

Figure 3: Flow of funds ---------------------------------------------------------------------------------------------------- 138

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LIST OF ABBREVIATIONS AND ACRONYMS

ADB African Development Bank

ALLPRO ASAL Based Livestock and Rural Livelihoods Support Project

ALRMP Arid Lands Resource Management Project

ASAL Arid and Semi-Arid Lands

ASDS Agricultural Sector Development Strategy

ASPSC Agricultural Sector Programs Steering Committee

ATC Agricultural Training Centre

CAS Country Assistance Strategy

CBO Community Based Organization

CBPP Contagious Bovine Pleuro-Pneumonia

CCPP Contagious Caprine Pleuro-Pneumonia

CDD Community-Driven Development

CIG Common Interest Groups

CMU Country Management Unit

CPP Country Program Paper

CPs Contingency Plans

DFID Department for International Development

EIA Environmental Impact Assessment

EMP Environmental Management Plan

ESMF Environmental and Social Management Framework

ESSAF Environmental and Social Screening and Assessment Framework

EW Early Warning

EWS Early Warning System

FEWSNET Famine Early Warning Systems Network

FM Financial Management

FMD Foot-and-Mouth Disease

GA Global Alliance for drought resilience in the Horn of Africa

GDP Gross Domestic Product

GIS Geographic Information System

GLCRSP Global Livestock Collaborative Research Support Program

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GoK Government of Kenya

GPN General Procurement Notice

HA Hectare

HH Household

Ibid Reference for a source that was cited in the preceding reference

IBLI Index Based Livestock Insurance

IBRD International Bank for Reconstruction and Development

IBWI Index Based Weather Insurance

ICB International Competitive Bidding

ICPAC IGAD Climate Prediction and Application Centre

IDA International Development Association

IDDRSI IGAD Drought Disaster Resilience and Sustainability Initiative

IFMIS Integrated Financial Management System

IFRs Interim Financial Reports

IGAD Intergovernmental Authority on Development

IGAD Intergovernmental Authority for Development

ILRI International Livestock Research Institute

IPMP Integrated Pest Management Plan

IPSAS International Public Sector Accounting Standards

KACE Kenya Agricultural Commodity Exchange

KADRP Kenya Agriculture Drought Recovery project

KAPAP Kenya Agricultural productivity and Agribusiness project

KARI Kenya Agricultural Research Institute

KeCPP Kenya Country Position Paper

KENAO Kenya National Audit Office

KENFAP Kenya National Federation of Agricultural producers

KEPHIS Kenya Plant Health Inspectorate Services

KES Kenya Shillings

KFSSG Kenya Inter-Agency Food Security Steering Group

KNBS Kenya National Bureau of Statistics

KPPT RPLRP Kenya Project Preparation Team

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LCOM Livestock Component Operational Manual

LEGS Livestock Emergency Guidelines and Standards

LINKS Livestock Information Network and Knowledge System

M&E Monitoring and Evaluation

MIS Management Information System

MoLD Ministry of Livestock Development

NCB National Competitive Bidding

NDMA National Drought Management Authority

NDVI- Normalized Difference Vegetation Index

NGO Non-Governmental Organisation

NGO Non-Governmental Organization

ORAF Operational Risk and Assessment Framework

PAD project Appraisal Document

PDNA Post Disaster Needs Assessment

PEFA Public Expenditure and Financial Accountability

PFM Public Financial Management

PPR Peste des Petits Ruminants

PRM Pastoral Risk Management

RFID Radio Frequency Identification

RVF Rift Valley Fever

SPN Specific procurement Notice

TAD Trans-boundary Animal Disease

TC Technical Consortium for Building Resilience to Drought in the HoA

TOR Terms of Reference

USAID United States Agency for International Development

USD United States Dollar

WRMA Water Resource Management Authority

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1. CHAPTER 1: EXECUTIVE SUMMARY

1.1. Rationale of the Project

1. Due to the drought in 2011 and high cost of farm inputs, the agriculture sector recorded a low growth of 1.5 per cent. The severe contraction of production in (ASALs) was the major contributory factor to the recorded reduction of national agricultural growth. In these areas, crop and livestock production declined significantly. There were also significant losses in livestock breeding herds and other assets that may reduce the productive capacity of these areas for years to come, if no outside intervention is taken to restore productive capacity quickly. In addition to the drought, crop and livestock farming was also adversely affected by fuel prices that has resulted to high inputs and transport costs during 2011/2012.

2. Over the past few decades, the ASALs have witnessed several transformations that impacted on the livelihoods of the pastoralists. Migration of the rural communities from the congested high-rainfall areas to the fragile low rainfall areas has contributed to change of land-use to non-pastoral activities such as cropping in grazing lands not well suited for that region. Also, large pastoral grazing areas have been converted to settlements, removed from communal use to conservation. The pastoral grazing areas have also been targeted by large government schemes such as Turkwell Electricity project and the Olkaria Geothermal project thereby reducing accessible communal grazing. In addition, records indicate that droughts in the arid and semi-arid parts of Kenya have become longer and more frequent. Over the past 8 years (2005–2012) Kenya has experienced four episodes of severe drought (2004/05, 2005/06, 2008/09, and 2010/11).

3. The negative impacts of shrinking pastoral grazing areas and drought manifest itself in accelerated ecological deterioration. This is characterized by increasing loss of vegetation cover, land degradation through soil erosion, fragmentation and deterioration of water sources. These has led to scarcity of livestock feed and water resources. The limited, overgrazed and degraded rangelands hamper herd growth, leading to reduction of stock numbers below economical thresholds, consequently driving many pastoralists to perpetual food insecurity. Increased competition for scarce grazing and water resources often leads to inter-communal conflicts, insecurity, limited access to markets and other basic services.

4. Moreover, border conflicts, uncontrolled animal movement, and consequently diseases ; over use of the natural resources by concentration of displaced in specific more secure areas , poor access to markets by the majority of the small pastoralist and agro-pastoralists are issues that needed collective and integrative actions. The communities with sufficient assets would benefit economically from incremental improvements. More important, there is need for measures of resilience that would benefit the majority of the households with insufficient assets and are subject to loss of their livestock during shocks. The complexity of the above problems call for addressing the problems collectively and in a regional approach that tends to enhance livelihoods assets in a sustainable and incremental manner for the majority of the pastoral and agro pastoral communities.

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5. Environmental and social concerns (adverse impacts) of the project are not likely to be highly significant. However, medium adverse environmental and social issues impacts are likely from the project activities. Environmental and Social Management Framework (ESMF) with a separate pest management plan (PMP) has been prepared for social and environmental management of project activities during implementation, and is consistent with GoK environmental and social policies and requirements as well as policies of the World Bank (WB).

6. The social adverse impacts of the proposed project interventions are likely to be minimal and varied according to the type of lands (government, and private), type of social groups (marginal farmer, vulnerable groups), and educational status and gender imbalance. Furthermore, disturbances in lands, less opportunity for unskilled workers, health hazards are likely to happen in terms of social adverse impacts of the project. The land required will be primarily taken on lease or donated voluntarily by the community. In very few cases land may be acquired which will be very small in size. Although small in size, the lands are of great importance to vulnerable groups in terms of living and livelihood. In this situation, based on the eligibility criteria and type of losses, the affected families/individuals will be appropriately compensated as well as resettlement and rehabilitation assistances by adopting land acquisition process of GoK and resettlement policy framework(RPF) of WB which has been prepared for this project with the Vulnerable Marginalized Groups Frameworks)VMGF where key gender issues are addressed like the likelihood of less participation of women, powerless and marginalized people.

1.2. Project Design Approach

7. The multi-sectoral Kenya Project Preparation Team (KPPT) was established by the MOLD (now SDLD). The KPPT is composed of 6 component development teams (CDTs), each with about 4 to 12 members and a Task Leader (L).During the preparation process the KPPT has progressively been institutionalized to undertake the responsibility of implementing the project at the State level and for developing, as part of the project institutional structure instruments for devolution of implementation responsibilities to the participating counties following a process of capacity building and phasing out (embedded exit strategy). Since inception of its responsibilities the KPPT has held technical and organizational consultations at the national level which including a project preparation initiation retreat (Nakuru) and write shop (Multimedia university) as well as a number of dedicated pre-appraisal and appraisal preparation and consultation workshops (Namanga and Nairobi). The retreats and workshops provided KPPT the opportunity to consult with a wide range of national experts and stakeholders from the various agriculture sector institutions as well as in-depth technical consultations with FAO, WB, ILRI, other major international development and donor institutions and NGOs. The KPPT also held (i) meetings with the County Directors' responsible for Livestock, who are the lead technical officers to guide the project preparation at the county level;(ii) a wide range of stakeholder consultations in the proposed RPLRP project counties; (iii) joint planning workshops and field visits to the project communities; (iv) mapping and visiting the project implementation sites and holding discussions with the communities; (v) visiting and

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hosting the NPPTs of Ethiopian and Uganda with the purpose of identifying priority cross border concerns and the priority investments in selected clusters.

8. Input from the stakeholder consultations were incorporated in the project design and includes a request for participation and engagement in prioritisation of the county based investments, decentralisation of implementation structures to each county, linkages with the county integrated plans, public participation in activity design as provided by Kenyan law, an articulation of the resilience issues required in the counties and the need for intra-county joint planning for activities that cut across counties or international boundaries.

9. The KPPT was supported by an FAO Focal Point, assisted by an FAO Economist and received technical support from the FAO Kenya experts. During the whole process the KPPT worked closely with the World Bank, which guided the team throughout in the use of the WB recommended formats, compliance Policies and manuals.

1.3. Project Scope and Target Areas

10. The strategy for selecting the scope and targeted areas is based on the main thrust of the RPLRP which aims in the first place to support the regional priorities of each participating country. In addition, the limited project resources cannot allow selection of all border counties but to focus on those border administrative structures where the other two countries involved in project would be operating (e.g. Ethiopian Woredas that share border with Kenya, and Karamoja area in Uganda). Also attention was given to avoiding repeating or and competing for resources available for implementing activities already in progress at the national level.

Selection of the Project Counties

11. Based on the above and RPLRP thrust of supporting regional and cross border complementary activities , limited budget, human resources and timeline 14 countries (Baringo, Garissa, Isiolo, Kajiado, Laikipia, Lamu, Mandera, Marsabit, Narok, Samburu, Tana River, Turkana, Wajir and West Pokot ) have been chosen. The following criteria common to Ethiopia and Uganda were used for county selection in Kenya: ( 1) Vulnerability to Recurrent droughts; (2) Cross border/Trans-boundary Resource based Conflicts prone areas; (3) Trans-boundary livestock trade routes ; and (4) Clustering around common issues e.g. geographic, geo-political, socio-cultural .

Clustering approach

12. In addition the project preparation took into consideration addressing common cross border and common internal county problems by using a cluster approach that will comprise both macro and micro clusters. For the purpose of RPLRP a cluster will be defined as a geographic space (e.g. narrow corridors that might cut across multiple counties and international borders where a range of resources are shared by pastoral communities) in which stakeholders aim to develop and implement coordinated investments to enhance resilience.

13. Macro-clusters will comprise the IGAD politically agreed macro cross-border clusters at the macro-level among IGAD, MSs and CEWARN and will include: i) Somali – Cluster bordering Kenya, Ethiopia and Somalia: and ii) Karamoja – cluster involving the border

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regions of Uganda, Kenya, South Sudan and Ethiopia: iii) Borena – cluster bordering Kenya and Ethiopia (this cluster was proposed by the workgroup), In addition, other cross border clusters will be considered examples of these are Kenya-Somali and Kenya –Tanzania(Kajiado, Narok-Masai cluster) borders. Taking into account the currently selected geographic project areas in Ethiopia, Kenya and Uganda, there are possibilities to establish cross-border cooperation agreements within the Somali-Cluster between Kenya and Ethiopia, within the Borena-Cluster between Ethiopia and Kenya, and in the Karamoja-Cluster between Uganda, Kenya and Ethiopia.

14. The project will also utilize the micro-cluster approach to concentrate Project’s investments and activities along livestock routes/corridors with regional significance across border or within country boundaries even though they may not cut across the border with one of the two partner countries. Investments will be concentrated along cross-border, and also within country micro clusters. A micro cluster for the purpose of RPLRP will be defined as a geographic space e.g. narrow corridor of sustainable land scape that might cut across multiple counties/districts and international borders where a range of resources is shared by pastoral communities. In the micro-cluster stakeholders will plan together and implement coordinated investments to enhance resilience.

15. Selected target micro-clusters in the framework of the RPLRP are related to challenges regarding natural resources (grazing land, water points), infrastructure (main road and feeder road local markets, internal and cross border trade points), and services (veterinary and quarantine services).

16. The micro-clusters within the politically recognized macro-clusters and those outside will be identified and selected according to the following procedure:

17. Develop maps along a number of livestock routes and corridors that might cut across borders showing the major characteristic and available resources and threats of conflict (rangelands, water resources, stock routes, health delivery services, local and cross border markets). Data will be provided from the country teams or IGAD

a. National team and supervisor will develop a micro-cluster prioritization criteria based on the analysis of the maps in order to establish technical justification for selecting the priority micro-clusters

b. National teams will identify a set of candidate micro-clusters both cross border and/or at the national level based on the analysis of the maps and the investment criteria established during the appraisal e.g. common regional concerns, vulnerability and conflict.

c. Country teams will engage in political buy-in consultations involving the decentralized governments, administrators and communities for the selected micro-clusters

d. Teams will fine-tune the maps of the finalist micro-clusters and prioritize a few with more details on the areas of investment

e. Consult and synthesize communities and stakeholder

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f. Agree on identified cross-border micro-clusters in regional meetings convened and supported by IGAD

g. Develop in the selected clusters, through the community mapping approach, community investment plans, budgets and timelines for the selected cross border and/or national micro-cluster. This task will lead to the development of implementation plans for the feasible investment options, taking into consideration the safeguard instruments established to address or mitigate the impact of the major threats resulting from potential conflicts or use of the natural resources.

18. The actual implementation of the project will nonetheless be at the county level in each of the 14 project counties though the planning will be in the micro clusters.

19. Selection of investment and sites and their management will be left to the counties to identify and develop in relation to their development plans. The County Steering Committee (CSC) will be guided on project sites and decide on prioritization. The CSC will link with the existing initiatives in the counties in relation to the activities and in consultation with county planning teams to integrate them in development priorities of Counties. Figure 3 shows the areas from where candidate micro clusters shall be identified in consultation with the County Governments and the Participating Member States

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.

Figure 1 Project Areas in Kenya

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Figure 2: Candidate micro cluster project sites

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Devolution

20. The Constitution of Kenya 2010: The constitution has provided two levels of government: - the national and county level. It has specified functions at each level of government to be performed by the national government, county government or both. The Devolution is a main instrument of the new Constitutions for addressing all forms of inequality and inequities in Kenya. Devolution is not seen only as means to achieve fairness to all Kenyan citizens, but also as means to explore the opportunities in the neglected arid and semiarid lands of Kenya. It aims to ensure maximizing use of the natural resources of the neglected counties of the ASALs.

21. In the Agricultural sector the functions that have been devolved are crop and animal husbandry livestock sale yards; county abattoirs; plant and animal disease control; fisheries and veterinary services (excluding regulation of the profession). Trade development and regulation, including markets; trade licenses (excluding regulation of professions); fair trading practices; cooperative societies will also be under the jurisdiction of the county governments.

National Functions

22. The functions identified for the national government include the following:

a. Formulation of policies in livestock production that will feed into the agricultural policy; (Fourth Schedule Part 129).

b. Develop policies and programmes for rangelands and also develop regulatory framework for land use for livestock; ( Fourth Schedule Part 1 (29), (22); Article 69(1)

c. Information management and technology transfer; (Article 35) d. Harmonization of regional policies in natural resource management, breeding

and standards of service; (Fourth Schedule Part 1(1). e. Drought and flood disaster preparedness, management, and mitigation in

livestock production; Fourth Schedule Part 1(24). f. Establishment of quality standards for inputs and services, including developing

and disseminating standardized extension packages and appropriate extension delivery frameworks for specific zones; Article 46; Article 35; Fourth Schedule Part 1(14).

g. County capacity building and technical assistance; Article 187; Fourth Schedule Part 1(32).

h. Research agenda setting. Article 35. i. Conservation of animal and forage genetic resources; Article 69(1); Fourth

Schedule Part 1(22) j. Promote private sector investment in livestock production; Fourth Schedule Part

1(1) and Fourth Schedule Part 1(29) DLP k. Coordination of livestock agribusiness, value addition and product value chain;

Article 35; Fourth Schedule Part 1(1); Fourth Schedule Part 1(29). l. Development of strategic national livestock marketing infrastructure Fourth

Schedule Part 1(1);

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m. Promotion and facilitation of external markets access for livestock, livestock products, inputs and services; Fourth Schedule Part 1(1)

n. Management of National livestock production training institutions. Fourth Schedule Part 1(32)

o. Performance evaluation and breed registration. Fourth Schedule Part 1(1) p. Formulation of veterinary policies (Fourth Schedule (Article 185 (2), 186 (1)

and 187 (2)) Part 1 article 30). q. Providing technical support and diagnostic capability in respect of statutory and

regulatory trans-boundary animal disease eradication and control programmes (Fourth Schedule (Article 185 (2), 186 (1) and 187 (2)) Part 1 article 30)

r. Assisting the development and implementation of plans for the prevention and control of Trans-boundary animal diseases (Fourth Schedule (Article 185 (2), 186 (1) and 187 (2)) Part 1 article 32.

s. Safeguard world trade by enforcing health standards for international trade in animals and animal products in line with international conventions such as those of World Organization for Animal Health (OIE), WHO, Codex, FAO (Fourth Schedule (Article 185 (2), 186 (1) and 187 (2)) Part 1 article 30.).

t. All residual functions (i.e. any other function not specifically assigned to either level of Government)

County Functions

23. Livestock production services at the county level will entail the following:

a. Formulation of county policies and programmes and implementation of specific national policies, programmes and agreements; Fourth Schedule Part 2(1); Fourth Schedule Part 2(10); Fourth Schedule Part 2 (8).

b. Enforce national standards and promote development of county livestock production standards in line with national guidelines. Fourth Schedule Part 2(1)

c. Develop disaster preparedness, management and mitigation strategies in livestock production in the county; Fourth Schedule Part 2(12)

d. Provide extension services in animal husbandry, value addition and community mobilization for livestock development; Fourth Schedule Part 2(1); Fourth Schedule Part 2(14)

e. Collaborate and liaise with mandated research centres and set county research agenda; Article 35, Fourth Schedule Part 2 (1).

f. Develop and implement relevant guidelines on animal and forage genetic resource, improvement and conservation Fourth Schedule Part 2(1)

g. Collect and manage livestock production data and information. Article 35, Fourth Schedule Part 2 (1).

h. Enforce national and county legislation on land use planning for livestock production. Fourth Schedule Part 2 (10).

i. Develop and promote sustainable use of natural resources (including rehabilitation of range lands) for livestock development. Fourth Schedule Part 2 (10).

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j. Promote commercially oriented livestock production, value addition and marketing Article 35Fourth Schedule Part 2 (1); Fourth Schedule Part 2 (7).

k. Inspect feeding and nutritional value and quality of animal feedstuffs. Article 46 (Delegated from National level)

l. Implement regional and international agreements. Fourth Schedule Part 2(1); Fourth Schedule Part 2(10);

m. Monitoring and evaluation of livestock production based programmes and projects. Fourth Schedule Part 2(1); Fourth Schedule Part 2(8);

n. Promotion of good livestock production practices Fourth Schedule Part 2(1); o. Promotion of livestock organic farming and certification Fourth Schedule Part

2(1); Article 69. p. Building capacity of staff in the sub-counties and wards. Fourth Schedule Part

2(14); q. Performance evaluation and breed registration. Fourth Schedule Part2 r. Promotion of Agriculture, including—(a) crop and animal husbandry; (b)

livestock sale yards; (c) county abattoirs; (d) animal disease control; (Fourth Schedule (Article 185 (2), 186 (1) and 187 (2)) Part 2 article 1 (a,b,c& d)

s. Promotion of County health services, including, in particular— veterinary services (excluding regulation of the profession); (Fourth Schedule (Article 185 (2), 186 (1) and 187 (2)) Part 2 article 2 (e).

t. Promote Animal control and welfare, including— licensing of dogs; and facilities for the accommodation, care and burial of animals. Fourth Schedule (Article 185 (2), 186 (1) and 187 (2)) Part 2 article 2 (a &b).

24. Devolution has the potential of opening new opportunities for livestock development and arises in new growth centres since the county government has the pressure to deliver services. However there are challenges in the inception of devolution. They include capacity to effectively manage the devolved functions, management of change and inefficient decision making process.

25. The risks affecting the implementation of devolution in Kenya could be categorized as strategic, operational, institutional and funding. Strategic risks are perceived to be those that adversely affect the future shape and form of devolution in Kenya, especially in terms of their effect on the anticipated outcomes, in relation to the provisions of the constitution. These include the timely and efficient implementation of strategic technical activities for Kenya’s Programmes on Drought Risk Reduction. On the other hand, operational risks opportunities for interventions aimed at enhancing communities’ preparedness and mitigation capacities and reducing their vulnerability to drought.

1.4. RPLRP Components

26. RPLRP supports five components: Component 1: Natural Resource Management; Component 2: Market Access and Trade; Component 3: Livelihoods Support Component 4: Pastoral Risk Management, and; Component 5: Project Management and Institutional Support. Each Component there are a number of sub-components

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27. Component 1: Natural Resource Management: Implementation of natural resource management component aims at enhancing the secure access of pastoral and agro-pastoral communities to sustainably managed natural resources with trans-boundary significance. This will be managed through development of well-planned water resources, rehabilitation of degraded rangelands, building management capacities of local communities and creating an enabling legal environment. Water and forage are recognized as the key constraint in ASAL that determines migratory nature of pastoralists. Migrations due to water scarcity are closely associated with livestock deaths, notifiable disease outbreaks, and increased incidence of waterborne human infections. Re-vegetation of degraded areas with grass and trees will be done to ensure that land regain its productivity. Strategic feed reserves (hay stores) will be constructed to store surplus, the reserves will be used as emergency feeds to reduce livestock mortalities in subsequent droughts. These activities will improve water and pasture availability in quantity and quality hence reducing resource based conflict and promoting resilience of the pastoral communities during dry seasons .All functions under this component are devolved except conflict resolution and policy formulation which are national functions. However management of shared natural resources in conflict prone counties is a big challenge.

28. Component 2: Market Access and Trade: Protecting the pastoral economy from collapsing due to market failure in essence is building the resilience of the pastoralists. Activities under market access will ensure all year-round access to markets both local and regional. This component will support marketing infrastructure including strengthening the national and regional market information systems with a focus on those that support regional trade and export. The objectives are both to facilitate intra-regional trade of animals within the agreed frameworks of the EAC and COMESA, and to allow the three countries to supply the strong demand coming from the global market and especially the Gulf States. The component will foster the integration of a greater number of smallholder producers in performing marketing and trade functions and engaging in remunerative value-chains. This will be addressed through four areas of interest covering model cooperatives, development of value chains, protection of pastoralist assets and financial systems to support livestock trade.

29. It will also support participating countries and IGAD in undertaking coordinated institutional and regulatory reforms to increase access to markets. Capacity building in the national veterinary services, as well as promotion of increased collaboration among them, will be undertaken to improve the surveillance and control systems of trans-boundary animal disease (TADs) such as FMD, PPR and RVF that negatively impact trade. The component will finally assist the three countries and IGAD in: (i) harmonizing their animal health and food safety standards (as part of Sanitary and Phyto-Sanitary Standards - SPS) in compliance with international ones (set up by the World Organization for Animal Health – OIE and Codex Alimentarius); (ii) establishing and improving regionally recognized animal identification and traceability systems. . All activities under this component will be devolved except standardization. There are also risks to markets if counties try to overly tax livestock markets etc or if they impede movement. There are also risks to markets if funds that were formerly collected and reinvested in local livestock functions are not used to enhance livestock infrastructure, policies, etc.

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30. Component3: Livelihoods Support: Enhanced health of livestock will contribute to reduction of morbidity and mortality. This will result in increased livestock off-take and increased incomes. Breeding will result in animals that are more productive under the ASAL conditions. Drought tolerant crops will contribute to food security and crop by-products will be utilized for animal feeding hence increasing availability of feed. Surplus pastures during the rainy seasons will be conserved for utilization during dry spells. This will ensure the productivity of livestock is not adversely affected. The irrigation schemes will further contribute to fodder and food availability for animal left in the homesteads when others migrate. Support will be provided to pastoralists who have lost their animals to start income generating activities. Risks to disease surveillance and vaccination because these functions have been devolved to counties (whereas in most countries they are coordinated centrally).

31. Component 4: Pastoral Risk Management (PRM): Under this component, the project will build the capacity of target communities and their service providers to anticipate and monitor threats through early warning systems and respond appropriately. The anticipated state of preparedness will enhance the resilience of the community to shocks.

32. Component 5: Project Management and Institution Support: Under this component, the project will establish a participatory M &E and Learning and Knowledge management approach and will Provide technical and investment support to enhance provision of service by relevant National and Regional institutions on drought resilience. The component will support functions at both national and county levels of government.The devolution and transfer of the project functions will be based on an exit strategy based on strong capacity building approach and will take place over a three year transition period that will last up to the year 2016 depending on the special circumstances of each of the project counties

1.5. Project costs and Sources of financing

33. The total project cost for the Regional Pastoral Livelihoods Resilience Project (RPLRP) is US$ 98 million that is based on the overall allocation by IDA of US$ 77 million and Government contribution of US$ 21 million over the period of five years as summarized in the table below. The funding from IDA will go towards operationalizing the RPLRP’s five components which include provision of operation allowances for project implementing staff.

Table 1: Estimate of Project Costs and Financing Plan by Component and Sub-component

Component /Sub-component Project cost (US$ '000)

IDA GoK Total 1. Natural Resource Management 18,655.3 18,655.3 2. Market access and Trade 16,644.2 16,644.2 3. Livelihoods Support 15,549.5 15,549.5 4. Pastoral Risk Management 6,546.1 6,546.1

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5. Project Management and institution Support

16,574.2 21,019.6 37,593.8

Total Baseline Cost 73,969.3 94,988.9

Physical Contingencies 1,133.1 1,168.2

Price Contingencies 1,897.6 1,840.5

Total 77,000.0 21,019.6 98,019.6

34. The government contribution covers the implementation of safeguard reports recommendations, procurement of goods to set up the project national office and county offices, facilitating staff trainings & capacity building, provision of operation & maintenance services and providing incremental salaries and enhanced operational allowances1 to project staff coordinating and implementing RPLRP activities for motivation and to ensure parity in emoluments of all staff involved in project implementation.

Table 2: Government Contribution to the Project

Cost area GoK (US$ '000)

Procurement of goods to set up the project national office and county offices

116.5

Implementation of safeguard activities 9,025

Facilitating staff trainings & capacity building 4,516.5

Provision of operation & maintenance services 5,247.5

Provision of incremental salaries and allowances 1,934.1

Total 20,839.6

1.6. Project Management

35. The Project will combine an approach for Management implementation of the daily activities, monitoring and evaluation and incremental process of an exit strategy that leads to incremental devolution to the county. The project will be managed by National and County Implementation Units _ PIU and CPIUs.

36. Governance and policy support will be provided through high level steering committees at the national and county levels (National and County steering committees -NSC & CSC for overall oversight and decision making on major issues. The Project Team Leader (PTL) will be responsible for the implementation of this project for the state department of Livestock, MALF. In implementing the activities supported under this project, the PTL will work and coordinate closely with the County Project Team Leaders (C-PTL) and sub-Project Team Leaders implementing project activities in the counties. The

1 US $ 117.6

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functions of the PIU and CPIUs will include procurement of goods and services, including studies, staffing and human resource development, operation & maintenance services (b) Developing a Project communication strategy to include information sharing and linkages with relevant project stakeholders.

37. An M&E and Learning System (MEL) linked to the National Integrated M&E System. The MEL will monitor progress of project implementation and reporting. The Project will also develop a Knowledge Management infrastructure linked to the national and regional knowledge management systems. Knowledge Management will entail capturing knowledge and innovations generated during project implementation, collating knowledge generated by other stakeholders, sharing and scaling up. The project will be assisted by FAO in the process of scaling up promising participatory/community based action planning approaches and modules developed by FAO in the ASAL (in areas of NRM, Animal Health, etc.), sharing experiences generated by the project at the regional and national levels.

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2. CHAPTER 2: PROJECT OVERVIEW

2.1. Background and Project Rationale

National and Sectoral Context

38. Agriculture is the mainstay of the Kenyan economy, directly contributing about 24% of the annual Gross Domestic Product (GDP), 65% of total exports and provides more than 60% of informal employment in the rural areas. Agriculture in Kenya, therefore, offers considerable options for economic growth and rural poverty reduction.

39. Livestock contributes more than 47% of the agriculture GDP, and 12% to the national GDP in Kenya. The livestock sector in Kenya employs about 50% of the agricultural workforce and about 90% of the Arid and Semi-Arid Lands (ASALs) workforce. The ASALs occupy 89% of the of the Kenyan landmass of which 70% is arid (Northern Kenya) and 19% semi-arid lands dispersed all over the country (Appendix 3, Figure 1, and Table 1). The ASALs are home to about 14 million people (of whom 4 million are pastoralists). Approximately 95% of ASAL households derive their income from the livestock subsector where. 70% of livestock is produced.

40. The number of smallholder farmers and small-herders who are unable to sustain a living from agriculture is however increasing and yet, with concerted efforts these groups could benefit greatly from the country’s long experience in collective actions through cooperatives and producer associations as witnessed in the dairy and horticulture sub-sectors. The under-exploited potential of rangelands and fisheries subsectors could also offer the residents in the ASALs sustainable alternative livelihood options.

41. The ASALs have the lowest development indicators and the highest incidence of poverty in the country, partly because of past government policies put into effect following the Sessional Paper No. 10 of 1965 which advocated giving less priority to investing in less developed Provinces. For many years this statement guided the direction of Government resources, with the result that the social and physical infrastructure of the arid sub-counties was neglected. Many analysts also argued that the region’s main livelihood strategy, pastoralism, was irrational and environmentally destructive, and that the ASALs contributed little to the national economy.

42. The most obvious implication of the worsening situation and vulnerability of ASALs in Kenya were demonstrated during the severe droughts that afflicted Kenya and other IGAD countries between 1981 and 2011. The negative impact of the droughts was particularly evident among the pastoralist who lost major parts of their livestock, and in the increasing number of people receiving food aid. For example the number people who received food aid as a proportion of the total affected by drought increased from 60% in 2006 to 88 % in 2010. The livestock subsector sustained significant losses as a result of the drought between 2008 and 2011 which was estimated at approximately KES 699,336 billion with KES 56,142 billion in damages and KES 643,194 billion in losses in income flows

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43. The GOK has developed and implemented a number of policies, strategies, legal frameworks and assessment documents reflecting its t position on drought management and improving livelihoods resilience in the ASAs. Of particular importance from both the strategic and programmatic points of view is The Kenya Vision 2030, which is the overarching national development master plan that aims to move all Kenyans towards the future as one nation that respects and harnesses the diversity of its peoples’ values, traditions, and aspirations for the benefit of all. The Vision re-affirms the Government’s commitment to addressing the particular priorities of Kenyans living in arid and semi-arid lands as reflected in the Sessional Paper No 8 for 2012on the National Policy for Sustainable Development of Northern Kenya and Other Arid Lands: This Sessional Paper emphasizes the need to address three distinct policy challenges that are particular to northern Kenya and other arid lands. These include: (i) how to close the developmental gap between Northern Kenya and the rest of the country, which is a product of its historical experience, and in so doing strengthen national cohesion; (ii) how to protect and promote the mobility and institutional arrangements that are so essential to productive pastoralism; and; and (iii) How to ensure food security across the arid and semi-arid lands where unpredictability is certain to increase as the impact of climate change deepens

2.2. Pastoral Livelihoods Resilience Issues and Challenges in the ASALs

44. Drought is one of the biggest threats to Kenya Vision 2030. It has dramatic consequences for the country, causing widespread suffering and loss among drought-prone communities. It also has a major impact on the economy; the 2008-2011 drought cost Kenya US$ 12.1 billion in damages and losses combined and slowed GDP by an average of 2.8 per cent per annum.2Without urgent action, these impacts will worsen as climate change deepens. Better management of drought is therefore critical to national development.

45. The ASALs cover 89% of the Kenyan landmass of which 70% is arid (Northern Kenya) and 19% semi-arid lands dispersed all over the country with pockets of semi-aridity in some of the high-potential areas. The ASALs are home to about 10 million people of Kenya’s 42 million people and approximately 70% of the national livestock population.

46. Due to the drought in 2011 and high cost of farm inputs, the agriculture sector recorded a low growth of 1.5 per cent. The severe contraction of production in (ASALs) was the major contributory factor to the recorded reduction of national agricultural growth. In these areas, crop and livestock production declined significantly. There were also significant losses in livestock breeding herds and other assets that may reduce the productive capacity of these areas for years to come, if no outside intervention is taken to restore productive capacity quickly. In addition to the drought, crop and livestock farming was also adversely affected by fuel prices that has resulted to high inputs and transport costs during 2011/2012.

2 Republic of Kenya (2012) Post Disaster Needs Assessment, 2008-2011

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47. Over the past few decades, the ASALs have witnessed several transformations that impacted on the livelihoods of the pastoralists. Migration of the rural communities from the congested high-rainfall areas to the fragile low rainfall areas has contributed to change of land-use to non-pastoral activities such as cropping in grazing lands not well suited for that region. Also, large pastoral grazing areas have been converted to settlements, removed from communal use to conservation. The pastoral grazing areas have also been targeted by large government schemes such as Turkwell Electricity project and the Olkaria Geothermal project thereby reducing accessible communal grazing. In addition, records indicate that droughts in the arid and semi-arid parts of Kenya have become longer and more frequent. Over the past 8 years (2005–2012) Kenya has experienced four episodes of severe drought (2004/05, 2005/06, 2008/09, and 2010/11).

48. The negative impacts of shrinking pastoral grazing areas and drought manifest itself in accelerated ecological deterioration. This is characterized by increasing loss of vegetation cover, land degradation through soil erosion, fragmentation and deterioration of water sources. These has led to scarcity of livestock feed and water resources. The limited, overgrazed and degraded rangelands hamper herd growth, leading to reduction of stock numbers below economical thresholds, consequently driving many pastoralists to perpetual food insecurity. Increased competition for scarce grazing and water resources often leads to inter-communal conflicts, insecurity, limited access to markets and other basic services.

49. Drought forces livestock owners to sell animals facing imminent death at low sale prices, thus leading to depressed purchasing capacity of pastoralists (as food prices increase) increasing their vulnerability to starvation. Deteriorating livestock health, low crop yields, and rising food prices exacerbate food insecurity. In spite of the above prevents and transformations, pastoralism remains the most viable economic activity for most of the people of the ASAL region.

50. Besides pastoralism, the climatic and cultural diversity of the vast arid and semi-arid areas offers significant economic and livelihood opportunities that is hitherto untapped or underexploited. The ASALs are a landscape rich in biodiversity, both fauna and flora, there are untapped underground water resources as well as stretches of land that could be used for food and animal feed production. These vast resources and opportunities, if properly managed and exploited in the presence of reliable infrastructure and social services, could offer sustainable and prosperous livelihoods for the inhabitants and eventually spur significant economic growth for the whole nation.

51. Experience shows that livestock market access is an invaluable part of the livelihood of the pastoralist and agro-pastoralists. Markets inject money into the local economy on each market day even in times of stress. This money supports financial access to food. Livestock markets therefore serve as drivers of rural economies, in pastoral areas. So if markets collapse .it will result in the collapse of the local economy.

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2.3. Project Justification and Objectives:

52. As a result of the above mentioned threats, ands in response to the directive of a summit of the heads of the states of IGAD member countries (Nairobi Summit 8–9 September 2011) the Secretariat of IGAD developed the IGAD Drought Disaster Resilience and Sustainability Strategy (IDDRSI), which has both regional and national components founded on the regional programming paper (RPP) and the country programming papers of each country (CPP). The WB supported RPLRP is a response to the IDDRSI and IGAD’s Regional Drought Disaster Resilience and Sustainability Platform that will make decisions on drought policy and investment issues in each country. The Project is closely aligned with the CPP and aims to enhance livelihood resilience of pastoral and agro-pastoral communities in drought prone areas.

53. Following the March 2013 elections, the Government of Kenya consolidated several ministries and created a Ministry of Devolution and Planning. The former ministries of Agriculture, Livestock and Fishers has become one under one Cabinet Secretary supported by three Principal Secretaries one for each subsector. Under devolution, each of Kenya 43 counties will take on major responsibilities for agriculture, livestock and local service delivery. The RPLRP will address the concerns identified in the IDDRSI and the Sessional Paper No 8 for 2012 on the National Policy for Sustainable Development of Northern Kenya and Other Arid Lands, which are mainly the degradation of the rangeland, scarcity of livestock forage and water, access to market and trade, exploitation of alternative opportunities to ensure the livelihood of the ASAL communities is secure.

54. The overall objective of the RPLRP is to develop and implement regional approaches that enhance livelihoods resilience of pastoral and agro-pastoral communities in the drought prone areas of the ASALs of Kenya and its neighbouring countries including Ethiopia and Uganda

55. The project will operate in selected ASALs counties giving priority to the border counties .The project aims to achieve outcomes generated through the implementation of activities under five components.

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2.4. Purpose of the PIM

56. The purpose of the Project Implementation Manual (PIM) is to guide the implementers and partners in executing the Regional Pastoral Livelihoods Resilience Project (RPLRP). The PIM is designed to provide a detailed and time bound plan to assist the project and all stakeholders in undertaking project-related activities at different levels (State, County, Cross-Border Clusters, Sub-county and Community) and other beneficiary groups. It is also meant to provide guidance to all partners (senior public sector managers and experts at state, county and sub-county levels) tasked with project implementation. The PIM will also serve as a tool for supervision, monitoring, learning and knowledge management byte various project governance bodies ( e.g. State or County level steering committees as well as development partners ( International, National NSAs, etc).The PIMs a flexible living document subject to periodic updating in consultation with the project

Themulti-sectoralKenya Project Preparation Team (KPPT) was established by the MOLD

(now SDL). The KPPT is composed of 6 component development teams (CDTs), each with

about 4 to 12 members and a Task Leader (L).During the preparation process the KPPT has

progressively been institutionalized to undertake the responsibility of implementing the

project at the State level and for developing, as part of the project institutional structure

instruments for devolution of implementation responsibilities to the participating counties

following a process of capacity building and phasing out (embedded exit strategy). Since

inception of its responsibilities the KPPT has held technical and organizational

consultations at the national level which including a project preparation initiation retreat

(Nakuru) and writeshop (Multimedia university) as well as a number of dedicated pre-

appraisal and appraisal preparation and consultation workshops (Namanga and Nairobi).

The retreats and workshops provided KPPT the opportunity to consult with a wide range of

national experts from the various agriculture sector institutions as well as in-depth technical

consultations with FAO, WB, ILRI, other major international development and donor

institutions and NGOs. The KPPT also held (i) meetings with the County Directors' of

Livestock, who are the lead technical officers to guide the project preparation at the county

level; (ii) a wide range of stakeholder consultations in the proposed RPLRP project

counties; (iii) joint planning workshops and field visits to the project communities; (iv)

mapping and visiting the project implementation sites and holding discussions with the

communities; (v) visiting and hosting the NPPTs of Ethiopian and Uganda with the purpose

of identifying priority cross border concerns and the priority investments . The KPPT was

supported by an FAO Focal Point, assisted by an FAO Economist, and received technical

support from the FAO Kenya experts. During the whole process the KPPT worked closely

with the World Bank, which guided the team throughout in the use of the WB recommended

formats, compliance studies and manuals.

Box 1: PIM Design Process

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stakeholders in order to ensure its relevance and utility over the course of project implementation and full scale devolution of its activities at the county, sub-county and community levels.

2.5. Project Development Objective (PDO)

57. The overall development objective of the RPLRP is to develop and implement regional approaches that enhance livelihoods resilience of pastoral and agro-pastoral communities in selected counties of the ASALs of Kenya and its neighbouring countries including Ethiopia and Uganda

2.5.1. Key PDO level Indicators

58. The key project level result indicators will be monitored for the average household (as well as at community and border cluster communities levels The indicators are:

a. Death rate of livestock (cattle, camel, goat and sheep) per pastoral household targeted by the project

b. Percentage in birth rate per type of livestock (cattle, camel, goat and sheep) per pastoral household

c. Volume and real value of animals products sold in selected project markets d. Number of direct project beneficiaries desegregated by gender. (Of which.% are

women)

2.6. Project Design and Approach

59. To achieve its development objective, RPLRP is designed in a way that planning and implementation would fit into the overall process of devolution of technical and administrative responsibilities to the targeted ASALs counties. The focus will be to ensure that the benefits would be shared equally by women and men while paying close attention to the creation of sustainable means of livelihoods to the youth in the targeted pastoral and agro-pastoral communities. The process will be fully participatory, especially at the household and community levels.

60. Comprehensive: The focus at the regional and national levels will be comprehensive attempting to tackle a number of interlinking activities (NRM, enhanced production and productivity, access to marketing and secure cross border trade, and conflict and risk management) that assure enhanced benefits at all levels specially the vulnerable communities and households. Focus and attention will be given to capacity development, opportunity creation, access to technology and information and close public private sector interaction based on favour policies and business friendly environment. Care will be given to enhancing the capacity of the vulnerable households and communities in a way that they could reap the benefits from investment and not be victims of it.

61. Focus on selected areas: The project focuses on the first place on the regional cross border priorities, with a specific and limited room for national level activities. This strategy is a pragmatic based on the limited financial resources available, but would also avoid

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repeating or and competing for resources available for implementing activities already in progress at the national level.

62. Demand driven and decentralized (participatory):The Project preparation will be based on a wide scale consultative process that include, but not limited to( see box):

a. Sensitization workshop with the technical and administrative staff of the selected ASALs counties

b. Field consultations between Communities and Project preparation team members accompanied by the rapid baseline study consultants.

63. The outcome of the consultations will be a validated project document and inputs

in the various plans to be adopted by the project in line with the World Bank

safeguard policies.

The objective of the consultation with communities and beneficiaries in each of the

identified border counties was to obtain their opinion on proposed project activities which

will enrich the project and also solicit ownership. The following categories of persons

attended the consultations.

Representative of communities (pastoralists etc ); each sub county to be represented

by 3 persons while ensuring gender representation

Representatives of marginalized groups/indigenous peoples.

Government technical experts responsible for:

o Livestock production (Pastoralism)

o Livestock disease control (Veterinary)

o Fisheries

o Water resources

o Conflict management

o Drought coordination

Representatives of development agencies in the County working on drought

resilience.

Representatives of political leaders

Box 2: Consultation with Communities

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64. Complementary: In addition, RPLRP will complement on going or recently closed donor supported projects in the ASALs such as (i) Resilience and Economic Growth in the ASALs (REGAL 2012 -2017) that support resilience and livestock value chain development in a number of counties e.g. Turkana, Marsabit, Isiolo, Wajir and Garissa; (ii) the Kenya Livestock Development Program (KLDP- 2010-2013) which focuses on enhancing trade in livestock and livestock products to increase incomes and food security for Kenyan pastoralists in Garissa, Mandera, Wajir and Tana River counties; (iii) Drought Resilience and Sustainable Livelihoods Programme (DRSLP 2012-2017) focusing on natural resource management, livestock infrastructure development and capacity building in the counties of Turkana, Baringo, Isiolo, Marsabit, Samburu, West Pokot ; the (iv) Kenya Rural Development Project aiming to enhance the capacity of ASALs communities through long-term enhancement of agricultural productivity and better response to drought; ( v) the Medium Term ASAL Programme (MTAP 2012-2014) is focusing on safeguarding the state of the environment and promoting sustainable management of natural resources in Lamu, Garissa, Tana River, Isiolo, Marsabit and Wajir counties.

2.7. Project Scope and Target Areas (Regional Border Counties)

65. This strategy for selecting the scope and targeted areas is based on the main thrust of the RPLRP which aims in the first place to support the regional priorities of each participating country. In addition, the limited project resources cannot allow selection of all border counties but to focus on those border administrative structures where the other two countries involved in project would be operating (e.g. Ethiopian Woredas that share border with Kenya, and Karamoja area in Uganda). Also attention will be given to avoiding repeating or and competing for resources available for implementing activities already in progress at the national level.

2.8. Selection of the Project Counties

66. Based on the above and RPLRP thrust of supporting regional and cross border complementary activities , limited budget, human resources and timeline 14 countries (Baringo, Garissa, Isiolo, Kajiado, Laikipia, Lamu, Mandera, Marsabit, Narok, Samburu, Tana River, Turkana, Wajir and West Pokot ) have been chosen. The following criteria common to Ethiopia and Uganda were used for county selection in Kenya: ( 1) Vulnerability to Recurrent droughts; (2) Cross border/Trans-boundary Resource based Conflicts prone areas; (3) Trans-boundary livestock trade routes ; and (4) Clustering around common issues e.g. geographic, geo-political, socio-cultural

67. Other specific criteria used in Kenya are:-Shared Cross Border Resources; - Poverty levels as described by Commission for Revenue Allocation; - Areas with potential for fodder production and storage/Livelihood productivity potential; -Level of denudation e.g. environmental degradation; -Community interested the project activities; - Security of the area; and Complementarity with other projects e.g. AfDB

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2.9. Project beneficiaries and targeting approach

68. The project direct beneficiaries are estimated at 92,2903(or 553,740 persons based on KNBS estimates of 6 persons per Household) are the pastoral and agro-pastoral communities susceptible to climate uncertainties and recurrent droughts (the poorest and the relatively well livestock producers based on the baseline information developed by PDNA report and the MTP process underway based on the CPP and the recommendations of the Sessional Paper 8 for 2012). The beneficiaries will be targeted based on informed processes and innovative tools developed by FAO and others (e.g. PAPOLD, CMDRR, applying maps, GIS. remote sensing and ICT tools and resources) of defining the biophysical areas that have direct or indirect impact on the ASALs communities and ecosystems e.g. country, national and regional boundaries, trans-boundary water and land resources, trans-boundary animal movement and livestock trade areas, conflict areas and hotspots.

2.10. Planning and Implementation:

69. The Coordination Unit linked to the National Platforms in Kenya, will facilitate discussions on drought resilience and align programme development and implementation at national and regional levels. These structures and mechanisms will therefore be used to facilitate coordination with other participating Member States in the project. Most activities supported by the RPLRP will be based on demand from the pastoral and agro-pastoral communities as well as from the newly devolved county administrators and technical experts. Participatory approaches (detailed in the Community participation manual) that involve communities in identifying, prioritising and implementing the project activities. The implementation plans will be developed based on the outcome of the compliance studies, assisted by maps showing the common (cross border) hotspot to be used by the three countries. In order to realize this objective three cross border consultations will be organized; Kenya Team visit to Ethiopia; Ethiopia team visit to Kenya; and Uganda Team visit to Kenya.

3The population has been estimated from the proportion of the project investment (KES 6.5 billion) relative to the requirement in the Kenya CPP (226 billion)which is multiplied by the proportion of people of the ASALS vulnerable to major drought hazards (4.6 million) plus 10 million representing the other ASALs population depending on livestock and other rural activities including trade and marketing of livestock products

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3 CHAPTER 3: DESCRIPTION OF COMPONENTS AND SUB-COMPONENTS

70. RPLRP supports five components: Component 1: Natural Resource Management;

Component 2: Market Access and Trade; Component 3: Livelihoods Support Component 4:

Pastoral Risk Management, and; Component 5: Project Management and Institutional

Support. Each Component there is a number of sub-components.

3.1 Component 1: Natural Resource Management

Component Overview

71. Implementation of natural resource management component aims at having

prevailed access, management and utilization of shared resources. Development of well-

planned water resources, with appropriate infrastructure and trained management

capacities of local communities will ensure prevailed access, promote equity, ensure

sustainable use and reduce user rights and access conflict. Water is recognized as a key

constraint in ASAL that determines migratory nature of pastoralists. Migrations due to

water scarcity are closely associated with livestock deaths, notifiable disease outbreaks,

and increased incidence of waterborne human infections. Re-vegetation of degraded areas

with grass and trees will be done to ensure that land regain its productivity. Strategic feed

reserves (hay stores) will be constructed to store surplus, the reserves will be used as

emergency feeds to reduce livestock mortalities in subsequent droughts. These activities

will improve water and pasture availability in quantity and quality hence reducing

resource based conflict and promoting resilience of the pastoral communities during dry

seasons

72. The project is covering fourteen (14) counties but for natural resource management

interventions will be in eight (8) counties of West Pokot, Turkana, Wajir, Marsabit,

Mandera, Garissa, Baringo and Isiolo. And activities will be in the livestock migration routes

that have cross border/ regional implication the limited choice of Counties is an effort to

concentrate resources and ensure the target pastoralist communities experience positive

impacts. However, depending on the results of NRM base line studies other counties may

warrant immediate attention and concentration of activities. Best practices will be up-

scaled to other pastoral counties when tested.

3.1.1 Sub Component 1.1: Water Resource Development

Sub component 1.1 Overview

73. The ASAL receives unreliable and very erratic rains. Much of the water is lost as

runoff and when dry season sets in, the high ambient temperatures dry up the existing

water sources and this triggers massive movement of livestock to other areas in search of

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the scarce resource. Inappropriate water development often constrain resilience building

efforts in the ASALs and in effect the high demand for this resource triggers conflicts while

increased concentration of livestock at the water point leads to serious environmental

degradation and disease outbreaks.

74. The demand for provision of domestic drinking water and water for livestock plus

increasing agro-pastoral activities has often superseded considerations for environmental

health and sustainable management. These factors call for urgent interventions to address

water accessibility for livestock while ensuring sustainable development. Therefore, the

sub component will address this by;

Refining available regional/national mapping of water resources

75. IGAD will coordinate the development of the legal framework as well as provide a

platform for sharing the maps and associated data. They will facilitate the improvement of

the maps resolution maps /data can be sourced from IGAD, FAO, MEWNR

76. NRM component team leader will coordinate a series of workshops to identify

priority NRM investments. This will involve:

a. A study of maps in a 2 day workshop that will be held in the first quarter of the

project inception. The participant will be drawn from the eight participating

counties each county sending two representatives preferably one from water and

the other from livestock production. A facilitator will be engaged to lead the process

Output: updated maps with livestock corridors with existing water points and

candidate water resource facility development.

b. The joint workshop will be followed by workshops at the county level. This will

involve each participating county will hold a 3 day workshop. Using the maps, the

community will help locate and map (i) Water resources access facilities (ii)

Functional water sources and water quality (iii) Underground water (where

possible). They will also envision what intervention and where they would wish to

have them. This will take into consideration and focus on those that have a cross

border implication. The participant will include at least community members (14),

staff from relevant institutions (IGAD, FAO, MEWNR and MALF) (6), civil society (5)

and at least project staff (2). The government workers will help in giving policy and

technical direction. These will be followed by ground truthing and identification of

the actual site of intervention and will take about a week depending on where the

sites are located.

c. The border communities will hold joint meetings and siting intervention points will

be informed by agreement of the joint meetings. The database so developed will

26

continually be updated with information to enhance stakeholder capacity and

participation in water resources development.

77. IGAD will coordinate the development of a legal framework and provide a platform to

facilitate sharing of data and maps within the IGAD countries while we will provide

relevant data to develop the framework

Development of water access infrastructure

78. The project will develop surface water through appropriate community-owned water

harvesting structures while harnessing ground water mainly but not exclusively within the

Livestock migratory routes, holding grounds and dispersal areas that are prone to conflict

over resource use competition during the dry seasons. Social and environmental

sustainability will be a determining factor for implementation.4 This will involve

impressing the target communities to ensure proper water governance through enhanced

maintenance and operation skills. Water users association (WUA) will be strengthened or

created. Care will be taken to ensure that placement of the water facilities does not lead to

accelerated environmental degradation.

79. The project proposes to construct approximately 15water pans and 20 earth dams, of

at least 4m height and storing 21,000 to 40,000 cube meters; 15-rock catchment, 13

boreholes, 33 shallow wells as well as rehabilitate 22 water pans, 20 earth dams, 8

boreholes and 24 shallow wells in the identified 8 counties in five years. Development of

water infrastructure will be in areas identified by pastoralists’ communities preferably on

public owned land. Emphasis will be placed in building resilience in the communities’

management systems at the water points to ensure efficient use of water during stressful

periods and to minimize need for external interventions.

80. The State of Water will be involved in the implementation of this sub-component through an MoUs to be signed with the Ministry of Agriculture, Livestock and Fisheries (Lead Implementation Agency), spelling out the roles and responsibilities of both parties and cooperation modalities for the construction/rehabilitation of water points (boreholes and shallow well notably). Where the requisite capacity is lacking in the county help will be sort from other officers in the cluster or National Government. The main duties of the officers will include (i) evaluation of bids from consultants for water resources mapping; (ii) support for water facilities prioritization and site selection; (iii) preparation of terms of reference and bidding documents for technical studies and works supervision; (iv) launching of bidding process to select the contractors; (v) the overall supervision of consultants and contractors until completion of works and handover; (vi) the training of Water Users Committees to ensure proper operations and maintenance (O&M) of water

4 will be implemented ensuring safeguard measures are observed

27

points. The county officers responsible will be fully involved in the entire process in order to give the technical support to the communities in the prioritization process and after the completion of the project activities.

81. Rehabilitation of water facilities in the holding grounds of Isiolo, Kina, Takaba, Sololo,

Oda, Kalacha, Kacheliba and Geldesa will be given priority to facilitate marketing. Prior to

construction /rehabilitation, the following activities will be carried out.

a. Consultations with the stakeholders will be held to prioritize the areas of intervention within the target counties and with the help of maps build consensus on the sitting and type of the water facility. The need for new facilities will be critically evaluated to determine potential impacts and possible alternative interventions.

b. The State department of agriculture/ water together with the sub-county range officer will undertake a preliminary survey to ascertain feasibility of the proposed project.

c. Carry out hydrological and geological survey and feasibility studies of the water resources access facilities in the selected sites.

d. Undertake an independent Environmental Impact Assessment (EIA) for new projects or environmental audits for rehabilitation projects (as per requirement of safeguard measures)

e. Prepare Designs for water resources access facility and Bill of Quantities f. Construct and rehabilitate water facilities. For these projects civil works will be

contracted using the procurement act, 2006 and its guidelines that includes; i. Contractors will be selected through competitive bidding with preference for

contractors operating within the counties. In the event that there are no qualified contractors within the county, the service will be outsourced.

ii. To stimulate the local economy, the contractors will as much as possible be required to use locally available resources (building materials, labour and transport).

iii. The contractors will be supervised by the competent respective government institutions to ensure compliance with existing laws and regulations

iv. All contracted civil works should be undertaken within the stipulated period on the contract.

g. Hand over the facility to the community.

Supporting Stakeholders’ capacities to manage the shared water resources

82. Stakeholders’ capacities will be enhanced, to effectively manage the water resources

access facilities and to ensure sustainability. To achieve this, the following activities will be

undertaken.

83. A proper (O&M) is important for sustainable water facility. Therefore, the project will

initiate the establishment of Water Users Associations (WUA). This will be done drawing

28

on experiences of past projects e.g. KLDP, NEP II and the guidelines in the water user

manual developed by the State Department of Water.

84. The (WUAs) will be trained on group organization, maintenance of water facility and

water management. They will be expected to agree on implementation of routine

maintenance.

85. Water user committees established will consist of 9-11 members drawn from men

women and youth. Other consideration will include disabled, clan and local administration

representations.

86. Build capacity for staff and community committees by:

i. Hold workshops at county level for community to share knowledge on best practices on water resources management including operations and maintenance.

ii. Carry out exchange visits to help create awareness, heighten the desire for better performance, promote ease adoption of newer technologies as well as promote good water governance

iii. Ensure high quality in design and construction of the water conservation/ harvesting facilities.

iv. Enhance capacity of implementing staff by supporting them to attend relevant courses and study tours.

Box 3: Water Resources Development Activities

Responsible Organization/Department:

Lead Organization: MALF/State Department of Livestock Development

Supporting Organizations: State Department of Water

Budget Allocated: US$7.892 million

Sub-component Objectives: Access to sustainably managed water resources for pastoral and agro-pastoral communities increased

Main Activities:

Refine available regional/national mapping of water resources Mobilize Community Develop legal framework for data and map sharing Identify and design water resources access facilities Rehabilitate water resource access facilities-water pans, earth dams and boreholes Construct new water resource facilities- water pans, earth dams, rock catchment

and boreholes.

29

Set up integrated information system;, Hold Knowledge sharing workshop to share best practices Build capacity for water user association. ( community) Build capacity for staff; Purchase GIS software, Computers, Printers/scanner/photocopier, Cameras Study on pastoral movement

Outputs

22 Water pans, 22 earth dams, 8 boreholes and 24shallow wells rehabilitated

16 water pans, 20 earth dams, 24 Rock catchments. 16 boreholes and 32 shallow wells constructed

80 Water user association established and trained

5 Knowledge sharing workshop held

5 Exchange visit across counties for experience sharing organized

4 persons sponsored for short courses in NR sponsored

4 persons sponsored for study tours in other counties

.

Outcome Indicators, disaggregated by gender when possible:

Number of water resource constructed

Number of water resource rehabilitated

Number of water user associations formed and its membership disaggregated by gender

Number of exchange visits, experience sharing workshops and cross visits conducted/held

Number of demonstrations conducted on improved water management

Number of equipment purchased

Number of male and female beneficiaries in the different activities

Monitoring, Reporting and Evaluation Arrangements.

Monthly, quarterly and annual progress reports.

Field verification by project personnel

Joint Review and Implementation Support Missions

30

Table 3: Water Resource development Implementation Schedule

Activity

Responsible Organization

Implementation Schedule

Year 1

year

2

year

3

year

4

year

5

Q1

Q2

Q3

Q4

Carry out a water resources mapping and water use/users profiling

Study of the available data/maps (purchase of high resolution images)

PIU

Update profile of water resource

PIU

Community mobilization meeting

MALF/CPIU

Ground truthing

Training on use of GIS software

IGAD/FAO

Study on pastoral movement CONSULTANT

Facilitate integrated, dissemination and management water information system

Establish database system MEWNR

Documentation and production

PIU

Dissemination (media, barazas, air time, mobile phones)

PIU

31

Activity



Year 1

year

2

year

3

year

4

year

5

Q1

Q2

Q3

Q4

Procure computers, Printers/scanner/photocopier, camera , GIS software

PIU

Identify and design water resources access facilities

MEWNR/CPIU

Rehabilitate water resources access facilities- water storage, harvesting and distribution

Water pans MEWNR/CPIU

Earth dams MEWNR/CPIU

Bore holes MEWNR/CPIU

Shallow wells MEWNR/ CPIU

Construct new water resources access facilities

Water pan MEWNR/ CPIU

Earth dams MEWNR/ CPIU

Rock catchment MEWNR/ CPIU

Borehole MEWNR/ CPIU

32

Activity



Year 1

year

2

year

3

year

4

year

5

Q1

Q2

Q3

Q4

Shallow wells MEWNR/ CPIU

Capacity building for water user association

Establish and train WUA committees

MALF/CPIU

Knowledge Sharing workshop on best practices

IGAD/PIU

Exchange visit (best practises)

MALF/PIU

Capacity building for staff

Training on Operation and maintenance of water facilities

MEWNR

Short courses on water access facilities managements

PIU

Study tours to areas that excel in water mgt. -Israel

PIU

Support Policy development

Facilitate stake holders meeting and workshop

PIU

Production of policy document

PIU

Policy dissemination workshop

PIU

33

3.1.2 Sub Component 1.2 Sustainable Land Management in Pastoral and Agro-Pastoral Areas

Sub component 1.2 overview

87. There is rampant land and resource degradation of the ASALs and especially where

mobility has been impeded and the traditional customs of seasonal migration has broken-

down mainly due to inappropriate land use as agriculture encroaches into marginal land

and the demand for fuel wood, charcoal and timber increases. These has manifested itself

with increased bare ground and decreased cover by perennial trees, shrubs and grasses.

The result of reduced vegetative cover accelerates soil erosion. The composition, structure

and densities of the vegetation have changed and unpalatable, invasive species have come

in to further decrease the ability of the ecosystem to support livelihoods and economic

development. To address this, the following will be carried out.

Refining available regional/national mapping of rangeland ecosystem management,

88. IGAD will coordinate the development of the legal framework as well as provide a

platform for sharing the data and maps. They will facilitate the improvement of the maps

resolution Available maps /data can be sourced from IGAD, Rangeland NDVI, FEWSNET,

USGS, ICPAC, MET, RCMRD.

89. NRM component team leader will coordinate study of maps in a 2 day workshop that

will be held in the first quarter of the project inception. The participant will be drawn from

the eight participating counties each county sending two representatives preferably one

from water or agriculture and the other from livestock production. A facilitator will be

engaged to lead the process.

90. The joint workshop will be followed by workshops at the counties level. Each

participating county will hold a 3 day workshop. With the maps, the community will help

identify the natural resources which include locate and map seasonal grazing areas,

degraded pasture resource areas (invasive species, eroded areas), migration patterns and

forest cover mainly for areas adjacent to borders and along key regional livestock

corridors. They will also envision what intervention and where they would wish to have

the interventions. The participant will include at least 14 community members, 6

government officers, 5civil society and at least 2 project staff. The government officer will

help in giving policy and technical direction. These will be followed by ground truthing and

identification of the actual site of intervention this will take about a week depending on

where the sites are located.

91. A needs assessment will be carried out to ascertain the requirement of the

area/community, identify gaps with a view of promoting best practices for maximum

output for rangelands resources management;

34

92. Knowledge sharing workshops to share best practices as well as to capacity build the

community and the staff will be held at country, national and county level at the county

level the workshop will refine the intervention to achieve high success rate. Capacity

building workshop will focus on range rehabilitation and will have about 25 participants.

The national workshop will draw participant from all the participating counties and

communities. A total of 30 participants for 3 days. The workshops will be held in the 2nd

quarter-1st project year, 3rd year and 5th year. At the regional levels IGAD will facilitate the

workshop. The participants will be representatives of the project counties about 3 per

county for about 4 days with a day visit to sites where project is being implemented. At the

national level, exchange visits between counties will be organized to expose communities

on best practices done by others. Annual study tours to countries whose rangelands are

being managed well will be sponsored for skills improvement

Rehabilitate Rangeland Ecosystems

93. To ensure substantial rangeland rehabilitation through reseeding, the project will

identify existing community groups or propose formation of new ones to undertake seed

bulking. Generally for a group to be selected it should be willing to participate in the project

and mainstream gender and environmental safety guards. Identified groups should consist

of at least 15 members of the pastoral communities’ members preferably with mix of men,

women and youth. The group should be registered with the social services. Seed bulking

plots should be of reasonable size depending on the number of members and availability of

land. Each member of the group should be able to obtain seeds for seeding 2 acres of land

from the bulking plot harvest seasonally.

a. Sites where seed bulking will be carried out. Bulking along the river line will be

more favourable and therefore encouraged. The pastoralist will be expected to

contribute land for seed bulking. They will also be expected to contribute labour

for land preparation, fencing, plot maintenance and seed harvesting with minimal

facilitation like of food/cash for work. Each group will be provided with seed at a

rate of between 7kgs to 10Kgs per acre for 40 acres. Groups will be trained on seed

planting, management and harvesting, packaging and storage. This bulking is to

ensure that there is a sustainable supply of seed in the county for seeding and

reseeding where necessary.

b. The groups will share the harvested seeds in two ways. First, they will surrender an

equivalent of seed given to them to the county director of livestock for re-issuing to

a new set of group and retain the rest for planting in their individual grazing areas.

The groups will harvest, weigh and package the pasture seeds before distribution.

With time the Individual pastoralists are expected to harvest on their own volition

and sell for their own economic empowerment. This will be the basis for

35

sustainability of the reseeding and forage conservation interventions. Baringo

County will be supported to bulk pasture seeds. Currently this is a good source of

Cenchrus ciliaris

c. In a larger scale, based on the refined maps areas that are severely degraded will be

targeted for reseeding. The communities will be expected to do some surface

manipulation depending on the extent of degradation before broadcasting. Prior to

the reseeding community awareness will be carried out to ensure ownership; the

community will be mobilized to protect reseeded areas from encroachment and

destruction from livestock and human activities. This is to guarantee success. The

type of pasture seeds will depend on local agro-ecological conditions, the most

productive grasses in the semiarid areas include: Cenchrus ciliaris, Eragrostis

superba, Enteropogon macrostachyus, and Chloris roxburghiana among others.

These grasses species have been tested and validated by the KARI Kiboko Research

station and piloted in parts of the country successfully. These are easy to establish,

drought tolerant, and able to produce an adequate amount of viable seed that can

easily be harvested. In order to encourage commercialization and valuation of

indigenous pasture grass seeds the project will train pastoralists’ in grass seed

harvesting. Where there are bushes (invasive bushes) the community will be

engaged to do selective clearing through cash for works. The mode of clearing will

depend on the type of bush.

d. A technical implementation manual will be developed at the initiation of the project

based on the results of the current rapid baseline survey and supported by detailed

inventory of the existing practices The project staff will monitor implementation by

evaluating the range condition. Where capacity to do this is inadequate, it will be

built. Satellite imagery to track progress will also be used.

e. For sustainability the project will mobilise the community to uphold proper range

management measures including grazing management. For the promising degraded

areas, the community will be sensitized through their elders and community

barazas to carry out such activities as (i) resting by exclusion from grazing or any

other use to allow for self-regeneration (ii) resting for the purpose of resource and

biodiversity conservation (ii) controlled seasonable grazing in areas with

reasonable carrying capacities complemented by well-planned gap-feeding

practices e.g. from stored surplus rangeland vegetation or from fodder cultivated in

areas suitable for cropping.

f. The project will promote pasture conservation in the communities and in

government controlled institutions. The target community will harvest the mature

hay, dry, bale and store. To enhance strategic feed reserves, the Project will procure

36

balers, mowers, hay-rakes, tractors and briquetting machines. Procurement will be

as stipulated in the procurement manual through quotation. The equipment will be

handed to government controlled institutions or pastoralist group that show

capability of maintaining the equipment. The government-controlled institutions

that benefit will be expected avail the equipment to pastoralists on terms to be

agreed on. The project will assist the pastoralist groups to develop rules of

managing the equipment and facilitate consensus building on sanctions against

those who do not comply. The Agricultural mechanisation unit in the state

department of Agriculture has guidelines on use of machines and the project will

borrow from their expertise. In addition the project will facilitate construction of 32

hay storage structures of.2500bales of 15kgs capacity. These reserves will be used

as emergency feeds to reduce livestock mortalities in subsequent droughts in the

region.

g. The County Livestock Production Officers will coordinate the activities of the

pasture seed production, harvesting and conservation while County heads and

headquarters teams will backstop the process.

Harmonize Policies at Regional Level on Rangeland Management

94. Different countries have different policies that guide development of their rangeland

to be able to develop and utilize the shared natural resource there is needed to harmonise

these policies. To achieve this, a retreat will be held to review relevant policies. The

participants will be stakeholders from relevant institution of Agriculture, Livestock, and

Foreign affairs, Environment, Water and Planning. A consultant will be engaged to drive the

process. IGAD will then convene joint meetings for the member state to identify the gaps

and harmonize these policies on rangeland management. The policy so developed will be

publicised and disseminated using multimedia, public barazas and conferences

Box 4: Summary of Activities and Outputs of Sub-component 1.2



Supporting Organizations: Department of Water


Subcomponent Objectives:

Pastoral and agro-pastoral land sustainably managed increased.

Main Activities:

37

Refine available regional/national mapping of degraded areas Hold knowledge sharing workshop and exchange visits in county, national and

regional level Sponsor short courses and study tours ( other countries Procure Motor vehicles ,Hay harvesting, Baling, Briquetting equipment Reseed degraded areas Clear Bush especially invasive species Establish grass seed bulking hold training and demonstration Hold Field day Promote Seed and Forage Conservation Construct forage storage structures Support soil conservation Harmonize policy on rangeland management Carry out a study on effectiveness of implementation of policy regulation

Outputs

2800ha reseeded

2400ha bush cleared

320ha bulking plots established

32 school plant trees

32 tree nurseries established

32 hay sheds constructed

32 soil conservation structures constructed

5 Knowledge sharing workshop held per county

4 regional knowledge sharing workshops held

5 Exchange visit across counties for experience sharing organized

4 persons sponsored for short courses in NR sponsored

4 persons sponsored for study tours in other counties

3 field days per county held

4 vehicles procured

Outcome Indicators, disaggregated by gender when possible:

Hectares of land reseeded

Hectares of land bush cleared

38

Number of tree nurseries established

Number of schools supported to plant trees

Number of exchange visits, experience sharing workshops and cross county visits held

Number of demonstrations conducted on improved

Number of hay conservation equipment purchased

Number of hay sheds constructed

Male and female beneficiaries in the different activities




Joint Review and Implementation Support Missions

39

Table 4: Sustainable Land Management Implementation Schedule

Activity Responsible Organization


Year 1

year

2

year

3

year

4

year

5

Q1

Q2

Q3

Q4

Carry out comprehensively participatory mapping of existing shared rangelands

Study of the available data/maps IGAD/PIU

Update profile of degraded areas IGAD/PIU

Community mobilization meeting MALF

Ground truthing MALF/PIU

Promote best practices for rangeland resources

Carry out needs assessment and Identify the best practices for rangelands resources

MALF /PIU

Knowledge sharing workshop at

County MALF

National PIU

Regional IGAD/PIU

Exchange visits; National PIU

Regional IGAD

Study tours ( other countries) PIU

Short courses on NR management PIU

Motor vehicles PIU

40



Year 1

year

2

year

3

year

4

year

5

Q1

Q2

Q3

Q4

Maintenance for vehicle PIU

Reseed degraded areas

Bush clearing (invasive clearing) MALF/PIU

Seed bulking (preparation, seeds, fencing)

MALF/PIU

Reseeding (seed, labour-broadcast) MALF/PIU

Training/demonstration ( land preparation, planting & management)

MALF/PIU

Supervision and backstopping MALF/PIU

Field days MALF/PIU

Seed and Forage Conservation

Trainings /Demonstrations (Harvesting of seeds/hay and conservation, Acacia ponds)

MALF/PIU

Construct forage storage structures

PIU

Hay harvesting, Baling, Briquetting equipment

PIU

Soil conservation

Support construction of soil conservation structures (gully control)

MALF/PIU

41



Year 1

year

2

year

3

year

4

year

5

Q1

Q2

Q3

Q4

Support Establishment of nurseries for production of trees (fodder)

MALF/PIU

Plant appropriate trees (focus on schools)

MALF/PIU

Policies at regional level on rangeland management are harmonized

Hold stakeholders forum MALF/PIU

Engage consultants for policy MALF/PIU

Carry out a study on effectiveness of implementation of policy regulation

MALF/PIU

3.1.3 Sub Component 1.3 Securing Access to Natural Resources

Sub component 1.3 Overview

95. Peace and security have remained elusive in most ASALs especially in times of

drought events. Competition for scarce water and pastures is heighted and this often

results to conflict. There are no quick fixes to bringing lasting peace in the dry lands and it

requires concerted and consistent efforts to address the root causes. This subcomponent

will aim to reduce conflicts related to access to natural resources through various major

intervention.

96. In this sub component, mapping will be done to identify conflict hotspots and drivers.

A stakeholder analysis will be carried to identify relevant institutions whose capacity will

be built to institute conflict resolution measures to achieve the following outputs.

Conflict Prevention, Management and Resolution

97. IGAD will facilitate the improvement of the maps resolution. The maps /data can be

sourced from CEWARN- IGAD, the maps will help identify the conflict hot spot which are

42

largely pasture reserves areas and fall back areas during drought. IGAD will also

coordinate the development of the legal framework and provide a platform for sharing

data, information and maps.

98. Counties will be facilitated to form resilience platform for accessing, disseminating

and sharing information. This will then feed information into the regional platform. The

project will identify and strengthen customary institutions that are involved in peace

initiatives and resource management. Frequent monitoring will be done and using these

community institutions and other security personnel will disseminate information. The

information will be used to update maps accordingly

99. In areas where security is compromised and communities are antagonistic to each

other particularly in respect to resource use inter community/inter clan relationship, the

project will engage institutions/partners that have requisite knowledge to facilitate

dialogue between communities to foster unity, facilitate signing of memorandums of

understanding; support peace awareness campaigns, support joint community

investments/activities. The project will address the capacity of service providers at local

and national levels through training local government officials and security officials to

enforce agreements; facilitate exposure visits of community members on activities related

to conflict resolutions.

100. Knowledge sharing workshops to share best practices will be held at county,

national and regional levels. IGAD will facilitate the regional workshop participants will

be representatives of the project counties. At the national level, the workshops will be

annual exchange visits between counties and also between countries will be organized to

expose communities on best practices done by others. Study tours to countries that

rangelands are being managed well will be sponsored.

Policy and legal frameworks for secured access to NR are supported

101. This activity will support the operationalization of existing policy/legal frameworks

for secured access that are developed under AU, IGAD and the member countries. The

project will support shared access to specific cross-border or cross-resources through a

series of activities. The project will support operationalization of the existing policies

through; civic education, create awareness and network at county and regional level;

Support formal cross border peace building negotiations and information sharing

meetings.

102. Effective conflict resolution measures will be achieved by strengthening traditional

institution for implementation of policies; facilitating formal recognition of the institutions;

facilitating meeting that build on traditional conflict management; facilitating the

community to carry peace campaigns; mobilize community leaders; engaging cross border

43

peace initiatives, strengthen peace building institutions and enforcement of legal

provisions. The project will facilitate development of clear guidelines on operations of

national and devolved government on ownership and utilization for benefits from natural

resource.

Table 5: Summary of Activities and Outputs of Sub-component 1.3



Supporting Organizations: Provincial Administration


Sub-component Objectives:

Conflicts inhibiting access to natural resources reduced.

Main Activities:

Refine available regional/national mapping of water resources Facilitate repeated joint meetings between communities to foster unity Support joint activities ( provide T shirts, Lunches, rewards) Train local government officials and security officials to enforce agreements Support formal cross border peace building negotiations and information meetings Facilitate signing of the shared agreement between all relevant communities Support exposure visits of community Study cross boarder migration /mobility patterns Facilitate formal recognition of the institutions Support / Facilitate peace campaigns Carry out civic education and awareness Networking of civil society at county and regional level

Outputs Traditional institution for implementation of policies strengthened Policy and legal frameworks for secured access to natural resource supported (112) at least one joint meetings between communities to foster unity held every

quarter Outcome Indicators, disaggregated by gender when possible: Number of peace campaigns held Number of joint community forums/ platforms solving natural resources

management conflicts held Monitoring, Reporting and Evaluation Arrangements. Monthly, quarterly and yearly progress reports.

44

Field verification by project personnel Joint Review and Implementation Support Missions

Table 6: Securing access to Natural Resources; Implementation Schedule

Activity

Res

po

nsi

ble

O

rgan

isat

ion

Year 1

Yea

r 2

Yea

r 3

Yea

r 4

Yea

r 5

Q1

Q2

Q3

Q4

Carry out participatory study of mapped hotspot

Study of the available data/maps (purchase of high resolution images)

IGAD/PIU

Update profile of water resource

IGAD/PIU

Community mobilization meeting

MALF

Ground truthing MALF/PIU

Conflict Resolution

Facilitate repeated joint meetings between communities to foster unity (quarterly)

MALF/PIU

Support joint activities ( provide T shirts, Lunches ,rewards )

MALF/PIU

45

Activity

Res

po

nsi

ble

O

rgan

isat

ion

Year 1

Yea

r 2

Yea

r 3

Yea

r 4

Yea

r 5

Q1

Q2

Q3

Q4

Train local government officials and security officials to enforce agreements

MIS/PIU

Facilitate signing of the shared agreement between all relevant communities

MALF/PIU

Hold exposure visits of community members

PIU

Study cross boarder migration /mobility patterns

PIU

Strengthen traditional institution for implementation of policies

Mobilize community leaders

MALF

Facilitate meeting (Build on traditional conflict management mechanisms)

PIU

Facilitate formal recognition of the institutions (Government )

PIU

Facilitate peace PIU

46

Activity

Res

po

nsi

ble

O

rgan

isat

ion

Year 1

Yea

r 2

Yea

r 3

Yea

r 4

Yea

r 5

Q1

Q2

Q3

Q4

campaigns

Operationalize existing policies

Civic education and awareness

MIS/PIU

Network of civil society at county and regional level

MALF/PIU

Support formal cross border peace building negotiations and information meetings

PIU

Key: Q1= Quarter 1; etc

3.2 Component 2: Market Access and Trade

Component Overview

103. This component will support market infrastructure including strengthening the national and regional market information systems with a focus on those that support regional trade and export. The objective is to facilitate intra-regional trade of livestock and livestock products to improve the market access of the agro-pastoralists and pastoralists within the IGAD Strategic framework to end drought resilience (IDDRSI) and in line with the frameworks of the EAC and COMESA that aim to allow the three countries to supply the strong demand coming from the global market and especially the Gulf States. It will also support participating countries and IGAD in undertaking coordinated institutional and regulatory reforms to increase access to cross-border trade. The component has two sub-components: (i) market support infrastructure and information system; and (ii) Livestock Value Chain Support and Improved Livestock Mobility and Trade

104. The component will build the capacity of the pastoral community to participate in formal trade, asset protection and financial services. Capacity building in the national veterinary services, as well as promotion of increased collaboration among them, will be undertaken to improve the surveillance and control systems of trans-boundary animal disease (TADs) such as FMD, PPR and RVF that negatively impact trade. The component

47

will finally assist the three countries and IGAD in: (i) harmonizing their animal health and food safety standards (as part of sanitary and phyto-sanitary Standards - SPS) in compliance with international ones (set up by the World Organization for Animal Health – OIE and Codex Alimentarius); (ii) establishing and improving regionally recognized animal identification and traceability systems.

105. Activities under market access will ensure year-round access to markets both local and regional by facilitating the physical markets and attendant infrastructure to remain functional. In addition the markets and trade access component proposes measures that will ensure stable livestock prices and benefits target communities. The component will also address measures to improve the price accruing to livestock and livestock products marketed by the target communities.

106. To assist the pastoral communities participate fully in marketing and regional trade in livestock and livestock products, the component will support development of value chains and strengthening of marketing groups. The component will support active participating of pastoralists in livestock marketing and storing feed as a way of pastoral asset protection as well as supporting increased access to financial services

107. The component will also support participating countries and IGAD in undertaking coordinated institutional and regulatory reforms to increase access to trade. Capacity building in the national veterinary services, as well as promotion of increased collaboration among them, will be undertaken to improve the surveillance and control systems of trans-boundary animal disease (TADs) such as FMD, PPR and RVF that negatively impact trade. The component will finally assist the three countries and IGAD in: (i) harmonizing their animal health and food safety standards (as part of Sanitary and Phyto-sanitary Standards - SPS) in compliance with international ones (set up by the World Organization for Animal Health – OIE and Codex Alimentarius) and (ii) establishing and improving regionally recognized animal identification and traceability systems.

108. The objective of the market access and trade component is to support the harmonization of trade and cross border animal marketing policies (such as IGAD Livestock Policy Initiatives), tariffs, certification systems, Sanitary and Phyto-Sanitary (SPS) standards, and animal identification and traceability systems. The component will also address marketing and trade physical infrastructure and at strengthening the relevant regional and national information systems, thus promoting cross-border trade of livestock and livestock products. In addition, the component will build the capacity of the pastoralist and traders in terms of marketing strategies and skills, access to credit and management.

109. Project location and scope initially, the project and therefore market access and trade will be implemented within the key livestock and market routs of the cross border clusters of the border counties (West-Pokot, Turkana, Marsabit, Wajir and Mandera) to be selected in consultation with the Ethiopia and Uganda Teams. A roll out of the investments to other counties in the project area will follow after the completion of investment in the border counties.

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3.2.1 Sub-component 2.1 Market support Infrastructure and Information System

Subcomponent Overview

110. Absence or deterioration of existing livestock marketing and veterinary inspection and certification systems has negative impact on the resilience of the pastoralist. This is aggravated by decline in export market and the weak domestic demand for meat, due to the high prices as a result of high transaction costs and low purchasing power of the consumer. The local markets are weakened or destroyed because of lack of plans by the local authorities to maintain the market infrastructures from the returns of collected levees and fees. Furthermore, the poorly maintained stock routes prompt livestock owners to resort to unregulated trekking, which in turn results in high weight losses, leaner animals, tougher meat, higher mortalities, spread of diseases, overgrazing and over-trampling of areas adjacent to stock routes, and often lead to severe land use conflicts.

111. In addition, livestock slaughter facilities in the pastoral production systems, which form part of the marketing chains, are generally of poor standards. The meat chilling, processing and storage facilities are inadequate, which forces the butchers to sell all of the meat on the day of slaughter. The project will address these problems through plans to be developed with full participation of the private sector that aim to (i) rehabilitate the existing, but dilapidated infrastructure; and (ii) where feasible to replace them with functional and purpose-built infrastructures

112. In almost all parts of the rural areas, market places are in the open air which is vulnerable to dirt, and hazards such as wind, overhead sun and rain. These problems create cumbersome condition for transaction, reduce product qualities and at times of severe incidences result in market failure. RPLRP will thus support the establishment of about 10 primary market centres, 3 secondary markets, and about 2 terminal markets.

Marketing Infrastructure

113. The purpose of this sub-component is to identify and evaluate market access and trade infrastructure investment that will improve market access. The preparation of market access infrastructure investments will involve a process of identification, data collection, and consultation with stakeholders, screening and evaluation of individual candidate sections of the infrastructure.

114. The following steps will be followed during the preparation process for infrastructure within the target area:

a) Map, review and identify of possible cross-border corridors for investment; b) Conduct facilitated county/national workshop to identify and rank priority

corridors for investment in the 5 initial target counties; c) Conduct regional workshop to agree to review priority corridors for each

country and decide on how to align and sequence investments;

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d) Conduct detailed mapping, identification and scoping of all existing infrastructure that provides market access within the target trade corridor, and selection of discrete sections for consideration as sub-projects;

e) Screening the sub-projects to eliminate those that do not meet the project eligibility criteria;

f) Ranking of the individual sub-projects based on a rigorous comparative socio-economic cost / benefit analysis and county consultations;

g) Top ranked projects develop sustainability plan and project conducts Maintenance sustainability assessment of top-ranked sub-projects;

h) Review and ranking of project proposals including sustainability plans against selection criteria below;

i) Approval of a recommendation to implement the top-ranked sub-project.

115. The preparation of individual sub-projects will involve consultation with, and the active participation of, all stakeholders to obtain their agreement to the scope and nature of the investment, and the roles and responsibilities of each party in the future operation and maintenance of the infrastructure, once rehabilitation is complete. The range of possible stakeholders includes various levels of government, community groups, customary landowner and corporations. Individual sub-projects will not proceed without support from communities.

116. The project will focus mainly on primary market development where producers could directly access to suppliers and/or consumers. This intervention will focus on both the physical infrastructure improvements, buildings and facilities necessary for marketing. The management aspect. Consideration will be given to the specific needs of women as users of the market as sellers and purchasers of commodities.

117. The specific type and design of the infrastructure will be determined through a participative needs assessment process. In general, the market will be equipped with basic auction ring, pens and holding grounds with improved pastures and watering facilities. Holding grounds will be enclosed in order to prevent market-adjacent rangelands from over-trampling. Simple quarters will be constructed for drovers and livestock field assistants.

118. Potential interventions will include: (a) paving the market site, (b) constructing market shed, community warehouses and access roads; and (c) constructing drainage, and water supply and sanitation services at the market centres. The community should actively contribute to the project in terms of cash, labour and/or local materials. The selection criteria for the targeted market places include, among others, (a) high potential to enhance productivity and value addition that benefit the producers; (b) provide at least one weekly market day; (c) availability of land for construction of market infrastructure; (d) and willingness of the community to undertake construction and management—through the establishment of community based market centre management committee; (d) willingness of the county government to contribute in terms of cash, land, and labour.

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119. Effective market management is one of the most important success factors in determining project effectiveness and sustainability. Management of market places will be the responsibility of the County government and in rural areas Ward administration will take the responsibility. To develop a sense of ownership and ensure sustainability, Market will be put under Market Management committees. The committees will be composed of traders’ representatives (women/men), market association representatives, producers’ representative and other resource persons. The Committees will be established and members trained in market infrastructure management and marketing. The training will focus on leadership and communication skills, bank account management, and maintenance of the market infrastructure, gender issues, and social conflict management in marketing activities. The project will facilitate negotiation and signing of agreements between the market management committees and the county government for the committees to effectively undertake their management roles. The agreement will include financial arrangements where the management committees will retain a proportion of the revenue collected in the market for the purpose of operations and maintenance of the market.

120. To ensure stock movement in an environmentally sound manner, with less disease and social risks, the project will rehabilitate/construct up to 3,000 km of stock routes with 10 associated holding grounds, 15 night camps and 15 veterinary check points complete with vaccination and watering facilities at strategic points along the main stock routes. The project will revive essential veterinary back-up and extension services by providing a revolving fund to ensure the supply of essential drugs and appropriate veterinary equipment.

121. The implementation phase can be considered as three separate, repeated stages:

a) Pre-construction stage: Site investigation and consultations leading to detailed design of rehabilitation works, preparation of tender invitation documents, bidding and evaluation process, and award of works contracts;

b) Construction stage: construction of the infrastructure; and c) Operation and maintenance stage: introduction of sustainable maintenance

regime for completed sub-projects.

The output of the Sub-component will be completed sub-projects placed under a sustainable maintenance regime.

Establishment of a Market Information System

122. Limited access to information on market prices, sources, demands and objective standards for selling and buying animals is real constraint to access to markets. Improving the information flows to local producers will be an important undertaking to improve market access.

123. In order to improve the marketing information system, the project will revamp the national livestock marketing information system by: upgrading the equipment, expanding

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the coverage through:-recruiting 3 markets in each participating county to the National Livestock Marketing Information System (NLMIS) reporting system and linking the NLMIS with a regional information system. The project will broadcast the information generated in major vernacular FM radio with the intent of reaching out to the target beneficiaries. It will also publish the information in various electronic and print media. The project will also enhance the capacity of the counties in livestock marketing information management by training 2 persons in information management systems and establishing an information node in each of the participating counties.

124. Priority activities include:

a) Upgrade and integrate the National Livestock Marketing Information System with the regional market information systems

b) Monitor and analyse marketing information, c) Development of mechanisms for dissemination of the information through

electronic, print and verbal media. d) Capacity building of pastoral populations and relevant stakeholders on

marketing information systems e) Capacity building of livestock traders and herders on market information

utilization and other aspects of livestock marketing and trade (auction system, grading and certification, taxation, and legal procedures for export).

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Box 5: Summary of Activities and Outputs Sub-Component 2.1: Market Support Infrastructure and Information Systems


Lead Organization: MALF/RPLRP

Supporting Organizations: County Governments,

Budget Allocated: USD$ 6.926 million


The purpose of this sub-component is to identify and evaluate market access and trade infrastructure investment that will improve market access.

Activities:

Upgrade and integrate the National Livestock Marketing Information System with the regional market information systems

Capacity building of pastoral populations and relevant stakeholders on marketing information systems

Mapping of existing and required infrastructure and harmonize the need for coordinated infrastructure

Rehabilitate/construct infrastructures and operationalize

Outputs:

National livestock marketing information system strengthened and harmonized with the regional

Livestock cross-border trade infrastructure developed and/or improved.

Outcomes:

Marketing infrastructure developed and strengthened at the national and regional level.

Outcome Indicators:

Number of markets reporting market information to the system annually Satisfaction of Pastoralists to availability of marketing information (Pastoralists

disaggregated by gender) annually Number of market infrastructure operational and sustainably managed by end of

PY3 completion of investment. (disaggregated by type of investments)

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Table 7: Implementation schedule of National livestock marketing information system strengthened and harmonized at regional level

Output 1.

National livestock marketing information system strengthened and harmonized at regional level

Activity /Sub-activity/ Item PY1 PY2 PY3 PY4 PY5

Activity 1.1:

Upgrade and integrate the National Livestock Marketing Information System with the regional market information systems

1. Hold regional workshops to develop and harmonize standards and grading for livestock and livestock products

local workshops

foreign(Ethiopia & Uganda) workshops

2. Equip the National Livestock Marketing Information System unit

Vehicles

Vehicles Operation and Maintenance

Laptops

Desktop Computers

3. Upgrade the National Livestock Marketing Information System (New Server, UPS, Airtime)

4. Equip Counties (market information points) with Server, UPS, and Airtime.

5. Equipment for county Livestock Information Nodes (Desktop Computer, Laptop, Printers, Scanner, Digital Camera)

6. Communication software(MIS, GIS and Epicollect)

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7. Facilitation of Market Data gathering

8. Publishing of the information in various media including the national electronic and print media.

Activity 1.2:

Capacity building of pastoral populations and relevant stakeholders on marketing information systems

1. Training of County System Administrators and data collectors on data gathering and reporting.

2. Supervision of data gathering

3. Training of stakeholders on interpretation and use of information available from the system.

4. Training on Information system Management

Output 2.

Livestock cross-border trade infrastructures developed and/or improved.

Activity /Sub-activity/ Item

Activity 2.1:

Mapping of existing and required infrastructure and harmonize the need for coordinated infrastructure

1. Mapping and gap analysis of major cross-border trade infrastructures

2. Regional meetings to harmonize infrastructure needs

Local

Foreign

Activit Identification of needs, Renovation/building infrastructures,

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y 2.2: Management models

1. Survey and Registration of Holding Grounds

2. Development of holding grounds and Auction yards

3. Rehabilitation of Holding grounds and Auction yards

4. Operation & Maintenance of Holding Grounds and Auction Yards

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3.2.2 Sub-Component 2.2: Livestock Value Chain Support and Improved Livestock Mobility and Trade

Overview

125. Marketing is one of the weakest links in the rural livestock development programs. Presently market for livestock and livestock products is concentrated in peril-urban and urban areas. Most of the livestock producers’ market small quantities of livestock commodities and these happen seasonally. The phenomena become a barrier to their participation in domestic as well as the cross-border segments of the livestock markets. While all traders (small, medium and large-scale) participate in the domestic segment of the marketing chain, only large-scale traders get involved in the export segment due to the huge initial capital investment. The overall impression of the market is that of not well organized and there is exploitation by middle men, reducing the margin of profit for producers who are under threat by vagaries of weather, price fluctuations and productivity. Other constrained faced by the rural livestock producers include:

126. Skills and knowledge constraints: Lack of business management skills (e.g. production planning) and, in particular, inadequate access to the knowledge and technologies needed to meet rising sanitary standards, making it extremely difficult for smallholders to gain credible certification of compliance with marketing requirements;

127. Financial constraints: Lack of capital to invest in assets, equipment and inputs that would improve quality;

128. • Gender constraints: In comparison to men, women face higher disadvantages, in particular in terms of mobility, access to assets and to productive resources, and access to market information, with the result that they find it more difficult to access and maintain profitable market niches and capture a larger slice of incomes;

129. Inadequate own-capital and limited access to credit serve as market entry barriers to small- and medium-scale traders who are unable to gain access into cross-border livestock trade. This suggests that making credit readily available to livestock traders will decrease the level of market concentration in the cross-border segment and lower overall marketing costs.

130. In addition, the current principal value-added activity remains the transfer of animals from the farm gates to the terminal markets. There is very little presence of processors in the marketing channels particularly the cross-border segment. This indicates that potential opportunity exists that could be exploited as a means of adding value to the intra-regional livestock trade and creating additional employment in the livestock sector. Increasing value added processing appears to be constrained mainly by lack of investment incentives to enable private entrepreneurs to establish the necessary infrastructure and obtain training to meet international standards for meat processing.

131. The specific objective of Sub-Component 2 is to foster the integration of a greater number of smallholder producers in performing marketing and trade functions and engaging in remunerative value-chains. It has four areas of interest covering model

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cooperatives, development of value chains, protection of pastoralist assets and financial systems to support livestock trade.

132. This sub-component will provide technical assistance and financial support to support institutional and technical strengthening and community capacity building for developing value chains. The institutional and technical strengthening will comprise of activities to improve technical and administrative capacity of marketing groups. The community capacity building will comprise activities to improve the technical knowledge, administrative and financial management skills of community livestock marketing groups. It will also include awareness building and experience-sharing tours. The project will also provide grants for:

a) Establishing strong relationships among various chain actors (including commitments from these actors to cooperate on mutually beneficial actions/investments) and strengthened farmers’ organizations;

b) Developing policies and strategies to enhance the ability of smallholders and small-scale market agents to compete in livestock product markets;

c) Developing Standards and branding mechanisms to identify high-quality livestock products;

d) Kick-starting of domestic markets to allow the poor to exploit market opportunities;

e) Facilitating new or adapted marketing strategies (for example, promotion of alliances with fair-trade chains);

f) Supporting adequate responses to volume demand and ability to expand to match increased demand;

g) Product differentiation to create niche markets; and h) Linking of poor livestock keepers to expanding urban markets.

133. Activities in the sub component will also support the country in undertaking coordinated institutional and regulatory reforms to increase access to marketing and trade services. Capacity building in the national veterinary services, as well as promotion of increased collaboration among them, will be undertaken to improve the surveillance and control systems of trans-boundary animal disease (TADs) such as FMD, PPR and RVF that negatively impact trade. The component will finally assist the three countries and IGAD in: (i) harmonizing their animal health and food safety standards (as part of Sanitary and Phytosanitary Standards - SPS) in compliance with international ones (set up by the World Organization for Animal Health – OIE and Codex Alimentarius); (ii) strengthening the national and regional market information systems; and (iii) establishing and improving regionally recognized animal identification and traceability systems.

Activity 2.2.1: Model Cooperatives:

134. To address the Market constraints manifested in low supply that leads to a multiplicity of intermediaries (which increases the charges and shades the transparency of the operation). The project will develop a cooperative approach to marketing livestock products. This implies leveraging the market power of producers and putting them in a position to develop a formal commercial relationship with processors and exporters locally

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and regionally. The villages with potential for raising and marketing of livestock will be helped by RPLRP to organize marketing groups. Six such groups will be organized in to livestock marketing groups and provide with capital for marketing operations. The groups will be helped by the project to link up with private sector marketing entities.

135. The project will competitively recruit an NGO to strengthen community organizations that will also be charged with the task of identifying those village organizations in which the members are interested in organizing into livestock marketing groups. The NGO will be provided with operating costs for organizing, mobilizing, training and monitoring these groups.

Activities

a) Develop Organizations’ model for coordinating sales of livestock to major livestock buyers.

Sensitize producers on benefits of collective actions through cooperatives and producer associations

Support development of collective action institutions. b) Capacity build pastoralists on cooperative and contract marketing with other

market actors (Major abattoirs and exporters) Training on contract marketing Training on cooperatives/associations management

Activity 2.2.2 Value Chain Development

136. Livestock Marketing Channels will be analysed to isolate channels with good prospects for value chain development. Value chain approach will be used to develop selected livestock commodities. Of particular importance will be to promote high value livestock commodities like “green livestock” to ensure the pastoral communities benefit from specialty commodities that fetch higher premiums in the world market. To achieve these, the project will sensitize about 1600 pastoralist traders on cross border marketing with the intention of transforming most of the informal traders into the formal trade. Livestock market analysis using value chain approach will be undertaken and the three regional workshops to identify cross-border value chains that will be developed will be organized. The project will undertake an in-depth analysis of four value chains for development and follow-up with five training sessions for each of the selected value chains until contracts are made.

137. To undertake the above activities, the project will competitively recruit an organization with the right competencies. The NGO will be provided with operating costs for organizing, mobilizing, training and monitoring these value chains.

138. The project will also participate with the other partners states develop standards for specialty livestock products (Organic/green meat) and promote their value chains. In addition, a specialty livestock products certification body will be established and grants extended for its initial operations until it stabilizes to finance its operations

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Activity 2.2.3 Livestock to cereals/food storage

139. Pastoralists are faced with double price fluctuations of their livestock products and cereals that form their staple diet. The fluctuations are in different directions such that at certain times in their production cycle, the term of trade between livestock and grains is quite poor. In addition, asset losses are made due to price collapse during severe droughts due to inadequate alternative forms of asset keeping. Infrastructure like cold storage of livestock products and cereal banks will help stabilize the market in terms of price fluctuations. This will support the food security strategy of the region by sensitizing communities to sell livestock and use the money received to purchase cereals/food at the most favourable moments and store food for their families.

140. The Project will develop model cluster community based Feed Banks (production, storage, distribution) operated by the cluster communities. This activity will be realised through the following sub-activities:

a) Sensitize about 500 pastoralists on best livestock maintenance and supplemental feeding practices;

b) Support the community in establishing a Feedback governance (committee) and implementation personnel ( trained feed crop producers, store keeper, etc)

c) Select the number and the sites for the construction of feed storage facilities based on the number of animals owned by the herders who join the feed Bank activity.

d) Finance construction of feed storage facilities for Feed bank and provide grants for their pilot operations (grain purchase and operational costs)

e) In partnership with the National Cereals Board, Formulate and implement a warehouse receipt system in the pastoral communities.

Activity 2.2.4: Financial systems to support livestock trade

141. There are many rural banks which are financing small-scale farmers but in the rural areas poor pastoralists and agro-pastoralists are not organized and educated enough to even approach these banks for financial help. However, with schemes of rural development, self-help groups are coming forward to avail micro credit. Considering that lack of access to credit has been identified as major barrier to entry in livestock marketing, efforts will be put in place to provide a revolving fund where producers and traders can access financial capital. Support financial service provision to small business particularly for women and young people will go a long way in enhancing resilience.

142. The project will not provide a line of credit but will facilitate the engagement of agencies to provide a range of financial services to the target group such as savings, transfer payments and remittance services through the rapidly growing network of branchless banking outlets of M-Pesa, Airtel Money, M-Shwari, etc. which can provide an opportunity for offering a range of savings and loan products to the smallholder especially women‘s groups. The project will pilot and facilitate the linkages of these innovative initiatives in the project area and procure the services of private sector agencies for this

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purpose on a competitive basis. A budget for defraying the initial establishment costs of the participating agency has been included in the design document.

143. The project will:

a) Review existing financial access schemes and products to pastoralists and livestock farmers and support improvement/up scaling of systems where relevant.

b) Improve access to financial products and services (banking and insurance) to low-income urban and rural communities, through grants to micro-finance and micro-insurance initiatives

Activity2.2.5 Regional trade policies

144. This activity has three lines of work on regional trade policies and standards, animal identification and certification systems, and region-wide animal diseases surveillance and laboratory networks. Each line strongly builds on the lead and the coordination role by IGAD.

(a) IGAD will coordinate the harmonization and simplification of regional trade policies and standards in IGAD/EAC/COMESA/ SADC areas (e.g. structured trade arrangements, informal cross-border trade associations (ICBTAs), COMESA Green Pass initiative, ICPALD initiatives. The countries will review the national policies and regulations and align them with the regional policies and protocols.

(b) IGAD will coordinate the activities to set and harmonize cross-border trade SPS, and other trade-facilitating tools (traceability, standards). The countries will be responsible for implementing the new standards and protocols, while at the same time make the policy, legal and regulatory requirements accessible by livestock marketing and trade participants. The participating countries will also need to build capacity of relevant government officials and private sector people working in the livestock trade on basic legal and regulatory requirements.

(c) IGAD will coordinate the development of harmonized livestock identification, certification and traceability system. Countries will participate in the design and implement the identification and certification systems. Only Ethiopia and Kenya will pilot the traceability component.

(d) The final output in this subcomponent addresses concerns on animal health and on strengthening surveillance mechanisms and laboratory networks across the region. The activities include supporting cross-border surveillance teams and national and Regional Reference Laboratories in collaboration with AU-IBAR-IGAD-SMP, VET-Gov. AU-IBAR-IRCM, and OIE-FAO initiatives. Countries will be supported to upgrade veterinary laboratory services through provision of reagents, equipment and training.

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Activity 2.2.6 Trade policies and Regulatory framework of the Governments and Region improved

145. In terms of harmonizing national policies across the participating countries to promote intra-regional trade, there are opportunities for realignment of policies in the areas of trade liberalization, facilitation and exchange and payment systems. IGAD will take lead in this area by convening meetings of regional panel of experts and government advisors and meetings of ministers responsible for livestock trade. Kenya will develop a panel of livestock trade negotiators who will look into all the opportunities available for harmonizing policies.

Fig 2: Policy harmonization negotiation is conceptualized as follow:

146. The regulatory framework within which IGAD livestock products are traded has an ‘internal’ dimension that is made up of the laws and institutions of each IGAD member state and the regional arrangements in which they actively participate, and an ‘external’ or ‘global’ dimension made up of laws and institutions that exist almost independently of the IGAD region. The fact that virtually all IGAD member states are actual or potential exporters of livestock products means that the ‘internal’ aspect of the regulatory framework has to be shaped around the needs of the ‘external’, thereby creating or requiring a continuous process by which the former has to adapt itself to the latter. The region’s access to regional and international markets may be improved through representation and/or joint participation in trade negotiations regionally and internationally, for example COMESA. Such negotiations could, for example, help to

Meeting of Ministers Responsible

for Livestock from participating

countries Country ratification of agreed policy

change

Project Results on policy changes and incentives to improve market efficiency and livestock trade

Regional Panel of Experts and Government Advisers

National Committees comprised of concerned ministries and professional associations

Kenya Ethiopia Uganda

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harmonize regulations and set standards for trading live and slaughtered animals, and skins.

2.2.7 Establishment of a Livestock Trade Linkage System

147. Low level of access to remunerative markets results in low prices and low incomes to livestock producers. Establishment of a livestock trade linkage system will facilitate intra- and inter-regional trade and global market access for livestock producers in each country. There are several ICT based platforms that have been developed for linking farmers and livestock producers to markets often at local or intra-regional levels. Promising platforms will be identified and scaled up to facilitate intra-, inter-, cross-border and global trade in livestock and livestock products.

Activity 2.2.8: Trans-Boundary Disease Situation Improved

148. Trans-boundary animal diseases such as FMD, PPR, CBPP and CCPP affects animal productivity and trade, thereby influencing pastoralist supply of livestock to the marketing channel and the prices those animals fetch. These diseases have severely hindered production and marketing in Kenya and trade with neighbouring countries. To facilitate trade, it is crucial that testing and certification of livestock and livestock products as free from trade sensitive diseases is undertaken.

149. This component will improve the testing and certification capacity of the cluster community, as a mandatory service to facilitate trade. Testing and certification requires both human and infrastructure capacity building of testing laboratories and animal identification protocols.

Box 6: Summary of Activities and Outputs of Sub-Component 2.2: Livestock Value Chain support and improved Livestock Mobility and trade


Lead Organization: MALF/RPLRP

Supporting Organizations: County Governments

Budget Allocated: USD$ 9.718 million


The specific objective of Sub-Component 2 is to foster the integration of a greater number of smallholder producers in performing marketing and trade functions and engaging in remunerative value-chains.

Activities:

Develop model Cooperatives Capacity build pastoralists on cooperative and contract marketing Livestock market research using value chain approach. Value chain development of selected cross border livestock products

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Capacity building on cross-border value chains Capacity building on alternative asset holding Scaling up of grain storage and warehouse receipt systems Popularise and scale up of the index based livestock insurance schemes Review existing financial access schemes and products to pastoralists Improve access to financial products and services. Review, ratification and implementation of regional trade policies and protocols Review of national policies and regulations and Integrating them with the regional

policies and protocols Making the policy, legal and regulatory requirements accessible by livestock

marketing and trade participants Capacity building of relevant government officials and private sector people working

in the livestock trade on basic legal and regulatory requirements Harmonization of livestock and livestock products certification system Upgrading of veterinary laboratory services Coordination of the development and

implementation of harmonized animal identification system and traceability

Outputs:

Model Cooperatives Developed Selected value chains developed Pastoral assets Protected Financial systems to support livestock trade Trade policies and Regulatory framework of the Governments and Region improved

(IGAD and other DPs) Cross border food safety control of livestock products Improved

Outcome: Enhanced Participation of organizations and traders in livestock marketing

Outcome Indicators:

No of innovative model cluster cooperatives developed and, or scaled up (Segregated by types of cooperative) and sustained

No of selected cross border livestock products value chains developed No of pastoralists adopting assets protection strategies (pastoralists segregated by

type of strategy) Percentage of Pastoralists’ satisfaction with financial products and services available. Pastoralists disaggregated by gender: Policies, regulatory framework and capacity for trade enhanced Number of Regional protocol about sanitary and phyto-sanitary standards ratified. No of polices on trade livestock identification and traceability of TADs developed,

harmonized or enacted

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Table 8: Livestock Value Chain support and improved Livestock Mobility and trade implementation schedule

Output 1. Model Cooperatives Developed Project year


Activity 1.1: Develop Cooperative model

1. Mobilization and Sensitization of producers on benefits of collective marketing through cooperatives and producer associations

2. workshops to facilitate formation of collective marketing institutions

Activity 1.2: Capacity build pastoralists on cooperative and contract marketing

1. Training on cooperatives/associations management and contract marketing

2. Carry out study tours to terminal markets and processor, local and neighbouring countries’ markets

3. Facilitate market linkages through match making ventures

4. Grant to selected 'cooperatives/groups to start operating

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Output 2: Selected value chains developed

2.1 Livestock market research using value chain approach.

1. Carry out market structure analysis for major trade routes

2. regional workshops to identify market chains that have potential for value chain development

3. Market research on speciality livestock products (green/organic meat) in the region and internationally

2.2 Value chain development of selected cross border livestock products

1. value chain analysis to identify different value chain and actors

2. value chain development workshops

2. regional meetings to harmonize speciality products standards and certification procedures

Local

Foreign

2.3 Capacity building on cross-border value chains

1. Train informal and formal traders on the benefits and processes of formal trade.

2. Create awareness on trade policies and legislation and build related capacity among the market value chain actors

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3 Establishment and Grant to Specialty livestock products certification institution

4 Grant to selected value chain for meetings to strengthening the chain

5 Awareness creation on existing markets for speciality livestock products and certification institution

6 Regional meetings for market review

Output 3: Livestock to cereals/food storage


Construction of suitable storage facilities for food storage

1. Mobilization and sensitization on Livestock to food storage

2. construction of warehouses

Formulation and implementation of warehouse receipt system

1. recruitment drives for interested pastoralists

2. Grant for start-up capital for food grain procurement

3. Warehouse operation grant

Financial systems to support livestock trade

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Output 3: Livestock to cereals/food storage

Activity / Sub-activity/ Item

Review existing financial access schemes and products to pastoralists

1. Study on existing financial schemes and products accessible to pastoralist

2. Study on credit demand by pastoralist

Improve access to financial products and services

1. Grants to Village Community Banks to lend to small scale actors

Output 4. Regional trade policies and standards harmonized and simplified.


Activity 5.1: Review, ratification and implementation of regional trade policies and protocols

1. Regional missions to rationalize / harmonize policies and regulatory frameworks

Local

Foreign

2. Trade negotiation missions for regional agreement between neighbouring countries to

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let pastoralists sell livestock across borders

Local

Foreign

Activity 5.2: Review of national policies and regulations and Integrating them with the regional policies and protocols

1. Retreats to rationalize / harmonize national policies and regulations with the regional frameworks

2. National retreats to develop country position paper for negotiations with the region

3. Capacity Development in regional and international trade negotiations and protocols

Activity 5.3: Making the policy, legal and regulatory requirements accessible by livestock marketing and trade participants

1. Compilation of all relevant laws and regulations in one compendium

2. Publishing and distribution of the compedium to the counties

4. Sensitization workshops on policy, legal and regulatory requirements

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Activity 5.4: Capacity building on basic legal and regulatory requirements to relevant government officials and private sector people working in the livestock trade.

1. basic legal and regulatory training for staff

2. Sensitization of stakeholders on legal and regulatory requirements

Output 5. Trans-Boundary Disease Situation Improved


Activity 6.1: Harmonization of livestock and livestock products certification system

1. regional meetings to harmonize certification

Local

Foreign

2. National meetings to review the national certification system to align with the regional

3. printing of certification documents

Activity 6.2: Upgrading of veterinary investigation laboratory services

1. Equip border-post units

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Output 5. Trans-Boundary Disease Situation Improved

a. Vehicles

b. Vehicles Running Cost

c. Computers and laptops

2. provision of reagents, light microscope, centrifuge, sampling tools

3. Construction of Holding pens (quarantine), and disposal facilities

4. Capacity building of investigation technologist

5. Sensitization workshops on certifications

Activity 6.3: Development and implementation of harmonized animal identification system

1. regional meetings to harmonize identification

Local

Foreign

2. National retreats to review the national identification system to align with the regional

3. procurement of identification tools and operationalizing identification systems

Radio Frequency Devices in Cattle

Security Enhance Ear-tags on Sheep and goats

4. Sensitization workshops on identification

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3.3 Component 3: Livelihood Support Implementation

Back ground

150. Enhanced health of livestock will contribute to reduction of morbidity and mortality. This will result in increased livestock off-take and increased incomes. Breeding will result in animals that are more productive under the ASAL conditions. Drought tolerant crops will contribute to food security and crop by-products will be utilized for animal feeding hence increasing availability of feed. Surplus pastures during the rainy seasons will be conserved for utilization during dry spells. This will ensure the productivity of livestock is not adversely affected. The irrigation schemes will further contribute to fodder and food availability for animal left in the homesteads when others migrate. Support will be provided to pastoralists who have lost their animals to start income generating activities

151. To achieve its development objective, Livelihood component is designed in a comprehensive manner, in such a way that the planning and implementation would be in a decentralized manner with a focus on ensuring that the vulnerable community members (men and women )benefit equally from the component, following a demand-driven and incentive-(performance) based approach. The Project will build the capacity of the cluster communities and local governments to play major roles in the eradication of trade sensitive diseases with a focus on PPR, CBPP, CCPP and FMD, as well as targeted group of commodities with strong domestic/export market potential and demand-led service and infrastructure interventions that respond both, to community priorities and market signals.

Component Overview

152. The objective of the component is to develop options for more resilient and diversified livelihoods in the region through enhanced production and productivity of livestock and support to alternative livelihoods in pastoral and agro-pastoral areas.

153. Livestock plays a crucial role in the livelihoods of pastoral and agro-pastoral societies. Historically the communities developed opportunistic and resilience strategies of mobility to mitigate the impact of low and erratic rainfall. Other forms of livelihoods in the dry-land areas include rain-fed and irrigated agriculture, small-scale businesses based on dry-land agricultural products, other products and attractions of the dry-land ecosystems, such as fishing, hunting and gathering for subsistence.

154. Recurrent droughts and famines have increased vulnerability to the shock, rendering many destitute and dependent on long term food aid and poorly paid labour in villages and small towns. While many aspire to re-acquire livestock and re-engage in pastoralism, there is little prospect of this happening for a significant number of them without outside help. Pastoralists are therefore increasingly being engaged in alternative income generating activities and investment opportunities. Other compelling pressures, such as population growth and settlements, undermine the capacity of communities to manage drought. The alternative livelihood options will provide additional income to supplement their livelihood when there are shocks in livestock.

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155. In the pastoral areas limited efforts to develop indigenous breeds has also led to low production and productivity of the animals. The project will build capacity for breed improvement to enhance the output of these animals. The output could also be enhanced through development and conservation of feed. RPLRP will support Agro-pastoral and Pastoral Field Schools (APFS/PFS) to facilitate dissemination of technologies in animal husbandry, production and routine management of livestock. The programme will support the training of master trainers in the Pastoral Field Schools curriculum. Training of APFS/PFS facilitators will also be supported.

156. Animal health delivery systems in the ASALs are not very viable and thus need more involvement of government in its provision. The devolution of this function presents an opportunity for enhanced service delivery through increased resource allocation. However, introduction of public-private partnership with private service providers would enhance service delivery as well as quality of inputs. The project will identify such PPP through a competitive bidding procurement process nationally.

3.3.1 Sub component 3.1: Livestock Production and Health

Sub Component Overview

157. Livestock production and animal health services in Kenya are provided by both the Government and Private sector. These services are faced by various challenges such as low numbers of human resource to provide these services; supply shortage of drugs and vaccines, poor quality of drugs and vaccines. The outcome of this sub-component will be to develop robust health service delivery mechanisms, enhance disease reporting and surveillance, develop improved breeds to utilize the rangelands, improve availability of feeds during the prolonged dry seasons. To achieve the intended outcome for this Sub-component the RPLRP would support the following out puts and activities described below.

Activity 3.1.1 Disease and vector surveillance and control services strengthened &harmonized at national and regional level

158. Under this sub-component a cluster approach will be used to ensure that spread of diseases is controlled where animals share watering points, markets and migratory routes. The component will engage the community through the pastoral field school. The development of the field schools will be through first, inviting the community to barazas where the community would be informed on the activities to be involved and those who graze together or come from a common resource areas would be formed into a group where all training on animal production and health would be carried out. The community would then identify the areas they would like training and the facilitator would ensure that they receive the training.

159. Animal health service provision is important to provide an environment for livestock production and productivity. Therefore the RPLRP will engage the county government to ensure that the proposed activities are in line with county integrated plans. The project will augment what has been proposed by the county. The Project will engage animal technical service providers on contract basis to provide services to the pastoral communities. These will be two per county and will be one graduate and one certificate holder in animal health that will be recruited competitively at the county level.

73

160. Livestock disease control interventions will be undertaken through disease surveillance, vaccinations, treatment of sick or weak animals and livestock identification within the project areas.

161. The range of diseases targeted for control will be narrowed to ensure optimal coverage for diseases that have a high likelihood of occurrence and that are potentially more devastating. Based on these criteria the project will target the following five diseases: Foot and Mouth disease (FMD), Contagious Caprine Pleuro-pneumonia (CCPP), Peste de Petit ruminants (PPR) and Contagious Bovine Pleuro-pneumonia (CBPP). During the life of the project, there will be vaccinations twice each year. This is expected to build herd immunity and reduce morbidity and mortality especially during drought.

Justification for Expanded Vaccination

162. Frequency of livestock vaccinations is determined by several factors including: a) seasonal disease patterns and the effect of climate change on disease outbreaks; b) traditional and exceptional pastoral livestock migration patterns; c) livestock wildlife interactions; d) the duration of the immunity conferred by each vaccine) attaining a protective herd coverage and; f) the available resources

163. To address the challenge of endemic diseases in the project area, RPLRP will roll out vaccination programmes, for the following diseases PPR, CBPP, CCPP and FMD in the 14 counties. The project will link up with other stakeholders who are doing vaccinations to ensure proper coverage of the project area and effective vaccination through joint planning and execution of the programmes. During the five year period, the project will aim to carry out vaccinations once a year to achieve optimal coverage and reduce the risk of disease outbreaks. Mechanisms will be put in place to identify animals vaccinated to reduce duplication in subsequent years. Some of these vaccines can be combined with precautions not to overburden the animal’s immune system. To monitor the effectiveness of these vaccinations, the surveillance teams will take blood samples for laboratory analysis before and after each vaccination.

164. To understand community needs in the project area, the staff will carry out Participatory Rural Appraisals (PRAs) in order to prioritize interventions in disease surveillance, livestock vaccinations and treatment.

165. Each county will identify a team of public and private animal health providers working in the county who would be constituted to mobilize the community and develop vaccination programmes to be administered the under the guidance of the County Veterinary Officer. The community would be mobilized through advertisements in local radio stations, notices and Barazas to engage them of the intended vaccination and identification of vaccination sites. The vaccination schedules and sites will be determined together with the community. All animals within the county would be targeted with a goal to have 80% of the livestock vaccinated.

166. While the livestock population that will be vaccinated in this project does not meet the recommended coverage threshold, this will be critical in complementing existing and on-going vaccination programs e.g. routine GoK vaccinations and other development

74

agencies e.g. FAO, Central Emergency Relief Fund, (CERF), GIZ, European Commission Humanitarian Organization (ECHO).

167. Vaccination against CBPP, CCPP and PPR will be concentrated in the project area because of this the Directorate of Veterinary Services will meet the deficit to achieve optimal coverage.

168. Kenya has entered the Global Progressive Control Pathway (GPCP) for FMD control which requires the use of quadrivalent vaccine that contains all the circulating strains in Kenya which will be used this programme.

169. The vaccinations will be done as follows:

i. FMD to be done when animals are migrating to highland areas.

ii. PPR twice a year – 3vaccinations

iii. CCPP 3 Vaccinations

iv. CBPP vaccinations

170. There will be two methods of sourcing vaccines in this project. On one hand, through contracting Kenya Veterinary Vaccines Production Institute (KEVEVAPI) to produce localized serotype vaccines namely PPR, FMD, CCPP, CBPP. An MOU would be developed with KEVAVAPI on storage and delivery of the vaccines to the counties to ensure cold chain is maintained

171. Justification for Procurement of vaccines from KEVEVAPI

a. KEVEVAPI has local field strains for the FMD, RVF, NCD, CBPP, CCPP, sheep

and goat pox which ensure protection for the East African region.

b. KEVEVAPI is the world’s only producer of strain F38 for CCPP that is

prevalent in Africa

c. KEVEVAPI has ready stocks and can deliver within a reasonable time e.g. 1

week for FMD

d. KEVEVAPI has been vaccine supplier to FAO, AU-IBAR and ADB for use in

Kenya and other countries in the region.

e. KEVEVAPI has a distributor network in the EA region, HOA and the Middle

East.

f. KEVEVAPI undertakes continuous vaccine matching and performance in the

field that enables them to keep up with the mutating disease causing

organisms.

g. KEVEVAPI has an active research and development department that

collaborates with other national and international research institutions in

developing vaccines.

75

h. KEVEVAPI blends and packages vaccines to meet customer needs

i. KEVEVAPI has also introduced data logging technology that monitors

temperature of the vaccines while in transit and during storage which

ensures quality assurance on viability at the point of use

1. Identification of the potential clusters to be worked in

2. Identify stakeholders involved in the vaccination activities

3. Develop vaccination programme

4. Sourcing of the vaccines

5. Mobilization of community to refine vaccination programme and identify vaccination

sites and times

6. Develop working teams to carry out vaccination

7. Distribute vaccines to teams

8. Execute the vaccination programme

9. Surveillance teams to collect blood samples.

Activity 3.1.2 Capacity of the pastoral community to access sustainable animal health services enhanced

172. The ASALs are endowed with large and diverse livestock population. There is, however, high occurrence of infectious diseases affecting livestock productivity through morbidity and mortality. In addition the mobile nature of the pastoral communities and low capacity to report disease occurrence aggravates the disease challenge. Animal health service provision to the community will require innovative measures that will safeguard the livestock asset.

173. To address the low capacity of the community in animal health issues the programme will support training and sensitization on disease control and management. Communities will be mobilized to form groups through participatory approaches such as Participatory Integrated community development (PICD) and PAPOLD. These groups will be the focus for training on animal health and production issues.

174. RPLRP will support local research institutions to undertake research on camel diseases in the ASALs as these animals provide the assets of the future. The Project will enter into an MOU with the research institution with the mandate to deal with camel diseases.

175. The country has been using the digital pen technology to report disease occurrence to enhance efficiency in response measures but on a small scale. RPLRP will support expansion of the technology to all counties in the project in order to improve disease management. Capacity building of the communities on disease detection and prevention would be done to ensure early detection and control of disease incidence. The country has been using the ICT technology promoted by FAO Kenya to report disease occurrence to

Box 7: Step by step of disease control procedure: Identification of the animals to be vaccinated.

76

enhance efficiency in response measures but on a small scale. RPLRP will build on lesson learnt to support expansion of the technology to all counties in the project in order to improve disease management. Capacity building of the communities on disease detection and prevention would be done to ensure early detection and control of disease incidence.

176. Activity 3.1.3 Breeding strategy developed and programs supported

177. The ASALS contribute 80% of the beef produced in the country. However limited focus has been put to enhance productivity of these animals. In the Global plan of Action on Animal Genetic Resources (GPA) the indigenous breeds are recognised for their ability to utilize the ASALs low quality forages and convert them into milk and meat. There is therefore need to improve and conserve the indigenous breeds for future posterity.

178. The project will support the National Focal Office for Animal Genetic Resources to develop a national breeding strategy for indigenous breeds and harmonisation of policies at the regional level. To support conservation, the project will build the capacity of four breeding centres by purchasing livestock (cattle, sheep, goats and camels) and supplies (feeds, infrastructure) for multiplication of superior germ plasm. The breeding centres will be identified as those already carrying out improvement of the breeds identified by the community and also based in the ASAL areas. Two centres to utilise embryo transfer will also be supported for faster multiplication of superior germ plasm.

179. The International Livestock Research Institute has some initiatives in improvement of indigenous small ruminants. The project will address the improvement of indigenous breeds by scaling up this initiative and through development of data collection tools on important traits. The breeds to be improved will be identified by the community. RPLRP will organise and support pastoral groups in all the project area to collect data on the important attributes for improvement. Community groups will be formed to start recording of important breed characteristics the information will be analysed to inform the breeding objectives in the breeding centres. Data monitors would be identified by the community and trained from and to enhance data collection. The community will be supported in the registration of their animal with the Kenya Stud Book.

180. RPLRP will support formation of breed societies while strengthening existing breeding societies. The breed societies will develop breed standards which will inform breeding objectives for the community breeding schemes. Lesson learnt from the EAAPP project will also be used in enhancing the development of these initiatives.

181. To effectively train the community on breeding aspects the programme will mobilize the community through participatory methods to form pastoral field schools which will be to the focus for capacity building. A field school will be formed based on interest of the community to participate in the trainings on livestock development. These will be based on the families that move together. This will be carried out for a period of two years.

77

Box 8: Summary of Activities and Outputs of sub-component 3.1: Livestock production and health


Lead Organization: MALF/State department of livestock

Supporting Organizations: KARI, KLBO, KCA, County Governments, Farms


Sub-component Objectives: The objective of this sub component is to strengthen the capacity of animal health service & extension system to enhance livestock health services at the regional, national and local level to support greater production and productivity.

Main Activities:

Undertake documentation of priority regional diseases in pastoral communities

Develop knowledge management and document best practices and innovations

Undertake research on the unknown camel diseases

Upscale the digital pen to counties not covered and procure digital pen accessories

Roll out of vaccination campaigns activities

Conduct study to identify the gaps in private animal health service provision

Formation of pastoral field schools

Train master trainers

Train pastoral field school facilitators

Develop mechanisms for vaccination campaigns with all stakeholders

Strengthening of disease and vector control and surveillance in targeted drought prone areas

Facilitate experience sharing among member countries

Harmonization and coordination of vaccinations

Equip county laboratories

Identify breeding centres and their capacity

Harmonize the breeding strategies

Develop national breeding strategy for ASAL areas.

Develop community breeding schemes and strengthen breed societies

Strengthen & build capacity of breeding centres

Outputs

78

A training for 160 animal health service providers on digital pen technology

14 county animal health committees developed

28 animal health experts hired.

80 community breeding groups established/ strengthened

14 county and 3 national laboratories equipped and functional

4National strategic breeding centres strengthened.

Vaccinations for 4 diseases rolled out.

Disease surveillance enhanced.

Pilot on private animal health service delivery model.

Develop infrastructure for 2 germplasm multiplication centres

Outcome Indicators,

Number of animal health experts hired.

Number of breeding centres capacity build

Number of laboratory equipped and functional

Number of community breeding programmes established and strengthened

Number of breeding societies strengthen and established.

Number of male and female beneficiaries in the different activities

Number of animals vaccinated.

Number of counties using the digital pen technology.




79

Table 6: Table 9: Livestock Production and health Implementation Schedule



Year 1

year

2

year

3

year

4

year

5

Q1

Q2

Q3

Q4

Disease and vector surveillance and control services strengthened &harmonized at national and regional level

Undertake documentation of priority regional diseases in pastoral communities

IGAD/ PIU

Develop knowledge management and document best practices and innovations

IGAD/ PIU

Undertake research on the unknown camel diseases

MALF/UoN/

Research institutions

Upscale the digital pen to counties not covered and procure digital pen accessories

MALF

Strengthening of disease and vector control and surveillance in targeted drought prone areas

MALF/ PIU

Equip county laboratories MALF/ PIU

Equip National Laboratory MALF/ PIU

Capacity of the pastoral community to access sustainable animal health services enhanced

MALF

Conduct study to identify the gaps in private animal health service provision

MALF / PIU

Roll out of vaccination MALF / PIU

80



Year 1

year

2

year

3

year

4

year

5

Q1

Q2

Q3

Q4

campaigns activities

Develop mechanisms for vaccination campaigns with all stakeholders

Breeding strategy developed and programs supported

PIU

Harmonize the breeding strategies

PIU/IGAD

Develop national breeding strategy for ASAL areas.

MALF/ PIU

Develop community breeding schemes and strengthen breed societies

MALF/ PIU

Strengthen & build capacity of breeding centres

Breeding centres

Identify breeding centres and their capacity

MALF/ PIU

81

3.3.2 Sub component 3.2: Food and Feed production

Sub-component Overview

182. The availability of fodder during the dry season reduces the vulnerability of the pastoral community to drought. However, there are permanent water sources (Tana, Athi, Turkana and Daua) in the ASALS that can be utilised for irrigated fodder production to cushion pastoralists against drought. Studies have identified that irrigation in fodder has created a lot of interest in the pastoral communities.

3.3.2.1 Activity 3.2.1 Investments in Irrigation and Irrigated Agriculture Enhanced

183. The overall objective of this sub-component is to improve the fodder availability especially for animals that are left behind at the household level when the pastoral communities move in search of pastures and water and when the feed resources are seriously depleted.

184. The project in collaboration with the community will identify permanent water sources and parcels of land to establish fodder irrigation schemes. The community will form irrigation water users associations which will manage the irrigation schemes. Development of the irrigation schemes will be contracted using the project procurement procedures and supervised by irrigation engineers. A feasibility study will be conducted and environmental impact assessment done. The project will provide technical and financial support to demand-based investments, including: (i) design and development of Small-Scale irrigation schemes and (iii) irrigation water use and management on about 20,000 hectares.

185. The project will identify pastoral groups (especially youth and women groups) through a national competitive procurement process and these will be trained to run the schemes. An MOU will be developed on the management of irrigation schemes to make them sustainable. The groups comprising a minimum of 20 beneficiaries (male or female) will be provided with fodder seeds, fertilizers and harvesting equipment to enable them bulk fodder and conserve it in the form of hay. Construction of Hay sheds will be supported for storage of fodder

Activity3.2.2 Drought Tolerant Feed Technologies Promoted

186. The agro-pastoral areas receive some rainfall that can support drought tolerant fodder. The project will support production of fodder from drought tolerant species to support feeding of the animals during the dry season. Availability of fodder seeds in the ASALS is a challenge and thus efforts will be placed towards seed bulking to ensure seed availability. Promotion of drought tolerant fodder crops will be realized through: conducting adaptive research on drought tolerant fodder and distribution of different drought tolerant fodder seeds. RPLRP will support groups engaging in fodder seed production to increase seed availability within their own community. Pastoralist/agro pastoralist engaged in seed production will receive training and technical advice as well as inputs (seeds and fertilizers) to ensure that they can produce quality seeds to be utilized to rehabilitate denuded areas.

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Box 9: Summary of Activities and Outputs of sub-component 3.2: Feed and Fodder production

Responsible Organization/Directorate:

Lead Organization: MOALF

State Department of Agriculture (Irrigation)

Budget Allocated: US$ 2.078 million


Main Activities:

Sharing of technologies and innovations on feed and food conservation, economic analyses of interventions

Establish irrigation schemes for fodder bulking and conservation

Undertake adaptive research for certified drought tolerant fodder species

Introduce drought tolerant fodders species in agro-pastoral areas

20 pastoral groups will be trained on improved fodder bulking and conservation

Establish 5 irrigation schemes of 20 hectares each for fodder bulking and conservation

Distribute equipment for fodder bulking to pastoral groups

Train 5 irrigation water users associations

Equip 4 counties with office equipment and transport.

Outcome Indicators:

Number of farmers trained on feed production ,bulking ,management and conservation

Number of experts shared experience

Amount of seed distributed

Number of irrigation schemes established

Number of pastoralist trained on forage production

Number of irrigation water users trained

Quantity of drought tolerant varieties distributed




83

Table 10: Feed and fodder production Implementation Schedule

Activity

Res

po

nsi

ble

O

rgan

izat

ion


Year 1

year

2

year

3

year

4

year

5

Q1

Q2

Q3

Q4

Sharing of technologies and innovations on feed and food conservation, economic analyses of interventions

Set knowledge fair forum & Organizing the work shop for experience sharing practices

IGAD/ PIU

Establish irrigation schemes for fodder bulking and conservation

MALF

Feasibility study of design of irrigation schemes

MALF/MWE

Survey and design of irrigation scheme

MALF/MWE

Development of irrigation schemes MALF/MWE

Establish fodder bulking groups and farms

MALF/ PIU

Undertake adaptive research for certified drought tolerant fodder species

support Regional Pastoral and Agro-pastoral research centres

UoN/KARI/KARO

Establishment of forage, seed multiplication sites

PIU

84

Activity

Res

po

nsi

ble

O

rgan

izat

ion


Year 1

year

2

year

3

year

4

year

5

Q1

Q2

Q3

Q4

Procure seeds and inputs from the certified suppliers

IGAD/ PIU

Train pastoralists on forage production, harvesting and storage

PIU

Introduction of drought tolerant species

Procure seeds and inputs for drought tolerant fodders

PIU

Distribute drought tolerant fodders to beneficiaries

PIU

Train pastoralist and agro pastoralists on certified seed production

PIU

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3.3.3 Sub-Component 3.3: Livelihood Diversification

Sub component overview

187. The current global climate change and weather variability has threatened significantly the ASALs of the region. As a result of this the degree of vulnerability is very high and the frequency of drought exacerbates the situation. Consequently the pastoral mode of livelihood needs to be supplemented with other alternative livelihoods sources; therefore, this demands alternative income sources to avert the risk of climate variability. Alternative livelihood opportunities in the ASALs are many but remain unexploited and thus requires due attention. The outcome of this sub- component is to realize and sustainably manage alternative livelihood activities and sub- projects. To achieve this outcome, this sub-component will address a number of priority outputs and activities as described below:-

Activity 3.3.1: Alternative livelihood opportunities are identified and strengthen

188. An analysis would be carried out to establish viable alternative livelihoods. A two day workshop would be carried out to prioritize the livelihoods. A menu of suitable and sustainable livelihood opportunities for different categories of targeted communities will be identified and this activity includes: preparation of a menu for different livelihoods alternatives activities e.g. livestock products (Hides and skins, bones, etc.), poultry, honey production, mining, fishing, conservancy, etc. These opportunities will then be presented to vulnerable members of the community which will include youth, women and persons with disabilities. The vulnerable members of the community will be identified through a community committee which will vet the proposed groups before any activity is undertaken. Capacity building of the identified group will be done to ensure they have the skills required to undertake the enterprise. Off-farm activities, such as ecotourism activities or hide/skin production will be strengthened and promoted through experience sharing from areas where they do have best practices and by providing training on the pastoral field schools. The groups will be supported with equipment to establish cottage industries and a grant to initialise operations which shall be as provided in the grants manual.

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Box 10: Summary of Activities and Outputs of sub-component 3.3: Livelihood diversification.


Lead National Organization: MALF. Lead county organisations: Office of the Chief Executive Committee (CEC) member for the Agricultural Sector


Sub-component Objectives: To realize and sustainably manage alternative livelihood activities and sub- projects.

Main Activities:

Undertake Information sharing on appropriate livelihood alternatives with special regard to gender mainstreaming

Identification of international markets and development of value chains for alternative products to livestock products

Identify viable value chains options for targeted communities Capacity building targeted community on alternative livelihood Promotion of eco-tourism, Provide funds for equipping income generating activities

Outputs

Develop value chains viable in the targeted communities. Identification of international markets and development of value chains for

alternative products to livestock products Identify a menu of suitable and sustainable livelihood opportunities for different

categories of targeted communities will be identified and prepared

Supply of equipment for IGAs

Outcome Indicators:

Number of groups trained and supported to start alternative livelihoods

Number of groups supported with equipment

Number of value chains identified as alternative livelihoods




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Table 11: Summary of Activities and Outputs of sub-component 3.3: Diversification Implementation Schedule



Year 1

yea

r 2

yea

r 3

yea

r 4

yea

r 5

Q1

Q2

Q3

Q4

Sharing of viable alternative livelihood

Set knowledge fair forum &

Organizing the work shop for

experience sharing practices

IGAD/ PIU

Identification of international

markets and development of

value chains for alternative

products to livestock products

IGAD/ PIU

Undertake Information sharing

on appropriate livelihood

alternatives with special regard

to gender mainstreaming

MALF

Identify viable value chains options for targeted communities

MALF

Capacity building targeted community on alternative livelihood

MALF/ PIU

Provide funds for equipping

income generating activities

MALF/ PIU

88

3.4 Component 4: Pastoral Risk Management

Overview

189. Kenya is well positioned to undertake a strategic approach to drought management through the creation of effective functional institutions (such as National Drought management Authority (NDMA) which is interested for the coordination of the implementation of the MTP and the ASAL Secretariat), policies and strategies and legal frameworks for the development of the ASALs (e.g. Sessional Paper No 8 of 2012), and has identified a number of priority regional priorities to end drought emergencies. Furthermore the country is strategically placed as the gateway to markets in the Horn of Africa and beyond. There has been successful piloting of livestock insurance plus innovative financing mechanisms. Development partners and other stakeholders e.g. NGOs have also shown interest to assist in development of the ASAL areas which were previously marginalized.

190. This component will aim at strengthening and harmonizing the Early Warming and Response systems at the national and regional levels, including developing and operationalizing contingency plans for effective responses. It will also help in harmonizing, mainstreaming and institutionalizing policies related to Disaster Risk Management and build longer term capacities of the IGAD and the countries for climate change prediction and adaptation through better knowledge management.

191. There are three sub-components under this component: Pastoral Risk Early Warning and Response System. Disaster Risk Management Climate Risk Management aiming to achieve the following outcomes: Effectively functioning regional, national and local early warning and response mechanisms for disaster risk management, effective disaster risks management policies operationalized and contingency funds and enhanced climate risk management at national and regional level. The component will support building the capacity of target communities and their service providers to anticipate and monitor threats through early warning systems and respond appropriately. The anticipated state of preparedness will enhance the resilience of the community to shocks. Implementation of the PRM component will be at the county, national and regional level. In particular capacity building and information management in EWS will be at both the county and national levels. Enhanced EW good practices will be at the county level while harmonization of EWS will be at the regional level.

3.4.1 Sub-component 4.1Pastoral Risk Early Warning and Response Systems

192. This subcomponent aims at strengthening and harmonizing the Early Warning and response systems at the county, national and regional levels, and will build the capacities to turn the EW into action. IGAD will play a major role by organising and facilitating capacity building events (workshops, study tours, training etc) at both national and county levels. Also IGAD will harmonize the methodologies and train the member states to carry out the risk profiling and establishment of a regional EWR platform in an IGAD appointed institution and make it compatible with national

89

systems. The Kenya activities will support the EWS within the frameworks of the MTP’s (2013-2017) Drought Risk Management and Ending Drought Emergencies coordinated by NDMA and triggered by the FEWSNET and related information channels:

Activity 4.1.1 Early Warning Systems are strengthened and harmonized in the region, and capacities are built/developed to turn early warning into action

193. This output will be achieved through the implementation of the following activities:

Activity 4.1.2: Strengthening and harmonizing of Early Warning Systems in the region; and capacities are built / developed to turn early warning into action

194. The above output seeks to ensure both conventional and traditional early warning indicators in the fourteen counties are regularly collected, analysed and disseminated. IGAD will:

b. Coordinate annual capacity building ( workshops, study tours, trainings etc) for

five national experts and senior officials in the project period to enable

knowledge and experience sharing to identify best practices, and develop a

harmonized methodology for risk profiling at regional level in the first year of

implementation.

195. At National level the project will establish National Rapid Response Systems, Livestock-insurance schemes for adoption in the region. Support and incorporate traditional EW information and coping systems and integrate with the conventional EWS. Best practices and interventions acquired from the regional capacity building will then be domesticated in the project area. Such innovations include financial risk transfers mechanisms (weather based Insurance) that has already been piloted and may need scaling up: : The project will annually hold a 3 days’ workshop involving 30 pastoralists to sensitize them on best practices and interventions acquired from the regional capacity building with an aim of domesticating them in the project area. Selection criteria i) Producer associations to nominate ii) local leaders to nominate iii) Faith based associations to nominate. Youth, venerable groups and gender factors should be considered in the selection. These will be master trainers and will also manage quality control at the grass root level.

196. Innovations include financial risk transfers mechanisms (weather based Insurance) that has already been piloted and may need scaling up. Service providers of such innovations will be invited to make presentations in such forums and encourage adoption. MFI will be invited in the training to talk and exhibit their various financial products relevant to the pastoral stakeholders along the value chain.

197. ThePRM component team leader will coordinate a series of workshops to sensitize pastoralists on best practices and interventions acquired from the regional capacity building with an aim of domesticating them in the project area. This will be carried out annually in a 3 days’ workshop involving 30 pastoralists.Selection criteria for participant will include nominations from i) producer associations ii) local leaders and iii) Faith based associations. Youth, venerable groups and gender factors will be

90

taken into consideration in the selection. These participants will be the TOT and quality control at the grass root level. Innovations including financial risk transfers mechanisms (weather based Insurance) that have already been piloted will be scaled up. Service providers of such innovations such as MFI will be invited to make presentations in such forums and encourage adoption. Furthermore they will be invited in the trainings to talk and exhibit their various financial products relevant to the pastoral stakeholders along the value chain.

198. A national capacity building workshop will be undertaken to train project implementers on risk profile methodology use. 28 project implementers, 2 in each of the county project areas will be trained at the national level. The training will then be cascaded to the project counties. 350 project implementers, 25 in each of the county project areas will be trained at the county in the use of the risk profiling methodology in readiness for risk profiling in years 1 and 2. In addition 30 implementers, 2 in each of the county project areas will be trained on use of early warning tools and early warning data collection tools.

199. 420 project implementers, 30 in each of the county projects will be trained on best practices and interventions on drought mitigation/management.

200. The project will undertake national risk profiling in years 1 and 3 in each county to develop a national risk profile report of the 14 county project areas. Information gathered from the exercise will then be disseminated at all levels. 25 trained implementers in each county will undertake the task to guide in mitigation against impact of drought.

201. The sub-component will also carry out dissemination of EW information through traditional vernacular media, print media and website with the ultimate aim of linking early warning to action. Information will first be translated into various vernacular languages. Extension packages as well such as brochures, posters will be developed. 12 EW monthly reports will be made available to each of the county project areas annually. In addition the project will update and upload information into the website and link the national platform to Regional EW platform.

202. Undertake a study to develop a report on traditional Early Warning System for the project area. This will be a consultancy service procured through the normal government procurement procedures. Sentinel sites will be expanded to cover all the 14 county project areas.

203. New sites will be secured and equipped with the necessary facilities and sentinel animals procured through the normal government procurement procedure to habitat the sentinel sites. MOUs will be developed between the county governments and the County Project Implementing Units (CPIU) in collaboration with the NDMA to acquire the new sentinel sites. Old sentinel sites will be rehabilitated.

204. A grant support of 1.5million will be made available to the National Drought Management Authority (NDMA).

91

205. The project will in addition undertake capacity building of its staff on climate change. 20 project implementers will be trained annually for 3 years on short term courses on climate change adaptation while 4 project implementers will be trained at Masters and PhD level on climate change.

206. To enhance the capacity of the sub-component to operationalize its activities, the sub-component will procure various items through the normal government procurement procedures. These will include 56 GPS equipment, 4 in each of the county project, 4 vehicles and 28 motorcycles and assorted number of Laptops, printer and desktops. The subcomponent will also establish and operationalized an ICT platform for EWS,

207. The project will support establishment and strengthening of 4 clusters of cross-border PRM committees (Turkana-West Pokot, Moyale-Mandera, Wajir, Garissa) through facilitation of biannual meetings of 50 participants.

208. To enhance capacity in implementation of the project 28 certificate holders will be recruited as interns on contract. basis on competitive basis

Box 11: Summary of Activities and Outputs of sub-component 4.1

Sub-component 4.1 Pastoral Risk Early Warning and Response System – Outcome: Regional, national and local early warning and response mechanisms for disaster risk management effectively functioning.


Lead Organization: MOALF / DLP

Supporting Organizations: Livestock Information Network and Knowledge System (LINKS) of the Global Livestock Collaborative Research Support Program, Arid Lands Resource Management Project (ALRMP), Famine Early Warning Systems Network (FEWS NET), Livestock, Agriculture and Meteorology, East African early warning system (www.glews.tamu.edu), National Livestock Marketing Information Centre Kenya (www.lmiske.net), waterhole monitoring for East Africa with NASA data (www.watermon.tamu.edu), IGAD Climate Prediction and Application Centre (www.icpac.igad.org) and the National Drought Management Authority.


Sub-Component Objectives: to strengthen and harmonize the EW and response systems at the national and regional levels through two out puts

Main Activities:

i) Early Warning Systems are strengthened and harmonized in the region; and capacities are built / developed to turn early warning into action. This will entail:

http://www.glews.tamu.edu/

http://www.lmiske.net/

http://www.watermon.tamu.edu/

http://www.icpac.igad.org/

92

IGAD to coordinate, organize and facilitate capacity building ( workshops, study tours, trainings etc) for national experts and senior officials to enable knowledge and experience sharing, to identify best practices, develop a harmonized methodology for risk profiling at regional level and train member states in the use of the methodology, establish and operationalize a regional EWR platform to collect and analyse information for dissemination to relevant national authorities to guide action. Interventions in national Early warning systems will be achieved through the implementation of the following activities:

Expand sentinel sites to cover all the 14 county project areas.

Establish National Rapid Response Systems, Livestock-insurance schemes / pilot projects for adoption in the region. Support and incorporate traditional EW information and coping systems and integrate with the conventional EWS

Domesticate best practices and interventions acquired from the regional capacity building workshops in the project area. Such innovations include financial risk transfers mechanisms (weather based Insurance) that has already been piloted and may need scaling up. ,

Undertake national risk profiling e.g. natural hazards vulnerability, climate, and institutional capacities and disseminated at all levels. IGAD to consolidate a regional risk profile.

Disseminate EW information through traditional vernacular media, print media and website with the ultimate aim being linkage of early warning to action. Link national platform to Regional EW platform.

Outputs 1)Early Warning Systems are strengthened and harmonized in the region; and capacities are built / developed to turn early warning into action

5 national experts and senior officials (TOT) will be trained each year on EWS and capacity built on best practices and interventions at the regional level under the auspices of IGAD.

14 sentinel sites one in each of the county project areas will be developed and strengthened in collaboration with the National Drought Management Authority (NDMA).

28 project implementers nominated by the cluster community organisations, 2 in each of the county project areas will be trained at the national level in risk profile methodology use and capacity built on best practices and interventions

A national risk profile report of the 14 county project areas made available.

350 project implementers, 25 in each of the county project areas will be trained at county level in the use of the risk profiling methodology in readiness for risk profiling in years 1 and 2.

30 implementers, nominated by the cluster community organisations 2 in each of the county project areas trained on use of early warning tools and early warning

93

data collection tools.

12 EW monthly reports will be made available each of the county project areas annually

A national study report on traditional Early Warning System for the project area.

A grant support of KES 7.5million will be made available to the National Drought Management Authority (NDMA) to support EDE coordination.

20 project implementers trained annually for 3 years on short term courses on climate change adaptation

4 project implementers trained at Masters and PhD level on climate change.

Various items will be procured for the project

56 GPS equipment, 4 in each of the county project

1 established and operationalized ICT platform for EWS

4 vehicles and 28 motorcycles

Laptop, desktop, printer

4 clusters of cross-border PRM committees (Turkana-West Pokot, Moyale-Mandera, Wajir, Garissa, and Kajiado-Narok) established / strengthened (biannual meetings, 50 poxes).

28 certificate holders recruited as interns on contract basis to help in the implementation of the project.

420 project implementers, 30 in each of the county projects trained on best practices and interventions on drought mitigation/management.

One EWR platform established and operationalized at the national level

12 monthly EW information/ reports disseminated to national and 14 county levels to guide early action among stakeholders through traditional vernacular media, print media and website.

Outcome Indicators:

Number of national experts and senior officials (TOT) and project implementers trained on EWS and on best practices and interventions and participated in national risk profiling and in mitigating drought.

Number of risk profiling reports generated at the national and county project areas and used to guide early action among stakeholders.

Number of sentinel sites in each of the county projects developed and strengthened in collaboration with the National Drought Management Authority (NDMA).

Number of EW reports generated in each of the county project areas and

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nationally and used to guide early action among stakeholders.

Number of clusters of cross-border PRM committees (Turkana-West Pokot, Moyale-Mandera, Wajir, Garissa) established and strengthened




Table 12: Pastoral Risk Early Warning and Response System Implementation Schedule

Activity

Res

po

nsi

ble

o

rgan

izat

ion

Implementation schedule

Year 1

yea

r 2

yea

r 3

yea

r 4

yea

r5

Q1

Q2

Q3

Q4

i) Strengthening and harmonization of Early Warning Systems in the region; and building developing capacities to turn early warning into action

Train at regional level national experts and senior officials on EWS to enable knowledge and experience sharing to identify best practices, and develop a harmonized methodology for risk profiling.

Train experts from member states in the use of the risk profiling methodology

Establish and operationalize a regional EWR platform to collect and analyse information for dissemination to relevant national authorities to guide action.

IGAD

Expand sentinel sites to cover all the 14 county project areas.

DLP/DVS/DF/NDMA

Establish National Rapid Response Systems DLP/DVS/

95

Activity

Res

po

nsi

ble

o

rgan

izat

ion


Year 1

yea

r 2

yea

r 3

yea

r 4

yea

r5

Q1

Q2

Q3

Q4

DF

Domesticate best practices and interventions acquired from the regional capacity building workshops in the project area.

DLP/DVS/DF

Undertake national risk profiling e.g. natural hazards vulnerability

DLP/DVS/DF

Disseminate EW information through traditional vernacular media

DLP/DVS/DF

3.4.2 Sub-component 4.2: Drought Disaster Risk Management (DDRM)

209. The objective of the DRM is to operationalize effective disaster risks management policies and avail contingency funds. Three outputs are expected to be achieved

Activity 4.2.1 Ex-ante risk reduction measures for effective disaster management developed and implemented; this will entail supporting the following activities:

210. IGAD undertaking training of trainers (TOT) on DDRM-related key guidelines/standards such as Livestock Emergency Guidelines and Standards (LEGS) As part of the Regional-national activities: 20 officers, one from each of the 14 the counties and 6 from the national office will undertake a regional training of trainers (TOT) on DDRM-related key guidelines/standards such as Livestock Emergency Guidelines and Standards (LEGS).

211. TOTs will cascade the trainings at county levels. This will entail training of 2100 PRM implementers and community representatives drawn from 14 counties on Livestock Emergency Guidelines and Standards (LEGS). The trainees will include I00 community representatives and 50 implementers per county.

212. Upscale disaster preparedness and mitigation measures through adopting research and innovations at all levels as well as developing human capacity (education – institutionalization of Livestock Emergency Guidelines and Standards (LEGS) and Community Managed Disaster Risk Reduction (CMDRR). This will help focus interventions to early warning:

96

213. Awareness creation of disaster risk management options among policy makers: Hold a meeting with 30 policy makers in each of the 14 counties and one at the national level

Activity 4.2.2 DDRM policies are harmonized, operationalized, mainstreamed and institutionalized at the central and line ministry levels;

To harmonize, operationalize, mainstream and institutionalize DDRM policies, the following activities will be undertaken;

214. Participate in regional workshops organized by IGAD for knowledge and experience sharing on DDRM policies and harmonize where possible. 5 national officials participate in annual regional workshops during the project period.

215. Harmonizing DDRM policy at the national and county: Hold workshops comprising 25 implementers in years 1 and 3 in each of the 14 counties and at the national level.

216. Mainstream DDRM policies and strategies into all line ministries and institutions. Hold a workshop comprising 25 officers in year two in each of the 14 counties and at the national level.

Box 12: Summary of Activities and outputs of Drought Disaster Risk Management (DDRM)


Lead Organization: MOALF (DLP/DVS/DF)

Supporting Organizations: NDMA


Sub-component Objectives: to operationalize effective disaster risks management policies and avail contingency funds.

Main Activities:

i) Ex-ante risk reduction measures for effective disaster management developed and implemented:

Regional training of trainers (TOT) on DDRM-related key guidelines/standards such as Livestock Emergency Guidelines and Standards (LEGS) ( IGAD undertaking)

Cascading the trainings on DDRM-related key guidelines/standards by TOT to the national and county levels.

Up scaling disaster preparedness and mitigation measures through adopting research and innovations at each of the 14 county project areas as well as developing human capacity (education – institutionalization of Livestock Emergency Guidelines and Standards (LEGS) and Community Managed Disaster

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Risk Reduction (CMDRR).

Creating awareness on disaster risk management options among policy makers at the national and each of the 14 county project areas.

ii) DDRM policies are harmonized, operationalized, mainstreamed and institutionalized at the central and line ministry levels

Participating in regional workshops organized by IGAD for knowledge and experience sharing on DRM policies and harmonizes where possible.

Harmonizing DRM policy at the national and each of the 14 county project areas.

Mainstreaming DDRM policies and strategies into all line ministries and institutions

Outputs

i) Output 1): Ex-ante risk reduction measures for effective disaster management are developed and implemented.

20 trainers (TOT) trained on DDRM-related key guidelines/standards such as Livestock Emergency Guidelines and Standards (LEGS) at the national level.

2100 members of the communities and their local service providers, 150 per each of the 14 county project areas trained on community managed disaster risk reduction (institutionalization of Livestock Emergency Guidelines and Standards (LEGS) and Community Managed Disaster Risk Reduction (CMDRR).

Research and innovations in disaster preparedness and mitigation identified, adopted and scaled up in all the 14 county project areas.

Awareness created on disaster risk management options to 450 policy makers, 30 nationally and 30 in each of the 14 county project areas.

2100 LEGS manual for trainees purchased

A communication strategy for EWS developed and publicized including the implementation strategy for PRM

Financial risk transfers mechanisms (Insurance) established and scaled up in all the 14 county project areas.

ii) Output 2): DDRM policies are harmonized, operationalized, mainstreamed and institutionalized at national and county levels

5 national and senior project officers participate in regional workshops organized by IGAD for knowledge and experience sharing on DDRM policies and harmonization where possible

Harmonized DDRM policies in place at the national and the 14 county of the

98

project.

Mainstream DDRM policies and strategies into all line ministries and institutions

Advocacy for DDRM policies and legislation

Outcome Indicators:

Number of new research and innovations in disaster preparedness and mitigation adopted and up scaled in all the 14 county project areas

Number of policy makers who have undergone awareness creation on disaster risk management options nationally and in each of the 14 county project areas.

Number of livestock farmers adopting and utilizing financial risk transfers mechanisms (Insurance) in all the 14 county project areas.

Number of harmonized DDRM policies developed and utilized nationally and in the 14 counties of the project areas.

Number of harmonized DDRM policies legislated.




Table 13: Summary of Activities and outputs of sub-component 4.2: DDRM Implementation Schedule

Activity

Res

po

nsi

ble

o

rgan

izat

ion


Year 1

yea

r2

yea

r3

yea

r 4

yea

r5

Q1

Q2

Q3

Q4

Output.1: Ex-ante risk reduction measures for effective disaster management are developed and implemented.

Training of trainers (TOT) on DDRM-related key guidelines/standards such as Livestock Emergency Guidelines and Standards (LEGS)

IGAD

99

Activity

Res

po

nsi

ble

o

rgan

izat

ion


Year 1

yea

r2

yea

r3

yea

r 4

yea

r5

Q1

Q2

Q3

Q4

Train communities and their local service providers on community managed disaster risk reduction

MALF (DLP /DVS)

Upscale disaster preparedness and mitigation measures through adopting research and innovations at all levels as well as developing human capacity (education – institutionalization of Livestock Emergency Guidelines and Standards (LEGS) and Community Managed Disaster Risk Reduction (CMDRR). (education

MOALF (DLP /DVS)

Awareness creation of disaster risk management options among policy makers

MALF (DLP /DVS)

Purchase LEGS manual for trainees

MALF (DLP)

Develop and publicize a communication strategy for EWS (2 retreats) - including development of the implantation strategy for PRM

MOALF (DLP /DVS)

Establish/ scale up financial risk transfers mechanisms (Insurance) (stakeholder meetings, seminars promotions)

MOALF (DLP /DVS), Financial institutions

100

Output.2: DRM policies are harmonized, operationalized, mainstreamed and institutionalized at national and county levels

Participate in regional workshops organized by IGAD for knowledge and experience sharing on DDRM policies and harmonization where possible.

MOALF (DLP /DVS)

Harmonize DDRM policies at national and county levels.

MOALF (DLP /DVS)

Mainstream DDRM policies and strategies into all line ministries and institutions

MOALF (DLP /DVS)

iv)Advocacy for DDRM policies and legislation

MOALF (DLP /DVS)

101

3.4.3 Subcomponent 4.3 - Contingency Emergency Response

217. The aim of this subcomponent is to develop and strengthen capacities to design and implement contingency plans. IGAD will support, at the regional level, training of the trainers with the aim of building the capacities on good practices, guidelines, SOP to develop and formulate contingency plans. Also IGAD will organize the events and develop the guidelines and the training modules. The trained Kenyans will further carry out the events at the national and county levels. The trained national and county professional will be in position to formulate and disseminate their own contingency plans that will feed into a regional Contingency Plan to be elaborated by IGAD. Based on the existing organizational structures and capacities, and the capacities demanded to implement these regional and national plans, further assessments of training and capacity building needs will follow.

Building capacity of communities to develop Contingency plans

218. Developing and operationalization of contingency plans will be achieved through;

a. IGAD to organise regional training of trainers in formulation of contingency plans and develop guidelines, training modules and capacity build trainers for contingency planning. Assess existing national structures’ response capacity and build where gaps exist.

b. Strengthening contingency planning capacities of communities and stakeholders by training different levels of implementers and beneficiaries at national level in contingency planning

c. Formulation and dissemination of contingency plans at all levels.

d. The contingency plans will be submitted to IGAD for consideration and compilation of regional contingency plans.

e. Internally assess existing national structures’ response capacity

f. The project will Support food security assessments and development of a livestock food commodity balance sheet.

Contingency Funds (regional & national) created and operationalized

219. At IGAD: mechanisms (fiduciary and administrative capacities) will be created for receiving and disbursing contingency funds. IGAD to building countries capacities to access the IGAD regional DRM contingency fund (guidelines)

220. IGAD will support the development of DRM contingency fund guidelines and country criteria for accessing those funds.

102

Box 13: Main Activities and outputs of Subcomponent 4.3: Contingency Emergency Response


Lead Organization: MOALF (DLP/DVS/DF)

Supporting Organizations: NDMA

Budget Allocated: US$ (Zero budget)

Sub-component Objectives: To operationalize effective drought disaster risk management policies and avail contingency funds.

Main Activities:

i) Building capacity of communities to develop Contingency plans. Developing and operationalization of contingency plans will be achieved through;

IGAD to organise regional training of trainers (TOT) in formulation of contingency plans. It will also develop guidelines, training modules for TOT for contingency planning.

Strengthening contingency planning capacities of communities and stakeholders by training different levels of implementers and beneficiaries at national level in contingency planning

Formulate and disseminate contingency plans at all levels i.e. national and county within the framework of the MTP’s (2013-2017) Drought Risk Management and Ending Drought Emergencies coordinated by NDMA.

Submit developed contingency plans to IGAD for consideration and compilation of regional contingency plans.

Internally assess existing national structures’ response capacity and build where gaps exist.

The project will Support food security assessments and development of a livestock food commodity balance sheet.

ii) Contingency Funds (regional & national) created and operationalized

Creating mechanisms (fiduciary and administrative capacities) for receiving

and disbursing contingency funds. IGAD to help build national capacity to

access the IGAD regional DRM contingency fund (guidelines).

Development of DRM contingency fund guidelines and country criteria for

assessing contingency funds.

Outputs

Output 1: Capacity of communities to develop Contingency plans built.

103

84 implementers and beneficiaries, 6 in each of the 14 county project areas trained in contingency planning in two national workshops.

A national contingency plan formulated and disseminated of at all the 14 count project areas and to IGAD

A national report on the results of the internal assessment of existing national structures’ response capacity and methods to address identified gaps.

A grant of 2 million disbursed to support food security and food balance sheet reporting annually for 5 years.

Output2: Contingency funds (Regional & National) are created and operationalized

Mechanisms (fiduciary and administrative capacities) created for receiving and disbursing contingency funds.

A document developed for DRM contingency fund guidelines and criteria for assessing those funds.

Outcome Indicators:

Availability of a document indicating mechanisms (fiduciary and administrative capacities) for receiving and disbursing contingency funds.

Availability of a document for DRM contingency fund guidelines and criteria for assessing those funds.

Number of best practices and interventions acquired from the regional capacity building workshops domesticated and adopted in each of the county project areas.

Number of implementers and beneficiaries in each of the 14 county project areas trained in contingency planning and participated in preparing county and national contingency plans

Number of counties in the project areas implementing formulated contingency plans


iii) Monthly, quarterly and annual progress reports.

iv) Field verification by project personnel

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Table 14 : Implementation Schedule for Contingency Emergency Response

Activity

Res

po

nsi

ble

o

rgan

izat

ion


Year 1

yea

r 2

yea

r 3

yea

r 4

yea

r 5

Q1

Q2

Q3

Q4

Building capacity of communities to develop Contingency plans

Regional training of trainers (TOT) in formulation of contingency plans.

IGAD

Strengthening contingency planning capacities of communities and stakeholders by training different levels of implementers and beneficiaries at national levels in contingency planning

DLP/DVS/DF

105

Activity

Res

po

nsi

ble

o

rgan

izat

ion


Year 1

yea

r 2

yea

r 3

yea

r 4

yea

r 5

Q1

Q2

Q3

Q4

Formulate and disseminate contingency plans at all levels i.e. national and county.

DLP/DVS/DF

Submit developed contingency plans to IGAD for consideration and compilation of regional contingency plans.

DLP/DVS/DF

Internally assess existing national structures’ response capacity and build where gaps exist.

DLP/DVS/DF

Output.3: Contingency funds (Regional & National) are created and operationalized

Create mechanisms (fiduciary and administrativ

IGAD

106

Activity

Res

po

nsi

ble

o

rgan

izat

ion


Year 1

yea

r 2

yea

r 3

yea

r 4

yea

r 5

Q1

Q2

Q3

Q4

e capacities) for receiving and disbursing contingency funds. (workshops)

Develop DRM contingency fund guidelines and criteria for assessing those funds with assistance from IGAD

DLP/DVS/DF

107

3.5 Component 5: Project Management and Institutional Support

221. Overview: This component will deal with the overall program management and coordination through a decentralized management system and ensuring integrated and coordinated implementation among all Project components and between different stakeholders at the national and county levels.

222. Implementation of the RPLRP will rely mainly on existing Government structures within the state department of livestock.

223. Under this component, the project will establish a participatory Monitoring, evaluation, Learning and Knowledge management approach and will provide technical and investment support to enhance provision of service by relevant national and regional institutions on drought resilience. The component will support the achievement of project objectives at both national and county levels of governments. The devolution and transfer of the project functions will be based on an exit strategy based on strong capacity building approach and will take place over a three year transition period that will last up to the year 2017 depending on the special circumstances of each of the project counties.

3.5.1 Sub-Component 5.1: Project Management, Governance, Monitoring Evaluation; Knowledge Management &Learning

224. The purpose of this sub-component is to properly manage resources and implement the activities in accordance with the project objectives and procedures.(Box 14)

Activity5.1.1 Project Management

225. The sub-component will deal with (a) Establishing the National and County Coordination Units -PIU and CPIUs (Box 15). Overall management of the project will be through a Project Team Leader (PTL) supported by a National RPLRP Coordination Unit (PIU) and County CPIUs. Governance and policy support will be provided through high level steering committees at the national and county levels (National and County steering committees. NSC & CSC (Box15) for overall policy oversight and strategic direction matters of the project.

226. The Project Team Leader (PTL) will be responsible for the implementation of this project supported by technical and administrative specialists (Box 16). The PTL will head a technical committee comprised of the PIU members, Head of the World Bank desk at the National Treasury, Head of disbursement of external resources unit at the National Treasury and in the MALF. The technical committee will meet at least twice every month to address issues of project management and forward to the NSC.

108

Table 15: Summary of Activities and output of Sub-component 5.1: Project Management, Monitoring, Evaluation and Learning

Responsible Entities : MALF( State Department of Livestock)



To manage resources in accordance with the project objectives and procedures

Main Activities:

Establishing Project Coordination Offices at national & county levels

Support the Project through the procurement of goods (office equipment, vehicles, software) services (TA), capacity building (training), works (upgrading of offices) and operating costs.

Facilitating studies including project mandatory studies and services

Support financial management of the Project

Monitoring and evaluation of Project activities.

Output Indicators:

RPLRP key implementing units at national & county levels adequately staffed and equipped

RPLRP website, the M&E system, Accounting system, procurement system and the knowledge sharing system established and operational

Project implementation arrangement in place and operational.

Outcome Indicators:

Incidence of funds flow, procurement and technical services delivered according to annual work plan schedule

Incidence of financial and Project progress reports delivered on due date

No. of studies (impact studies, annual, midterm and final evaluations) completed according to M&E results-based framework

Monitoring, Reporting and Evaluation Arrangements

Register of planned & actual receipt of quarterly & annual reports, based on annual work plan & Financial Management Manual M&E studies, based on annual work plan & M&E Manual

109

Box 14: RPLRP Management and coordination structure

RPLRP Coordination Units (RPLRP-CU) will be established at the national and county levels for overall coordination, planning, monitoring, and reporting on implementation performance.

National PIU will be headed by a Project Team Leader (PTL) designated by State Department of Livestock in consultation and concurrence with IDA. Nine senior professional experts and relevant support staff will be recruited on a competitive basis to staff the National PIU. These include, four component heads, a Monitoring and Evaluation Specialist (MES), a financial specialist,, procurement specialist, safeguards specialist, and a community development specialist who could double as a training and gender specialist.

County PIU will be headed by a County Project Team Leader (C-PTL). Other members of the county coordination unit will include a Monitoring and Evaluation officer (MEO), an Assistant Accountant, a Procurement Assistant and a Project Assistant.

Roles and Responsibilities of Members of the PIU’s

Project Team Leader (PTL): responsible for the overall success of the RPLRP Project. The PTL shall authorize and approve all project expenditures. The PTL will supervise the general project activities implementation, evaluate the performance of all project team members and report project status. The PTL will be supported by the following management staff:

Component heads (CH): The CHs will lead activity implementation in the four technical components of the RPLRP project. They will be responsible for timely status reporting to the PTL as required by the project reporting procedures.

Monitoring and Evaluation Specialist (MES): The M&E officer is responsible for the coordinated planning implementation and monitoring of the project activities. The officer will work with the CHs to ensure that all activities conform to the project document, coordinate with each CH to facilitate the rollout of the project operations and report status to the PTL.

Environmental and Social Safeguard Specialist (ESSS): The LE will be responsible for ensuring that the project safeguard measures are implemented in line with IDA and national guidelines. The experts include an environmental (safeguard) specialist and Social development specialist who could double as a training and gender specialist.

Knowledge Management Specialist (KMS):

Community Development Specialist (CDS):

Communication Services Specialist (CSS):

Project Financial Specialist (PA): The project financial specialist be responsible for managing financial resources of the project in accordance with the project financial guidelines and plan.. The officer will advise the PTL on financial resource requests that

110

require approval, prepare annual budgets and financial statements and management accounts of the project for audit and consideration of the CSC.

Procurement and supply chain Specialist: will be responsible for procurement of requirements for the project, maintaining and organizing procurement records to facilitate audits.

111

Box 15: The RPLRP Coordination Team

The RPLRP Coordination Team will comprise staff competitively selected from KPPT

members with terms of reference acceptable to the IDA as detailed below:

1. Project Team Leader PTL

Secretary to the National Project Steering Committee Overall day to day management of the Programs Implementation of the policies/ guidelines provided by the coordinating

committee Implementation of all the components of the Programs Financial management and control Supervision and backstopping

2. Component Heads

Coordinate interventions of respective component in the project Convene regular meetings with the technical staff from livestock

production and veterinary departments Coordinate schedules and resources in implementing component

interventions produce updated reports on project status on respective component

interventions Update project data base on respective component interventions in liaison

with the M&E Officer Work with the M&E Officer to identify component data gaps and ensure

complete data set Define analytical outputs for M&E Officer that meets reporting

requirements Coordinate and follow up procurements specific to his component in the

project Advice the Project Team Leader on actions required to deliver the expected

project outputs on the component interventions Undertake other project roles assigned by the Project Team Leader

3. Monitoring and Evaluation Specialist (MES)

227. The Project will recruit a capable MES with responsibilities to guide the overall M&E systems and to implement its related activities under the guidance and supervision of the Project Team Leader. M&EO will play a leading role in facilitating the core Project activities, guide the design of the participatory strategic planning and M&E systems and ensuring that stakeholder representatives are effectively involved through appropriate skills training to enable them to effectively participate in planning, monitoring and evaluation.

228. In performing these duties Participatory Result based Monitoring and Evaluation systems (PM&E) will be developed and implemented by the project through

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established units at the Project Implementation Unit (CPIU) and the County PIUs. The process will be geared towards institutional strengthening and empowerment of different stakeholder as a primary contribution of RPLRP’s towards strengthening the capacity of the selected ASALs counties during the transitional phase of the devolution process.

229. Reporting to the Project Team Leader, the MES assisted by the Communication Specialist will be responsible for all aspects of reporting, dissemination and sharing information and communication materials (such as posters, videos etc), effect stakeholder planning and review meetings, and organize the external evaluation and review activities (including baseline, mid-term and end of term evaluations and assessments). PMES will ensure that the stakeholders are able to engage in learning and sharing processes that involves critical analysis of the information gathered and using this for decision-making purposes.

230. Below are the main functions of the MES:

a. Establish a result based monitoring and evaluation (RBME) system

b. Design reporting formats, baseline and impact assessment questionnaires

c. Participate in Project monitoring and evaluation activities

d. Capacity building staff and other stakeholders on result based monitoring and evaluation

e. Data input and storage

f. Dissemination of information/ website updates and linkages

g. Backstopping and monitoring implementation processes

h. Work planning and budgeting

i. Generate monthly, quarterly, annual and other progress reports

4. Communication Services Specialist (CSS)

231. Supported by the MES, the CSS will be responsible for all aspects of communication Specifically he will undertake the following responsibilities:

a. Develop and effective a project Communication Strategy

b. Manage Public relations with the stakeholders including issuing of media briefs

c. Develop media and publicity material (posters, videos, events and fairs

d. Develop and manage project website.

e. Assist the M&EC in preparing monthly, quarterly, annual and other progress reports.

f. Developing a Project communication strategy to include information sharing and linkages with relevant project stakeholders.

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g. Organise project events

h. Prepare routine project briefs and publications

i. Preparation of project briefs in consultation with the Component heads

5. Knowledge Management Specialist

232. Knowledge Management will enable RPLRP’s data and information to be available to the project stakeholders through portals and with the use of content management systems. Knowledge management is an audit of "intellectual assets" that highlights unique sources, critical functions and potential bottlenecks which hinder knowledge flows to the point of use. It protects intellectual assets from decay, seeks opportunities to enhance decisions, services and products through adding intelligence, increasing value and providing flexibility. Thus, Knowledge management is the management of the RPLPR towards the continuous renewal of the project.

233. The essential duties and responsibilities of the Knowledge Management specialist will include:

a. Spearheading RPLRP knowledge building, knowledge sharing and knowledge management focusing on actively promoting a sharing and learning culture within RPLRP.

b. Responsible for mainstreaming knowledge management into core RPLRP activities, independently building partnerships and promoting initiatives that allow RPLRP to identify, create and share knowledge relevant to solving issues and maximizing opportunities and promote collaborative tool to facilitate sharing of ideas and work among internal project teams and external partners.

c. Utilizes tools and processes such as practice development, case studies, network discussions, establishing and nurturing of communities of practice including workshops, one-on-one guidance and troubleshooting. Outputs will include RPLRP Knowledge Map.

d. Leading Knowledge Management network of contacts (Knowledge Management Champions) for general information sharing and to remain up-to-date on project related issues.

e. Helping in disseminating information about the organization knowledge sharing Project to internal (KM Website) and external audiences, conducting knowledge fairs, site visits, interviews and internal knowledge management assessments and working with project to develop plans to achieve goals identified.

f. Responsible for enhancing processes or products, generating new ideas and proposing new effective ways of doing things. Documents and analyses innovative strategies/best practices/new approaches. Owns the knowledge transfer process and consults with departments on knowledge transfer and conducts assessments.

g. Supporting and providing strategic input into the development of the strategy

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on Knowledge Management and advocating the adoption and implementation of the strategy including standard products and services

h. Responsible for overall employee awareness and engagement regarding Knowledge programs and tools, including development of training and outreach materials. Providing hands-on guidance and/or training on the use of KM tools and resources management of the Knowledge Management website. Acts as a facilitator to capture best practices, capitalize on lessons learned and respond to inquiries from various groups.

6. Environmental and Social Safeguard Specialist(s)

234. will be responsible for

a. Mobilizing the community in project area

b. Advise project implementation on environmental, social implications and other crosscutting issues

c. Implementation of safeguards in all sub projects

d. Link the project beneficiaries with project implementers, research institutions, stakeholders and other collaborators

7. Community Development Specialist

8. Project Accountant(s)

235. Duties will entail

a. Design, printing and distribution of grant and payment vouchers

b. Validation and processing of grant and payment vouchers

c. Ensure timely dispatch of payments to vendors and clients

d. Maintain and organize financial records to facilitate audits

e. Generate weekly financial reports

f. Coordinate and facilitate acquisition, disbursement and liquidation of project funds

g. Compile monthly, quarterly, annual and other project financial reports and prepare management accounts reports.

9. Procurement Specialist

236. Duties will entail

a. Procurement of goods and services required for the project

b. Maintain and organize procurement records to facilitate audits

c. In consultation with the Component Heads and direction of the Project Team

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Leader, distribution of goods procured to intended beneficiaries.

10. County Project Team Leader (CPTL)

237. Reporting to the National Project Team Leader, the C-PTL duties will be:

a. Secretary to the County Steering Committee.

b. Overall day to day management of the project at the county level

c. Implementation of the policies/ guidelines provided by the National and County coordinating committees.

d. Coordinate Implementation of all the components of the project at the county

e. Financial management and control at the county level

f. Supervision and backstopping of sub-county service units.

11. Project Assistant Accountant and Project Procurement Assistant )

238. Undertake the functions of the project accountant and procurement issues respectively at the county level. The functions at the PIU and CPIUs will include procurement of goods and services, including studies, staffing and human resources, operation & maintenance services.

Activity 5.1.2: Governance:

239. The Project implementation will be supported by a governance structure and institutions (Box 17) capable of mitigating risks resulting from fraud, corruption, negligence, inadequate qualification of technical and managerial human resources and administrative shortfalls. The Governance process is based on precise assessment of risk areas and causes, supported by a governance action plan (Box 18,) capable of identifying and addressing the actions needed to mitigate risk areas individually and collectively. The following are the actions related to the main areas of risk: (i) financial (finance management, procurement and disbursement), (ii) administrative and human resources, (transparency, anticorruption, human rights and fair treatment), (iii) complaint handling and redress mechanisms, (iv)record keeping and reporting, (v) independent and participatory monitoring, and (vii)knowledge sharing and information disclosure.

Box 14: RPLRP Governance structures and institutions

A. Steering Committees: National and County levels are for oversight and major decision making. The committees will be responsible for policy guidance, strategic direction approval of work plans and budgets of the Kenya-RPLRP. The National and County steering committees (NSC & CSC) will oversee activities funded through both the applicable funding mechanisms.

Functions of the steering committees include;

Review and approve the annual work plans and budgets. Monitor the implementation progress and reporting.

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Oversee bi-annual joint review and implementation support missions, Recommend implementation and promotion of identified best practices and policies, Ensure that activities are well coordinated with other development programs, Ensure that interventions carried out contributes to the respective County and the

National Medium Term Plan (MTP) Ensure that measures are taken that will result in Project sustainability. The county steering committee will also approve sub-projects and follow up on their

implementation.

Relevant Sub-committees will be formed to handle specific issues on behalf of the Steering Committee.

Other functions of the NSC will be to spearhead formation of county project teams; convene the project steering committee and other national meetings; Constitute the national project Secretariat, Facilitate implementation of relevant project interventions in the context of resilience to drought and sustainable livelihoods; and be the entry point for development partners and other funding agencies in this project.

The steering committees will meet every quarter and will consist of female and male representatives as provided in the constitution. Decisions of the steering committees will be implemented by a project secretariat headed by the Project Team Leader PTL.

Membership; The NSC will be chaired by the Principal Secretary responsible for matters of Livestock, in the MALF. Membership will be comprised from, Principal Secretaries or their designated appointees from the (i) National Treasury( ii) State Departments for Coordination of National Government, (iii)Devolution, (iv)Water Development (v)Environment;(vi)relevant stakeholders (e.g. KCA, KARI, KWS, KLMC, KLBO ILRI and Universities) (vii) one representative of non-state actors; (viii)Directors of; Livestock Production, (viii)Veterinary Services, (ix)Water Development; (x)Fisheries (xi)CEO of the NDMA and, (xii) one County Executive Member responsible for matters of Livestock appointed by the Council of Governors (xii)Two pastoral associations representatives , (xiii)one male pastoralist and (xiv)one female pastoralist and ;(xv)the representative of IDA . The Head of Accounting Unit (xvi) the head of Procurement Unit and the (xvii) Head of finance in MALF will also be invited to attend the NSC meetings.

The County Steering Committee (CSC) will be headed by the Chief Officer in-charge of livestock. It will draw its membership from community representatives through pastoral associations or the resource user associations, opinion leaders, community based organizations and other relevant stakeholders working with the community within the county, Chair of the CSU and technical heads of Livestock production, Veterinary Services Water Development, Fisheries and Drought Disaster Risk management. The head of National Accounting Unit and Procurement at the County National treasury will be invited to attend the meetings of the CSC. The Secretariat of the CSC will be the county Project Implementation Unit (CPIU) headed by the County Project Team Leader (CPTL).

A county Project Service Unit (CSU) will be headed by the CPTL. The M&E will be the secretary to the CSU. Membership will comprise of all implementing agencies at county level. Their role will be to make decisions to be executed by the CPIU. The CSC will link

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closely with existing County stakeholder forums for necessary input into project planning and re-planning.

Box 15: Governance Risks and Mitigation Measures in RPLRP

Risk Risk mitigation measure

Country level Governance Action Committee challenges for Community Development-type projects on account of decentralized expenditures, which includes risk of fraud and corruption.

RPLRP will adapt Community Development type policies and procedures to address these risks systematically at county level. The current Community Development type operations manual developed for other World d Bank projects will be adapted to make it relevant to RPLRP.

Inconsistent and incomplete record-keeping of financial and output data at community and sub-county levels of projects involving Community Development-type of activities and decentralized service delivery.

RPLRP will develop guidelines for organizing, updating, maintaining, securing, reporting and disseminating financial and output records at community and sub-county levels and ensure their implementation as stipulated in the financial, procurement and M& E manuals. This guideline will be reviewed annually. The records will be open for scrutiny at all time by any interested party.

Project reports (financial, outputs) as generated by Management Information System (MIS) do not adequately: (a) link project output and financial data in ways that enable reconciliation at each level of project; (b) do not enable reporting comparatively across sub-county or across community grants within a sub-county on community level budgets and expenditures that enables early risk identification; (c) generate report formats that meet management needs [reports are generated separately from the MIS]. Reports also do not adequately identify the location of activities funded by the

RPRLP will develop an integrated MIS which will link the M&E, financial and procurement systems. PIU will project reports including those generated by MIS, and assess whether these reports sufficiently address issues raised in (a), (b), and c, and whether they capture micro-project data, including geo-locations, in formats that are standardized, and generate reports that compare financing and outputs, and can be aggregated. The integrated MIS is subject to review annually or when need arises.

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project, complicating project monitoring and supervision.

Potential financial reporting delays due to the fact that IFMIS is yet to be rolled out to the sub-county level and it has not been developed for projects

In addition to the sub-county level, there is also weak accounting capacity at community level to verify local expenditures and appropriate use.

IFMIS is at advanced stage of roll-out and at the same time Treasury is in the processing of conducting a review of country FM systems up to the community level with a view to strengthening the policy and regulatory framework.

The RPLRP will build capacity at the community level using the Financial Management Manual and its future updates.

Audit scope limitations by KENAO which has not been conducting adequate audit tests at sub-county and community level for the verification of micro-projects.

Under the new Constitution, the mandate of KENAO now extends to community level. In addition, KENAO has introduced continuous/rolling audits which would further enhance the fiduciary oversight.

Operating costs (e.g. vehicles, workshops, telephone cards, imprests/advances; workshop allowances/per diems) have been assessed as having high risk and this is compounded by poor records management, and weak M&E structures.

The project will regulate use of the identified high risk operation cost to minimize misuse. Project supervision will be intensified and include random site visits. Audits and reviews will cover most expenditure.

Disclosure: Reports on project budgets, outputs and expenditures at community and sub-county levels are not reliably disclosed to communities in a timely way and in multiple, relevant formats (bulletin board in easily accessible public place, website, and radio).

Complaints handling mechanisms (CHM): Citizens do not have available, secure way to register

PIU will formulate minimum standards and media for disclosure, assign and train responsible staff to (a) support implementation of disclosure guidelines; (b) sign-off that the disclosure is being done; c) report when disclosure is not working. Include disclosure at community level and on web site in MIS and monitoring and evaluation framework. . Develop system such that budget tranches will not be transferred to communities, farmer groups who have not complied with disclosure and record-keeping requirements.

MALF and the Bank have agreed on introducing GPS mapping of micro-projects.

PIU will review CHM log, CHM flowchart and

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concerns, complaints about the project that are followed up on.

system with WB team to assess: status of CHM system (are complaints being received and responded to? logged? analysed ;) (b) Staff awareness of CHM responsibilities and training needs. This effort will be reviewed annually or when need arises

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Activity 5.1.3 Monitoring &Evaluation

240. The project will institutionalize a corporate culture. An M&E and Learning System (MEL) linked to the (linked to the National Integrated M&E System. The MEL will monitor progress of project implementation and reporting. The Project will also develop a Knowledge Management infrastructure linked to the national and regional knowledge management systems. Knowledge Management will entail capturing knowledge and innovations generated during project implementation, collating knowledge generated by other stakeholders, sharing and scaling up. The project will be assisted by relevant development partners (e.g. FAO & UNDP) in the process of scaling up promising participatory/community based action planning approaches and modules that have been developed in the ASAL (in areas of NRM, Animal Health, etc.), sharing experiences generated by the project at the regional and national levels.

241. Project Monitoring will be done both at the National and the County levels. The department responsible for livestock development will be the project-implementing agency at the national and county level. The department will designate a Project Team Leader and County Team Leaders who shall be responsible for the day-to-day coordination of the entire project for the entire period of the project. There will also be Component heads for the five components of the project. In line with Bank guidelines the GoK will also second qualified environmental specialists. The necessary support staff, including an accountant and a procurement specialist, will support the Team Leader.

242. Project supervision will be a continuous process but will entail field visits at least every quarter to the county project implementation sites by the County Project Team Leader, and at least two supervisions annually to the counties, by the Project Team Leader and his team. The teams could comprise members of the steering committee when necessary. The supervision teams shall produce back to office reports with clear recommendations after every mission. Funds advanced for supervision will be accounted for in full within 48 hours after completion of the field visit in line with GoK accounting regulations.

243. Performance Reviews: The project Team Leaders will review each team member’s assigned work activities at the onset of the project and communicate all expectations of work to be performed. The project Team Leader will then evaluate each team member throughout the project to evaluate their performance and how effectively they are completing their assigned work. Prior to releasing project resources, the Project Team Leader will provide guidance to every functional manager on employee project performance. The functional managers shall perform a formal performance review on each team member executing a project task.

Monitoring Of Inputs and Outputs

244. The central objective of the monitoring of inputs/activities and outputs is to ensure that they are delivered in a timely fashion and that the processes through which the stated objectives are to be realized are in place. Monitoring allows the assessment of

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progress against planned activities. If problems are encountered, the monitoring system will serve as an early warning mechanism and be of assistance in implementing corrective measures. The indicators to be tracked are mostly quantitative.

245. The overall responsibility of M&E will be vested with the National, project M&E officer who will report to the National Project Team Leader. The County Project M&E officers will be expected to submit Quarterly M&E reports to the National Project office for compilation by the National Project M&E office. The project will establish an M&E System to assist in monitoring progress of project implementation and improve on timely reporting. In units where there will be no ease of internet access, the project will accept use of reporting formats, which can be completed with simple software such as word and excel.

246. Different reporting formats will be used to collect data depending on different implementers and specificity of the component (specific reporting formats will be defined in M&E Guideline). The following project tools will be used for Monitoring inputs and outputs;

247. Project Reports- Final project reports will be posted to the project website for wider consumption. The County Project Team Leaders will compile quarterly and annual progress reports and forward them to the National Project Team Leader. They will also compile reports on the project achievements on the county MTPs, to the National Team Leader and copy to CM&EC. In addition, the counties will prepare monthly statements of expenditure (SOEs) which will be compiled and verified by the County Project Accountant who will in turn forward them to the National Project Team Leader. The reports will be generated from the lowest level of the implementation hierarchy with each county project unit submitting a report to the county project Team Leader. The county Team Leader will forward the report to the national secretariat. It will be the responsibility of the Project Team Leader to ensure reporting compliance in counties.

248. Monthly progress reports – will be prepared monthly on general activities and target achievements of the project for the month by sub- Project Team Leaders. The project accountants will also prepare monthly Statement of expenditure reports.

249. Quarterly RPLRP M&E report- will be prepared on quarterly basis by the county project implementation teams and compiled by the project national office. This will provide information of progress in a 3month period. It is easy to take corrective action when the period is short.

250. Annual progress reports- will be prepared annually through deep interrogation of county M&E reports. Interviews will be conducted with selected county to validate the information. The report will also be presented to stakeholders for final validation, and finalization of the preparation. Indicators achievements will be reviewed and reported on as part of the annual progress report.

251. Meetings – project meetings both by the National Coordination unit, the County units and the steering units will be held as scheduled and when necessary. However, the National and county project implementation teams shall hold quarterly meetings to

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review project implementation progress. In addition, the National Steering Committee shall meet twice per year. The Project Team Leader will hold semi-annual meetings with the County Project Team Leaders to review project progress, emerging issues and approve work-plans and budgets.

252. Audit of infrastructure developed – the Project Team Leader will initiate an audit of the infrastructure development, both for the Water and Market infrastructure after every two years of commissioning the infrastructure development. Qualified government experts (engineers) or private firms could be hired to undertake the audit exercise.

Evaluation of Outcomes and Impact

253. Rapid Baseline: A rapid baseline survey has been undertaken. The purpose of this survey is to inform the overall project design, and to collect information on the preliminary list of outcome results framework indicators so as to quantify the baseline and establish target values for mid-term and end-of-project.

254. Baseline, Mid-term Impact Evaluation and Final Impact Evaluation: The indicators in the Results Framework (Annex.2) will be used in determining rapid and detailed baselines and impact evaluations. Project outcomes will be measured against these indicators. In addition to the baseline two impact evaluations are planned: a mid-term impact evaluation in FY3 and a final impact evaluation in FY5. The baseline is planned before the project launch. The data collection for the baseline, mid-term impact evaluation and final impact evaluation will be conducted through contracted qualified professional service provider.

255. Project Reviews- To strengthen the monitoring and evaluation functions, the project will conduct regular internal and external reviews. A robust internal review mechanism to supplement external evaluations to assess project impact will be put in place. As part of the internal monitoring system, the project will collaborate with FAO, ILRI and other institutions to identify and contract experts in specialized fields e.g. GIS to bridge capacity gaps. The project reviews will include;

a. Project implementation and progress reviews – will be done on quarterly and annually to assess the progress towards achieving the annual project work plans. It will be done both at the County and National level.

b. Project expenditure review – will be prepared on annual basis to provide information on how funds are being utilized in relation to the expected outputs.

c. Mid-term review – will be conducted after two and half years of project implementation. Mainly to assess whether outcomes are being realized.it is expected to lead to review of the strategies and re- tooling to achieve desired results of the project.

d. End term review – will be conducted at end of the five years of the project. This will provide information on performance of project over the five year implementation period.

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256. Surveys and Studies - the project will conduct Mid-term and End term Project surveys to monitor achievements made towards some of the target project indicator and the Project Development Objective (PDO) indicators. Due to costly implication, the project will conduct minimum number of surveys by combining some survey activity where possible. The survey activities to be conducted include;

257. Surveys: Household surveys (mid-term and end-term surveys for the PDO level indicators) - (livelihood pastoral asset situation, access to water, value chain involvement)

a. Market survey -(selected markets on livestock off take and real values of livestock products)

b. Satisfaction surveys - (finance/health services/Early Warning Information)

c. Studies: The Project will conduct case studies and independent studies to monitor achievements of some indicators and project outputs. The studies to be conducted include;

d. Case studies - on adoption of various technologies promoted by the project and the best practices in natural resource management (NRM)

e. Independent studies –on sustainable land management practices, progress of value chain development, progress on protocols ratification and policies harmonization, and Early Warning information.

258. Participatory M&E: The project will also promote and set-up social accountability mechanisms and systems that entrench beneficiary participation in project activities through establishment of a participatory M&E system. The Participatory monitoring & evaluation is a process through which stakeholders at various levels engage in monitoring or evaluating a particular project, Program or policy, share control over the content, the process and the results of the M&E activity and engage in taking or identifying corrective actions.

259. Under this project, county project Team Leaders will provide leadership to the County Project unit. The county project Team Leader or an appointee will work closely with the county M&E committee (CM&EC) established under the National Integrated M&E System(NIMES)to oversee the implementation of the county MTP II for the Kenya vision 2030.

Activity 5.1.4Knowledge Management, Learning and Sharing 260. Learning, knowledge sharing and management are necessary for the project as a whole as it will ensure that beneficiaries learn from other beneficiaries’ experiences and best practices. It will also enhance the knowledge capacity of the implementation team and project partners. Internal learning and knowledge sharing will include stocktaking, case studies, and dissemination of M&E findings and other relevant thematic studies undertaken within the project. External learning will entail stocktaking of best and tested practices from regional bodies and the other project implementing countries. This information will be consolidated and used to strengthen

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capacity of the team. Best practices will be disseminated to inform scaling up of successful investments to strengthen the project

261. Annual workshops and trainings, for sharing of the lessons learned will be organized at national and county level. Trainings on the use of knowledge management system will also be conducted. Semi-annual meetings on Regional and national research agenda setting, feedback, knowledge sharing will be conducted.

262. Communication Strategy - A communication strategy will be developed for the project as a whole. This will significantly contribute to the management of the project activities and enhance social accountability and transparency. A Knowledge sharing platform, which will be established at the regional level and a national project website, will be part and parcel of the communication strategy. The communication strategy will focus on:

a. Improved knowledge and understanding (awareness) of the project.

b. Improved understanding of areas of challenges within the project works.

c. Good practice and lessons learned of the RPLRP shared.

d. Improved Project accountability and transparency through effective communication of beneficiaries’ rights and responsibilities under the RPLRP.

Table 16: Summary Table of M&E Deliverables

Project Activity Frequency Responsibility

1 Project Supervision Quarterly National and County Project Team Leader

Semi- annually National project Team Leaders

2 Meetings on project progress, approval of work-plans and budgets.

Quarterly County project implementation team

Semi- annually National Steering committee

Semi- annually National project Team Leader

3 Project reports

Monthly progress reports Monthly Sub Project Team Leaders,

Quarterly RPLRP M&E report

Quarterly County and National project M&E officers

Annual progress reports Annually National project Team Leader, county project Team Leader.

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Project Activity Frequency Responsibility

Statement of expenditure report

Monthly County and National project accountants

4 Project reviews

Project implementation and progress reviews

Quarterly, Annually

County and National project Team Leaders

Project expenditure review Annually National Project Team Leader, County Team Leader

Mid-term review End of project half life

National Project Team Leader, sub-project Team Leaders,

End term review End of project life

National Project Team Leader, sub-project Team Leaders

5 Project surveys

Household surveys Mid-term and End term of Project

National Project Team Leader

Market survey Mid-term and End term of Project


Satisfaction surveys Mid-term and End term of Project


6 Project studies

Case studies National Project Team Leader

Independent studies National Project Team Leader

7 Audit of infrastructure developed

Two years after start of project


3.5.2 Sub Component 5.2: Regional and National Institutions Support

263. Overview: Kenya is currently adapting to the devolution of governance as stipulated in the recently introduced constitutional changes in the country. Through

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this component, institutional support would be provided as Technical Assistance to the participating ASALs counties in strategic planning, policy development and self-reliance and investment for economic growth. The aim is to speed up the devolution process in areas related to supporting the livelihoods of pastoral and agro-pastoral communities

264. The expected Outcome of providing technical and investment support is enhanced provision of service by relevant National and County institutions on drought resilience. To achieve this outcome the Project will build capacity on policy making, planning and development of drought resilience policies and strategies (including an exit strategy) through targeted technical assistance.

265. RPLRP will support functions at both national and county levels of governments as provided for in schedule four of the Constitution. The devolution and transfer of functions (most of which are currently executed by the national government and planned by Kenya-RPLRP will take place over a three year transition period that will last up to the year 2016 within which county governments will have been expected to develop satisfactory capacity to perform functions assigned to them.

266. The project will facilitate the transition process supporting the application of the integrated county planning and development of county sectoral policies. The project will also support the development of national and county level legislation to align with the constitution. Development of national policy and sub sectoral legislation is necessary to meet the conditions for transfer of functions from the national to the county level. Development of county policy and sub-sectoral legislation will be useful in clarifying the country responsibilities and strategies needed to enhance the devolution process. Upon satisfactory application by individual county governments the national government will conditionally transfer project functions planned under the national government to the county government(s).

Box 16: Summary of Activities and output of Sub-component 5.2

Sub-Component: Regional and National Institutions Support

Responsible Entities: MALF( State Department of Livestock)



Outcome Indicators: Enhanced provision of service by relevant National and County institutions on drought resilience

Output Indicators: Technical assistance Contracts concluded

Main Activities:

facilitate the transition process supporting the application of the integrated county

planning and development of county sectoral policies

support the development of national and county level legislation to align with the

constitution

Support CPIU to develop exit strategy

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4 CHAPTER 4: SOCIAL AND ENVIRONMENTAL SAFEGUARDS MANAGEMENT ISSUES

Introduction

267. The proposed activities under the RPLRP are to be designed at the local level to ensure that they are screened for potential impacts and that they comply with the requirements set out under GoK laws and World Bank safeguard policies.

Environmental

268. The RPLRP is mostly expected to have beneficial impacts on the environment; however, some safeguard policies have been triggered by the project. In accordance with the World Bank safeguard policies, the proposed project has been rated category B(medium risk) under the bank’s policy on environmental assessment (OP 4.01), requiring a partial environmental assessment.

4.1 Safeguard Policies

269. The project has also triggered the safeguard policies OP 4.04, OP4.36 and 4.09 as indicated in table 15.

Table 17: World Bank safeguards policies triggered by the project

Policy Main OP Applicability Environmental Assessment (OP4.01, BP4.01, GP 4.01) OP 4.01 Yes Natural Habitats (OP 4.04, BP 4.04, GP 44.04) OP 4.04 Yes Pest Management OP 4.09 Yes Physical Cultural Resources OP 4.11 Potentially Involuntary Resettlement OP 4.12 Yes Indigenous People OP 4.10 Potentially

270. The safeguard policies that will be triggered by the RPLRP are explained as follows:

271. OP 4.01 (Environmental Assessment): The OP 4.01 has been triggered because there is the potential that implementation of the RPLRP may lead to adverse environmental impacts. Though there are no potential large-scale, significant or irreversible environmental impacts associated with the project. The potential impacts identified are mainly localized impacts associated with activities to be financed under the all the four components of the project (i.e., water supply, etc), which can be effectively mitigated and are addressed in the EMSF identifies the major potential environmental issues that could arise as a result of project interventions and proposes measures to be taken to mitigate these effects, including proposed training and monitoring measures.

272. OP 4.04 (Natural Habitats): The OP4.04 has been triggered due to the potential nature of RPLRP activities to border or operate in natural habitat or protected areas. Kenya has a rich biodiversity and a number of protected areas designated by law. The project areas under the RPLRP encompass a number of natural habitats and / or may border or operate in these areas including two internationally (regional) designated

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areas. The EMSF has identified any potential impacts that activities to be financed under the project may have on natural habitats, reserves or protected areas in Kenya.

273. OP4.09 (Pest Management): The Project could conceivably, through rain-fed or irrigated farming and vaccination crushes, indirectly increase the use of pesticides. In addition, it is conceivable that project funds will be used for animal pesticides, either directly or indirectly. To mitigate against the potential for pesticide use and cumulative impacts of pesticides due to the nature of subprojects, the screening and review system provided in the EMSF will identify the potential for subproject to trigger the OP4.09, and will be required. The implementation plan will outline the potential cumulative impacts as described under the policy, an Integrated Pest Management (IPM) plan recommended during implementation of the project to ensure compliance with the World Bank’s safeguard requirements.

274. OP 4.10 Indigenous Peoples: The World Bank policy on indigenous peoples, underscores the need for Borrowers and Bank staff to identify indigenous peoples, consult with them, ensure that they participate in, and benefit from Bank-funded operations in the RPLRP five components in a culturally appropriate way. The RPLRP SIA reports identified the adverse impacts that can be avoided, or where not feasible, minimized or mitigated.

275. O.P.4.12 (Involuntary Resettlement): The Bank's Operational Policy 4.12: Involuntary Resettlement is triggered in situations involving involuntary taking of land and involuntary restrictions of access to legally designated parks and protected areas as the RPLRP project may provide for in the proposed activities. The policy aims to avoid involuntary resettlement to the extent feasible, or to minimize and mitigate its adverse social and economic impacts. The RPLRP SIA report promotes participation of displaced people in resettlement planning and implementation, and its key economic objective is to assist displaced persons in their efforts to improve or at least restore their incomes and standards of living after displacement. The policy prescribes compensation and other resettlement measures to achieve its objectives and requires that borrowers prepare adequate resettlement planning instruments prior to Bank appraisal of proposed projects.

4.2 Social Safeguards

276. A social impact assessment was conducted in close consultation with communities and Government of Kenya. Table 16 is a summary of the relevant legal statutes applicable to RPLRP

Table 18: Summary of legal statutes applicable to RPLRP based on GoK laws and acts

Legal Framework Functional Relationship to Resettlement

Constitution of Kenya 2010

Constitution of Kenya 2010 recognizes individuals’ right to acquire and own property provided they are citizens of the country in article 40. However, Article 66 of the same provides for the State to regulate the manner in which these rights may

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be curtailed for the benefit of the general public. Article 47 of the Constitution provides for administrative action to override the individual rights but the victim has to be given written reason for the action taken that undermines the right.

The Land Act 2012 Laws of Kenya

It is the substantive law governing land in Kenya and provides legal regime over administration of public and private lands. It also provides for the acquisition of land for public benefit. The government has the powers under this Act to acquire land for projects, which are intended to benefit the general public. The projects requiring resettlement are under the provision of this Act.

Land Registration Act, 2012

The law provides for the registration of absolute proprietorship interests over land (exclusive rights) that has been adjudicated or any other leasehold ownership interest on the land. Such land can be acquired by the state under the Land Act 2012 in the project area.

National Land Commission Act 2012

The act establishes the National Land Commission with the purpose of managing public land and carrying out compulsory acquisition of land for specified public purposes.

The Land Adjudication Act Chapter 95 Laws of Kenya

Provides for ascertainment of interests prior to land registrations under the Land Registration Act 2012 through an adjudication committee that works in liaison with adjudication officers.

The Valuers Act 532

The act establishes the Valuers Registration Board, which has the responsibility of regulating the activities and conduct of Registered Valuers in accordance with the provision of the act.

Environment and Land Court Act, 2011

This act establishes Environment and Land Court, a court with status of high court, which shall facilitate the just, expeditious, proportionate, and accessible resolution of disputes related to land and environment, including compulsory land acquisition, land tenure, titles, boundaries, compensation, valuations, rates, land use and environmental planning.

Community Land Bill 2011

Provides for allocation, management and administration of community land. Establishes Land Allocation Committees and Community Land Board

277. The RPLRP conducted the required safeguard studies. The following reports were produced the following reports:

a. Environmental and social Management framework (ESMF):

b. Pest management plan(PMP)

c. Social impact assessment(SIA

d. Resettlement policy framework(RPF)

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e. Vulnerable and marginalized groups framework(VMGF)

278. These reports were disclosed in the websites of the MALF ON THE 26TH and 28th November 2013 and copies of the reports are available at ALL County PIU’s

279. The social impact assessment (SIA) found that the proposed RPLRP components and activities are generally compatible with the needs of vulnerable social groups in the target locations researched. The project will ensure consultation with the groups identified above and any other socially vulnerable groups that may be identified during planning and implementation process. This will ensure that their specific needs are adequately reflected in the planning process of community development plans. A comparative Analysis of World Bank OP 4.12 and Government of Kenya requirements including measures to address gaps are outlined in table 2 of the RPF report.

280. The social impact assessment also identified through screening and concluded that VMGs are present, or have collective attachment to the project area. Preparation of a specific sub project VMGFs have been done in accordance with the requirements of OP 4. 10 and submitted to the Bank for review before the respective investment is considered eligible for Bank financing under the broader project framework.

281. The social assessment under physical cultural property indicates that the sub-projects and small-scale infrastructure investments will not affect any large cultural, historical and religious resources. At the community level, however, a number of sacred and ritual sites possess religious and cultural importance, and mitigation measures are needed to protect these physical cultural resources. The ESMF has screened and developed procedures and measures to be undertaken in the event that culturally significant materials are discovered during land clearing and excavation.

282. Environment and social management framework: According to the results of the ESMF study the proposed project is medium risk categorized as B requiring the services of an environmental and social specialist linked to the PIU. The ESMF identified environmentally sensitive areas based on their conservation values and / or the vulnerability of the areas to environmental degradation. The sites may either be close enough that the project alignment or could have can have indirect impacts or actually crosses the area. This will help identifying potentially adverse environmental impacts and, where necessary, help guide decisions to: reject a proposed intervention/sub-project; develop and incorporate appropriate mitigation measures before a proposed activity is approved for support; or help establish the requirement to prepare site-specific environmental impact assessments and environmental management plans. The RPLRP will periodically review the use of the ESMF and any other instruments that may be formulated as a result of potentially significant adverse environmental risks associated with a particular intervention or sub-project. The results also identified that both WB safeguard policies and GoK laws are generally aligned in principle and objective.

283. Environmental Assessment (OP/BP 4.01): The RPLRP is proposed as a Category B project, given that it would finance activities, especially those related to groundwater extraction, small-scale irrigation schemes, rehabilitation and upgrading of rural roads,

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establishment of product storage facilities, and introduction of innovative productivity-enhancing approaches that may result in the increased use of agrochemicals such as inorganic fertilizers and pesticides. Since the scope and nature of the sub-projects and their site-specific locations are not known at the time of preparation, the specific instrument proposed for analysing potential environmental risks is an ESMF. Once specific sub-projects are identified, EIAs and/or EMPs will be prepared, as required.

284. Involuntary Resettlement (OP/BP 4.12): The RPLRP will not undertake any sub-projects that will displace people. However, it would support small-scale rural infrastructure that might affect land holdings of individual owners. The RPLRP has developed a separate RPF as part of the SIA.

285. Pest Management (OP/BP 4.09): Although RPLRP funds will not be used to manufacture, or directly purchase or distribute agrochemicals; it is likely that support through the RPLRP will encourage farmers to use more inorganic fertilizer and pesticide. The ESMF has responded sufficiently to this concern by specifying actions that must be undertaken to minimize the environmental, health, and safety impacts of pesticide use through the PMP. The environmental and safety hazards are identified or expected from the use of agrochemicals, the project has prepared Pest Management Plans (PMPs)/Integrated Pest Management Plans (IPMPs) prior to commencement of the sub-projects.

4.3 Safeguard Management Capacity

286. Ministry of Agriculture, Livestock and Fisheries, State Department of Livestock production, has experience working with Bank projects but would need support to augment safeguards management and oversight capacity. Safeguard management augmentation would likely be sourced and secured from country-based allies including Ministry of Environment, NEMA, the regional authorities responsible for environmental management and protection, and local consulting firms. During the implementation phase, resources would be allocated to enhancing the capacities of public, private, and civil society capacity for environmental and social management, including those outside safeguards such as gender, participation, inclusion, and elite capture. The PIU will have a full-time Environmental and Social Safeguard Specialists, who would be responsible for safeguards as well as wider social issues such as increased participation of women and youths in the RPLRP.

4.4 Safeguards Implementation

287. ESMF Implementation Arrangements: In Kenya, it is a mandatory requirement under EMCA 1999 for all proposed development projects to be preceded by an ESIA study. However, prior to developing an ESIA, a project proponent is required to prepare a project report to aid NEMA in making a determination whether a full scale ESIA is necessary or not. Thus, under the laws of Kenya, environmental assessment is fully mainstreamed in all development process and starts with a screening process, which is consistent with World Bank safeguard policies o EA that calls for mandatory screening as well to determine the rating category and the required follow up actions.

http://intranet.worldbank.org/WBSITE/INTRANET/OPSMANUAL/0,,contentMDK:20064610~pagePK:60001255~piPK:60000911~theSitePK:210385,00.html

http://intranet.worldbank.org/WBSITE/INTRANET/OPSMANUAL/0,,contentMDK:20064675~pagePK:60001255~piPK:60000911~theSitePK:210385,00.html

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288. The main organization responsible for implementation of ESMF is the Ministry of Agriculture, livestock and fisheries (MALF), state department of livestock. The coordination unit will have a Team Leader and the following specialist assignment under the Team Leader: component heads, environmental and social safeguard specialist, gender specialist, monitoring and evaluation specialist, procurement specialist, financial management specialist. PIU is also responsible for the implementation of the ESMF. For the overall supervision of the implementation of ESMF, Environmental and Social specialists is recruited.

289. MALF through PIU will play required role in the implementation of ESMF. It will ensure that the applicable World Bank Safeguard Policies and Kenyan Environmental and Social legislation are enforced

290. Vulnerable and marginalized communities Implementation Arrangements OP 4.10 requires that a process of free, prior, and informed consultation, with the affected vulnerable and marginalized communities, of the potential adverse and positive effects of the project be designed and used in consultation. Some of the proposed RPLRP investments will result in significant adverse impacts for vulnerable and marginalized communities and as such the VMGs. There is therefore need for environmental and social specialists in the RPLRP/ PIU to evaluate the projects’ potential positive and adverse effects on the VMGs, and to examine project alternatives where adverse effects may be significant. Also Free, prior and informed consultation (FPIC), in relation to activities taking place on indigenous lands, will be conducted whereby affected vulnerable and marginalized communities, will freely have the choice, based on sufficient information concerning the benefits and disadvantages of the project, of whether and how these activities occur, according to their systems of customary decision making. Furthermore, a separate standalone VMGF will establish an appropriate gender and inter-generationally inclusive framework that provides opportunities for the above consultation at each stage of project preparation and implementation by RPLRP in consultation with local civil society organizations (CSOs) identified by the affected Vulnerable and Marginalized Groups.

4.5 Resettlement Implications of RPLRP

291. During the implementation of the RPLRP, particularly Component 1, 2, and 3 specific sub projects are likely lead to acquisition of a sizeable portion project sites. This is likely to lead to land acquisition on a permanent or temporary basis and will likely livelihoods. The impact will vary in degree depending on the nature of investment under the RPLRP. For instance, the building of earth dams and other structures could result in the total loss of land, assets, and livelihoods of the communities in the sub project area. Other investments such as boreholes may cause land takeover and may not necessarily cause physical displacement of a great number of people. The RPLRP will initiate the preparation of specific Resettlement Action Plans (RAP) for each sub project resulting in relocation and displacement based on the RPF.

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4.6 Stakeholders, consultation, and disclosure

292. The key stakeholders are the RPLRP affected communities of the selected 14 counties, the MALF, NDMA, and the Environmental Protection stakeholders at national and county level. The private sector, research, academia, and civil society constitute another category of stakeholders who will engage in delivering specific services and benefitting directly or indirectly from the RPLRP. The ESMF will be disclosed locally in all the RPLRP counties. The inputs from the Social Assessment and consultations have been reflected in the design of the RPLRP CPD (such as: identification and mitigation of the Physical Cultural Resources and the identification of the “vulnerable social groups” within the counties).

293. The inputs from the stakeholder consultations and disclosure have been incorporated in mitigation plans of the ESMF and RPF. Copies of all relevant safeguard documents will be on display at all these offices for use and reference by the public. Public disclosures at the grassroots level in the form of workshops have been done as part of the awareness raising and training, to prepare the counties, and communities for the planning process. The ESMF has also be disclosed to the World Bank’s Info-shop and public locations at a national level including the website of the ministry responsible for the project prior to project approval.

4.7 Screening Process:

294. All sub projects will undergo a screening process after completion of a standard screening form which will facilitate the identification of potential environmental and social impacts, determination of their significance, assignment of the appropriate environmental category, proposal of appropriate environmental mitigation measures, or recommend the execution of an Environmental and Social Impact. Once a project report is submitted to NEMA (with branches in all counties), a decision is made. The screening process could result in any of the following determination;-

a. ESIA report

b. A stand-alone ESMP or

c. No further environmental study

295. If an ESIA report must be prepared, the RPLRP will identify independent NEMA registered expert(s) to prepare an ESIA report in accordance with the EMCA.

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5 CHAPTER 5: PROJECT COSTS AND FINANCIAL MANAGEMENT

5.1 Costs and Financing Plan

296. The total project cost for the Regional Pastoral Livelihoods Resilience Project (RPLRP) is US$ 98.01 million that is based on the overall allocation by IDA of US$ 77 million and Government contribution of US$ 21million over the period of five years as summarized in the table below. The funding from IDA will go towards operationalizing the RPLRP’s five components which include provision of operation allowances for project implementing staff.

Table 19: IDA Cost of Regional Pastoral Livelihoods Resilience Project (RPLRP)

Components & Sub-Components Total (KES ‘000)

Total (US$ ‘000)

A. Natural Resource Management 1. Water Resource Development 670,818 7,892.0 2. Sustainable Land Development 828,298 9,744.7 3. Access to Natural Resources 86,587 1,018.7 Subtotal 1,585,703 18,655.3 B. Market Access and Trade 1. Market Support Infrastructure and Information Systems 588,738 6,926.3 2. Livestock Mobility for Trade of Livestock and Livestock Products 826,023 9,717.9 Subtotal 1,414,761 16,644.2 C. Livelihood Support 1. Livestock Production and Health 915,323 10,768.5 2. Food and Feed Production 176,610 2,077.8 3. Livelihoods Diversification 229,776 2,703.2 Subtotal 1,321,709 15,549.5 D. Pastoral Risk Management 1. Pastoral Risk Early Warning and Response Systems 369,538 4,347.5 2. Disaster Risk Management 186,882 2,198.6 3. Contingency Fund (ZERO Budget) - - Subtotal 556,420 6,546.1 E. Project Management and Institutional Support 1. Project Management, M&E, Learning, Knowledge Management and

Communication 1,100,229 12,943.9 2. Regional and National Institutions Support 308,570 3,630.2 Subtotal 1,408,799 16,574.2 Total Baseline Costs 6,287,391 73,969.3 Physical Contingencies 96,313 1,133.1 Price Contingencies 1,045,924 1,8497.6 Total Project Costs 7,429,628 77,000

Financing: Financing of RPLRP is presented in Table 20. IDA financing is US$ 77 million,

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Table 20: Estimate of Project Costs and Financing Plan by Component (US$)

Component /Sub-component Project cost (US$ '000)

IDA GoK Total Natural Resource Management 18,655.3 18,655.3 Market access and Trade 16,644.2 16,644.2 Livelihoods Support 15,549.5 15,549.5 Pastoral Risk Management 6,546.1 6,546.1 Project Management and institution Support

16,574.2 11,814.6 28,388.8

Safeguards interventions 9,205.0 9,205.0

Total Baseline Cost 73,969.3 0 94,988.9

Physical Contingencies 1,133.1 0 1,168.2

Price Contingencies 1,897.6 0 1,840.5

Total 77,000.0 21,019.6 98,019.6

Details of project costs are detailed in PIM Vol II.

5.2 Resource Allocation

297. The Project activities will be implemented in 14 counties chosen in the Country out of the 23 ASALs. The following criteria common to Ethiopia and Uganda were used for selection of Counties for project implementation in Kenya:

a. Vulnerability to Recurrent droughts

b. Cross border/Trans-boundary Resource based Conflicts prone areas,

c. Trans-boundary livestock trade routes

d. Clustering around common issues e.g. geographic

298. The resources obtained from the WB loan and the in kind support from the State (MALF) and the beneficiaries (Counties. Sub-counties and communities) will be allocated to implement the programs.

5.3 Fund flow and financial management

299. An effective an efficient financial management system is vital for the project because of the importance attached to the quick delivery of project services and goods to a wide variety of stakeholders. The objectives of the Project’s financial management system are to: (i) ensure that funds are used only for their intended purposes in an efficient and economical way while implementing agreed activities; (ii) enable the preparation of accurate and timely financial reports; (iii) ensure that funds are properly managed and flow smoothly, rapidly, adequately, regularly and predictably to implementing units at

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various levels (National and county governments); (iv) enable program management to efficiently monitor Project implementation; and (v) safeguard the Project’s assets and resources. RPLRP will have a project financial management manual which highlights the budgeting, accounting, internal control, fund flow, financial reporting and auditing aspects of the Project.

Budgeting

300. Work plans and budgets from County Coordinating Units (CPIU) will be submitted to the Project Coordinating Unit (PIU) for harmonization and consolidation and also inclusion in the overall Ministerial budget.

Funds Flow and Bank Project Bank Accounts

301. World Bank will be remitting funds to Designated Account (DA)-dollar account, the National Treasury will then instruct Central Bank of Kenya to transmit funds to Project Account through Parent ministry. The project account will be a Kenya shilling account and opened at a local commercial bank. Signatories of the project shall be project Team Leader, project accountant, Head of accounting unit at parent ministry and his/her deputy.

302. Project will also open segregated local commercial bank accounts in each of the implementation counties where part of loan proceeds will be transmitted by RPLRP to finance project activities. The account will be operated by the County Project Team Leaders and the Sub Counties National Treasury accountants as the signatories.

303. Where counterpart funds towards project is involved, flow of GoK funds will take country systems where, based on Exchequer issue, Central Bank of Kenya will transfer funds from Exchequer to ministry’s development account and disbursement to suppliers made.

5.4 Payment Process

304. The project will adopt country accounting systems when processing payment documents and Treasury circular no 3 of March, 2000 on donor funded project will be a reference point. Project Team Leader and County Project Team Leaders will be issued with Authority to Incur Expenditure (AIEs) by the Accounting Officer- Ministry of Agriculture, Livestock and Fisheries.

At PIU Level

305. It is the responsibility of PIU to generate and authorize project payment documents. Authorization of payments is by the Project AIE- holder who will be Project Team Leader. The document will then be submitted to parent ministry for verification/voucher examination before it revert to PIU for further processing and subsequent disbursement through the project account.

306. It is important that all facilities including Integrated Financial Management Information Systems (IFMIS) which may assist the project to fast track payment processes be extended/ provided to the project.

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At County Level

307. The CPIU is responsible for generation and authorization of project payment documents. Authorization is by County project Team Leader (AIE- holder). The CPIU will then submit the documents for processing and payment to Sub- County National Treasury. County Project Team Leader and Sub County National Treasury accountant are signatories to project account at county level. Once payment is made, payment documents must be kept by PIU under lock and .key.

5.5 Internal Control

308. This entails issues authorization and approval of payments including adequate segregation of functions and internal audit. At PIU, Ministry Internal Audit will conduct regular fiduciary reviews covering project activities and KENAO will conduct in- year rolling audits of project activities including counties. Project Coordinating Unit (PIU) will set up elaborate MIS systems which will address financial and procurement data at both PIU and the counties.

5.6 Reporting

309. Project is on Statement of Expenditure (SOE) method of disbursement. PIU to submit periodical expenditure report to PIU within 15 days after end of each month and PIU to consolidate and submit quarterly Interim Financial Report (IFR) to world bank within 45 days at the end of each quarter.

5.7 Auditing

310. Kenya National Audit Office (KENAO) will conduct both in- year rolling and annual audit of the project.

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Government of

Kenya, National

Treasury (Borrower)

The World Bank

International

Development Agency

(IDA)

Central Bank of

Kenya

Commercial Bank

(In-Shore Account)

Executing

Agency

(Ministry of

Agriculture

Livestock

and

Fisheries)

Project

Implementa

tion Unit

(PIU)

Consolidated

Fund Account

MALF

Development

Exchequer

Commercial Bank

COUNTY LEVEL Commercial

Bank

Supplier

Payees

County

Project

Count

y

Key: Movement of funds donor component

Instructions

Counterpart funds

movement

Figure 3: Flow of funds

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6 CHAPTER 6: PROCUREMENT AND CONTRACT ADMINISTRATION

6.1 Introduction:

311. The public procurement system in Kenya covers all government entities which include the national government, county governments, state corporations and other State and None State agencies that purchase goods works and services using public resources in accordance with the provisions of the new public procurement law (PPL) i.e. The Public Procurement and Disposal Act (PPDA) of 2005 which became effective in January 2007. Section 8 (1) of the Act establishes the Public Procurement Oversight Authority (PPOA) that sets the rules , procedures and institutional arrangements that the public entities should follow in the management of the public procurements, The Act also provides mechanisms ( including capacity building) for enforcement of the law. The PPOA provides oversights, functions in mentoring compliance with rules and procedures. Currently GoK is revising the Law to align it with the new constitutions.

6.2 Project Procurement process

312. Some of the provisions of the Act adopted by the MALF are consistent with the WB and will be clearly indicated in the financing agreement. For example, tender opening and tender valuation committees are appointed by the PS of SDL as needed. The decisions of the valuation committee are submitted for approval by the Tender Committee before signing by the MALF’s Accounting Officer. Also bidding documents are prepared jointly by the Technical Departments through the support of the procurement staff and are issued to the public by the CPIU’s Procurement Unit

313. The Procurement Manual will provide guidelines for administering the procurement of works, goods, consulting services and training. The manual also provides the guidelines, which recipients use in handling procurement. The project will procure the following items, works (including buildings, access roads, earth dams, market yards,) consultancies, and goods including equipment for office use, laboratory use, furniture for office use, computers and accessories, printers, copiers, motor vehicles, motorcycles and communication, minor goods for operational purposes including vehicle repairs, maintenance, fuel for motor vehicles, accessories for computers, cleaning services, internet services. Due to existing capacity limitations within the counties, the procurement activities in the project will initially be centralized at the RPLRP- PIU (National Project Implementation Unit - PIU). This situation will be reviewed from time to time based on the evolving capacity of the county coordination units. The project will hire one procurement specialist and two procurement assistants at the PIU. Each CPIU will also be staffed by a procurement assistant. Procurement staff of the project will undergo mandatory training on Bank procedures. The details on procurement principles and procedures are contained in the Procurement Manual.

6.3 The Relationships and Capacities of the Procuring Entities

314. The organizational relationship between the procurement entities at MALF’s and RPLRP has been elaborated and streamlined. Procurement services for the project will be

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provided by a procurement unit established in the Project PIU. Support services by the MALF to the Project procurement unit will include: advertising tenders, evaluating tenders through tenders committee and awarding of contracts. The contracts under the project will be managed by the procurement Unit. The unit will also be responsible for safe keeping of stores and dispatch to beneficiaries.

315. The RPLRP procurement Specialist will be responsible for procurement planning, bid preparation, tender document preparation, facilitate the process of obtaining “No Objection”, follow up and reporting on all project procurements. Similar functions will be done for items procured at the county level.

Forms and Formats to Be Used:

316. Existing standard bidding documents available from the Bank will be used for all procurements. However, quotations and inquiry forms may be used by each County in inviting suppliers’ offers, particularly when it becomes important to use County level shopping methods of procurements.

6.4 Dual Reporting Lines to be authorized

317. There will be a system of “dual reporting” whereby all County Implementing Agencies will submit technical reports to PIU and administrative reports to their respective agencies. The County Government Staff seconded to the Project will report to the National (PIU) through their respective CP Team Leaders. County Governments in the project area will therefore commit themselves for dual reporting by CPSC members first to the PIU through the County Project Steering Committee and to their Administrative supervisors. Commitment in a form acceptable to the National PIU will be a condition for disbursement of funds to the County.

6.5 The Need to Comply with Reporting Timeliness:

318. This issue refers to compliance with reporting timeliness. As procurement reporting is mandatory, beneficiaries and procuring entities are required to meet the periodical reporting dead-lines as specified, so that the reports could be consolidated at the Centre and are ready for review by thePTLU, National Steering Committee and other stakeholders. Strict instructions shall be given to the lower functionaries to comply with the above-mentioned disciplines.

6.6 The Need to Authorize Procuring Entities

319. This issue relates to the guidelines to be applied, i.e. public procurement and disposal Act of 2005, or the World Bank procurement Guidelines. However, using the latter guideline will be adopted as it is more efficient. Where the provisions of the two documents conflict, World Banks procurement guidelines will be used.

6.7 Delegation of Authority to Commit Procurement Contract or Sign Cheques

320. This issue relates to the limit of delegation to RPLRP-CU (PIU) and other Procuring entities in the Project areas (CPIU). The Accounting Officer will delegate to the Project

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Team Leader the authority to manage and sign off cheques from funds in the Project account as provided in the financial agreement. The Project accountant will be an alternate signatory to all such payments. The Accounting Officer in the ministry will be responsible for signing all contracts of the project which shall be witnessed by the Project Team Leader.

6.8 The Need to Use Existing Programs Tender Committee

321. The National Project Implementation Unit (PIU) will use the existing tender committee within the Ministry of Agriculture, Livestock and Fisheries whose decisions shall be final.

6.9 Relationship between the RPLRP-PIU Procurement Specialist and the Head of Supply Chain in the Ministry (MALF)

322. This issue relates to the relationship between RPLRP- PIU Procurement staff and the Head of the Supply Chain Management in the Ministry. The objective of introducing such format is to ensure efficient and effective procurement processes. The system will enable tracking of bottlenecks in the processing of procurement documents with a view to enforcing the necessary corrections. Thus, important dates of requesting specifications, transferring tender documents from the RPLRP-PIU to the tender evaluation committee, date of sending evaluation reports to the approving body, date approval is Received , date contract is sent for approval (consent), date on which the signed contract is received back within the RPLRP- PIU etc. can be tracked from the tracking format. In addition, all communications between the RPLRP- PIU’s Procurement Specialists and the Head of Supply Chain Management in the Ministry shall be done in writing to enable evaluations. The evaluation of whether or not certain activities have been done within a reasonable time will be checked against the time frame or duration shown in the procurement plan.

6.10 Broad Division of Labour on Procurements

323. All purchases involving NCB, ICB, and LIC will be handled by the RPLRP- PIU and presented to the Head of Supply Chain Management in the MALF for submission to the Ministerial Tender Committee which will consider the contract for award.

6.11 Procurement at the county level

324. Procurement at County level will be restricted to operational items that are not subject to bank prior review. The procurement manual allows Project areas to conduct their own procurements in line with the procedures in the operational manual. The limit of authorization to commit procurement for Counties shall be as provided by the Bank from time to time.

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ANNEXES

Annex 1: Project Governance Action Plan

325. Arising from lessons learnt from previous World Bank supported projects, RPLRP will adopt the following action plan that shall be reviewed from time. The most of which are detailed and provided in the statutory guidelines

Table 21: Action plan for Governance in RPLRP

Issues Action needed Policy and Status on the action

Corruption and Fraud

All Staff who according to an audit Report will have misappropriated funds will with immediate effect be separated from the project. Government officers will have their cases referred to their respective Ministries for necessary disciplinary action according to the Civil Service Code of Regulations

Recruitment of new staff through an independent Recruitment Firm

All suspected cases of fraud to be investigated and appropriate action is taken

Audit on all un procedural payments with officers liable for offenses disciplined. Kenya Anti-corruption commission (KACC) requested formally to investigate fraudulent transactions and staff wrong doing and take the cases to court.

Management of Imprests

Lump sum imprests not to be taken by technical officers on behalf of groups but each person to be responsible for own imprests for DSA and group imprests are taken by accounts personnel.

Imprests to be wired directly to individual accounts to avoid huge case handling and collusion

Treasury has issued circular providing guidelines.

The wiring of imprests to follow treasury revised guidelines on management of cash transfers to individuals and institutions.

Financial and procurement manual to

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reflect this issue.

Payment of sitting allowances

Payment of Allowances be reviewed and standardized after discussions with the Treasury and the Directorate of Personnel Management with clear guidelines on eligibility and criteria for the payments

All the staff will strictly adhere to treasury circulars on fiduciary management alongside the financial and procurement manuals developed for the Project.

Capacity Building Workshops and Seminars

IDA to provide a No -Objection to all training packages within provided thresholds

Training activities to be audited twice a year.

Training approval to be issued by thePTL after issuance of the “No Objection” by the Bank.

Auditing of training to be conducted bi-annually

Payments for trainings to be done directly to the training institutions.

Reputable Government institutions may be used in line with existing government regulations.

Other institution will only be involved when no Government institutions is available

Financial & procurement manuals developed and all projects fiduciary activities will be in line with this.

Management of trainings

Ministerial Audit committee to be constituted consisting of competent professionals so as to provide effective management oversight over the project activities. TORs for the audit committee to be provided by IDA..

Audit committees will be constituted and operationalized

Proactive Management of Project Financial issues

The Project Financial Management Manual to address likely internal control weaknesses t and in particular to provide for stronger social accountability mechanisms including public reporting of the Project FM information to beneficiary communities and other stake-holders. Information to

Financial & procurement manuals have been developed with this recommendation incorporated.

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include

Annual Project budget (per head office and sub-county);

Disbursement per County and community group (including SLD, micro-projects capacity building etc);

Audited Accounts; and

Annual fiduciary review reports by IAD

Recruitment procedures for Project management and fiduciary staff to be part of the FM Manual to ensure that it is merit-oriented and to avoid political patronage and protection of incompetent and corrupt staff.

Provisions of the revised Project Implementation Plan (PIP) to be strictly adhered to in future staff recruitments.

The Government through the Directorate of Personal Management (DPM) will be requested to attach a human Resource Officer to oversee the recruitment process).

Guidelines on Financial Management

Funds released to communities to be treated as advances and accounting is through the quarterly IFR contrary to the current practice. Follow-up and recovery of funds outstanding for more than two quarters.

Constitute a Finance committee as well as the Audit committee to monitor implantation of the Frame work and Action Plan. The committees should be established immediately while the Risk management Policy Action Plan should be availed with time-bound targets. Bank to agree on the TORs for these committees

Support GoK Internal Audit to review Project once a year

Committee constituted consisting of senior Ministry official chaired by a senior officer appointed by the principal Secretary

A budget line to be included for a more intensive audit by IAD annually until internal controls have been tested and proved effective

Risk management

Develop MIS tools to be made fully operational within six months after effective date and will be used as the only tool for financial data management at the Headquarters and County level. Its adequacy to be confirmed by the Government information Technology

System will be fully operationalized at the headquarters and proper reporting formats developed together with the County team so that the

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Department (GITs). MIS is relevant and capture data needed for management decisions at all levels and producing useful reports for all levels.

Recruit of the Monitoring and Evaluation Officers who will be based at the County level. One of his/her key responsibility is to generate reports in a form that communities can read and understand. Reports generated are disclosed to communities and set to PIU and the World Bank concurrently.

Recruit a Communications Officer whose roles will be to develop project communication strategy that will embed disclosure, and Social Accountability enhancement at the local level

30% community Contribution (where applicable) be monitored, Records kept and monetary contributions be encouraged and all “ soft costs” t communities be discouraged so that community ownerships enhanced

This will be adhered to strictly. The CDD Manual will provide guidelines

All monitoring reports are discussed by PIU on quarterly basis and the decisions made shared with the Permanent Secretary with a copy to Treasury and the World Bank.

Audit reports approved by the Fiduciary oversight committee will be discussed during this period.

Disclosure of funds allocation at County level.

Social Accountability mechanisms already in place in most sub-counties will be

Minutes of County Steering Committee (CSC) on the Project activities to be made public.

Minutes will be available for inspection at all CCUs at all times.

Set up anti-corruption safeguards at the headquarters, County and community level; this will include the following:-

Reporting of disbursed funds to be published in local media bi-annually.

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strengthened Public reporting of funds disbursed

Support on Social Audit per County every year.

External CSO Report produced after this social Audit shared with Permanent Secretary and the World Bank

Training staff on corruption prevention, creating awareness at community level on corruption red-flags and reporting.

Training on integrity will be part of the induction of all new staff.

Project to provide guidance to various stakeholders on what kind of issues they are to report on to cover areas that will add value to project development objective.

Case studies of audit Report prepared and discussed at all levels as a mitigation measure

Information availed to the civil society to be utilized in corruption debate

Sanctions for wrong doing at the County level implanted

County specific sanctioning and isolation be applied for future Fraud related cases

Working with no state actors to monitor use of resources at the community level

Introduction of community Score Cards

Integrity training will be planned for staff as part of the anti-corruption measures.

All information related to audit will be availed to Civil society and general public at large.

Project to manage fuel and fleet management that includes monitoring the cost of repairs per vehicle by strengthening control measures for fuel and fleet at all levels. This will include mechanisms to receive monthly returns for vehicle management from all areas that the vehicles are stationed. Mileage from weekend use will be captured and available for audit.

The logistics assignment will be assigned to a specific officer at headquarters and every CCU. Car tracking devices will be installed in project vehicles.

The officer will assume full responsibility of fuel and fleet management

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and reconcile all records every month.

Fuel and fleet management be incorporated in the MIS system under particular officer. all vehicles to be installed with tracking devices

The recording of fuel and vehicle management data will be on a monthly basis and compared across sub-counties to identify discrepancies.

The tracking devices will be installed in Project vehicles and project management will be able to view the vehicles live on line – the Vehicle tracking will be able to provide current and history on location, consumption of fuel,

Disbursement Issues

Adopt the World Bank 6 months prescribed ceiling of US$ 5,000,000 fixed advance for withdrawal application

The project life will be adjusted to comply with this requirement work plans will also be adjusted to fit this requirement after discussion and approval by the TTL and the Fiduciary oversight committee.

Inflated projections of disbursement requests to be avoided

Modify the reporting format for the Financial Monitoring Report and Monitoring and Evaluation report to capture individual transactions at community and project level in the MIS and include an aging analysis on micro project

Project has already incorporated this provision in the current version of the MIS. The FMR to be accompanied by a physical progress report of each of the activities in which expenditures has been incurred.

Lack of detailed TTL to provide an approval of all This to be adhered to as

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information to support use of funds

withdrawal applications before submission to treasury.

recommended

Rejection of withdrawal application

An independent procurement review/audit within three months:

i)To provide an independent assessment of the performance and management of the procurement process, and

ii)To provide objective information on precise findings and recommendations for the improvement of institutional structures and procedures

Suspected and/or attempted fraudulent transaction in the procurement process

Inspection and Acceptance Committee (with necessary competencies documented and verifiable through audit) established to verify goods qualify, pricing and quantity in future contracts. Conflict of interest to be managed by segregating duties. This will be in accordance to the GoK Procurement Law

Collusion of Project staff leading to acceptance of substandard goods and/or payment of non-existent goods and services

Establishment of Procurement and Inspection & Acceptance Committees in all Project sub-counties.

-Each committee to have a community representative.

Engage an independent consultant on a frame work contract to carry out verification of goods and works supplied. GoK to request WB to provide training of these Committees once appointed.

Inspection of Procurement, Inspection & Acceptance Committee constituted and operational up-to the community level.

Award of contracts on the basis of non-existent? Fictitious quotations.

Sanction all firms and individuals who will have been found to have participated directly or through an agent in corrupt, fraudulent, collusive, coercive, or obstructive practices in competing for, or in executing the contracts. GoK to debar these

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contractors from participating in Bank funded projects. Once fraud is determined, recovery of assets is initiated.

Fraud and corruption from suppliers and contractors

All bidding documents for procurement activities shall include a provision requiring suppliers and contractors to permit the Bank to inspect their accounts and records and other documents relating to bid submission and contract performance and have them audited by auditors appointed by the Bank if deemed necessary – this according to the New WB procurement Guidelines.

Bidding documents to be included this provision

Award of contract on the basis of inflated prices

Quality control on all tender documents prepared prior to issuing of tenders and award of contracts.

Engage Consultant on framework contract basis to review all civil works, bidding documents before bidding.

The procurement committee to perform this role assisted by the SLD Team Leader

Insufficient tender and contract documentation for works contracts

Enhance the approval process for verification of valuations for work by incorporating the SLD Team Leader in approving applications for interim certificates

Strengthen community participation in project implementation by creating administrative structures/committee for additional accountability and oversight in works contracts.

Each County will have monitoring team incorporating a CSO representative

The revised manuals in CDD, Procurement and Financial manuals to be adhered to strictly

Overpayment of works contracts in the interim certificates

Procurement plans to be prepared at HQ and County level and share with the Bank for review and approval. PIU to review all distracts plans and are submitted to the Bank as attachment to the overall Plan

Procurement plans to be completed immediately the work plans are finalized and submit to the World Bank.

Lack of adequate procurement

All assets at the HQ and sub-counties including motor vehicles and equipment to be tagged/ branded. Oversight on

Finalized at the HQs in the sub-counties

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planning GoK assets to adhere to GoK procurement law from acquisition to disposal

Poor Control over asset, Non-maintenance of Asset Registers, and Asset tagging/branding

Advertise for project staff intake at national and County level.

Managing institutional changes and enhancing

Build trust and confidence. Organize a workshop facilitated by an expert that will define and take staff through new procedures, to map post-informal suspension community outreach approach

To be incorporated during the induction workshop for new staff February/March 2012

Integrity for staff at all levels

Training in Ethics and anti-corruption for staff at all levels and invite the Bank to provide input in the training materials.

To be conducted during Induction training when the new staff are on board.

Case studies of Audit Report released to all staff and discussed at all levels. These cases to be used as workshop training tools.

Final reports to be used as reference points for good governance in the project

5

5

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Annex 2: Results Framework and Monitoring

KENYA: Regional Livelihoods Resilience Project (RPLRP). Project ID

Project Development Objective (PDO): Enhance livelihood resilience6 of pastoral and agro-pastoral communities in cross-border drought prone areas of selected countries and improve the capacity of the sector country governments to respond promptly and effectively to an eligible crisis or emergency.

Project Development Objective Indicators

Unit of Measure

Cumulative Target Values

Frequency

Data Source/

Methodology

Responsibility for data collection

PDO Level Results Indicators Core Baseline YR1 YR2 YR3 YR4 YR 5

1. Percentage death rate of livestock (cattle, goat) kept by pastoral and agro-pastoral households targeted by the project

1.

l

% Normal Yr. Cattle 10% Goats 12%

9.7% 11.6%

9.1% 10.9%

8.2% 9.8%

7.5% 8.4%

7%7 8.4%

Baseline Y3 and Y5

Regular monitoring Midterm and final year evaluation

M&E Officer

% Drought Yr. Cattle 22% Goats 17%

21.6% 16.6%

20.3% 16.0%

18.3% 15%

16.6% 14%

14.6% 13%

Baseline Y3 and Y5

Regular monitoring midterm and final year evaluation

M&E Officer

2. Percentage change in Number of animals traded in

% Normal Yr. Goats: 0% Cattle: 0%

1.0%

2.5%

4.5%

5.2%

6%8

Baseline Y3 and Y5

Regular monitoring LMIS

M&E Officer

6 Livelihood resilience under RPLRP is defined as: (i) sustained and maintained assets of pastoralists and agro-pastoralists and (ii) sustained and maintained means of making a living, both measured indirectly

by death rate of livestock kept by agro-pastoral/pastoral households targeted by the project; and (iii) strengthened livelihood activities and income measured indirectly by improved income opportunities from livestock (in terms of volume and value of livestock products that are cross-border traded in selected project markets.

7 The absolute target for this indicator over the project life is 3% for cattle and 3.6% for goats in a normal year

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selected project markets

2.

change Sheep: 0% 0.4% 0.5%

1.5% 2%

2.6% 3.5%

3.6% 4.5%

4.1% 5.5%

reports RPLRP midterm and final year evaluation

% change

Drought Yr. Goats: 0% Cattle: 0% Sheep: 0%

-2% -1.5% -1.4%

-3.5% -3.1% -3.8%

-5.5% -4.9% -5.3%

.7.2% -6.6% -7.1%

-9% -7.4% -8.5%

Baseline Y3 and Y5

Regular monitoring LMIS reports RPLRP midterm and final year evaluation

M&E Officer

3. Value of animals traded in selected project markets9

% change

Normal Yr. Regular monitoring LMIS reports RPLRP midterm and final year evaluation

Goats: 0 1.15% 3.0% 5.4% 6.2% 6.6%

Sheep: 0 0.5% 1.8% 3.1% 4.3% 4.5%

Cattle: 0

0.9% 2.4% 4.2% 5.4% 6.0%

% change

Drought Yr. Regular monitoring LMIS reports RPLRP midterm and final year evaluation

Goats: 0 2.4% 4.5% 7.1% 8.6% 8.1%

Sheep: 0 1.87% 4.07% 6.3% -7.9% 9.3%

Cattle: 0

1.7% 4.9% 6.8% 8.5% 9.3%

8 The objective monitored

9 Value will be calculated from the total number of animals traded

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4. Time lapse between early warning information and response reduced

Days/weeks

12 weeks 8 weeks

6 weeks

<2weeks

<2 weeks

<2 weeks

Baseline Mid term Final

Regular monitoring RPLRP mid-term and final year evaluation

M&E Officer

Direct project beneficiaries

5. Number of direct Project beneficiaries (number) of which (percentage) female

No.

% Female

0 0

30,000 30%

2120,000

480,000 >35%

522,000

557,760 >40%

Annual after mid-term

Regular monitoring RPLRP mid-term and final year evaluation

M&E Officer

.

INTERMEDIATE RESULTS

Cumulative Target Values

Frequency

Data Source/ Methodology

Responsibility for data collection Indicator Name

Core

Unit of Measure

Baseline YR1 YR2 YR3 YR4 End Target

Intermediate Result 1: Infrastructures for improved access to water resources for pastoral and agro-pastoral communities realized and sustainably managed

6. Number of water infrastructures10 along cross-border migration routes rehabilitated or newly built under the project that are operational and sustainably managed

No. 0 7 37 70 95 95 Annually after Y1

RPLRP reports MEWNR WUAS Regular monitoring

M&E Officer

7. Percentage of pastoral % Normal Yr. 0

5%

15%

35%

45%

>50%

Annually after mid

Regular monitoring

M&E Officer

10 infrastructure include: water pans, earth dams, shallow wells, boreholes and rock catchment

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households in the project sites with improved access to water through project infrastructures rehabilitation and development

Drought Yr. 0

5%

15%

35%

45%

>50%

term RPLRP reports MEWNR WUAS

Intermediate Result 2: Pastoral and agro-pastoral land sustainably managed increased

8. Land area (hectares) where sustainable land management practices have been adopted as a result of the project in shared rangelands

Hectares

0 280 1080 1880 2280 2480 Annual

RPLRP reports Regular monitoring MALF

M&E Officer

Intermediate Result 3: access to natural resources improved and secured

9. Number of platforms solving cross-border natural resources management conflicts formed and or operationalized.

Number 0 4 8 12 16 16 Annual

after mid-term

Regular monitoring CEWARN RPLRP reports County reports

M&E Officer

Intermediate Result 4: Market infrastructures developed and market information system improved at the national and regional level

10. Number of regional or cross-border market infrastructures11 rehabilitated or newly built under the project that is operational and sustainably managed.

Number

0 0 5 13 16 16 Annual

RPLRP reports Regular monitoring County reports

M&E Officer

11. Regional marketing information (price, diseases) disseminated to partner countries in timely manners

yes/no Prices: / No Diseases: / No

No No

No No

Yes Yes

Yes Yes

Yes Yes

Annual RPLRP reports IGAD website

M&E Officer and IGAD

11 Marketing infrastructure include holding grounds, sales yard, auction ring, stock routes, veterinary border post control

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Intermediate Result 5: Policies, regulatory framework and capacity for trade enhanced

12. Number of regional protocol about sanitary and phyto-sanitary standards ratified by the three countries.

Status Ratified -

0

1 2 4 412 Annual

Progress report

RPLRP reports RECS Ministry Of Trade Regular monitoring

IGAD and M&E Officer

13. Number of stakeholders trained on policy and regulations in the region

No 0 7000 12000

Progress reports IGAD

Intermediate Result 6: Livestock health services at the regional, national and local level enhanced to support greater production and productivity

14. Number of suspicions of outbreaks of selected diseases of regional importance (PPR and FMD) reported

No of tests processed in central laboratories"

Number Number

PPR: 12 FMD: 9 PPR: FMD:

12 9

2800

11500

10 7

3080 12650

8 5

3388 13915

7 4

3726 15306

6 3

4099 16837

Annual Annual

RPLRP reports DVS Laboratories Au-IBAR Regular monitoring

IGAD and M&E Officer

15. Percentage households targeted by the project satisfied with livestock health services improvement in the project area

% 0% 0% 30% 40% 50% 50% External Satisfaction Survey

Regular monitoring

M&E Officer

Intermediate Result 7: New technologies and practices for food and feed production and for alternative livelihoods enhanced through demonstrations

16. Number of new technologies demonstrated in the project area

Number 0 3 7 11 13 14 Annual RPLRP reports Regular monitoring

M&E Officer

12 IGAD to provide targets

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KMS

17. Number of groups adopting alternative livelihood activities and sub-projects realized and sustainably manage 6 months after initial investments

Number 0 2 6 12 17 20 Annual RPLRP reports M&ES

M&E Officer

Intermediate Result 8: Regional, national and local early warning and response mechanisms for disaster risk management improved

18. Reliable information from Early Warning System (EWS) disseminated timely

Yes/No no no yes yes yes yes Annual Progress reports

M&E Officer External consultancy

Intermediate Result 9: Effective disaster risks management policies operationalized and contingency plans available

19. DRM policies from the three countries harmonized and mainstreamed

Yes/No no no yes yes yes yes Annual

RPLRP reports NDMA

M&E Officer

20. Contingency plans in place at National and each county

Status

Developed Updated

15 15 15 15 Annual

RPLRP reports M&ES

M&E Officer

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Results Framework: Indicator Description

Project Development Objective Indicators

Indicator Name Description (indicator definition etc.)

1. Death rate of livestock (cattle, goat) kept by pastoral and agro-pastoral households targeted by the project

Livestock is the main asset of pastoral areas, as such this indicator is used to assess if assets are maintained and not depleted by shocks. Livestock disaggregated per type cattle and goat.

2. Percentage change in Number of animals traded in selected project markets

Assess improvement of off take in a normal year and in a drought year a reduction in distress off take.

3. Value of live cattle, sheep and goat traded in selected project markets

Assess the level of improvement in income from livestock traded. The value is expected to improve as a result of improved prices.

4. Time lapse between early warning information and response reduced

Time lapse to be measured in number of days/weeks. Measure the effectiveness of the early warning and for disaster risk management (drought)

5. Direct Project beneficiaries (number) of which female (percentage)

Provide an indication by gender, the extent to which targeted pastoral and agro-pastoral households have benefited from the project.

Intermediate Results Indicators

Indicator Name Description (indicator definition etc.)

6. Number of water infrastructures along cross-border migration routes rehabilitated or newly built under the project that are operational and

Assess the extent to which investments provide timely and sustainable access to improved water resources and that recurrent cost/activities for maintenance of the infrastructures has been taken into account (infrastructure include water

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sustainably managed

3.

pans, earth dams, shallow Wales, boreholes)

Operational and sustainably managed to be defined per type of investments (e.g. water management committee formed and trained, operational funds saved, etc…) and it will be measured 6 months after the completion of the investment, which will provide a sense of the speed for infrastructures to be operational and will assess its sustainability over time. It will be measured during drought and regular times.

7. Percentage of pastoral households with improved access to water through project infrastructures rehabilitation and development

Evaluate the beneficiaries’ satisfaction with improved access to water.

8. Land area (hectares) where sustainable land management practices have been adopted as a result of the project in shared rangelands

Provide an indication of the extent to which targeted pastoral and agro-pastoral project areas are under sustainable land management. Sustainable Land Management practices include technologies (re-vegetation of rangelands, natural regeneration of trees or other vegetation, etc) and approaches (watershed plans, grazing agreements, closures, soil and water conservation zones, etc) to increase land quality

9. Number of platforms solving cross-border natural resources management conflicts formed and operational

Provide an indication of the extent to which communities have agreed on shared resources and arrangements to prevent and resolve conflicts.

10. Number of regional or cross-border market

infrastructures rehabilitated or newly built under the

project that is operational and sustainably managed

Assess the extent to which investments provide timely and sustainable market services and those recurrent cost/activities for maintenance of the infrastructures have been taken into account. The definition of “operational” will differ among the type of infrastructures. Some of the criteria might be that the infrastructure is delivering the intended benefits, is appropriately maintained, and the resources are allocated for future O&M of the infrastructure. It will be measured 6 months after the completion of the investment, which will provide a sense of the speed for infrastructures to be operational and will assess its sustainability over time (Infrastructure include border posts, water troughs,

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crushes, holding ramps, feeding troughs etc)

11. Regional marketing information (price, diseases, markets opportunities) disseminated to partner countries in near real times

Assess the effectiveness of dissemination of critical information for pastoral households

PRICES: Disseminated= Publicly disclosed on the IGAD regional LMIS; timely= weekly; DISEASES: “timely” means monthly report of the disease situation in the region

12. Number of regional protocol about sanitary and phyto-sanitary standards ratified by the three countries.

Assess progress towards developing an enabling environment for livestock trade between the three countries.

13. Number of stakeholders trained on policy and regulations in the region

Stakeholders= traders, services providers, policy makers, value chain actors

14. Number of suspicions of outbreaks of selected

diseases of regional importance (PPR and FMD)

reported and tested and confirmed in central

laboratories"

Measures the capacity of countries to report diseases outbreak, the efficiency of the central laboratories and the success of disease control interventions in the project area.

15. Percentage households targeted by the project satisfied with livestock health services improvement in the project area

Measures the quality of livestock health services through surveys done in Yr. 1, 3 and 5.

16. Number of new technologies demonstrated in the

project area Measures the appropriateness and acceptability of technologies disseminated through the project

17. Number of alternative livelihood activities and sub-projects realized and sustainably manage 6 months after initial investments

Assess the level and benefits of diversification of livelihood activities for pastoralists and agro-pastoralists promoted by the project

The definition of “sustainably managed” will differ among the type of sub-projects. A definition will have to be developed per type of sub-projects.

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1. 18. Reliable information from Early Warning System (EWS) disseminated timely

Sound and credible in a format understandable for targeted stakeholders. It will need to be further defined. The information is available early enough to prepare a response from the Government

19. DRM policies from the three countries harmonized and mainstreamed

Assess if the required legal and policy environment is in place to operationalize the contingency plans

20. Contingency plans in place Demonstrate if contingency plans are in place and ready to be implemented