version 3 2020 - kcsap.go.ke · version 3 february, 2020 ministry of agriculture livestock and...

MINISTRY OF AGRICULTURE,LIVESTOCK, FISHERIES AND IRRIGATION

STATE DEPARTMENT FOR CROPS DEVELOPMENT

PROJECT IMPLEMENTATION MANUAL

Version 3 2020

Version 3

FEBRUARY, 2020

MINISTRY OF AGRICULTURE LIVESTOCK AND FISHERIES

KENYA CLIMATE SMART AGRICULTURE PROJECT (KCSAP)

PROJECT IMPLEMENTATION MANUAL

(PIM)

KCSAP Kenya Climate-Smart Agriculture Project

Project Implementation Manual | 2020

Kenya Climate-Smart Agriculture Project (KCSAP)Capitol Hill Towers, Cathedral RoadP.O Box 8073 00200NairobiTel: +254 020 2715466Email: [email protected]: www.kcsap.go.ke

FOREWORDKenya’s agricultural sector continues to be a key economic and social driver of development. Overall, the sector directly contributes about 25% of Kenya’s GDP and about 27% indirectly through linkages to agro-based industries and the service sector. The sector accounts for over 65% of exports, provides about 75%of total employment and supports over 80% of the rural population.

The Kenya Vision 2030 recognizes the importance of agriculture in its goal of achieving an averageGDP growth rate of 10 percent per year by year 2030. This level of growth will be crucial for attainingthe SDGs 1 and 2 of ending poverty and hunger respectively. Vision 2030 impresses on the importanceof transforming smallholder subsistence agriculture into an innovative, commercially oriented, andmodern sector. It identifies the major challenges as low productivity, underutilized land, inefficientmarkets and limited value addition

The agricultural sector responded to Vision 2030 by developing the Agricultural SectorDevelopment Strategy (ASDS) 2010–2020, which aims at attaining an average agricultural sectorgrowth of 7 percent per year. In line with Vision 2030, the ASDS seeks to address two criticalchallenges: (i) increasing the productivity, commercialization, and competitiveness of agriculturalcommodities; and (ii) developing and managing key factors of production, such as land, water, and ruralfinance. With respect to adaptation to climate change, ASDS prioritizes investments in weatherinformation systems, research on drought tolerant crop varieties, soil and water conservation, waterharvesting, and strengthening integrated pest management systems. For livestock subsector, ASDSprioritizes improved management of grazing systems, biogas, livestock diversification and improved breeding of animals

The performance of the agricultural sector has been volatile, partly due to climate change that manifestsitself through unpredictable weather patterns, drought and floods. The frequency and intensity of severeweather events has increased, and this trend will be further amplified in the future as temperatures risedue to climate change. The sector is responsible for about 58.6

percent to total Greenhouse Gas (GHG) emissions in the country. Addressing this challenge will requireinvestments in building resilience to short-term shocks and in adapting to long-term climate change.

The Kenya Climate-Smart Agriculture Project (KCSAP) is one of the projects in the Ministry that aimsto implement interventions that promote climate smart agriculture and addresses issues on climatechange. The project focuses on interventions that will contribute to increasing agricultural productivity,

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FOREWORDKenya’s agricultural sector continues to be a key economic and social driver of development. Overall, the sector directly contributes about 25% of Kenya’s GDP and about 27% indirectly through linkages to agro-based industries and the service sector. The sector accounts for over 65% of exports, provides about 75% of total employment and supports over 80% of the rural population.

The Kenya Vision 2030 recognizes the importance of agriculture in its goal of achieving an average GDP growth rate of 10 percent per year by year 2030. This level of growth will be crucial for attaining the SDGs 1 and 2 of ending poverty and hunger respectively. Vision 2030 impresses on the importance of transforming smallholder subsistence agriculture into an innovative, commercially oriented, and modern sector. It identifies the major challenges as low productivity, underutilized land, inefficient markets and limited value addition.

The agricultural sector responded to Vision 2030 by developing the Agricultural SectorDevelopment Strategy (ASDS) 2010–2020, which aims at attaining an average agricultural sectorgrowth of 7 percent per year. In line with Vision 2030, the ASDS seeks to address two criticalchallenges: (i) increasing the productivity, commercialization, and competitiveness of agriculturalcommodities; and (ii) developing and managing key factors of production, such as land, water, and ruralfinance. With respect to adaptation to climate change, ASDS prioritizes investments in weatherinformation systems, research on drought tolerant crop varieties, soil and water conservation, waterharvesting, and strengthening integrated pest management systems. For livestock subsector, ASDSprioritizes improved management of grazing systems, biogas, livestock diversification and improved breeding of animals

The performance of the agricultural sector has been volatile, partly due to climate change that manifests itself through unpredictable weather patterns, drought and floods. The frequency and intensity of severe weather events has increased, and this trend will be further amplified in the future as temperatures rise due to climate change. The sector is responsible for about 58.6 percent to total Greenhouse Gas (GHG) emissions in the country. Addressing this challenge will require investments in building resilience to short-term shocks and in adapting to long-term climate change.

The Kenya Climate-Smart Agriculture Project (KCSAP) is one of the projects in the Ministry that aimsto implement interventions that promote climate smart agriculture and addresses issues on climatechange. The project focuses on interventions that will contribute to increasing agricultural productivity,

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build resilience to climate change risks and reduction in GHG emissions; thereby contribute to thecountry’s attainment of the Sustainable Development Goals (SDGs) of ending poverty (SDG1), hunger(SDG2) and combating climate change and its impacts (SDG13), as well as meet the rising demand forfood which is one of the key goals of GoK’s Vision 2030 and the Agricultural Sector DevelopmentStrategy 2010–2020 (ASDS).

I take this opportunity to reassure all stakeholders that my Ministry fully supports the project and willoffer the necessary leadership and guidance in the course of its implementation. I wish to thank andappreciate the World Bank, for providing the resources to implement the programme, and the CountyGovernments for their participation, collaboration and partnership during the preparation of the projectappraisal document. I urge all the stakeholders involved to diligently implement the project for the benefitof our people.

Hon. Peter Munya.Cabinet Secretary,Ministry of Agriculture, Livestock, Fisheries & Co-operatives

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PREFACEThe Kenya Climate Smart Agriculture Project (KCSAP) was formulated by the Government of Kenyain 2016 in collaboration with the World Bank in line with Kenya’s Vision 2030, the AgricultureSector Development Strategy, (ASDS) 2010 – 2020 and the Comprehensive African AgriculturalDevelopment Programme (CAADP) Kenya Compact. KCSAP focuses primarily on improvingwater/soil management, especially within smallholder maize systems in the marginal rainfall zones;promoting sustainable, community driven rangeland management and improved access to qualitylivestock services in ASALs; supporting the generation and dissemination of improved agriculturalTechnologies, Innovations and Management Practices (TIMPs) and building sustainable seed systems;and finally enhancing access to quality agro- weather, climate, advisory, and market information servicesamong agro-pastoral and pastoral communities for improved decision making.

Climate Change is a key challenge to the country in its efforts to achieve the SustainableDevelopment Goals (SDGs) of ending poverty, ending hunger and combating climate change and itsimpacts. In the project counties, extremes and variability of weather; irregular and unpredictablerainfall, frequent droughts and severe floods are now common. These events negatively affect thelivelihoods of small holder farmers, agro-pastoralists and pastoralists resulting in low productivity,reduced resilience to climate risks and an increase in greenhouse gas emissions.

This Project Implementation Manual (PIM) has been developed to provide detailed guidelines to theproject implementing and executing agencies on the management of the project. The manual providesinformation on the project development objective and description, institutional and implementationarrangements, financial management disbursement, procurement as well as project monitoring and evaluation.

The manual was developed through a highly consultative and participatory process by a team drawnfrom both public and private sector institutions including key ministries (national and county),universities, and farmers’ organizations. We believe that this manual will assist the national and countygovernments to effectively manage the project and achieve the triple wins of increased productivity,enhance resilience to climate change risks and reduce greenhouse gas emissions.

I wish to acknowledge and appreciate the financial and technical support of the World Bank in thedevelopment of agriculture in this country through KCSAP; The Government of Kenya through theMinistry under the leadership of the Cabinet Secretary, Hon Mwangi Kiunjuri which is fully committedto the development of the agricultural sector with the aim of achieving food security; The technicalexpertise from staffs in the Ministries of Agriculture Livestock Fisheries and Irrigation; Environment

build resilience to climate change risks and reduction in GHG emissions; thereby contribute to thecountry’s attainment of the Sustainable Development Goals (SDGs) of ending poverty (SDG1), hunger(SDG2) and combating climate change and its impacts (SDG13), as well as meet the rising demand forfood which is one of the key goals of GoK’s Vision 2030 and the Agricultural Sector DevelopmentStrategy 2010–2020 (ASDS).

I take this opportunity to reassure all stakeholders that my Ministry fully supports the project and willoffer the necessary leadership and guidance in the course of its implementation. I wish to thank andappreciate the World Bank, for providing the resources to implement the programme, and the CountyGovernments for their participation, collaboration and partnership during the preparation of the projectappraisal document. I urge all the stakeholders involved to diligently implement the project for the benefitof our people.

Hon. Mwangi Kiunjuri, E.G.H.Cabinet Secretary,Ministry of Agriculture, Livestock, Fisheries & Irrigation

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Industry Trade and Cooperatives; Kenya Meteorological Department; Kenya Agricultural and Livestock Research Organization (KALRO); Egerton University; Kenya National Farmers Federation (KENAFF); and the Council of Governors (CoG) for their invaluable contributions in developing this manual.

Prof. Hamadi BogaPrincipal Secretary.State Department for Crop Development and Agriculture Research

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ACKNOWLEDGMENTThe Kenya Climate Smart Agriculture Project (KCSAP) Project Implementation Manual (PIM) wasprepared through a highly consultative and participatory process spearheaded by the KCSAP NPCU.Public and private sector institutions participated in the process with representation from both nationaland county governments. Specifically, participants were drawn from the Ministries of Agriculture,Livestock and Fisheries; Industrialization and Enterprise Development; Environment; KenyaMeteorological Department; Kenya National Federation of Farmers (KENAFF), Egerton University and the Council of Governors.

I wish to sincerely acknowledge and appreciate the efforts of the technical experts from these institutionswho made compiling this document a success. My sincere thanks also go to the World Bank and theGovernment of Kenya for the financial and technical support without which the finalization of thismanual would not have been possible.

Mr. Francis MuthamiNational Coordinator,Kenya Climate Smart Agriculture Project (KCSAP)

Industry Trade and Cooperatives; Kenya Meteorological Department; Kenya Agricultural and LivestockResearch Organization (KALRO); Egerton University; Kenya National Farmers Federation(KENAFF); and the Council of Governors (CoG) for their invaluable contributions in developing thismanual.

Dr. Richard L. Lesiyampe, (PhD), CBSPrincipal Secretary.State Department for Crop Development

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EXECUTIVE SUMMARYAgriculture is a major driver of the Kenyan economy and the dominant source of livelihood for about halfof the population. The sector employs over 80 percent of the rural work force and accounts for morethan 20percent of formal employment therefore playinga key role inpoverty reduction. The Kenya Vision2030 recognizes the importance of transforming smallholder subsistence agriculture into aninnovative, commercially oriented, and modern sector. However, the sector has been facing challengesthat include low productivity, underutilized land, inefficient markets and limited value addition. TheGovernment’s efforts to address these challenges as articulated in three strategy documents; ERSWEC,SRA and ASDS have faced further challenges as a result of climate change. Kenya’s agriculturalproduction is mainly rain- fed and as such climate change makes its performance highly volatile.

KCSAP project focuses on increasing agricultural productivity, enhancing resilience to impacts of climate change and contribute to reduction in GHG emissions. The project is being implemented by the Government of Kenya (GoK) through the Ministry ofAgriculture, Livestock and Fisheries (MOALF&C), State Department of Agriculture, with funding from the World Bank. Implementation involves a three-tiered institutional arrangement (national, county, and community). At the national-level, the National Treasury represents the Government of the Republic of Kenya and the MOALF&C is the main implementing agency. The second tier is at the county level, with the county governments as the executing agencies, while the third tier is at community level, where beneficiaries (smallholder farmers, agro-pastoralist and pastoralist) will implement community-led interventions.

The Project Development Objective (PDO) is “to increase agricultural productivity and build resilienceto climate change risks in the targeted smallholder farming and pastoral communities in Kenya, and in theevent of an Eligible Crisis or Emergency, to provide immediate and effective response.”

The project has five components as summarized below:

Component 1: Up scaling Climate-Smart Agricultural Practices that focuses on interventions thatpromote and facilitate the adoption of TIMPs to achieve the CSA triple-wins: increased productivity;enhanced resilience (adaptation) and reduced GHG emissions (mitigation) per unit of output, as co-benefits.

Component 2: Strengthening Climate-Smart Agricultural Research and Seed Systems thatsupports the development, validation and adoption of context-specific CSA TIMPs to target beneficiariesunder Components 1 and 3; and also develop sustainable seed production and distribution systems.The component will also strengthen technical and institutional capacity of Kenya Agricultural andLivestock Organization (KALRO) to deliver its mandate and GRIFTU Pastoral Training Institute todeliver training.

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Component 3: Supporting Agro-weather, Market, Climate and Advisory Services, supportsdevelopment of agro-weather forecasting and marketing information system and their disseminationtools.

Component 4: Project Coordination and Management, supports activities related to national andcounty-level project coordination and management, including annual work planning and budgeting(AWP&B); fiduciary aspects (financial management and procurement); human resource (HR) management; safeguards compliance monitoring; development and implementation of ManagementInformation System (MIS) and information, communication technology (ICT)-based platforms;monitoring and evaluation (M&E) and impact evaluation (IE) studies; and communication strategy and citizen engagement.

Component 5: Contingency Emergency Response, will finance eligible expenditures related toemergency response mechanisms in case of natural or man-made, crises or disasters, severe economicshocks or other crises and emergencies.

This project implementation manual (PIM) is aimed at interpreting the PAD and outlining the linkage mechanisms for integrating the project components activities into one operational process that the implementing and executing agencies will apply. The PIM has unpacked the objectives under each component on the basis of what, how, who and when; and the expected outputs, all synchronized and merged into an implementation procedure to be used uniformly in the twenty-four targeted counties.

The manual is organized into eight chapters and has annexes at the end that give the additional information required to guide the implementation process. The first chapter provides an overview of the project background, while chapter 2 is a detailed description of the project both in scope and financing. Chapter 3 is an insight on the institutional financial management, cross cutting issues and start up activities followed by chapters 4- 7 which describe in detail the activities to be implemented under each of the project components. Lastly chapter 8 describes the systems to be used in the monitoring and evaluation of the project interventions at the three tiers (National, County and Community).

EXECUTIVE SUMMARYAgriculture is a major driver of the Kenyan economy and the dominant source of livelihood for about halfof the population. The sector employs over 80 percent of the rural work force and accounts for morethan 20percent of formal employment therefore playinga key role inpoverty reduction. The Kenya Vision2030 recognizes the importance of transforming smallholder subsistence agriculture into aninnovative, commercially oriented, and modern sector. However, the sector has been facing challengesthat include low productivity, underutilized land, inefficient markets and limited value addition. TheGovernment’s efforts to address these challenges as articulated in three strategy documents; ERSWEC,SRA and ASDS have faced further challenges as a result of climate change. Kenya’s agriculturalproduction is mainly rain- fed and as such climate change makes its performance highly volatile.

KCSAP project focuses on increasing agricultural productivity, enhancing resilience to impacts ofclimate change and contribute to reduction in GHG emissions. The project is being implemented by theGovernment of Kenya (GoK) through the Ministry ofAgriculture, Livestock and Fisheries (MoALF&I),State Department of Agriculture, with funding from the World Bank. Implementation involves a three-tiered institutional arrangement (national, county, and community). At the national-level, the NationalTreasury represents the Government of the Republic of Kenya and the MoALF is the main implementingagency. The second tier is at the county level, with the county governments as the executing agencies,while the third tier is at community level, where beneficiaries (smallholder farmers, agro-pastoralistand pastoralist) will implement community-led interventions.

The Project Development Objective (PDO) is “to increase agricultural productivity and build resilienceto climate change risks in the targeted smallholder farming and pastoral communities in Kenya, and in theevent of an Eligible Crisis or Emergency, to provide immediate and effective response.”

The project has five components as summarized below:

Component 1: Up scaling Climate-Smart Agricultural Practices that focuses on interventions thatpromote and facilitate the adoption of TIMPs to achieve the CSA triple-wins: increased productivity;enhanced resilience (adaptation) and reduced GHG emissions (mitigation) per unit of output, as co-benefits.

Component 2: Strengthening Climate-Smart Agricultural Research and Seed Systems thatsupports the development, validation and adoption of context-specific CSA TIMPs to target beneficiariesunder Components 1 and 3; and also develop sustainable seed production and distribution systems.The component will also strengthen technical and institutional capacity of Kenya Agricultural andLivestock Organization (KALRO) to deliver its mandate and GRIFTU Pastoral Training Institute todeliver training.

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TABLE OF CONTENTFOREWORD ..........................................................................................................................................i

PREFACE............................................................................................................................................. iii

ACKNOWLEGMENT ..........................................................................................................................v

EXECUTIVE SUMMARY ..................................................................................................................vi

LIST OF TABLES ............................................................................................................................. xiii

ABBREVIATIONS AND ACRONYMS ............................................................................................xii

CHAPTER ONE .......................................................................................... 11.0 INTRODUCTION ................................................................................................................1

CHAPTER TWO .......................................................................................... 42.0 PROJECT DESCRIPTION, COMPONENTS AND FINANCING......................................4

2.1 Project description .......................................................................................................4

2.2 Project Components.....................................................................................................4

2.3 Project Financing .........................................................................................................5

2.4 Linkages with other Projects and Collaborations.........................................................8

CHAPTER THREE ..................................................................................... 103.0 INSTITUTIONAL ARRANGEMENTS, FINANCIAL MANAGEMENT, CROSS

CUTTING ISSUES AND START UP ACTIVITIES..........................................................10

3.1 Institutional Arrangements ........................................................................................10

3.2 Financial Management Disbursement and Procurement............................................15

3.3 Mainstreaming of Cross Cutting Issues .....................................................................19

3.4 KCSAP START–UPACTIVITIES............................................................................36

CHAPTER FOUR ...................................................................................... 474.0 UPSCALING CLIMATE-SMART AGRICULTURAL PRACTICES ..............................47

4.1 Sub-Comp 1.1 Building Institutional Capacity and Strengthening Service Delivery.................................................................................................................................47

4.2 Sub-Component 1.2: Supporting Investments in Smallholder Agro-PastoralProduction Systems. ................................................................................................50

4.3 Subcomponent 1.3: Supporting Investments in Pastoral Production Systems........53

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CHAPTER FIVE ........................................................................................ 625.0 STRENGTHENING CLIMATE-SMART AGRICULTURAL RESEARCH AND SEED

SYSTEMS 62

5.1 Overview.................................................................................................................62

5.2 Sub component 2.1: Supporting Climate-Smart Agricultural Research andInnovations ....................................................................................................63

5.3 Coordinating Component Activities and Strengthening Linkages: ..........................65

5.4 Sub Component 2.2: Building a Competitive and Sustainable Seed Systems ........66

5.5 Strengthening of seed/breed/fi production system:.................................................67

5.6 Sub Component 2.3: Strengthening Technical and Institutional Capacity..............70

CHAPTER SIX .......................................................................................... 736.0 SUPPORTING AGRO-WEATHER, MARKET, CLIMATE AND ADVISORY

SERVICES 73

6.1 Overview ...................................................................................................................73

6.2 Subcomponent 3.1: Improving Agro-meteorological Forecasting and Monitoring ...74

6.3 Subcomponent 3.2: Developing Integrated Weather and Market Information System.......................................................................................................................75

6.4 Subcomponent 3.3 Building Technical and Institutional Capacity for agro-meteorology, agricultural statistics, and market advisory services. ..............80

CHAPTER SEVEN ..................................................................................... 827.0 CONTINGENCY EMERGENCY RESPONSE .................................................................82

CHAPTER EIGHT ...................................................................................... 838.0 PROJECT MONITORING AND EVALUATION..............................................................83

8.1 Assessment of Progress in Project Implementation...................................................83

8.2 Baseline Survey .........................................................................................................85

8.3 Internal Review and Backstopping............................................................................85

8.4 Review Missions........................................................................................................86

8.5 Mid-Term Review......................................................................................................86

8.6 Case Studies...............................................................................................................86

8.7 End of Project Impact Evaluation..............................................................................86

8.8 Project Management and Information System (MIS)................................................87

8.9 Development of ICT Platform ...................................................................................87

TABLE OF CONTENTFOREWORD ..........................................................................................................................................i

PREFACE............................................................................................................................................. iii

ACKNOWLEGMENT ..........................................................................................................................v

EXECUTIVE SUMMARY ..................................................................................................................vi

LIST OF TABLES ............................................................................................................................. xiii

ABBREVIATIONS AND ACRONYMS ............................................................................................xii

CHAPTER ONE .......................................................................................... 11.0 INTRODUCTION ................................................................................................................1

CHAPTER TWO.......................................................................................... 42.0 PROJECT DESCRIPTION, COMPONENTS AND FINANCING......................................4

2.1 Project description .......................................................................................................4

2.2 Project Components.....................................................................................................4

2.3 Project Financing .........................................................................................................5

2.4 Linkages with other Projects and Collaborations.........................................................8

CHAPTER THREE ..................................................................................... 103.0 INSTITUTIONAL ARRANGEMENTS, FINANCIAL MANAGEMENT, CROSS

CUTTING ISSUES AND START UP ACTIVITIES..........................................................10

3.1 Institutional Arrangements ........................................................................................10

3.2 Financial Management Disbursement and Procurement............................................15

3.3 Mainstreaming of Cross Cutting Issues .....................................................................19

3.4 KCSAP START–UPACTIVITIES............................................................................36

CHAPTER FOUR ...................................................................................... 474.0 UPSCALING CLIMATE-SMART AGRICULTURAL PRACTICES ..............................47

4.1 Sub-Comp 1.1 Building Institutional Capacity and Strengthening Service Delivery.................................................................................................................................47

4.2 Sub-Component 1.2: Supporting Investments in Smallholder Agro-PastoralProduction Systems. ................................................................................................50

4.3 Subcomponent 1.3: Supporting Investments in Pastoral Production Systems........53

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8.10 M&E Plan ..................................................................................................................88

8.11 M&E Manual .............................................................................................................88

8.12 Capacity Development for M&E ...............................................................................88

8.13 Reporting ...................................................................................................................89

8.14 Flow of Information...................................................................................................89

ANNEXES ................................................................................................ 91ANNEX 1A: COMPOSITION AND TERMS OF REFERENCE FOR NATIONAL PROJECT

STEERING COMMITTEE............................................................................................91

ANNEX 1B: COMPOSITION AND TERMS OF REFERENCE FOR NATIONALTECHNICALADVISORY COMMITTEE ...........................................................................................94

ANNEX 1C. COMPOSITION AND TERMS OF REFERENCE FOR NATIONAL PROJECTCOORDINATION UNIT ...............................................................................................97

ANNEX 1D. COMPOSITION AND TERMS OF REFERENCE FOR COUNTY PROJECTSTEERING COMMITTEE..........................................................................................116

ANNEX 1E: COMPOSITION AND TERMS OF REFERENCE FOR COUNTY TECHNICALADVISORY COMMITTEE ........................................................................................117

ANNEX 1F. COMPOSITION AND TERMS OF REFERENCE FOR COUNTY PROJECTCOORDINATION UNIT.............................................................................................118

ANNEX 1G: COMPOSITION AND TERMS OF REFERENCE FOR COMMUNITYIMPLEMENTATION STRUCTURES........................................................................125

ANNEX 2: PARTICIPATION AGREEMENT BETWEEN NATIONAL AND COUNTYGOVERNMENT..........................................................................................................130

ANNEX 3A: MOU BETWEEN MOALF&C AND KALRO..............................................................136

ANNEX 3B: MOU BETWEEN MOALF AND MENR .....................................................................145

ANNEX 3C: MOU BETWEEN COUNTY GOVERNMENTS AND COMMUNITIES...................153

ANNEX 4: FINANCIAL REPORTS ..................................................................................................156

ANNEX 4A: KCSAP FLOW OF FUNDS ARRANGEMENTS ........................................................156

ANNEX 4B: QUARTERLY UN-AUDITED INTERIM FINANCIAL REPORT (IFR) ...................157

ANNEX 4C: QUARTERLY INTERIM FINANCIAL REPORT (IFR) .............................................158

ANNEX 4D: QUARTERLY UN-AUDITED INTERIM FINANCIAL REPORT (IFR) - P1-STATEMENT OF SOURCES AND USES OF FUNDS ............................................160

ANNEX 4E: QUARTERLY UN-AUDITED INTERIM FINANCIAL REPORT (IFR) -EXPENDITURE PER COMPONENT ........................................................................166

ANNEX 4F: SUMMARY OF MOVEMENT OF BANK ACCOUNT BALANCES ........................171

ANNEX 4G: IDA DESIGNATED ACCOUNT “A” AND “B” STATEMENT..............................173

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ANNEX 4H: PCU MAIN OPERATIONS ACCOUNT “A” [KSHS] RECONCILIATION ANDSTATEMENT ..............................................................................................................174

ANNEX 4J: SUMMARY OF OUTSTANDING IMPRESTS ............................................................174

ANNEX 4K: LIST OF OUTSTANDING IMPRESTS .......................................................................176

ANNEX 4L: LIST OF COUNTIES BANK BALANCES ..................................................................177

ANNEX 4M: KALRO KSHS OPERATIONS ACCOUNT RECONCILIATION STATEMENT ....178

ANNEX 4N: KALRO KSHS OPERATIONS ACCOUNT BANK STATEMENT ..........................179

ANNEX 4P: KMD KSHS OPERATIONS ACCOUNT RECONCILIATION STATEMENT..........180

ANNEX 4Q: KMD KSHS OPERATIONS ACCOUNT BANK STATEMENT................................181

ANNEX 4R: EXPENDITURE FOR CONTRACTS SUBJECT TO WORLD BANK’S PRIOR REVIEW ......................................................................................................................182

ANNEX 4S: EXPENDITURE FOR CONTRACTS NOT SUBJECT TO WORLD BANK’S PRIOR REVIEW ......................................................................................................................184

ANNEX 5: QUARTERY M&E REPORTING FORMAT .................................................................187

ANNEX 6: RESULT FRAMEWORK KENYA CLIMATE SMART AGRICULTURE PROJECT(P154784) .....................................................................................................................188

ANNEX 7: GENDER MAINSTREAMING, AND SOCIAL AND ECONOMIC INCLUSION OFYOUTH AND VULNERABLE AND MARGINALIZED GROUPS (VMGS) .........198

ANNEX 8: DETAILED PROJECT IMPLEMENTATION MATRIX ...............................................207

ANNEX 9: IMPLEMENTATION MATRIX FOR SUPPORT TO AGRO-WEATHER, MARKET,CLIMATE AND ADVISORY SERVICES.................................................................243

ANNEX 10: ENVIRONMENTAL AND SOCIAL SCREENING CHECK LIST .............................261

ANNEX 11: PROPOSAL..........................FORMAT FOR COMMUNITY CSA MICRO-PROJECTS......................................................................................................................................269

ANNEX 12: PROPOSAL FORMAT FOR SUBPROJECTS..............................................................270

8.10 M&E Plan ..................................................................................................................88

8.11 M&E Manual .............................................................................................................88

8.12 Capacity Development for M&E ...............................................................................88

8.13 Reporting ...................................................................................................................89

8.14 Flow of Information...................................................................................................89

ANNEXES................................................................................................ 91ANNEX 1A: COMPOSITION AND TERMS OF REFERENCE FOR NATIONAL PROJECT

STEERING COMMITTEE............................................................................................91

ANNEX 1B: COMPOSITION AND TERMS OF REFERENCE FOR NATIONALTECHNICALADVISORY COMMITTEE ...........................................................................................94

ANNEX 1C. COMPOSITION AND TERMS OF REFERENCE FOR NATIONAL PROJECTCOORDINATION UNIT ...............................................................................................97

ANNEX 1D. COMPOSITION AND TERMS OF REFERENCE FOR COUNTY PROJECTSTEERING COMMITTEE..........................................................................................116

ANNEX 1E: COMPOSITION AND TERMS OF REFERENCE FOR COUNTY TECHNICALADVISORY COMMITTEE ........................................................................................117

ANNEX 1F. COMPOSITION AND TERMS OF REFERENCE FOR COUNTY PROJECTCOORDINATION UNIT.............................................................................................118

ANNEX 1G: COMPOSITION AND TERMS OF REFERENCE FOR COMMUNITYIMPLEMENTATION STRUCTURES........................................................................125

ANNEX 2: PARTICIPATION AGREEMENT BETWEEN NATIONAL AND COUNTYGOVERNMENT..........................................................................................................130

ANNEX 3A: MOU BETWEEN MOALF AND KALRO...................................................................136

ANNEX 3B: MOU BETWEEN MOALF AND MENR .....................................................................145

ANNEX 3C: MOU BETWEEN COUNTY GOVERNMENTS AND COMMUNITIES...................153

ANNEX 4: FINANCIAL REPORTS ..................................................................................................156

ANNEX 4A: KCSAP FLOW OF FUNDS ARRANGEMENTS ........................................................156

ANNEX 4B: QUARTERLY UN-AUDITED INTERIM FINANCIAL REPORT (IFR) ...................157

ANNEX 4C: QUARTERLY INTERIM FINANCIAL REPORT (IFR) .............................................158

ANNEX 4D: QUARTERLY UN-AUDITED INTERIM FINANCIAL REPORT (IFR) - P1-STATEMENT OF SOURCES AND USES OF FUNDS ............................................160

ANNEX 4E: QUARTERLY UN-AUDITED INTERIM FINANCIAL REPORT (IFR) -EXPENDITURE PER COMPONENT ........................................................................166

ANNEX 4F: SUMMARY OF MOVEMENT OF BANK ACCOUNT BALANCES ........................171

ANNEX 4G: IDA DESIGNATED ACCOUNT “A” AND “B” STATEMENT..............................173

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LIST OF TABLES

Table 1:: Project Counties........................................................................................................................2

Table 2: summarizes the estimated project costs and Bank/IDA financing. ...........................................6

Table 3: Estimated Project Cost and Financing.......................................................................................6

Table 4: Detailed Estimated Project Cost and Financing ........................................................................6

Table 5: Summary of Coordination structures and timeline for their establishment.............................15

Table 6: Summary of Startup activities for KCSAP..............................................................................37

Table 7: Community mobilization and planning process ......................................................................40

Table 8: Summary of competitive SP selection process ........................................................................42

Table 9: Summary of pre-contracting activities.....................................................................................44

Table 10: Participatory Contracting Workshop Process ........................................................................45

Table 11: Targeted Community Trainings..............................................................................................48

Table 12: Examples of Potential TIMPs for Scaling up CSA under different grant windows...............58

Table 13: Summary of Grant Windows under Component 1 ................................................................59

Table 14: Reporting and Feedback Timelines........................................................................................89

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ABBREVIATIONS AND ACRONYMSAAYI Area Average Yield Index

ABDC Agribusiness Development Center

ADC Agricultural Development Corporation

ADP Annual Development Plan

AI Artificial Insemination

AIRC Agricultural Information Resource Centre

APL Adaptable Program Loan

ASAL Arid and Semi-Arid Land

ASDS Agricultural Sector Development Strategy

ASDSP Agriculture Sector Development Support Program

AWP&B/AWS Annual Work Plan and Budget

BCR Benefit-Cost Ratio

CA Conservation Agriculture

CAADP Comprehensive Africa Agriculture Development Programme

CAFFS Conservation Agriculture Farmer Field School

CAP Community Action Plan

CBK Central Bank of Kenya

CBO Community-Based Organization

CBP Capacity-Building Plan

CBPP Contagious Bovine Pleuropneumonia (CBPP)

CCAFS Climate Change, Agriculture and Food Security Program

CDD Community-Driven Development

CDDC Community-Driven Development Committee

CDDO Community Driven Development Organizations

CDP Community Development Plan

CEC County Executive Committee

CESD Contracted Extension Service Delivery

CESDM&VCD

CGIAR

Contracted Extension Service Delivery Model & Value Chain Development

Consultative Group for International Agricultural Research

CIAP

CIDP

Community Integrated Action Plan

County Integrated Development Plan

CIG Common Interest Group

LIST OF TABLES

Table 1:: Project Counties........................................................................................................................2

Table 2: summarizes the estimated project costs and Bank/IDA financing. ...........................................6

Table 3: Estimated Project Cost and Financing.......................................................................................6

Table 4: Detailed Estimated Project Cost and Financing ........................................................................6

Table 5: Summary of Coordination structures and timeline for their establishment.............................15

Table 6: Summary of Startup activities for KCSAP..............................................................................37

Table 7: Community mobilization and planning process ......................................................................40

Table 8: Summary of competitive SP selection process ........................................................................42

Table 9: Summary of pre-contracting activities.....................................................................................44

Table 10: Participatory Contracting Workshop Process ........................................................................45

Table 11: Targeted Community Trainings..............................................................................................48

Table 12: Examples of Potential TIMPs for Scaling up CSA under different grant windows...............58

Table 13: Summary of Grant Windows under Component 1 ................................................................59

Table 14: Reporting and Feedback Timelines........................................................................................89

xiv Project Implementation Manual | 2020

ABBREVIATIONS AND ACRONYMSCIS Climate Information Services

CNA Capacity Needs Assessment

CoG Council of Governors

CPA County Project Account

CPC County Project Coordinator

CPCU County Project Coordination Unit

CPF County Procurement Function

CPS Country Partnership Strategy

CPSC County Project Steering Committee

CQS Consultants’ Qualifications Selection

CRF County Revenue Fund

CRG Competitive Research Grant

CS County Secretary

CSA Climate Smart Agriculture

CSO Civil Society Organization

CTD County Technical Department

DA Designated Account

DC Direct Contracting

DL Disbursement Letter

DP Development Partner

EA Environmental Assessment

EAAPP East African Agricultural Productivity Program

EACC Ethics and Anti-Corruption Committee

EAGC East Africa Grain Council

EDP Enterprise Development Plan

EFA Economic and Financial Analysis

EFT

EGS

Electronic Fund Transfer

Early Generation Seed

EMP Environmental Management Plan

EPS Economic Planning Secretary

ESIA Environmental and Social Impact Assessment

ESMF Environmental and Social Management Framework

xv Project Implementation Manual | 2020


ABBREVIATIONS AND ACRONYMSESMP

ESSA

Environmental and Social Management Plan

Environmental and Social Strategic Assessment

EWS Early Warning Systems

EX-ACT Ex-Ante Carbon-Balance Tool (of the United Nations)

F&C Fraud and Corruption

FAO Food and Agriculture Organization of the United Nations

FEWSNET Famine Early Warning Systems Network

FFS Farmer Field School

FM Financial Management

FMD Foot and Mouth Disease

FMNR Farmer-Managed Natural Tree Regeneration

FNSP Food and Nutrition Security Policy

FNSS Food and Nutrition Security Strategy

GAC Governance and Anti-Corruption

GDP Gross Domestic Product

GHG Greenhouse Gas

GHGA Greenhouse Gas Accounting

GNI Gross National Income

GoK Government of Kenya

GRS Grievance Redress Service

Ha Hectare

HR

HSNP

Human Resources

Hunger Safety Net Program

IAC Inspection and Acceptance Committee

IAD Internal Audit Department

IAMWARM

IBRD

Irrigated Agriculture Modernization and Water-Bodies Restoration and

Management project

International Bank of Reconstruction and Development

ICB International Competitive Bidding

ICR Implementation Completion and Results Report

ICRAF World Agro-forestry Centre

ICT Information and Communication Technology

ABBREVIATIONS AND ACRONYMSCIS Climate Information Services

CNA Capacity Needs Assessment

CoG Council of Governors

CPA County Project Account

CPC County Project Coordinator

CPCU County Project Coordination Unit

CPF County Procurement Function

CPS Country Partnership Strategy

CPSC County Project Steering Committee

CQS Consultants’ Qualifications Selection

CRF County Revenue Fund

CRG Competitive Research Grant

CS County Secretary

CSA Climate Smart Agriculture

CSO Civil Society Organization

CTD County Technical Department

DA Designated Account

DC Direct Contracting

DL Disbursement Letter

DP Development Partner

EA Environmental Assessment

EAAPP East African Agricultural Productivity Program

EACC Ethics and Anti-Corruption Committee

EAGC East Africa Grain Council

EDP Enterprise Development Plan

EFA Economic and Financial Analysis

EFT

EGS

Electronic Fund Transfer

Early Generation Seed

EMP Environmental Management Plan

EPS Economic Planning Secretary

ESIA Environmental and Social Impact Assessment

ESMF Environmental and Social Management Framework

xvi



ABBREVIATIONS AND ACRONYMSIDA International Development Association

IEC Information, Education and Communication

IFAD International Fund for Agricultural Development

IFC International Finance Corporation

IFDC International Fertilizer Development Corporation

IFMIS Integrated Financial Management Information System

IFR Interim Financial Report

ILRI International Livestock Research Institute

IP Indigenous Peoples

IPPF Indigenous Peoples Planning Framework

IRR Internal Rate of Return

IS Implementation Support

IWUA Irrigation Water Users’ Association

IVR Interactive Voice Response

KACCAL Kenya Adaptation to Climate Change in Arid Lands Project

KAGRC Kenya Animal Genetics Resources Center

KALRO Kenya Agricultural and Livestock Research Organization

KAPAP Kenya Agricultural Productivity and Agribusiness Project

KAPP Kenya Agricultural Productivity Program

KAPSLMP Kenya Agricultural and Sustainable Land Management Project

KARI Kenya Agricultural Research Institute

KCSAP Kenya Climate Smart Agriculture Project

KDSP Kenya Devolution Support Project

KEBS Kenya Bureau of Standards

KENAFF Kenya National Farmers Federation

KENAO Kenya National Audit Office

KENFAP Kenya National Federation of Agricultural Producers

KEPHIS Kenya Plant Health Inspectorate Services

KFS Kenya Forest Service

KIM Kenya Institute of Management

KLBO Kenya Livestock Breeders Organization

KMD Kenya Meteorological Department

xvii Project Implementation Manual | 2020

ABBREVIATIONS AND ACRONYMSKenya National Bureau of StatisticsKNBS

KRRP

KSG

LLI

M&E

MENR

MIS

MOALF&C

MoDP

MoH

MoITC

MOPE

MoTIC

MoU

MPRLP

MTP

MTR

NAMA

NARDTC

NARIGP

NARIs

NARS

NASEP

NCB

NCBF

NCCAP

NCCRS

NDMA

NDVI

NEDI

NEMA

NGO

Kenya Rural Roads Project

Kenya School of Government

Leadership, Learning and Innovation

Monitoring and Evaluation

Ministry of Environment and Natural Resources

Management Information System

Ministry of Agriculture, Livestock, Fisheries and Co-operatives

Ministry of Devolution and Planning

Ministry of Health

Ministry of Information and Communications Technology

Market-Oriented Producer Enterprise

Ministry of Trade, Industry and Cooperatives

Memorandum of Understanding

Madhya Pradesh Rural Livelihoods Project

Medium-Term Plan

Midterm Review

Nationally Appropriate Mitigation Action

National Aquaculture Research, Development and Training Centre

National Agricultural and Rural Inclusive Growth Project

National Agricultural Research Institutes

National Agricultural Research System

National Agricultural Sector Extension Policy

National Competitive Bidding

National Capacity Building Framework

National Climate Change Action Plan

National Climate Change Response Strategy

National Drought Management Authority

Normalized Difference Vegetation Index

Northeastern Development Initiative

National Environment Management Authority

Nongovernmental Organization

ABBREVIATIONS AND ACRONYMSIDA International Development Association

IEC Information, Education and Communication

IFAD International Fund for Agricultural Development

IFC International Finance Corporation

IFDC International Fertilizer Development Corporation

IFMIS Integrated Financial Management Information System

IFR Interim Financial Report

ILRI International Livestock Research Institute

IP Indigenous Peoples

IPPF Indigenous Peoples Planning Framework

IRR Internal Rate of Return

IS Implementation Support

IWUA Irrigation Water Users’ Association

IVR Interactive Voice Response

KACCAL Kenya Adaptation to Climate Change in Arid Lands Project

KAGRC Kenya Animal Genetics Resources Center

KALRO Kenya Agricultural and Livestock Research Organization

KAPAP Kenya Agricultural Productivity and Agribusiness Project

KAPP Kenya Agricultural Productivity Program

KAPSLMP Kenya Agricultural and Sustainable Land Management Project

KARI Kenya Agricultural Research Institute

KCSAP Kenya Climate Smart Agriculture Project

KDSP Kenya Devolution Support Project

KEBS Kenya Bureau of Standards

KENAFF Kenya National Farmers Federation

KENAO Kenya National Audit Office

KENFAP Kenya National Federation of Agricultural Producers

KEPHIS Kenya Plant Health Inspectorate Services

KFS Kenya Forest Service

KIM Kenya Institute of Management

KLBO Kenya Livestock Breeders Organization

KMD Kenya Meteorological Department

xviii Project Implementation Manual | 2020

ABBREVIATIONS AND ACRONYMSNPC National Project Coordinator

NPCU National Project Coordination Unit

NPSC National Project Steering Committee

NPV Net Present Value

NRM Natural Resource Management

NT National Treasury

NTAC

OAG

National Technical Advisory Committee

Office of the Auditor General

O&M Operation and Maintenance

OP

OPV

Operational Policy

Open Pollinated Varieties

PA

PBAK

Project Account

Plant Breeders Association of Kenya

PBK

PCW

Pyrethrum Board of Kenya

Participatory Contracting Workshop

PDO

PET

Project Development Objective

Participatory Education Theater

PFM Public Financial Management

PforR Program for Results

PICD Participatory Integrated Community Development

PIM Project Implementation Manual

PO

PPD

Producer Organization

Public-Private Dialogue

PPP Public-Private Partnership

PPR

PRS

Peste des petits ruminants

Population Registration System

PS

PLWHA

Principal Secretary

People Living With HIV/AIDs

RAP Resettlement Action Plan

REDD reducing emissions from deforestation and forest degradation

RPF Resettlement Policy Framework

RPLRP Regional Pastoral Livelihood Resilience Project

xix Project Implementation Manual | 2020


ABBREVIATIONS AND ACRONYMSSACCO Savings and Credit Cooperative

SAIC Social Accountability and Integrity Committee

SCC Social Cost of Carbon

SCM Supply Chain Management

SDA State Department of Agriculture

SDF State Department of Fisheries

SDG Sustainable Development Goals

SDL State Department of Livestock

SDPS State Department of Planning and Statistics

SLM

SMS

Sustainable Land Management

Short Message Services

SOE Statement of Expenditure

SORT

SPSR

Systematic Operations Risk-Rating Tool

Social Protection Single Registry

SRA

SSS

Strategy for Revitalizing Agriculture

Single Source Selection

STAK Seed Trade Association of Kenya

SUN Scaling-Up Nutrition

TA Technical Assistance

TCB Tissue-culture Banana

ToT

TIMPs

UAI

Training of Trainers

Technology Innovation Management Practices

Unit Areas of Insurance

UNDP United Nations Development Program

UNEP United Nations Environment Programme

UNFCCC United Nations Framework Convention on Climate Change

USAID United States Agency of International Development

VC Value Chain

VMG Vulnerable and Marginalized Groups

WDP Ward Development Plans

WFP

WMO

World Food Programme

World Meteorological Organization

ABBREVIATIONS AND ACRONYMSNPC National Project Coordinator

NPCU National Project Coordination Unit

NPSC National Project Steering Committee

NPV Net Present Value

NRM Natural Resource Management

NT National Treasury

NTAC

OAG

National Technical Advisory Committee

Office of the Auditor General

O&M Operation and Maintenance

OP

OPV

Operational Policy

Open Pollinated Varieties

PA

PBAK

Project Account

Plant Breeders Association of Kenya

PBK

PCW

Pyrethrum Board of Kenya

Participatory Contracting Workshop

PDO

PET

Project Development Objective

Participatory Education Theater

PFM Public Financial Management

PforR Program for Results

PICD Participatory Integrated Community Development

PIM Project Implementation Manual

PO

PPD

Producer Organization

Public-Private Dialogue

PPP Public-Private Partnership

PPR

PRS

Peste des petits ruminants

Population Registration System

PS

PLWHA

Principal Secretary

People Living With HIV/AIDs

RAP Resettlement Action Plan

REDD reducing emissions from deforestation and forest degradation

RPF Resettlement Policy Framework

RPLRP Regional Pastoral Livelihood Resilience Project

xx



ABBREVIATIONS AND ACRONYMSWKCDD&FM Western Kenya Community Driven Development and Flood Mitigation

WRI World Resources Institute

WRUA Water Resource Users’ Associations

1 Project Implementation Manual | 2020

CHAPTER ONE

1.0 INTRODUCTION

1. Agriculture is a major driver of the Kenyan economy and the dominant source of employmentfor about half of the population. The sector employs over 80 percent of the rural work force andaccounts for more than 20 percent of formal employment therefore playing a key role in povertyreduction. In 2016, agriculture, forestry and fishing sector contributed 32.6 percent to the nationalgross domestic product (GDP). The Kenya Vision 2030 recognizes the importance of transformingsmallholder subsistence agriculture into an innovative, commercially oriented, and modern sector.It identifies the major challenges as low productivity, underutilized land, inefficient markets andlimited value addition. Addressing thesechallenges iscrucial inattaining theSustainable DevelopmentGoals (SDGs); 1 ending poverty and 2 of eradicating hunger in Kenya. The Government’s efforts toaddress these challenges were articulated in a number of policy and strategies which includeAgriculture Sector Development Strategy (ASDS) 2010–2020, National Agricultural ResearchSystems (NARS) 2012 and National Agricultural Sector Extension Policy (NASEP) 2012.

2. The Center for Global Development ranks Kenya 13th out of 233 countries for “direct risks” from“extreme weather and 71st for “overall vulnerability” to climate change (KCSAP PAD). The countryis active in the international and regional dialogue on mainstreaming climate change into agriculturalpolicies, plans and actions and is a signatory to the UNCCD and United Nations FrameworkConvention on Climate Change UNFCCC. Kenya is also implementing the Compressive AfricaAgriculture Development Program (CAADP) Framework (2010) and the East African CommunityClimate Change Policy (EACCCP 2012

3. Master plan and Strategy, which also informs Kenya’s National Climate Change Policy (NCCP). Atnational level, the Kenya Climate-Change Act, 2016 envisions “a climate resilient and low carbongrowth sustainable agriculture that ensures food security and contributes to the national developmentgoal. Further, Kenya Climate-Smart Agriculture Strategy (KCSAS), 2017-2026, provides aframework for action on effects of climate change. The KCSAP project focuses on increasingagricultural productivity and enhancing resilience to the impacts of climate change. .

4. The Project Development Objective (PDO) is “to increase agricultural productivity and buildresilience to climate change risks in the targeted smallholder farming and pastoral communitiesin Kenya, and in the event of an Eligible Crisis or Emergency, to provide immediate and effectiveresponse.”

To achieve this objective the project will support:(i) Improving water/soil management, especially within smallholder maize systems in the

ABBREVIATIONS AND ACRONYMSWKCDD&FM Western Kenya Community Driven Development and Flood Mitigation

WRI World Resources Institute

WRUA Water Resource Users’ Associations


marginal rainfall zones—specifically, in smallholder mixed crop-livestock, crop-livestock-tree (agro-silvo-pastoral) production systems and in crop forest (agro-forestry) productionsystems;

(ii) Promoting sustainable, community‐driven rangeland management and improved access toquality livestock services in ASALs—specifically, in pastoral/extensive livestock productionsystems;

(iii) Supporting the generation and dissemination of improved agricultural Technology,Innovation, Management Practices (TIMPs) and building sustainable seed systems

5. The project interventions will be concentrated in 24 selected counties in Arid Areas, Semi-Arid Areas and Medium-to-High Rainfall Areas (Table 1). Each county will select four to sixwards in up to three sub-counties using the following criteria: (i) Poverty level of ward; (ii)Vulnerability to climate risks; (iii) Presence of priority value chains; (iv) Geographic proximityand contiguity of wards; (v) Absence of similar initiatives to avoid duplication; and (vi) Presence ofward-level technical department officials.

Table 1:: Project Counties

6. The direct beneficiaries of the project are estimated at about 521,500 households of smallholderfarmers, agro-pastoralists, pastoralists and fisherfolks. These beneficiaries include members ofCommon Interest Groups (CIGs,) Vulnerable and Marginalized Groups (VMGs), POs, andotherrecipients of project grants such as PPPs thus recipients of grants, as well as beneficiaries that benefitfrom landscape-level investments implemented by counties. Of these, 163,350 representhouseholds organized into about 4,950 CIGs and 18,150 represent households organized into1,100 VMGs. All these groups will also benefit from community CSA micro-projects. About240,000 and 100,000 households will benefit from the county-level and public-private

Non-ASAL Counties

1 Busia2 Siaya3 Nyandarua4 Bomet5 Kericho6 Kakamega7 UasinGishu

8 Elgeyo Marakwet

9 Kisumu

Arid Counties

1 Marsabit2 Isiolo3 Tana River4 Garissa5 Wajir6 Mandera

Semi-Arid Counties

1 West Pokot2 Baringo3 Laikipia4 Nyeri5 Tharaka Nithi6 Lamu7 Taita taveta

8 Kajiado

9 Machakos



partnership (PPP) investments (subprojects), respectively. More than 600micro, small andmediumenterprises (MSMEs) will also benefit directly from project interventions.

7. The total project cost is estimated at US$279.7 million, of which the International DevelopmentAssociation (IDA) will finance US$250 million under an Investment Project Financing (IPF)instrument. The estimated project cost takes into account GoK counterpart funds (US$15.9 millionequivalent), county governments (US$8.3 million), and beneficiary contributions (US$5.5 millionequivalent) for a total of US$29.75 million equivalent.

8. This project implementation manual (PIM) interprets the PAD by outlining the linkagemechanisms for integrating the project component activities into one operational process that theimplementing and executing agencies will apply. In designing the PIM, the componentobjectives laid in the PAD have been unpacked using the what, how, who and when, and theexpected output, all synchronized and merged into an implementation procedure to be applieduniformly in the twenty-four project counties. Alongside the design considerations, the followingattributes are also taken into account;i) Interpretation and implementation of the Kenya Government Climate Change agenda and

Pluralistic Service Delivery attributes. (National Climate Change Response Strategy –(NCCRS 2017), Agricultural Sector Development Strategy (ASDS) 2010-2020; and theNational Agricultural Sector Extension Policy –(NASEP) 2012)

ii) Farmer empowerment to demand and adopt Climate-smart mitigation practices forsustainable agricultural development.

iii) Promotion of alternative livelihoods and practices to reduce pressure on the natural resourcesand broaden the base for household incomes.

iv) Incorporation of guidelines and provisions to ensure good practices that do not perpetuatedependency.

v) Mainstreaming of gender, environmental concerns, social inclusion and adequaterepresentation of women, youth and other vulnerable groups.

vi) Lessons learnt from KAPP and WKCDD projects to enhance participatory development forefficiency and results.

marginal rainfall zones—specifically, in smallholder mixed crop-livestock, crop-livestock-tree (agro-silvo-pastoral) production systems and in crop forest (agro-forestry) productionsystems;

(ii) Promoting sustainable, community‐driven rangeland management and improved access toquality livestock services in ASALs—specifically, in pastoral/extensive livestock productionsystems;

(iii) Supporting the generation and dissemination of improved agricultural Technology,Innovation, Management Practices (TIMPs) and building sustainable seed systems

5. The project interventions will be concentrated in 24 selected counties in Arid Areas, Semi-Arid Areas and Medium-to-High Rainfall Areas (Table 1). Each county will select four to sixwards in up to three sub-counties using the following criteria: (i) Poverty level of ward; (ii)Vulnerability to climate risks; (iii) Presence of priority value chains; (iv) Geographic proximityand contiguity of wards; (v) Absence of similar initiatives to avoid duplication; and (vi) Presence ofward-level technical department officials.

Table 1:: Project Counties

6. The direct beneficiaries of the project are estimated at about 521,500 households of smallholderfarmers, agro-pastoralists, pastoralists and fisherfolks. These beneficiaries include members ofCommon Interest Groups (CIGs,) Vulnerable and Marginalized Groups (VMGs),POs, and otherrecipients of project grants such as PPPs thus recipients of grants, as well as beneficiaries that benefitfrom landscape-level investments implemented by counties. Of these, 163,350 representhouseholds organized into about 4,950 CIGs and 18,150 represent households organized into1,100 VMGs. All these groups will also benefit from community CSA micro-projects. About240,000 and 100,000 households will benefit from the county-level and public-private

Non-ASAL Counties

1 Busia2 Siaya3 Nyandarua4 Bomet5 Kericho6 Kakamega7 UasinGishu

8 Elgeyo Marakwet

9 Kisumu

Arid Counties

1 Marsabit2 Isiolo3 Tana River4 Garissa5 Wajir6 Mandera

Semi-Arid Counties

1 West Pokot2 Baringo3 Laikipia4 Nyeri5 Tharaka Nithi6 Lamu7 Taita taveta

8 Kajiado

9 Machakos

4



CHAPTER TWO

2.0 PROJECT DESCRIPTION, COMPONENTS AND FINANCING

Project description

9. KCSAP design is informed by eight main principles; (i) prioritization of TIMPs (ii) scaling-up promising TIMPs; (iii) value chain approach; (iv) Gender and youth sensitivity; (v) inclusion ofnutrition (vi) collaboration with other World Bank Group Agencies (vii) complementarity withother interventions; and (viii) phased implementation approach.

10. The phased approach will involve the use of readiness indicators in identifying the participatingcounties to be covered by a project year. These indicators include ;(i) completion of the PICDprocess and development of community development plans and micro-projects; (ii) integration ofKCSAP interventions or CSA investment plans into the County Integrated Development Plans(CIDPs); (iii) willingness to co-finance the proposed county-level interventions; and (iv)establishment of the county implementation arrangements (CPSC, CTAC, CPCU). The countiesthat meet these criteria will start implementing the project interventions in the first year while therest will start once they are ready. It is expected that at least 15 counties will start implementationin year 2 and the 24 will have started by year 3.

Project Components

The project has five components as described below:

Component 1: Up scaling Climate-Smart Agricultural Practices:

11. This component focuses on interventions thatpromote andfacilitate the adoptionofTIMPs to achievethe CSA triple-wins: increased productivity, enhanced resilience (adaptation,) and reduced GHGemissions (mitigation) per unit of output, as co-benefits. It comprises of three subcomponents: (i)building institutional capacity and strengthening service delivery; (ii) supporting investmentsin smallholder agro-pastoral production systems; and (iii) supporting investments in pastoralextensive production systems.

Component 2: Strengthening Climate-Smart Agricultural Research and Seed Systems:

12. This component supports the development, validation and adoption of context-specificCSATIMPs to target beneficiaries under Components 1 and 3; and also develop sustainable seedproduction and distribution systems. It comprises of three subcomponents: (i) supporting CSAresearch and innovations; (ii) building competitive and sustainable seed systems; and (iii)strengthening technical and institutional capacity to coordinate and deliver research and seedsystem outputs. The component will also strengthen technical and institutional capacity of KenyaAgricultural and Livestock Organization (KALRO) to deliver its mandate and GRIFTU Pastoral


Training Institute to deliver training

Component 3: Supporting Agro-weather, Market, Climate and Advisory Services

13. This component supports development of agro-weather forecasting and marketing informationsystemand theirdisseminationtools.The componenthasthreesubcomponents:

i) Improving agro-meteorological forecasting and monitoring; (ii) developing integratedweather and market information system and (iii) building technical and institutionalcapacity for agro-meteorological observation and forecasting, collection and analyses ofagricultural statistics, and market advisory services. Climate information will be translatedinto actionable knowledge while agro-weather advisories disseminated towards improvingproducers’ long-term capacity for adopting CSA TIMPs, managing weather shocks andclimate risks, and sustaining agricultural production under the changing climaticconditions.

Component 4: Project Coordination and Management

14. This component supports activities related to national and county-level project coordination andmanagement, including annual work planning and budgeting (AWP&B); fiduciary aspects(financial management and procurement); human resource (HR) management; safeguardscompliance monitoring; development and implementation of Management Information System(MIS); development of information, communication technology (ICT)-based platforms;monitoring and evaluation (M&E) and impact evaluation (IE) studies; and communicationstrategy and citizen engagement..

Component 5: Contingency Emergency Response

15. This zero - c o s t subcomponent will finance eligible expenditures related to emergencyresponse mechanisms in case of natural or man-made, crises or disasters, severe economic shocks orother crises and emergencies. This contingency facility can be triggered through formal declarationof a national emergency by the government authority; and upon a formal request from GoK tothe Bank through the National Treasury (NT). In such cases, funds from an unallocated categoryor other project components will be reallocated to finance emergency response expenditures tomeet agricultural crises and emergency needs.

Project Financing

16. The total project cost is estimated at US$279.7 million, of which the InternationalDevelopment Association (IDA) will finance US$250 million under an Investment ProjectFinancing (IPF) instrument. The estimated project cost takes into account GoK counterpart funds(US$15.9 million equivalent), county governments (US$8.3 million), and beneficiary contributions(US$5.5 million equivalent) for a total of US$29.75 million equivalent.

CHAPTER TWO

2.0 PROJECT DESCRIPTION, COMPONENTS AND FINANCING

Project description

9. KCSAP design is informed by eight main principles; (i) prioritization of TIMPs (ii) scaling-up promising TIMPs; (iii) value chain approach; (iv) Gender and youth sensitivity; (v) inclusion ofnutrition (vi) collaboration with other World Bank Group Agencies (vii) complementarity withother interventions; and (viii) phased implementation approach.

10. The phased approach will involve the use of readiness indicators in identifying the participatingcounties to be covered by a project year. These indicators include ;(i) completion of the PICDprocess and development of community development plans and micro-projects; (ii) integration ofKCSAP interventions or CSA investment plans into the County Integrated Development Plans (CIDPs); (iii) willingness to co-finance the proposed county-level interventions; and (iv) establishment of the county implementation arrangements (CPSC, CTAC, CPCU). The countiesthat meet these criteria will start implementing the project interventions in the first year while therest will start once they are ready. It is expected that at least 15 counties will start implementationin year 2 and the 24 will have started by year 3.

Project Components

The project has five components as described below:

Component 1: Up scaling Climate-Smart Agricultural Practices:

11. This component focuses on interventions thatpromote andfacilitate the adoptionofTIMPs to achievethe CSA triple-wins: increased productivity, enhanced resilience (adaptation,) and reduced GHGemissions (mitigation) per unit of output, as co-benefits. It comprises of three subcomponents: (i)building institutional capacity and strengthening service delivery; (ii) supporting investmentsin smallholder agro-pastoral production systems; and (iii) supporting investments in pastoralextensive production systems.

Component 2: Strengthening Climate-Smart Agricultural Research and Seed Systems:

12. This component supports the development, validation and adoption of context-specificCSATIMPs to target beneficiaries under Components 1 and 3; and also develop sustainable seedproduction and distribution systems. It comprises of three subcomponents: (i) supporting CSAresearch and innovations; (ii) building competitive and sustainable seed systems; and (iii)strengthening technical and institutional capacity to coordinate and deliver research and seedsystem outputs. The component will also strengthen technical and institutional capacity of KenyaAgricultural and Livestock Organization (KALRO) to deliver its mandate and GRIFTU Pastoral


Table 2: summarizes the estimated project costs and Bank/IDA financing.

2.3.1 Contributions to Project:

IDA - US$ 250 millionGoK - US$ 15.9 million equivalentCounty Governments - US$ 8.3 million equivalentBeneficiary contribution - US$ 5.5 million equivalentTotal Cost - US$ 279.7 million

Table 3: Estimated Project Cost and Financing

Project ComponentProjectCosts (US$million)

IDA Financing(US$ million)

% IDAFinancing

Co-financing(US$ million)

1. Upscaling Climate-smartAgricultural Practices 163.80 150.00 92% 13.80

2. Strengthening CSAResearch and Seed Systems 53.70 50.00 93% 3.70

3. Supporting Climate, Agro-weather, Market Informationand Advisory Services

32.90 30.00 91% 2.90

4. Project Coordination,Monitoring and Evaluation 29.30 20.00 68% 9.30

5. Contingency EmergencyResponse 0.00

Total Costs 279.70 250.00 90% 29.70

Table 4: Detailed Estimated Project Cost and Financing

Project Component Project Costs(US$ million)


% IDAFinancing


Component 1Upscaling Climate-smartAgricultural Practices

163.80 150.00 92% 13.80

Subcomponent 1.1Building Institutional Capacityand Strengthening ServiceDelivery

24.00 24.00





% IDAFinancing


Subcomponent 1.2Supporting Investments inSmallholderAgro-pastoralProduction Systems

70.3 63.0

Subcomponent 1.3Supporting Investments inPastoral Production Systems

69.5 63.0

Component 2Strengthening CSA Researchand Seed Systems

53.70 50.00 93% 3.70

Subcomponent 2:1Supporting Climate-SmartAgricultural Research andInnovations

30.9 28.9

Subcomponent 2:2Building Competitive andSustainable Seed Systems

16.0 14.3

Subcomponent 2:3Strengthening Technical andInstitutional Capacity

6.8 6.8

Component 3Supporting Climate, Agro-weather, Market Informationand Advisory Services

32.90 30.00 91% 2.90

Subcomponent 3:1ImprovingAgro-meteorologicalForecasting and Monitoring

16.5 15.0

Subcomponent 3:2Developing Integrated Weatherand Market Information System

11.4 10.0

Subcomponent 3:3Building Technical andInstitutional Capacity

5.0 5.0

Component 4Project coordination,

Monitoring and Evaluation29.30 20.00 68% 9.30

Table 2: summarizes the estimated project costs and Bank/IDA financing.

2.3.1 Contributions to Project:

IDA - US$ 250 millionGoK - US$ 15.9 million equivalentCounty Governments - US$ 8.3 million equivalentBeneficiary contribution - US$ 5.5 million equivalentTotal Cost - US$ 279.7 million

Table 3: Estimated Project Cost and Financing

Project ComponentProjectCosts (US$million)


% IDAFinancing


1. Upscaling Climate-smartAgricultural Practices 163.80 150.00 92% 13.80

2. Strengthening CSAResearch and Seed Systems 53.70 50.00 93% 3.70

3. Supporting Climate, Agro-weather, Market Informationand Advisory Services

32.90 30.00 91% 2.90

4. Project Coordination,Monitoring and Evaluation 29.30 20.00 68% 9.30

5. Contingency EmergencyResponse 0.00

Total Costs 279.70 250.00 90% 29.70

Table 4: Detailed Estimated Project Cost and Financing



% IDAFinancing


Component 1Upscaling Climate-smartAgricultural Practices

163.80 150.00 92% 13.80

Subcomponent 1.1Building Institutional Capacityand Strengthening ServiceDelivery

24.00 24.00

8





% IDAFinancing


Subcomponent 4:1Project Coordination 24.8 15.5

Subcomponent 4:2Monitoring & Evaluation andImpact Evaluation

4.5 4.5

Component 5Contingency EmergencyResponse

0.00

Total Costs 279.70 250.00 90% 29.70

2.3.2 The PDO level results indicators

17. The key project outcome indicators include the following:

(i) Direct project beneficiaries (number), share of which female (percent);

(ii) Productivity Indicator—Increase in productivity of selected agricultural commoditiessupported by the project (percent); and

(iii) Resilience Indicator—Targeted beneficiaries (organized in CIGs/VMGs) who have adopted atleast one of the technologies, innovations and management practices (TIMPs) promoted by theproject (number), share of which female (percent).

Linkages with other Projects and Collaborations

18. The project design draws lessons from an extensive range of national and global projects such as;the use of the Participatory Integrated Community Development (PICD) tool adopted fromWestern Kenya Community Driven Development and Food Mitigation Project(WKCDD&FMP), and the contracted service delivery approach in the Kenya AgriculturalProductivity and Agribusiness Project (KAPAP) whose effectiveness and quality control needsimprovement. The project is linked to National Agricultural and Rural Inclusive Growth(NARIG) Project in regard to development of standard training modules for each of the priorityvalue chain at financial fiduciary management, and environmental and social safeguards amongothers.


19. The project will collaborate with the International Finance Corporation (IFC) and theMultilateral International Guarantee Agency (MIGA) in its value chain development initiativessuch as value addition and linking smallholder farmers to input, output and financial marketsand abating political risk for local and international private investors. This collaboration may bein form of provision of loans by IFC to local private firms undertaking value addition and politicalrisk guarantee to foreign direct investors.



% IDAFinancing


Subcomponent 4:1Project Coordination 24.8 15.5

Subcomponent 4:2Monitoring & Evaluation andImpact Evaluation

4.5 4.5

Component 5Contingency EmergencyResponse

0.00

Total Costs 279.70 250.00 90% 29.70

2.3.2 The PDO level results indicators

17. The key project outcome indicators include the following:

(i) Direct project beneficiaries (number), share of which female (percent);

(ii) Productivity Indicator—Increase in productivity of selected agricultural commoditiessupported by the project (percent); and

(iii) Resilience Indicator—Targeted beneficiaries (organized in CIGs/VMGs) who have adopted atleast one of the technologies, innovations and management practices (TIMPs) promoted by theproject (number), share of which female (percent).

Linkages with other Projects and Collaborations

18. The project design draws lessons from an extensive range of national and global projects such as;the use of the Participatory Integrated Community Development (PICD) tool adopted fromWestern Kenya Community Driven Development and Food Mitigation Project(WKCDD&FMP), and the contracted service delivery approach in the Kenya AgriculturalProductivity and Agribusiness Project (KAPAP) whose effectiveness and quality control needsimprovement. The project is linked to National Agricultural and Rural Inclusive Growth(NARIG) Project in regard to development of standard training modules for each of the priorityvalue chain at financial fiduciary management, and environmental and social safeguards amongothers.


CHAPTER THREE

3.0 INSTITUTIONAL ARRANGEMENTS, FINANCIAL MANAGEMENT, CROSS CUTTING ISSUES AND START UP ACTIVITIES

Institutional Arrangements

20. Project implementation will involve a three-tiered institutional arrangement: National, County, and Community levels. At the National level, the MOALF&C will be the main implementing agency while at the County level; County Governments will be the executing agencies. At the Community level, beneficiaries will implement their community-led CSA interventions. The project will also mainstream: Environmental and social safe guards; Gender and social inclusion; and Nutrition in its activities. Details of the institutional arrangements; roles and responsibilities; and implementation processes are provided below;

3.1.1 National level

21. The National Project Steering Committee (NPSC): This is the supreme body of KCSAP and is responsible for the overall oversight and policy guidance of the project to ensure that it operates within the principles and framework of Vision 2030, the Agricultural Sector Development Strategy (ASDS) and the Financing Agreement for the project signed between the Government of Kenya and the World Bank. The committee will take overall responsibility for ensuring that the project remains within the project development objective and that the project resources are utilized efficiently and effectively to achieve agreed targets. The committee is chaired by the Cabinet Secretary, MOALF&C, and co- Chaired by the Chair, Council of Governors’ Committee on Lands and Agriculture. The committee is composed of PSs from the implementing Ministry, Executing Agencies, Chairmen of key stakeholder institutions and Governors representing the NEDI and non NEDI Counties. The composition and Terms of Reference (ToR) of the NPSC are detailed in Annex 1A

22. The National Technical Advisory Committee (NTAC): the Committee is responsible for providing technical support to the overall implementation of the project and approving the national and county level investments and CSA research proposals. The Agriculture Secretary, State Department for Agriculture, MOALF&C is the Chair of the committee and the Chairperson, Counties’ Agriculture Caucus (formed by CECs of Agriculture) is the co-Chair. The committee is composed of Directors from the implementing Ministry and partner institutions. The number of members of NTAC attending each meeting will depend on the agenda or technical advice sought by the National Project Coordination Unit (NPCU). The composition and TOR for NTAC is contained in Annex 1B

23. The National Project Coordination Unit (NPCU) is embedded in the SDCD, MOALF&C and is responsible for managing day-to-day project implementation. Headed by the National Project



Coordinator (NPC), the NPCU comprises of Component Coordinators (Components 1-3), M&EOfficer, Finance Officer/Project Accountant, Procurement Officer, Internal Auditor, HumanResource and Administration Officer, Information and Communication Officer, ICT Officer,Gender Specialist and the Environmental and Social Safeguards Compliance Officer. The roles andresponsibilities of NPCU and its staff are detailed in Annex IC.

Partnerships24. The project will involve diverse number of partners to; (a) provide extension services, (b) produce

and distribute commercial seed (KCSAP will work with KEPHIS, KAGRC) c) strengthensustainable commercially driven seed multiplication and distribution systems, through the NARSinstitutions (d) support private firms and producer organizations to promote productionalliances in priority value chains – for instance KCSAP will provide Competitive MatchingGrants to private firms (up to 200,000US$) and producer organizations (up to 100,000US$) forfinancing value addition activities, (e) organize producer organizations into alliances – KENAFFand the Department of Cooperatives will play critical role in organizing productive alliances, and(f) to provide agro-weather information advisories through KMD.

3.1.2 County Level:

25. The project implementation and oversight structures at county level include County Project Steering Committee (CPSC), County Technical Advisory Committee (CTAC) and County Project Coordination Unit (CPCU). The Cabinet Secretary, MOALF&C will enter into Participation Agreements (PAs) detailing mutual responsibilities for the implementation of the program with the respective county governments (Annex 2) while an MOU will thereafter be signed and effected between the county governments and their beneficiary communities. (Annex 3).

26. County Project Steering Committee (CPSC): The CPSC comprises of Chief Officers fromrelevant County Ministries, the County Director National Environment Management Authority(NEMA); County Director KMD and representatives from the private sector and civil society. TheCPSC will provide project implementation oversight in the respective counties and will beresponsible for approving the project’s annual work plans and budgets (AWP&BS) at county level,as well as ward and community project proposals. They will also ensure that project activitiesand community micro-projects are incorporated into the Counties respective Annual Plans (CAPsand County Integrated Development Plans (CIDP). The committee is chaired by CountyExecutive Committee member for the Agricultural Sector and the CPCU Coordinator is thesecretary. The TOR for CPSC is contained in Annex 1D

27. County Technical Advisory Committee: The County Technical Advisory Committee (CTAC)is responsible for providing technical support to overall project implementation, approval of countylevel investments; coordination and selection of wards where project implementation will be

CHAPTER THREE

3.0 INSTITUTIONAL ARRANGEMENTS, FINANCIAL MANAGEMENT, CROSS CUTTINGISSUES AND START UP ACTIVITIES

Institutional Arrangements

20. Project implementation will involve a three-tiered institutional arrangement: National, County, andCommunity levels. At the National level, the MoALF will be the main implementing agency whileat the County level; County Governments will be the executing agencies. At the Community level,beneficiaries will implement their community-led CSA interventions. The project will alsomainstream: Environmental and social safe guards; Gender and social inclusion; and Nutrition in itsactivities. Details of the institutional arrangements; roles and responsibilities; and implementationprocesses are provided below;

3.1.1 National level

21. The National Project Steering Committee (NPSC): This is the supreme body of KCSAP and isresponsible for the overall oversight and policy guidance of the project to ensure that it operateswithin the principles and framework of Vision 2030, the Agricultural Sector DevelopmentStrategy (ASDS) and the Financing Agreement for the project signed between the Governmentof Kenya and the World Bank. The committee will take overall responsibility for ensuring that theproject remains within the project development objective and that the project resources are utilizedefficiently and effectively to achieve agreed targets. The committee is chaired by the CabinetSecretary, MoALF&I, and co- Chaired by the Chair, Council of Governors’ Committee on Landsand Agriculture. The committee is composed of PSs from the implementing Ministry, ExecutingAgencies, Chairmen of key stakeholder institutions and Governors representing the NEDI and nonNEDI Counties. The composition and Terms of Reference (ToR) of the NPSC are detailed in Annex 1A

22. The National Technical Advisory Committee (NTAC): the Committee is responsible for providingtechnical support to the overall implementation of the project and approving the national andcounty level investments and CSA research proposals. The Agriculture Secretary, StateDepartment for Agriculture, MoALF is the Chair of the committee and the Chairperson, Counties’Agriculture Caucus (formed by CECs of Agriculture) is the co-Chair. The committee iscomposed of Directors from the implementing Ministry and partner institutions. The number ofmembers of NTAC attending each meeting will depend on the agenda or technical advice soughtby the National Project Coordination Unit (NPCU). The composition and TOR for NTAC iscontained in Annex 1B

23. The National Project Coordination Unit (NPCU) is embedded in the SDCD, MoALF&I and isresponsible for managing day-to-day project implementation. Headed by the National Project

12



undertaken. The CTAC comprises of Directors of Technical Departments and will have severalsub-committees or sub-CTACs. The sub-committee of CTAC attending each meeting will dependon the agenda or technical advice sought by the County Project Coordination Unit (CPCU).During the vetting of micro-project proposals, a minimum of seven members from differenttechnical departments must be present. The CTAC chair must be from the relevant agriculturalsector department. The composition, terms of reference are detailed in Annex 1E

28. County Project Coordination Unit: The County Project Coordination Unit (CPCU) is embeddedin the county government structures in the agricultural sector department. The unit is headed by aCounty Project Coordinator (CPC) and is responsible for the day- to-day operations of the project.The unit comprises of the County Project Coordinator, Agriculture Statistics Officer, CountyM&E Assistant, County Finance Assistant/Project Accountant, County Procurement Assistant,Internal Auditor, a Research Liaison Officer and support staff (secretary, drivers, cleaner) Thesestaff is deployed to the project on a full time basis by the county government. The CPCUcoordinator serves as the secretary to both the CPSC and the CTAC. Sub county technical teams(SCTT) are constituted to coordinate project activities within the targeted project wards. Thecomposition, terms of reference are detailed in Annex 1F

3.1.3 Community Level

29. This is the third level in the overall institutional structures for implementing the project. At thislevel community driven development structures are established to represent beneficiaries whiletaking into account one third gender rule. To this effect the county governments will enter intoa memorandum of understanding (MOU) with respective beneficiaries. All community structuresmust be duly registered with the relevant GoK authorities e.g. Department of Social Services.Basic literacy levels should be taken into account in the establishment of the community leadershipstructures. However, all county government employee can serve as ex-officio members, and not aselected office bearers of these community structures.

30. Common Interest Groups: A common interest group (CIG) is a collection of community memberswho have mutual interest and come together to share information and work cooperatively inimplementing part of the Community Action Plan. A CIG will comprise 20-30 members who paymembership and annual fees along their priority Value chains. The number of CIGs in a zonewill depend on the interested farmers. CIGs will be comprised of existing farmer groups(women groups, youth groups, self-help groups among others) interested in participating in theproject. Opportunities will be flagging in order to identify interested groups as well as form newCIGs during the PICD process. However, membership to groups will be open throughout theproject period. All CIGs will be registered with the relevant GoK authorities e.g. Department ofSocial services and democratically elect their leadership that include; Executive committees, andSocial Accountability and Integrity Committee (SAIC). Each of these committees will have three


memberscomprisingChairman, Secretary, andTreasurer.The one thirdgender rule will be taken intoaccount during these elections to ensure the participation of the most vulnerable gender in the groups.The CIG executive committees will oversee the operations of their groups and receivedemonstration materials and any other goods procured for their groups. The SAIC committeewill play the role of auditing the group activities, grievance redress and spearhead participatorymonitoring and evaluation within their groups. The CIGs with support from Service Providers andSub-county Technical Advisory Committee (SCTT) will prepare micro-project/enterprisedevelopment proposals and submit them to the CPCU for onward transmission to CTAC for vetting.

31. Vulnerable and Marginalized Groups (VMGs): The project will finance CSA micro- projectsexclusively targeting VMGs who are registered with relevant GoK authorities e.g. Departmentof Social Services. The objective of such targeting is to empower VMG members and elevate theirproductive capacity and economic status, so that they fully participate in VCs and SACCOs.VMG members will be identified during the PICD process using criteria that include; landownership, asset ownership/perceived value, number of meals per day, number of dependants,female-/child-headed households, and advanced age, among others. The VMGs will compriseunemployed youths, internally displaced people (IDPs), elderly women and men,widows/orphans, differently abled, recovering substance abusers, people living with HIV/AIDSand Indigenous Peoples. Deliberate effort will be made to target women/women-groups in pastoralcommunities.

32. The VMGs will democratically elect their leadership comprising of Executive committees, andSocial Accountability and Integrity Committees (SAIC). Each of these committees will have threemembers - Chairman, Secretary, and Treasurer. The one third gender rule will be taken into accountduring these elections to ensure the participation of the most vulnerable gender in the groups. Theexecutive committees will oversee the operations of their groups and receive demonstrationmaterials alongside any other materials procured for their groups. The SAIC committee will playthe role of auditing the group activities, grievance redress and take part in participatory monitoringand evaluation within their groups. With support from SPs and SCTT, VMGs will prepare micro-project/enterprise development proposals and submit them to CPCU for onward transmission toCTAC for vetting.

33. Producer Organizations: When CIGs and VMGs attain sufficient volumes of produce andeconomies of scale, the SPs in collaboration with KENAFF will build their capacity to federateinto producer organizations such as Cooperatives and Limited Companies. This will improve theiraccess to production technologies; input and output markets; financial services and opportunitiesfor value addition to their products.

34. Community Driven Development Committees: The Community Driven DevelopmentCommittees (CDDC) will be one of the outputs of the PICD process. Three community leaders

undertaken. The CTAC comprises of Directors of Technical Departments and will have severalsub-committees or sub-CTACs. The sub-committee of CTAC attending each meeting will dependon the agenda or technical advice sought by the County Project Coordination Unit (CPCU).During the vetting of micro-project proposals, a minimum of seven members from differenttechnical departments must be present. The CTAC chair must be from the relevant agriculturalsector department. The composition, terms of reference are detailed in Annex 1E

28. County Project Coordination Unit: The County Project Coordination Unit (CPCU) is embeddedin the county government structures in the agricultural sector department. The unit is headed by aCounty Project Coordinator (CPC) and is responsible for the day- to-day operations of the project.The unit comprises of the County Project Coordinator, Agriculture Statistics Officer, CountyM&E Assistant, County Finance Assistant/Project Accountant, County Procurement Assistant,Internal Auditor, a Research Liaison Officer and support staff (secretary, drivers, cleaner) Thesestaff is deployed to the project on a full time basis by the county government. The CPCUcoordinator serves as the secretary to both the CPSC and the CTAC. Sub county technical teams(SCTT) are constituted to coordinate project activities within the targeted project wards. Thecomposition, terms of reference are detailed in Annex 1F

3.1.3 Community Level

29. This is the third level in the overall institutional structures for implementing the project. At thislevel community driven development structures are established to represent beneficiaries whiletaking into account one third gender rule. To this effect the county governments will enter intoa memorandum of understanding (MOU) with respective beneficiaries. All community structuresmust be duly registered with the relevant GoK authorities e.g. Department of Social Services.Basic literacy levels should be taken into account in the establishment of the community leadershipstructures. However, all county government employee can serve as ex-officio members, and not aselected office bearers of these community structures.

30. Common Interest Groups: A common interest group (CIG) is a collection of community memberswho have mutual interest and come together to share information and work cooperatively inimplementing part of the Community Action Plan. A CIG will comprise 20-30 members who paymembership and annual fees along their priority Value chains. The number of CIGs in a zonewill depend on the interested farmers. CIGs will be comprised of existing farmer groups(women groups, youth groups, self-help groups among others) interested in participating in theproject. Opportunities will be flagging in order to identify interested groups as well as form newCIGs during the PICD process. However, membership to groups will be open throughout theproject period. All CIGs will be registered with the relevant GoK authorities e.g. Department ofSocial services and democratically elect their leadership that include; Executive committees, andSocial Accountability and Integrity Committee (SAIC). Each of these committees will have three


from each zone will be nominated by sub-CTDs to spearhead and constitute an interim CDDC.Eventually the interim CDDC together with the CIG, VMG and POs will democratically electthirteen (13) members drawn from the CIG/VMG and PO leadership out of which at least 4 will be women/men. The CDDC will be managed by a democratically elected ExecutiveCommittee of five people comprised of a Chairperson, Secretary, Treasurer and two (2) committeemembers. The CDDC will be duly registered with a relevant GoK authority e.g. Social ServicesDepartment and will operate a functional Bank Account. The CDDC will work through thefollowing sub-committees; Micro-project management, Procurement, Finance and Social Auditand Integrity (SAIC). The sub-committee members will be elected by the beneficiarycommunities and will each be comprised of five (5) members except for the finance sub-committeewhich will have three members. Details on the establishment and roles of the CDDC and its sub-committees are in Annex 1 G.

35. County Value Chain Development Committee CVCDC): All the CIGs/VMGs/POs executivecommittees for specific enterprises e.g. dairy will convene at the ward level and democraticallyelect a Ward Enterprise Executive Committee (WEEC) comprising of chairperson, secretary andtreasurer. This committee will be in charge of aggregation of data received from the variousCIGs/VMGs/POs executive committees. The various ward enterprise executive committees withine.g. dairy VC (dairy cow, dairy goat, dairy camel) will form the ward dairy value chain executivecommittee that will meet with those from the other value chains to elect members of the CVCDC.The ward enterprise executive committees from the various value chains will also elect two of theirmembers (male and female) to form the County Value Chain Development Group that will electa County Value Chain Development Committee (CVCDC). This committee will manage serviceprovision to CIGs/VMGs/POs. The representation of women and VMGs in these committees mustbe ensured.

36. Project Management Committees (PMC): The beneficiaries of each of the subprojects fundedby KCSAP will elect their Project Management Committees (PMC) i.e. executive, procurement andSAIC committees that will oversee the implementation process. The one third gender rule willbe taken into account during these elections to ensure the participation of the all the gender andsocial groups among the beneficiaries.

37. Community Driven Development Organizations: The Community Driven DevelopmentOrganization (CDDO) will be established at the county level with a sub-committee in each ofthe targeted sub-counties. This organization will comprise 13 democratically elected leadersdrawn from the leadership of each CDDC, CBOs, WRUAs, SACCOs, Social Accountabilityand Integrity Committees (SAICs), and other key community organizations. The CDDO incollaboration with CPCU and CTAC will be responsible for planning and design of sub-projects,their implementation as well as community participatory monitoring, evaluation and reportingboth at sub-county and county levels. Roles and responsibilities are detailed in Annex 1G.



Table 5: Summary of Coordination structures and timeline for their establishment

Coordination structures Responsibility/Actor Date Expected Output

National Project SteeringCommittee (NPSC) PS- SDCD April 2017 NPSC in place

National Technical AdvisoryCommittee (NTAC) PS-SDCD July 2017 NTAC in place

National Project CoordinationUnit (NPCU) NPSC July 2017 NPCU in place

County Project SteeringCommittee (CPSC) CPSC December 2017 24 CPSCs in place

County T e c h n i c a l

Advisory Committee (CTAC)CPSC December 2017 24 CTACs in place

County Project Coordination

UnitCEC & CPSBoard October 2017 24 CPCUs in place

Sub-county TechnicalAdvisory Committee (SCTT) CTAC February 2017 45 out of 72

SCTTs in placeCommunity DrivenDevelopment Committee(CDDC)

CPCU/SCTT August 2018 25 CDDCs in place

County Value ChainDevelopment Committee(CVCDC)

CPCU/CTD November 2018 CVCDC for eachpriority value chain

Community DrivenDevelopment Organization CPCU/CTD November 2018 24 CDDOs

Financial Management Disbursement and Procurement

3.2.1 Financial Management

38. The financial management arrangements are meant to ensure that;(i) Financial resources reach the implementing and executing agencies and ultimately the project

beneficiaries in the shortest time possible;(ii) Resources are used to finance the intended activities with efficiency and economy;(iii) Resources are properly accounted for and project results and outcomes are achieved; and(iv) Acceptable auditing arrangements are in place.

from each zone will be nominated by sub-CTDs to spearhead and constitute an interim CDDC.Eventually the interim CDDC together with the CIG, VMG and POs will democratically electthirteen (13) members drawn from the CIG/VMG and PO leadership out of which at least 4will be women/men. The CDDC will be managed by a democratically elected ExecutiveCommittee of five people comprised of a Chairperson, Secretary, Treasurer and two (2) committeemembers. The CDDC will be duly registered with a relevant GoK authority e.g. Social ServicesDepartment and will operate a functional Bank Account. The CDDC will work through thefollowing sub-committees; Micro-project management, Procurement, Finance and Social Auditand Integrity (SAIC). The sub-committee members will be elected by the beneficiarycommunities and will each be comprised of five (5) members except for the finance sub-committeewhich will have three members. Details on the establishment and roles of the CDDC and its sub-committees are in Annex 1 G.

35. County Value Chain Development Committee CVCDC): All the CIGs/VMGs/POs executivecommittees for specific enterprises e.g. dairy will convene at the ward level and democraticallyelect a Ward Enterprise Executive Committee (WEEC) comprising of chairperson, secretary andtreasurer. This committee will be in charge of aggregation of data received from the variousCIGs/VMGs/POs executive committees. The various ward enterprise executive committees withine.g. dairy VC (dairy cow, dairy goat, dairy camel) will form the ward dairy value chain executivecommittee that will meet with those from the other value chains to elect members of the CVCDC.The ward enterprise executive committees from the various value chains will also elect two of their members (male and female) to form the County Value Chain Development Group that will electa County Value Chain Development Committee (CVCDC). This committee will manage serviceprovision to CIGs/VMGs/POs. The representation of women and VMGs in these committees mustbe ensured.

36. Project Management Committees (PMC): The beneficiaries of each of the subprojects fundedby KCSAP will elect their Project Management Committees (PMC) i.e. executive, procurement andSAIC committees that will oversee the implementation process. The one third gender rule willbe taken into account during these elections to ensure the participation of the all the gender andsocial groups among the beneficiaries.

37. Community Driven Development Organizations: The Community Driven DevelopmentOrganization (CDDO) will be established at the county level with a sub-committee in each ofthe targeted sub-counties. This organization will comprise 13 democratically elected leadersdrawn from the leadership of each CDDC, CBOs, WRUAs, SACCOs, Social Accountabilityand Integrity Committees (SAICs), and other key community organizations. The CDDO incollaboration with CPCU and CTAC will be responsible for planning and design of sub-projects,their implementation as well as community participatory monitoring, evaluation and reportingboth at sub-county and county levels. Roles and responsibilities are detailed in Annex 1G.

16



3.2.2 Flow of Funds Arrangements:

39. The project has adopted the Statement of Expenditure (SoE) method of disbursement. The flow of funds will involve two Designated Accounts (DA) one for the county activities (DA-1) and national activities (DA-2). The MOALF&C will trigger transfer of funds from DA-1 through the County Revenue Fund (CRF) accounts to the dedicated County Project Accounts (CPAs), which shall be opened to receive and disburse project proceeds at the county level. CPAs will be opened by each participating county at the CBK or in financial institutions acceptable to World Bank/IDA. Beneficiary communities will open community bank accounts (CAs) at commercial banks or in financial institutions acceptable to World Bank/IDA to which funds will directly be disbursed from the CPAs once they have met the eligibility criteria (Annex 4A).

40. KALRO and KMD will each open a separate Kenya Shillings Segregated ProjectAccount (SPA) to facilitate receipt of IDA proceeds from the Project Account (PA) managed by MOALF&C. The mechanism for funds requisitions, accountability, and reporting formats are provided in the project Financial Management Manual (FMM).

41. Each CPCU shall open an operations bank account with the Central Bank of Kenya or a financialinstitution acceptable to IDA. This account shall be replenished from DA- 1. The CRF accountswill be replenished from DA-1, and each CPCU shall maintain a detailed inventory of all the CAs.NPCU shall maintain a similar inventory of all the DAs, CPAs, SPA, CPAs, and CAs under theproject. The bank account inventory shall provide details including but not limited to accountname, beneficiary name, account number, bank, branch, branch location, signatories and specimensignatures, and account operating mandates.

42. The triggers for the initial deposit/transfer from DA-1 to CRF accounts will include the signing of the Participation Agreements between MOALF&C and the respective county governments, and approved county AWP&Bs. Subsequent transfers will be based on submitting Statement of Expenditure (SoEs). For community groups, eligibility criteria will include having a community developmentplan/businessplanonvaluechainupgrading and an approved micro-project. Once these eligibility criteria have been met, funds will be disbursed by County Governments (CGs) from their CPAs to the CAs.

43. Accounting and Internal Control system: Accounting and internal control systems will be in line with the GOK and World Bank guidelines, the FMM and applicable public management regulations. For communities, additional controls are provided in the Matching Grant Manual. MOALF&C has internal auditors seconded from the National Treasury; therefore MOALF&C will designate a project internal auditor at the NPCU to take overall responsibility for the project audit at the national level. Each participating county will designate a county project internal auditor. The internal auditors at the national and the county level shall integrate the project internal audit activities into their AWP&BS, which shall include periodic field-based travel to specific project


sites at the county, ward, and community level. The Office of the Auditor General (OAG) willaudit all the executing agencies (KALRO, KMD and County) accounts besides their internalaudits.

3.2.3 Financial Reporting:

44. The project will submit quarterly Interim Financial Reports (IFRs) and Annual FinancialStatements to the World Bank. The IFR will be submitted to the World Bank no later than fortyfive (45) days after the end of each quarter. Each county will prepare their IFRs includingcommunity expenditures and submit them to the NPCU within thirty (30) days after the end of eachquarter for consolidation by the NPCU for submission to the World Bank.

3.2.4 External Audit Arrangement:

45. The NPCU will prepare annual financial statements which will be submitted for external auditingno later than three (3) months after the end of each financial year. External auditing will beconducted by the Office of the Auditor General (OAG) and the audit report and management letterwill be submitted to the World Bank no later than six months after the end of each financial year.Details on funds flow and related controls are provided in the Annex 4A and the FinancialManagement Manual (FMM).

3.2.5 Management of procurement of Goods, Works and non-Consulting Services

46. Management of procurement of Goods, Works and non-Consulting Services will be carried inout accordance with World Bank guidelines, specifically under International Bank ofReconstruction and Development (IBRD) Loans, International Development Agency (IDA)Credits and Grants by World Bank Borrowers Procurement guidelines (OP/B 11.00). Theguidelines also detail selection criteria and employment of consultants under IBRD Loans and IDACredits & Grants. Other relevant guidelines and circulars provided by the GoK and World Bankwill be applicable. Procurement arrangements for community level will be in line with the“Guidance Note for Design and Management of Procurement Responsibilities in Community-Driven Development Projects,” of March 15, 2012.

47. At the national level, NPCU will be responsible for implementing procurements undercomponents 2 and 3 and part of Components 1 and 4. This will include procuring large contractsand managing contracts such as civil works, goods and consultants; and project assets such asvehicles, computers and accessories, office equipment and furniture among others.All capital assets1

will be procured centrally at the national level in order to achieve economies of scale.

48. At the county level, the CPCU will spearhead execution of procurement activities underComponent 1 and part of Component 4. At community level, a subcommittee of the CDDCstogether with the CPCU will undertake the procurement of the materials required for the micro-projects and demonstrations. Details refer to the KCSAP Procurement Management manual.

3.2.2 Flow of Funds Arrangements:

39. The project has adopted the Statement of Expenditure (SoE) method of disbursement. The flow offunds will involve two Designated Accounts (DA) one for the county activities (DA-1) andnational activities (DA-2). The MoALF&I will trigger transfer of funds from DA-1 through theCounty Revenue Fund (CRF) accounts to the dedicated County Project Accounts (CPAs), whichshall be opened to receive and disburse project proceeds at the county level. CPAs will be openedby each participating county at the CBK or in financial institutions acceptable to World Bank/IDA.Beneficiary communities will open community bank accounts (CAs) at commercial banks or infinancial institutions acceptable to World Bank/IDA to which funds will directly be disbursed fromthe CPAs once they have met the eligibility criteria (Annex 4A).

40. KALRO and KMD will each open a separate Kenya Shillings Segregated ProjectAccount (SPA) tofacilitate receipt of IDA proceeds from the Project Account (PA) managed by MoALF&I. The mechanism for funds requisitions, accountability, and reporting formats are provided in the projectFinancial Management Manual (FMM).

41. Each CPCU shall open an operations bank account with the Central Bank of Kenya or a financialinstitution acceptable to IDA. This account shall be replenished from DA- 1. The CRF accountswill be replenished from DA-1, and each CPCU shall maintain a detailed inventory of all the CAs.NPCU shall maintain a similar inventory of all the DAs, CPAs, SPA, CPAs, and CAs under theproject. The bank account inventory shall provide details including but not limited to accountname, beneficiary name, account number, bank, branch, branch location, signatories and specimensignatures, and account operating mandates.

42. The triggers for the initial deposit/transfer from DA-1 to CRF accounts will include the signingof the Participation Agreements between MoALF&I and the respective county governments, andapproved county AWP&Bs. Subsequent transfers will be based on submitting Statement ofExpenditure (SoEs). For community groups, eligibility criteria will include having a communitydevelopmentplan/businessplanonvaluechainupgrading and an approved micro-project. Once theseeligibility criteria have been met, funds will be disbursed by County Governments (CGs) from theirCPAs to the CAs.

43. Accounting and Internal Control system: Accounting and internal control systems will be inline with the GOK and World Bank guidelines, the FMM and applicable public managementregulations. For communities, additional controls are provided in the Matching Grant Manual.MoALF&I has internal auditors seconded from the National Treasury; therefore MoALF&I willdesignate a project internal auditor at the NPCU to take overall responsibility for the project auditat the national level. Each participating county will designate a county project internal auditor.The internal auditors at the national and the county level shall integrate the project internal auditactivities into their AWP&BS, which shall include periodic field-based travel to specific project


3.2.6 Procurement Plan:

49. A Procurement Plan (PP) prepared by MoALF&I detailing all procurements is undertaken and willbe a continuous process during project implementation. This plan will be made available in theproject’s database and on the World Bank’s external website. The plan will be updated annually asper the GoK and the World Bank requirements.

3.2.7 Disclosure Requirements

50. The project will proactively disclose the following documents on its website: (i) procurementplans and updates; (ii) invitation for bids for goods and works for all International CompetitiveBidding (ICB) and National Competitive Bidding (NCB) contracts; (iii) requests for expressionof interest for selection/hiring of consulting services; (iv) contract awards of goods and worksprocured following ICB/NCB procedures; (v) list of contracts/purchase orders placed followingshopping procedures on a quarterly basis; (vi) shortlists of consultants; (vii) contract awards of allconsultancy services; (viii) lists of contracts following direct contracting (DC), consultants’qualifications selection (CQS), or single source selection (SSS) on a quarterly basis; (ix) reports onactions taken on complaints received on a quarterly basis; and (x) the progress of all contractsawarded and payments made on a quarterly basis.

51. To ensure that stakeholders are well informed on the project undertakings, information on all civilworks including; contract description, contractor’s name, contract amount, and physical andfinancial progress will be displayed on a notice board at CPCU offices. The project MIS will captureinformation on micro projects, subprojects and all procurements carried out by communities. Suchinformation will include description, quantity, unit rate, and supplier/contractor/consultants’ namesand their remuneration. At community levels, posters and pamphlets will be printed in simplelanguages, preferably local languages and distributed, to uphold high integrity in implementingmicro projects/subprojects, drawing from the experiences from KAPAP, KAPSLM, KACCAL andWKCDD projects.

3.2.8 Governance and Anti-Corruption Measures

52. To strengthen overall Governance and Anti-corruption (GAC) aspects during projectimplementation, the following governance and risk mitigation measures have been developedby the GoK and the World Bank;

53. Building of the capacity of communities/public institutions on financial and procurementmanagement at each level of the project. At the county and community level the capacity buildingwill focus on CIGs, VMGs, POs, PPPs, and SACCOs as well as the county government staff.The trainings will cover financial management, procurement, and record-keeping. Simplemanuals and guidelines will be developed and where necessary translated into local languages.



• The project MIS will: (i) capture and update data on project finances, activities, andperformance across project components and subcomponents; (ii) generate reports comparingperformance between counties and communities on key project results versus financing; (iii)geo-map key project interventions under each component (including name of activity,financing, results, name and contacts of responsible persons); and (iv) keep a fixed assetregister of project assets. The MIS will accommodate inputs from different levels of projectimplementation using easily available technology such as tablets, Smart-phones, GPS.

• A complaint and grievance-handling mechanism will be developed. This will includeestablishment of a grievance/complaint handling committee that will establish a frameworkspecifying what types of complaints will be handled, by which entities/agencies forcomplaint handling; a focal point officer designated to coordinate complaints and complaint/grievance registers maintained by designated officers. Complaints such as fraud andcorruption cases that cannot be handled at the project level will be forwarded to the Ethicsand Anticorruption Committee (EACC). Capacity on complaint management system willbe built at all levels of project implementation. Quarterly monitoring reports will beconsolidated, reviewed by NPCU, and provided to the Bank.

• Transfers/disbursements of funds will be suspended to counties and communities that do notcomply with record-keeping, reporting, and other governance requirements.

• Project support through backstopping and impromptu visits to implementation sites at eachlevel will be conducted.

Mainstreaming of Cross Cutting Issues

3.3.1 Environmental and Social Safeguards

54. Theadherence totheEnvironmentalandSocialManagementFramework(ESMF)complies with theWorld Bank safeguard policy on Environmental Assessment (EA) (OP/BP 4.01) which takes intoaccount the natural environment (air, water and land); human health and safety; social aspects(involuntary resettlement, indigenous peoples; and physical cultural resources) and Trans-boundaryand global environmental aspects. KCSAP will use a range of instruments available that satisfythe Policy including: Environmental and Social Impact Assessment (ESIA); Environmental andSocial Strategic Assessment (ESSA); Environmental Audit (EA); Hazard or Risk Assessment;Environmental and Social Management Plan (ESMP) and the Environmental and SocialManagement Framework (ESMF). Environmental screening will be undertaken to determine theextent of potential impact and the type of instrument to use

55. KCSAP project is assigned environmental Category B – Partial Assessment. Category B project

3.2.6 Procurement Plan:

49. A Procurement Plan (PP) prepared by MoALF&I detailing all procurements is undertaken and willbe a continuous process during project implementation. This plan will be made available in theproject’s database and on the World Bank’s external website. The plan will be updated annually asper the GoK and the World Bank requirements.

3.2.7 Disclosure Requirements

50. The project will proactively disclose the following documents on its website: (i) procurementplans and updates; (ii) invitation for bids for goods and works for all International CompetitiveBidding (ICB) and National Competitive Bidding (NCB) contracts; (iii) requests for expressionof interest for selection/hiring of consulting services; (iv) contract awards of goods and worksprocured following ICB/NCB procedures; (v) list of contracts/purchase orders placed followingshopping procedures on a quarterly basis; (vi) shortlists of consultants; (vii) contract awards of allconsultancy services; (viii) lists of contracts following direct contracting (DC), consultants’qualifications selection (CQS), or single source selection (SSS) on a quarterly basis; (ix) reports onactions taken on complaints received on a quarterly basis; and (x) the progress of all contractsawarded and payments made on a quarterly basis.

51. To ensure that stakeholders are well informed on the project undertakings, information on all civilworks including; contract description, contractor’s name, contract amount, and physical and financial progress will be displayed on a notice board at CPCU offices. The project MIS will captureinformation on micro projects, subprojects and all procurements carried out by communities. Suchinformation will include description, quantity, unit rate, and supplier/contractor/consultants’ names and their remuneration. At community levels, posters and pamphlets will be printed in simplelanguages, preferably local languages and distributed, to uphold high integrity in implementingmicro projects/subprojects, drawing from the experiences from KAPAP, KAPSLM, KACCAL andWKCDD projects.

3.2.8 Governance and Anti-Corruption Measures

52. To strengthen overall Governance and Anti-corruption (GAC) aspects during projectimplementation, the following governance and risk mitigation measures have been developedby the GoK and the World Bank;

53. Building of the capacity of communities/public institutions on financial and procurementmanagement at each level of the project. At the county and community level the capacity buildingwill focus on CIGs, VMGs, POs, PPPs, and SACCOs as well as the county government staff.The trainings will cover financial management, procurement, and record-keeping. Simplemanuals and guidelines will be developed and where necessary translated into local languages.

20



interventions are those that are likely to have negative environmental and social impacts thatare largely reversible, they are small in scale and are site-specific. The proposed project investmentsin regard to rural infrastructure development that will be screened include; irrigation, localmarkets, water conservation structures; and agricultural VCs for example storage facilities, locallevel value addition, and limited use of agro- chemicals among others. The project is expected totrigger five World Bank environmental and social safeguard policies: (i) EnvironmentalAssessment (OP/BP 4.01); (ii) Pest Management (OP 4.09); (iii) Indigenous Peoples (OP/BP4.10); and (iv) Physical Cultural Resources (OP/BP 4.11) (v) Involuntary Resettlement (OP/BP4.12).

56. In line with the World Bank and the GoK environmental and social safeguard policies andrequirements, the following framework documents have been prepared to guide projectimplementation: (a) Environmental and Social Management Framework (ESMF) forEnvironmental Assessment (OP/BP 4.01), (b) Integrated Pest Management Framework (OP4.09); (c) Vulnerable and Marginalized Group Framework (VGMF) for Indigenous Peoples(OP/BP 4.10); and (d) Resettlement Policy Framework (RPF) for Involuntary

57. Resettlement (OP/BP 4.12). These frameworks provide a mechanism for: (i) identifying andassessing potential adverse environmental and social impacts, based on the types of activitiesenvisioned; and (ii) proposing screening methods and processes of assessing and designingappropriate mitigation measures for the identified investments. The screening will utilize theEnvironmental and Social Screening Form/checklist provided in the framework documents; and anEnvironmental and Social Project Report will outline environmental mitigation measures.

3.3.2 Environmental and Social Management Framework

58. The Environmental and Social Management Framework (ESMF) will allow theimplementation/executing agencies to (a) identify, assess and mitigate potential negativeenvironmental and social impacts of subprojects and (b) ensure proper mitigation measures andmonitoring plans are in place and are an integral part of the subproject’s costs. While the majorityof the proposed KCSAP interventions are anticipated to have significant positive impacts on theenvironment and livelihoods of the targeted communities, some of the subprojects to be fundedmay have inherent environmental and social risks. The ESMF therefore lays out procedures forscreening and mitigating impacts that may arise during the project implementation. Specifically,the ESMF outlines (i) Environmental and social screening processes for subprojects, which willenable the government and the communities to identify potential environmental and social impactsof the proposed investments; and to address them by incorporating the relevant mitigation,prevention, and management measure (ii) Integrated pest management framework which promotessafe, effective and environmentally sound pest management. Each project activity targetingplants and livestock development will prepare its Pest Management Plan (PMP). To ensure that


negative impacts are minimized or eliminated, the ESMF encourages the inclusion of mitigationimpacts at the design of investment subproject prior to implementation. (Annex 10 for thescreening checklist)

3.3.3 Resettlement Policy Framework:

59. The Resettlement Policy Framework (RPF) is prepared to guide the selection and implementationof Sub-Projects that will require precautionary measures related to involuntary resettlement.The RPF is to be complied with where there will be involuntary resettlement, impacts onlivelihoods, acquisition of land or restrictions on access to natural resources and proceeds. TheRPF provides project stakeholders with procedures to follow in addressing the risks that mayarise from implementation of Sub-Projects leading to economic or physical resettlement ofpopulations. It provides guidelines on how the project will avoid, minimize, manage or mitigate andeven compensate all project related displacement risk. The RPF provides guidelines on preparationof resettlement plans of the affected people. It includes a grievance redress mechanism to provideaffected people with avenues for making a complaint or resolving disputes that may arise andensure appropriate and mutually acceptable redress actions are taken as well as providing atransparent and accountable implementation process (Annex 10 for the screening checklist).

3.3.4 Vulnerable and Marginalized Groups Framework (VMGF):

60. The objective of the VMGF is to ensure the development process associated with KCSAP fullyrespects the dignity, human rights, economies, and culture of vulnerable and marginalizedpeoples and that the KCSAP sub-projects have broad community support from the affectedvulnerable and marginalized people. The VMGF recognizes this support can only be attainedthrough free, prior and informed consultation. To that end VMGF provides guidelines which willavert any potentially adverse effects on the vulnerable and marginalized groups; or if avoidanceproves not feasible, minimize, mitigate or compensate for such negative impacts. The VMGFwill also ensure vulnerable and marginalized groups receive social and economic benefits thatare culturally appropriate and inclusive in both gender and intergeneration terms.

3.3.5 Sustainable Land, Water, and Agro-forestry Management

61. Extensive environmental degradation mainly due to poor farming practices and deforestation incatchment areas has resulted in siltation of rivers, reservoirs, irrigation canals, and the ultimateloss of fertile top soils. At the same time, the way land is utilized increasingly determines the abilityof households/communities in any given catchment to withstand climate-induced production risks,such as floods, droughts, and landslides. To contribute towards restoring and maintaining soilproductivity in smallholder farming systems, the project will finance research and development(R&D) on integrated soil fertility management using combined use of organic and mineralresources, resilient germplasm, and nutrient cycling and conservation. The R&D will involve

interventions are those that are likely to have negative environmental and social impacts thatare largely reversible, they are small in scale and are site-specific. The proposed project investmentsin regard to rural infrastructure development that will be screened include; irrigation, localmarkets, water conservation structures; and agricultural VCs for example storage facilities, locallevel value addition, and limited use of agro- chemicals among others. The project is expected totrigger five World Bank environmental and social safeguard policies: (i) EnvironmentalAssessment (OP/BP 4.01); (ii) Pest Management (OP 4.09); (iii) Indigenous Peoples (OP/BP4.10); and (iv) Physical Cultural Resources (OP/BP 4.11) (v) Involuntary Resettlement (OP/BP4.12).

56. In line with the World Bank and the GoK environmental and social safeguard policies andrequirements, the following framework documents have been prepared to guide projectimplementation: (a) Environmental and Social Management Framework (ESMF) forEnvironmental Assessment (OP/BP 4.01), (b) Integrated Pest Management Framework (OP4.09); (c) Vulnerable and Marginalized Group Framework (VGMF) for Indigenous Peoples(OP/BP 4.10); and (d) Resettlement Policy Framework (RPF) for Involuntary

57. Resettlement (OP/BP 4.12). These frameworks provide a mechanism for: (i) identifying andassessing potential adverse environmental and social impacts, based on the types of activitiesenvisioned; and (ii) proposing screening methods and processes of assessing and designingappropriate mitigation measures for the identified investments. The screening will utilize theEnvironmental and Social Screening Form/checklist provided in the framework documents; and anEnvironmental and Social Project Report will outline environmental mitigation measures.

3.3.2 Environmental and Social Management Framework

58. The Environmental and Social Management Framework (ESMF) will allow theimplementation/executing agencies to (a) identify, assess and mitigate potential negativeenvironmental and social impacts of subprojects and (b) ensure proper mitigation measures and monitoring plans are in place and are an integral part of the subproject’s costs. While the majorityof the proposed KCSAP interventions are anticipated to have significant positive impacts on theenvironment and livelihoods of the targeted communities, some of the subprojects to be fundedmay have inherent environmental and social risks. The ESMF therefore lays out procedures forscreening and mitigating impacts that may arise during the project implementation. Specifically,the ESMF outlines (i) Environmental and social screening processes for subprojects, which willenable the government and the communities to identify potential environmental and social impactsof the proposed investments; and to address them by incorporating the relevant mitigation,prevention, and management measure (ii) Integrated pest management framework which promotessafe, effective and environmentally sound pest management. Each project activity targetingplants and livestock development will prepare its Pest Management Plan (PMP). To ensure that


integration of SLM challenges during identification and dissemination of appropriate TIMPs under component 1 and 2. Examples of such TIMPs include; use of farmyard manure, efficient use ofcropresiduesas livestockfeeds,water management,crop-livestocktree integration, rural/bio-energy,livelihooddiversificationandmoderninputs intoVCdevelopment.Other interventions for the NEDIcounties include; controlled grazing, rangelands reseeding, bush control and other existingindigenous technical knowledge that promote SLM. Grass-root institutions for strengtheningcollective action to scale-up SLM practices in the 24 counties will be identified.

3.3.6 Gender Mainstreaming and Social Inclusion

62. The project recognizes that gender mainstreaming and social inclusion are key in achieving itsobjectives. This recognition is in line with the social pillar of Kenya’s Vision 2030, the AgriculturalSector Development Strategy (ASDS) (2010-2020) and the Kenya County Partnership Strategy(2014-2018).

63. The project has designed a strategy for gender mainstreaming and social inclusion of youth andVMGs whose objectives are; i) social awareness and capacity building of all stakeholders-implementing agents, County governments, SPs, beneficiary communities (men, women, youthand VMGs); ii) ensure participation of women, VMGs and youth in decision making, as well as in micro-projects and subprojects; iii) design and implement special program targeting vulnerablewomen, VMGs and youth to address their basic and persistent constraints to access resources.All stakeholders will be accountable to gender mainstreaming and social inclusion by ensuringcollection and reporting of sex and gender-disaggregated data. (See annex 7 for details)

64. The project will support the following activities:

i) Undertake a gender and social analysis at the start of the project to develop anunderstanding of the site-specific gender, cultural and socio-economic context as well asthe differential vulnerabilities of men and women, youths and other VMGs in the targetedfarming communities.

ii) Undertake capacity building initiatives with gender and socio-inclusion modules tostakeholders at all levels. Such will include; training of trainers (TOTs) workshops forimplementing teams, awareness creation and sensitization forums at community level,targeted communication and information sharing, youth involvement in ICT and socialmedia, as well as tailored training and skills development programs

iii) Integrate gender and social inclusion issues during the PICD process in order to;- identify the different categories of farmers (men, women, youth, VMGs) within

the selected wards- establish the socio-economic status, constraints, needs and priorities for men,



women, youth, and VMGs- use a gender and social inclusion perspective during the identification and

development of CSA TIMPs to ensure that such TIMPs address the need andpriorities of men, women, youth, and VMGs

iv) Take into account gender and social inclusion concerns during the planning andimplementation of all community level project activities (meetings, trainings,demonstrations, on-farm trials, vetting of micro-project proposals, and design of micro-projects and subprojects activities).

v) Capacity build the CPCU staff on collection and reporting of data sets that aredisaggregated by sex, gender and social groupings in order to measure the achievement of thetargets set in the results framework.

vi) Design and implement special programs and investments targeted to vulnerable women,VMGs and youth to boost their human development and social capital and ensure that 10%of the matching grants under window 1 of the community-level investments are allocatedto such groups. The levels of marginalization will be taken into account during screeningand vetting of proposals from the VMG groups. (Annex 7 for details)

vii) Adopt the 30% gender rule as stipulated in the Constitution of Kenya 2010 to ensure thatwomen, VMGs and youth participate in decision making and micro-projects/ subprojectsat all levels (CIGs, CDDCs, PMCs, CVDCs, CDDOs). This will enable such groupseffectively influence decisions that promote gender equity and social inclusion at local andhigher levels.

viii) Disseminate as well as develop with beneficiaries’ appropriate models/strategies towardspromoting gender equity within beneficiaries’ households. An example of such is the genderequity model developed under KAPAP for the dairy VC in West Pokot that enables bothwomen and men to retain and control their incomes.

viii) Develop and pilot a model that allows for the analysis of the participation of different gendergroups (women, youth, VMGs and men) in the project and the expected outcomes,associated factors and lessons that could be replicated elsewhere in the region for effective gender mainstreaming and social inclusion.

3.3.7 Mainstreaming Nutrition

65. The project has included nutrition mainstreaming among the seven main principles that informedits design. This inclusion is based on the recognition that despite the existence of the Kenya NationalFood and Nutritional Security Policy (FNSP, 2011) and the draft Food and Nutritional Security

integration of SLM challenges during identification and dissemination of appropriate TIMPs undercomponent 1 and 2. Examples of such TIMPs include; use of farmyard manure, efficient use ofcropresiduesas livestockfeeds,water management,crop-livestocktree integration, rural/bio-energy,livelihooddiversificationandmoderninputs intoVCdevelopment.Other interventions for the NEDIcounties include; controlled grazing, rangelands reseeding, bush control and other existingindigenous technical knowledge that promote SLM. Grass-root institutions for strengtheningcollective action to scale-up SLM practices in the 24 counties will be identified.

3.3.6 Gender Mainstreaming and Social Inclusion

62. The project recognizes that gender mainstreaming and social inclusion are key in achieving itsobjectives. This recognition is in line with the social pillar of Kenya’s Vision 2030, the AgriculturalSector Development Strategy (ASDS) (2010-2020) and the Kenya County Partnership Strategy(2014-2018).

63. The project has designed a strategy for gender mainstreaming and social inclusion of youth andVMGs whose objectives are; i) social awareness and capacity building of all stakeholders-implementing agents, County governments, SPs, beneficiary communities (men, women, youthand VMGs); ii) ensure participation of women, VMGs and youth in decision making, as well as in micro-projects and subprojects; iii) design and implement special program targeting vulnerablewomen, VMGs and youth to address their basic and persistent constraints to access resources.All stakeholders will be accountable to gender mainstreaming and social inclusion by ensuringcollection and reporting of sex and gender-disaggregated data. (See annex 7 for details)

64. The project will support the following activities:

i) Undertake a gender and social analysis at the start of the project to develop anunderstanding of the site-specific gender, cultural and socio-economic context as well asthe differential vulnerabilities of men and women, youths and other VMGs in the targetedfarming communities.

ii) Undertake capacity building initiatives with gender and socio-inclusion modules tostakeholders at all levels. Such will include; training of trainers (TOTs) workshops forimplementing teams, awareness creation and sensitization forums at community level,targeted communication and information sharing, youth involvement in ICT and socialmedia, as well as tailored training and skills development programs

iii) Integrate gender and social inclusion issues during the PICD process in order to;- identify the different categories of farmers (men, women, youth, VMGs) within

the selected wards- establish the socio-economic status, constraints, needs and priorities for men,

24



Strategy (FNSS), their potential for implementation in MoALF&I has not been fully realized.This isdue to underfunding of the Home Economics department that is responsible of undertaking nutritionsensitive interventions at the household level.

66. The nutrition mainstreaming in KCSAP is aimed at ensuring that the project will favorinterventions and leverage activities that have direct and indirect links with improving nutritionaloutcomes among project beneficiaries, particularly women and children under the age of five.The opportunities for project interventions include; i) capacity building for stakeholders on foodand nutritional security concerns and sensitization of communities on the need to change socialcultural eating practices that distort household food allocation patterns, ii) inclusion ofmainstream nutrition aspects in the CIGs/ VMGs capacity building curriculum, iii) enhancingwomen’s access to information and appropriate TIMPs, iv) food production diversification toinclude high-value traditional crops and small livestock enterprises, v) targeting the youth inagriculture by strengthening and supporting the 4k-clubs in schools to achieve a multiplier effect.Under window 1 of community-level investment, the service provider consortia will be taskedto assist their beneficiaries (CIGs/ VMGs) to develop proposals with three investment categories/windows as follows; i) implementation of CSA TIMPs 70% ii) livelihood diversification 20% andiii) mainstreaming nutrition 10%.

67. The project will collaborate with other stakeholders in particular the countys’departments of healthin order to identify the nutritional gaps for the under-fives and create synergies to enhance theexisting efforts towards nutritional mainstreaming. This shall further entail interrogatingavailable data especially from the department of health with a view to mirror on prioritizedinterventions which can create the desired impact across different communities in the project areas.Consolidating gains and focusing on emerging nutritional concerns in dietary needs will offer anopportunity to zero in on what will be practical to blend and implement. The project will alsoadopt the nutritional assessment tools and manuals that will be developed by NARIGP.

68. Typical interventions that address nutrition will include promotion of; a) Consumption pathways,which promote traditional nutrient-dense crops and small livestock raising through home andschool-based gardening (kitchen garden, multi-story kitchen gardens, fruit trees indigenousvegetables), poultry /bee/rabbit keeping and aquaculture, value addition of crops and livestockproducts; b) Income pathways, that focus on home-based food processing, storage, and preservationto retain nutritional value, increase shelf-life, and ensure food safety; while at the same timereducing seasonality of food insecurity and post-harvest losses; and (c) Women’s empowermentpathways, which facilitate women’s participation in on- and off-farm activities by promotinglabor-saving technologies and group savings and credit schemes.


3.3.8 Mainstreaming HIV/AIDs

69. The Bank and the government recognize the relationship between HIV/AIDS and socio-economicdevelopment which has become a central point in policy discussions. Mainstreaming HIV/AIDStherefore is a crucial issue to be factored in any development project. The project will undertake arange of activities that are aimed at reducing stigma towards the infected and contributing towardspreventing further spread of the pandemic. Some of the HIV/AIDS mainstreaming activities willinclude: implementation of the work place HIV/AIDS policy; including HIV/AIDS awareness inthe training of trainers curriculum for SP, POs, and Farmer leaders; including VMGs of PeopleLiving With HIV/ AIDs (PLWHA); encouraging PLWHA to take lead in trainings therebypromoting open discussions about the pandemic and help in the reduction of the social stigmaassociated with the disease.Also, inclusion of PLWHAconcerns during the development, validationand transfer of CSA TIMPS.

3.3.9 Knowledge Management and Communication

70. Knowledge Management is the process of capturing, distributing, and effectively usingknowledge, while communication is the art of imparting or exchanging information by speaking,writing, or using some other medium. The strategic Knowledge Management andCommunication approaches to be used in KCSAP will include interpersonal communication, massmedia, social and digital media/ ICT/Internet

a) Interpersonal communication71. This approach will deliver messages via face-to-face interactions. Interpersonal communication

will be used at all the levels i.e. national and county levels during meetings, as well as duringcommunity group meetings. Examples include community barazas, scheduled meetings,workshops & conferences, farm visits, field days, exhibitions, trade fairs and shows, learningtours, farmer to farmer extension, briefings, trainings, consultations and expert advice amongothers.

Community Barazas and Meetings:72. Community barazas: these will be the entry point to community mobilization as well as sharing

progress in implementation with community members from time to time.

Meetings: Scheduled meetings will be conducted by project implementation structures at all levels.

Workshops and Conferences

73. Workshops: NPCU will conduct annual national review workshops at the national level and inviterelevant stakeholders to review progress in implementation, share experiences and lessons learntfor components 2 and 3. CPCUs will similarly conduct annual review workshops at the countylevel and invite relevant stakeholders to review progress in implementation for component 1.

Strategy (FNSS), their potential for implementation in MoALF&I has not been fully realized.This isdue to underfunding of the Home Economics department that is responsible of undertaking nutritionsensitive interventions at the household level.

66. The nutrition mainstreaming in KCSAP is aimed at ensuring that the project will favorinterventions and leverage activities that have direct and indirect links with improving nutritionaloutcomes among project beneficiaries, particularly women and children under the age of five.The opportunities for project interventions include; i) capacity building for stakeholders on foodand nutritional security concerns and sensitization of communities on the need to change socialcultural eating practices that distort household food allocation patterns, ii) inclusion ofmainstream nutrition aspects in the CIGs/ VMGs capacity building curriculum, iii) enhancingwomen’s access to information and appropriate TIMPs, iv) food production diversification toinclude high-value traditional crops and small livestock enterprises, v) targeting the youth inagriculture by strengthening and supporting the 4k-clubs in schools to achieve a multiplier effect.Under window 1 of community-level investment, the service provider consortia will be taskedto assist their beneficiaries (CIGs/ VMGs) to develop proposals with three investment categories/windows as follows; i) implementation of CSA TIMPs 70% ii) livelihood diversification 20% andiii) mainstreaming nutrition 10%.

67. The project will collaborate with other stakeholders in particular the countys’departments of healthin order to identify the nutritional gaps for the under-fives and create synergies to enhance theexisting efforts towards nutritional mainstreaming. This shall further entail interrogatingavailable data especially from the department of health with a view to mirror on prioritizedinterventions which can create the desired impact across different communities in the project areas.Consolidating gains and focusing on emerging nutritional concerns in dietary needs will offer anopportunity to zero in on what will be practical to blend and implement. The project will alsoadopt the nutritional assessment tools and manuals that will be developed by NARIGP.

68. Typical interventions that address nutrition will include promotion of; a) Consumption pathways,which promote traditional nutrient-dense crops and small livestock raising through home andschool-based gardening (kitchen garden, multi-story kitchen gardens, fruit trees indigenousvegetables), poultry /bee/rabbit keeping and aquaculture, value addition of crops and livestockproducts; b) Income pathways, that focus on home-based food processing, storage, and preservationto retain nutritional value, increase shelf-life, and ensure food safety; while at the same timereducing seasonality of food insecurity and post-harvest losses; and (c) Women’s empowermentpathways, which facilitate women’s participation in on- and off-farm activities by promotinglabor-saving technologies and group savings and credit schemes.


Other training workshops will also be conducted by the NPCU and CPCU for project staff andstakeholders as appropriate

Conferences: Project staff will from time to time participate in various conferences (national andinternational) as necessary.Farm Visits to CIGs by SPs consortia

74. Group training of beneficiaries and farm visits by SP consortia at designated points: Thevenue will be consultatively agreed upon by the SP and the beneficiaries e.g. at demonstrationplot site or a group members farm

Method and Result demonstrations

75. This will be used by KALRO and SP consortia to demonstrate the step by step approaches inimplementing specific TIMPs in order to achieve the desired outcome.

Field days/Exhibitions/Trade Fairs

76. SP consortia in collaboration with CPCU and event organizers will show case project progressand achievements by CIGs/VMGs/POs. Beneficiary communities will also be encouraged to attendsuch events in order to access new technologies.

77. Cost of materials required and transport costs will be anticipated during planning and budgetingby the CPCU and the SP consortia and factored in their respective budgets

78. Documentation of proceedings of any nature at all times will be absolutely mandatory e.g. minutes ofmeetings, attendance lists of activities conducted. These will be accompanied with photographs ofsuch activities as proof as much as possible.

b) Mass Media

Mass media mainly centers on print and electronic media

i) Print media (written communication)79. This approach will use dairies, targeted posters, information brochures, booklets, newspapers

magazines and banners with key messages on KCSAP. All posters and brochures will beproduced along the professional criteria of the 7 Cs of communication (clear, concise, correct,concrete, coherent, complete and courteous). For example, a poster will have only one or atmost two messages to put across, distribution of brochures will be well planned as will be thedevelopment and placement of banners to mention a few.

Diary

80. A diary is an important tool for recording key points – brief but precise notes on what is working



well, and why, and what is not working well and why. Who will keep a dairy?

• All community management structures e.g. CIG/VMG/PO/CDDC/CDDO secretaries willkeep a diary for taking notes during any official interaction with the SP consortia and theproject officials or noting any significant developments taking place in the group. Simplenote books or exercise books will be provided by the CPCU for documenting importantpoints. All such documentation will be dated and serialized.

• Service Provider (SP) consortia will equally keep a diary to note important beneficiaryinformation needs that he/she will seek to redress. These needs will later be captured in SPmonthly reports stating whether the needs were addressed or not and why. Informationneeds that are identified but not addressed by the SP consortia will be filtered by CPCUfrom the SPs reports, prioritized and addressed in collaboration with the sub-countyTechnical Teams and feedback relayed to beneficiaries through the SP consortia.

• Officers at all levels will keep diariesInformation Education Communication materials (IEC)

81. These will include technical information booklets, leaflets, brochures, educational posters, journalpublications on research findings

82. Information brochures: Each CPCU will prepare awareness creation information brochures for theirrespective counties and share them with relevant stakeholders e.g. during County project launch,visits to CPCU offices, exhibitions and shows. The brochures will also be posted on the respectivecounty websites.

83. NPCU (Communication Officer & Research Coordinator) and KALRO in collaboration with MOALF&C, KEMFRI, KMD and other stakeholders will prepare, and package CSA training materials such as training modules and manuals for training trainers (ToTs) on CSA at the county level (County Technical Departments and Service Provider Consortia) before they embark on training beneficiary communities. They will prepare technical information brochures, leaflets, booklets and educational posters for use by SP consortia. Educational posters will be used to visually communicate technical messages to beneficiaries for ease of understanding the messages e.g. different steps in pest control, or pictures of different pests etc. This approach will help in harmonizing standards for packaging of user-friendly education materials across all the project counties. These materials will be posted on the project website at the national level by NPCU while county specific materials will be posted on the county website by the CPCU.

84. All the packaged technologies will be digitized and archived. Materials such as leaflets, booklets,brochures and roll- up banners will be displayed in the reception and waiting areas at the NPCUand CPCU

Other training workshops will also be conducted by the NPCU and CPCU for project staff andstakeholders as appropriate

Conferences: Project staff will from time to time participate in various conferences (national andinternational) as necessary.Farm Visits to CIGs by SPs consortia

74. Group training of beneficiaries and farm visits by SP consortia at designated points: Thevenue will be consultatively agreed upon by the SP and the beneficiaries e.g. at demonstrationplot site or a group members farm

Method and Result demonstrations

75. This will be used by KALRO and SP consortia to demonstrate the step by step approaches inimplementing specific TIMPs in order to achieve the desired outcome.

Field days/Exhibitions/Trade Fairs

76. SP consortia in collaboration with CPCU and event organizers will show case project progressand achievements by CIGs/VMGs/POs. Beneficiary communities will also be encouraged to attendsuch events in order to access new technologies.

77. Cost of materials required and transport costs will be anticipated during planning and budgetingby the CPCU and the SP consortia and factored in their respective budgets

78. Documentation of proceedings of any nature at all times will be absolutely mandatory e.g. minutes ofmeetings, attendance lists of activities conducted. These will be accompanied with photographs ofsuch activities as proof as much as possible.

b) Mass Media

Mass media mainly centers on print and electronic media

i) Print media (written communication)79. This approach will use dairies, targeted posters, information brochures, booklets, newspapers

magazines and banners with key messages on KCSAP. All posters and brochures will beproduced along the professional criteria of the 7 Cs of communication (clear, concise, correct,concrete, coherent, complete and courteous). For example, a poster will have only one or atmost two messages to put across, distribution of brochures will be well planned as will be thedevelopment and placement of banners to mention a few.

Diary

80. A diary is an important tool for recording key points – brief but precise notes on what is working

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Publicity posters

85. Publicity posters will be used to:• Publicize mobilization Barazas– information on the posters will clearly indicate the title of

the activity, objective, date of the event, venue, time and who is invited to the event andthe contact of the event organizers. The objective will be to create awareness amongcommunity members to enable them attend the barazas and enroll as members of CIGs/VMGs.

• Publicize opportunities/enterprises suitable in the location (promotion of opportunitiesposter). This poster will indicate the cost benefit analysis of engaging in the enterprise beingpromoted with the objective of enticing community members to take up the opportunitiesas members of CIGs/VMGs.

• Disclose funds allocated to each CIG/VMG, micro-project, and sub-project. Thisinformation will be enlisted on the posters and publicized for purposes of transparency andaccountability. Soft copies of the disclosure poster will also be sent to NPCU(Communication Officer) for archiving.

86. All the posters will be placed in strategic public places such as market places, church compounds,schools, and chief’s offices as appropriate. The disclosure of funds posters will be placedimmediately after the release of funds to the CIGs/VMGs and the sub- projects.

Newspapers and Magazines

87. English and Kiswahili papers/magazines are an effective channel for reaching policy makers,national and county leaders of all cadres, researchers, small, medium and large-scale farmers.Newspapers and magazines will be used to publicize/create awareness on project launch at countyand national levels; invite calls for Expression of Interest (EOI) from potential advisory serviceproviders in county magazines and newsletters; publicize milestones achieved in the projectimplementationprocesse.g.featurestories fromcounties and research. Efforts will be made at bothnational and county levels to collaborate with local and national programs such as Seeds of Goldof the Nation Newspaper and other media outlets to cover success stories from time to time.Copies of printed features and press releases will be digitized and filed by the CPCU and the NPCU; press cuttings will also be filed as evidence.

Public Sign boards

88. CPCU will support the fabrication of sign posts for the CIGs/VMGs/POs, micro-projects and sub-projects and have them erected in prominent locations such as the village, ward, sub-county andcounty for awareness creation and direction. NARS institutions/POs/ private firms receivingsupport from KCSAP will equally have similar sign-posts. The sign posts will bear project logo,


government emblem, micro-project/sub-project/research activity, name and address, activitiesbeing undertaken, project cost, start and expected completion date for all components. Cheap andlocally available materials will be used in fabricating the sign boards in order to discouragevandalism of metals e.g. building stone walls and having them decently painted. Directional signsindicating location of KCSAP offices will be appropriately placed.

Collateral media

89. Key messages about KCSAP will be packaged and delivered to target audiences using collateralmedia for promotional purposes e.g. T- shirts, caps, billboards, pens and bumper stickers, andbanners among others.

Progress reports

90. Technical progress reports will be submitted to the NPCU by CPCU, NARS institutions/KMD/KALRO for consolidation and sharing with stakeholders as follows:

• Quarterly progress reports - by the 5th day of the month following the reporting quarter.

• Annual reports - by the 15th day of the month following the reporting year i.e. 15th August.

The reports will document activities for the period under review and will provide

information on achievements according to the work-plan; what didn’t succeed and why?;

whether there were changes in the programs strategy, how and why?; grievances reported and

how they were resolved; challenges and recommendations

Policy Briefs

91. Based on lessons learnt during project implementation, NPCU will oversee the preparation of policy briefs for policy makers in MOALF&C in order to influence meaningful policy change in the sector.

Branding

92. NPCU/CPCU/KMD/KALRO/NARS institutions will ensure that all project assets are brandedin order to discourage misuse and loss. This will include vehicles, computers, furniture,micro/sub-project equipment, tools, plants, machinery and all items procured using project funds.

Notice boards

93. These shall be used where possible for displaying internal circulars and urgent messages that requirethe immediate attention of staff.

i. Electronic media/Information Communication technologies (ICT)

94. These include radio, TV, Social and Digital Media/ ICT/Internet/websites

Publicity posters

85. Publicity posters will be used to:• Publicize mobilization Barazas– information on the posters will clearly indicate the title of

the activity, objective, date of the event, venue, time and who is invited to the event andthe contact of the event organizers. The objective will be to create awareness amongcommunity members to enable them attend the barazas and enroll as members ofCIGs/VMGs.

• Publicize opportunities/enterprises suitable in the location (promotion of opportunitiesposter). This poster will indicate the cost benefit analysis of engaging in the enterprise beingpromoted with the objective of enticing community members to take up the opportunitiesas members of CIGs/VMGs.

• Disclose funds allocated to each CIG/VMG, micro-project, and sub-project. Thisinformation will be enlisted on the posters and publicized for purposes of transparency andaccountability. Soft copies of the disclosure poster will also be sent to NPCU(Communication Officer) for archiving.

86. All the posters will be placed in strategic public places such as market places, church compounds,schools, and chief’s offices as appropriate. The disclosure of funds posters will be placedimmediately after the release of funds to the CIGs/VMGs and the sub- projects.

Newspapers and Magazines

87. English and Kiswahili papers/magazines are an effective channel for reaching policy makers,national and county leaders of all cadres, researchers, small, medium and large-scale farmers.Newspapers and magazines will be used to publicize/create awareness on project launch at countyand national levels; invite calls for Expression of Interest (EOI) from potential advisory serviceproviders in county magazines and newsletters; publicize milestones achieved in the projectimplementationprocesse.g.featurestories fromcounties and research. Efforts will be made at bothnational and county levels to collaborate with local and national programs such as Seeds of Goldof the Nation Newspaper and other media outlets to cover success stories from time to time.Copies of printed features and press releases will be digitized and filed by the CPCU and the NPCU;press cuttings will also be filed as evidence.

Public Sign boards

88. CPCU will support the fabrication of sign posts for the CIGs/VMGs/POs, micro-projects and sub-projects and have them erected in prominent locations such as the village, ward, sub-county andcounty for awareness creation and direction. NARS institutions/POs/ private firms receivingsupport from KCSAP will equally have similar sign-posts. The sign posts will bear project logo,


Radio

95. The great potential of radio for dissemination of information including agricultural messageshas been universally acknowledged. The following Vernacular stations are active across thecounty: - Kass FM and Chamgei FM (Kalenjin), Coro, Kameme and Inooro FM (Gikuyu),Ramogi FM (Luo), Mulembe FM (Luhya), Musyi FM (Kamba) and Egesa FM (Gusii). KBCalso broadcasts in vernacular of nearly all communities. All KCSAP counties have FM radiostations transmitting programs in local languages. These stations will be used:

• By NPCU to create general awareness on project objectives and coverage through radiospots in local languages

• By CPCU to relay awareness messages on project activities e.g. publicity onmobilization barazas for beneficiaries to turn up in large numbers

• Through talk shows: The CPCU in collaboration with the local FM stations, SP consortia,county sector department and CDDC will organize quarterly interactive radio talk shows onprogress in project implementation

Audio visuals - TV and video documentaries

96. Video Documentaries -These will be used particularly during capacity building sessions of SPsConsortia and CTDs by KALRO and CPCU. Agricultural Training Colleges (ATCs)/ MobilePastoral Training Centers often have such training materials and equipment. AgriculturalInformation and Resource Centre (AIRC) has a library of training video documentaries onvarious topics including one produced by the Kenya Adaptation to Climate Change in the Aridand Semi-Arids Land (KACCAL) which is also available the NPCU.

97. The NPCU and CPCU will produce short video documentaries on success stories (7-10 minuteslong) tracking progress (with and without project). These clips will be posted on U-tube besidesmaking efforts to collaborate with media houses in order to provide them with content for theexisting agricultural TV programs. Arrangements will also be made to have TV Talk Shows on the project.

98. Reporters from both the print and electronic media will be invited to cover and air importantfield activities such as project launch, field days and exhibitions. Extreme caution will howeverbe exercised when dealing with the press as they can make or break an institution.

Social and Digital Media/ ICT/Internet

99. This will involve the use of different platforms such as the KCSAP website for posting projectdocuments and video documentary links, mobile phone, group emailing, and KCSAP Facebookpage and tweeter handle.



100. Websites• All project offices (national and county) will have Local Area Networks (LANs) for efficient

communication and to ensure data /information sharing and efficiency in reporting.

• NPCU, CPCU and all stakeholders will use the internet as an effective real-time communication tool through e-mails and social media. The coordination units will each havee-mail addresses; and create a face book page to encourage social media interaction.

• NPCU will design its website and post all relevant project documents includingstandardized technical information brochures & leaflets, research publications, project documentaries, tender notices/awards and any other project related documents.

Facebook and Tweeter:

101. The project will have an interactive face book page for communicating with the general public aswell as a Tweeter Handle for sharing information about the project for enhanced visibility

Mobile phone

102. NPCU and CPCU in collaboration with mobile phone and other service providers will use mobilephones to:

• Register project beneficiaries in the project counties• Share agro-weather and market advisories with the beneficiaries• Relay tailor made technical messages through existing SMS and ICT web based platforms

such as i-cow, e-soko, NAFIS• Relay U- Report type of Short Message Service (SMS) or Interactive Voice Response (IVR)

– this is a social message tool designed for selected community representatives to respond toor report issues, and work as positive change agents on behalf of community members. TheU-repot will be used to:

• Handle complaints and grievances• GPS mapping of project activities in the project counties

93. Groups e-mail – will be used for real time communication within the project and with stakeholders.

3.3.10 Monitoring of KMC Activities

103. A monitoring system is necessary as it helps to detect flaws and oversights in some of the KMCmessages that go out to communities. Elements of the project that are important for monitoringKMC activities will include IEC materials and distribution systems, tracking of beneficiaries’levels of knowledge on project modality and principles, roles and responsibilities of beneficiariesand members of groups. Gauging behavior change as a result of KMC interventions and projectmanagement capabilities. Monitoring tools like media audit, awareness rating and participationlevels shall be used. The evaluation strategy will look at both process and output indicators of the

Radio

95. The great potential of radio for dissemination of information including agricultural messageshas been universally acknowledged. The following Vernacular stations are active across thecounty: - Kass FM and Chamgei FM (Kalenjin), Coro, Kameme and Inooro FM (Gikuyu),Ramogi FM (Luo), Mulembe FM (Luhya), Musyi FM (Kamba) and Egesa FM (Gusii). KBCalso broadcasts in vernacular of nearly all communities. All KCSAP counties have FM radiostations transmitting programs in local languages. These stations will be used:

• By NPCU to create general awareness on project objectives and coverage through radiospots in local languages

• By CPCU to relay awareness messages on project activities e.g. publicity onmobilization barazas for beneficiaries to turn up in large numbers

• Through talk shows: The CPCU in collaboration with the local FM stations, SP consortia,county sector department and CDDC will organize quarterly interactive radio talk shows onprogress in project implementation

Audio visuals - TV and video documentaries

96. Video Documentaries -These will be used particularly during capacity building sessions of SPsConsortia and CTDs by KALRO and CPCU. Agricultural Training Colleges (ATCs)/ MobilePastoral Training Centers often have such training materials and equipment. AgriculturalInformation and Resource Centre (AIRC) has a library of training video documentaries onvarious topics including one produced by the Kenya Adaptation to Climate Change in the Aridand Semi-Arids Land (KACCAL) which is also available the NPCU.

97. The NPCU and CPCU will produce short video documentaries on success stories (7-10 minuteslong) tracking progress (with and without project). These clips will be posted on U-tube besidesmaking efforts to collaborate with media houses in order to provide them with content for theexisting agricultural TV programs. Arrangements will also be made to have TV Talk Shows on the project.

98. Reporters from both the print and electronic media will be invited to cover and air importantfield activities such as project launch, field days and exhibitions. Extreme caution will howeverbe exercised when dealing with the press as they can make or break an institution.

Social and Digital Media/ ICT/Internet

99. This will involve the use of different platforms such as the KCSAP website for posting projectdocuments and video documentary links, mobile phone, group emailing, and KCSAP Facebookpage and tweeter handle.

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KMC interventions. Process evaluation will keep track of the deliverables i.e. the mechanism ofwork as regards the strategy while output evaluation will focus on the immediate outcomes ofthe various KMC strategy interventions.

104. Monitoring of KMC activities to determine their impact will be done periodicallycommensurate to the work plan. The following indicators will determine the extent to whichKMC activities have been implemented:

a) The number of news articles/features published;b) The number of opinions/views from stakeholders recorded;c) The number and types of communication materials produced and disseminated;d) The number of radio programs aired including the number of invited listeners who participated

in the program;e) Number of farmers/beneficiaries accessing technical information through print and electronic

media;f) Number of farmers/ beneficiaries satisfied with the content they are receiving;g) Number of farmers/ beneficiaries receiving information that facilitate timely decision

making;h) Number of communication channels used to reach beneficiaries;i) Preferred channels of receiving information;j) Number of information needs identified and addressed;k) Number and types of leaflets/technical information brochures developed and distributed e.g.

production, value addition, market information;l) Number of learning tours, demonstrations and field days planned for and executed;

3.3.11 Social Accountability & Grievance Redress Mechanism

Public Disclosure of Information

105. The principle behind public disclosures is to enhance transparency and accountability to thebeneficiary communities and to make them feel part of the project by sharing critical informationwith them. To achieve this, details of all approved CIG/micro-projects/sub- projects/researchinterventions indicating funding levels, contact persons will be displayed by theCPCU/CDDC/NARS institutions on KCSAP website as well as respective county websites; andpublic information notice boards e.g. at the chiefs office , county offices, countyCommissioners/County Governor’s offices, churches, mosques, temples, public/ social halls.Details will include names of the CIGs, micro-projects, sub-projects, research project, ward, sub-county, approved and released funds, and contact persons. (refer to Communication Strategyfor a sample poster)

Community Meetings

106. Monthly community meetings (barazas) where the CDDC and project management committees


present detailed and updated information on community micro-projects will be held. Communitymembers will have an opportunity to ask questions, seek clarification and give suggestions on theimplementation of the micro-projects during these meetings. The community meetings will includecommunity general assembly, CIG/VMG meetings and CDDC meetings. Proceedings of themeetings will be submitted to the CPCU by the CDDC for incorporation in their quarterly reports.

GPS mapping of project activities107. All KCSAP supported CIGs/VMGs/POs/micro-projects/research projects and sub-projects will be

geo-mapped in the project counties and all geo-mapped interventions will be web- based to make itpublicly accessible and will be updated continuously as necessary. This information will includename of CIG/VMG/PO/research intervention, key activities, contact persons, funding level,membership disaggregated by gender. The maps will be accompanied by an active photograph ofthe intervention and will also play a key role in enhancing project visibility. The ICT officer at theNPCU will conduct trainings for the county M&E officers to enable them to undertake this exercise.

3.3.12 Grievance Redress Mechanism (GRM)

108. A GRM is a strategy developed to mitigate social risks in the implementation of the KCSAP. AGrievance Redress Mechanism for the project shall be established where it does not exist orstrengthened/refined/adapted to the project where it exists locally, whether these mechanisms areformal or informal. Project Affected Persons (PAP) and other parties will submit complaintsregarding the KCSAP, through the established GRM, or existing appropriate local grievancemechanisms. How the project implementers respond to and manage these concerns, inquiries andcomplaints will have significant implications on how the project is perceived and, possiblywhether or not it succeeds. The GRM will ensure that complaints received are promptly reviewedin order to address project-related concerns.

109. The existing community-based grievance resolution structures or the Social Accountability andIntegrity Committee (SAIC) at CIG/VMG/PO/micro-project/sub-project level will resolvegrievances or disputes received and logged and ensure that redress actions are implemented byresponsible parties. If the aggrieved Project Affected Persons (PAPs) or communities are notsatisfied with the redress action at CIG/VMG/PO/micro-project/ sub-project level, they will havean opportunity for redress at the ward level by the CDDC SAIC or at the county level by the CDDOSAIC, and should this also fail, it will be sent to the CPSC then to the NPSC or other disputeresolution structures such as the land tribunal, and finally the complainants are entitled to seekredress through the Courts of Law once they are not satisfied.

Objectives of the GRM

110. The purpose of a grievance mechanism is to establish a way for individuals, groups orcommunities affected by the project to contact the relevant project authorities if they have an inquiry,a concern or a formal complaint. It provides parties affected by the project with avenues for making

KMC interventions. Process evaluation will keep track of the deliverables i.e. the mechanism ofwork as regards the strategy while output evaluation will focus on the immediate outcomes ofthe various KMC strategy interventions.

104. Monitoring of KMC activities to determine their impact will be done periodicallycommensurate to the work plan. The following indicators will determine the extent to whichKMC activities have been implemented:

a) The number of news articles/features published;b) The number of opinions/views from stakeholders recorded;c) The number and types of communication materials produced and disseminated;d) The number of radio programs aired including the number of invited listeners who participated

in the program;e) Number of farmers/beneficiaries accessing technical information through print and electronic

media;f) Number of farmers/ beneficiaries satisfied with the content they are receiving;g) Number of farmers/ beneficiaries receiving information that facilitate timely decision

making;h) Number of communication channels used to reach beneficiaries;i) Preferred channels of receiving information;j) Number of information needs identified and addressed;k) Number and types of leaflets/technical information brochures developed and distributed e.g.

production, value addition, market information;l) Number of learning tours, demonstrations and field days planned for and executed;

3.3.11 Social Accountability & Grievance Redress Mechanism

Public Disclosure of Information

105. The principle behind public disclosures is to enhance transparency and accountability to thebeneficiary communities and to make them feel part of the project by sharing critical informationwith them. To achieve this, details of all approved CIG/micro-projects/sub- projects/researchinterventions indicating funding levels, contact persons will be displayed by theCPCU/CDDC/NARS institutions on KCSAP website as well as respective county websites; andpublic information notice boards e.g. at the chiefs office , county offices, countyCommissioners/County Governor’s offices, churches, mosques, temples, public/ social halls.Details will include names of the CIGs, micro-projects, sub-projects, research project, ward, sub-county, approved and released funds, and contact persons. (refer to Communication Strategyfor a sample poster)

Community Meetings

106. Monthly community meetings (barazas) where the CDDC and project management committees


a complaint or resolving any dispute that may arise during the course of the KCSAP implementationand ensure determination of entitlements of compensation and implementation of the project. Itis also aimed at ensuring that appropriate and mutually acceptable redress actions are identifiedand implemented to the satisfaction of complainants; and avoid/minimize the need to resort tojudicial proceedings or outbursts by aggrieved PAPs/communities that would have been preventedthrough an effective GRM.

111. Theprojectwillhaveafunctionalgrievanceredressmechanismforreportingandresolving grievancesfrom project beneficiaries and other stakeholders. A grievance reporting system comprisingtelephone lines, opinion/suggestion boxes placed at Chiefs Offices, CPCU Offices, letters, e-mails, face to face, a central web based database and SMS text messages will be used. The systemwill be integrated with the PMIS for effective processing and monitoring of complaints.

112. Grievances are likely to emerge from two sources: a) CIG/VMG/PO/micro-project/ sub-project levels or b) project staff and consortia levels. Grievances/complaints will be launched atevery level of project’s organizational structure e.g. CIG/VMG/PO, micro- project, sub-project,county and national levels.

A register to log the grievances will be maintained at each level starting at the CIG level to the nationallevel.Grievance Redress Committees

113. At the CIG/VMG/PO/CDDC&CDDO levels, the Social Accountability and IntegrityCommittees(SAICs)willrecordgrievancesandalsohelpintheirmediation.Representatives of PAPsand religious representatives will join the SAICs during mediation.

Reporting complaints

114. Complaints, suggestions, compliments, queries or comments will be reported at any of the project implementing/executing institutions using the following methods: Letters, e-mails, text messages, verbal narration from walk-in complainants and phone calls, social media and reports from project staff, independent monitors, supervision teams, government officials, or any interested persons or special groups like VMGs, elderly people; reports of staff, consultants, NGOs, journalists and other interested stakeholders. To facilitate reporting of complaints from these diverse sources of communications channels, necessary details of these channels will be prominently displayed. This will include dedicated telephone lines, cell-phones, physical addresses and postal addresses of relevant offices, email addresses, and suggestion boxes. All complaints will be serially entered into a complaints log book/register, which will be maintained at different implementation structures and levels starting from the CIG/VMG/micro-project/ subproject, county and national level for easy tracking. At each level, the SAIC secretary, CDDO SAIC secretary/M&E Officer (County level) and Information/Environment and Social Safeguards Officers at the national level will register the complaints. The focal person at each level will log the complaints into the complaints register as



well as their resolutions and forward them to the M&E Officer (County level) for compilation and integration in the quarterly progress report and integration in the MIS.

Dispute Resolution Mechanisms

115. Grievances arising from the project will be reported and resolved at various levels starting at CIGlevel using the CIG constitution but will be escalated upwards through the existing structures(CDDC, CDDO) to CPSC through the CPCU, NPCU, and NPSC depending on the nature of thecomplaint.

116. For complaints involving community members, beneficiaries will be encouraged to report andresolve issues at community level through the CIG/VMG/PO/CDDC SAICs, during their monthlymeetings using their constitution. Members may also apply their customary dispute resolution mechanisms as appropriate. If the nature of the a complaint/grievance is such that it cannot bereported or resolved at community level, beneficiaries will be sensitized during communitymobilization and other capacity building opportunities on how to escalate their complaints upwardsthrough the project institutional structures from CPCU to NPSC. If after exhausting the projectinstitutional structures, beneficiaries are still dissatisfied with explanations and solutions offered,they will have the option of seeking justice through the court of law.

117. The efficacy of these complaints handling procedures will be monitored and assessed during theannual review workshops for modifications if required. All complaints will be categorized,logged in a register to be maintained at all levels (CIG/VMG/CDDC/ CDDO/CPCU/NPCU),collated, and followed up. Complaints and their follow up will be recorded, analysed and reportedin quarterly and annual project reports. The SAIC executives at all level, M&E Officer at CPCUlevel and Communication/Environment and Social Safeguards/M&E Officers at the NPCU willmonitor and report on the efficacy of the complaints handling mechanisms.

118. Grievance Handling Process

(i) The SAIC at each level will interrogate the PAP in the local language and complete aGrievance Form to be provided which will be signed by the leader of the SAIC and thePAP/complainant;

(ii) This will then be lodged in the Grievance Log book provided by the SAIC at whatever point;

(iii) The PAP/complainant should expect a response from the SAIC within seven days of filingthe complaint. If the issue is not resolved, the SAIC will escalate the complaint to the nextSAIC until the highest level possible;

(iv) The CPSC will be given a fourteen (14) day notice to hold a meeting to resolve a grievanceor escalated it;

a complaint or resolving any dispute that may arise during the course of the KCSAP implementationand ensure determination of entitlements of compensation and implementation of the project. Itis also aimed at ensuring that appropriate and mutually acceptable redress actions are identifiedand implemented to the satisfaction of complainants; and avoid/minimize the need to resort tojudicial proceedings or outbursts by aggrieved PAPs/communities that would have been preventedthrough an effective GRM.

111. Theprojectwillhaveafunctionalgrievanceredressmechanismforreportingandresolving grievancesfrom project beneficiaries and other stakeholders. A grievance reporting system comprisingtelephone lines, opinion/suggestion boxes placed at Chiefs Offices, CPCU Offices, letters, e-mails, face to face, a central web based database and SMS text messages will be used. The systemwill be integrated with the PMIS for effective processing and monitoring of complaints.

112. Grievances are likely to emerge from two sources: a) CIG/VMG/PO/micro-project/ sub-project levels or b) project staff and consortia levels. Grievances/complaints will be launched atevery level of project’s organizational structure e.g. CIG/VMG/PO, micro- project, sub-project,county and national levels.

A register to log the grievances will be maintained at each level starting at the CIG level to the nationallevel.Grievance Redress Committees

113. At the CIG/VMG/PO/CDDC&CDDO levels, the Social Accountability and IntegrityCommittees(SAICs)willrecordgrievancesandalsohelpintheirmediation.Representatives of PAPsand religious representatives will join the SAICs during mediation.

Reporting complaints

114. Complaints, suggestions, compliments, queries or comments will be reported at any of the project implementing/executing institutions using the following methods: Letters, e-mails, text messages, verbal narration from walk-in complainants and phone calls, social media and reports from project staff, independent monitors, supervision teams, government officials, or any interested persons or special groups like VMGs, elderly people; reports of staff, consultants, NGOs, journalists and other interested stakeholders. To facilitate reporting of complaints from these diverse sources of communications channels, necessary details of these channels will be prominently displayed. This will include dedicated telephone lines, cell-phones, physical addresses and postal addresses of relevant offices, email addresses, and suggestion boxes. All complaints will be serially entered into a complaints log book/register, which will be maintained at different implementation structures and levels starting from the CIG/VMG/micro-project/ subproject, county and national level for easy tracking. At each level, the SAIC secretary, CDDO SAIC secretary/M&E Officer (County level) and Information/Environment and Social Safeguards Officers at the national level will register the complaints. The focal person at each level will log the complaints into the complaints register as

36



(v) Two days after the meeting, the CPSC executive will call the PAP and the relevant SAICfor discussions and resolution. The resolution will be presented to the PAP in written form onthe same day of the meeting;

(vi) If there is no resolution to the grievance, the CPSC and the PAP/complainant shall then referthe matter to either County Land Tribunal (if the complaint is on issues concerning land) orthe NPCU;

(vii) Law Court - The Kenyan laws allow any aggrieved person the right of access to Court oflaw. If the complainant still remains dissatisfied with the County Land Tribunal, and the response from the national level; the complainant has the option to pursue appropriaterecourse via judicial processes.

(viii) Grievances will also be received at county level by the M&E Officer and the national level byeither the Environment & Social Safeguard Officer or the Communication Officer. At thislevel, the grievances will be mediated by the CPAC and NPAC respectively.

119. Courts of law will be a last resort in view of the above mechanism.

(Refer to KCSAP Communication Strategy for details on communication and social accountabilityincluding Grievance redress mechanism)

KCSAP START–UPACTIVITIES

3.4.1 Project Launch

120. The aim of a launch is to create awareness on the project objectives and geographical coverage.KCSAP will be launched at the national and county levels. At the national level, there will be two launches namely; the Technical and Executive launches. The Agriculture Secretary of the State Department of Agriculture will convene the Technical Launch within six months of Project’s effective date. The participants will include members of implementing and executing agencies at National and County levels. The Executive launch will be spear headed by the Cabinet Secretary MOALF&C after the Technical Launch. Participants to the executive launch will include high level Government representatives, members of the coordination and implementation structures as well as representatives from the executing agencies, relevant development partners and other key stakeholders.

121. The county level launch events will be spearheaded by the CEC in charge of Agriculture sector after the national project launches. Participants to the launch will include members of the countycoordination and implementation structures as well as representatives from the implementing


agencies, NPCU, representatives from executing agencies, relevant development partners, farmerrepresentatives and other key stakeholders.

3.4.2 Induction of Project Staff

122. The National and the relevant County line departments as well as the newly recruited project staffs will undergo KCSAP induction training.

i) National level induction: This will be done by the World Bank and the GoK with a focuson; financial management; monitoring and evaluation; and overall expectation from theproject team. The NPCU will in turn induct the relevant departments of the implementingand executing agencies on the project and its expected outcomes.

ii) County level: The NPCU will conduct four regional induction workshops for CPCU staffsand representatives of county governments on the project implementation processes, rolesand responsibilities, World Bank requirements and expected outcomes.

Table 6: Summary of Startup activities for KCSAP

Activity Responsibility/Actor By date Main role/ Expected Output

National ProjectLaunch PS-SDA December

2017 KCSA- Awareness created

Induction of newlyrecruited NPCU staffon KCSAP

NPC/PS State Dept. ofAgriculture

January2018

Train the new staff on the PIMand prepare them to play theirroles

Project Launch – AtCounties Chair- CPSC January

2018 KCSA- Awareness created

Induction of newlyrecruited CPCU staff,CEC, CO and CountyDepartmental Directorson KCSAP

NPCU February2018

Train them on the PIM andprepare them to play their roles,including Launch planning, andBudgeting

Annual work-planningand Budget workshops NPCU February

2018Resources for county activitiesreleased

Training the CTAC andCPCU on the KCSAPCommunity

Planning Process

NPCUMarch /April2018

sub-CTAC and sub-countytechnical staff capacity built to undertake effective PICD

(v) Two days after the meeting, the CPSC executive will call the PAP and the relevant SAICfor discussions and resolution. The resolution will be presented to the PAP in written form onthe same day of the meeting;

(vi) If there is no resolution to the grievance, the CPSC and the PAP/complainant shall then referthe matter to either County Land Tribunal (if the complaint is on issues concerning land) orthe NPCU;

(vii) Law Court - The Kenyan laws allow any aggrieved person the right of access to Court oflaw. If the complainant still remains dissatisfied with the County Land Tribunal, and the response from the national level; the complainant has the option to pursue appropriaterecourse via judicial processes.

(viii) Grievances will also be received at county level by the M&E Officer and the national level byeither the Environment & Social Safeguard Officer or the Communication Officer. At thislevel, the grievances will be mediated by the CPAC and NPAC respectively.

119. Courts of law will be a last resort in view of the above mechanism.

(Refer to KCSAP Communication Strategy for details on communication and social accountabilityincluding Grievance redress mechanism)

KCSAP START–UPACTIVITIES

3.4.1 Project Launch

120. The aim of a launch is to create awareness on the project objectives and geographical coverage.KCSAP will be launched at the national and county levels. At the national level, there will be twolaunches namely; the Technical and Executive launches. The Agriculture Secretary of the StateDepartment of Agriculture will convene the Technical Launch within six months of Project’seffective date. The participants will include members of implementing and executing agencies atNational and County levels. The Executive launch will be spear headed by the Cabinet SecretaryMoALF after the Technical Launch. Participants to the executive launch will include high levelGovernment representatives, members of the coordination and implementation structures as wellas representatives from the executing agencies, relevant development partners and other keystakeholders.

121. The county level launch events will be spearheaded by the CEC in charge of Agriculture sector after the national project launches. Participants to the launch will include members of the countycoordination and implementation structures as well as representatives from the implementing


3.4.3 Identification and Selection of Sub-counties and Wards

123. The identification and selection of sub-counties and wards will be triggered by the CPCU incollaboration with the CPSC. The CPCU will convene a steering committee meeting, whoseagenda will include selection of the four to six (4-6) wards in up to 3 sub-counties in order to avoidspreading resources too thinly; and to maximize on the impact of project interventions. Interrogationon the needs of the farmers towards unlocking the potential in the priority value chains should betaken into account alongside such wards having participated in other development initiatives thatmay have resulted in creation of ‘white elephants. The criteria for ward selection will include;

i. Poverty level of wardsii. Vulnerability to climate riskiii. Absence of similar initiatives in order to avoid duplicationiv. Geographical proximity of wards to each otherv. Presence of ward level technical department officials.

124. In sub-counties where the staff are inadequate, an assurance by the County government that staffwill be deployed to such sub-counties will be necessary.

3.4.4 Baseline Survey

125. A baseline survey will be conducted after the project sites have been identified. The objectiveof the baseline survey is to establish the baseline status in regard to the Key PerformanceIndicators (KPIs). The M&E Officer at the NPCU in collaboration with ComponentCoordinators will spearhead the process. The survey will be carried out through a competitivelyidentified consultancy as detailed in the M&E manual.

3.4.5 CSA Planning and Prioritization at County and Ward Levels

126. The CSA planning and prioritization will be undertaken in each of the 24 project counties by anappropriate technical team to be constituted by CTAC. This team will have representativesfrom all relevant county departments. The process to undertake this activity will include; collectionand analysis of both secondary and primary data; development of guidelines and eligibility criteriato be used in the CSA planning, prioritization and categorization of the CSA investments intoshort-term (1-3 years) and medium-term (4-8 years); designing the approaches to be used toachieve public participation and preparation of the county CSA investment plan. The team will alsoliaise with the county planning department to ensure that their CSAinvestment plan is integrated intothe current County Integrated Development Plan (CIDP). The prioritization criteria should focuson environmental, social and sustainability factors and the contribution of the prioritizedinvestments towards achieving the projects’ triple wins.



127. The preparation of these investment plans will involve the following steps: (i) analysis of naturalresource endowments, farming systems, location-specific climate risks and areas of acutevulnerability for the agricultural sector; (ii) analysis of priority intervention areas and relevantinvestments for each county or cross-county;(iii) identification of priority VCs to focus projectefforts;(iv) selection of sub-counties and wards for concerted action;(v) identification of potentialcounty-level investments needed for climate resilience; and (vi) county needs assessment to identifytechnical assistance (TA) requirements.

128. The main sources of the information required to undertake this activity will be accessed fromsecondary data sources to include; existing policy documents on climate change -National climateChange Response Strategy (NCCRS), National Climate Change Action Plan (NCCA), KenyaClimate Change Strategy (KCCS); the specific County Climate Risk Profiles (CRPs) and datacollected during the CIDP development process, as well as all other relevant documents. The team will also be supported to undertake Participatory Rural Appraisal (PRA) exercise to collect primarydata to fill any identified information gaps and for ground-trothing of the prioritized CSAinvestments. The CSA investment plans will form the framework for developing CSA investment proposals for subprojects as well as guide the selection of CSA TIMPS for scaling up in eachparticipating county. Such TIMPS must be in the form of an integrated package of interventions,context specific and demand-driven. (Annex 8 for details).

3.4.6 Participatory Integrated Community Development - PICD

129. This involves community mobilization and planning to appraise community resources, challengesand identify opportunities to achieve CSA triple wins. This process will be spearheaded by theCTAC in collaboration with the CPCU and the local administration. Each ward will be dividedinto four zones to ensure farmers/pastoralists do not travel for long distances to get services. Allthe mobilization and planning activities will be carried out in the zones. Leadership structures willalso be established at the various levels starting from the CIG/VMG level upwards to the zone,ward, sub-county and county levels. In the NEDI counties, each settlement/Manyatta will beconsidered as a zone due to the long distances between settlements. The PICD team will compriseof CTAC, SCTT, CPCU, agricultural researchers, and representatives of the Kenya MeteorologicalDepartment (KMD), potential service providers and opinion leaders. The process will involvesensitization and mobilization of communities in designated areas; ensuring the participation ofwomen and the vulnerable and marginalized members of the community. This activity will triggerparticipatory development by giving the communities the opportunity to state their situation,their problems and perceived opportunities for the different social groups within the community.The assessment will include establishment of area specific baseline on the status of naturalresources, gender relations, vulnerability levels, socio-economic status, nutritional concerns andagricultural/rural development performance indicators. The PICD team will assist communitiesto draw Community IntegratedAction Plans (CIAPs) that highlight development, conservation and

3.4.3 Identification and Selection of Sub-counties and Wards

123. The identification and selection of sub-counties and wards will be triggered by the CPCU incollaboration with the CPSC. The CPCU will convene a steering committee meeting, whoseagenda will include selection of the four to six (4-6) wards in up to 3 sub-counties in order to avoidspreading resources too thinly; and to maximize on the impact of project interventions. Interrogationon the needs of the farmers towards unlocking the potential in the priority value chains should betaken into account alongside such wards having participated in other development initiatives thatmay have resulted in creation of ‘white elephants. The criteria for ward selection will include;

i. Poverty level of wardsii. Vulnerability to climate riskiii. Absence of similar initiatives in order to avoid duplicationiv. Geographical proximity of wards to each otherv. Presence of ward level technical department officials.

124. In sub-counties where the staff are inadequate, an assurance by the County government that staffwill be deployed to such sub-counties will be necessary.

3.4.4 Baseline Survey

125. A baseline survey will be conducted after the project sites have been identified. The objectiveof the baseline survey is to establish the baseline status in regard to the Key PerformanceIndicators (KPIs). The M&E Officer at the NPCU in collaboration with ComponentCoordinators will spearhead the process. The survey will be carried out through a competitivelyidentified consultancy as detailed in the M&E manual.

3.4.5 CSA Planning and Prioritization at County and Ward Levels

126. The CSA planning and prioritization will be undertaken in each of the 24 project counties by anappropriate technical team to be constituted by CTAC. This team will have representativesfrom all relevant county departments. The process to undertake this activity will include; collectionand analysis of both secondary and primary data; development of guidelines and eligibility criteriato be used in the CSA planning, prioritization and categorization of the CSA investments intoshort-term (1-3 years) and medium-term (4-8 years); designing the approaches to be used toachieve public participation and preparation of the county CSA investment plan. The team will alsoliaise with the county planning department to ensure that their CSAinvestment plan is integrated intothe current County Integrated Development Plan (CIDP). The prioritization criteria should focuson environmental, social and sustainability factors and the contribution of the prioritizedinvestments towards achieving the projects’ triple wins.

40



sustainable agriculture needs and the required CSA TIMPS.

130. Researchers will avail- ready to use CSA TIMPs that address the identified needs. In cases whereresearch gaps exist, the researchers will convene stakeholders’ fora to set the research agenda on possible collaborative research solutions. The KMD and MOALF&C will seek to establish concerns in regard to access and use of agro-weather and market information; and the associated factors and opportunities for improvement of these services. The CIAPs will be summarized into specific, measurable, achievable, realistic, and time-bound (SMART) problem statement that will inform service delivery proposal development by potential service provider consortia.

Table 7: Community mobilization and planning process

Activity Responsibility/Actor By

dateExpected Output

1.

Train the sub- CTACand sub-countytechnical staffon the KCSAPCommunity PlanningProcess

CPCU/CTAC/ KALRO/KMD

December/January2018

Sub-CTAC and sub-county technicalstaff capacity builtto undertake effectivePICD

2. Develop PCID tools CPCU/CTAC/sub-CTAC/KALRO/KMD

January 2018 Data collection toolsdeveloped

3. Desk review and planningfor PICD

CPCU/CTAC/sub-CTAC/KALRO/KMD

January 2018

Secondary datacollected, existinggaps identified and PICD plan developed

4. Community entry barazas CPCU/Sub-CTAC/KALRO/KMD

January/February2018

Awareness onKCSAP created

5. Conduct PICD CPCU/Sub-CTAC/KMD/KALRO

February/March 2018

PICD report, existinggroups and priorityVC and challengesidentified



dateExpected Output

6.

Analyze PICD report todevelop VC problemstatement, identifyappropriate TIMPs& existing gaps

CPCU/Sub-CTAC/KALRO/KMD

March 2018

CIAP, VC problemstatement developed, appropriateTIMPs & existinggaps identified,livelihood & nutritionmainstreamedopportunitiesidentified

3.4.7 Sensitization and Awareness Creation on the Project

131. After the induction of Project staff and the establishment of the county-level project institutionsdescribed in above, the CPCUs with support of the NPCU will undertake county-level targetedsensitization of county technical staff (especially officers in the relevant County TechnicalDepartments of:Agriculture, Livestock and Fisheries; Finance and Planning; Co-operatives, Tradeand Marketing; Environment and Forest Services; Public Works; Water and Irrigation; Genderand Social Development; KMD) political leadership, and the wider county population (i.e., beyondparticipating CIGs, VMGs, and POs) on the objectives, role, and expected outcomes of the project.

132. This will be done through topical workshops and Information Education Communication (IEC) materials, designed by the NPCU and adapted as necessary by the CPCUs. During these workshopsemphasis will be made on undertaking a Capacity Needs Assessments (CNAs) with theinvolvement of the CTDs. A project website with GIS mapping of micro and sub-projects will be developed by the NPCU which CPCUs will adapt or modify the mapping materials to suit specificneeds. The pathways which will be used for information sharing will include posters, signboards,Participatory Education Theater (PET) by the youth and local radio stations among others.

133. The sensitizations will focus on the following key topics: (a) community-led agriculturaldevelopment; b) CSA TIMPS (c) Sustainable land management; (d) good practices on extensionservices and VC development; (e) basic nutrition facts (e.g., healthy diet/ diversification offood consumption based on locally available food); and (f) good practices for livelihoodimprovement with nutrition-sensitive activities;(g) gender and social inclusion concerns amongothers.

3.4.8 Contracting Private Advisory Service Providers

134. Service provider consortia will be competitively selected to offer VC specific services to addresschallenges identified in the CIAP and as summarized in the problem statements (Table 5). A call

sustainable agriculture needs and the required CSA TIMPS.

130. Researchers will avail- ready to use CSA TIMPs that address the identified needs. In cases whereresearch gaps exist, the researchers will convene stakeholders’ fora to set the research agenda onpossible collaborative research solutions. The KMD and MoALF will seek to establish concernsin regard to access and use of agro-weather and market information; and the associated factorsand opportunities for improvement of these services. The CIAPs will be summarized into specific,measurable, achievable, realistic, and time-bound (SMART) problem statement that will informservice delivery proposal development by potential service provider consortia.

Table 7: Community mobilization and planning process


dateExpected Output

1.

Train the sub- CTACand sub-countytechnical staffon the KCSAPCommunity PlanningProcess

CPCU/CTAC/ KALRO/KMD

December/January2018

Sub-CTAC and sub-county technicalstaff capacity builtto undertake effectivePICD

2. Develop PCID tools CPCU/CTAC/sub-CTAC/KALRO/KMD

January 2018 Data collection toolsdeveloped

3. Desk review and planningfor PICD

CPCU/CTAC/sub-CTAC/KALRO/KMD

January 2018

Secondary datacollected, existinggaps identified and PICD plan developed

4. Community entry barazas CPCU/Sub-CTAC/KALRO/KMD

January/February2018

Awareness onKCSAP created

5. Conduct PICD CPCU/Sub-CTAC/KMD/KALRO

February/March 2018

PICD report, existinggroups and priorityVC and challengesidentified


for expression of interest by the CPSC for prospective service providers’ consortia based on thesummarized problem statement will be advertised in the participating counties through county/sub-county notice boards, local print media and FM radio stations. The bidding consortia must be legallyregistered and have the right professional mix with sufficient grass root partners/front line extensionworkers (at least one grass root partner per VC enterprise per ward). Using the set criteria providedby the NPCU, CTAC will vet and shortlist three SP consortia firms per VC. CTAC will also prepareterms of reference to request or technical proposals from the selected SP consortia. The proposalswill be evaluated on basis of the guidelines provided in the extension manual. In the NEDI andother counties where the SP consortia may not be available, public extension agents will befacilitated to provide services.

Table 8: Summary of competitive SP selection process

Activity Responsibility/Actor By date Expected Output

1.

Advertisement ofExpression of Interestto provide extension

i

NPCU, CPCU March/April2018

A pool of potentialService Providers (SP)respond to the call.

2. Shortlisting of SP firmsper VC CTAC/CPCU April 2018 Three most qualified SP

firms shortlisted

3.

Development of TORto guide formulationof Proposals from

ti SP

CTAC/CPCU April 2018 TOR developed

4.Evaluation of Proposalsand selection of SPconsortia

CTAC/CPCU April 2018 Consortia for each Valuechain recruited

5. Determine contract feesusing set criteria

CTT / CPCU &CTACChair- CPSC

April 2018 Contract fee for SPconsortia determined

N/B CPCU and CTAC will be trained by the NPCU on Competitive Recruitment of ServiceProviders prior to commencement of the selection process.

3.4.9 Pre-ContractingActivities

135. The objective of this step is to define the climate-smart interventions, identify the directbeneficiaries and establish their leadership structures at the CIG/VMG, zonal and ward levels.The sub-CTAC and the CPCU in collaboration with the Social Service and CooperativesDepartments will spearhead the process within ten months of project effectiveness.

136. Identification of beneficiaries: During the PICD process, existing groups (farmer groups, women



groups, men groups, youth groups, self-help groups, VMGs) with mutual interest and willing toparticipate in a given VC targeted by the project will be identified. Consequently, the SP consortiawill formulate enterprise specific climate-smart investment opportunities and flag to the groups aswell as other interested farmers who are not members of any group to trigger their interest to participate. Farmer/VMGs who do not belong to any group will enlist into new groups or joinexisting ones. The newly formed groups as well as unregistered existing group will register withthe relevant GOK authorities’ e.g. the Department of Social Services. Where VMGs do not exist,Social Services Department, local administration, SP consortia and the CPCU will collectivelyidentify vulnerable members within the community and assist them to form and register VMGs.For the NEDI counties, where the flagging approach may not be necessary, each village will beconsidered as a CIG and the vulnerable members within facilitated to form VMGs. All CIGs/VMGswill elect the executive committees comprising Chair, Secretary and Treasurer. All the chairpersonsof the CIG/VMGs/NEDI villages within a sub county will come together to establish the othercommunity leadership structures as described in section 3.1.4.

137. Formation of community management committees and election of leaders: Three types of grantmanagement structures will be establishment on the basis of the types of grants available in theKCSAP project as listed below. This will enable prudent management of the grants for each VCand sub-project having their own grant management structure and separate bank accounts toprevent comingling of funds; and most importantly, to distribute responsibilities to a widerspectrum of community members. Projects grants will be managed at three levels. (i) Micro-projects e.g. value addition investments that are ward specific will be managed by the CDDC inthat particular ward while (ii) sub- projects that cut across multiple wards or counties e.g. water-pan, irrigation systems will be managed by a project management committee established by theCTAC from the beneficiary communities. (iii) Service Provision Grants that involve paymentof the contracted service delivery will managed by the county value chain developmentcommittees (CVCDs).

138. Participatory Planning Workshops: This entails revisiting the Community Integrated ActionPlan and focusing on the specific value chain enterprise and micro-projects for detailed planningof interventions to come up with Enterprise Development Plans (EDPs)/ Micro-projectopportunities. The EDP will include the appropriate CSA TIMPs, timelines for interventions,demonstration materials, planed tours, researchable issues, agro-weather and market advisory interventions, and budget (showing the community contribution). It will also include cross cuttingissues such as land management issues, environmental and social safeguard interventions, genderand social inclusion as well as communication and grievance redress mechanisms.

for expression of interest by the CPSC for prospective service providers’ consortia based on thesummarized problem statement will be advertised in the participating counties through county/sub-county notice boards, local print media and FM radio stations. The bidding consortia must be legallyregistered and have the right professional mix with sufficient grass root partners/front line extensionworkers (at least one grass root partner per VC enterprise per ward). Using the set criteria providedby the NPCU, CTAC will vet and shortlist three SP consortia firms per VC. CTAC will also prepareterms of reference to request or technical proposals from the selected SP consortia. The proposalswill be evaluated on basis of the guidelines provided in the extension manual. In the NEDI andother counties where the SP consortia may not be available, public extension agents will befacilitated to provide services.

Table 8: Summary of competitive SP selection process

Activity Responsibility/Actor By date Expected Output

1.

Advertisement ofExpression of Interestto provide extension

i

NPCU, CPCU March/April2018

A pool of potentialService Providers (SP)respond to the call.

2. Shortlisting of SP firmsper VC CTAC/CPCU April 2018 Three most qualified SP

firms shortlisted

3.

Development of TORto guide formulationof Proposals from

ti SP

CTAC/CPCU April 2018 TOR developed

4.Evaluation of Proposalsand selection of SPconsortia

CTAC/CPCU April 2018 Consortia for each Valuechain recruited

5. Determine contract feesusing set criteria

CTT / CPCU &CTACChair- CPSC

April 2018 Contract fee for SPconsortia determined

N/B CPCU and CTAC will be trained by the NPCU on Competitive Recruitment of ServiceProviders prior to commencement of the selection process.

3.4.9 Pre-ContractingActivities

135. The objective of this step is to define the climate-smart interventions, identify the directbeneficiaries and establish their leadership structures at the CIG/VMG, zonal and ward levels.The sub-CTAC and the CPCU in collaboration with the Social Service and CooperativesDepartments will spearhead the process within ten months of project effectiveness.

136. Identification of beneficiaries: During the PICD process, existing groups (farmer groups, women

44



Table 9: Summary of pre-contracting activities

Activity Responsibility /Actor By date Expected Output

1.

Training the CPCU andConsortia on TIMPS, EDP formulation andMicro-projects Planning

NPCU/KALROApril/May ,2018

CPCU & SPconsortia trainedon development of EDPs andmicro-project plans

2.

SPs prepare and flag/advertisevalue chain opportunitiesawareness creation posters CPCU/SP Consortia

June, 2018 CIG/VMGs in place

3.Elections of CVCDC andMicro-project leaderselected at ward level.

CPCU/SP Consortia/SCTD June, 2018

CIG managementstructures in place

3.4.10 Participatory Contracting Workshop

139. The objective of the Participatory Contracting Workshops (PCWs) is to enable thebeneficiaries within each value chain to negotiate with their Service Provider Consortia and agreeon the terms of engagement and sign the Extension Service Delivery Contracts. The PCW will beorganized by the CPCU who will also moderate the negotiations between the CVCDCs acting onbehalf of the beneficiary communities and the SP consortia. All CIG/VMG executive committeemembers (Chairperson, secretary & treasurer) will also participate in the negotiations. Thenegotiations will focus on;

a) Services to be offered by SP consortia based on the EDP and setting of the targets to beachieved by beneficiaries (CIG and VMGs).

b) Payment benchmarks to be achieved by SP consortia in order to qualify for a givenpercentage of the payment.


Table 10: Participatory Contracting Workshop Process

Activity Responsibility/Actor By date Main role/ Expected

Output

1.

Training the CPCUand Consortiaon the ExtensionContracting Process

NPCU May/June 2018Realistic Contractsbetween the Beneficiariesand Consortia assured.

2.ParticipatoryContractingWorkshops

CPCU/Consortia/CTD June/July 2018 Extension Service

Delivery Contracts signed

3. Drafting and signing ofContracts

CPCU – TheConsortia andCVDC.

Within12monthsofprojecteffectiveness

Extension Contractbetween the CIGs andthe Service providerconsortium in place

140. Implementation of EDPs: The SP consortia will avail extension advisory services to theCIGs/VMGs in line with the EDP implement schedule and the contact document. This serviceswill focus on the various segments of the value chains and include linking of the beneficiaries toother service providers such as input suppliers and markets, as well as facilitating the developmentof micro-project proposals.

141. County Sub-Projects: These are county CSA investments that may be ward specific or spanmultiple wards or counties. Sub-projects would include demarcation and restoration of livestockmigratory routes and common grazing land, breeding programmes (heat and drought tolerantvarieties/breeds), water-pans/sand dams, rehabilitation of small and medium-size irrigationschemes, dry season grazing, rangeland management and restoration, fodder banks, eradicationof invasive species, disease free zones among others. The sub-projects will be identified andprioritized during the CSA planning and prioritization at the county and ward level as described insection 3.4.5 above. The CPCU will facilitate the County Technical Departments (CTDs) toprepare the sub-project proposals and submit the proposals to the CTAC for review and subsequenttransmission to the CPSC for approval.

142. For the NEDI counties, sub-projects will focus on interventions under the priority subsectorinvestments as identified by the Needs Assessment Plan for these counties. The participatingcounties will form joint committees and draw participation agreements clearly stipulatingresponsibilities, timelines and contributions by each county.

Table 9: Summary of pre-contracting activities

Activity Responsibility /Actor By date Expected Output

1.

Training the CPCU andConsortia on TIMPS, EDP formulation andMicro-projects Planning

NPCU/KALROApril/May ,2018

CPCU & SPconsortia trainedon development of EDPs andmicro-project plans

2.

SPs prepare and flag/advertisevalue chain opportunitiesawareness creation posters CPCU/SP Consortia

June, 2018 CIG/VMGs in place

3.Elections of CVCDC andMicro-project leaderselected at ward level.

CPCU/SP Consortia/SCTD June, 2018

CIG managementstructures in place

3.4.10 Participatory Contracting Workshop

139. The objective of the Participatory Contracting Workshops (PCWs) is to enable thebeneficiaries within each value chain to negotiate with their Service Provider Consortia and agreeon the terms of engagement and sign the Extension Service Delivery Contracts. The PCW will beorganized by the CPCU who will also moderate the negotiations between the CVCDCs acting onbehalf of the beneficiary communities and the SP consortia. All CIG/VMG executive committeemembers (Chairperson, secretary & treasurer) will also participate in the negotiations. Thenegotiations will focus on;

a) Services to be offered by SP consortia based on the EDP and setting of the targets to beachieved by beneficiaries (CIG and VMGs).

b) Payment benchmarks to be achieved by SP consortia in order to qualify for a givenpercentage of the payment.


3.4.11 Public Extension Service Providers

143. Public Extension Service Providers: In areas where extension service provider consortia are notavailable, the respective county governments will use public extension service providers. In suchcases, technical officers at the ward level will generate CSA areas specific action plans that will bepresented to the sub-CTAC for review, collation and forwarding to the CPCU and CTAC forapproval and support.

3.4.12 Development of Project implementation Manuals

144. For detailed implementation guidelines, the following manual and modules will be prepared;

i. Matching Grants Manualii. Extension and Value Chain Development Manualiii. Collaborative Research Grants Manualiv. Seed Systems Manualv. Financial Management Manualvi. Procurement Manualvii. M&E Manualviii. PICD Training Moduleix. TIMPS Training Modulesx. Value Chain Specific Handbooksxi. County Technical Departments Training Modulesxii. Gender and Social inclusion Modulexiii. Environmental and Social safeguards Modules



CHAPTER FOUR

4.0 UPSCALING CLIMATE-SMART AGRICULTURAL PRACTICES

145. This chapter describes the activities to be undertaken by component one. The component has threesub-components that focus on up-scaling climate smart agricultural practices and facilitate theadoption of the appropriate Technologies, Innovations and Management Practices (TIMPs). Thethree sub-components are:

i. Building Institutional Capacity and Strengthening Service Delivery:ii. Supporting Investments in Smallholder Agro-Pastoral Production Systems.iii. Supporting Investments in Pastoral Production

Sub-Comp 1.1 Building Institutional Capacity and Strengthening Service Delivery

146. This subcomponent will build institutional capacity at county, ward, and community levels toplan, implement, manage and monitor ward/county sub-projects and community micro-projects.ACapacity Building Assessment (CBA) will be undertaken and a Capacity Building Plan (CBP)developed through a competitively recruited consultancy at the NPCU level. Specifically, thissubcomponent will finance project interventions related to: (i) strengthening the capacity of countyand wards to deliver agricultural services; (ii) Supporting CSA planning and prioritization at countyand ward levels; (iii) Contracting private advisory service providers; and (iv) Facilitatingcommunity institutions.

4.1.1 Strengthening the Capacity of County, Sub-county and Ward to deliver Agricultural Services

147. Building Capacity of CTDs: The objective is to build the capacity of CTDs to enable themprovide requisite agricultural services, quality assurance and oversight of service providers. Thiswill be done through (i) supporting staff in the CTDs to undertake short- term (72) and long-termtraining (24 BScs and 24 MScs) as well as exposure visits; (ii) providing equipment to county-and ward-level technical staff (for example, motor vehicles, motorcycles, veterinary and laboratoryequipment, IT and office equipment); (iii) providing budget for O&M of offices, equipment, andsupervision (field visits); and (iv) training ward-level public extension staff in the delivery ofagricultural advisory services.

148. Technical training of County and Ward CTDs will be undertaken through workshops, exchangevisits, and publications while field-based learning will be undertaken through site visits,demonstration plots, and pilots. Capacity building efforts will emphasize both learning-by-doingand technical/methodological and field practical (hands-on) training. Capacity building under thissubcomponent will be coordinated and harmonized with the National Capacity BuildingFramework and other current donor initiatives. All technical trainings will be undertaken by

3.4.11 Public Extension Service Providers

143. Public Extension Service Providers: In areas where extension service provider consortia are notavailable, the respective county governments will use public extension service providers. In suchcases, technical officers at the ward level will generate CSA areas specific action plans that will bepresented to the sub-CTAC for review, collation and forwarding to the CPCU and CTAC forapproval and support.

3.4.12 Development of Project implementation Manuals

144. For detailed implementation guidelines, the following manual and modules will be prepared;

i. Matching Grants Manualii. Extension and Value Chain Development Manualiii. Collaborative Research Grants Manualiv. Seed Systems Manualv. Financial Management Manualvi. Procurement Manualvii. M&E Manualviii. PICD Training Moduleix. TIMPS Training Modulesx. Value Chain Specific Handbooksxi. County Technical Departments Training Modulesxii. Gender and Social inclusion Modulexiii. Environmental and Social safeguards Modules

48



NPCU in collaboration with: consultants; academic and research institutions; such as the KenyaSchool of Government, Kenya Institute of Management, agricultural universities, and KALRO;as well as of specialized agencies like the National Environment Management Authority (NEMA)and KEPHIS.

149. Training needs assessment will be undertaken to identify the capacity needs in regard to thefollowing key areas: (i) understanding CSA concepts, assessing TIMPS, and designing CSAinvestment plans; (ii) mainstreaming the country CSA investment plan into CIDPs and monitoringand evaluating their implementation; (iii) planning and providing agricultural extension and businessadvisory services; (iv) providing animal health services, including disease surveillance andvaccination campaigns; (v) integrating Community Development Plans into county planning and budgeting processes (specifically in mainstreaming CDD micro projects into county budgetingsystems); (vi) identifying gender/social concerns, gender mainstreaming initiatives and includingVMGs in county agricultural development programs; and (vii) planning, designing, andimplementing relevant rural infrastructure to enhance access to markets by CIGs. The project willuse standardized training modules developed under other sector projects.

150. Training of Service Providers: The NPCU in collaboration with the CPCU will organizesensitization and training for contracted SPs on the developed standard training modules forfacilitating the TIMPs interventions and training of community institutions.

151. Training of community institutions: The CPCU will facilitate through the SPs capacity buildingof community members and management committees, to improve their skills and technicalcapabilities in CDD implementation. These trainings will be the responsibility of the SP and shouldbe included in their Terms of Reference and Contracts. They will carry out these activities underthe supervision of the field officers of the CTDs and the CPCU. The table below summarizes someof the community trainings to be undertaken, the targeted groups and the timing.

Table 11: Targeted Community Trainings

Training Target group Responsible When

PICD CTAC, CTDsCPCU incollaboration withNPCU

CommunityEntry

Social Accountability andIntegrity Training

SAIC, IntegrityCommittee

CPCU tofacilitate SPs After PICD



Basics of Leadership,project management,group dynamics,conflict management,Social Accountabilityand complaint handling

CIG/VMG, CVCDC, PMC,CDDC,

CPCU tofacilitate SPs Contract signing

Resources mobilizationand proposal writing


CPCU tofacilitateSPs/CTAC

One week afterleadershiptraining

Value chainupgradingopportunities

CIG/VMG, CVCDC


After proposaltraining

Procurement and FinancialManagement



One week afterresourcemobilization

Participatory Monitoringand Evaluation

CIG/VMG, CVCDC, PMC,CDDC, CDDO


One week afterProcurement& financialmanagementtraining

Report writinganddocumentation

CVCDC, CDDC, CDDO, PMC,


Two weeks afterPM&ETraining

Cross cutting issues onGender, Environment, HIV& AIDs, Social inclusion

All committeesand sub-committees


After reportwriting training

Exchange VisitsCIG/VMG,CVCD, PMC, CDDC andCDDO members


WithinImplementationperiod

Risk Management All committees CPCU tofacilitateSPs/CTAC

Withinimplementationperiod

NPCU in collaboration with: consultants; academic and research institutions; such as the KenyaSchool of Government, Kenya Institute of Management, agricultural universities, and KALRO;as well as of specialized agencies like the National Environment Management Authority (NEMA)and KEPHIS.

149. Training needs assessment will be undertaken to identify the capacity needs in regard to thefollowing key areas: (i) understanding CSA concepts, assessing TIMPS, and designing CSAinvestment plans; (ii) mainstreaming the country CSA investment plan into CIDPs and monitoringand evaluating their implementation; (iii) planning and providing agricultural extension and businessadvisory services; (iv) providing animal health services, including disease surveillance andvaccination campaigns; (v) integrating Community Development Plans into county planning and budgeting processes (specifically in mainstreaming CDD micro projects into county budgetingsystems); (vi) identifying gender/social concerns, gender mainstreaming initiatives and includingVMGs in county agricultural development programs; and (vii) planning, designing, andimplementing relevant rural infrastructure to enhance access to markets by CIGs. The project willuse standardized training modules developed under other sector projects.

150. Training of Service Providers: The NPCU in collaboration with the CPCU will organizesensitization and training for contracted SPs on the developed standard training modules forfacilitating the TIMPs interventions and training of community institutions.

151. Training of community institutions: The CPCU will facilitate through the SPs capacity buildingof community members and management committees, to improve their skills and technicalcapabilities in CDD implementation. These trainings will be the responsibility of the SP and shouldbe included in their Terms of Reference and Contracts. They will carry out these activities underthe supervision of the field officers of the CTDs and the CPCU. The table below summarizes someof the community trainings to be undertaken, the targeted groups and the timing.

Table 11: Targeted Community Trainings


PICD CTAC, CTDsCPCU incollaboration withNPCU

CommunityEntry

Social Accountability andIntegrity Training

SAIC, IntegrityCommittee

CPCU tofacilitate SPs After PICD


4.1.2 Supporting CSA planning and prioritization at county and ward levels152. The detailed activities of CSA planning and prioritization are discussed in Chapter 3.4.5 as part

of the project start-up activities.

4.1.3 Contracting Private Advisory Service Providers153. The detailed activities of contracting private advisory service providers are discussed in Chapter

3.4.6 as part of the project start-up activities.

4.1.4 Facilitating Community Institutions154. The detailed activities of facilitating community institutions are discussed in Chapter 3.4.5

Sub-Component 1.2: Supporting Investments in Smallholder Agro-Pastoral ProductionSystems.

155. This subcomponent will finance climate-smart agriculture (CSA) investments in the form ofcommunity micro-projects, identified through the participatory processes, which help beneficiariesachieve the triple-wins (i.e. increased productivity; enhanced resilience; and reduced GHGemissions) in 17 counties2 located in semi-arid and medium-to-high potential (non-ASAL) areas.Specifically, this subcomponent will support CSA investments aimed at: (i) improving water andsoil management; (ii) promoting livelihood and crop diversification; (iii) constructing andrehabilitating small-scale farmer-managed irrigation schemes; (iv) producing and conservingpasture and fodder crops; and (v) supporting market linkages, value addition, and post-harvestmanagement. The mechanism for providing matching grants to CIGs, VMGs, POs andSACCOs to implement micro- projects are outlined in the Matching Grants Manual. Micro-projects will be selected on a competitive basis, based on the recommendations of CPCU, andapproved by CPSC. The CSA investments to be financed are grouped into the following threewindows;

a) Window I: Community Investments support to CIGs and VMGs for implementing TIMPs;with support from SPs and CTDs, CIGs/VMGs/POs will prepare micro- project proposalsand submit to CPCUs for approval by CTAC. The proposals will be presented to thecommunity during a general assembly for buy-in. The format for the micro -projectproposals development is given in Annex 11. The developed proposals will be subjected toenvironmental and social impact screening (Reference: Annex 10) done by the community under the supervision of the SPs and the CTDs. Each proposal received from the CIGsshall have three investment windows: (i) implementation of CSA TIMPs (70 percent);(ii) livelihood diversification (20 percent);and(iii)mainstreamingnutrition(10percent).Theseproposals will be vetted by the CTAC and those found to be viable forwarded to the CPSC forapproval. Once approved, CIGs and VMGs will receive matching grants ranging fromUS$7,000 to US$10,000 to implement and manage their community CSA micro-projects,while allowing each member to derive private benefits.

Typical interventions of the CSA micro-projects will include; Improving water and soil



management; promoting livelihood and crop diversification; construction and rehabilitationof small-scale farmer-managed irrigation schemes; producing and conserving pasture andfodder crops and supporting market linkages, value addition and post-harvest management.To enhance ownership of community CSA micro- projects, CIG members will be requiredto contribute at least 10 percent of the costs of their CSA micro-projects either in cash or in-kind. The CIG will be facilitated by their SPs to federate into legal entities such ascooperatives and also encouraged to form Savings and Loan (S&L) groups in order to enhancetheir access to rural finance. These S&L groups will be supported to federate into SACCOsand S&L and it is expected that this will contribute towards sustainability of projectinterventions. The project will provide matching grants of up to 50 percent of members’ totalsavings to boost SACCOs’ capital and ultimately link them to micro-finance institutions and commercial banks.

4.2.1 Support to vulnerable and marginalized groups:

156. The project will also finance CSA micro-projects targeting exclusively VMGs. The objectiveis to empower VMG members and elevate their productive capacity and economic status, sothat they fully participate in VCs, POs and SACCOs. The membership to the VMG groups will bedetermined with the help of CTDs and opinion leaders through participatory targetingmethodologies during the PICD process using a criteria that will include; land ownership, assetownership/perceived value, number of meals per day, number of dependents, female-/child-headed households, and advanced age, among others. VMG members will develop micro-project proposals from prioritized issues in the CDP or based on their county prioritized VCsguided by the SPs and the CTDs. The proposals will be presented to the VMGs during a specialbaraza for their buy-in. Each proposal received from the VMGs shall have three investmentwindows: (i) implementation of CSA TIMPs (60 percent); (ii) livelihood diversification (30percent); and (iii) mainstreaming nutrition (10 percent). Grants ranging from US$3,000 to US$5,000will be provided to each VMG depending on the selected and approved micro-project.Approximately 10 percent (US$2.5 million equivalent) of the total grants under Window I will beallocated for support to VMGs. VMG members will not be required to contribute towards the costsof their approved CSA micro-projects. The format for the micro-project proposals development isgiven in Annex 11. The developed proposals will be subjected to environmental and social impactscreening where need be (Reference: Annex 10) by the community under the supervision of theSPs and the CTDs.

4.2.2 Screening and Vetting of Micro and Sub-Project Proposals

157. The proposal will be presented to the CDDC/CDDO for initial screening and o f f i c i a l l ysubmitted to the CPCU. The micro-projects proposals will be forwarded to CTAC for vettingusing weighted criteria (Detailed in matching grants manual) and subsequent approval by CPSC.

4.1.2 Supporting CSA planning and prioritization at county and ward levels152. The detailed activities of CSA planning and prioritization are discussed in Chapter 3.4.5 as part

of the project start-up activities.

4.1.3 Contracting Private Advisory Service Providers153. The detailed activities of contracting private advisory service providers are discussed in Chapter

3.4.6 as part of the project start-up activities.

4.1.4 Facilitating Community Institutions154. The detailed activities of facilitating community institutions are discussed in Chapter 3.4.5

Sub-Component 1.2: Supporting Investments in Smallholder Agro-Pastoral ProductionSystems.

155. This subcomponent will finance climate-smart agriculture (CSA) investments in the form ofcommunity micro-projects, identified through the participatory processes, which help beneficiariesachieve the triple-wins (i.e. increased productivity; enhanced resilience; and reduced GHGemissions) in 17 counties2 located in semi-arid and medium-to-high potential (non-ASAL) areas.Specifically, this subcomponent will support CSA investments aimed at: (i) improving water andsoil management; (ii) promoting livelihood and crop diversification; (iii) constructing andrehabilitating small-scale farmer-managed irrigation schemes; (iv) producing and conservingpasture and fodder crops; and (v) supporting market linkages, value addition, and post-harvestmanagement. The mechanism for providing matching grants to CIGs, VMGs, POs andSACCOs to implement micro- projects are outlined in the Matching Grants Manual. Micro-projects will be selected on a competitive basis, based on the recommendations of CPCU, andapproved by CPSC. The CSA investments to be financed are grouped into the following threewindows;

a) Window I: Community Investments support to CIGs and VMGs for implementing TIMPs;with support from SPs and CTDs, CIGs/VMGs/POs will prepare micro- project proposalsand submit to CPCUs for approval by CTAC. The proposals will be presented to thecommunity during a general assembly for buy-in. The format for the micro -projectproposals development is given in Annex 11. The developed proposals will be subjected toenvironmental and social impact screening (Reference: Annex 10) done by the community under the supervision of the SPs and the CTDs. Each proposal received from the CIGsshall have three investment windows: (i) implementation of CSA TIMPs (70 percent);(ii) livelihood diversification (20 percent);and(iii)mainstreamingnutrition(10percent).Theseproposals will be vetted by the CTAC and those found to be viable forwarded to the CPSC forapproval. Once approved, CIGs and VMGs will receive matching grants ranging fromUS$7,000 to US$10,000 to implement and manage their community CSA micro-projects,while allowing each member to derive private benefits.

Typical interventions of the CSA micro-projects will include; Improving water and soil

52



The sub-projects proposals will be forwarded to CTAC for vetting and recommendation by CPSC,they are then submitted to NTAC for approval. To increase transparency in the process, proposalswill be tracked using MIS system reporting as detailed in the M&E manual.

4.2.3 Implementation of micro and sub-projects and enterprise development projects

158. In order to enable effective implementation of micro and sub-projects, beneficiaries will receivemanagement and technical training support from the SPs, as part of their contract of facilitating theCDDprocess.Thetrainings shall includebutnot limitedto thefollowing topics: CSA TIMPS, Groupdynamics, Communication Skills, Team Work, Leadership and governance, Conflict Resolution,Sustainability, Environmental Management, Gender, social inclusion, Monitoring and Evaluation(Project Cycle Management), Report writing skills, constitution Development, Financialmanagement, Record Keeping, Procurement procedures and value chain related trainings.

159. SPs w i l l be paid on the basis of achieved milestones agreed upon in the signed contractdocument. In this way, communities will be empowered to demand quality services from SPs.In case of public extension advisory service providers (where there are no consortia) extensionworkers will be required to develop an EDP, activity schedule and agreed monthly tasks. Subjectmatter specialist of the relevant CTDs will support the PMCs of the CIGs and VMGs insupervising the service delivery of the SPs. In absence of contracted consortia the extensionworkers will be subjected to rigorous performance evaluation based on set monthly milestones. TheCTACs in collaboration with CPCU will verify the accomplishment of the agreed quarterly taskbetween the beneficiary group and the extension worker before recommendations are made toprocess payments. The public extension workers under public extension system will be paidallowances as per project rates.

160. The p r o j e c t will provide inclusion grants and enterprise development matching grants of up-to a maximum of US$10,000 and US$100,000 respectively to POs. The inclusion grant will support mobilization of new beneficiaries, capacity building and establish market linkages while the enterprise development matching grants will finance value addition activities. The POs will integrate CIG and VMG members into input, output, and service markets along their priority VCs in the 24 participating counties. POs will comprise inter-community Co-operatives, pastoralists’ associations, or other forms of market-oriented enterprises (including companies), primarily formed by federated CIGs and VMGs in agro-pastoralist and pastoralist production systems. Each CIG and VMG joining a PO will pay membership and annual fees. Eligible POs will submit their business plans to the CPCUs for vetting and recommendation by CTAC and approval by NTAC. It is estimated that up to 30 POs will benefit from this arrangement. Supported POs will be required to contribute at least 10 percent of the total cost of their investment proposals in cash or in-kind.


161. The project will provide competitive VC-upgrading matching Grants of up to a maximum of US$200,000 per Grants to local private firms in the 24 participating counties. The 4P matching Grants will create favorable conditions and incentives for buyers and smallholders to establish mutually beneficial relationships by ensuring that farmers consistently produce a particular quality and reliable supply of a good or commodity. Thus, smallholders are able to overcome market barriers and gain stability by receiving consistent and higher prices for their goods, while buyers benefit from a consistent supply of goods of a particular quality that meets their demands. It is envisaged that about 10 private firms will benefit from this support. The 4P matching Grants will also be used to leverage private capital necessary for unlocking bottlenecks in the priority VCs. The private firms are expected to contribute at least 50 percent of the costs of their business plans. It is envisaged that 4P matching Grants will be used to finance, among others, input supply, technology development, post production and storage facilities, value addition and processing, and market development.

162. The details in regard to all the CSA investments are given in the matching Grants Manual.

a) Window II: Investments support to county governments to implement CSAinterventions that provide public goods and are ward-specific or span several wards; Investments or subprojects under this window will be identified and prioritized during the CSA planning and prioritization exercises at the county and ward levels. TheCTDs will prepare detailed proposals on the potential sub-projects and submit themto the CPCU who will review and submit them the NPCU for further review andsubmission to NTAC for approval.

b) Window III: PPPs support to private firms and POs to promote production alliances in priority VCs.

Subcomponent 1.3: Supporting Investments in Pastoral Production Systems

163. This s u b c o m p o n e n t will support the operationalization of the North Eastern DevelopmentInitiative (NEDI) and will cover seven out of the eight NEDI counties: Marsabit, Isiolo,Tana River, Garissa, Wajir, Mandera and Lamu. The CSA investments under this subcomponentwill be financed under two windows: (i) Community Investments - support to CIGs and VMGs toimplement CSA practices; and (ii) County Investments - support to county governments toimplement CSA interventions that provide public goods and span across several wards and cross-county. Investments financed under these two windows will be consistent with the respectivecounty CSA plans which have been incorporated in the County Annual Plans (CAPs) and CIDPs.

Window I: Supporting Community Investments in Pastoral Systems.164. This window will provide matching grants for the existing and newly formed CIGs (village or

manyatta) to enable them invest incommunityCSA micro-projects in extensive/pastoral productionsystems. With support from SPs, CIGs/VMGs will prepare m i c r o -project proposals and

The sub-projects proposals will be forwarded to CTAC for vetting and recommendation by CPSC,they are then submitted to NTAC for approval. To increase transparency in the process, proposalswill be tracked using MIS system reporting as detailed in the M&E manual.

4.2.3 Implementation of micro and sub-projects and enterprise development projects

158. In order to enable effective implementation of micro and sub-projects, beneficiaries will receivemanagement and technical training support from the SPs, as part of their contract of facilitating theCDDprocess.Thetrainings shall includebutnot limitedto thefollowing topics: CSA TIMPS, Groupdynamics, Communication Skills, Team Work, Leadership and governance, Conflict Resolution,Sustainability, Environmental Management, Gender, social inclusion, Monitoring and Evaluation(Project Cycle Management), Report writing skills, constitution Development, Financialmanagement, Record Keeping, Procurement procedures and value chain related trainings.

159. SPs w i l l be paid on the basis of achieved milestones agreed upon in the signed contractdocument. In this way, communities will be empowered to demand quality services from SPs.In case of public extension advisory service providers (where there are no consortia) extensionworkers will be required to develop an EDP, activity schedule and agreed monthly tasks. Subjectmatter specialist of the relevant CTDs will support the PMCs of the CIGs and VMGs insupervising the service delivery of the SPs. In absence of contracted consortia the extensionworkers will be subjected to rigorous performance evaluation based on set monthly milestones. TheCTACs in collaboration with CPCU will verify the accomplishment of the agreed quarterly taskbetween the beneficiary group and the extension worker before recommendations are made toprocess payments. The public extension workers under public extension system will be paidallowances as per project rates.

160. The p r o j e c t will provide inclusion grants and enterprise development matching grants of up-to a maximum of US$10,000 and US$100,000 respectively to POs. The inclusion grant will support mobilization of new beneficiaries, capacity building and establish market linkages while the enterprise development matching grants will finance value addition activities. The POs will integrate CIG and VMG members into input, output, and service markets along their priority VCs in the 24 participating counties. POs will comprise inter-community Co-operatives, pastoralists’ associations, or other forms of market-oriented enterprises (including companies), primarily formed by federated CIGs and VMGs in agro-pastoralist and pastoralist production systems. Each CIG and VMG joining a PO will pay membership and annual fees. Eligible POs will submit their business plans to the CPCUs for vetting and recommendation by CTAC and approval by NTAC. It is estimated that up to 30 POs will benefit from this arrangement. Supported POs will be required to contribute at least 10 percent of the total cost of their investment proposals in cash or in-kind.


submit to CPCUs for approval by CTAC. Each proposal received from the CIGs shall havethree investment windows: (i) implementation of CSA TIMPs (70 percent); (ii) livelihooddiversification (20 percent); and (iii) mainstreaming nutrition (10 percent). Typical interventions ofthe CSA micro-projects will include forage production, storage, and marketing; small-scalefattening operations; water resource development (water pans, sand dams, water harvesting, tubewells or bore holes); community rangeland management; community pasture production andstorage; and alternative livelihoods (poultry, beekeeping, value addition of livestock products).

165. Once a p p r o v e d , CIGs and VMGs will receive matching grants ranging from US$7,000 to US$10,000 to implement and manage their community CSA micro-projects, while allowing eachmember to derive private benefits. To enhance ownership of community CSA micro-projects, CIGmembers will be required to contribute at least 10 percent of the costs of their CSA micro-projectseither in cash or in-kind. The CIG will be facilitated by their SPs to federate into legal entities suchas cooperatives and also encouraged to form Savings and Loan (S&L) groups in order to enhancetheir access to rural finance. These S&L groups will be supported to federate into SACCOs S&L and it is expected that this will contribute towards sustainability of project interventions. The projectwill provide matching grants of up to 50 percent of members’ total savings to boost SACCOs’ capital and ultimately linked to micro-finance institutions and commercial banks.

4.3.1 Support to vulnerable and marginalized groups:166. The project will also finance CSA micro-projects targeting exclusively VMGs. The objective

is to empower VMG members and elevate their productive capacity and economic status, sothat they fully participate in VCs, POs and SACCOs. VMG members will be determined with thehelp of CTDs and opinion leaders through participatory targeting methodologies during thePICD process. Criteria to identify vulnerable and marginalized individuals will include landownership, asset ownership/perceived value, number of meals per day, number of dependents,female-/child-headed households, and advanced age, among others. With support from SPs andSCTDs, VMGs will prepare micro-project proposals and submit to CPCU for approval.

167. Each proposal received from the VMGs shall have three investment windows: (i) implementationof CSA TIMPs (60 percent); (ii) livelihood diversification (30 percent); and (iii) mainstreamingnutrition (10 percent). Grants ranging from US$3,000 to US$5,000 will be provided to each VMGdepending on the selected and approved micro-project. Approximately 10 percent (US$2.5 millionequivalent) of the total grants under Window I will be allocated for support to VMGs. VMGmembers will not be required to contribute towards the costs of their approved CSA micro-projects.

168. The mechanism for providing matching grants to CIGs, VMGs, POs and SACCOs to implementmicro-projects are outlined in the MGM. Micro-projects will be selected on a competitive basis,based on the recommendations of CPCU, and approved by CPSC.



Window II: Supporting County- and Cross-County Investments169. This window will finance selected CSA interventions under the priority livestock subsector

investments identified by the Needs Assessment and Investment Plan for NEDI counties. Eachcounty will prepare and submit sub-projects for improving productivity and value addition in theextensive pastoral production systems. According to the needs assessment report, the NEDI priorityinvestments include: (i) rehabilitation and equipping of selected abattoirs; (ii) development ofdisease-free zones; and (iii) supporting breeding programs and animal feed production. Detailedinvestment proposals will be developed by CTDs. County governments would be required toprovide a contribution of at least 20 percent of the total cost of the sub-projects. The proposed sub-projects shall be consistent with the county CSA plan which is incorporated in the CAP and CIDPand will focus on the following areas.

170. Supporting the rehabilitation and equipping of selected abattoirs: Lack of functional abattoirshas been identified as a major bottleneck for pastoralists’ access to local and national marketsfor meat products. The GoK and county governments are financing the construction of severalabattoirs in the seven NEDI counties that are at different stages of development. The maximumKCSAP financing would be up to US$2 million per county. KCSAP interventions will involve:(i) the upgrading of existing facilities; and (ii) equipping two abattoirs strategically located in theprimary livestock markets (Wajir and Marsabit) and two others in the secondary markets (Isioloand Garissa). The CTDs in collaboration with the CPCU in each of these four counties willprepare and submit to CTAC proposals on the selected abattoirs. The proposals should providebackground information in regard to its location, development status, the number of beneficiaries and their estimated livestock population. Also, to be included is bankable business plan that showsthe detailed support required and the proposed financial viability of the proposed investment. Thesupport should focus on improvements on waste management (e.g. waste flow separation, bio-digester), energy and water use efficiency, as well as hygiene (e.g. clean water supply, antemortem and post mortem inspection areas, overhead carcass transport rails, dressing cradlesand hoists to get carcass dressing off the floor, materials and equipment for improving hygieneand bio-security) and the complementary infrastructure development (e.g., holding/fattening/restinggrounds, reception stockyard, waste/effluent management ponds, by-products processing such asskin and hides) for efficient operational of the abattoirs and a training program designed to changethe way traders, slaughterhouse management, slaughter men, meat inspectors and transporters dealwith waste management; energy and water use efficiency; bio-security; meat hygiene; and foodsafety. CTAC will vet the proposals on the basis of the following criteria: (i) abattoirs located in localprimary or secondary livestock markets and with potential for accessing export markets; (ii)demonstrated financial viability (based on cost-benefit analysis) of the investment; (iii) abattoirsare adequately connected to the utilities (water, energy) and transport networks; (iv) abattoirshaving bankable business plans for PPP operations and maintenance; (v) abattoirs located in areaswith large animal population or where livestock marketing routes converge; and (vi) abattoirs

submit to CPCUs for approval by CTAC. Each proposal received from the CIGs shall havethree investment windows: (i) implementation of CSA TIMPs (70 percent); (ii) livelihooddiversification (20 percent); and (iii) mainstreaming nutrition (10 percent). Typical interventions ofthe CSA micro-projects will include forage production, storage, and marketing; small-scalefattening operations; water resource development (water pans, sand dams, water harvesting, tubewells or bore holes); community rangeland management; community pasture production andstorage; and alternative livelihoods (poultry, beekeeping, value addition of livestock products).

165. Once a p p r o v e d , CIGs and VMGs will receive matching grants ranging from US$7,000 to US$10,000 to implement and manage their community CSA micro-projects, while allowing eachmember to derive private benefits. To enhance ownership of community CSA micro-projects, CIGmembers will be required to contribute at least 10 percent of the costs of their CSA micro-projectseither in cash or in-kind. The CIG will be facilitated by their SPs to federate into legal entities suchas cooperatives and also encouraged to form Savings and Loan (S&L) groups in order to enhancetheir access to rural finance. These S&L groups will be supported to federate into SACCOs S&L and it is expected that this will contribute towards sustainability of project interventions. The projectwill provide matching grants of up to 50 percent of members’ total savings to boost SACCOs’ capital and ultimately linked to micro-finance institutions and commercial banks.

4.3.1 Support to vulnerable and marginalized groups:166. The project will also finance CSA micro-projects targeting exclusively VMGs. The objective

is to empower VMG members and elevate their productive capacity and economic status, sothat they fully participate in VCs, POs and SACCOs. VMG members will be determined with thehelp of CTDs and opinion leaders through participatory targeting methodologies during thePICD process. Criteria to identify vulnerable and marginalized individuals will include landownership, asset ownership/perceived value, number of meals per day, number of dependents,female-/child-headed households, and advanced age, among others. With support from SPs andSCTDs, VMGs will prepare micro-project proposals and submit to CPCU for approval.

167. Each proposal received from the VMGs shall have three investment windows: (i) implementationof CSA TIMPs (60 percent); (ii) livelihood diversification (30 percent); and (iii) mainstreamingnutrition (10 percent). Grants ranging from US$3,000 to US$5,000 will be provided to each VMGdepending on the selected and approved micro-project. Approximately 10 percent (US$2.5 millionequivalent) of the total grants under Window I will be allocated for support to VMGs. VMGmembers will not be required to contribute towards the costs of their approved CSA micro-projects.

168. The mechanism for providing matching grants to CIGs, VMGs, POs and SACCOs to implementmicro-projects are outlined in the MGM. Micro-projects will be selected on a competitive basis,based on the recommendations of CPCU, and approved by CPSC.

56



located in areas earmarked as future disease free zones. Each of the upgraded and equipped abattoirs will be subjected to regular inspection to ensure that hygiene standards and safe operationalprocedures are maintained.

171. Supporting the development of disease free zones: The project will explore possibilities ofestablishing animal Disease Free Zones (DFZs)/Livestock Export Zones (LEZ) in Lamu, Tana-River, Isiolo, Wajir, Marsabit, and Mandera counties. The implementation will include; 1)undertaking feasibility studies to identify existing stock routes, some of which are based alongthe Lamu Port and Southern Sudan-Ethiopia, areas that have a potential tobe isolatedand securedas holding grounds and counties with bankable public- private-partnership business plans, includingclear links to local and export markets. 2) treatment and cleansing of prioritized trade sensitivediseases where the animals will be screened 3) development of export quarantine stations wherethe livestock will be kept under quarantine for a period of time acceptable to a trading partner (e.g.,21 – 30 days) while being screened to confirm freedom from the diseases to comply withinternational livestock movement guidelines and import certification requirements.

The maximum project financing for DFZ/LEZ activities would be US$3 million equivalent percounty.

172. Supporting breeding programs and animal feed production: The project will finance theintroduction of heat tolerant animal breeds in the NEDI counties to increase resilience of pastoralists.New improved and heat tolerant animal breeds will be multiplied in county and wardfarms/ranches, in conjunction with subcomponent 2.2 activities. Breeding programs for Cameland small ruminants (sheep and goat) will be critical for sustaining livelihoods in these dry-lands.The project will also finance the production and distribution of drought tolerant forage/pastureand also provision of feeds during times of emergencies. Implementation of these interventionswill be undertaken alongside those under component 2 and will include; 1) identification ofgenotypes for heat-tolerant breeds and drought-tolerant feed crops. 2) Establishment of suitablemodel farms for the breeding programs and feed multiplication and promotion of irrigatedfodder/pasture seed and fodder/pasture production (also storage and marketing) along the rivers inTana River, Isiolo, Wajir, Mandera and Garissa counties. The CPCU in collaboration with theCTDs and support from KENAFF will also identify private firms who will be engaged in Public-Private-Partnership (PPPs) arrangements in regard to fodder/pasture production.

173. The CTDs will prepare the sub-project proposals and submit to the CPSC. Individual sub- projectscould range from US$200,000 to US$500,000 and counties can submit multiple sub-projectsuptoa maximum of US$1 million. CPSC will submit the sub-project proposals to the NPCU for vetting,prior to approval by NTAC. NPCU will report to the NPSC on the number and cost of theapproved county-level sub-projects. The envisaged support includes provision of machinery andequipment for fodder/pasture production (e.g., tractors, mowers, compactors, pelleters, balers,pulverizers, and mixers), construction of hay sheds and market places. Training of farm staff (e.g.,


managers, machine operators, field officers) and development of PPP business plans. Priority willbe given to sub-project proposals submitted by two or more counties to address joint resourcemanagement and supply chains that cut across several counties (e.g., maintenance of cattlecorridors for facilitating livestock mobility, watershed/catchment management for sustainable soiland water management). Such inter-county sub-proposals can receive grants of up to US$3million.

4.3.2 Examples of Potential TIMPs for Scaling up CSA under different grant windows andsummary of Grant levels

174. The list of potential TIMPs for up-scaling CSA under different grant windows is shown in Table10. This list is only indicative, not exhaustive, and provides some examples of potential activitiesand the PCUs will consider all activities, beyond the examples given below, that could contributeto the triple outcomes of CSA and meet the eligibility criterion described in this ProjectImplementation Manual. Activities will be selected for their demonstrated effectiveness andattention will be paid to the institutional implementation framework, in view of the project’sobjective to upscale successful practices. To be eligible, the integrated sub-projects will need toinclude a combination of activities that together deliver on CSA’s triple outcomes. The detailedprocess of accessing matching grants for investments in pastoral systems under the two investmentwindows is provided in the Matching Grants Manual.

located in areas earmarked as future disease free zones. Each of the upgraded and equipped abattoirs will be subjected to regular inspection to ensure that hygiene standards and safe operationalprocedures are maintained.

171. Supporting the development of disease free zones: The project will explore possibilities ofestablishing animal Disease Free Zones (DFZs)/Livestock Export Zones (LEZ) in Lamu, Tana-River, Isiolo, Wajir, Marsabit, and Mandera counties. The implementation will include; 1)undertaking feasibility studies to identify existing stock routes, some of which are based alongthe Lamu Port and Southern Sudan-Ethiopia, areas that have a potential tobe isolatedand securedas holding grounds and counties with bankable public- private-partnership business plans, includingclear links to local and export markets. 2) treatment and cleansing of prioritized trade sensitivediseases where the animals will be screened 3) development of export quarantine stations wherethe livestock will be kept under quarantine for a period of time acceptable to a trading partner (e.g.,21 – 30 days) while being screened to confirm freedom from the diseases to comply withinternational livestock movement guidelines and import certification requirements.

The maximum project financing for DFZ/LEZ activities would be US$3 million equivalent percounty.

172. Supporting breeding programs and animal feed production: The project will finance theintroduction of heat tolerant animal breeds in the NEDI counties to increase resilience of pastoralists.New improved and heat tolerant animal breeds will be multiplied in county and wardfarms/ranches, in conjunction with subcomponent 2.2 activities. Breeding programs for Cameland small ruminants (sheep and goat) will be critical for sustaining livelihoods in these dry-lands.The project will also finance the production and distribution of drought tolerant forage/pastureand also provision of feeds during times of emergencies. Implementation of these interventionswill be undertaken alongside those under component 2 and will include; 1) identification ofgenotypes for heat-tolerant breeds and drought-tolerant feed crops. 2) Establishment of suitablemodel farms for the breeding programs and feed multiplication and promotion of irrigatedfodder/pasture seed and fodder/pasture production (also storage and marketing) along the rivers inTana River, Isiolo, Wajir, Mandera and Garissa counties. The CPCU in collaboration with theCTDs and support from KENAFF will also identify private firms who will be engaged in Public-Private-Partnership (PPPs) arrangements in regard to fodder/pasture production.

173. The CTDs will prepare the sub-project proposals and submit to the CPSC. Individual sub- projectscould range from US$200,000 to US$500,000 and counties can submit multiple sub-projectsuptoa maximum of US$1 million. CPSC will submit the sub-project proposals to the NPCU for vetting,prior to approval by NTAC. NPCU will report to the NPSC on the number and cost of theapproved county-level sub-projects. The envisaged support includes provision of machinery andequipment for fodder/pasture production (e.g., tractors, mowers, compactors, pelleters, balers,pulverizers, and mixers), construction of hay sheds and market places. Training of farm staff (e.g.,


Table 12: Examples of Potential TIMPs for Scaling up CSA under different grant windows

Type ofTIMPS Agro-pastoral Production Systems Pastoral production System

Window I (CIG/VMG) Window II (County) Window I(CIG/VMG)

Window II(County)

SustainableLandscapeManagement

- Conservationagriculture

- Crop rotation and

diversification- Use of drought

resistant/ tolerantcrops

- Forage production,storage and marketing

- Small scale fatteningoperation, Small scalefarmer managedirrigation

- Compost productionplant (householdwaste management)

- Windbreaks,hedgerows, enhancedclearing, live- hedge

- Promotion of non-timber forest products

- Creating agro-forestryparks

- Demarcation andrestoration of livestock migrationroutes and commongrazing land

- Rangelandmanagement andrestoration e.g.eradication ofinvasive species,reseeding

- Forageproduction,storage andmarketing

- Small scalefatteningoperation

- Demarcationandrestoration oflivestockmigrationroutes andcommongrazing land

- Supportingbreedingprograms(heat anddroughttolerantlivestockbreed)

- Feed andwater bufferimprovement, fodder banks

- Promotingdry seasongrazing





Window II(County)

Market Access - Sale yards

- Marketinfrastructureupgrade and marketlinkages

- Collecting sheds/aggregation andmarket centers

- Rural roads

- Marketinfrastructured l

- Upgrading ofabattoirsfacilities

- Marketinfrastructureupgrade

- Rural roads

LivelihoodDiversification

- Fisheries

- Beekeeping

- Small scale irrigationalong the river

- Value addition oflivestock and cropproducts

- Crop diversification

- Poultry

- Beekeeping

- Value additionof livestockand cropproducts

- Off-farm

Table 13: Summary of Grant Windows under Component 1

Description

Agro-pastoral system Pastoral System

Window I(CIG/VMGs)

Window II(County)

WindowIII (PublicPrivatePartnership)

Window I(CIGs/VMGs)

Window II(County and inter-county)

Total Budget $30 million $30 million $5 million $25 million $40 million

Table 12: Examples of Potential TIMPs for Scaling up CSA under different grant windows



Window II(County)

SustainableLandscapeManagement

- Conservationagriculture

- Crop rotation and

diversification- Use of drought

resistant/ tolerantcrops

- Forage production,storage and marketing

- Small scale fatteningoperation, Small scalefarmer managedirrigation

- Compost productionplant (householdwaste management)

- Windbreaks,hedgerows, enhancedclearing, live- hedge

- Promotion of non-timber forest products

- Creating agro-forestryparks

- Demarcation andrestoration of livestock migrationroutes and commongrazing land

- Rangelandmanagement andrestoration e.g.eradication ofinvasive species,reseeding

- Forageproduction,storage andmarketing

- Small scalefatteningoperation

- Demarcationandrestoration oflivestockmigrationroutes andcommongrazing land

- Supportingbreedingprograms(heat anddroughttolerantlivestockbreed)

- Feed andwater bufferimprovement, fodder banks

- Promotingdry seasongrazing

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Description


Window I(CIG/VMGs)

Window II(County)


Window I(CIGs/VMGs)


Size range

CIGs:$7,000-$10,000,

VMGs:$3,000- $5,000

$200,000 -$1,000,000

POs:$100,000

PrivateSector:$200,000

CIGs$7000 -$10,000,

VMGs: $3,000to $5,000

$200,000 -$2,000,000

Grantrecipient

CIGs andVMGs

Countytechnicaldepartment

ProducerOrganizationsPrivateCompanies

County technicaldepartment

Approvingauthority CPCU NTAC NTAC CPCU NTAC

Matchingcontribution

10%contributionfrom CIG members (incash of kind)

20%contributionfrom countygovernment(in cash)

50%contributionfrom privatecompaniesand POs

10%contributionfrom CIG members (incash of kind

20%contribution fromcountygovernment (incash)

Indicativenumber of beneficiariesper grant

20-30 farmers > 500farmers > 500 farmers 20-30 herders

and farmers> 500 herders andfarmers

4.3.3 Participatory M&E at NPCU, CPCU and Community levels

175. The funded county level investments will be subjected to continuous monitoring and evaluationto determine their conformity to the approved proposals and progress towards impact as well asconformity to GoK and World Bank procedures and regulations. Participatory M&E processesand risk mitigation measures for community investments are detailed in chapter 8 and in the M&Emanual.


4.3.4 Operation and Maintenance of County level Investments

176. The participating counties will be responsible for O&M of county level investments financedunder the project. They will therefore plan for cost recovery (e.g., user fees or charges) orinclude costs for O&M into their budget as will be indicated in their proposal/O&M plan andas stipulated in Memoranda of Understanding (MoUs) between participating counties and MoALF.The budget required for O&M activities for benefiting individual farmers, such as small-scaleirrigation schemes, will likely be paid by fees collected from beneficiaries, while countygovernments will be directly responsible for those benefiting the broader public/communities, suchwater weirs across rivers.

Description


Window I(CIG/VMGs)

Window II(County)


Window I(CIGs/VMGs)


Size range

CIGs:$7,000-$10,000,

VMGs:$3,000- $5,000

$200,000 -$1,000,000

POs:$100,000

PrivateSector:$200,000

CIGs$7000 -$10,000,

VMGs: $3,000to $5,000

$200,000 -$2,000,000

Grantrecipient

CIGs andVMGs

Countytechnicaldepartment

ProducerOrganizationsPrivateCompanies

County technicaldepartment

Approvingauthority CPCU NTAC NTAC CPCU NTAC

Matchingcontribution

10%contributionfrom CIG members (incash of kind)

20%contributionfrom countygovernment(in cash)

50%contributionfrom privatecompaniesand POs

10%contributionfrom CIG members (incash of kind

20%contribution fromcountygovernment (incash)

Indicativenumber of beneficiariesper grant

20-30 farmers > 500farmers > 500 farmers 20-30 herders

and farmers> 500 herders andfarmers

4.3.3 Participatory M&E at NPCU, CPCU and Community levels

175. The funded county level investments will be subjected to continuous monitoring and evaluationto determine their conformity to the approved proposals and progress towards impact as well asconformity to GoK and World Bank procedures and regulations. Participatory M&E processesand risk mitigation measures for community investments are detailed in chapter 8 and in the M&Emanual.


CHAPTER FIVE

5.0 STRENGTHENING CLIMATE-SMART AGRICULTURAL RESEARCH AND SEED SYSTEMS

Overview177. This chapter covers Component 2 activities which will be financed under demand- driven

and competitive collaborative CSA research and development (R&D); and, the development ofsustainable seed systems. Using various methodologies and approaches, this component with thesupport of Component 1 will develop and disseminate suitable agricultural Technologies,Innovations and Management Practices (TIMPs) that target county beneficiaries. The research interventions will enable KCSAP attain its triple wins of increasing agricultural productivity,enhancing resilience to impacts of climate change and reducing GHG emissions (mitigation) as a co-benefit. Components 2 and 3 will jointly provide basic data necessary to support the establishmentof big data and agro-weather systems that will constitute a key aspect of delivering integrated agro-weather and market advisories to beneficiaries.

178. Research on development of TIMPs will focus on six thematic areas; Climate-smart crops,Climate-smart livestock and aquaculture, socio-economic research on CSA, land, water andagroforestry, sustainable bio-energy, and managing risks and uncertainties in CSA. Identificationand prioritization of TIMPs will be done jointly with component 1 through the PICD process. Theprerequisites for adopting TIMPs include; (1) TIMPs that are relevant to the specific context of theindividual farmers; (ii)TIMPs whose adoption far outweighs the cost involved; (iii) TIMPs andadvisory services should be availed for 2-3 seasons; (iv) availability of investment for financingTIMPs; (v) favorable markets for commodities produced; and (vi) peer-to-peer learning.

179. This will be followed by development of technical training materials and modules on the CSATIMPs and subsequent training of CTDs and SPs for effective delivery of the TIMPs. Besides theroll-out of prioritized TIMPs at the target counties, adaptive research will be conducted on CSATIMPs requiring validation at community level. The details of the process of development andvalidation of the TIMPs are provided for in the Collaborative Research Grants Management Manual.Gaps that may emerge during identification and implementation of prioritized TIMPs and adaptiveresearch will require development of new TIMPs. The adaptive research activities will commencein year one (2) and continue up to year five (4).

180. The project will adopt collaborative research as a basis for the development and delivery of CSATIMPs. This approach emphasizes multi-stakeholder, multi-institutional and inter-disciplinaryand holistic research teams. Further, it will embrace the Agricultural Product Value Chains(APVCs) approach and Public-Private-Partnerships (PPP) as key ingredients for successfuldevelopment of the TIMPs. In adopting APVCs which underpins a major paradigm shift inagricultural research and development, the focus will shift from commodities to differentiated



agricultural products. The approach will forge market-oriented collaborative research alliances for synergies and efficiency in research.

181. The major challenge limiting technology adoption is availability of seed. Under this Component,competitive and sustainable seed systems shall be strengthened. The process will involve researchon production and maintenance of early generation seed and promotion of newly developedseed varieties. This collaborative research spearheaded by KALRO, KEPHIS and the NARIs willbe done during the first three years. Similarly, seed and input retail networks will be strengthenedthrough the identified networks between year two and five. Development and advocacy for aconducive legal, regulatory and institutionary framework for the seeds will be done in the first yearfollowed by an annual survey on seed quality in the target counties up to the fifth year. To ensuredialogue amongst stakeholders, the project will initiate and support national Public PrivateDialogues (PPD) platforms on seeds during the second and third year.

182. In order to strengthen technical and institutional capacity for the participating keyimplementing institutions, training needs for CSA shall be identified during year one. Similarly,relevant CSA curriculum will be developed, including the short term technical trainings and re-tooling by KALRO and other National Agricultural Research Institutes (NARIs) during year oneto year four. For the specialized areas, interns will be hired on demand to support the scientificstaff between year one and four. Refurbishment and/ or upgrading of research facilities andinfrastructure for CSA shall be identified and implemented between year two and four.

Sub component 2.1: Supporting Climate-Smart Agricultural Research and Innovations

183. This subcomponent will finance activities aimed at strengthening the capacity of the NARS todevelop, test, and disseminate context-specific TIMPs that deliver CSAtriple- wins. Specifically, thesubcomponent will finance R&D activities related to five thematic areas: (i) climate-smart crops; (ii)climate-smart livestock and aquaculture; (iii) socio- economic research on CSA; (iv) land, water, and agroforestry; and (v) sustainable bio- energy. The R&D will be informed largely by prioritiesset under Components 1 and 3. Existing TIMPs and those to be developed and validated underthis subcomponent will be disseminated and scaled up under Components 1 and 3. The R&Dactivities will be sequenced as follows: (i) identifying and prioritizing TIMPs at the county level;(ii) developing technical training materials and modules on CSA TIMPs; (iii) delivering technicaltraining on CSATIMPs to CTDs and SPs; (iv) conducting adaptive research to validate CSA TIMPs at the county and community level; and (v) developing new CSA TIMPs based on identified gaps.

5.2.1 Developing, Validating and Supporting Adoption of Climate-Smart TIMPS

184. Identification and Prioritization of TIMPs, and Training of Trainers for Up-scaling: The TIMPsthatare appropriate to the objectives of CSAwhich will be up scaled by Component 1 will requireinventorization, identification and prioritization. This exercise shall be given priority underComponent 2 sub-component 2.1, and undertaken during the first year of the project

CHAPTER FIVE

5.0 STRENGTHENING CLIMATE-SMART AGRICULTURAL RESEARCH AND SEED SYSTEMS

Overview177. This chapter covers Component 2 activities which will be financed under demand- driven

and competitive collaborative CSA research and development (R&D); and, the development ofsustainable seed systems. Using various methodologies and approaches, this component with thesupport of Component 1 will develop and disseminate suitable agricultural Technologies,Innovations and Management Practices (TIMPs) that target county beneficiaries. The research interventions will enable KCSAP attain its triple wins of increasing agricultural productivity,enhancing resilience to impacts of climate change and reducing GHG emissions (mitigation) as a co-benefit. Components 2 and 3 will jointly provide basic data necessary to support the establishmentof big data and agro-weather systems that will constitute a key aspect of delivering integrated agro-weather and market advisories to beneficiaries.

178. Research on development of TIMPs will focus on six thematic areas; Climate-smart crops,Climate-smart livestock and aquaculture, socio-economic research on CSA, land, water andagroforestry, sustainable bio-energy, and managing risks and uncertainties in CSA. Identificationand prioritization of TIMPs will be done jointly with component 1 through the PICD process. Theprerequisites for adopting TIMPs include; (1) TIMPs that are relevant to the specific context of theindividual farmers; (ii)TIMPs whose adoption far outweighs the cost involved; (iii) TIMPs andadvisory services should be availed for 2-3 seasons; (iv) availability of investment for financingTIMPs; (v) favorable markets for commodities produced; and (vi) peer-to-peer learning.

179. This will be followed by development of technical training materials and modules on the CSATIMPs and subsequent training of CTDs and SPs for effective delivery of the TIMPs. Besides theroll-out of prioritized TIMPs at the target counties, adaptive research will be conducted on CSATIMPs requiring validation at community level. The details of the process of development andvalidation of the TIMPs are provided for in the Collaborative Research Grants Management Manual.Gaps that may emerge during identification and implementation of prioritized TIMPs and adaptiveresearch will require development of new TIMPs. The adaptive research activities will commencein year one (2) and continue up to year five (4).

180. The project will adopt collaborative research as a basis for the development and delivery of CSATIMPs. This approach emphasizes multi-stakeholder, multi-institutional and inter-disciplinaryand holistic research teams. Further, it will embrace the Agricultural Product Value Chains(APVCs) approach and Public-Private-Partnerships (PPP) as key ingredients for successfuldevelopment of the TIMPs. In adopting APVCs which underpins a major paradigm shift inagricultural research and development, the focus will shift from commodities to differentiated

64



implementation, and will involve KALRO as the lead organization and other NARS institutions.Activities to be undertaken include: i) Desk study on secondary data of available technologiescovering national, regional and international research institutes and private sector, ii) Developmentof the tool for inventorization, iii) Capacity-build supervisors and enumerators, iv) Pre-testing andrefinement of the data collection tool, v) data collection and analysis, and vi) Documentation.Once TIMPs are inventoried, the prioritization shall involve conducting locale-specific mapping of the TIMPs, which will be achieved through; holding stakeholder fora in target counties,selecting and assigning TIMPs to appropriate AEZ and production systems and developingsuitability maps for the prioritized TIMPs. These activities will be undertaken during the firstyear.

185. Technical training materials and modules will be required to facilitate dissemination andadoption of context-specific CSA TIMPs at the community level. The materials and modulesdeveloped shall generally cover different aspects along the value chain, including production, post-harvesting, value addition and marketing. The KALRO will lead other NARS institutions inproviding expertise to develop the training materials and modules, and (ToTs). The process ofdeveloping the training materials will involve; i) identifying subject-matter specialists, ii)assembling available information on the CSATIMPs, and iii) holding write-shops in collaborationwith stakeholders. This process shall be continuous as new TIMPs are generated. TOTs forparticipating CTDs and external SPs will be carried out in organized workshops at identified centrallocations. This will involve; identifying trainees, conducting the trainings, and evaluating the impactof trainings. While the ToTs shall be done in the first 2 years, the impact evaluation shall be duringthe 3rd and 4th year.

186. Adaptive Research: Adaptive research is conducted to validate, modify or calibrate a newtechnology on specific soil, climate, and social economic or environmental characteristics of a givenarea. The implementation of adaptive research will embrace collaboration of relevant scientistswithin the NARs and the private sector. This may involve setting up on- farm trials at the target agro-ecological zones in the counties where data will be collected, analyzed and information packagedfor dissemination. The adaptive research will be conducted to validate the identified TIMPs forthe identified value chains at the County level. The adaptive research to be undertaken will bebased on i) locally developed and prioritized TIMPs and, ii) regionally and internationally availableand relevant TIMPs on CSA, for local validation

187. Under the first process, the Research Grants committee will identify scientific teams, prepareresearch concept notes and subsequently, full proposals. The second process will require callfor concept notes in the electronic/print media followed by reviewed and ranking for selection.The scientists responsible for development of the successful proposals will spearhead the researchas detailed in Collaborative Research Grant Manual.

188. Capacity building initiative may be undertaken to enable farmers’ set-up, manage and collect


data where applicable. Development and implementation of the adoptive research will be done within the first two years of the project. The collaborative adaptive research will be conducted byscientists drawn from KALRO and NARS.

189. Applied Research: Applied research is search for new knowledge, technologies andinnovations within the limits of existing scientific knowledge set by basic research. This typeof research is geared towards resolving specific problems. The processes of identification andprioritization of research constraints/gaps in selected value chains at county level, and formulationof project proposals for development of new TIMPs will be participatory. There will be threeapproaches to identification of constraints for research. The first approach will be by County valuechains identification missions consisting of the NARS research teams jointly with members ofKCSAP Component 1, beneficiary communities and other stakeholders in the first and secondquarters of Project Year (PY) one. The second approach will be identification of constraints duringimplementation of the adaptive research in the counties between PY 1 and PY 3 of implementation.The third approach will be surveillance for constrains/gaps emerging in response to climate change.

190. Prioritized research constraints/gaps in each of the selected value chains will constitute the mainthemes/areas for research agenda setting. The research agenda setting will be based on criteriadeveloped in accordance with guidelines provided for by the Collaborative Research GrantsManual (CRGM). The proposals development process will commence with publicizing calls forresearch concepts notes in local popular media. The proposals will be screened by a panel ofexperts and those selected will be funded for a period not exceeding four years.

191. Establishment of research consortia will be done in accordance with the provisions of the CRGM.The consortia will comprise of inter-disciplinary and inter-institutional teams. These will includeat least two or more members of the NARIS i.e. KALRO, KMFRI, KIRDI, agriculturaluniversities, NGOs, CBOs, agriculture-based industries and/or individuals capable jointly ofdeveloping viable research proposals that will promptly deliver appropriate CSA TIMPs.Approval and commissioning of successful project proposals will be overseen by theNTAC/RGMC and KALRO as the main implementing agency in line with the grant contractualagreements and provisions/guidelines of the CRGM.

Coordinating Component Activities and Strengthening Linkages:

192. Inadequate support in the co-ordination and collaboration within the NARS has contributedsignificantly to sub-optimal research outputs. Thus, this sub-component will support: researchreviews and priority setting; development of collaborative research proposals; preparation ofannual work plans and budgets; and initiation of research platforms for inter- and intra-institutional information, communication and technology exchange/transfer. In addition, this sub-component will develop the NARS coordination framework as stipulated under the NARS policy of2012 and the Kenya Agricultural and Livestock Research Act No 17 of 2013 for effective

implementation, and will involve KALRO as the lead organization and other NARS institutions.Activities to be undertaken include: i) Desk study on secondary data of available technologiescovering national, regional and international research institutes and private sector, ii) Developmentof the tool for inventorization, iii) Capacity-build supervisors and enumerators, iv) Pre-testing andrefinement of the data collection tool, v) data collection and analysis, and vi) Documentation.Once TIMPs are inventoried, the prioritization shall involve conducting locale-specific mapping of the TIMPs, which will be achieved through; holding stakeholder fora in target counties,selecting and assigning TIMPs to appropriate AEZ and production systems and developingsuitability maps for the prioritized TIMPs. These activities will be undertaken during the firstyear.

185. Technical training materials and modules will be required to facilitate dissemination andadoption of context-specific CSA TIMPs at the community level. The materials and modulesdeveloped shall generally cover different aspects along the value chain, including production, post-harvesting, value addition and marketing. The KALRO will lead other NARS institutions inproviding expertise to develop the training materials and modules, and (ToTs). The process ofdeveloping the training materials will involve; i) identifying subject-matter specialists, ii)assembling available information on the CSATIMPs, and iii) holding write-shops in collaborationwith stakeholders. This process shall be continuous as new TIMPs are generated. TOTs forparticipating CTDs and external SPs will be carried out in organized workshops at identified centrallocations. This will involve; identifying trainees, conducting the trainings, and evaluating the impactof trainings. While the ToTs shall be done in the first 2 years, the impact evaluation shall be duringthe 3rd and 4th year.

186. Adaptive Research: Adaptive research is conducted to validate, modify or calibrate a newtechnology on specific soil, climate, and social economic or environmental characteristics of a givenarea. The implementation of adaptive research will embrace collaboration of relevant scientistswithin the NARs and the private sector. This may involve setting up on- farm trials at the target agro-ecological zones in the counties where data will be collected, analyzed and information packagedfor dissemination. The adaptive research will be conducted to validate the identified TIMPs forthe identified value chains at the County level. The adaptive research to be undertaken will bebased on i) locally developed and prioritized TIMPs and, ii) regionally and internationally availableand relevant TIMPs on CSA, for local validation

187. Under the first process, the Research Grants committee will identify scientific teams, prepareresearch concept notes and subsequently, full proposals. The second process will require callfor concept notes in the electronic/print media followed by reviewed and ranking for selection.The scientists responsible for development of the successful proposals will spearhead the researchas detailed in Collaborative Research Grant Manual.

188. Capacity building initiative may be undertaken to enable farmers’ set-up, manage and collect


synchrony of research needs and dissemination of innovations in Kenya. It will also establishinnovation platforms at the Counties/Regions which will bring together all stakeholders for purposesof identifying available resources, challenges and opportunities. The coordination component willbe undertaken during the five (5) years.

Sub Component 2.2: Building a Competitive and Sustainable Seed Systems

193. The project will finance the development of breeding programs for crops, livestock, and aquaculture;and the involvement of private sector and communities in the production and distribution ofcommercial seed. Specifically, this subcomponent will finance interventions across five thematicareas: (i) producing and maintaining early generation seed and promoting improved seed,especially of high-value traditional crops; (ii) strengthening seed, breed, and fingerlingproduction systems; (iii) developing and strengthening alternative delivery systems for high-valuetraditional seed and OPVs; (iv) catalyzing growth of competitive seed retail networks; (v)developing and advocating a conducive legal, regulatory, and institutional framework forseeds/breeds/fingerlings; and (vi) supporting national PPD platforms on seeds/breeds/fingerlings.

5.4.1 Production and maintenance of early generation seed (EGS) and promotion of newlydeveloped seed varieties:

194. Limited availability of seed, especially those of underutilized high value crops, has hinderedtheir adoption and production; and, resource allocated to breeders for maintaining breeder seedand bulking to pre-basic, basic and foundation seed and upscaling are inadequate. Further,inadequate institutional, policy and legal provisions for handling seed issues has resulted inlimited access to early generation seed by seed producers. Documentation of multiple pathwaysfor promoting commercial and sustainable production and delivery of sufficient high value earlygeneration quality seed will be addressed through the development of guidelines for fundallocation, re-organization of seed access protocols and supporting intellectual property androyalties.

During the first year of this project, KALRO and KEPHIS shall collaborate in:i) developing mechanisms for institutionalizing licensing and germplasm transferagreements by identifying institutions/stakeholders engaged in development ofvarieties, livestock breeding stock and fish fingerlings; jointly establishing a policy onlicensing; and development of contract documents to be used for transfer of germplasmfor further multiplication and upscaling;

ii) Germplasm maintenance models shall be developed for sustainability of high qualityearly generation seed through identification of germplasm requiring maintenance,conducting a desk study on germplasm maintenance and developing maintenancemodels;



iii) Developing a grant system to support early generation seeds, fingerlings andlivestock breeding stock through establishing and maintaining a list of all seedproducers benefiting from improved varieties; creating policies on IP and royalties;establishing fingerprinting mechanisms; establishing effective system of royaltycollection, and granting for EGS. The development and operationalization of grantsystem shall be throughout the project period and beyond for sustainability.

iv) Promote improved seed in particular high value traditional crops throughinstituting a strong advocacy mechanism led by KALRO in collaboration with CTDsand SPs during the first year, establishing distribution network within the target 24Counties, and linking the distribution outlets to seed sources (including KALRO SeedUnit). This activity will be undertaken during the first 2 years.

Strengthening of seed/breed/fi production system:

195. High cost of inputs has resulted in inadequate breeding stock, limited access to credit and marketfacilities of crop, livestock and aquaculture production systems.Activities under this subcomponentshall focus on key weaknesses in the production system with the purposes of strengthening. Theoutput from these activities will be increased availability of improved certified seeds, livestockbreeds and fingerlings from new crop varieties and improved breeds/fingerlings in the target 24counties.

196. Specifically the activities to be undertaken are as follows; i) market studies on improved seedsand livestock and fish breeds through market surveys and sharing the information withstakeholders, which will be done by KALRO and Kenya Marine and Fisheries ResearchInstitute (KMFRI/KeFS), and shall be continuous to promote new products and capture emergingmarkets; ii) identifying and strengthening community-based seed and livestock germplasmproduction units by inventorying community-based seed and livestock germplasm productionunits in target counties; advocating for policy change for recognition of the community seedproduction units; mobilizing and facilitating registration by KEPHIS, and building capacity ofseed, livestock germplasm and fingerlings producers by KALRO and KMFRI/KeFS. Thisactivities shall be undertaken during years two to five of the project; iii) establish a fellowshipprogram to support training of seed producers and livestock/fingerlings breeders by identifyingtraining needs; setting-up guidelines for managing the fellowship fund; developing a selectioncriteria; identifying potential training institutions on crop seed/livestock breeds/fish seed; andevaluating existing curricula and recommend review to respond to the training needs; iv) providetrainingProvide training in business development skills to owners of fingerling, seed and livestockgermplasm production units by conducting training needs assessment; identifying trainers;developing training manuals and modules; identifying potential trainees in target counties;conducting training; and monitoring progress. These activities will be spearheaded by KALRO and

synchrony of research needs and dissemination of innovations in Kenya. It will also establishinnovation platforms at the Counties/Regions which will bring together all stakeholders for purposesof identifying available resources, challenges and opportunities. The coordination component willbe undertaken during the five (5) years.

Sub Component 2.2: Building a Competitive and Sustainable Seed Systems

193. The project will finance the development of breeding programs for crops, livestock, and aquaculture;and the involvement of private sector and communities in the production and distribution ofcommercial seed. Specifically, this subcomponent will finance interventions across five thematicareas: (i) producing and maintaining early generation seed and promoting improved seed,especially of high-value traditional crops; (ii) strengthening seed, breed, and fingerlingproduction systems; (iii) developing and strengthening alternative delivery systems for high-valuetraditional seed and OPVs; (iv) catalyzing growth of competitive seed retail networks; (v)developing and advocating a conducive legal, regulatory, and institutional framework forseeds/breeds/fingerlings; and (vi) supporting national PPD platforms on seeds/breeds/fingerlings.

5.4.1 Production and maintenance of early generation seed (EGS) and promotion of newlydeveloped seed varieties:

194. Limited availability of seed, especially those of underutilized high value crops, has hinderedtheir adoption and production; and, resource allocated to breeders for maintaining breeder seedand bulking to pre-basic, basic and foundation seed and upscaling are inadequate. Further,inadequate institutional, policy and legal provisions for handling seed issues has resulted inlimited access to early generation seed by seed producers. Documentation of multiple pathwaysfor promoting commercial and sustainable production and delivery of sufficient high value earlygeneration quality seed will be addressed through the development of guidelines for fundallocation, re-organization of seed access protocols and supporting intellectual property androyalties.

During the first year of this project, KALRO and KEPHIS shall collaborate in:i) developing mechanisms for institutionalizing licensing and germplasm transferagreements by identifying institutions/stakeholders engaged in development ofvarieties, livestock breeding stock and fish fingerlings; jointly establishing a policy onlicensing; and development of contract documents to be used for transfer of germplasmfor further multiplication and upscaling;

ii) Germplasm maintenance models shall be developed for sustainability of high qualityearly generation seed through identification of germplasm requiring maintenance,conducting a desk study on germplasm maintenance and developing maintenancemodels;

68



KMFRI/KeFS and shall also be undertaken during year 2-5 of the project; v) provide grants tofingerling and seed production units for developing business plans by identifying needyfingerling/seed production units in target counties; identifying trainers in Business DevelopmentServices (BDS); conducting ToTs & facilitating BDS training; and assessing impact. KALRO andKMFRI/KeFS will lead the process and shall be undertaken during year 2 and 3.

5.5.1 Develop and strengthen alternative delivery systems for high value traditional seeds ofOPVs:

197. The informal seed sector constitutes about 60-80% of the sources of most planted crop seed. Theseinclude farm saved seed, farmer to farmer exchanges, roadside tree/fruit nurseries and other localseed market sources. Despite this, there are no policy guidelines to support the seed production anddistribution. Over time, the formal seed sector has shifted its focus to high value commercial cropvarieties, especially the hybrid varieties, with established market outlets and assured economicreturns. Thus, most of the Open Pollinated Varieties (OPVs); for example, of maize and sorghum,and of most vegetatively propagated plant materials including cassava and potatoes, have beenneglected. This category of seed has not so far attracted much private sector investments becauseof the high costs of seed production inputs and royalties and lack of market and economic returnsassurance.

198. In order to address the concerns and eliminate bottlenecks in the informal seed subsector, theproject CPCUs jointly with CTDs, KALRO/other NARS team members and SPs will i) establishCIGs/Co-operatives for seed production of prioritized value chains by communities in the targetcounties and ii) train the CIGs/Co-operative members on seed production practices and qualityassurance. These two activities will be conducted in the second year of the project period.Further, during the initial stages of the seed production preferably before the end of the secondyear, the research team/CPCUs in collaboration with KEPHIS, iii) will support the establishmentof a seed certification mechanism and guidelines for the seed production. In the course of operations,the project implementation team will also support iv) the establishment of community-basedstorage,cleaning, packaging and selling/distribution system. In that regard, the CPCUs jointly withKALRO and other NARS members will facilitate a needs assessment exercise for the requiredinfrastructure, support acquisition of consultant and contractor for establishment of theinfrastructure. The team will also assist the CIGs/ Cooperatives to establish their respective seedselling and distribution networks. All these works will be completed by the third year of projectimplementation.

5.5.2 Catalyze Growth of Competitive Seed Retail Networks:

199. The project will finance the establishment/strengthening of retail networks to market seed, breeds,and fingerlings needed for climate-smart, best-fit, and location-specific TIMPs by: (i) assessingneeds of input dealers; (ii) training, certifying, and geo-referencing input dealers; (iii)


strengthening linkages between input dealers and crop/livestock input wholesalers; (iv)establishing a revolving fund to support input dealers; (v) Providing institutional support toSeed Traders Association of Kenya (STAK), Plant Breeders Association of Kenya (PBAK),Aqua cultural Association of Kenya (AAK) and the Kenya Livestock Breeders Organization(KLBO). (vi) Providing support to the development of a fisheries mobile information networkplatform (M-samaki, AMIP) to enhance fingerling production, markets and other inputs retailnetworking in participating counties, this will be spearheaded by the National AquacultureResearch, Development and Training Centre (NARDTC)-Sagana (vii)Undertakingmarketstudieson improved seeds and livestock and fish breeds by KALRO &NARIs (viii) Identifying andstrengthening of community-based seed and livestock germplasm production units (ix) Establishinga fellowship program to support training of seed producers, livestock breeders and fish seed byKALRO &NARIs (x) Providing training in business development skills to owners of fingerling,seed and livestock germplasm production units KARLO & NARIs. The training needs assessmentand training modules will be done jointly with Component 1 and retail networks. (xi) Providinggrants to fingerling and seed production units for the development of business plans as detailed inthe Grant Manual. Support to the process of certification and geo- referencing of input dealersfor traceability purposes and establishment of platforms to develop credit guarantee scheme andquality control will be done. The activities will be done in year two and three.

5.5.3 Develop and Advocate for Conducive Legal, Regulatory and Institutional Frameworkfor Seeds/Breeds/Fingerlings:

200. Kenya laws and regulations on seeds and breeds need to be reviewed to allow for wider

participation of private sector and enhance accessibility of the seed by the farmers. Since seeds aretraded within the Eastern Africa region, there is need to harmonize the seeds laws and regulationswithin EAC to be consistent with EAC protocols. This would ensure the seeds meet internationalstandards to promote regional and international trade. The project will; (i) through the NationalProject Steering Committee constitute a task force to audit existing legal frameworks on the seedsector in Kenya, (ii) review and advocate for relevant legal frameworks consistent with EACharmonized protocols through stakeholder awareness workshops, (iii) carry out awarenessworkshops for stakeholders on seed legal frameworks in the EAC and their influence on CSA seedproduction in Kenya, (iv) conduct a survey to inventorize the quality status of cultivated crop seedvarieties and domesticated livestock/aquaculture breeds in targeted counties by KALRO and otherNARS and, (v) in conjunction with KEPHIS, KEBS and the Kenya Stud Book, constitute a taskforce to develop quality standards for CSA crop varieties and livestock/fish breeds. All the legal,regulatory and institutional framework activities shall be done in year one.

5.5.4 Support National-Public-Private Dialogues (PPD) Platforms on Seed/Breeds/Fingerlings:

201. Access to improved seed in Kenya is limited mainly due to the informal nature of the distributionsystem and an inadequate legal framework. In order to address this challenge, RGMC will appoint a

KMFRI/KeFS and shall also be undertaken during year 2-5 of the project; v) provide grants tofingerling and seed production units for developing business plans by identifying needyfingerling/seed production units in target counties; identifying trainers in Business DevelopmentServices (BDS); conducting ToTs & facilitating BDS training; and assessing impact. KALRO andKMFRI/KeFS will lead the process and shall be undertaken during year 2 and 3.

5.5.1 Develop and strengthen alternative delivery systems for high value traditional seeds ofOPVs:

197. The informal seed sector constitutes about 60-80% of the sources of most planted crop seed. Theseinclude farm saved seed, farmer to farmer exchanges, roadside tree/fruit nurseries and other localseed market sources. Despite this, there are no policy guidelines to support the seed production anddistribution. Over time, the formal seed sector has shifted its focus to high value commercial cropvarieties, especially the hybrid varieties, with established market outlets and assured economicreturns. Thus, most of the Open Pollinated Varieties (OPVs); for example, of maize and sorghum,and of most vegetatively propagated plant materials including cassava and potatoes, have beenneglected. This category of seed has not so far attracted much private sector investments becauseof the high costs of seed production inputs and royalties and lack of market and economic returnsassurance.

198. In order to address the concerns and eliminate bottlenecks in the informal seed subsector, theproject CPCUs jointly with CTDs, KALRO/other NARS team members and SPs will i) establishCIGs/Co-operatives for seed production of prioritized value chains by communities in the targetcounties and ii) train the CIGs/Co-operative members on seed production practices and qualityassurance. These two activities will be conducted in the second year of the project period.Further, during the initial stages of the seed production preferably before the end of the secondyear, the research team/CPCUs in collaboration with KEPHIS, iii) will support the establishmentof a seed certification mechanism and guidelines for the seed production. In the course of operations,the project implementation team will also support iv) the establishment of community-based storage,cleaning, packaging and selling/distribution system. In that regard, the CPCUs jointly withKALRO and other NARS members will facilitate a needs assessment exercise for the requiredinfrastructure, support acquisition of consultant and contractor for establishment of theinfrastructure. The team will also assist the CIGs/ Cooperatives to establish their respective seedselling and distribution networks. All these works will be completed by the third year of projectimplementation.

5.5.2 Catalyze Growth of Competitive Seed Retail Networks:

199. The project will finance the establishment/strengthening of retail networks to market seed, breeds,and fingerlings needed for climate-smart, best-fit, and location-specific TIMPs by: (i) assessingneeds of input dealers; (ii) training, certifying, and geo-referencing input dealers; (iii)


group of experts drawn from KALRO and NARIs to constitute a task force. The task force willbe mandated to; i) identify relevant stakeholders in both public and private seed sectors in Kenya,ii) organize a forum for the stakeholders where the main output will be the formation of a Public-Private Dialogue platform (PPD), iii) Support PPD to address gaps in the seed systems and iv)Conduct workshops to advocate for necessary reforms in the seed sector. The task force will alsofacilitate regular meetings of PPD through both financial and logistic support

Sub Component 2.3: Strengthening Technical and Institutional Capacity

5.6.1 Financing Professional Development Training for PHD and MSc

202. Currently, there is trainedmanpower in KALRO, other NARS and universities in agriculture andrelated disciplines. However, there is lack of critical mass with adequate skills to support training,research and up scaling of CSATIMPs. The aim of this subcomponent is therefore to finance long-term professional development and technical capacity building in deficient disciplines at Mastersand PhD levels with deliberate efforts to mainstream CSA TIMPs in the training programmes.The key areas to be covered are animal and pasture breeding, bee science, animal science,aquaculture and aquatic sciences, agro forestry, socioeconomics analysis, policy research, seedscience, agribusiness, and climate changes and adaptation. Gender equity will be taken intoaccount during identification of the researcher to benefit from such trainings. This subcomponentwill be facilitated through identification of training needs for CSA; developing training plans;formulating criteria for selection of staff; payment of tuition fees and research; and where necessary partial stipend. In addition, more students will be trained during implementation of project activities under collaborative research approach. The training activity will be initiated in the third quarter infirst year of the project and will run up to the last quarter of the second year.

203. The project will finance the upgrading and refurbishing of infrastructure of selected institutes/centers that are strategically located in ASALs to facilitate the testing, adaptation, anddelivery of context-specific CSA TIMPs; and the GRIFTU Pastoral Training Institute to delivertraining to livestock extension staff (animal health and veterinary workers) and pastoralcommunities. This effort will include animal experimental structures, refurbishment of seed stores,procurement of small seed processing plants, fish fingerling production structures, laboratoryequipment, value addition equipment, vehicles, and farm machinery and implements.

5.6.2 Deliver CSA Curriculum, Development of Short Term Technical Training and Re-Tooling:

204. In the current agricultural and related disciplines, there is little or total lack of CSA TIMPs inthe existing training programs in our institutions of higher learning. To ensure successfulimplementation of CSA TIMPs, there is need to review and revise curricula in agriculture and related disciplines in learning institutions so as to mainstream them in training programmes. This



will enhance the capacity of research staff and graduates in acquiring appropriate knowledge andskills required for project implementation.

205. In response to the above, the RGMC shall constitute a task force drawn from local institutionsof higher learning and other NARIs to undertake the following; i) review current curricula inagriculture and related programs in our learning institutions, conduct a desk study on current statusof agriculture curriculum in tertiary institutions, ii) identify existing gaps with respect to CSA, andmake appropriate recommendation for inclusion of CSA components. The members of the taskforceshall present the findings to the RGMC and upon acceptance of the report, the RGMC will facilitatethe task force to support the process of curriculum revision to include CSA components in thelearning institutions. The task force will be required to; (i) hold a consultative meeting with relevantministries and institutions to present findings of the curriculum review and recommendations, (ii)recommend and advocate for mainstreaming of CSA components in the curricula, (iii) facilitateformation of a team of experts to develop and incorporate CSA concepts and strategies in thecurricula, and (iv) pilot the new curriculum in selected learning institutions. Curriculum review willbe undertaken during the first year followed by revision in the second year and piloting in thirdyear.

206. Training and retooling of staff is an essential requirement for productivity of any organization.The KALRO and County agricultural extension staff will require training to enhance theirresponsiveness to CSA needs. In this regard, the RGC will constitute a team of experts drawn fromKALRO and other NARIs to identify training needs for CSA and develop short-term technicaltraining modules to address the needs. The constituted team shall; develop training materials andmodules, identify and train trainers, and conduct training. This activity will be conducted duringthe first and second year of the project.

207. A team of facilitators and trainers will be selected to develop a training plan, formulate criteriafor selection of staff and conduct short-term training course to re-tool research scientists andacademia in the CSA TIMPs. The key areas to be covered under short- term skills enhancementinclude value addition and product development, seed technology, economic and statisticalanalysis, social and gender analysis, data analysis and management, Carbon sequestration andGHG measurement from aquaculture, crops and livestock production systems, and scientificwriting. This subcomponent will be implemented from the first year up to the fourth year of theproject.

5.6.3 Hiring Interns in Specialized Areas to Support Researchers208. Due to the expected increase in the volume of work during the implementation of this project,

there will be a need to hire interns in specialized areas to support the staff in KALRO and otherNARs. The interns will compliment research efforts in data collection and management, ICT andworkshops, logistics, and reporting. Ahiring criteria and terms of engagement will be developed to

group of experts drawn from KALRO and NARIs to constitute a task force. The task force willbe mandated to; i) identify relevant stakeholders in both public and private seed sectors in Kenya,ii) organize a forum for the stakeholders where the main output will be the formation of a Public-Private Dialogue platform (PPD), iii) Support PPD to address gaps in the seed systems and iv)Conduct workshops to advocate for necessary reforms in the seed sector. The task force will alsofacilitate regular meetings of PPD through both financial and logistic support

Sub Component 2.3: Strengthening Technical and Institutional Capacity

5.6.1 Financing Professional Development Training for PHD and MSc

202. Currently, there is trainedmanpower in KALRO, other NARS and universities in agriculture andrelated disciplines. However, there is lack of critical mass with adequate skills to support training,research and up scaling of CSATIMPs. The aim of this subcomponent is therefore to finance long-term professional development and technical capacity building in deficient disciplines at Mastersand PhD levels with deliberate efforts to mainstream CSA TIMPs in the training programmes.The key areas to be covered are animal and pasture breeding, bee science, animal science,aquaculture and aquatic sciences, agro forestry, socioeconomics analysis, policy research, seedscience, agribusiness, and climate changes and adaptation. Gender equity will be taken intoaccount during identification of the researcher to benefit from such trainings. This subcomponentwill be facilitated through identification of training needs for CSA; developing training plans;formulating criteria for selection of staff; payment of tuition fees and research; and where necessary partial stipend. In addition, more students will be trained during implementation of project activities under collaborative research approach. The training activity will be initiated in the third quarter infirst year of the project and will run up to the last quarter of the second year.

203. The project will finance the upgrading and refurbishing of infrastructure of selected institutes/centers that are strategically located in ASALs to facilitate the testing, adaptation, anddelivery of context-specific CSA TIMPs; and the GRIFTU Pastoral Training Institute to delivertraining to livestock extension staff (animal health and veterinary workers) and pastoralcommunities. This effort will include animal experimental structures, refurbishment of seed stores,procurement of small seed processing plants, fish fingerling production structures, laboratoryequipment, value addition equipment, vehicles, and farm machinery and implements.

5.6.2 Deliver CSA Curriculum, Development of Short Term Technical Training and Re-Tooling:

204. In the current agricultural and related disciplines, there is little or total lack of CSA TIMPs inthe existing training programs in our institutions of higher learning. To ensure successfulimplementation of CSA TIMPs, there is need to review and revise curricula in agriculture and related disciplines in learning institutions so as to mainstream them in training programmes. This

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guide the process of recruiting interns in identified areas as well as the required numbers. Thissubcomponent will be implemented from the first to fourth year of the project.

5.6.4 Refurbishment and/or Upgrading of Research Facilities and Infrastructure

209. Good quality research requires proper equipment and infrastructure at the local level for scientiststo attain results. To achieve this the following activities will be undertaken; (i)A needs assessment ofKALRO and other NARs institutions’ requirements for CSA research by a team constituted todocument the needs, and (ii) Conduct inventory of research institutions within target countiesthat require refurbishment and equipping and prioritize needs in linewith CSAobjectivesandsupportupgrading/refurbishing of the infrastructure and purchase of identified equipment. The equipmentwill include communications equipment, animal experimental structures, small seed processingplants, fish fingerling production structures, modern laboratory equipment, value additionequipment, and farm machinery. This refurbishment and upgrading of the research infrastructurewill be done between year two and four. Detailed matrix for Component 2, i.e. strengthening climate- smart agricultural research and seed systems, its activities, methodology, time lines,responsible institutions and expected output, is shown in Annex 7A.


CHAPTER SIX

6.0 SUPPORTING AGRO-WEATHER, MARKET, CLIMATE AND ADVISORYSERVICES

Overview210. This chapter outlines the project activities of component 3. The activities support other project

components and will be coordinated by key implementing partners namely: Kenya Meteorological Department (KMD), Kenya Agricultural & Livestock Research Organization (KALRO) and the State Departments in the Ministry of Agriculture, Livestock, Fisheries and Co-operatives (MOALF&C).

211. The objective of the component is to improve access to timely and appropriate weather, climate,market and advisory information by smallholder farmers, agro-pastoralists, pastoralists andfish-farmers (all referred to as farmers) for increased agricultural productivity and buildingresilience to climate change risks. This will be achieved through improving farmers’ access totimely, cost effective and relevant information on CSA TIMPs generated by Component 2,market information and agro-weather advisories. In addition, use of big data analytics will informand result in demand driven research on emerging researchable areas.

212. Under this component, integrated agro-weather and market information system; and theirdissemination tools will be developed to help small-holder farmers, address the challenges of climatevariability and change and enhance their resilience. During segmentation and registration of valuechain stakeholders, farmers and their farming needs will be identified, and their knowledge gapsanalysed to enable targeting of integrated agro-weather and market advisories. The data collectedwill feed into the projects big data component based on crop/livestock-weather analytics. TheCommon Interest Groups (CIGs), Vulnerable and Marginalized Groups (VMGs) and ProducerOrganizations (POs) formed under component 1 will benefit from big data analytics andreporting. Similarly, CIGs/VMGs/ POs will provide information such as farm-gate prices andproductivity data which will be used in big data analytics.

213. This component has three subcomponents: (i) improving agro-meteorological forecasting and monitoring; (ii) developing climate-smart, integrated agro-weather and market informationsystem and advisories using ‘big data’; and (iii) building institutional and technical capacity foragro-meteorological observation and forecasting, agricultural statistics collection and analyses, andmarket advisory services. By translating climate information into actionable knowledge, agro-weather tools will improve producers’ long- term capacity for adopting CSA TIMPs, managingweather shocks and climate risks, and sustaining agricultural production under the changingclimatic conditions.

guide the process of recruiting interns in identified areas as well as the required numbers. Thissubcomponent will be implemented from the first to fourth year of the project.

5.6.4 Refurbishment and/or Upgrading of Research Facilities and Infrastructure

209. Good quality research requires proper equipment and infrastructure at the local level for scientiststo attain results. To achieve this the following activities will be undertaken; (i)A needs assessment ofKALRO and other NARs institutions’ requirements for CSA research by a team constituted todocument the needs, and (ii) Conduct inventory of research institutions within target countiesthat require refurbishment and equipping and prioritize needs in linewith CSAobjectivesandsupportupgrading/refurbishing of the infrastructure and purchase of identified equipment. The equipmentwill include communications equipment, animal experimental structures, small seed processingplants, fish fingerling production structures, modern laboratory equipment, value additionequipment, and farm machinery. This refurbishment and upgrading of the research infrastructurewill be done between year two and four. Detailed matrix for Component 2, i.e. strengtheningclimate- smart agricultural research and seed systems, its activities, methodology, time lines,responsible institutions and expected output, is shown in Annex 7A.


Subcomponent 3.1: Improving Agro-meteorological Forecasting and Monitoring

214. The objective of this subcomponent is to improve agro-meteorological forecasting, disseminationand monitoring. This subcomponent will finance urgently needed investments to: (i) enhance agro-weather and climate information services; (ii) build core-capacity for agro-weather observation andforecasting; and (iii) develop the long-term ability to operate and maintain the agro-weather andclimate information services. Specifically, this subcomponent will support four key interventions:(i) mapping of existing public and private operated agro-meteorological and hydrological AWS toassess their functionalities for improvement; (ii) establishing agro-meteorological and hydro-meteorological centers in participating counties to improve drought and flood forecasts; (iii)installing new automated agro-weather stations to complement existing infrastructure; and (iv)developing the Early Warning System (EWS) at the Kenya Meteorological Department (KMD),and upgrading the existing EWS at the National Drought Management Authority (NDMA).

215. These activities will be coordinated by KMD Deputy Director in Charge of CountyMeteorological Services (DDCMS) and County Directors of Meteorological Services (CDMS)in consultation with Component 3 Leader of NPCU. In addition, technical assistance forKMD officers will be sought from expertise including UK-Met office through a collaborativeapproach to enhance their skills. The capacity of Technical officers at KMD and the agro- and hydro-met centers will be built on maintenance; modeling and GIS in meteorology; and forecasting.ToRs will be prepared by KMD in consultation with Component 3 Leader and procurementspecialist to procure a service provider for maintenance of all service facilities; meteorologicaltools; equipment and instruments. For sustainability during and after the project a Memorandum ofAgreement between KMD and the MoALF on maintenance of all service facilities; meteorologicaltools; equipment and instruments will be signed and effected.

6.2.1 Mapping of Existing Agro- Meteorological and Hydrological Stations:

216. The DDCMS in consultation with CDMS and Component 3 Leader of NPCU will identify stationsto be upgraded and modernized in the project counties. Historical data from the different setsof weather stations will be analyzed and documented to complement meteorological forecasts toenable improvement of the agro-meteorological advisories. The results will inform designing andstrengthening of weather observational network in the project counties.

6.2.2 Establish Agro- and Hydro- Meteorological Centers:

217. TheDDCMSinconsultationwith,CDMS,Component3LeaderofNPCUandprocurement specialistwill draft a call for Expression of Interest (EoI), to upgrade and modernize the seven (7) existingagro-meteorological centers under the KMD; and establish thirteen (13) others at KALRO centerslocated in the project counties. The project will also finance the installation of 17 new hydro-meteorological centers in the participating counties to expand the country’s hydro-met network to



meet international standards. The expanded hydro- met network will be critical to improvingflood forecasting and management, especially those located in the Tana River basin.

6.2.3 Install new Automated Agro-Weather Stations:

218. 207 The DDCMS in consultation with CDMS, Component 3 Leader of NPCU andprocurement specialist will draft a call for Expression of Interest (EoI) in procuring andinstallation of Automated/ automatic Weather Stations, to expand the county’s meteorologicalnetwork to meet the required World Meteorological Organization (WMO) standards.

6.2.4 Developing the Early Warning System:

219. The KMD Deputy Director Forecasting Services (DDFS) in consultation with Component 3 Leaderof NPCU and procurement specialist will draft a call for Expression of Interest (EoI), to upgradeand modernize the existing EWS at Meteorological Headquarters based on Capacity NeedsAssessment (CNA). This will help improve short, medium and long range forecasts/monitoringinformation for various uses, including flood and drought warnings, disaster reduction, andweather index insurance.

220. The Director, Technical Services Department of National Disaster Management Authority(NDMA) in consultation with Component 3 Leader of NPCU and procurement specialist will draft a call for expression of interest to upgrade the existing EWS at NDMA. The Component 3 Leader of NPCU will work with other initiatives in MOALF&C and KALRO to strengthen their respective EWSs and create synergies amongst key stakeholders.

Subcomponent 3.2: Developing Integrated Weather and Market Information System221. The objective of this subcomponent is to integrate agro-weather and market information systems.

The subcomponent will finance activities related to: (i) developing “Big Data” for Climate-Smart Agriculture; (ii) strengthening the Market Information Systems; and (iii) delivering integrated weather and market advisory services. These activities will be coordinated by Component 3 leader; ICT Officer of NPCU; Head of Information and Communication Technology (ICT) Unit at KALRO; and Head of Agricultural Statistics Unit (ASU), and Market Research and Information Unit of the MOALF&C.

6.3.1 Developing Big Data for Climate-smart Agriculture:

222. The objective of this subcomponent is to develop big data for CSA. The project will financebig data systems that will help famers make informed decisions on what, when, where and how to produce. KALRO and the State Departments in MOALF&C in collaboration with Component 3 leader of NPCU will undertake a situation analysis to understand data availability and identify strategies for operationalizing big data for CSA. Support to Big Data for CSA will involve financing activities related to: (i) Setting-up infrastructure for “big data” analytics; (ii) Establishing homogenous production zones to support location-specific information system and advisories; (iii) Collecting agricultural statistics; (iv) Appointing the Normalized Difference Vegetation Index (NDVI) agent; and (v) Segmenting and registering value chain stakeholders.


214. The objective of this subcomponent is to improve agro-meteorological forecasting, disseminationand monitoring. This subcomponent will finance urgently needed investments to: (i) enhance agro-weather and climate information services; (ii) build core-capacity for agro-weather observation andforecasting; and (iii) develop the long-term ability to operate and maintain the agro-weather andclimate information services. Specifically, this subcomponent will support four key interventions:(i) mapping of existing public and private operated agro-meteorological and hydrological AWS toassess their functionalities for improvement; (ii) establishing agro-meteorological and hydro-meteorological centers in participating counties to improve drought and flood forecasts; (iii)installing new automated agro-weather stations to complement existing infrastructure; and (iv)developing the Early Warning System (EWS) at the Kenya Meteorological Department (KMD),and upgrading the existing EWS at the National Drought Management Authority (NDMA).

215. These activities will be coordinated by KMD Deputy Director in Charge of CountyMeteorological Services (DDCMS) and County Directors of Meteorological Services (CDMS)in consultation with Component 3 Leader of NPCU. In addition, technical assistance forKMD officers will be sought from expertise including UK-Met office through a collaborativeapproach to enhance their skills. The capacity of Technical officers at KMD and the agro- and hydro-met centers will be built on maintenance; modeling and GIS in meteorology; and forecasting.ToRs will be prepared by KMD in consultation with Component 3 Leader and procurementspecialist to procure a service provider for maintenance of all service facilities; meteorologicaltools; equipment and instruments. For sustainability during and after the project a Memorandum ofAgreement between KMD and the MoALF on maintenance of all service facilities; meteorologicaltools; equipment and instruments will be signed and effected.

6.2.1 Mapping of Existing Agro- Meteorological and Hydrological Stations:

216. The DDCMS in consultation with CDMS and Component 3 Leader of NPCU will identify stationsto be upgraded and modernized in the project counties. Historical data from the different setsof weather stations will be analyzed and documented to complement meteorological forecasts toenable improvement of the agro-meteorological advisories. The results will inform designing andstrengthening of weather observational network in the project counties.

6.2.2 Establish Agro- and Hydro- Meteorological Centers:

217. TheDDCMSinconsultationwith,CDMS,Component3LeaderofNPCUandprocurement specialistwill draft a call for Expression of Interest (EoI), to upgrade and modernize the seven (7) existingagro-meteorological centers under the KMD; and establish thirteen (13) others at KALRO centerslocated in the project counties. The project will also finance the installation of 17 new hydro-meteorological centers in the participating counties to expand the country’s hydro-met network to

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6.3.2 Segmenting and registering value chain stakeholders:223. Directors of Crops, Livestock and Fisheries in MOALF&C in consultation with Component 3 leader,ICT officer in NPCU, Head of ICT in KALRO, Head of ICT in MOALF&C and the

procurement specialist will procure ICT equipment for data collection within the first and second year of project implementation. The team (with the exception of procurement specialist) in consultation with Human Resource and Administration officer; will hire and train about 20 enumerators for each of the 24 counties on data collection using tablets within the first and second year of project implementation. The enumerators will undertake segmentation and registration of farmers; pastoralists; fisher-folk; agro-dealers, stockists, processors, commodity exchange operators, agri-preneurs, innovators, and technical services providers during the two years. The registration will include documenting information on farmers’ bio-data/profile (name, gender, date of birth, family size, national identification, mobile phone numbers), location/physical address, and TIMPs used e.g., farm size, types of crops/livestock, type of seeds, inputs/fertilizers used, and other agronomic practices.

224. The Director, State Department of Livestock (SDL) in consultation with Head of ICT MOALF&Cand component 3 leader of NPCU will develop an automated pastoralist registration system and database for all agro-pastoralists/pastoralists in the participating ASAL counties during the first year of project implementation. This will be a continuous activity that will build on the existing registration system developed by the National Drought Management Authority (NDMA) for implementing the Hunger Safety Net Program (HSNP). The system will be developed in partnership with the Social Protection Secretariat and the NDMA and will be fully integrated into the Social Protection Single Registry (SPSR) and the Population Registration System (PRS). Component 3 leader of NPCU in collaboration with the Director, Livestock production, CDL and ICT-MOALF&C will organize and conduct training of livestock extension officers on how to use the electronic registration system during the second year of project implementation. The result of this activity will be an automated register of the value chain stakeholders in the project counties.6.3.3 Establishing homogenous production zones:

225. The Crop Insurance Unit of SDCD in collaboration with KMD, KALRO, component 3 leader,County Project Coordination Unit (CPCU), and CDA will identify Unit Areas of Insurance (UAI)in the semi-arid participating counties that will be covered by the crop insurance during theproject implementation period. SDCD has already developed and tested a methodology foridentifying UAI. The latter are geographical areas of relatively homogenous soils and agro-climatic conditions; and with similar technology and production practices as well as crop yieldsper acre. The UAI will partition semi-arid counties on the basis of their agro-climatic conditionsand exposure to production risks. The crop insurance program will base its insurance payouts onthe Area Average Yield Index (AAYI) measured across each UAI.

226. In partnership with ILRI, the SDL has developed a methodology for identifying homogenousagro-pastoralist and pastoralist production zones in the ASAL counties. The zones are identified


using the following criteria: (i) they cover the target area within which resident pastoralistsnormally graze their herds; (ii) the herding households within the zone experience similar levelsof stress to their herds for a given level of forage scarcity, and deploy similar herd managementand migration rules; and (iii) they are of suitable size and administrative infrastructure. The projectwill finance the identification of homogeneous agro-pastoralists/pastoralists production zones in allparticipatingASAL counties that will be covered by the livestock insurance in the first and secondyear of project implementation. KLIP will base its insurance payout on the normalized differencevegetation index (NDVI) readings assessed across each production zone.

227. The identified UAI and production zones will help: (i) improve understanding of agro- climaticsuitability of different crops and livestock to inform decisions on which crops or livestock shouldbe promoted under different UAI and production zones, respectively; (ii) provide customizedadvisory and extension services to farmers, agro-pastoralists and pastoralists based on unique UAIand production zones, and develop UAI-and-production zone-specific protocols for CSA; (iii)screen the proposals received from different communities to ensure that the envisaged activitiesminimize weather shocks and climate change risks for the UAIs and production zones, respectively.

6.3.4 Collecting agricultural statistics:

228. The Head ofASU; heads of ICT at MOALF, KALRO and NPCU; component 3 leader will facilitatecollating and digitization of the historical agricultural statistics (production area, farm sizes, cropyields, and livestock and fisheries productivity). This data is currently available in hardcopies intheparticipatingcountiesgovernmentdepartmentsandagencies. In addition, the project will financethe collection of location-specific (based on the UAI and production zones) agricultural statisticsusing the registration systems (farmer, and agro-pastoralist and pastoralists), whereby the cropand livestock/fisheries production data will be collected directly from producers and other stakeholders. During the project implementation the registered beneficiaries will record theirprogress in adopting CSA TIMPs using the ICT feedback mechanisms, which will be used tomonitor changes in agricultural productivity and resilience to climate change shocks.

229. The project will also finance the Crop Cutting Experiments (CCEs) to provide data for cropinsurance program in the participating semi-arid counties at the end of every cropping season.Investing in rigorous time series data and automated methods of capturing and collectingagricultural statistics will have major benefits including: (i) improved commodity productionforecasts; (ii) improved early warning system; (iii) better spatial planning and optimum land andcrop use; (iv) improved targeting of weather advisory and extension services; and (v) providinginformation for agricultural insurance

6.3.5 Establishing the normalized difference vegetation index (NDVI) agent:230. The Director Livestock Production and KMD in collaboration with component 3 Leader will guide

the establishment of a single industry-wide agent for the NDVI at the beginning of projectimplementation. Normalized Difference Vegetation Index provides a good indicator of pasture

6.3.2 Segmenting and registering value chain stakeholders:223. Directors of Crops, Livestock and Fisheries in MoALF in consultation with Component 3 leader,

ICT officer in NPCU, Head of ICT in KALRO, Head of ICT in MoALF, and the procurement specialist will procure ICT equipment for data collection within the first and second year of projectimplementation. The team (with the exception of procurement specialist) in consultation withHuman Resource and Administration officer; will hire and train about 20 enumerators for each ofthe 24 counties on data collection using tablets within the first and second year of projectimplementation. The enumerators will undertake segmentation and registration of farmers;pastoralists; fisher-folk; agro-dealers, stockists, processors, commodity exchange operators, agri-preneurs, innovators, and technical services providers during the two years. The registrationwill include documenting information on farmers’ bio-data/profile (name, gender, date of birth,family size, national identification, mobile phone numbers), location/physical address, and TIMPs used e.g., farm size, types of crops/livestock, type of seeds, inputs/fertilizers used, and otheragronomic practices.

224. The Director, State Department of Livestock (SDL) in consultation with Head of ICT MoALFand component 3 leader of NPCU will develop an automated pastoralist registration system anddatabase for all agro-pastoralists/pastoralists in the participating ASAL counties during the first year of project implementation. This will be a continuous activity that will build on the existingregistration system developed by the National Drought Management Authority (NDMA) forimplementing the Hunger Safety Net Program (HSNP). The system will be developed inpartnership with the Social Protection Secretariat and the NDMA and will be fully integrated intothe Social Protection Single Registry (SPSR) and the Population Registration System (PRS).Component 3 leader of NPCU in collaboration with the Director, Livestock production, CDL andICT-MoALF will organize and conduct training of livestock extension officers on how to usethe electronic registration system during the second year of project implementation. The resultof this activity will be an automated register of the value chain stakeholders in the project counties.

6.3.3 Establishing homogenous production zones:

225. The Crop Insurance Unit of SDCD in collaboration with KMD, KALRO, component 3 leader,County Project Coordination Unit (CPCU), and CDA will identify Unit Areas of Insurance (UAI)in the semi-arid participating counties that will be covered by the crop insurance during theproject implementation period. SDCD has already developed and tested a methodology foridentifying UAI. The latter are geographical areas of relatively homogenous soils and agro-climatic conditions; and with similar technology and production practices as well as crop yieldsper acre. The UAI will partition semi-arid counties on the basis of their agro-climatic conditionsand exposure to production risks. The crop insurance program will base its insurance payouts onthe Area Average Yield Index (AAYI) measured across each UAI.

226. In partnership with ILRI, the SDL has developed a methodology for identifying homogenousagro-pastoralist and pastoralist production zones in the ASAL counties. The zones are identified


growth and vigor on a near real-time basis. The NDVI agent will be responsible for carryingout the following tasks: (i) downloading and processing remote sensing data (e.g., masking,spatial aggregation, temporal aggregation, anomalies’ determination) with the specific processingchain designed for KLIP; (ii) determining seasonal insurance payouts according to KLIP contractfeatures; (iii) providing monthly updates on the seasonal evolution of forage availability; (iv)providing official payout reports at the end of the livestock insurance cover periods; (v)guaranteeing data accessibility for stakeholders’ downloading; and (vi) maintaining back-up forNDVI data to guarantee data continuity in case of satellite data acquisition disruption. The datawill be collected and archived on continuous basis. The Director Livestock will guide on theinterpretation and correlation of collected data sets.

6.3.6 Setting up infrastructure for Big Data analytics:

231. Head ICT KALRO and MOALF&C in consultation with Procurement officers from the respectiveorganizations, Component 3 Leader, ICT and procurement Officer of NPCU will procure and installthe ICTequipment (hardware and software) at KALRO for performing advanced statistical and datamining/machine learning algorithms during the first and second year of project implementation.Agricultural time series data will be combined with weather observations and soil and watermanagement factors to: (i) reveal climate and weather patterns; and (ii) detect the limiting factorsfor agricultural production. The data will be summarized into reduced, more useful pieces ofinformation for presentation in reporting tool, for ease of use and availability.

6.3.7 Strengthening existing market information system:

232. The objective of this subcomponent is to strengthen the existing Market Information System at MoALF. Head Agricultural Market Research and Information Unit of MOALF&C and ICT MOALF&C in consultation with Component 3 Leader and ICT Officer of NPCU will develop a GIS map to locate the market centers covered in the existing Market Information System. The team will undertake a survey to determine the status of existing markets covered in the Market Information System; take stock of the type of data collected, availability of market enumerator and identify gapsin data collection. Head of ICT, Market Research and Information Unit and Procurement of MOALF&C in consultation with Component 3 Leader and ICT Officer and Procurement Officer of NPCU; will procure consultancy services within the first two years of project implementation to strengthen, expand and maintain the Market Information System. The system will involve data capture, analysis and dissemination on: (i) Output (agriculture, livestock and fisheries); (ii) Input;(iii) Storage; (iv) Transport; and (v) Match making between producers and buyers. This will involve the expansion of the existing Market Information System coverage to a total of 235 (at least 5 markets in each of the 47 counties) wholesale and retail markets to enable users to access real-time market information online. Eventually, the System will capture: (i) Output market data

– quantities; and wholesale, retail and farm-gate prices for agricultural sector commodities(agriculture, livestock and fisheries); (ii) Input market data – quantities and prices of seed, fertilizers



and chemicals; (iii) Storage data – capacity of each facility, quantities stored and unit costs; (iv)Transport cost and availability; and (v) Match making between producers and buyers.

233. Head Agricultural Market Research and Information and ICT of MOALF&C in consultation with Component 3 Leader and ICT Officer of NPCU will train market enumerators from all the 47 Counties. The training will be a continuous activity throughout the project period. These activities will be coordinated by MOALF&C and key stakeholders with guidance from the NPCU.

234. Data will be captured by the market enumerators using a primary input device (tablet) and uploadedonto a primary server set up at MOALF&C with a data recovery server (secondary) at KALRO. Data processing and dissemination will be automated and managed through market information systems and other channels. The market time series data will be visualized as tables, graphs, charts and maps; and integrated into data management system already established at KALRO (agro-weather). Technologies currently in place at KALRO include web portal and Short Message Service (SMS). Investment will be made on Interactive Voice Responses (IVRs). The SMS system will push information to farmers, pastoralists, fisher-folk, extension officers and other stakeholders. It is envisaged that over 100,000 SMS messages will be sent on a monthly basis to all beneficiaries identified during community mobilization and planning. During the initial stages of implementation, the project will meet the cost of SMS to users. Over time, the SMS cost will be met from subscriptions. Similarly, users of the Market Information System will pay subscriptions for information received. Component 3 Leader of NPCU in collaboration with MOALF&C will facilitate a platform to enhance partnerships with other Market Information System providers; the system will therefore include a platform for information sharing with other Market Information System providers.

6.3.8 Delivering Integrated Weather and Market Advisory Services:

235. The objective of this subcomponent is to deliver integrated weather and market advisory servicesto farmers, pastoralists and fisher-folk. Head ICT KALRO in collaboration with Head of ICT andASU of MoALF; Director KMD and in collaboration with Component 3 Leader and ICT Officerof NPCU will deliver an integrated weather and market advisory services through the followinginterventions; (i) extending the current agro- weather platform and tool at KALRO to includelivestock, additional crops value chains. This is a continuous activity commencing from the firstyear of the project period; (ii) improving existing ICT infrastructure and systems at KALRO todeliver effective data and information management within the first to second year of the projectperiod; (iii) Establishing knowledge and content processing, management systems that willensure availability and access of quality data and information for sharing and dissemination. Thiswill commence in the second year and will be continuous.

6.3.9 Extending the Current Agro-Weather Platform and Tool at KALRO to include Livestockand Additional Crop Value Chains:

growth and vigor on a near real-time basis. The NDVI agent will be responsible for carryingout the following tasks: (i) downloading and processing remote sensing data (e.g., masking,spatial aggregation, temporal aggregation, anomalies’ determination) with the specific processingchain designed for KLIP; (ii) determining seasonal insurance payouts according to KLIP contractfeatures; (iii) providing monthly updates on the seasonal evolution of forage availability; (iv)providing official payout reports at the end of the livestock insurance cover periods; (v)guaranteeing data accessibility for stakeholders’ downloading; and (vi) maintaining back-up forNDVI data to guarantee data continuity in case of satellite data acquisition disruption. The datawill be collected and archived on continuous basis. The Director Livestock will guide on theinterpretation and correlation of collected data sets.

6.3.6 Setting up infrastructure for Big Data analytics:

231. Head ICT KALRO and MoALF in consultation with Procurement officers from the respectiveorganizations, Component 3 Leader, ICT and procurement Officer of NPCU will procure and installthe ICTequipment (hardware and software) at KALRO for performing advanced statistical and datamining/machine learning algorithms during the first and second year of project implementation.Agricultural time series data will be combined with weather observations and soil and watermanagement factors to: (i) reveal climate and weather patterns; and (ii) detect the limiting factorsfor agricultural production. The data will be summarized into reduced, more useful pieces ofinformation for presentation in reporting tool, for ease of use and availability.

6.3.7 Strengthening existing market information system:

232. The objective of this subcomponent is to strengthen the existing Market Information Systemat MoALF. Head Agricultural Market Research and Information Unit of MoALF and ICT MoALFin consultation with Component 3 Leader and ICT Officer of NPCU will develop a GIS map to locatethe market centers covered in the existing Market Information System. The team will undertake asurvey to determine the status of existing markets covered in the Market Information System;take stock of the type of data collected, availability of market enumerator and identify gapsin data collection. Head of ICT, Market Research and Information Unit and Procurement ofMoALF in consultation with Component 3 Leader and ICT Officer and Procurement Officer ofNPCU; will procure consultancy services within the first two years of project implementation tostrengthen, expand and maintain the Market Information System. The system will involve datacapture, analysis and dissemination on: (i) Output (agriculture, livestock and fisheries); (ii)Input;(iii) Storage; (iv) Transport; and (v) Match making between producers and buyers. This willinvolve the expansion of the existing Market Information System coverage to a total of 235 (atleast 5 markets in each of the 47 counties) wholesale and retail markets to enable users to accessreal-time market information online. Eventually, the System will capture: (i) Output market data– quantities; and wholesale, retail and farm-gate prices for agricultural sector commodities(agriculture, livestock and fisheries); (ii) Input market data – quantities and prices of seed, fertilizers

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236. The ICT Manager KALRO and Director KMD in consultation with Component 3 leader and ICTOfficer of NPCU will undertake agro-weather system specifications to establish key functionalityand improvement needed for an effective system scale-up by the first year of the project period.The current system is limited in scope and covers only two counties namely Embu and Machakos; it will be upgraded to include all project counties and additional crops, livestock and fisheries value chains.

6.3.10 Improving ICT Infrastructure and Systems Existing at KALRO to Deliver Effective Dataand Information Management:

237. The ICT Manager KALRO in consultation with Component 3 leader, the Director KMD, ICTOfficer, procurement specialist of NPCU and procurement MOALF&C will procure additional support equipment including hardware, software and storage to ensure effective service delivery within the first and second year of the project period.

6.3.11 Establishing Knowledge and Content Processing, Management Systems that willEnsure Availability and Access of Quality Data and Information for Sharing andDissemination:

238. TheICTManagerKALRO,incollaborationwiththeComponent3 leader,andICTOfficers of NPCUand KMD will establish a dedicated knowledge management and content processing system.The data and information from the agro-meteorological systems will be processed and downscaledwith corresponding actionable advisories, step-by-step production, agronomic guides, decisiontools and training to farmers and other users.This will lead to improved access to weather and marketadvisory services that will empower farmers to make informed decisions on what, when, where andhow to produce; to reduce losses related to climate change risks; and enable farmers to achieve thetriple-wins. This will be a continuous activity

Subcomponent 3.3 Building Technical and Institutional Capacity for agro- meteorology,agricultural statistics, and market advisory services.

239. The objective of this subcomponent is to build the Technical and Institutional Capacity of the participating institutions to enable them deliver on their component 3 mandate. Long-term training will be financed for about 6 PhD and 30 Masters Degrees in the areas of climate change science and modeling, disaster risk management, agro-meteorology, computer science, information systems, agricultural statistics, and business information system. In addition, international TA will be financed for various agencies in areas of agro-weather, climate, market and advisory services operations as required. The main areas for capacity building will include sensitization of stakeholders on CSA concepts and climate change risks; capacity needs assessment; short-term and long-term training; and provision of IT equipment and operations and

maintenance. Component 3 Leader, procurement specialist of NPCU will procure a consultant to carry out Capacity Needs Assessment for MOALF&C, KMD, KALRO and NPCU within the first two

years. The needs assessment will guide the selection of specialized training courses to be


offered to staff to improve their technical capacity in critical areas to bridge the knowledge gap. Thus this subcomponent will finance short-term (Certificate level) and long-term local andinternational training courses. Short-term training courses (including workshops, classroomtrainings, demonstrations and backstopping sessions) will be provided on CSA concepts, climatechange risks, agro-weather forecast and dissemination, big data analytics, ICT and tools andmethodologies for agricultural production and market data collection, analysis and reporting,among others. Competitive long-term training will be supported in the areas of climate changescience, CSAconcepts, agro-weather, information systems, business, crop and pasture modeling,livestock and aquaculture.

240. This subcomponent will also finance institutional capacity building for key government autonomous agencies and departments such as: (i) the Kenya Meteorological Department (KMD) and KALRO to adjust to the new demands that climate change may be placing on theirservices, includingstrengtheningthelegalandregulatoryframeworks,andestablishing institutional capacity for business development and Climate Information Services (CIS); (ii) the Agricultural Market and Information Unit and, Agricultural Statistics Unit (ASU) within the KALRO and MOALF&C, including putting in place systems for agricultural data collection, strengthening technical capacity of core staff, and providing appropriate ICT infrastructure for timely agricultural statistics analyses and reporting; and (iii)Agriculture Insurance Unit (AIU) within KALRO and MOALF&C, including building its institutional capacity to continue coordinating implementation of crop and livestock insurance beyond the project period. The overall implementation of this sub component will be guided by the NPCU in collaboration with component implementing government ministries and agencies namely; MOALF&C, KMD and KALRO.

236. The ICT Manager KALRO and Director KMD in consultation with Component 3 leader and ICTOfficer of NPCU will undertake agro-weather system specifications to establish key functionalityand improvement needed for an effective system scale-up by the first year of the project period.The current system is limited in scope and covers only two counties namely Embu and Machakos;it will be upgraded to include all project counties and additional crops, livestock and fisheries value chains.

6.3.10 Improving ICT Infrastructure and Systems Existing at KALRO to Deliver Effective Dataand Information Management:

237. The ICT Manager KALRO in consultation with Component 3 leader, the Director KMD, ICTOfficer, procurement specialist of NPCU and procurement MoALF will procure additionalsupport equipment including hardware, software and storage to ensure effective service deliverywithin the first and second year of the project period.

6.3.11 Establishing Knowledge and Content Processing, Management Systems that willEnsure Availability and Access of Quality Data and Information for Sharing andDissemination:

238. TheICTManagerKALRO,incollaborationwiththeComponent3 leader,andICTOfficers of NPCUand KMD will establish a dedicated knowledge management and content processing system.The data and information from the agro-meteorological systems will be processed and downscaledwith corresponding actionable advisories, step-by-step production, agronomic guides, decisiontools and training to farmers and other users.This will lead to improved access to weather and marketadvisory services that will empower farmers to make informed decisions on what, when, where andhow to produce; to reduce losses related to climate change risks; and enable farmers to achieve thetriple-wins. This will be a continuous activity

Subcomponent 3.3 Building Technical and Institutional Capacity for agro- meteorology,agricultural statistics, and market advisory services.

239. The objective of this subcomponent is to build the Technical and Institutional Capacity of theparticipating institutions to enable them deliver on their component 3 mandate. Long-termtraining will be financed for about 6 PhD and 30 Masters Degrees in the areas of climate changescience and modeling, disaster risk management, agro-meteorology, computer science,information systems, agricultural statistics, and business information system. In addition,international TA will be financed for various agencies in areas of agro-weather, climate, marketand advisory services operations as required. The main areas for capacity building will includesensitization of stakeholders on CSA concepts and climate change risks; capacity needsassessment; short-term and long-term training; and provision of IT equipment and operations andmaintenance. Component 3 Leader, procurement specialist of NPCU will procure a consultant tocarry out Capacity Needs Assessment for MoALF, KMD, KALRO and NPCU within the firsttwo years. The needs assessment will guide the selection of specialized training courses to be


CHAPTER SEVEN7.0 CONTINGENCY EMERGENCY RESPONSE

241. The objective of this component is to finance an eligible expenditure under the Immediate ResponseMechanism (IRM) emergency in case of natural or man-made disasters, severe economic shocks, or other crises and emergencies affecting the agricultural sector. The facility will be triggered subject to adequate technical evaluation to ascertain emergency declaration thresh-hold, the Ministry of Agriculture, Livestock Fisheries and Co-operatives (MoALF&C) and submit a request to the World Bank through the National Treasury (NT) for support. In such cases, funds from an unallocated category or other project components will be reallocated to finance emergency response expenditures to meet agricultural crises and emergency needs. The emergency response would include mitigation, recovery, and reconstruction following natural disasters, such as severe droughts, floods, disease outbreaks, and landslides, among others. Regular forecasts by KMD will contribute towards prediction of such disaster occurrences.

Implementation of this component will follow the provisions of the Contingency Emergency Response Implementation Plan (CERIP) which has been prepared by the NPCU in collaboration with the relevant authorities. (refer Annex 13).

The Contingency Emergency Response Component, which is the fifth (5th) component in the project, has been triggered due to the desert locust crisis. The locust swarms have and are spreading rapidly and have so far been confirmed in some parts of 18 Counties including Mandera, Wajir, Marsabit, Garissa, Samburu, Isiolo, Laikipia, Meru, Baringo, Kitui, Tana River, Tharaka Nithi, Embu, Machakos, Turkana, Kajiado, Kirinyaga and Murang’a. In many areas, the locusts have matured and laid eggs that have started hatching into hoppers. While monitoring and control of the invading swarms continue, there is need to focus the control strategy on the new generation of hoppers to ensure they do not develop into a new wave of immature adult swarms. Therefore the triggering of this component to support the control strategy.

242 a.

242 b.



CHAPTER EIGHT8.0 PROJECT MONITORING AND EVALUATION

243. This chapter covers the project monitoring and evaluation as well as impact assessment activities.It details the mechanisms put in place to monitor and evaluate the performance of the projecttowards the achievement of key performance indictors based on the following tools:

i. KCSAP results framework;ii. Annual work plan and budget;iii. Monitoring and Evaluation plan;iv. Financial and procurement plan;v. Data collection tools;vi. Reporting tools (status, surveys, case study, aide memoir, reports)vii. Web based MISviii. Project technical implementation guidelines

Assessment of Progress in Project Implementation

244. M&E will involve assessing the performance of KCSAP through analysis of indicators at the variousimplementation levels as indicated below:

Level Indicators

Outcome level

PDO

i. No. of farmers and pastoralists by gender who benefit from grantsandservices provided

ii. Increase in productivity of selected agricultural commoditiesiii. No. of beneficiaries by gender who have adopted at least one TIMP

promoted by the project

Level Indicators

Intermediate level (outputs)

Component 1 i. Client-days of training provided on TIMPs (number), share of whichfemale (percentage)

ii. Beneficiaries satisfied with relevance, timeliness and effectiveness ofTIMP advisory services received (percentage, disaggregated by gender)

iii. Grants approved for CIGs, VMGs, PPPs, and counties (number), ofwhich successfully completed (percentage), CIGs, VMGs, Counties,PPPs

iv. Productive assets brought under TIMPs as a result of the project: Totalland area (ha)

CHAPTER SEVEN7.0 CONTINGENCY EMERGENCY RESPONSE

241. The objective of this component is to finance an eligible expenditure under the Immediate ResponseMechanism (IRM) emergency in case of natural or man-made disasters, severe economic shocks,or other crises and emergencies affecting the agricultural sector. The facility will be triggeredthrough formal declaration of a national emergency by the president. Subject to adequatetechnical evaluation to ascertain emergency declaration thresh-hold, the Ministry ofAgriculture,LivestockandFisheries (MoALF) incollaboration with the Office of the President will submit arequest to the World Bank through the National Treasury (NT) for support. In such cases, fundsfrom an unallocated category or other project components will be reallocated to finance emergencyresponse expenditures to meet agricultural crises and emergency needs. The emergency responsewould include mitigation, recovery, and reconstruction following natural disasters, such assevere droughts, floods, disease outbreaks, and landslides, among others. Regular forecasts byKMD will contribute towards prediction of such disaster occurrences.

242. Implementation of this subcomponent will follow the provisions of the Disaster RiskManagement (DRM) Manual to be prepared by the NPCU in collaboration with the relevantauthorities within six months of project effectiveness. An emergency recovery action plan willbe prepared upon declaration of an emergency by the government to trigger response under thecontingency fund.

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Component 1

v. Head of livestock (number)vi. Reduced net GHG emissions per unit of product produced for selected

agricultural commodities

Component 2

i. TIMPs tested through on-farm trials, share of which validated (number)

ii. Farmers participating in on-farm TIMP trials (number), share of whichfemale (percentage)

iii. Number of seed production units receiving credit-guarantee scheme

iv.Number of seed retailers and community-based organizations receivingtechnical assistance (describe the nature of the assistance)

v. Number of seed production units receiving revolving funds (indicate theamount of funds received)

vi.Increased production of climate-smart agricultural inputs by seed andbreed stock producers supported by the project:

vii. Volumes of early generation seed (tons) produced by the seedproduction units supported by the project

viii. Volumes of certified seed (tons) produced by the seed productionunits supported by the project

ix.Number and types of livestock breed (heads) produced by the breedsproduction units supported by the project

x. Number of post-graduate degree and short-term technical trainings

Component 3

i. Number of new and refurbished agro-, automatic weather stations andhydro-meteorological facilities

ii. Number of users receiving integrated agro-weather information servicesand market information services, share of which female.

Component 4

i. Percent of satisfactory quarterly project interim financial and monitoringreports submitted within 45 days of end of the previous period.

ii. Proportion of complaints actually addressed (Percentage) out of the totalnumber of complaints received in regard to delivery of project benefits.

245. Data will be collected to measure achievement of the project objectives and components alongsidethe above stated indicators by the M&E staff/personnel and other stakeholders.

246. Monitoring entails a continuous assessment of the Project to establish if it has beenimplemented according to the plan and whether the desired results are being realized based on


the results framework. The project monitoring will be carried throughout implementationatinputs, processes, outputs, outcomes and impacts levels. Implementation monitoring involvestracking inputs, activities and outputs whereas results monitoring involves tracking outcomesand impacts as specified by the intermediate and impact indicators respectively in the resultsframework. The results framework is given in the M&E Manual.

247. Evaluation on the other hand entails periodic, systematic and objective analytical process ofassessing the relevance, efficiency, effectiveness and sustainability of the project. It will be donethrough a participatory process in order to draw synergies and build consensus among allstakeholders hence facilitating ownership and sustainability. Evaluations take into account; designprocesses from start (baseline), mid-point and end of project.

248. Monitoring and evaluation will assess the overall project performance based on the resultframework. The M&E approaches will be harmonized with continental and global efforts (e.g., Global Alliance for CSA and the Alliance for CSA in Africa) to build robust and harmonizedevidence of the impacts of CSA TIMPs supported by the project. The Mechanisms to be put inplace for M&E shall include a web-based Management and Information system (MIS), for datacollection, analysis and reporting, monitoring and evaluation plan, annual targets, and datacollection methods. It shall entail a dynamic feedback mechanisms and information flow throughmeetings, workshops and other communication channels. The project M&E staff will be chargedwith the responsibility of carrying out M&E functions at the two key project implementation levels;National and County levels.

249. Evaluation will comprise the following elements:

Baseline Survey

250. The baseline survey will be carried out as part of the project start upactivities as indicated in chapter2.Gender and social inclusion perspectives will be integrated into the survey design in order to capturedata on the different social grouping in the targeted communities. This will provide a basis to trackthe participation, achievements and impacts on men, women, youth and VMGs. The baseline willalso identify the existing socio-economic inequalities within the targeted communities and informthe design of appropriate strategies towards equitable distribution of resources and benefits. It isrecommended that over and above the baseline measurement of the various indicator targetscommunities should identify control farms that should consist of project non-participatingpersons whose indicator changes would be important for comparative analysis.

Internal Review and Backstopping

251. The CPCU and the NPCU in collaboration with the executing agencies will undertake bothscheduled and impromptu visits to the project sites in order to ensure smooth implementation

Component 1

v. Head of livestock (number)vi. Reduced net GHG emissions per unit of product produced for selected

agricultural commodities

Component 2

i. TIMPs tested through on-farm trials, share of which validated (number)

ii. Farmers participating in on-farm TIMP trials (number), share of whichfemale (percentage)

iii. Number of seed production units receiving credit-guarantee scheme

iv.Number of seed retailers and community-based organizations receivingtechnical assistance (describe the nature of the assistance)

v. Number of seed production units receiving revolving funds (indicate theamount of funds received)

vi.Increased production of climate-smart agricultural inputs by seed andbreed stock producers supported by the project:

vii. Volumes of early generation seed (tons) produced by the seedproduction units supported by the project

viii. Volumes of certified seed (tons) produced by the seed productionunits supported by the project

ix.Number and types of livestock breed (heads) produced by the breedsproduction units supported by the project

x. Number of post-graduate degree and short-term technical trainings

Component 3

i. Number of new and refurbished agro-, automatic weather stations andhydro-meteorological facilities

ii. Number of users receiving integrated agro-weather information servicesand market information services, share of which female.

Component 4

i. Percent of satisfactory quarterly project interim financial and monitoringreports submitted within 45 days of end of the previous period.

ii. Proportion of complaints actually addressed (Percentage) out of the totalnumber of complaints received in regard to delivery of project benefits.

245. Data will be collected to measure achievement of the project objectives and components alongsidethe above stated indicators by the M&E staff/personnel and other stakeholders.

246. Monitoring entails a continuous assessment of the Project to establish if it has beenimplemented according to the plan and whether the desired results are being realized based on


of the project activities. The CTAC will undertake quarterly visits to their beneficiary communitiesand submit reports to the CPCU for onward submission to the NPCU. The NPCU and NTAC willundertake bi-annual M&E visits as well as impromptu visits where found necessary to backstop andsupervise the CPCU and SPs.

Review Missions

252. Regular support missions will be organized on biannual basis to enhance effectiveimplementation and achievement of project outputs and outcomes. The mission reports (aidememoires) shall advice the stakeholders (implementers and beneficiaries) on strengths andweaknesses in project implementation.

253. Review missions will assess progress against the results framework from an independent point ofview. They will provide information on the relevance, effectiveness, efficiency and sustainabilityof the project approaches, strategies and organizational set-up and institutional arrangements.They will also assess the effective complementarity of different project components in contributingto the outcomes. The review missions are expected to make recommendations and adjustments forthe remaining project period.

Mid-Term Review

254. Mid-Term Review (MTR) will be carried out to evaluate the progress of project towards delivery of its PDO within the half term project lifetime left. It will cover both technical aspects andfiduciary aspects. It will provide stakeholders with an opportunity to give valuable feedback forpractical refinement of the project and therefore improve project performance to achieve its targetobjectives (the PDO). The MTR will be carried out as a joint venture between the Bank andGoK whose output will inform on project implementation corrective measures and projectrestructuring where deemed necessary.

Case Studies

255. The project will undertake in-depth analysis of selected project activities to document observedtrends, patterns, policy and institutional implications as well as impacts. These will explainunderlying factors to the observed results as well as operational challenges as they unfold in thecourse of project implementation. The types of case studies will be identified by the respectivespecialist teams at national level in collaboration with counties. The studies will be undertakenbased on demand to enhance the implementation process and realization of results.

End of Project Impact Evaluation

256. A final impact evaluation will be conducted to determine the project’s relevance and fulfillmentof objectives, development efficiency, effectiveness, impact, sustainability and lessons. Impacts at



the close of the project will be accounted in the Implementation and Results Report (ICR). Theproject M&E systems will provide valuable material to enable the ICR of the project to be carriedout.

Project Management and Information System (MIS)

257. An integrated Project Management and Information System (MIS) will be developed with acapacity to monitor project activities based on the annual work plans and budgets, financial,procurement, and M&E reporting against the results framework. The MIS will be linked to an ICTAgricultural Information Platform that will collect data on the project activities to generate reportsthat: (i) compare implementation performance at the national, county and community level (ii) link physical implementation to financial reporting; and (ii) give stakeholders relevant information thatenable them make informed business and analytical decisions. The System will enforce a cultureof results-based project M&E and provide the basis for an evidence-based decision-makingprocess as well as provide concurrent feedback to key stakeholders on the progress towards theproject’s key results.

258. The system will be developed by a consultant during the first three months after the project becomeseffective. The consultant will also give technical backstopping on the system as the need arises.Data collection, compilation, analysis, and reporting will be carried out by the M&E officer andM&E assistants at the national and county levels respectively in collaboration with other projectstaff. Data and information at the community level will be collected by the beneficiaries,aggregated at the CIG/VMG/POs/SACCOs level and submitted to the CPCU office by theCDDC. Verification of such data will be done on quarterly basis from a representative sample of the beneficiaries.

Development of ICT Platform

259. An ICT platform will be developed to support project implementation. The system will enhanceparticipatory communication and active sharing of knowledge. Through such processes projectbeneficiaries will become true agents of change. The project will build on best practices of existingICT platforms in other programs, and those of past projects such as KALRO, WKCDD & FMP,KAPAP and others, with a focus on strengthening capacity and empowering CIGs and VMGs.Existing ICT platforms will be leveraged and by incorporating the best practices enhance: (a)participatory processes; (b) interpersonal and interactive communication; (c) execution oftransactions; (d) project Management, and effectiveness of project implementation. The ICT willprovide a platform against which the M& E systems as well as the MIS will be anchored to supportproject implementation.

260. A U-Report type Short Message Services (SMS) or Interactive Voice Response (IVR) – based onICT application will be used to receive direct feedback from farmers on services provided. U-

of the project activities. The CTAC will undertake quarterly visits to their beneficiary communitiesand submit reports to the CPCU for onward submission to the NPCU. The NPCU and NTAC willundertake bi-annual M&E visits as well as impromptu visits where found necessary to backstop andsupervise the CPCU and SPs.

Review Missions

252. Regular support missions will be organized on biannual basis to enhance effectiveimplementation and achievement of project outputs and outcomes. The mission reports (aidememoires) shall advice the stakeholders (implementers and beneficiaries) on strengths andweaknesses in project implementation.

253. Review missions will assess progress against the results framework from an independent point ofview. They will provide information on the relevance, effectiveness, efficiency and sustainabilityof the project approaches, strategies and organizational set-up and institutional arrangements.They will also assess the effective complementarity of different project components in contributingto the outcomes. The review missions are expected to make recommendations and adjustments forthe remaining project period.

Mid-Term Review

254. Mid-Term Review (MTR) will be carried out to evaluate the progress of project towards delivery of its PDO within the half term project lifetime left. It will cover both technical aspects andfiduciary aspects. It will provide stakeholders with an opportunity to give valuable feedback forpractical refinement of the project and therefore improve project performance to achieve its targetobjectives (the PDO). The MTR will be carried out as a joint venture between the Bank andGoK whose output will inform on project implementation corrective measures and projectrestructuring where deemed necessary.

Case Studies

255. The project will undertake in-depth analysis of selected project activities to document observedtrends, patterns, policy and institutional implications as well as impacts. These will explainunderlying factors to the observed results as well as operational challenges as they unfold in thecourse of project implementation. The types of case studies will be identified by the respectivespecialist teams at national level in collaboration with counties. The studies will be undertakenbased on demand to enhance the implementation process and realization of results.

End of Project Impact Evaluation

256. A final impact evaluation will be conducted to determine the project’s relevance and fulfillmentof objectives, development efficiency, effectiveness, impact, sustainability and lessons. Impacts at

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Report is a social messaging tool allowing anyone from any community to respond to polls, reportissues, and work as positive agents of change on behalf of people in their community. This platformwill also be used as a complaints and grievance handling mechanism. Development of the described ICT system will be done by a consultant who will also be expected to build the capacity of the twolevels of project coordination units on its use and maintenance.

M&E Plan

261. The M&E plan is a document consisting of a schedule of activities to achieve the pre- establishedM&E agenda for the project implementation, monitoring and evaluation. The plan will also serve asa reference point against which a measure of the effectiveness and functionality of the M&E systemis pegged. NPCU and CPCU in consultation with the relevant stakeholders will develop a detailedM&E plan within the first three months of project implementation. The plan will provideinformation on performance monitoring and evaluation, data collection, reporting, documentationand dissemination methods. It will provide details on how the M&E manual will be operationalized.

M&E Manual

262. The M&E Manual is aimed at explaining the procedure for monitoring implementation activities of the four components of the project to enhance achievement of the targets. It will focus on thefollowing:

i) Stakeholders involvement in addressing their concerns and dissemination of relevantinformation that they need

ii) Flexibility in measuring the indicators to ensure that unforeseen circumstances and project risks are mitigated against to enhance project implementation progress and impact as per the needs of the different stakeholders

iii) Data for different indicators is collected, analyzed and reporting done on timely

iv) basis, it will also be stored, managed and turned into learning products

v) Provision of guidelines on how to carry out the various M&E activities

Capacity Development for M&E

263. This will be undertaken during the early stages of project implementation. Support will be providedfor capacity building at the two main levels; national and County level to assess training needs andimpart skills to project staff. The latter will be trained on the skills for data collection, handlingand analysis as well as disaggregating data by gender and other socio-economic categories ofbeneficiaries. The beneficiaries will also be capacity built on their role in data collection, the use


of data collection tools and reporting on all matters related to the project. Other M&E capacitybuilding activities will include annual planning for M&E activities, M&E review workshopsfor internal checks and assessment of the various M&E processes. Additionally, capacity buildingwill be done to stakeholders on the use of the MIS and the ICT platform (which will be used inhandling both the M&E and MIS products). The linkage between the three systems (M&E, MIS,and ICT platform) will be made easily understood by the users (M&E officers, NPCU and CPCU),clients of the system and the other project stakeholders (both government and non-governmentproject implementing agencies).

Reporting

264. Reports will provide critical feedbacks and updates on project implementation and publicrelations on quarterly, bi-annually and annually. The reports will be tailored for consumption byinternal project staff or external stakeholders and will be particularly useful in communicatingchallenges and lessons learnt during implementation, value chain development progress, fundsutilization, and social/gender expectations. Some of the issues that the reports will cover are keyachievements, and environmental issues and complaints’ handling. A social inclusive perspectiveshall be used in the reports in order to bring out issues of gender and VMGs. The table belowindicates the project reporting timelines;

Table 14: Reporting and Feedback Timelines

Type of report By who Time of reporting Feedback

Monthly reports CPCU 10th of the succeedingmonth

15th of the succeedingmonth

Quarterly reports(Counties) CPCU 20th of the succeeding

monthAfter 10 days from thedate of submission

Biannual report/annualreport (Counties) CPCU 30th July and January 15th of August and

February

Quarterly reports(National) NPCU 30th of the succeeding

month

Biannual report/annualreport (National) NPCU 15th August and February

Flow of Information

265. The flow of information from the national level to grassroots will involve diverse channelsranging from workshops, seminars, letters, internal memos and appraisals. Communication

Report is a social messaging tool allowing anyone from any community to respond to polls, reportissues, and work as positive agents of change on behalf of people in their community. This platformwill also be used as a complaints and grievance handling mechanism. Development of the described ICT system will be done by a consultant who will also be expected to build the capacity of the twolevels of project coordination units on its use and maintenance.

M&E Plan

261. The M&E plan is a document consisting of a schedule of activities to achieve the pre- establishedM&E agenda for the project implementation, monitoring and evaluation. The plan will also serve asa reference point against which a measure of the effectiveness and functionality of the M&E systemis pegged. NPCU and CPCU in consultation with the relevant stakeholders will develop a detailedM&E plan within the first three months of project implementation. The plan will provideinformation on performance monitoring and evaluation, data collection, reporting, documentationand dissemination methods. It will provide details on how the M&E manual will be operationalized.

M&E Manual

262. The M&E Manual is aimed at explaining the procedure for monitoring implementation activities of the four components of the project to enhance achievement of the targets. It will focus on thefollowing:

i) Stakeholders involvement in addressing their concerns and dissemination of relevantinformation that they need

ii) Flexibility in measuring the indicators to ensure that unforeseen circumstances and project risks are mitigated against to enhance project implementation progress and impact as per the needs of the different stakeholders

iii) Data for different indicators is collected, analyzed and reporting done on timely

iv) basis, it will also be stored, managed and turned into learning products

v) Provision of guidelines on how to carry out the various M&E activities

Capacity Development for M&E

263. This will be undertaken during the early stages of project implementation. Support will be providedfor capacity building at the two main levels; national and County level to assess training needs andimpart skills to project staff. The latter will be trained on the skills for data collection, handlingand analysis as well as disaggregating data by gender and other socio-economic categories ofbeneficiaries. The beneficiaries will also be capacity built on their role in data collection, the use


from grass root implementers to the national level will mainly be done through reports and lettersdepending on the subject being communicated.The community level reports that will be generatedand submitted to the CPCU on a monthly basis will include: (i) Financial reports, (ii) Procurementreports and (iii) Project implementation/ technical reports

266. Details and formats of these and other reports to be submitted to the CPCU by the communityare outlined in Matching Grant Manual (MGM). The manual specifies the records to bemaintained and also provides guidance on documentation of the relevant social accountabilitymechanisms necessary for proper community engagement. The reporting formats are be annexedin the CGM.

267. At the county level the County Project Coordinator will generate the following reports and submitthem to the NPCU at the frequencies indicated.

i) Quarterly SOE review reportii) Annual SOE review reportiii) Quarterly Monitoring and Evaluation reportsiv) Monthly and Annual M&E reportv) Quarterly Audit review reportvi) Quarterly Progress Reportsvii) Monthly Procurement Reportsviii) Activity based reports

268. At the national level, the NPCU under the leadership of the National Project Coordinator shallgenerate and file the following reports for accountability purposes and tracking of projectimplementation:i) Quarterly M&E Reportsii) Quarterly SOEiii) Annual SOEiv) Quarterly Progress Reportsv) Annual Progress Reportsvi) The reports generated by the NPCU will be submitted to the PS MOALF&C and copied to

the World Bank simultaneously.



ANNEXES

ANNEX 1A: COMPOSITION AND TERMS OF REFERENCE FOR NATIONAL PROJECT STEERING COMMITTEE

National Project Steering Committee: The NPSC will be constituted by the Cabinet Secretary, MOALF&C through formal invitation of members to participate within 3 months after approval of Project. The process of constituting this committee will be initiated by the National Project Coordinator and will involve preparation of a briefing note to the CS, MOALF&C through the PS, SDCD covering proposed membership of the committee, its functions and proposed dates for inaugural meeting. Members of the PSC will be provided with necessary documents of the project including (but not limited to) the Project Appraisal Document (PAD) and the Financing Agreement.

The NPSC will include two Governors representing the participating Counties. They will be nominatedby the CoG on a two-year rotational basis in a manner that ensures that there is representation ofNEDI, ASAL and Non-ASAL counties. The governors will be nominated through the Chair of the CoGAgriculture Committee

Composition of the committee

i) Cabinet Secretary, Ministry of Agriculture, Livestock Fisheries& Irrigation - Chair;ii) Chairperson, Agriculture Committee, Council of Governors - co-Chair;iii) Principal Secretary, the National Treasury;iv) Principal Secretary, State Department for Agriculture;v) Principal Secretary, State Department for Livestock;vi) Principal Secretary, State Department for Fisheries and the Blue Economy;vii) Principal Secretary, State Department of Environment, MoENR;viii) Principal Secretary, State Department for Irrigation,ix) Principal Secretary, State Department for Cooperatives; MoITC;x) Governor, representing NEDI counties;xi) Governor, representing other (non-NEDI) counties;xii) Coordinator, Intergovernmental Secretariat for Agricultural Sector;xiii) Chief Executive Officer, Kenya National Farmers Federation (KENAFF);xiv) Chief Executive Officer, Kenya Private Sector Alliance (KEPSA).

Terms of Reference

The NPSC is the supreme body of KCSAP and is responsible for the overall oversight and policy guidanceof the project to ensure that it operates within the principles and framework of Vision 2030, theAgricultural Sector development Strategy (ASDS) and the Financing Agreement for the project signed

from grass root implementers to the national level will mainly be done through reports and lettersdepending on the subject being communicated.The community level reports that will be generatedand submitted to the CPCU on a monthly basis will include: (i) Financial reports, (ii) Procurementreports and (iii) Project implementation/ technical reports

266. Details and formats of these and other reports to be submitted to the CPCU by the communityare outlined in Matching Grant Manual (MGM). The manual specifies the records to bemaintained and also provides guidance on documentation of the relevant social accountabilitymechanisms necessary for proper community engagement. The reporting formats are be annexedin the CGM.

267. At the county level the County Project Coordinator will generate the following reports and submitthem to the NPCU at the frequencies indicated.

i) Quarterly SOE review reportii) Annual SOE review reportiii) Quarterly Monitoring and Evaluation reportsiv) Monthly and Annual M&E reportv) Quarterly Audit review reportvi) Quarterly Progress Reportsvii) Monthly Procurement Reportsviii) Activity based reports

268. At the national level, the NPCU under the leadership of the National Project Coordinator shallgenerate and file the following reports for accountability purposes and tracking of projectimplementation:i) Quarterly M&E Reportsii) Quarterly SOEiii) Annual SOEiv) Quarterly Progress Reportsv) Annual Progress Reportsvi) The reports generated by the NPCU will be submitted to the PS MoALF and copied to the

World Bank simultaneously.

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between the Government of Kenya and the World Bank. The committee will take overall responsibilityfor ensuring that the project remains within the project development objective and that project resourcesare utilized efficiently and effectively to achieve agreed targets.

Specific Terms of Reference for the Committee

i) Review and approval of membership and terms of reference for the NTAC and any other sub-committees of the NPSC;

ii) Review and approval of the project annual work plans and budgets based on recommendationsof the NTAC;

iii) Review and approval of project semi-annual and annual progress and financial reports;iv) Consideration and approval of recommendations for replacement of participating counties in

the event this need arises;v) Co-ordination between all institutions and stakeholder groups involved in implementation of

the project;vi) Review and approval of any changes in project policies and procedures governing

implementation of the project based on recommendations of the NTAC; and;vii) Consideration and guidance on any other matters related to the project that may be brought to

the Committee by the NPCU or any member for deliberations.

Policies and Procedures: The NPSC will operate in accordance with policies and procedures laid out inthis Project Implementation Manual. These include the following:

(i) Committee constitution: The NPSC will be constituted by the Cabinet Secretary, MOALF&C through formal written invitations to members. The Committee will stand constituted once at least, half of members of the Committee formally write back accepting membership (and an inaugural meeting is held to brief the Committee on its mandate).

(ii) Chairing of the committee: The NPSC will be co-chaired on a rotational basis by theCS, MOALF&C and the Chairperson of the Agriculture Committee of the Council of Governors;

(iii) Quorum for meetings: The quorum for NPCU meetings shall be at leasthalf (7) of members.

(iv) Frequency of meetings: The NPSC shall meet 2 times per financial year (1st July – 30th

June). Special purpose meetings of the full Committee (or sub-committees thereof) mayhowever be called from time to time to deliberate on matters that may require urgentattention.

(v) Representation of members in committee meetings: To maintain institutional memory and


continuity, members of the committee will, to the extent possible, personally participatein committee meetings or have only one alternate member from their respectiveinstitutions. Nominated alternate members shall be senior officers of at least Director-level.

(vi) Convening of meetings: Committee meetings shall be convened by the CS, MOALF&C,giving members an advance notice of at least 10 calendar days to the day of the meeting.

(vii) Documents to be considered by the Committee: All documents to be considered by theCommittee, including Minutes of the previous committee meeting, shall be circulated tomembers at least 5 calendar days before the day of the meeting.

between the Government of Kenya and the World Bank. The committee will take overall responsibilityfor ensuring that the project remains within the project development objective and that project resourcesare utilized efficiently and effectively to achieve agreed targets.

Specific Terms of Reference for the Committee

i) Review and approval of membership and terms of reference for the NTAC and any other sub-committees of the NPSC;

ii) Review and approval of the project annual work plans and budgets based on recommendationsof the NTAC;

iii) Review and approval of project semi-annual and annual progress and financial reports;iv) Consideration and approval of recommendations for replacement of participating counties in

the event this need arises;v) Co-ordination between all institutions and stakeholder groups involved in implementation of

the project;vi) Review and approval of any changes in project policies and procedures governing

implementation of the project based on recommendations of the NTAC; and;vii) Consideration and guidance on any other matters related to the project that may be brought to

the Committee by the NPCU or any member for deliberations.

Policies and Procedures: The NPSC will operate in accordance with policies and procedures laid out inthis Project Implementation Manual. These include the following:

(i) Committee constitution: The NPSC will be constituted by the Cabinet Secretary,MoALF&I through formal written invitations to members. The Committee will standconstituted once at least, half of members of the Committee formally write backaccepting membership (and an inaugural meeting is held to brief the Committee on itsmandate).

(ii) Chairing of the committee: The NPSC will be co-chaired on a rotational basis by theCS, MoALF and the Chairperson of the Agriculture Committee of the Council ofGovernors;

(iii) Quorum for meetings: The quorum for NPCU meetings shall be at leasthalf (7) of members.

(iv) Frequency of meetings: The NPSC shall meet 2 times per financial year (1st July – 30th

June). Special purpose meetings of the full Committee (or sub-committees thereof) mayhowever be called from time to time to deliberate on matters that may require urgentattention.

(v) Representation of members in committee meetings: To maintain institutional memory and


ANNEX 1B: COMPOSITION AND TERMS OF REFERENCE FORNATIONAL TECHNICALADVISORY COMMITTEE

National Technical Advisory Committee: NTAC will be responsible for providing technical supporttooverallprojectimplementation;andapproving thenationalandcounty level investment and CSA researchproposals. The number of members of NTAC attending each meeting will depend on the agenda ortechnical advice sought by the National Project Coordination Unit (NPCU).

Composition of the Committee

i) Agriculture Secretary, State Department of Agriculture, MOALF&C - Chair;ii) Chairperson, Counties’ Agriculture Caucus (formed by CECs of Agriculture – co-

Chairiii) Secretary, Counties’Agriculture Caucus (formed by CECs of Agriculture);iv) Chairperson, Intergovernmental Technical Working Group (ITWG) for Projectsv) Director of Livestock, SDL/MOALF&C;vi) Director of Fisheries, SDFBE/MOALF&C;vii) Director of Environment, State Department for Environment/MoENR;viii) Director of Irrigation, State Department for Irrigation MoALF&I;ix) Commissioner for Cooperatives;x) Director General, KALRO;xi) Director, KMD;xii) Director, KEMFRIxiii) Director General, NEMAxiv) Chief Executive, Kenya Association of Manufacturers (KAM);xv) Chief Executive, Seed Traders Association of Kenya (STAK);

Specific Terms of Referencea. Carry out detailed review of project annual work plans and budgets, and make

recommendations to the NPSC for approval;

a. Monitoring of the implementation progress through review and approval of quarterly progressand financial reports, and participation of periodic project implementation support missions

b. Reviewing and approve proposals from counties for county level CSA sub projects proposals

c. Review and approve National levels CSA research proposals

d. Review and approve county request for recruitment of CPCU staff for position which countiesare an able to fill through deployment as described in the project implementation manual

e. Review and make recommendation to the NPSC on any proposed policy changes on the project

f. Consider and provide technical guidance on technical matters which may be referred to thecommittee by the NPCU or NPSC for advice



Committee Policies and Procedures

The NTAC will operate in accordance with policies and procedures laid out for the Committee in thisProject Implementation Manual. These include the following:

(i) Committee constitution: The NTAC will be constituted by the Permanent Secretary,MOALF&C through formal written invitations to members. The Committee will stand constituted once, at least, half of invited members formally write back accepting membership (and an inaugural meeting held to brief the Committee on its mandate?).

(ii) Chairing of the committee: The NTAC will be co-chaired on a rotational basis by theAgriculture Secretary, State Department of Agriculture, MOALF&C and the Chairperson of the Counties’ Agriculture Caucus formed by County Executive Committee members in charge of Agriculture;

(iii) Quorum for meetings: The number of members of NTAC attending each meeting willdepend on the agenda or technical advice sought by the NPCU. The quorum for Committeemeetings shall however always be at least 6 of members.

(iv) Frequency of meetings: The NTAC shall meet on a quarterly basis in accordance to acalendar to be established by the Committee during its inaugural meeting. Special purposemeetings of the full Committee or sub-committees may however be called from time to timeto deliberate on matters that may require urgent attention.

(v) Representation of members in committee meetings: To maintain institutional memory,members of the committee will, to the extent possible, personally participate in committeemeetings or have only one alternate member from their respective institutions.

(vi) Convening of meetings: Committee meetings shall be convened by the PS, SDCD/MOALF&C, giving members an advance notice of at least 10 calendar days before the day of the meeting.

(vii) Documents to be considered by Committee during meetings: All documents to beconsidered by the Committee, including Minutes of the previous committee meeting, shallbe circulated to members at least 5 calendar days before the day of the meeting.

The day-to-day coordination and management of the project will be carried out by a National Project Coordination Unit (NPCU) at national level and County Project Coordination Units (CPCUs) at county level for each of the 24 eligible counties. At national level, the NPCU will be established within the SDCD, MOALF&C and will comprise the following full-time staff: (i) National Project Coordinator – 1; (ii) Component Coordinators – 3; (iii) Project Accountant – 1; (iv) Assistant Accountants – 2; (v) Planning,

ANNEX 1B: COMPOSITION AND TERMS OF REFERENCE FORNATIONAL TECHNICALADVISORY COMMITTEE

National Technical Advisory Committee: NTAC will be responsible for providing technical supporttooverallprojectimplementation;andapproving thenationalandcounty level investment and CSA researchproposals. The number of members of NTAC attending each meeting will depend on the agenda ortechnical advice sought by the National Project Coordination Unit (NPCU).

Composition of the Committee

i) Agriculture Secretary, State Department of Agriculture, MoALF&I - Chair;ii) Chairperson, Counties’ Agriculture Caucus (formed by CECs of Agriculture – co-

Chairiii) Secretary, Counties’Agriculture Caucus (formed by CECs of Agriculture);iv) Chairperson, Intergovernmental Technical Working Group (ITWG) for Projectsv) Director of Livestock, SDL/MoALF&I;vi) Director of Fisheries, SDFBE/MoALF&I;vii) Director of Environment, State Department for Environment/MoENR;viii) Director of Irrigation, State Department for Irrigation MoALF&I;ix) Commissioner for Cooperatives;x) Director General, KALRO;xi) Director, KMD;xii) Director, KEMFRIxiii) Director General, NEMAxiv) Chief Executive, Kenya Association of Manufacturers (KAM);xv) Chief Executive, Seed Traders Association of Kenya (STAK);

Specific Terms of Referencea. Carry out detailed review of project annual work plans and budgets, and make

recommendations to the NPSC for approval;

a. Monitoring of the implementation progress through review and approval of quarterly progressand financial reports, and participation of periodic project implementation support missions

b. Reviewing and approve proposals from counties for county level CSA sub projects proposals

c. Review and approve National levels CSA research proposals

d. Review and approve county request for recruitment of CPCU staff for position which countiesare an able to fill through deployment as described in the project implementation manual

e. Review and make recommendation to the NPSC on any proposed policy changes on the project

f. Consider and provide technical guidance on technical matters which may be referred to thecommittee by the NPCU or NPSC for advice

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Monitoring and Evaluation Coordinator – 1; (vi) Assistant M&E officers – 2; (vii) Procurement Officer –1; (vii) Procurement Assistant - 1 (ix) Internal Auditor - 1; (x) Human Resource and Administration Officer - 1; (xi) Education and Communications Officer – 1; (xii) ICT Officer – 1; (xii) Environmental and Social Safeguards Compliance Officer – 1; ( (xiii) Inter-Governmental Relations Officer (xiv) Meteorological Officer -1 (xv) Agricultural Insurance Officer -1 (xvi) Gender & Social Development Officer – 1 (xvii) Inter-Governmental Relations Officer (xviii) – 1 (xiv) Drivers - 9.

At county level, the CPCU will be established within the MOALF&C and will comprise the following full-time staff : (i) County Project Coordinator – 1 (ii) County Accountant -1 (iii) Agricultural Statistics Officer -1 (iv) County M&E Assistant -1 (v) County Procurement Assistant -1 (vi) County Internal Auditor – 1 (vii) Research Extension Liaison Officer -1 (viii) Drivers . Staff of the NPCU and CPCU will be deployed to the project from various government line ministries, departments and agencies or competitively recruited from the market in accordance with World Bank’s Guidelines for Selection and Employment of Consultants by World Bank Borrowers (dated January 2011).

The project will be implemented in 24 selected counties as indicated in the Project Appraisal Document.


ANNEX 1C. COMPOSITION AND TERMS OF REFERENCE FORNATIONAL PROJECT COORDINATION UNIT

1. National Project Coordinator

Reporting to the Principal Secretary (PS), State Department for Crop Development (SDCD), or a senior official designated by the PS on his/her behalf, the NPC will be the head of the NPCU and shall be responsible for the overall coordination and management of KCSAP activities, including provision of strategic guidance on the day-to-day implementation of activities in accordance with the stipulated World Bank’s guidelines stipulated in the Financing Agreement (FA) and GoK’s fiduciary requirements. He/she will be the Secretary to the National Project Steering Committee (NPSC) chaired by the Cabinet Secretary, MOALF&C as well as the National Technical Advisory Committee (NTAC) chaired by the PS, SDCD.

Responsibilities:a. Provide effective leadership to the NPCU;

g. Coordinate and facilitate the signing of Participation Agreements (PAs) between the MOALF&C and Governors of the 24 participating countiesand subsequent implementation of KCSAP in the respective County Governments in line with the PAs;

h. Oversee and facilitate the capacity building program for participating County Governmentsby the national implementing agencies;

i. Act as a liaison between the MOALF&C and the World Bank task team leader and facilitate communication with the National Treasury (NT), Council of Governors (CoG), participating County Governments; and other project executing agencies;

j. Lead the preparation of project Annual Work Plan and Budgets (AWPBs) and associatedProcurement Plans for the project;

k. Ensure effective utilization of the project funds and other resources in accordance to the AWPBand Procurement Plan through supervision and regular monitoring of project activities. Thiswill include supervision of staff of the NPCU (including conducting annual performancereviews) and in collaboration with the County Project Steering Committee (CPSC) overseethe activities of the County Project Coordination Units (CPCUs) staff;

l. Ensure that progress, audit and other reports are produced and submitted to the appropriateparties on a timely basis;

m. Ensure compliance of the project to all laid downWorld Bank/GoK guidelines including fiduciary(procurement and financial management), environmental and social safeguards (environmentalassessment, natural habitat, pest management, resettlement policy, and indigenous peoples);

n. Ensure the timely dissemination of project experience and results to relevant stakeholders withinthe learning community;

o. Ensure adequate liaison, synergies and networking with other agencies either working in the

Monitoring and Evaluation Coordinator – 1; (vi) Assistant M&E officers – 2; (vii) Procurement Officer –1; (vii) Procurement Assistant - 1 (ix) Internal Auditor - 1; (x) Human Resource and AdministrationOfficer - 1; (xi) Education and Communications Officer – 1; (xii) ICT Officer – 1; (xii) Environmentaland Social Safeguards Compliance Officer – 1; ( (xiii) Inter-Governmental Relations Officer (xiv)Meteorological Officer -1 (xv) Agricultural Insurance Officer -1 (xvi) Gender & Social DevelopmentOfficer – 1 (xvii) Inter-Governmental Relations Officer (xviii) – 1 (xiv) Drivers - 9.

At county level, the CPCU will be established within the MoALF&I and will comprise the following full-time staff : (i) County Project Coordinator – 1 (ii) County Accountant -1 (iii) Agricultural Statistics Officer-1 (iv) County M&E Assistant -1 (v) County Procurement Assistant -1 (vi) County Internal Auditor – 1(vii) Research Extension Liaison Officer -1 (viii) Drivers . Staff of the NPCU and CPCU will be deployedto the project from various government line ministries, departments and agencies or competitivelyrecruited from the market in accordance with World Bank’s Guidelines for Selection and Employment ofConsultants by World Bank Borrowers (dated January 2011).

The project will be implemented in 24 selected counties as indicated in the Project Appraisal Document.


project area or potentially concerned with project activities. This will include synergy with the relevant ministries (MOALF&C, MoENR, MoIED, MoW,) national and international agricultural research institutes (KALRO, CGIAR Centers), STAK, NGOs, donors, and other relevant stakeholders as well as other World Bank-funded projects, including the National Capacity Building Framework (NCBF), Program-for-Result Project, the National Agricultural and Rural Inclusive Growth Project (NARIGP), the Kenya Rural Roads Project (KRRP), the Kenya Youth Employment Project (KYEP), and the Regional Pastoral Livelihood Resilience Project (RPLRP).

p. Ensure that an effective communication channel with all 24 participating counties,stakeholders and other donors is established;

q. Represent the project at relevant functions and meetings;

r. Implement the decisions of the NPSC and NTAC;

s. Undertake project completion and financing closing activities when due; and

t. Promote teamwork between the various development actors associated with the KCSA Projectand help to resolve issues that cannot be resolved at the county level;

u. Monitor Project impacts and lessons learned as well as budgetary trends;

v. Perform any other duties relevant to the project as may be assigned by the PS or his designatedrepresentative.

Qualification and Experience:This is a senior management position requiring a results-oriented professional committed to bottom-up, community-driven approaches for empowering communities to realize their development goals,and strong collaboration with research institutions. The right candidate will be a good team player with thefollowing qualifications:

a. Master’s Degree or higher in Agricultural sciences, Agro-meteorology, Environmental studiesor any other related field;

b. 5 years hand on experience in managing donor funded, multi-sectoral and communitydevelopment of Agriculture and rural development projects in Kenya or other similar countries.He/she should have experience of dealing with different stakeholders including different levelsof governments, national and international research institutions, development partners, civilsociety and communities. Solid knowledge of Participatory Integrated Community Development(PICD) process will be an added advantage;

c. Good understanding of national agricultural policies, strategies and regulatory framework forthe various inputs and commodities in Kenya;

d. Clear understanding of World Bank and GoK finance and procurement procedures, activity-based work and budget planning. Knowledge and experience in social accountability is also key;

e. Proven capacity for relevant intellectual and operational leadership in development work,particularly for community-based development;

f. Ready for flexible working hours and extensive work load as well as frequent domestic travel to



support the CPCUs embedded in the county governments;

g. Strong computer and communications skills (oral, written, presentation) with proficient workingknowledge of MS Office, MS Project and other relevant software for technical analysis andreporting;

h. Strong interpersonal skills with evidence of ability to productively interact with a wide rangeand levels of organizations (Government, private sector, NGOs, and research institutions);

i. Fluency in written and oral English and Kiswahili.

2. Finance Officer/ Project AccountantReporting to the National Project Coordinator, the Financer Officer/ Project Accountant will beresponsible for managing project finances in accordance with the requirements of the FinancingAgreement and related documents (Project Appraisal Document and Project Implementation Manual)including verifying the availability of funds against the approved plans and budgets and all expenditurerequests before payments are made. S/he provides leadership to the Project Finance Team and is a memberof the management team of the NPCU, providing support to the NPC in overall coordination andmanagement of the project.

ResponsibilitiesThe roles and responsibilities of the Finance Officer/ Project Accountant include but are notlimited to:-

1) Develop and put into operation the project financial and procurement system;

2) Process accurately and promptly all accounting transactions including project payments forplanned activities, operating expenses, travel, consultant /vendor payments and other officerunning expenses;

3) Prepare timely periodic statement of expenditure (SOE) reports and fund replenishment(Withdrawal Application) requests, carefully checking and inspecting all supportingdocuments;

4) Prepare, implement and review the funding of budgeted and actual annual cash flows andensure adequate follow up on matters needing clarification;

5) In collaboration with the counties project accountants and implementing project teams,prepare quarterly and annual financial reports in agreed formats agreed in line with theFinancial Management Manual;

6) Maintain accounts reconciled at any given point in the Project and avail them includingsupporting documentation for auditing;

7) Support the NPCU and CPCUs in the facilitation of external financial audits e.g.KENAO, IAD or the World Bank;

project area or potentially concerned with project activities. This will include synergy with therelevant ministries (MoALF&I, MoENR, MoIED, MoW,) national and international agriculturalresearch institutes (KALRO, CGIAR Centers), STAK, NGOs, donors, and other relevantstakeholders as well as other World Bank-funded projects, including the National CapacityBuilding Framework (NCBF), Program-for-Result Project, the National Agricultural andRural Inclusive Growth Project (NARIGP), the Kenya Rural Roads Project (KRRP), the KenyaYouth Employment Project (KYEP), and the Regional Pastoral Livelihood Resilience Project(RPLRP).

p. Ensure that an effective communication channel with all 24 participating counties,stakeholders and other donors is established;

q. Represent the project at relevant functions and meetings;

r. Implement the decisions of the NPSC and NTAC;

s. Undertake project completion and financing closing activities when due; and

t. Promote teamwork between the various development actors associated with the KCSA Project and help to resolve issues that cannot be resolved at the county level;

u. Monitor Project impacts and lessons learned as well as budgetary trends;

v. Perform any other duties relevant to the project as may be assigned by the PS or his designatedrepresentative.

Qualification and Experience:This is a senior management position requiring a results-oriented professional committed to bottom-up, community-driven approaches for empowering communities to realize their development goals,and strong collaboration with research institutions. The right candidate will be a good team player with thefollowing qualifications:

a. Master’s Degree or higher in Agricultural sciences, Agro-meteorology, Environmental studiesor any other related field;

b. 5 years hand on experience in managing donor funded, multi-sectoral and communitydevelopment of Agriculture and rural development projects in Kenya or other similar countries.He/she should have experience of dealing with different stakeholders including different levelsof governments, national and international research institutions, development partners, civilsociety and communities. Solid knowledge of Participatory Integrated Community Development(PICD) process will be an added advantage;


d. Clear understanding of World Bank and GoK finance and procurement procedures, activity-based work and budget planning. Knowledge and experience in social accountability is also key;

e. Proven capacity for relevant intellectual and operational leadership in development work,particularly for community-based development;

f. Ready for flexible working hours and extensive work load as well as frequent domestic travel to

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8) In consultation with the Head of the Accounting unit at the Ministry and the NPC, oversee theproper maintenance of the project finance and accounts system in accordance with the PFMand financial regulations and procedures of the National Treasury and World Bank;

9) Contribute in the planning and preparation of annual budget and work plans as well asmonitoring of the budgeted expenses;

10) Ensure that project annual work plans are budgeted and included in MoALF overall budgetbefore submission to the National Treasury;

11) Ensure government internal control procedures are adhered to;

12) Support county project accountants in all the 24 participating counties; and

13) Perform other duties as may be assigned by the NPC.

Qualifications and ExperienceThis is a senior management position requiring a strong financial management professional ofunquestionable integrity. The right candidate will be a team player with the following qualifications:

a. Bachelor’s degree in Accounting, Finance, Business Administration or Economics or relatedfield from a recognized university plus professional accounting qualification (CPA-K);

b. 5 years working experience in Accounting and Finance, 3 of which in senior managementposition;

c. Familiarity with financial management/accounting in a government ministry/department anddonor-funded projects. Familiarity with the World Bank Accounting Guidelines will be an addedadvantage;

d. Knowledge of computerized accounting systems;

e. Good working knowledge of accounting, financial control, banking, procurement and personnelpolicies and procedures;

f. Strong computer and communications skills (oral, written, presentation) with proficient working knowledge of MS Office, MS Project, Accounting and other relevant software for technicalanalysis and reporting;

g. High level of personal and professional integrity with strong analytical skills and ability tofunction well in a multi-cultural and inter-disciplinary environment;

h. Strong interpersonal skills with evidence of ability to productively interact with a wide rangeand levels of organizations (Government, private sector, NGOs, and community organizations);

i. Ready for flexible working hours and extensive work load as well as frequent domestic travel tosupport the CPCUs embedded in the county governments; and

j. Fluency in written and oral English and Kiswahili.


3. ProcurementOfficer

Reporting to the National Project Coordinator, the Procurement Officer will be a member of the NPCUfinance team responsible for overseeing the preparation and execution of the project procurement plans toeffectively support project operations, ensuring strict adherence to World Bank and GoK procurementguidelines.

Responsibilitiesa. Finalization of the project Procurement Manual and subsequent training of other procurement

staff and technical officers at national and county levels on the application of M&E guidelinesof the project;

b. Guidance and capacity building of participating counties, partner institutions and communitiesauthorized procurement policies and procedures;

c. Coordination of procurement of project works, goods and services at national level and guidanceto decentralized procurement at county and partner instructions level as appropriate;

d. Ensuring proper use and conservation of project assets;

e. Preparation of annual project procurement plans in collaboration with other members of theNPCU, participating counties and implementing partners, and submitting same for approval bythe NPSC and World Bank along with the AWPB;

f. Ensuring the preparation and advertisement of TORs, tender and contract documents for specificprocurements according to GOK and World Bank guidelines;

g. Participation in relevant tender committee meetings at the Lead Agency and assisting with thepreparation of committee reports;

h. Review and advise on tender evaluation reports prepared by the Counties and otherimplementing agencies and making necessary follow-up;

i. Maintaining high quality procurement files and contract registers for review by supervisionmissions and auditors;

j. Preparation of regular financial and procurement progress reports;

k. Undertake any other duty assigned by the NPC.

Qualification and Experiencea. Bachelor’s degree in Commerce, Economics, Supply Chain Management, Purchasing and

Supplies Management, Accounting or any other related field from a recognized university plusprofessional qualification in Procurement/Supplies Management. A post graduate qualificationwill be an added advantage;

b. 5 years’ experience with procurement of civil works, goods and services for GOK/donor fundedprojects;

c. Experience in preparing tender and contract documents for national and internationalcompetitive bidding will be an added advantage;

8) In consultation with the Head of the Accounting unit at the Ministry and the NPC, oversee theproper maintenance of the project finance and accounts system in accordance with the PFMand financial regulations and procedures of the National Treasury and World Bank;

9) Contribute in the planning and preparation of annual budget and work plans as well asmonitoring of the budgeted expenses;

10) Ensure that project annual work plans are budgeted and included in MoALF overall budgetbefore submission to the National Treasury;

11) Ensure government internal control procedures are adhered to;

12) Support county project accountants in all the 24 participating counties; and

13) Perform other duties as may be assigned by the NPC.

Qualifications and ExperienceThis is a senior management position requiring a strong financial management professional ofunquestionable integrity. The right candidate will be a team player with the following qualifications:

a. Bachelor’s degree in Accounting, Finance, Business Administration or Economics or relatedfield from a recognized university plus professional accounting qualification (CPA-K);

b. 5 years working experience in Accounting and Finance, 3 of which in senior managementposition;

c. Familiarity with financial management/accounting in a government ministry/department anddonor-funded projects. Familiarity with the World Bank Accounting Guidelines will be an addedadvantage;

d. Knowledge of computerized accounting systems;

e. Good working knowledge of accounting, financial control, banking, procurement and personnelpolicies and procedures;

f. Strong computer and communications skills (oral, written, presentation) with proficient working knowledge of MS Office, MS Project, Accounting and other relevant software for technicalanalysis and reporting;

g. High level of personal and professional integrity with strong analytical skills and ability tofunction well in a multi-cultural and inter-disciplinary environment;

h. Strong interpersonal skills with evidence of ability to productively interact with a wide rangeand levels of organizations (Government, private sector, NGOs, and community organizations);

i. Ready for flexible working hours and extensive work load as well as frequent domestic travel tosupport the CPCUs embedded in the county governments; and

j. Fluency in written and oral English and Kiswahili.


d. Comprehensive knowledge of Public Procurement Regulations, as well as procurementguidelines the World Bank or other donors;

e. Strong computer and communications skills (oral, written, presentational);

f. Fluency in English and Kiswahili.

4. Assistant Procurement Officer

Reporting to the NPC, the Assistant Procurement Officer will assist the NPRO in executingprocurement in performing the following functions:

Responsibilitiesa. Assist in ensuring proper use and conservation of project assets;

b. Assists in ensuring the preparation and advertisement of TORs, tender and contract documentsfor specific procurements according to GOK and World Bank guidelines;

c. Assist in preparing for relevant tender committee meetings at the Lead Agency;

d. Assist in reviewing and advising on tender evaluation reports prepared by the Counties and otherimplementing agencies and making necessary follow-up;

e. Assist in maintaining high quality procurement files and contract registers for review bysupervision missions and auditors;

f. Assist in preparation of regular financial and procurement progress reports;

g. Undertake any other duty assigned by the NPC.

Qualification and Experiencea. Bachelor’s degree or equivalent in Commerce, Economics, Supply Chain Management,

Purchasing and Supplies Management, Public Administration, Law, Accounting or any otherrelated field from a recognized university plus professional qualification in Procurement/Supplies Management. A post graduate qualification will be an added advantage;



d. Comprehensive knowledge of Public Procurement Regulations, as well as procurementguidelines of the World Bank or other donors;

e. Strong computer and communications skills (oral, written, presentational); Fluency in Englishand Kiswahili

5. Monitoring and Evaluation Officer

Reporting to the NPC and working very closely with the three Component Coordinators, the M&EOfficer will coordinate the establishment and operation of an integrated project learning system for



KCSAP. The system will link five functions: learning and adaptation for continuous improvement ofperformance; learning-oriented M&E; internal (NPCU/CPCU) and external (stakeholders) communication; innovation and experimentation; and information management. He/she will providefeedback and advice to the NPC on the effectiveness of project implementation and steps needed to achieveanticipated project outputs and outcomes. He/she will be a member of the NPCU management team,supporting the NPC in overall management and coordination of the project.

Responsibilitiesa. Oversee the development and implementation of the KCSAP planning, monitoring and

evaluation system. This will include taking a lead in the preparation of the Project M&E Manualand subsequent training of NPCU and CPCU staff and other key stakeholders on itsimplementation;

b. Develop and implement processes and guidelines for systematic capture of knowledge, goodpractices and innovation, and the sharing and use of same to improve project implementation;

c. Take a lead in the planning and preparation of the Annual Work Plan and Budget for theproject, ensuring bottom-up planning by participating communities, counties, and partnerexecuting agencies before consolidation into an overall AWP&B for the project;

d. Coordinate inclusion of KCSAP AWPB into SDCD/MOALF&C annual budget at the national level and work with participating counties to ensure project activities are appropriately captured in respective CIDPs and annual county development plans;

e. Monitor the status and progress of project implementation at national and county level and takea lead in the timely preparation of quarterly and annual progress reports, appropriatelyconsolidated from individual reports prepared by participating counties and executing partneragencies;

f. Support advocacy efforts through providing evidence of project impact gathered through theM&E system;

g. Coordinate the development and implementation of capacity building programmes for NPCUstaff, the counties and implementing partners, including coaching and mentoring in areas ofplanning, monitoring and evaluation;

h. Coordinate surveys and case studies to establish baseline and assess achievements and outcomesof KCSAP activities, including Baseline, Mid-Term and Completion surveys;

i. Foster partnerships for broader knowledge-sharing and learning;

j. Organize and facilitate supervision missions; and

k. Undertake any other duties as may be assigned by the NPC from time to time.

Qualifications and Experience

This is a senior management position requiring a person with strong analytical stills and commitment toresults-based planning and management of projects. The right candidate will be a team player with thefollowing qualifications:

d. Comprehensive knowledge of Public Procurement Regulations, as well as procurementguidelines the World Bank or other donors;

e. Strong computer and communications skills (oral, written, presentational);

f. Fluency in English and Kiswahili.

4. Assistant Procurement Officer

Reporting to the NPC, the Assistant Procurement Officer will assist the NPRO in executingprocurement in performing the following functions:

Responsibilitiesa. Assist in ensuring proper use and conservation of project assets;

b. Assists in ensuring the preparation and advertisement of TORs, tender and contract documentsfor specific procurements according to GOK and World Bank guidelines;

c. Assist in preparing for relevant tender committee meetings at the Lead Agency;

d. Assist in reviewing and advising on tender evaluation reports prepared by the Counties and otherimplementing agencies and making necessary follow-up;

e. Assist in maintaining high quality procurement files and contract registers for review bysupervision missions and auditors;

f. Assist in preparation of regular financial and procurement progress reports;

g. Undertake any other duty assigned by the NPC.

Qualification and Experiencea. Bachelor’s degree or equivalent in Commerce, Economics, Supply Chain Management,

Purchasing and Supplies Management, Public Administration, Law, Accounting or any otherrelated field from a recognized university plus professional qualification inProcurement/Supplies Management. A post graduate qualification will be an added advantage;



d. Comprehensive knowledge of Public Procurement Regulations, as well as procurementguidelines of the World Bank or other donors;

e. Strong computer and communications skills (oral, written, presentational); Fluency in Englishand Kiswahili

5. Monitoring and Evaluation Officer

Reporting to the NPC and working very closely with the three Component Coordinators, the M&EOfficer will coordinate the establishment and operation of an integrated project learning system for

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a. A Master’s degree in Agricultural Economics, Agriculture, Environmental studies, Rural Development, Statistics, or other relevant field and with a basic degree in Agricultural or environmental studies from a recognized university. Specialized training in M&E of development projects will be an added advantage;

b. 5 years hands-on experience in planning, monitoring and evaluation of development programmes, 3 of which should be in senior management facilitating learning processes. Experience working with World Bank funded projects will be an added advantage;

c. Proficiency in the use of databases, modern information and communication technology (ICT) in development, and other computer applications;

d. Demonstrated skills in quantitative and qualitative analysis and data management;

e. Demonstrated experience in designing and implementing successful communication and knowledge management strategies for sustainable development, or in planning and implementing strategies at management level;

f. Ability to write reports depicting project interventions and results;

g. Strong computer and communications skills (oral, written, presentation);

h. Ready for flexible working hours and extensive work load as well as frequent domestic travel tosupport the CPCUs embedded in the county governments; and


6. Information and Communications Officer

Reporting to the NPC, the Information and Communications Officer will be a member of the knowledgemanagement team and will work closely with the M&E Officer. He/She will be responsible forplanning and execution of the project communications strategy for maintaining effective internal andexternal communications on the project for healthy internal relations among project staff and partners,and external relations key stakeholders (CoG, GoK, World Bank), beneficiaries, and other stakeholders.

Responsibilitiesa. Take a lead in preparation of project communications strategy and subsequent awareness creation

among project staff, counties, communities and other partner institutions for adherence;

b. Take a lead in preparation of Information, Education and Communication (IEC) materials,including branding, and awareness/sensitization materials;

c. Support and maintain internal and external communications with project collaborators,implementing agencies, service providers;

d. Provide quality control and assurance of project reports and other materials communicatingproject operations, guidelines and progress;

e. Assist in coordinating communication activities and events of the project and partners;

f. Assist in conducting awareness raising campaigns, events, information dissemination


workshops for target groups;

g. Participate in donor visits for showcasing project progress and achievements;

h. Oversee the design and editorial content of project website and intranet, ensuring that contentare regularly updated and promoted and that the websites remain relevant in consultation withthe M&E and ICT Officers;

i. Provide support and training in communication for KCSAP staff at national and county levels;

j. Draft press releases, statements, news summaries and ensure print and electronic media coveragefor Project events and regular or ad- hoc briefings, public information events and pressconferences;

k. Monitor international and regional media, and regularly update NPC of any media coveragerelevant to KCSAP work; and

l. Perform any other duties as may be assigned from time to time by the NPC.

Qualification and Experience:a. Master’s degree in Public Relations, Communication, extension education, Media,

Journalism and/ or equivalent and should have a basic degree in Agricultural studies.Possession of tertiary professional qualification in journalism will be an added advantage;

b. At least five (3) years of professional experience in public service;

c. Experience in copywriting and proofreading within a Public Relations, Journalism orCommunications role;

d. Demonstrate work experience in media relations and a track record in securing media coverage;

e. Good mastery of English and Swahili (both verbal and written).

7. Internal Auditor

Reporting directly to the NPC, the Internal Auditor will work closely with the project finance team atnational and county levels to ensure effective procurement and financial management of the project.

Responsibilitiesa. Monitor the project financial management, disbursement and procurement policies and

procedures and advise accordingly;

b. Determine internal audit scope and develop internal audit annual plans;

c. Coordinate the work of internal audit staff in participating counties and other executing agencies;

d. Obtain, analyze and evaluate accounting documentation, previous reports, data, flowcharts etc.;

e. Prepare and present reports that reflect audit results and document process;

f. Act as an objective source of independent advice to ensure validity, legality and goal achievement;

a. A Master’s degree in Agricultural Economics, Agriculture, Environmental studies, Rural Development, Statistics, or other relevant field and with a basic degree in Agricultural or environmental studies from a recognized university. Specialized training in M&E of development projects will be an added advantage;

b. 5 years hands-on experience in planning, monitoring and evaluation of development programmes, 3 of which should be in senior management facilitating learning processes. Experience working with World Bank funded projects will be an added advantage;

c. Proficiency in the use of databases, modern information and communication technology (ICT) in development, and other computer applications;

d. Demonstrated skills in quantitative and qualitative analysis and data management;

e. Demonstrated experience in designing and implementing successful communication and knowledge management strategies for sustainable development, or in planning and implementing strategies at management level;

f. Ability to write reports depicting project interventions and results;

g. Strong computer and communications skills (oral, written, presentation);

h. Ready for flexible working hours and extensive work load as well as frequent domestic travel tosupport the CPCUs embedded in the county governments; and


6. Information and Communications Officer

Reporting to the NPC, the Information and Communications Officer will be a member of the knowledgemanagement team and will work closely with the M&E Officer. He/She will be responsible forplanning and execution of the project communications strategy for maintaining effective internal andexternal communications on the project for healthy internal relations among project staff and partners,and external relations key stakeholders (CoG, GoK, World Bank), beneficiaries, and other stakeholders.

Responsibilitiesa. Take a lead in preparation of project communications strategy and subsequent awareness creation

among project staff, counties, communities and other partner institutions for adherence;

b. Take a lead in preparation of Information, Education and Communication (IEC) materials,including branding, and awareness/sensitization materials;

c. Support and maintain internal and external communications with project collaborators,implementing agencies, service providers;

d. Provide quality control and assurance of project reports and other materials communicatingproject operations, guidelines and progress;

e. Assist in coordinating communication activities and events of the project and partners;

f. Assist in conducting awareness raising campaigns, events, information dissemination


g. Identify loopholes and recommend risk aversion measures and cost savings;

h. Maintain open communication with management and audit committee;

i. Document process and prepare audit findings memorandum;

j. Conduct follow up audits to monitor management’s interventions;

k. Engage to continuous knowledge development regarding sector’s rules, regulations, bestpractices, tools, techniques and performance standards;

Qualification and Experiencea. Bachelor’s degree in Accounting or Finance, Business Administration or related field from a

recognized university;

b. Professional qualification in Accountancy (CPA II);

c. At least 5 years of auditing experience. Auditing work in public accounts or donor fundedprojects will be an added advantage;

d. Demonstratedcomputerskillswithgoodknowledgeof Accounting software applications;

e. Knowledge of auditing standards and procedures, laws, rules and regulations;

f. Excellent communication and report writing skills;

g. Excellent interpersonal skills and ability to relate well with a multiplicity of stakeholder; and

h. Fluency in English and Kiswahili.

8. Environmental and Social Safeguards Compliance Officer

Reporting to the NPC, the Environmental and Social Safeguards Compliance Officer will beresponsible for ensuring that all KCSAP activities are implemented in accordance to the Environmentaland Social Safeguard Frameworks laid out for the project.

Responsibilitiesa. Provide technical advice to project staff, participating counties and other implementing partners

on issues of environmental and social safeguards, natural resources management andenvironmental sustainability;

b. Develop p ublic education and awareness materials on environmental and social safeguards;

c. Coordinate capacity building activities on environmental and social safeguards at county level;

d. Review and update screening checklists, proposal formats and reporting systems in relation tosafeguards, natural resources and environment management where necessary to improve theproject implementation process in consultation with the relevant stakeholders;

e. Ensure compliance of project interventions with the requirements set out in the safeguarddocuments (ESMF, VMG, RPF) specific to KCSAP;



f. Prepare and submit quarterly and annual reports on environmental and social safeguards to theNPC in consultation with the implementing partners;

g. Undertake any other duties assigned by the NPC.

Qualification and Experiencea. At least a master’s degree in Agricultural, Environmental Studies or any other related course

from a recognized;

b. Accredited EIA expert;

c. 5 years’ experience working in a world bank or UN organization funded project;

d. Must have served as environmental and social safeguards compliance officer at national level;

e. Knowledge in multi-sectoral community or agricultural development projects or related field;

f. Have excellent analytical and administrative skills as well as solid writing and communicationabilities;

g. Demonstrated interpersonal skills and ability to work in a team environment;

h. Experience in managing world bank projects will be an added advantage; and

i. Fluency in English and Kiswahili.

9. Coordinator - Component 1: Up-scaling Climate Smart Agricultural Practices

The Component Coordinator will report to the National Project Coordinator and will be a memberof the management team of the NPCU.

Responsibilitiesa. Provide technical advice to the NPCU and CPCU on Up-scaling Climate Smart Agricultural

Practices;

b. Play an oversight role in the implementation of the Upscaling Climate Smart AgriculturalPractices and all extension policy related issues in the 24 project counties;

c. Collaborate with KALRO and other NARIs on the preparation and publication ofprioritized CSA TIMPs as extension materials for the 24 counties;

d. Give guidance to the County advisory service providers on the implementation of prioritizedTIMPs;

e. Assist in developing tools for monitoring extension activities and oversee monitoring andevaluation activities for CDD;

f. Take lead in planning and preparation of AWPBs for CDD activities at both national and countylevels;

g. Take a lead in the roll out of the Project Community Grants Manual and its subsequent implementation among participating counties and communities;

g. Identify loopholes and recommend risk aversion measures and cost savings;

h. Maintain open communication with management and audit committee;

i. Document process and prepare audit findings memorandum;

j. Conduct follow up audits to monitor management’s interventions;

k. Engage to continuous knowledge development regarding sector’s rules, regulations, bestpractices, tools, techniques and performance standards;

Qualification and Experiencea. Bachelor’s degree in Accounting or Finance, Business Administration or related field from a




d. Demonstratedcomputerskillswithgoodknowledgeof Accounting software applications;





8. Environmental and Social Safeguards Compliance Officer

Reporting to the NPC, the Environmental and Social Safeguards Compliance Officer will beresponsible for ensuring that all KCSAP activities are implemented in accordance to the Environmentaland Social Safeguard Frameworks laid out for the project.

Responsibilitiesa. Provide technical advice to project staff, participating counties and other implementing partners

on issues of environmental and social safeguards, natural resources management andenvironmental sustainability;

b. Develop p ublic education and awareness materials on environmental and social safeguards;

c. Coordinate capacity building activities on environmental and social safeguards at county level;

d. Review and update screening checklists, proposal formats and reporting systems in relation tosafeguards, natural resources and environment management where necessary to improve theproject implementation process in consultation with the relevant stakeholders;

e. Ensure compliance of project interventions with the requirements set out in the safeguarddocuments (ESMF, VMG, RPF) specific to KCSAP;

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h. Ensure adequate synergies and coordination of Component 1 activities with those inComponents 2 and 3 of the project, in collaboration with the NPSC/NTAC and CPSC/ CTAC;

i. Advise in the formation, training and operation of Service Providers (SPs) in the CDD activities;

j. Support the NPC in overall management and coordination of the project; and

k. Advise CPCUs on the development of contracts and MoUs for Project CDD activities;

l. Develop TORs for short term consultancies within CDD in consultation with relevantstakeholders;

m. Advise the NPCU and CPCUs in the identification, development and implementation ofcommunity micro projects;

n. Ensure timely prepare technical and any other relevant reports;

o. Support the NPC in overall management and coordination of the project; and

p. Perform any other duties assigned by the National Project Coordinator.

Qualification and Experience

This is a senior management position requiring a results-oriented professional committed to bottom-up, community-driven approaches for empowering communities to realize their development goals.The right candidate will be a good team player with the following qualifications:

a. At least a master’s degree in Agricultural, climate change, environmental sciences or any otherrelated field;

b. Al least 5 years hands-on experience in community-driven development (CDD) of Agriculture and rural development projects in Kenya or other similar countries. Solid knowledge ofParticipatory Integrated Community Development (PICD) process will be an added advantage;


d. Proven capacity for relevant intellectual and operational leadership in development work, particularly for community-based development;

e. Ready for flexible working hours and extensive work load as well as frequent domestic travel tosupport the CPCUs embedded in the county governments;

f. Strong computer and communications skills (oral, written, presentation) with proficient workingknowledge of MS Office, MS Project and other relevant software for technical analysis andreporting;

g. Strong interpersonal skills with evidence of ability to productively interact with a wide rangeand levels of organizations (Government, private sector, NGOs, and research institutions);

h. Fluency in written and oral English and Kiswahili.


10. Coordinator Component 2: Agricultural Research and Seed Systems

The Research Component Coordinator will report to the National Project Coordinator and will be amember of the management team of the NPCU.

Responsibilitiesa. Coordinate the prioritization and formulation of research agenda; and subsequently; the

development of collaborative research project proposals for support;

b. Coordinate the preparations of research work plans and budgets;

c. Assist NPCU the interpretation and application of the Project Implementation Manual (PIM)and the Research Grant Manual (RGM);

d. Coordinate the technical implementation of the project’s research activities;

e. Assist in coordination and undertaking of the monitoring and evaluation of the implementationstatus of the research activities;

f. Provide technical guidance to the research teams and collaborative research advisory body ondeveloping of CSA TIMPs;

g. Provide technical guidance to the seed sub-sector on building competitive and sustainable seedsystems;

h. Work closely with STAK and CBOs on enhancing private commercial seed sub-sector anddeveloping community-based seed production system;

i. Ensure the establishment of agricultural research databases incorporating lessons learnt from thebaseline studies and inventory of the CSA TIMPs with the NARS;

j. Facilitate the preparation of research materials on CSA TIMPs for publication;

k. Provide technical backstopping in the implementation of the research activities

l. Coordinate review of the research policy;

m. Ensure timely prepare technical and any other relevant reports;

n. Undertake any other duties assigned by the Coordinator.

Required Qualificationsa. At least a doctoral degree in agricultural/environmental sciences or related field;

b. At least 10 years’ experience and expertise in research administration and management ofresearch projects/programmes;

c. Self-motivated and have good interpersonal skills;

d. A good communicator and presenter both orally and in writing;

11. Considerable knowledge in the use of computers (PCs).

h. Ensure adequate synergies and coordination of Component 1 activities with those inComponents 2 and 3 of the project, in collaboration with the NPSC/NTAC and CPSC/ CTAC;

i. Advise in the formation, training and operation of Service Providers (SPs) in the CDD activities;

j. Support the NPC in overall management and coordination of the project; and

k. Advise CPCUs on the development of contracts and MoUs for Project CDD activities;

l. Develop TORs for short term consultancies within CDD in consultation with relevantstakeholders;

m. Advise the NPCU and CPCUs in the identification, development and implementation ofcommunity micro projects;

n. Ensure timely prepare technical and any other relevant reports;

o. Support the NPC in overall management and coordination of the project; and

p. Perform any other duties assigned by the National Project Coordinator.

Qualification and Experience

This is a senior management position requiring a results-oriented professional committed to bottom-up, community-driven approaches for empowering communities to realize their development goals.The right candidate will be a good team player with the following qualifications:

a. At least a master’s degree in Agricultural, climate change, environmental sciences or any otherrelated field;

b. Al least 5 years hands-on experience in community-driven development (CDD) of Agriculture and rural development projects in Kenya or other similar countries. Solid knowledge ofParticipatory Integrated Community Development (PICD) process will be an added advantage;


d. Proven capacity for relevant intellectual and operational leadership in development work, particularly for community-based development;

e. Ready for flexible working hours and extensive work load as well as frequent domestic travel tosupport the CPCUs embedded in the county governments;

f. Strong computer and communications skills (oral, written, presentation) with proficient workingknowledge of MS Office, MS Project and other relevant software for technical analysis andreporting;

g. Strong interpersonal skills with evidence of ability to productively interact with a wide rangeand levels of organizations (Government, private sector, NGOs, and research institutions);

h. Fluency in written and oral English and Kiswahili.


12. Coordinator – Component 3: Agro-weather, Markets and Climate Advisory Services

The Agro-weather, Market, Climate and Advisory Services Coordinator will report to the NationalProject Coordinator and will perform the following duties:

Responsibilitiesa. Technical coordination of Agro-weather, Market, Climate and Advisory Services activities and

evaluation of implementation status;

b. Provide management oversight and technical direction to the Agro-weather, Market;

c. Climate and Advisory Services activities of the project including development of an integratedagro-weather and market information system;

d. Take lead in planning and preparation of AWPBs for CDD activities at both national and countylevels;

e. Provides leadership in developing and maintaining a programme for monitoring and feedbacksystem to track Agro-weather, Market, Climate and Advisory Services activitiesimplementation;

f. Serves as the Agro-weather, Market, Climate and Advisory Services liaison to the concernedministries, implementing agencies, and the private sector and maintain effective workingrelationships at the policy and operational level;

g. Prepare reports for meetings, quarterly progress reports, and other documentation;

h. Maintain funding control and records of obligations and disbursements and help ensure thatAgro-weather, Market, Climate and Advisory Services activities of the project and activities areadequately funded according to agreed work plans and budgets;

i. Coordinate technical and Institutional capacity building related to climate change for the nationaland county governments;

j. Design, negotiate, formulate, implement, monitor, and evaluate Agro-weather, Market, Climateand Advisory Services activities implemented under the project;

k. In collaboration with other project team members, provide leadership to develop and maintain aprogram monitoring and feedback system to track Agro-weather, Market, Climate and Advisory Services activities implementation;

l. Serve as the Agro-weather, Market, Climate and Advisory Services liaison to the concernedministries, implementing agencies, and the private sector and maintain effective workingrelationships at the policy and operational level;

m. Develop MOU and other partnership tools with identified institutions and service providers;

n. Undertake any other duties as assigned by the National Project Coordinator.

Required Qualifications

a. At least a Master’s Degree in Agricultural Economics, Agricultural sciences,



b. Agribusiness, Agro climatologist or a related field;

c. A minimum of 5 experience in a responsible position in areas of agricultural and agribusiness policy, economics, or project management;

d. Strong analytical skills including experience in data analysis and interpretation,

e. presentation of findings in written and oral form;

f. Considerable knowledge in the use of computers (PCs) and the use of software programs;

g. Comprehensive knowledge of meteorological and agricultural trade policies;

h. Skills in project management, including ability: to render advice with detachment and objectivity; to give and receive feedback in a constructive, positive manner; and work with teams;

i. Strong computer and communications skills (oral, written, presentation) with proficient working knowledge of MS Office, MS Project and other relevant software for technical analysis and reporting;

j. Strong interpersonal skills with evidence of ability to productively interact with a wide range and levels of organizations (Government, private sector, NGOs, and research institutions);

k. Fluency in written and oral English and Kiswahili.

13. Human Resources and Administration Officer

Reporting to the NPC, the Human Resources and Administration Officer will be responsible forsupporting the NPC in effective human resource management and administration of project offices atnational and county levels.

Responsibilitiesa. Take a lead in preparation of project personnel and administration manual and subsequent

awareness creation among project staff to ensure adherence;

b. Coordinate and advise on the function of Human Resources and Administration in the Project;

c. Develop and implement Human Resource Management and Development strategies;

d. Develop, disseminate and periodically update HR and administrative policies and procedures in line with the Human Resource Management and Development policies and guidelines;

e. Ensure compliance with the Statutory Requirements in Payroll Administration and Legal Notices issued;

f. Maintain accurate and up-to-date staff records;

g. Formulate and implement capacity development plans and programmed for the Project;

h. Coordinate and manage all administrative duties as well as providing logistical support to all staff in collaboration with other members of the Project Coordination Unit;

12. Coordinator – Component 3: Agro-weather, Markets and Climate Advisory Services

The Agro-weather, Market, Climate and Advisory Services Coordinator will report to the NationalProject Coordinator and will perform the following duties:

Responsibilitiesa. Technical coordination of Agro-weather, Market, Climate and Advisory Services activities and

evaluation of implementation status;

b. Provide management oversight and technical direction to the Agro-weather, Market;

c. Climate and Advisory Services activities of the project including development of an integratedagro-weather and market information system;

d. Take lead in planning and preparation of AWPBs for CDD activities at both national and countylevels;

e. Provides leadership in developing and maintaining a programme for monitoring and feedbacksystem to track Agro-weather, Market, Climate and Advisory Services activitiesimplementation;

f. Serves as the Agro-weather, Market, Climate and Advisory Services liaison to the concernedministries, implementing agencies, and the private sector and maintain effective workingrelationships at the policy and operational level;

g. Prepare reports for meetings, quarterly progress reports, and other documentation;

h. Maintain funding control and records of obligations and disbursements and help ensure thatAgro-weather, Market, Climate and Advisory Services activities of the project and activities areadequately funded according to agreed work plans and budgets;

i. Coordinate technical and Institutional capacity building related to climate change for the nationaland county governments;

j. Design, negotiate, formulate, implement, monitor, and evaluate Agro-weather, Market, Climateand Advisory Services activities implemented under the project;

k. In collaboration with other project team members, provide leadership to develop and maintain aprogram monitoring and feedback system to track Agro-weather, Market, Climate and Advisory Services activities implementation;

l. Serve as the Agro-weather, Market, Climate and Advisory Services liaison to the concernedministries, implementing agencies, and the private sector and maintain effective workingrelationships at the policy and operational level;

m. Develop MOU and other partnership tools with identified institutions and service providers;

n. Undertake any other duties as assigned by the National Project Coordinator.

Required Qualifications

a. At least a Master’s Degree in Agricultural Economics, Agricultural sciences,

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i. Supervise support staff of the NPCU;

j. Ensure that the Project has an adequate and well-equipped human resource base and conducive working environment at NPCU;

k. Coordinating staff contracts;

l. Deal with disciplinary cases concerning NPCU staff in consultation with the National Project Coordinator;

m. Carry out any other tasks assigned by the NPC.

Qualification and Experiencea. Bachelor’s degree in Business Administration, Public Administration, or other social sciences

plus professional qualification in human resource management;

b. A minimum of 8 years working experience in Administration and Human ResourceManagement;

c. Knowledge of GOK personnel procedures and policies;

d. Possess good interpersonal skills and ability to foster teamwork;

e. Fluency in English and Kiswahili.

14. Gender Specialist

The Gender Specialist will report to the National Project Coordinator.

Responsibilitiesa. Analyze project documents and existing data and information on project components and

activities;

b. Attend project meetings and/or activities with farmers and other stakeholders;

c. Construct case studies, as required, of interactions between farming and other activities within households;

d. Hold discussions with men and women farmers on their farms and in household compounds, women’s groups, community leaders, and selected adults;

e. Conduct interviews with men and women Service Providers, agricultural and social researchers at research institutes and universities at all levels;

f. Build networks with NGOs and other community development institutions and agencies working in rural areas and providing different rural services such as credit, inputs, and marketing;

g. Identify major farming systems in the project area and design strategies and potential interventions to enhance the role played by men and women;

h. Assess the ability of agricultural support services to meet the needs of men and women farmers;


i. Identify innovative approaches being used in organizing delivery systems, the relevance of messages, staff training, and input supply;

j. Identify and document the major agricultural activities of men and women, with reference to field crops, livestock, farm forestry, processing, marketing, storage, and income-generating activities;

k. Identify constraints and barriers faced by men and women in carrying out their activities

l. Ascertain the extent to which available technology and agricultural research responds to the needs of men and women farmers;

m. Design tools and mechanisms to ensure that agricultural services meet the needs of men and women farmers, including the focus of extension for women as farm managers or partners;

n. Develop mechanisms to tackle technical, logistical, and attitudinal constraints facing the service providers in supporting men and women farmers;

o. Identify the nature and extent of training needed by men and women agricultural researchers, extension agents (or other rural agents) to improve their support for farmers, especially women farmers;

p. Identify training needs for men and women farmers, Common interest Groups, Farmer for a;

q. Develop the relevant training materials for farmers, Common interest Groups, Farmer fora, producer Organizations, researchers, extension agents and other relevant service providers;

r. Prepare reports and work-plans for project activities;

s. Undertake any other duties as may be assigned by the National Project Coordinator.

Required Qualificationsa. Master level degree in a relevant field and expertise in women’s rights and gender;

b. Possess analytical skills in gender inequalities in access to resources and benefits;

c. Clear understanding of gender issues;

d. 5 years’ working experience in managing gender related matters in agricultural sector

e. Substantial understanding of, and commitment to, gender equity;

f. Knowledge of legislation and experience of human rights and gender awareness raising training;

g. Working experience in project planning, monitoring, evaluation and reporting;

h. Skilled computer literacy in Microsoft office programs, including data processing skills;

i. Understanding of gender/youth/VMG dynamics and complexities in Kenya;

j. Understanding of Programme challenges and opportunities;

k. Strong presentation and communication skills (both written and oral).

i. Supervise support staff of the NPCU;

j. Ensure that the Project has an adequate and well-equipped human resource base and conducive working environment at NPCU;

k. Coordinating staff contracts;

l. Deal with disciplinary cases concerning NPCU staff in consultation with the National Project Coordinator;

m. Carry out any other tasks assigned by the NPC.

Qualification and Experiencea. Bachelor’s degree in Business Administration, Public Administration, or other social sciences

plus professional qualification in human resource management;

b. A minimum of 8 years working experience in Administration and Human ResourceManagement;

c. Knowledge of GOK personnel procedures and policies;

d. Possess good interpersonal skills and ability to foster teamwork;


14. Gender Specialist

The Gender Specialist will report to the National Project Coordinator.

Responsibilitiesa. Analyze project documents and existing data and information on project components and

activities;

b. Attend project meetings and/or activities with farmers and other stakeholders;

c. Construct case studies, as required, of interactions between farming and other activities within households;

d. Hold discussions with men and women farmers on their farms and in household compounds, women’s groups, community leaders, and selected adults;

e. Conduct interviews with men and women Service Providers, agricultural and social researchers at research institutes and universities at all levels;

f. Build networks with NGOs and other community development institutions and agencies working in rural areas and providing different rural services such as credit, inputs, and marketing;

g. Identify major farming systems in the project area and design strategies and potential interventions to enhance the role played by men and women;

h. Assess the ability of agricultural support services to meet the needs of men and women farmers;


15. Information Communication Technology (ICT) Officer

The ICT Officer will report to the National Project Coordinator

Responsibilities:a. Provide support services related to office applications, computer operations,

Email/Internet/Intranet/social media, VoIP System, special software set up, training and troubleshooting for all the computer users within the Project Coordination Unit and the County offices;

b. Provide technical support for all offices and users within the Network of the project,troubleshooting problems as they arise and designing long term solutions;

c. Provide support to the implementation of the Integrated Market Information System for the sector, including servers’ configuration, deployment, administration and training of staff at the Project Coordination Unit and county level;

d. Report to the Project Coordinator any client needs including hardware, software, backup, anti-virus, cabling, switches, UPS, IP Phones, servers, desktops, scanners, laptops, routers, firewall, modems, printers and spare parts;

e. Provide mentoring and technical assistance for the county IT staff on systems, equipment,administration, installation, maintenance and upgrading;

f. Responsible for maintenance and administration of the LAN hardware, software and peripherals; including IT infrastructure, website operations, email, etc.;

g. Enhance the existing support procedures, providing manuals, documentation of best practices, configurations, support and troubleshooting of network, software and hardware used by the project;

h. Produce documentations and diagrams of new network and systems installations.

i. Manage the asset inventory with documentation and updates for new acquisitions, and discarded equipment;

j. Provide training and transfer knowledge of support, systems and network administration to county offices IT staff in: Software installation, maintenance and upgrading (servers and workstations), including the compilation of IT Standards & Procedures Guideline for all sites within the Project;

k. Hardware installation, maintenance and upgrading (servers and workstations), includingphysical installation of equipment, configuration and testing;

l. Recommend suitable IT solutions for system expansion, specifying equipment and software and defining administration procedures;

m. Routine network and servers’ administration, maintenance and troubleshooting, systems documentation, database supervision, server backup, maintenance and updating of anti- virus protection software;

n. Offer advice on IT related issues as required.



Required Qualifications:a. Master Degree in Computer Science, Information Technology, or any IT related field and at

least 2 years of relevant work experience in a busy environment or a bachelor degree in computer Science or Information technology with at least 5 years of relevant work experience in a busy environment;

b. Professional Certification (e.g. MCITP, MCP, MCSA, CCNA, CISA etc.);

c. Working knowledge of routers, switches hubs, structured network cabling, good understanding of Transmission Control Protocol /Internet Protocol (TCP/IP) and stack of protocols;

d. In depth knowledge of DNS, DHCP, WINS configuration;

e. Good working knowledge in Microsoft Windows environment, installation and management of MDaemon and Internet Security;

f. Good knowledge of servers’ hardware, workstations, printers and other Peripherals;

g. Ability to meet deadlines, cope with constant work pressure and adapt to changes in technology.

15. Information Communication Technology (ICT) Officer

The ICT Officer will report to the National Project Coordinator

Responsibilities:a. Provide support services related to office applications, computer operations,

Email/Internet/Intranet/social media, VoIP System, special software set up, training and troubleshooting for all the computer users within the Project Coordination Unit and the County offices;

b. Provide technical support for all offices and users within the Network of the project,troubleshooting problems as they arise and designing long term solutions;

c. Provide support to the implementation of the Integrated Market Information System for the sector, including servers’ configuration, deployment, administration and training of staff at the Project Coordination Unit and county level;

d. Report to the Project Coordinator any client needs including hardware, software, backup, anti-virus, cabling, switches, UPS, IP Phones, servers, desktops, scanners, laptops, routers, firewall, modems, printers and spare parts;

e. Provide mentoring and technical assistance for the county IT staff on systems, equipment,administration, installation, maintenance and upgrading;

f. Responsible for maintenance and administration of the LAN hardware, software and peripherals; including IT infrastructure, website operations, email, etc.;

g. Enhance the existing support procedures, providing manuals, documentation of best practices, configurations, support and troubleshooting of network, software and hardware used by the project;

h. Produce documentations and diagrams of new network and systems installations.

i. Manage the asset inventory with documentation and updates for new acquisitions, and discarded equipment;

j. Provide training and transfer knowledge of support, systems and network administration to county offices IT staff in: Software installation, maintenance and upgrading (servers and workstations), including the compilation of IT Standards & Procedures Guideline for all sites within the Project;

k. Hardware installation, maintenance and upgrading (servers and workstations), includingphysical installation of equipment, configuration and testing;

l. Recommend suitable IT solutions for system expansion, specifying equipment and software and defining administration procedures;

m. Routine network and servers’ administration, maintenance and troubleshooting, systems documentation, database supervision, server backup, maintenance and updating of anti- virus protection software;

n. Offer advice on IT related issues as required.

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ANNEX 1D. COMPOSITION AND TERMS OF REFERENCE FORCOUNTY PROJECT STEERING COMMITTEE

The project implementation and oversight structures at county level will include County Project SteeringCommittee (CPSC), County Project Coordination Unit (CPCU), and CountyTechnical Committee (CTC).1. County Project Steering Committee (CPSC)The CPSC will comprise of chief officers from relevant county ministries, KMD; and representativesfrom the relevant public body organizations. The CPSC will provide project implementation oversightin the respective counties and will be responsible for approving the project’s AWP&BS at county level,as well as ward and community project proposals. They will also ensure that project activities areincorporated in the County Annual Plans (CAPs) and County Integrated Development Plans (CIDP).


The CPSC will comprise of the following:a. Chief Executive Committee member for the Agricultural Sector– Chair;

b. Chief officers of the relevant county ministries;

c. County Director of Agriculture

d. County Director of Livestock

e. NEMA Officer;

f. Representatives from the private sector, and civil society;

g. County Project Coordinator – Secretary.

Specific Terms of Reference:a. Provide project implementation oversight in the respective county;

b. Steer the Up-scaling of Climate Smart Agriculture Practices Component in the respective

county;

c. Approve annual work plans and budgets at the county level as well as ward and community

micro-project proposals;

d. Ensure that project activities are incorporated in the respective County Integrated Development

Plans (CIDPs);

e. Approve component 1 specific assignment TORs as necessary;

f. Monitoring progress and provide guidance in the implementation of component 1;

g. Ensure close integration of research, extension, agro-weather tools and market information;

h. Identify linkages and recommend interfacing with other on-going projects/programmes;

i. Undertake quality assurance of service delivery;

j. Review and synthesize Component 1 specific progress reports;

k. Ensure effective and efficient use of the project resources.


ANNEX 1E: COMPOSITION AND TERMS OF REFERENCE FORCOUNTY TECHNICALADVISORY COMMITTEE

The County Technical Advisory Committee (CTAC) will be responsible for providing technical supportto overall project implementation, approval of county level investments; coordination and selection ofimplementation wards. The chair for this committee will be appointed by the CEC/CEO and it will beresponsible for constituting the sub-county technical teams (SCTT). The number of members of CTACattending each meeting will depend on the agenda or technical advice sought by the County ProjectCoordination Unit (CPCU).

Composition(i) Director Agricultural Sector Department - Chair(ii) Director of Agriculture,(iii) Director Livestock,(iv) Director of Fisheries,(v) NEMAofficer,(vi) Director of Water/Irrigation,(vii) Commissioner of Co-operatives,(viii) Social Services representative(ix) Centre Director of KALRO(x) Director Kenya Forest Service(xi) Director Kenya Wild Life Service(xii) Chair of Chamber of Commerce(xiii) KENAFF representative(xiv) Director of Meteorology KMD(xv) Representatives of other Agricultural Sector projects in the County(xvi) CPCU Coordinator – Secretary

Specific Terms of Referencea. Spearhead the CSA planning and prioritization at the county and ward level

b. Carry out detailed review of project annual work plans and budgets, and make recommendations to the CPSC for approval;

c. Monitoring of the implementation progress through review and approval of quarterly progress and financial reports, and participation of periodic project implementation support missions

d. Reviewing and approve CSA sub projects proposals

e. Consider and provide technical guidance on technical matters which may be referred to the committee by the CPCU or NPSC for advice

ANNEX 1D. COMPOSITION AND TERMS OF REFERENCE FORCOUNTY PROJECT STEERING COMMITTEE

The project implementation and oversight structures at county level will include County Project SteeringCommittee (CPSC), County Project Coordination Unit (CPCU), and CountyTechnical Committee (CTC).1. County Project Steering Committee (CPSC)The CPSC will comprise of chief officers from relevant county ministries, KMD; and representativesfrom the relevant public body organizations. The CPSC will provide project implementation oversightin the respective counties and will be responsible for approving the project’s AWP&BS at county level,as well as ward and community project proposals. They will also ensure that project activities areincorporated in the County Annual Plans (CAPs) and County Integrated Development Plans (CIDP).


The CPSC will comprise of the following:a. Chief Executive Committee member for the Agricultural Sector– Chair;

b. Chief officers of the relevant county ministries;

c. County Director of Agriculture

d. County Director of Livestock

e. NEMA Officer;

f. Representatives from the private sector, and civil society;

g. County Project Coordinator – Secretary.

Specific Terms of Reference:a. Provide project implementation oversight in the respective county;

b. Steer the Up-scaling of Climate Smart Agriculture Practices Component in the respective

county;

c. Approve annual work plans and budgets at the county level as well as ward and community

micro-project proposals;

d. Ensure that project activities are incorporated in the respective County Integrated Development

Plans (CIDPs);

e. Approve component 1 specific assignment TORs as necessary;

f. Monitoring progress and provide guidance in the implementation of component 1;

g. Ensure close integration of research, extension, agro-weather tools and market information;

h. Identify linkages and recommend interfacing with other on-going projects/programmes;

i. Undertake quality assurance of service delivery;

j. Review and synthesize Component 1 specific progress reports;

k. Ensure effective and efficient use of the project resources.


ANNEX 1F. COMPOSITION AND TERMS OF REFERENCE FORCOUNTY PROJECT COORDINATION UNIT

The County Project Coordinating Unit (CPCU) staff include the following officers; County projectCoordinator, Statistics officer, M&E officer, Project Accountant, Procurement officer, Internal Auditorand Research-Extension liaison officer The CPCU Coordinator will report to the KCSAP NationalCoordinator. He/she will be in charge of coordinating all project activities in the county. Specifically,he/she will have the following responsibilities;

a. Coordination of all project activities in the county including annual work-planning and budgeting;

b. Management of project staff in the CPCU;

c. All procurements, accounting and financial activities in the county in accordance with the financial and procurement regulations;

d. Liaison and collaboration with all actors involved in the implementation of the project activities (including relevant ministries’ staff and farmers/clients’ organizations);

e. Reviewing proposals from farmer groups (micro-projects) and sub-projects and submit them to the CPSC for approval and funding;

f. Monitoring and evaluation project activities throughout the project period;

g. Preparation of progress reports on project activities particularly on farmer groups and sub-projects and submit to relevant coordinating institutions;

h. Preparation of financial and procurement reports and submit them to the relevant coordinating institutions;

i. Facilitation of internal and external audit activities;

j. Facilitation of internal and external monitoring and evaluation activities;

k. Facilitation of capacity building and training activities including planning with stakeholders, curriculum development and implementation;

l. Public relations for the project activities in the county.

Required Qualificationsa. Bachelor’s degree, from an accredited university, in agricultural sciences or agricultural

extension, environmental studies or agricultural economics;

b. 5 years’ experience in a participatory approach to community development projects involving agricultural research and extension;

c. Proven experience and expertise in project management and coordination;

d. A clear understanding of GOK operations;



e. Ability to meet deadlines, cope with constant work pressure and adapt to changes in technology;

f. Strong computer and communications skills (oral, written, presentation) with proficient working knowledge of MS Office, MS Project and other relevant software for technical analysis and reporting.

g. Fluency in English and Kiswahili.

1. Agricultural Statistics Officer

TheAgricultural Statistics officer will report to the County Project Coordinator and will provide support inthe implementation of the project in the county.

Responsibilities:a. Provide technical support to the project on crop and livestock production statistics and market

price statistic by designing, implementing and analyzing of survey data;

b. Design and implement training and other capacity building activities in agricultural data collection;

c. Coordinate all agricultural statistics data collection, analysis and related activities with the relevant government departments and other agencies dealing with agricultural statistics analysis issues including rainfall data; Review, update or/and design data collection tools in the area of Agriculture statistics in accordance with the international standards;

d. Produce training materials and user’s manual including training of farmer groups in the use of the data collection tools designed;

e. Work closely with the Ministry of Agriculture staff in charge of agricultural statistics;

f. Provide regular updates to the CPCU and SP consortiums on progress, priorities and constraints, verbally and in writing on an agreed frequency and assure the preparation of required report;

g. Undertake any other duties as may be assigned by the CPC.

Required qualificationa. A Bachelor’s degree in Statistics, Agricultural Statistics, Agricultural Economics or in a related

technical discipline;

b. years of relevant experience in crop and livestock production estimation and analysis, crop forecasting, price statistics;

c. Extensive experience with statistical software such as SPSS, EViews, CSPro, SAS, Strata.

3. County M&E Officer

The County M&E Officer will report to the County Project Coordinator and will be responsiblefor monitoring and evaluation of project activities at the county level.

ANNEX 1F. COMPOSITION AND TERMS OF REFERENCE FORCOUNTY PROJECT COORDINATION UNIT

The County Project Coordinating Unit (CPCU) staff include the following officers; County projectCoordinator, Statistics officer, M&E officer, Project Accountant, Procurement officer, Internal Auditorand Research-Extension liaison officer The CPCU Coordinator will report to the KCSAP NationalCoordinator. He/she will be in charge of coordinating all project activities in the county. Specifically,he/she will have the following responsibilities;

a. Coordination of all project activities in the county including annual work-planning and budgeting;

b. Management of project staff in the CPCU;

c. All procurements, accounting and financial activities in the county in accordance with the financial and procurement regulations;

d. Liaison and collaboration with all actors involved in the implementation of the project activities (including relevant ministries’ staff and farmers/clients’ organizations);

e. Reviewing proposals from farmer groups (micro-projects) and sub-projects and submit them to the CPSC for approval and funding;

f. Monitoring and evaluation project activities throughout the project period;

g. Preparation of progress reports on project activities particularly on farmer groups and sub-projects and submit to relevant coordinating institutions;

h. Preparation of financial and procurement reports and submit them to the relevant coordinating institutions;

i. Facilitation of internal and external audit activities;

j. Facilitation of internal and external monitoring and evaluation activities;

k. Facilitation of capacity building and training activities including planning with stakeholders, curriculum development and implementation;

l. Public relations for the project activities in the county.

Required Qualificationsa. Bachelor’s degree, from an accredited university, in agricultural sciences or agricultural

extension, environmental studies or agricultural economics;

b. 5 years’ experience in a participatory approach to community development projects involving agricultural research and extension;

c. Proven experience and expertise in project management and coordination;

d. A clear understanding of GOK operations;

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Responsibilitiesa. Develop and help establish a system of routine records and periodic monitoring reports at County,

ward and community level;

b. Support the CPCU in applying M& E guidelines, tools and in preparing monthly activity reports,quarterly and annual reports;

c. Ensure that the results address project performance indicators;

d. Assist County Project Coordinator in analysing monthly, quarterly and annual reports;

e. Undertake regular field visits and prepare feedback reports with conclusion andrecommendations;

f. Maintain a digital archiving system of all data and information related to M&E;

g. Any other duties as may be assigned by the County Project Coordinator.

Required QualificationsBe in possession of a Bachelor’s Degree in an agricultural related field or equivalent training. Aminimum of 5 years hands–on experience in monitoring and evaluation as well as field experiencein agriculture. Proven abilities in documentation and demonstrated capacity to develop and overseeimplementation, monitoring and evaluation of plans. Sound IT knowledge: word processing and excel.

4. County Finance Assistant/Project Accountant

Reporting to the County Project Coordinator and will be responsible for managing project financesincluding verifying the availability of funds against the approved plans and budgets and all expenditurerequests before payments are made.

Responsibilitiesa. In consultation with the Head of the Accounting unit at the relevant Ministry and the CPCU,

oversee the proper maintenance of the project finance and accounts system in accordance withthe PFM and financial regulations and procedures of the National Treasury

b. Contribute in the planning and preparation of annual budget and work plans as well asmonitoring of the budgeted expenses at the County level;

c. Ensure that project annual work plans are budgeted and included in the County Ministry ofAgriculture budget before submission to the Ministry of Agriculture Livestock and Fisheries;

d. Preparation of programme accounts;

e. Preparation and submission of periodic financial reports;

f. Verification of supplier’s invoices for payment, including service providers’ requests for funds,and timely implementation of payment procedures;

g. Timely posting of all project accounting vouchers on the accounting software;

h. Exercise proper custody of all posted vouchers and other accounting documents;


i. Preparation of withdrawal applications;

j. Replenishment of operational account with project bank account.

k. Facilitate financial audits and implementation support missions;

l. Advice to management on accounting and administration matters;

m. Any other duty assigned by the CPC.

Qualifications and ExperienceThe right candidate will be a team player and will have the following qualifications:

a. Bachelor’s degree in Accounting, Finance, Business Administration or Economics or related field from a recognized university plus professional accounting qualification (CPA-II);

b. 5 years working experience Accounting and Finance

c. Familiarity with financial management/accounting in a government ministry/department

d. Knowledge of computerized accounting systems

e. Good working knowledge of accounting, financial control, banking, procurement and personnel policies and procedures;

f. Strong computer and communications skills (oral, written, presentation) with proficient working knowledge of MS Office, MS Project, Accounting and other relevant software for technical analysis and reporting;

g. Fluency in written and oral English and Kiswahili.

5. County Procurement Assistant

The County Procurement Assistant will report to the County Project Coordinator.

Responsibilities

a. Give guidance to procurement of project works, goods and services at county level

b. Ensuring proper use and conservation of project assets;

c. Preparation of annual county project procurement plans in collaboration with other members of the CPCU, participating wards and submitting same to NPCU for incorporation in the national project procurement plan

d. Guide the CPCU in the preparation and advertisement of EOI for contracted extension service delivery, TORs, tender and contract documents for specific procurements according to GOK and World Bank guidelines;

e. Capacity build Farmer Leader structures on procurement according to GOK guidelines and work closely with them on procurement matters

f. Participate in relevant tender committee meetings at the County level and assist with the

Responsibilitiesa. Develop and help establish a system of routine records and periodic monitoring reports at County,

ward and community level;

b. Support the CPCU in applying M& E guidelines, tools and in preparing monthly activity reports,quarterly and annual reports;

c. Ensure that the results address project performance indicators;

d. Assist County Project Coordinator in analysing monthly, quarterly and annual reports;

e. Undertake regular field visits and prepare feedback reports with conclusion andrecommendations;

f. Maintain a digital archiving system of all data and information related to M&E;

g. Any other duties as may be assigned by the County Project Coordinator.

Required QualificationsBe in possession of a Bachelor’s Degree in an agricultural related field or equivalent training. Aminimum of 5 years hands–on experience in monitoring and evaluation as well as field experiencein agriculture. Proven abilities in documentation and demonstrated capacity to develop and overseeimplementation, monitoring and evaluation of plans. Sound IT knowledge: word processing and excel.

4. County Finance Assistant/Project Accountant

Reporting to the County Project Coordinator and will be responsible for managing project financesincluding verifying the availability of funds against the approved plans and budgets and all expenditurerequests before payments are made.

Responsibilitiesa. In consultation with the Head of the Accounting unit at the relevant Ministry and the CPCU,

oversee the proper maintenance of the project finance and accounts system in accordance withthe PFM and financial regulations and procedures of the National Treasury

b. Contribute in the planning and preparation of annual budget and work plans as well asmonitoring of the budgeted expenses at the County level;

c. Ensure that project annual work plans are budgeted and included in the County Ministry ofAgriculture budget before submission to the Ministry of Agriculture Livestock and Fisheries;

d. Preparation of programme accounts;

e. Preparation and submission of periodic financial reports;

f. Verification of supplier’s invoices for payment, including service providers’ requests for funds,and timely implementation of payment procedures;

g. Timely posting of all project accounting vouchers on the accounting software;

h. Exercise proper custody of all posted vouchers and other accounting documents;


preparation of committee reports;

g. Maintain high quality procurement files and contract registers for review by supervisionmissions and auditors;

h. Prepare regular financial and procurement progress reports;

i. Undertake any other duty assigned by the coordinator

Qualification and Experience:a. Diploma in Supply Chain Management, Purchasing and Supplies Management, Public

Administration, Law, Accounting or any other related field from a recognized university plusprofessional qualification in Procurement/Supplies Management;


c. Comprehensive knowledge of Public Procurement Regulations;

d. Strong computer and communications skills (oral, written, presentational);


6. County Internal Auditor

The County Internal Auditor will report directly to the County Project Coordinator and work closelywith the project finance team at the county level to ensure effective procurement and financialmanagement of the project.

Responsibilities:a. Monitor the project financial management, disbursement and procurement policies and



c. Obtain, analyze and evaluate accounting documentation, previous reports, data, flowchartsetc.;

d. Prepare and present reports that reflect audit results and document process;

e. Act as an objective source of independent advice to ensure validity, legality and goalachievement;

f. Identify loopholes and recommend risk aversion measures and cost savings;

g. Maintain open communication with management and audit committee;

h. Document process and prepare audit findings memorandum;

i. Conduct follow up audits to monitor management’s interventions;

j. Engage to continuous knowledge development regarding sector’s rules, regulations, best



practices, tools, techniques and performance standards;

Qualification and Experience:a. Bachelor’s degree in Accounting or Finance, Business Administration or related field from a




d. Demonstratedcomputerskillswithgoodknowledgeof Accountingsoftwareapplications;





7. Research-Extension Liaison Officer

The Research-Extension Liaison Officer will report to the County Project Coordinator and will bethe liaison between KALRO and other NARIs and project extension services including private extensionservice providers.

Responsibilitiesa. Act as a link between KALRO, CPCU, advisory service provider consortiums, farmer groups

and other stakeholders

b. Prepare annual work plan and budget for linkages

c. Work closely with advisory service provider consortiums, farmer groups to identify researchgaps for transmission to KALRO for further research

d. In collaboration with KALRO/other NARRIs and prepare a data base of county specific validatedTIMPs on climate smart agriculture technologies for use by advisory service providerconsortiums and target beneficiary communities

e. Work closely with KALRO / other NARIs to create awareness among service providerconsortiums and target beneficiaries on new TIMPs

f. Work closely with KALRO, CPCU and advisory service provider consortiums to disseminaterelevant TIMPs to target beneficiaries

g. Suggest policy measures required for effective linkages between research extension servicesdelivery.

preparation of committee reports;

g. Maintain high quality procurement files and contract registers for review by supervisionmissions and auditors;

h. Prepare regular financial and procurement progress reports;

i. Undertake any other duty assigned by the coordinator

Qualification and Experience:a. Diploma in Supply Chain Management, Purchasing and Supplies Management, Public

Administration, Law, Accounting or any other related field from a recognized university plusprofessional qualification in Procurement/Supplies Management;


c. Comprehensive knowledge of Public Procurement Regulations;

d. Strong computer and communications skills (oral, written, presentational);


6. County Internal Auditor

The County Internal Auditor will report directly to the County Project Coordinator and work closelywith the project finance team at the county level to ensure effective procurement and financialmanagement of the project.

Responsibilities:a. Monitor the project financial management, disbursement and procurement policies and



c. Obtain, analyze and evaluate accounting documentation, previous reports, data, flowchartsetc.;

d. Prepare and present reports that reflect audit results and document process;

e. Act as an objective source of independent advice to ensure validity, legality and goalachievement;

f. Identify loopholes and recommend risk aversion measures and cost savings;

g. Maintain open communication with management and audit committee;

h. Document process and prepare audit findings memorandum;

i. Conduct follow up audits to monitor management’s interventions;

j. Engage to continuous knowledge development regarding sector’s rules, regulations, best

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Required Qualificationsa. A Master’s degree from an accredited university, in agriculture, agricultural extension or

livestock production

b. At least 5 years in agricultural research and extension

c. Strong computer and communications skills (oral, written, presentational) and ability to relatewell with a multiplicity of stakeholder; and

d. Fluency in English and Kiswahili.


ANNEX 1G: COMPOSITION AND TERMS OF REFERENCE FORCOMMUNITY IMPLEMENTATION STRUCTURES

1. Community Driven Development Committee (CDDC)

The Community Driven Development Committee (CDDC) will be one of the outputs of the PICDprocess. Three community leaders from each zone will be nominated by sub-CTDs to spearhead andconstitute an interim CDDC. Eventually the interim CDDC together with the CIG, VMG and POs willdemocratically elect 13 members drawn from the CIG/VMG and PO leadership out of which at least 4will be women to form the substantive CDDC. The CDDC will be managed by a democratically electedExecutive Committee of five people comprised of a Chairperson, Secretary, Treasurer and 2 committeemembers. The CDDC will be duly registered with a relevant GoK authority e.g. Social ServicesDepartment and will operate a functional Bank Account. It will work through the following sub-committee; micro-project management, procurement, finance and Social Audit and Integrity (SAIC)sub-committees. The sub-committee members will be elected by the beneficiary communities andwill each be comprised of five members except for the finance sub-committee which will have three members. Sub-County Officers, all GoK frontline Staff, Chiefs and MCAs will only serve as ex-officiomembers, and will not be elected as office bearers of the CDDC.

Responsibilities of the CDDC will be as follows:(i) Coordination of planning and design of community micro-projects;

(ii) Screening/prioritization of micro-project proposals;

(iii) Oversee implementation of micro-projects;

(iv) Liaison between the community and the CPCU and CTAC;

(v) Procurement and financial management;

(vi) Oversight of operations and maintenance;

(vii) Participatory monitoring, evaluation and reporting to stakeholders at the community level as

well as the CPCU;

(viii) Continuous mobilization of community members into CIGs, VMGs and POs;

(ix) Conflict resolution and management at CIG, VMG and PO levels;

(x) Spearheading development of their respective VCs and micro-projects;

(xi) Works closely with the CPCU

(xii) Ensure that names of the members of its sub-committee are posted publicly in the community,

submitted to the CPCU, and posted on the project website.

Election Criteria for the CDDC members:

The following attributes will be considered by CIGs/VMGs/POs when electing CDDC members:

Required Qualificationsa. A Master’s degree from an accredited university, in agriculture, agricultural extension or

livestock production

b. At least 5 years in agricultural research and extension

c. Strong computer and communications skills (oral, written, presentational) and ability to relatewell with a multiplicity of stakeholder; and

d. Fluency in English and Kiswahili.


(i) Must have participated in the entire PICD process and understands the CIAP for his/ her

community;

(ii) Must be someone trusted and respected in the community ;

(iii) Be someone identified with successful activities, projects or campaigns in their

(iv) community in past;

(v) In a position of “positive” influence within the community;

(vi) Be able to mobilize resources from their communities for their intervention;

(vii) Be willing to volunteer and commit their time to the project without expecting to be paid

any money/allowances;

(viii) Willing to be trained at any time to build his/her capacity to implement CDD activities;

(ix) Able to communicate in the vernacular and one other language – Kiswahili or English;

(x) Have community mobilization skills.

Community members will avoid electing the following people into the CDDC:(i) Former elected politicians, especially MCAs who have been found to be biased during the

implementation of CDD activities.

(ii) Active volunteers in other programmes/projects by other development partners as they will

have little time for CDDC activities

(iii) Those in formal/active employment

(iv) People involved in past fraud in any community project or venture Immediately after

formation, the CDDC will:

(v) Formulate a constitution in line with the value chain /micro-project and register with the

department of social services;

(vi) Open a ward community micro-project Bank Account with a reputable commercial bank;

(vii) Transfer grant funds from the CPCU to the CDDC Account. This transfer will be done once

the set compliance requirements are met.

The CDDC will meet at least four times per year.

CDDC Sub-Committees:

The beneficiary communities will constitute the following sub-committees of the CDDC which will bein- charge of specific tasks. The sub-committees will be answerable to the CDDC through their chairs.

(i) Micro-project Management Committee;

(ii) Procurement sub-committee;

(iii) Finance sub-committee,



(iv) Social Audit and Integrity Committee (SAIC),

Each and every sub-committee will be comprised of 5 members of which at least one should be a memberof the CDDC, except for the Social Audit and Integrity sub-Committee.

The process of electing the sub-committee members will be gender sensitive and will give equalopportunity to both men and women irrespective of their socio-cultural background or ethnicity. Sub-committee members will be well-respected members of the community,

honest and willing to undertake their responsibility and will not be related to the chairperson, secretary ortreasurer of the CDDC. In communities where these sub-committees are existing, they will simply betaken up by the CDDCs as the micro-project implementers instead of creating new ones. The sub-committees will be facilitated in their roles by the CDDC.

(a) Micro-Project Management Committee (mPMC)

The mPMC will be responsible for the daily management of the micro-projects and liaise with the CDDC.

Responsibilities for the mPMC will be as follows:(i) Carry out micro-project implementation

(ii) Raise requisitions for the supplies needed in carrying out micro-project implementation;

(iii) Receipt and control of procured goods/services from the procurement sub-committee

(iv) Micro-project supervision and management of supplies

(b) Procurement Sub-Committee (PSC)

The Procurement sub-Committee will consist of 5 members. The Chair of the sub-committee will be a member of the CDDC. At least one third of the members shall be women. Two thirds of the totalmembership will constitute a forum for business to be conducted.A representative of the mPMC for whichthe procurement is to be done will be present for business to be conducted.

Responsibility for the Procurement sub-Committee (PSC) will be as follows:(i) Assist the CDDC in the procurement of materials, goods and services for micro- projects as

per their procurement plan;

(ii) Prepare plans so as to guide procurement activities within the context of the work- plan;

(iii) (Carry out procurement in line with the principles of value for money, efficiency,equal

opportunity, and transparency;

(iv) Ensure that all the procured goods, supplies and works will be handed over to the micro-

project Management Committee (mPMC) for micro-project implementation;

(i) Must have participated in the entire PICD process and understands the CIAP for his/ her

community;

(ii) Must be someone trusted and respected in the community ;

(iii) Be someone identified with successful activities, projects or campaigns in their

(iv) community in past;

(v) In a position of “positive” influence within the community;

(vi) Be able to mobilize resources from their communities for their intervention;

(vii) Be willing to volunteer and commit their time to the project without expecting to be paid

any money/allowances;

(viii) Willing to be trained at any time to build his/her capacity to implement CDD activities;

(ix) Able to communicate in the vernacular and one other language – Kiswahili or English;

(x) Have community mobilization skills.

Community members will avoid electing the following people into the CDDC:(i) Former elected politicians, especially MCAs who have been found to be biased during the

implementation of CDD activities.

(ii) Active volunteers in other programmes/projects by other development partners as they will

have little time for CDDC activities

(iii) Those in formal/active employment

(iv) People involved in past fraud in any community project or venture Immediately after

formation, the CDDC will:

(v) Formulate a constitution in line with the value chain /micro-project and register with the

department of social services;

(vi) Open a ward community micro-project Bank Account with a reputable commercial bank;

(vii) Transfer grant funds from the CPCU to the CDDC Account. This transfer will be done once

the set compliance requirements are met.

The CDDC will meet at least four times per year.

CDDC Sub-Committees:

The beneficiary communities will constitute the following sub-committees of the CDDC which will bein- charge of specific tasks. The sub-committees will be answerable to the CDDC through their chairs.

(i) Micro-project Management Committee;

(ii) Procurement sub-committee;

(iii) Finance sub-committee,

128



(v) Keep all the procurement related records;

(vi) Follow up on the guarantees or complaints etc. on the procured items;

(vii) Report the details of procurement to CDDC;

(viii) Enter all the items procured in the stock register;

Specifications for goods and services to be procured will be provided by the CTD in collaboration withservice providers and approved by the CTAC

(c) Finance Sub-Committee

The executive committee of the CDDC (Chair, Secretary and Treasurer) will perform the role of financesub-committee. Responsibilities for Finance sub-Committee will be as follows:

(i) Prepare all books of accounts including the cash book, community contribution book and

budget control summaries;

(ii) Keep all financial records including payment vouchers, bank statement and reports, receipt

books;

(iii) Make payments with CDDC approval;

(iv) Report all financial transactions to the CDDC;

(v) Prepare financial progress reports;

(vi) Display all financial information on the display board;

(vii) Provide all accounts and records to the Social Audit and Integrity sub-committee for auditing;

The Finance sub-Committee members will be trained on financial management

(d) Social Accountability and Integrity Sub-Committee (SAIC)

The Social Audit and Integrity sub-Committee will be responsible for social audit of activities in thecommunity. Members of the committee will be persons known for their integrity, honesty andcommitment to community development; not members of any other committee in the community, notclose relatives of CDDC or other community sub-committee members.

Responsibilities for the SAIC will be as follows:(i) Ensure that the CDDC and community sub-committees constantly follow the agreed upon

guidelines, rules and procedures in all their operations;

(ii) Verify the quality and quantity of the items procured by procurement sub-committee;

(iii) Verify CDDC books of account and procurement records;

(iv) Report any financial and procurement irregularities with suggestions for corrections to the

CDDC;


(v) Recommend applications for each tranche of micro-project grants after verifying the status of

completed project activities;

(vi) Collect more information about complaints, conflicts and other issues when called upon by

the CDDC or the KCSAP project;

(vii) Present their reports on the operations of the CDDC and community sub-committees to the

entire community;

(viii) Suggest ways of correcting the errors and deviations in the functioning of the community

committees;

(ix) Participate in monitoring the progress of project interventions.

2. Community Driven Development Organizations (CDDOs)

The CDDO will be comprised of elected officials (Chairpersons) from the ward CDDCs

and representatives drawn from community development structures such as CBOs, WRUAs, SACCOs,SAICs and other key community organizations.

Roles and responsibilities for the CDDO will be as follows;(i) Represent beneficiaries interests at sub-county and county levels;

(ii) Signing MoUs with the county government on behalf of the community

(iii) Participatory monitoring, evaluation and reporting to stakeholders at the community level as

well as the CPCU;

Participatory monitoring, evaluation and reporting to stakeholders at the community level as well as theCPCU;

The CDDO will meet at least four times per year.

(v) Keep all the procurement related records;

(vi) Follow up on the guarantees or complaints etc. on the procured items;

(vii) Report the details of procurement to CDDC;

(viii) Enter all the items procured in the stock register;

Specifications for goods and services to be procured will be provided by the CTD in collaboration withservice providers and approved by the CTAC

(c) Finance Sub-Committee

The executive committee of the CDDC (Chair, Secretary and Treasurer) will perform the role of financesub-committee. Responsibilities for Finance sub-Committee will be as follows:

(i) Prepare all books of accounts including the cash book, community contribution book and

budget control summaries;

(ii) Keep all financial records including payment vouchers, bank statement and reports, receipt

books;

(iii) Make payments with CDDC approval;

(iv) Report all financial transactions to the CDDC;

(v) Prepare financial progress reports;

(vi) Display all financial information on the display board;

(vii) Provide all accounts and records to the Social Audit and Integrity sub-committee for auditing;

The Finance sub-Committee members will be trained on financial management

(d) Social Accountability and Integrity Sub-Committee (SAIC)

The Social Audit and Integrity sub-Committee will be responsible for social audit of activities in thecommunity. Members of the committee will be persons known for their integrity, honesty andcommitment to community development; not members of any other committee in the community, notclose relatives of CDDC or other community sub-committee members.

Responsibilities for the SAIC will be as follows:(i) Ensure that the CDDC and community sub-committees constantly follow the agreed upon

guidelines, rules and procedures in all their operations;

(ii) Verify the quality and quantity of the items procured by procurement sub-committee;

(iii) Verify CDDC books of account and procurement records;

(iv) Report any financial and procurement irregularities with suggestions for corrections to the

CDDC;


ANNEX 2: PARTICIPATIONAGREEMENT BETWEEN NATIONALAND COUNTY GOVERNMENT

REPUBLIC OF KENYA

INTERGOVERNMENTAL PARTICIPATION AGREEMENT

BETWEEN

THE NATIONAL GOVERNMENT OF THE REPUBLIC OF KENYA

AND

THE COUNTY GOVERNMENT OF ………………..…………………..

ON IMPLEMENTATION OF

KENYA CLIMATE SMART AGRICULTURE PROJECT (KCSAP) DATED

Day of 2017

[Insert logo of County Government]



This Agreement is made between the National Government of the Republic of Kenya acting through the Ministry of Agriculture, Livestock, Fisheries and Co-operatives (MoALF&C), (hereinafter called “the National Government”) on the one part, and the County Government of (hereinafter called “the County Government”), (the National Government and the County Government are hereinafter collectively referred to as “the Parties”).

WHEREAS

A. The Republic of Kenya (Recipient) has negotiated and signed a Financing Agreement withthe International Development Association (IDA) (hereinafter called the World Bank) forthe Kenya Climate Smart Agriculture Project (hereinafter called KCSAP or simply, theProject);

B. The Recipient has agreed with the World Bank that the Ministry of Agriculture, Livestockand Fisheries (MoALF), will be the lead implementing agency for KCSAP; and,

C. Participating county governments will be the executing agencies of KCSAP at county level;

NOW THEREFORE

In consideration of the commitments and agreements contained herein, the Parties agree as follows:

1. OBLIGATIONS OF THE NATIONAL GOVERNMENT

1.1 The National Government shall make available to the County Government, resourcesearmarked for implementation of KCSAP activities in County for the period coveringfiscal year 2017-18 to 2021-22 to carry out eligible activities as per this Agreement,including all annexures thereto which form an integral part of this Agreement. The annexuresare: -

(a) The signed Financing Agreement between the National Treasury (NT) and theWorld Bank, marked as Annex 1 to this Agreement;

(b) The Project Implementation Manual (PIM), marked as Annex 2 to this Agreement;and

(c) The Project Appraisal Document (PAD) marked as Annex 3 to this Agreement.

1.2 The National Government shall provide to the County Government, the World Bank list ofdebarred firms and individuals, which the County Government will not engage with. Thelist may be found on the World Bank external website: http://www.worldbank.org/debarr.

ANNEX 2: PARTICIPATIONAGREEMENT BETWEEN NATIONALAND COUNTY GOVERNMENT

REPUBLIC OF KENYA

INTERGOVERNMENTAL PARTICIPATION AGREEMENT

BETWEEN

THE NATIONAL GOVERNMENT OF THE REPUBLIC OF KENYA

AND

THE COUNTY GOVERNMENT OF ………………..…………………..


KENYA CLIMATE SMART AGRICULTURE PROJECT (KCSAP) DATED

Day of 2017

[Insert logo of County Government]

132



1.3 TheAccounting Officer, Principal Secretary, State Department ofAgriculture, in consultationwith the National Project Steering Committee (NPSC) and the World Bank may suspendor terminate the right of the County Government to use or benefit from the use of theproceeds of the Project resources upon failure by the County Government to perform itsobligations under this Agreement and to comply with the minimum access conditions andminimum performance conditions or disbursement triggers specified in the PAD, and thePIM (including itsAnnexures such as the Procurement and Financial Management manuals).

1.4 The National Government shall make available to the County Government resources forproject implementation in the county in accordance with agreed eligibility criteria andprocedures as detailed in the PIM.

2. OBLIGATIONS OF THE COUNTY GOVERNMENT

2.1 In the first fiscal year of implementation, the County Government will become eligible forallocation of KCSAP resources upon compliance with the following minimum conditions:

(a) Signing of Intergovernmental Participation Agreement;

(b) Opening a county Special Purpose Account with the Central Bank of Kenya, with ChiefOfficers Finance, and Agriculture being primary signatories;

(c) Establishing a County Project Steering Committee (CPSC) comprising membersdescribed in the PIM;

(d) Establishing a County Project Coordination Unit (CPCU) with the following minimumcomposition: County Project Coordinator, County Project Accountant, County InternalAuditor, and County Procurement Assistant; and

(e) Submitting an approved Annual Work Plan and Budget (AWP&B) for 18 months foractivities to be supported under KCSAP in the county.

2.2 From the second fiscal year, in order to be eligible to participate, the County Government willbe required to meet the following minimum set of conditions: —

(a) Fully staffing of the CPCU in accordance with staff composition outlined in the PIM;

(b) Establishing Community-Driven Development Committees (CDDCs) in allparticipating communities in accordance with the PIM;

(c) Including KCSAP activities in the county planning framework – the County Integrated


Development Plans (CIDP) and the shorter term annual/bi-annual development plans;and

(d) Timely submitting the Project annual technical and financial reports for the previousyear in accordance to procedures laid out in the PIM.

2.3 The County Government shall make arrangements to avail to Beneficiaries funds for sub-projects in accordance with eligibility criteria and procedures acceptable to the World Bank,and as detailed in the PIM. For this purpose, the County Government shall enter intoMemorandum of Understanding (MoU) with eligible beneficiary communities (represented bydulyconstitutedCDDCs)specifyingthetermsandconditionsforcommunityparticipation inthe Project as laid out in the Financing Agreement and the PIM.

2.4 The County Government is expected to:

(a) Appraise, carry out, and verify its activities under the Project with due diligence andefficiency and in accordance with the PIM, the Environmental and Social ManagementFramework (ESMF), the Resettlement Policy Framework (RPF), the Vulnerable andMarginalized Groups Framework (VMGF), and the “Guidelines on Preventing andCombatting Fraud and Corruption in Projects Financed by IBRD Loans and IDACredits and Grants”, dated October 15, 2006 and revised in January 2011;

(b) Maintain policies and procedures adequate to enable the National Government and theWorld Bank to monitor the progress of its activities under the Project and theachievement of Project development objectives;

(c) Enable the National Government and the World Bank to inspect activities within theCounty Government’s jurisdiction, its operation and any relevant records anddocuments;

(d) Prepare and furnish to the National Government and the World Bank all such information as reasonably requested relating to the performance of the Project; and

(e) Exercise its rights and perform its obligations in implementation of the Project in such manner as to protect the interests of the National Government and the World Bank, andto accomplish the purposes of the Project.

2.5 The County Government shall ensure that expenditures under the Project shall not includesalaries of civil servants (other than incentives or salaries for contracted Project staff).

1.3 TheAccounting Officer, Principal Secretary, State Department ofAgriculture, in consultationwith the National Project Steering Committee (NPSC) and the World Bank may suspendor terminate the right of the County Government to use or benefit from the use of theproceeds of the Project resources upon failure by the County Government to perform itsobligations under this Agreement and to comply with the minimum access conditions andminimum performance conditions or disbursement triggers specified in the PAD, and thePIM (including itsAnnexures such as the Procurement and Financial Management manuals).

1.4 The National Government shall make available to the County Government resources forproject implementation in the county in accordance with agreed eligibility criteria andprocedures as detailed in the PIM.

2. OBLIGATIONS OF THE COUNTY GOVERNMENT

2.1 In the first fiscal year of implementation, the County Government will become eligible forallocation of KCSAP resources upon compliance with the following minimum conditions:

(a) Signing of Intergovernmental Participation Agreement;

(b) Opening a county Special Purpose Account with the Central Bank of Kenya, with ChiefOfficers Finance, and Agriculture being primary signatories;

(c) Establishing a County Project Steering Committee (CPSC) comprising membersdescribed in the PIM;

(d) Establishing a County Project Coordination Unit (CPCU) with the following minimumcomposition: County Project Coordinator, County Project Accountant, County InternalAuditor, and County Procurement Assistant; and

(e) Submitting an approved Annual Work Plan and Budget (AWP&B) for 18 months foractivities to be supported under KCSAP in the county.

2.2 From the second fiscal year, in order to be eligible to participate, the County Government willbe required to meet the following minimum set of conditions: —

(a) Fully staffing of the CPCU in accordance with staff composition outlined in the PIM;

(b) Establishing Community-Driven Development Committees (CDDCs) in allparticipating communities in accordance with the PIM;

(c) Including KCSAP activities in the county planning framework – the County Integrated


2.6 The County Government shall use the Integrated Financial Management InformationSystem (IFMIS) for all financial transactions.

2.7 The County Government shall carry out activities in accordance with this Agreement andthe Financing Agreement, and use the funds within eligible expenditure areas and adhere tothe Environmental and Social Safeguards as set out in the Financing Agreement, with duediligence and efficiency and in accordance with sound technical, economic, financial, and managerial practices.

2.8 The County Government shall maintain adequate records in accordance with soundaccounting practices and proper coding of the revenues and expenditures of the operations,resources and expenditures in respect of the approved activities.

2.9 The goods, works and services to be financed from the proceeds of the Project shall beprocured in accordance with the World Bank and GoK’s procurement procedures. TheCounty Government shall retain all documentation with respect to each contract executedfor up to two years after the closing date of the Project.

2.10 The National Project Coordination Unit (NPCU) shall have the right to obtain allinformation as it or the World Bank shall reasonably request regarding the administration,operation, and financial management of resources provided to, and that the County Government shall report on the utilization of such resources.

2.11 The County Government shall ensure that all reporting, including financial and technicalreports are compiled and submitted as per the guidelines in the PIM and ensure a propercompilation of complaints on issues of environmental and social safeguards, procurement,fraud and corruption.

2.12 The County Government shall provide the relevant information and documentation to theOffice of Auditor General (OAG) and the Independent Integrated Fiduciary Review Agency (IIFRA) during audit or any other review of financial statements.

3. VALIDITY

3.1 This Agreement shall be valid from the date of the last signature by the Parties below to theend of the Project period as stated in the Financing Agreement or such a later date as maybe modified by the National Treasury and the World Bank.

3.2 This Agreement will become invalid in the event of cancellation of the Financing Agreementby the World Bank before the end of the Project period.



3.3 This Agreement may be terminated by either party through a three-month’s written notice.

4. DISPUTE RESOLUTION4.1 Subject to the Intergovernmental Relations Act (Chapter 5G, Laws of Kenya), any dispute

between the Parties shall be resolved in accordance with Part IV of the IntergovernmentalRelations Act.

4.2 This Agreement shall be governed and construed in accordance with the laws of the Republic of Kenya and the applicable Financing Agreement.

IN WITNESS WHEREOF

The Parties hereto, acting through their duly authorized representatives, have caused thisIntergovernmental Participation Agreement to be signed in their respective names as of the day and yearfirst below written.

FOR AND ON BEHALF OF THE COUNTY GOVERNMENT OF………………………

Governor:

Signature:

Date: (County Government official seal)

FOR AND ON BEHALF OF THE NATIONAL GOVERNMENT

Cabinet Secretary:

Signature:

Date:(MoALF official seal)

2.6 The County Government shall use the Integrated Financial Management InformationSystem (IFMIS) for all financial transactions.

2.7 The County Government shall carry out activities in accordance with this Agreement andthe Financing Agreement, and use the funds within eligible expenditure areas and adhere tothe Environmental and Social Safeguards as set out in the Financing Agreement, with duediligence and efficiency and in accordance with sound technical, economic, financial, and managerial practices.

2.8 The County Government shall maintain adequate records in accordance with soundaccounting practices and proper coding of the revenues and expenditures of the operations,resources and expenditures in respect of the approved activities.

2.9 The goods, works and services to be financed from the proceeds of the Project shall beprocured in accordance with the World Bank and GoK’s procurement procedures. TheCounty Government shall retain all documentation with respect to each contract executedfor up to two years after the closing date of the Project.

2.10 The National Project Coordination Unit (NPCU) shall have the right to obtain allinformation as it or the World Bank shall reasonably request regarding the administration,operation, and financial management of resources provided to, and that the County Government shall report on the utilization of such resources.

2.11 The County Government shall ensure that all reporting, including financial and technicalreports are compiled and submitted as per the guidelines in the PIM and ensure a propercompilation of complaints on issues of environmental and social safeguards, procurement,fraud and corruption.

2.12 The County Government shall provide the relevant information and documentation to theOffice of Auditor General (OAG) and the Independent Integrated Fiduciary Review Agency (IIFRA) during audit or any other review of financial statements.

3. VALIDITY

3.1 This Agreement shall be valid from the date of the last signature by the Parties below to theend of the Project period as stated in the Financing Agreement or such a later date as maybe modified by the National Treasury and the World Bank.

3.2 This Agreement will become invalid in the event of cancellation of the Financing Agreementby the World Bank before the end of the Project period.

136



ANNEX 3A: MOU BETWEEN MOALF AND KALRO

REPUBLIC OF KENYA

MEMORANDUM OF UNDERSTANDING

BETWEEN

MINISTRY OF AGRULUTURE LIVESTOCK, FISHERIES AND CO-OPERATIVES

KENYA AGRICULTURAL AND LIVESTOCK RESEARCH ORGANISATION

ON

THE OPERATIONALIZATION OF THE WORLD BANK FUNDED KENYA CLIMATE SMARTAGRICULTURE PROJECT (PROJECT I.D. P154784) ON STRENGTHENING OF CLIMATESMART AGRICULTURAL RESEARCH AND SEED SYSTEMS; AND, ENSURINGSUSTAINABILITY OF INTEGRATED WEATHER AND MARKET INFORMATION SERVICES IN THE 24 PROJECT COUNTIES IN KENYA


This Memorandum of Understanding (hereinafter referred to as the “MOU”) is madethis…………day of…………………..2017 between the Ministry of Agriculture, Livestock &Fisheries, State Department of Agriculture, having its principal place of business at KilimoHouse, Cathedral Road, Box 30028 00100 Nairobi (hereinafter referred to as the “Ministry”, theexpression of which shall where the context so admits include its assignees and successors) on the onehand, and Kenya Agricultural and Livestock Research Organization whose principal place ofbusiness is at KALRO Headquarters Complex on Kaptagat Road, Loresho, P.O Box 57811 00200,GPO Nairobi (hereinafter referred to as “KALRO”) on the other.

Individually referred to as “party” and collectively referred to as “parties.”

WHEREAS the Ministry’s mission is to improve the livelihood of Kenyans and ensure food securitythrough creation of an enabling environment and ensuring sustainable natural resource management.

WHEREAS KALRO is an agricultural and livestock research institution established under the KenyaAgricultural and Livestock Research Act, No. 17 of 2013, with a principal mandate to;

(a) promote, streamline, coordinate and regulate all aspects of research in agriculture, livestock, marineand fisheries, genetic resources and biotechnology in Kenya;

(b) promote, streamline, coordinate and regulate research in crops and animal diseases; and,

(c) expedite equitable access to research information, resources and technology and strategicallypromote the application of the research findings and technology in the field of agriculture in thecountry.

WHEREAS the Government of Kenya has received a credit facility from the World Bank to implementthe Kenya Climate Smart Agriculture Project (Project I.D. P154784) (hereinafter referred to as“KCSAP”), with the particulars of the Financing Agreement signed on 7th April 2017 and the ProjectAppraisal Document 1998 (PAD), both documents of which are contained in Annex 1 and II of this MOU.

WHEREAS the Ministry is the implementing Agency of KCSAP, whose objective is “to increaseagricultural productivity and build resilience to climate change risks in the targetedsmallholder farming and pastoral communities in Kenya, and in the event of an Eligible Crisis orEmergency, to provide immediate and effective response.”

WHEREAS the Parties herein are committed to strengthening Climate-Smart Agriculture (CSA)research and innovations; and, building competitive and sustainable seed systems for achievement ofthe triple wins, i.e. productivity, resilience and reduced GHG emissions (where possible) in the 24

ANNEX 3A: MOU BETWEEN MOALF AND KALRO

REPUBLIC OF KENYA


BETWEEN

MINISTRY OF AGRICULTURE, LIVESTOCK AND FISHERIES, STATE DEPARTMENT

OF AGRICULTURE

AND

KENYA AGRICULTURAL AND LIVESTOCK RESEARCH ORGANISATION

ON

THE OPERATIONALIZATION OF THE WORLD BANK FUNDED KENYA CLIMATE SMARTAGRICULTURE PROJECT (PROJECT I.D. P154784) ON STRENGTHENING OF CLIMATESMART AGRICULTURAL RESEARCH AND SEED SYSTEMS; AND, ENSURINGSUSTAINABILITY OF INTEGRATED WEATHER AND MARKET INFORMATION SERVICESIN THE 24 PROJECT COUNTIES IN KENYA


KCSAP participating Counties; by, (a) strengthening the technical and institutional capacity of theKenya Agricultural and Livestock Research Organization (KALRO) and other National AgriculturalResearch System (NARS) members to deliver their mandate under the Kenya Agricultural andLivestock Research Act No 17 of 2013; and, developing, validating, and promoting for adoptioncontext specific CSA TIMPs in crops, livestock & aquaculture, socio-economics, sustainable land,water & agro forestry and bio-energy by target beneficiary counties under the Project’s components1 and 3; (b) building competitive and sustainable seed systems through production and maintenanceof early generation seed, strengthening seed/breed/fingerling production, development of alternativedelivery system for high value traditional and open pollinated varieties (OPVs), catalyzing growth ofcompetitive seed retail networks and developing conducive legal, regulatory & institutional frameworkon seed, breed and fingerling embracing public private dialogue (PPD) platforms; and, (c) strengthening capacity of the National Livestock Training Institute, Wajir (formerly GRIFTU PastoralTraining Institute) to deliver training of relevant CSA technical staff.

NOW THEREFORE the Parties do hereby agree and acknowledge as follows:

Article 1Objectives

The object and purpose of this MOU is to establish a framework for the collaborative partnership betweenthe Ministry and KALRO by:

i. Creating an enabling environment for collaboration, cooperation and partnership betweenthe parties towards the realization of the KCSAP outputs;

ii. Defining areas of cooperation towards the fulfillment of the KCSAP.

Article 2Scope and Areas of cooperation:

The Parties will cooperate in the following areas:i. Supporting climate-smart agricultural research and innovations through (a) financing and

implementing activities on demand driven competitive and collaborative adaptive/ appliedresearch for development to generate CSATIMPs for scaling up and dissemination in theProject counties under components 1 and 3, (b) developing technical training materials andmodules on CSA TIMPs and (c) delivering technical training on CSA TIMPs to CountyTechnical Departments (CTDs) and Service Providers (SPs).

ii. Building competitive and sustainable seed systems by (a) working with the Kenya Plant Health Inspectorate Services (KEPHIS), the Kenya Animal Genetic Resource Center, KALRO, CGIAR centers, universities, and others NARS members to develop and strengthen



commercially driven seed multiplication and distribution systems, (b) promoting privatesector and community involvement in producing and distributing commercial seed and (c)building capacity of target communities on agricultural productivity and sustainable seed systems, intermediaries and end-users in application of CSA goods and services for improvedagricultural production and marketing.

iii. Strengthening technical and institutional capacities of (a) NARS members including selected KALRO Centres, other research institutions, universities and local CGIARs, to develop anddeliver CSA R&D and (b) the National Livestock Training Institute (GRIFTU Pastoral Training Institute) for improved extension service delivery.

iv. Supporting agro-weather, market, climate, and advisory services by developing integratedweather and market information systems in collaboration with the Kenya Meteorological Department (KMD) through the development of the ‘Big data System’ in KALRO.

v. Appraisal, monitoring and evaluation of project activities and any other areas of cooperationas may be jointly agreed upon by the Parties.

Article 3Roles and Responsibilities

In furtherance of the MOU objectives, Parties herein shall adopt and undertake the following roles andresponsibilities:

a) The Ministry shall;i. Coordinate implementation of KCSAP on behalf of the borrower as indicated in the PADii. Undertake timely disbursement of finances to KALRO in accordance with the approved

budgetsiii. Establish the NPCU whose mandate will be to manage the day by day project

implementationiv. Submit quarterly disbursement reports to the World Bankv. Participate in appraisal and review missions, and monitoring and evaluation of project

activitiesvi. Advise Parties and appraise on terms that may have implications on project

implementation.vii. Enter into participation agreements with participating Counties as provided in the Financing

Agreement

b) The KALRO shall;

i. Be the core/lead organization in the administration and management of the collaborativeresearch funds on behalf of the NARS/CGIARs members.

ii. Enter into sub-contract agreements with all other NARS/CGIARs members who willparticipate in collaborative research activities.

KCSAP participating Counties; by, (a) strengthening the technical and institutional capacity of theKenya Agricultural and Livestock Research Organization (KALRO) and other National AgriculturalResearch System (NARS) members to deliver their mandate under the Kenya Agricultural andLivestock Research Act No 17 of 2013; and, developing, validating, and promoting for adoptioncontext specific CSA TIMPs in crops, livestock & aquaculture, socio-economics, sustainable land,water & agro forestry and bio-energy by target beneficiary counties under the Project’s components1 and 3; (b) building competitive and sustainable seed systems through production and maintenanceof early generation seed, strengthening seed/breed/fingerling production, development of alternativedelivery system for high value traditional and open pollinated varieties (OPVs), catalyzing growth ofcompetitive seed retail networks and developing conducive legal, regulatory & institutional frameworkon seed, breed and fingerling embracing public private dialogue (PPD) platforms; and, (c) strengthening capacity of the National Livestock Training Institute, Wajir (formerly GRIFTU PastoralTraining Institute) to deliver training of relevant CSA technical staff.

NOW THEREFORE the Parties do hereby agree and acknowledge as follows:

Article 1Objectives

The object and purpose of this MOU is to establish a framework for the collaborative partnership betweenthe Ministry and KALRO by:

i. Creating an enabling environment for collaboration, cooperation and partnership betweenthe parties towards the realization of the KCSAP outputs;

ii. Defining areas of cooperation towards the fulfillment of the KCSAP.

Article 2Scope and Areas of cooperation:

The Parties will cooperate in the following areas:i. Supporting climate-smart agricultural research and innovations through (a) financing and

implementing activities on demand driven competitive and collaborative adaptive/ appliedresearch for development to generate CSATIMPs for scaling up and dissemination in theProject counties under components 1 and 3, (b) developing technical training materials andmodules on CSA TIMPs and (c) delivering technical training on CSA TIMPs to CountyTechnical Departments (CTDs) and Service Providers (SPs).

ii. Building competitive and sustainable seed systems by (a) working with the Kenya Plant Health Inspectorate Services (KEPHIS), the Kenya Animal Genetic Resource Center, KALRO, CGIAR centers, universities, and others NARS members to develop and strengthen

140



iii. Open a project bank account through which all project funding will be channeled, and,maintain accountable documentation of expenditures as prescribed in the PAD and WorldBank accounting manuals

iv. Conduct, jointly with other NARS/CGIARs members, demand-driven competitive andcollaborative CSA research as provided for by the CRGM guidelines.

v. Establish research-extension liaison offices within KALRO Centres in the project countieseither for specific county linkages or for regional (group of counties) linkages as deemedappropriate and assign suitable liaison offers. Appropriate appointments will be made basedon identified and prioritized value chains for the county (ies) and the officer(s) professionalsuitability.

vi. Consolidate and submit on behalf of all collaborating NARS & CGIAR members, i.e. researchconsortia; and the operational units for competitive and sustainable seed systems, technicaland financial progress reports including quarterly, annual, midterm and end of project reportsto the MoALF through the NPCU. The reports to detail expenditures and achievementsagainst expected outputs/deliverables as provided for in approved project documentsdeveloped following guidelines provided in the mplementation manuals includingCollaborative Research Grants Manual (CRGM), Seed Systems Manual and WB/ProjectAccounting Manuals.

vii. Prepare on behalf of all collaborating NARS/CGIAR members quarterly budgets andStatements of Expenditure (SoE); and annual work plans and forward budgets required forreimbursement of funds.

viii. Translate and promoted information on CSA R&D into actionable knowledge by identifying,prioritizing and advising on appropriate CSA TIMPs at the county level.

ix. Participate in appraisal, monitoring and evaluation of project activities and provideappropriate backstopping where necessary.

x. Jointly with KMD provide scientific and technical/ ICT expertise for the management of theAgro weather tools and dissemination of advisories during project implementation period andbeyond.

xi. Jointly with KMD provide specific crop data/ information for various crops/livestock ofimportance in each county to the end users including services providers for development orvalidation of Agro weather tools.

xii. Jointly with KMD calibrate and update the crop models in the agro weather tools to ensurethat appropriate information is given to the end users.

xiii. Host the agro-weather tools by providing computing resources such as servers and ICTexpertise for day to day running of the agro weather tool.


xiv. Partner with the MoALF and key stakeholders on dissemination of advisories to farmers,pastoralists and fisher folk

xv. Establish a framework and mechanisms to enhance research coordination, collaboration and linkages within the NARS and with other stakeholders (service providers, farmers and agro-based industry) jointly with other members of the NARS as provided for by the KALROmandate in the Kenya Agricultural and Livestock Research Act No 17 of 2013 Part II on establishment of the organization and in particular Section 3 on objects and functions of theorganization - (1) a & b and (2) a & b. Allocated project funds will be used for this.

Article 4 Implementation Mechanisms

The Ministry shall establish a Project Coordinating Unit (PCU) for purposes of appraising, monitoringand evaluating implementation of the MOU, amongst other duties.

Article 5 Financial Accountability

All procurement, accountability, audit and financial expenditure under this MOU shall be inaccordance to laws and regulations operating in Kenya read together with the Financing Agreement;the Project Implementation, Procurement and Financial Management Manuals; and the ProjectAppraisal Document.

Article 6 Participation in Similar Activities

This memorandum of Understanding does not restrict the Parties from participating in similar activitieswith other public or private organizations, agencies and individuals.

Article 7Entry into Force and Duration

1 This MOU will enter into force upon signature by the Parties.2 This MOU shall remain valid for a period of five (5) years commencing from 16th May 2017

to 15th May 2022. It may be extended for an additional period as shall be agreed in writingbetween the parties unless either of the Parties gives to the other a written notice, six months inadvance, of its intention to terminate the MOU.

Article 8 Legal implication

This Memorandum of Understanding merely constitutes a statement of the mutual intentions of the partieswith respect to its contents and does not constitute any legal obligation binding on either side.

iii. Open a project bank account through which all project funding will be channeled, and,maintain accountable documentation of expenditures as prescribed in the PAD and WorldBank accounting manuals

iv. Conduct, jointly with other NARS/CGIARs members, demand-driven competitive andcollaborative CSA research as provided for by the CRGM guidelines.

v. Establish research-extension liaison offices within KALRO Centres in the project countieseither for specific county linkages or for regional (group of counties) linkages as deemedappropriate and assign suitable liaison offers. Appropriate appointments will be made basedon identified and prioritized value chains for the county (ies) and the officer(s) professionalsuitability.

vi. Consolidate and submit on behalf of all collaborating NARS & CGIAR members, i.e. researchconsortia; and the operational units for competitive and sustainable seed systems, technicaland financial progress reports including quarterly, annual, midterm and end of project reportsto the MoALF through the NPCU. The reports to detail expenditures and achievementsagainst expected outputs/deliverables as provided for in approved project documentsdeveloped following guidelines provided in the mplementation manuals includingCollaborative Research Grants Manual (CRGM), Seed Systems Manual and WB/ProjectAccounting Manuals.

vii. Prepare on behalf of all collaborating NARS/CGIAR members quarterly budgets andStatements of Expenditure (SoE); and annual work plans and forward budgets required forreimbursement of funds.

viii. Translate and promoted information on CSA R&D into actionable knowledge by identifying,prioritizing and advising on appropriate CSA TIMPs at the county level.

ix. Participate in appraisal, monitoring and evaluation of project activities and provideappropriate backstopping where necessary.

x. Jointly with KMD provide scientific and technical/ ICT expertise for the management of theAgro weather tools and dissemination of advisories during project implementation period andbeyond.

xi. Jointly with KMD provide specific crop data/ information for various crops/livestock ofimportance in each county to the end users including services providers for development orvalidation of Agro weather tools.

xii. Jointly with KMD calibrate and update the crop models in the agro weather tools to ensurethat appropriate information is given to the end users.

xiii. Host the agro-weather tools by providing computing resources such as servers and ICTexpertise for day to day running of the agro weather tool.


Notwithstanding that the MOU does not constitute any binding legal obligation; the Parties shall performtheir respective obligations for the achievement of the objectives.

Article 9Confidentiality

No Party shall disclose any information to any third Party concerning the matters under this MOA.Any proprietary information properly identified as such by the disclosing Party and which is containedin a report or disclosed by one Party to the other Party, shall be kept strictly confidential by the receivingParty and shall not be disclosed to any third party without the prior written consent of the originaldisclosing Party. In the event of termination of this MoU, the Parties agree that the preservation ofconfidentiality shall continue to apply.

Article 10Notices and Channels of communication

All notices, approvals, consents or other communications made pursuant to this MoU shall be in writingand shall be sent to the addresses stated herein or to any other address notified in writing by either party to the other as its new address for such purposes.

a. The Principal SecretaryState Department of AgricultureP.O Box 30028-00100Nairobi, KenyaEmail:[email protected]

b. Director GeneralKenya Agricultural & Livestock Research OrganizationBox Nairobi 57811 00200, KenyaEmail: [email protected]

Article 11 Amendment

1 This Memorandum of Understanding may be amended as may be required from time to timeby mutual written consent of both parties. Such amendments shall be signed and dated byParties prior to any changes being made and shall come into force on such a date as shall bemutually agreed upon by the Parties and, shall form part of this Memorandum ofUnderstanding.

2 Any amendment shall be done without prejudice to the rights and obligations arising from orbased on this Memorandum of Understanding prior to the date of such amendments.



Article 12 Force Majeure

Each Party will notify the other party of any circumstances or unforeseen obstacles (force majeure)that may hinder the smooth implementation of the MOU and work to resolve them.

Article 13 Termination

1 Either Party may terminate this MOU at any time by giving the other party six (6) monthswritten notice of its intention to do so through the addresses given above.

2 The termination of the MOU shall not prejudice the activities or programs already in progressunder the MOU unless the parties jointly decide otherwise.

3 In the event of this MOU being terminated, each party shall be solely responsible for thepayment of any expenses it has incurred pursuant to the termination.

Article 14 Applicable law

Implementation of this MOU shall be governed and construed in accordance with the laws of Kenya

Article 15 Dispute Settlement

Any dispute that may arise out of the implementation and interpretation of this MOU shall be settledamicably through mutual consultations and through the institutions established under the FinancingAgreement.

IN WITNESS WHEREOF, the undersigned, being duly authorized representatives of the Parties havecaused this MOU to be signed as of the date set forth below:

DATED at ………………this ……………day of………………………………………., 2017

FOR: MINISTRY OF AGRICULTURE, LIVESTOCK AND FISHERIES

STATE DEPARTMENT OF AGRICULTURE

……………………………………

Richard Lesiyampe PhD, CBS

State Department of Agriculture

Ministry of Agriculture, Livestock and Fisheries

Witnessed by:-

…………………………………...

Notwithstanding that the MOU does not constitute any binding legal obligation; the Parties shall performtheir respective obligations for the achievement of the objectives.


No Party shall disclose any information to any third Party concerning the matters under this MOA.Any proprietary information properly identified as such by the disclosing Party and which is containedin a report or disclosed by one Party to the other Party, shall be kept strictly confidential by the receivingParty and shall not be disclosed to any third party without the prior written consent of the originaldisclosing Party. In the event of termination of this MoU, the Parties agree that the preservation ofconfidentiality shall continue to apply.



a. The Principal SecretaryState Department of AgricultureP.O Box 30028-00100Nairobi, KenyaEmail:[email protected]

b. Director GeneralKenya Agricultural & Livestock Research OrganizationBox Nairobi 57811 00200, KenyaEmail: [email protected]

Article 11 Amendment

1 This Memorandum of Understanding may be amended as may be required from time to timeby mutual written consent of both parties. Such amendments shall be signed and dated byParties prior to any changes being made and shall come into force on such a date as shall bemutually agreed upon by the Parties and, shall form part of this Memorandum ofUnderstanding.

2 Any amendment shall be done without prejudice to the rights and obligations arising from orbased on this Memorandum of Understanding prior to the date of such amendments.

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Name:

KCSAP, Project Coordinator

FOR: KENYAAGRICULTURAL & LIVESTOCK RESEARCH ORGANISATION…………………………………...

Eliud K. Kireger, PhD

Kenya Agricultural & Livestock Research Organization

Witnessed by:-

Name:

Chairman, KALRO Board of Management


ANNEX 3B: MOU BETWEEN MOALF AND MENR

REPUBLIC OF KENYA


BETWEEN

MINISTRY OF AGRICULTURE, LIVESTOCK, FISHERIES AND CO-OPERATIVES

STATE DEPARTMENTOF AGRICULTURE

AND

MINISTRY OF ENVIRONMENT AND NATURAL RESOURCES, STATE DEPARTMENT

OF ENVIRONMENT

ON

THE OPERATIONALIZATION OF THE WORLD BANK FUNDED KENYA CLIMATESMART AGRICULTURE PROJECT (PROJECT I.D. P154784) AND ENSURING THESUSTAINABILITY OF THE PROVISION OF INTEGRATED WEATHER AND MARKETINFORMATION IN 24 PROJECT COUNTIES IN KENYA

Name:


FOR: KENYAAGRICULTURAL & LIVESTOCK RESEARCH ORGANISATION…………………………………...

Eliud K. Kireger, PhD

Kenya Agricultural & Livestock Research Organization

Witnessed by:-

Name:

Chairman, KALRO Board of Management


This Memorandum of Understanding (hereinafter referred to as the “MoU”) is made this…………dayof…………………..2017 between the Ministry of Agriculture, Livestock & Fisheries, StateDepartment of Agriculture having its principal place of business at Kilimo House, CathedralRoad, Box 30028 00100 Nairobi ((hereinafter referred to as “MoALF/SDA” which expressionshall where the context so admits includes its assignees and successors) on the one hand and the Ministryof Environment and Natural Resources, State Department of Environment – Kenya MeteorologicalDepartment with principal place of business at NHIF Building, 12th Floor, Box 30126 00100 Nairobi(hereinafter referred to as MENR/SDE/KMD) which expression shall where the context so admitsinclude its assignees and successors) on the second part.


WHEREAS the MoALF/SDA’s mandate includes among other functions collecting, maintainingandmanaging information on agricultural sector; analyzing agricultural information to inform policy anddisseminating information to end users including farmers, agro-pastoralists and pastoralists.

WHEREAS the MENR/SDE’s mandate includes among other functions monitoring, forecasting andobserving climate and weather, exchange of weather information and provision of weather relatedinformation for protection of human life and property by the Kenya Meteorological Department(KMD)

WHEREAS the Government of Kenya, hereinafter referred to as the borrower has received a creditfacility from the World Bank to implement Kenya Climate Smart Agriculture Project (Project I.D.P154784) (hereinafter KCSAP) with the particulars of the Financing Agreement signed on 7th April 2017 and the Project Appraisal Document 1998 (PAD) contained in Annex 1 and II of this MoU.

WHEREAS the MoALF/SDA is the implementing Agency of KCSAP whose objective is “toincrease agricultural productivity and build resilience to climate change risks in the targetedsmallholder farming and pastoral communities in Kenya, and in the event of an Eligible Crisis orEmergency, to provide immediate and effective response.”

WHEREAS the Parties herein are committed to ensuring the sustainability of the provision ofintegrated weather and market information within 24 Counties participating in the KCSAP namely; Marsabit, Isiolo, Tana River, Garissa, Wajir, Mandera, West Pokot, Baringo, Laikipia, Machakos, Nyeri,Tharaka Nithi, Lamu,TaitaTaveta,Kajiado, Busia,Siaya, Nyandarua, Bomet, Kericho, Kakamega, UasinGishu, Elgeyo Marakwet and Kisumu.

NOW THEREFORE the Parties do hereby agree and acknowledge as follows:-



Article 1 Objectives

The object and purpose of this MoU is to establish a framework for the collaborative partnership between the MoALF/SDA and MENR/SDE by: -

i. Creating an enabling environment for collaboration, cooperation and partnership between theparties towards the realization of the KCSAP outputs

ii. Defining areas of cooperation towards the fulfilment of the KCSAP.

Article 2Scope and areas of cooperation

The Parties will cooperate in the following areas: -

i. Improving agro-meteorological forecasting and monitoring through financing (a) mappingexisting publicly and privately operated automated weather stations (AWSs)- including agro-meteorological, hydrological and rain gauge stations; (b) establishing agro-meteorologicaland hydro-meteorological centers, (c) installing new automated agro-weather stations; and (d)developing and upgrading the Early Warning System (EWS)

ii. Developing big data for climate-smart agriculture through financing big data systems that willhelp farmers, agro-pastoralists and pastoralists make informed decisions on what, when,where and how to produce. Support to big data for Climate Smart Agriculture (CSA) willfinance the appointing the Normalized Difference Vegetation Index (NDVI) agent and settingup infrastructure for big data analytics. A big data with open application programminginterface (API) will be established to facilitate non-confidential data sharing and information dissemination.

iii. Building institutional and technical capacity of parties to enable them meet their respectiveresponsibilities under this MoU.

Article 3Roles and Responsibilities

In furtherance of the objectives of the MoU, Parties herein shall undertake the following roles andresponsibilities:a) The MoALF/SDA shall;

i. Coordinate implementation of KCSAP on behalf the borrower as indicated in the PADii. undertake timely disbursement of finances to MENR/SDE in accordance to approved

budgetsiii. Establish NPCU whose mandate is to manage day to day project implementation

This Memorandum of Understanding (hereinafter referred to as the “MoU”) is made this…………dayof…………………..2017 between the Ministry of Agriculture, Livestock & Fisheries, StateDepartment of Agriculture having its principal place of business at Kilimo House, CathedralRoad, Box 30028 00100 Nairobi ((hereinafter referred to as “MoALF/SDA” which expressionshall where the context so admits includes its assignees and successors) on the one hand and the Ministryof Environment and Natural Resources, State Department of Environment – Kenya MeteorologicalDepartment with principal place of business at NHIF Building, 12th Floor, Box 30126 00100 Nairobi(hereinafter referred to as MENR/SDE/KMD) which expression shall where the context so admitsinclude its assignees and successors) on the second part.


WHEREAS the MoALF/SDA’s mandate includes among other functions collecting, maintainingandmanaging information on agricultural sector; analyzing agricultural information to inform policy anddisseminating information to end users including farmers, agro-pastoralists and pastoralists.

WHEREAS the MENR/SDE’s mandate includes among other functions monitoring, forecasting andobserving climate and weather, exchange of weather information and provision of weather relatedinformation for protection of human life and property by the Kenya Meteorological Department(KMD)

WHEREAS the Government of Kenya, hereinafter referred to as the borrower has received a creditfacility from the World Bank to implement Kenya Climate Smart Agriculture Project (Project I.D.P154784) (hereinafter KCSAP) with the particulars of the Financing Agreement signed on 7th April 2017 and the Project Appraisal Document 1998 (PAD) contained in Annex 1 and II of this MoU.

WHEREAS the MoALF/SDA is the implementing Agency of KCSAP whose objective is “toincrease agricultural productivity and build resilience to climate change risks in the targetedsmallholder farming and pastoral communities in Kenya, and in the event of an Eligible Crisis orEmergency, to provide immediate and effective response.”

WHEREAS the Parties herein are committed to ensuring the sustainability of the provision ofintegrated weather and market information within 24 Counties participating in the KCSAP namely; Marsabit, Isiolo, Tana River, Garissa, Wajir, Mandera, West Pokot, Baringo, Laikipia, Machakos, Nyeri,Tharaka Nithi, Lamu,TaitaTaveta,Kajiado, Busia,Siaya, Nyandarua, Bomet, Kericho, Kakamega, UasinGishu, Elgeyo Marakwet and Kisumu.

NOW THEREFORE the Parties do hereby agree and acknowledge as follows:-

148



iv. Submit quarterly disbursement reports to the World Bankv. Participate in appraisal and review missions, monitoring and evaluation.vi. Advise Parties and appraise on terms that may have implication to implementation of the

project.vii. Facilitate coordination of partners with KALRO, relevant officers at national and county

level, participating county governments and other stakeholdersviii. Provision of specific county disaggregated data/ information for various crops, livestock and

fisheries enterprises

b) The MENR/SDE, Kenya Meteorological Department shall;i. Map existing agro-meteorological and hydrological stations with the aim of assessing the

distribution, quantity and quality of existing public and private agro-meteorological andhydrologicalAutomated Weather Stations (AWSs), in the 24 participating Counties

ii. Establish agro-meteorological and hydro-meteorological centers in the 24 participatingcounties. KCSAP will upgrade and modernize the seven functional centers under KMDand establish 13 others at KALRO centers located in the project counties. The project willalso finance the installation of 17 new hydro-meteorological centers in the participatingcounties.

iii. Install new automated agro-weather stations. The project will finance the installation of equipment for scaling down climate models, numerical weather prediction modelling,processing and managing satellite weather data, visualization of the data and improvingweather communication capacity

iv. Develop the Early Warning System (EWS). The project will finance development of theEWS at KMD to strengthen disaster preparedness and mitigation capabilities. The primaryobjective of developing the EWS is to improve short-, medium-, and long rangeforecasts/monitoring information for various users, including flood and drought warnings,disaster reduction and emergency response.

v. Providerequisiteweatherandclimate informationandsupport interpretationofweather relatedinformation during the project term and beyond

vi. Provide periodic weather updates to MoALF and Kenya Agricultural and LivestockResearch Organization (KALRO) for developing advisory services and subsequentdissemination to farmers and other end users.

vii. Dedicate adequate staff members to support project implementation

viii. Collaborate with KALRO to ensure proper flow of climate advisories from KMD anddelivery to stakeholders by KALRO


ix. Be responsible for the operations and maintenance of all meteorological infrastructure,instruments, networks and facilities to be installed by the project both during the durationof the project and beyond.

x. Provide operational, progress and maintenance reports of the infrastructure installation anddevelopment.

xi. Open a project bank account through which all project funding will be channeled

xii. Maintain accountable documentation of expenditures as prescribed in the PAD

xiii. Prepare quarterly budgets and Statements of Expenditure (SoE)

xiv. Participate in appraisal, monitoring and evaluation and review missions

Article 4Implementation Mechanisms

The MoALF/SDA shall establish a National Project Coordinating Unit (NPCU) for purposes ofappraising, monitoring and evaluating implementation of the project and subsequently this MoU. MoENR(KMD) will deploy an officer to support sub-component 3 on a full time basis and provide a contact for atechnical officer at KMD to support project implementation.

Article 5FinancialAccountability

All procurement, accountability, audit and financial expenditure under this MoU shall be inaccordance to laws and regulations operating in Kenya read together with the Financing Agreement;the Project Implementation, Procurement and Financial Management manuals; and the Project AppraisalDocument.

Article 6Participation in Similar Activities

This memorandum of Understanding does not restrict the Parties from participating in similar activitieswith other public or private organizations, agencies and individuals.

Article 7Entry into Force and Duration

1 This MoU will enter into force upon signature by the Parties.

2 This MoU shall remain valid for the duration of the project effective period. In the event that

iv. Submit quarterly disbursement reports to the World Bankv. Participate in appraisal and review missions, monitoring and evaluation.vi. Advise Parties and appraise on terms that may have implication to implementation of the

project.vii. Facilitate coordination of partners with KALRO, relevant officers at national and county

level, participating county governments and other stakeholdersviii. Provision of specific county disaggregated data/ information for various crops, livestock and

fisheries enterprises

b) The MENR/SDE, Kenya Meteorological Department shall;i. Map existing agro-meteorological and hydrological stations with the aim of assessing the

distribution, quantity and quality of existing public and private agro-meteorological andhydrologicalAutomated Weather Stations (AWSs), in the 24 participating Counties

ii. Establish agro-meteorological and hydro-meteorological centers in the 24 participatingcounties. KCSAP will upgrade and modernize the seven functional centers under KMDand establish 13 others at KALRO centers located in the project counties. The project willalso finance the installation of 17 new hydro-meteorological centers in the participatingcounties.

iii. Install new automated agro-weather stations. The project will finance the installation of equipment for scaling down climate models, numerical weather prediction modelling,processing and managing satellite weather data, visualization of the data and improvingweather communication capacity

iv. Develop the Early Warning System (EWS). The project will finance development of theEWS at KMD to strengthen disaster preparedness and mitigation capabilities. The primaryobjective of developing the EWS is to improve short-, medium-, and long rangeforecasts/monitoring information for various users, including flood and drought warnings,disaster reduction and emergency response.

v. Providerequisiteweatherandclimate informationandsupport interpretationofweather relatedinformation during the project term and beyond

vi. Provide periodic weather updates to MoALF and Kenya Agricultural and LivestockResearch Organization (KALRO) for developing advisory services and subsequentdissemination to farmers and other end users.

vii. Dedicate adequate staff members to support project implementation

viii. Collaborate with KALRO to ensure proper flow of climate advisories from KMD anddelivery to stakeholders by KALRO


the project is prematurely terminated or extended, this MoU will be terminated or extendedrespectively. This MoU can also be terminated when either of the Parties gives to the othera written notice, six months in advance, of its intention to terminate the MoU.

Article 8Legal implication

This Memorandum of Understanding merely constitutes a statement of the mutual intentions of the partieswith respect to its contents and does not constitute any legal obligation binding on either side.Notwithstanding that the MoU does not constitute any binding legal obligation; the Parties shall performtheir respective obligations for the achievement of the objectives.


No Party shall disclose any information to any third Party concerning the matters under this MoU. Anyproprietary information properly identified as such by the disclosing Party and which is contained ina report or disclosed by one Party to the other Party, shall be kept strictly confidential by the receivingParty and shall not be disclosed to any third party without the prior written consent of the originaldisclosing Party. In the event of termination of this MoU, the Parties agree that the preservation ofconfidentiality shall continue to apply.



c. The Principal SecretaryMinistry of Agriculture, Livestock and FisheriesState Department of Agriculture P.O Box 30028-00100Nairobi, KenyaEmail:[email protected]

d. The Principal SecretaryMinistry of Environment and Natural Resources State Department of EnvironmentBox 30126 00100 NairobiEmail:[email protected]



Article 11Amendment

This Memorandum of Understanding may be amended as may be required from time to time by mutualwritten consent of both parties. Such amendments shall be signed and dated by Parties prior to anychanges being made and shall come into force on such a date as shall be mutually agreed upon by theParties and, shall form part of this Memorandum of Understanding.

Any amendment shall be done without prejudice to the rights and obligations arising from or based on thisMemorandum of Understanding prior to the date of such amendments.

Article 12Force Majeure

Each Party will notify the other party of any circumstances or unforeseen obstacles (force majeure)that may hinder the smooth implementation of the MOU and work to resolve them

Article 13Termination

Either Party may terminate this MoU at any time by giving the other party six (6) months written notice ofits intention to do so through the addresses given above.

The termination of the MoU shall not prejudice the activities or programs already in progress underthe MoU unless the parties jointly decide otherwise.

In the event of this MoU being terminated, each party shall be solely responsible for the payment of anyexpenses it has incurred pursuant to the termination.

Article 14Applicable law

Implementation of this MoU shall be governed and construed in accordance with the laws of Kenya

Article 15Dispute Settlement

Any dispute that may arise out of the implementation and interpretation of this MoU shall be settledamicably through mutual consultations and through the institutions established under the FinancingAgreement.

IN WITNESS WHEREOF, the undersigned, being duly authorized representatives of the Parties has

the project is prematurely terminated or extended, this MoU will be terminated or extendedrespectively. This MoU can also be terminated when either of the Parties gives to the othera written notice, six months in advance, of its intention to terminate the MoU.

Article 8Legal implication

This Memorandum of Understanding merely constitutes a statement of the mutual intentions of the partieswith respect to its contents and does not constitute any legal obligation binding on either side.Notwithstanding that the MoU does not constitute any binding legal obligation; the Parties shall performtheir respective obligations for the achievement of the objectives.


No Party shall disclose any information to any third Party concerning the matters under this MoU. Anyproprietary information properly identified as such by the disclosing Party and which is contained ina report or disclosed by one Party to the other Party, shall be kept strictly confidential by the receivingParty and shall not be disclosed to any third party without the prior written consent of the originaldisclosing Party. In the event of termination of this MoU, the Parties agree that the preservation ofconfidentiality shall continue to apply.



c. The Principal SecretaryMinistry of Agriculture, Livestock and FisheriesState Department of Agriculture P.O Box 30028-00100Nairobi, KenyaEmail:[email protected]

d. The Principal SecretaryMinistry of Environment and Natural Resources State Department of EnvironmentBox 30126 00100 NairobiEmail:[email protected]

152



caused this MOU to be signed as of the date set forth below:

DATED at ………………this ……………day of ………………………………………., 2017

FOR: MINISTRY OF AGRICULTURE, LIVESTOCK, FISHERIES AND CO-OPERATIVES STATE DEPARTMENT OF AGRICULTURE ------------------------------------------------------------------------------

Prof. Hamadi Boga



Witnessed by:-

--------------------------------------------------------------------------------

Name: Mr. Francis Muthami


FOR: MINISTRY OF ENVIRONMENT AND NATURAL RESOURCES STATE DEPARTMENT OF ENVIRONMENT--------------------------------------------------------------------------------

Mr. Charles Sunkuli, CBS

State Department of Environment


Witnessed by:

-------------------------------------------------------------------------------

Name: Mr. Peter Ambeje

Director, Kenya Meteorological Department


ANNEX 3C: MOU BETWEEN COUNTY GOVERNMENTS ANDCOMMUNITIES

COMMUNITY DEVELOPMENT AGREEMENT REPUBLIC OF KENYA

[Insert KCSAP logo] [Insert logo of County Government]

COMMUNITY DEVELOPMENT AGREEMENT

BETWEEN

THE COUNTY GOVERNMENT OF ………………..……………….............................…..

AND

BENEFICIARYCOMMUNITY/ORGANIZATION…………………………………………


KENYA CLIMATE-SMART AGRICULTURE PROJECT (KCSAP) DATED

Day of 2017

caused this MOU to be signed as of the date set forth below:

DATED at ………………this ……………day of ………………………………………., 2017

FOR: MINISTRY OF AGRICULTURE, LIVESTOCK AND FISHERIES STATE DEPARTMENT OF AGRICULTURE------------------------------------------------------------------------------

Dr. Richard Lesiyampe PhD, CBS



Witnessed by:-

--------------------------------------------------------------------------------

Name: Mr. Francis Muthami


FOR: MINISTRY OF ENVIRONMENT AND NATURAL RESOURCES STATE DEPARTMENT OF ENVIRONMENT--------------------------------------------------------------------------------

Mr. Charles Sunkuli, CBS

State Department of Environment


Witnessed by:

-------------------------------------------------------------------------------

Name: Mr. Peter Ambeje

Director, Kenya Meteorological Department


This Agreement is made between the County Government of (herein called “the CountyGovernment”) on the one part AND the Community herein referred to as “Party” and collectively referredto as “the Parties”).

WHEREASD. The County Government is an executing agencies of KCSAP;E. The Community will implement KCSAP CSA Investments at Community Level

NOW THEREFOREIn consideration of the commitments and agreements contained herein, the Parties agree as follows:

5. OBLIGATIONS OF THE COUNTY GOVERNMENTa) Supporting CSA planning and prioritizationb) Contract private advisory service providersc) Facilitating community institutions to undertake CSA mandated) Support community, ward and county level investmentse) Support CIGs, VMGs, VCs, POs, Productive Alliances Model (PPPs)f) Facilitate public extension agents to provide advisory servicesg) Provide quality assurance of servicesh) provide oversight in project implementationi) Ensure gender mainstreaming and inclusion of youth, IPs and vulnerable groupsj) Ensure compliance to environmental and social safeguardsk) Adherence to disclosure requirements, conflict and complaint resolution mechanisms

6. OBLIGATIONS OF THE COMMUNITYl) Participate in CSA planning and prioritizationm) Implement the prioritized CSA micro- and sub-projectsn) Participate in PMEo) Provide data as stipulated in the PME toolsp) Ensure transparency and accountability in project implementationq) Ensure gender mainstreaming and inclusion of youth, IPs and vulnerable groupsr) Ensure compliance to environmental and social safeguardss) Adherence to disclosure requirements, conflict and complaint resolution mechanisms

7. VALIDITY

This Agreement shall be valid from the date of the last signature by the Parties below and may be terminated by either party through a six-month’s written notice of its intention to terminate theAgreement.



IN WITNESS WHEREOF

The Parties hereto, acting through their duly authorized representatives, have caused this CommunityAgreement to be signed in their respective names as of the day and year first below written.

FOR AND ON BEHALF OF THE COUNTY GOVERNMENT OF………………………

Governor:

Signature:

Date:

(County Government official seal)

FOR AND ON BEHALF OF THE COMMUNITY

CDDC:

Signature:

Date:

(CDDC official seal)

This Agreement is made between the County Government of (herein called “the CountyGovernment”) on the one part AND the Community herein referred to as “Party” and collectively referredto as “the Parties”).

WHEREASD. The County Government is an executing agencies of KCSAP;E. The Community will implement KCSAP CSA Investments at Community Level

NOW THEREFOREIn consideration of the commitments and agreements contained herein, the Parties agree as follows:

5. OBLIGATIONS OF THE COUNTY GOVERNMENTa) Supporting CSA planning and prioritizationb) Contract private advisory service providersc) Facilitating community institutions to undertake CSA mandated) Support community, ward and county level investmentse) Support CIGs, VMGs, VCs, POs, Productive Alliances Model (PPPs)f) Facilitate public extension agents to provide advisory servicesg) Provide quality assurance of servicesh) provide oversight in project implementationi) Ensure gender mainstreaming and inclusion of youth, IPs and vulnerable groupsj) Ensure compliance to environmental and social safeguardsk) Adherence to disclosure requirements, conflict and complaint resolution mechanisms

6. OBLIGATIONS OF THE COMMUNITYl) Participate in CSA planning and prioritizationm) Implement the prioritized CSA micro- and sub-projectsn) Participate in PMEo) Provide data as stipulated in the PME toolsp) Ensure transparency and accountability in project implementationq) Ensure gender mainstreaming and inclusion of youth, IPs and vulnerable groupsr) Ensure compliance to environmental and social safeguardss) Adherence to disclosure requirements, conflict and complaint resolution mechanisms

7. VALIDITY

This Agreement shall be valid from the date of the last signature by the Parties below and may be terminated by either party through a six-month’s written notice of its intention to terminate theAgreement.

156



ANNEX 4: FINANCIAL REPORTS

ANNEX 4A: KCSAP FLOW OF FUNDS ARRANGEMENTS

World Bank

DA- 1 opened at CBK (For county Level Activities -

Component 1 and part of Component 4)

DA-2 opened at CBK (For National Level Activities - Component 2,

3 & part of Component 4)

24 Count Revenue Funds (CRFs) opened at CBK

Project Account - MOALF Opened at CBK

24 Special Purpose Accounts (SPAs)

24 KCSAP Accoouunntts

Community Accounts opened at Commercial Bank

Payments for goods, services and other eligible expenditures


ANNEX 4B: QUARTERLY UN-AUDITED INTERIM FINANCIAL REPORT (IFR)

IMPLEMENTING ENTITY: MINISTRY OF AGRICULTURE, LIVESTOCK FISHERIES AND CO-OPERATIVE

PROJECT NAME: KENYA CLIMATE SMART AGRICULTUREPROJECT

IDA CREDIT NO.: xxx

PROJECT NUMBER: P154784

REPORT: QUARTERLY UN-AUDITED INTERIMFINANCIAL REPORT (IFR)

PERIOD OF REPORT: xxx

REPORTING CURRENCY: UNITED STATES DOLLARS [USD]

This IFR is for the quarter ended xxx

The previous IFR was for the quarterended xxx

USD Designated Account Deposit Bank xxx

USD Designated Account “A” Number xxx

USD Designated Account “B” Number xxx

Exchange rate at beginning of quarter(Kshs to US$) xxx (State the applicable exchange rate date)

Exchange rate at end of quarter (Kshsto US$) xxx (State the applicable exchange rate date)

ANNEX 4: FINANCIAL REPORTS

ANNEX 4A: KCSAP FLOW OF FUNDS ARRANGEMENTS

World Bank

DA- 1 opened at CBK(For county Level Activities -

Component 1 and part ofComponent 4)

DA-2 opened at CBK(For National Level Activities - Component 2,

3 & part of Component 4)

24 Count Revenue Funds (CRFs)opened at CBK

Project Account - MOALFOpened at CBK

24 Special Purpose Accounts(SPAs)

24 KCSAP Accoouunntts

Community Accounts opened atCommercial Bank

Payments for goods, services and other eligible expenditures


ANNEX 4C: QUARTERLY INTERIM FINANCIAL REPORT (IFR)

IMPLEMENTING ENTITY: MINISTRY OF AGRICULTURE,LIVESTOCK AND FISHERIES

PROJECT NAME: KENYA CLIMATE SMARTAGRICULTURE PROJECT

IDA CREDIT NO.: xxx





TABLE OF CONTENTS

PAGE

P1- STATEMENT OF SOURCES AND USES OF FUNDS XX

P2- EXPENDITURE PER COMPONENT XX

P3- SUMMARY OF BANK ACCOUNTBALANCES XX

P4- DESIGNATED ACCOUNT “A”STATEMENT FROM CBK XX

P5- DESIGNATED ACCOUNT “B”STATEMENT FROM CBK XX

P6- KSHS PCU BANK ACCOUNTRECONCILIATION XX

P7- KSHS PCU BANK ACCOUNTSTATEMENT XX

P8- SUMMARY OF IMPREST BALANCES XX



P9- DETAILED LIST OF IMPRESTBALANCES XX

P10- LIST OF COUNTIES BANKBALANCES XX

P11- CONTRACTS SUBJECT TO WORLDBANK’S PRIOR REVIEW XX

P12-CONTRACTS NOT SUBJECT TOWORLD BANK’S PRIOR REVIEW XX

ANNEX 4C: QUARTERLY INTERIM FINANCIAL REPORT (IFR)

IMPLEMENTING ENTITY: MINISTRY OF AGRICULTURE,LIVESTOCK AND FISHERIES

PROJECT NAME: KENYA CLIMATE SMARTAGRICULTURE PROJECT

IDA CREDIT NO.: xxx





TABLE OF CONTENTS

PAGE

P1- STATEMENT OF SOURCES AND USES OF FUNDS XX

P2- EXPENDITURE PER COMPONENT XX

P3- SUMMARY OF BANK ACCOUNTBALANCES XX

P4- DESIGNATED ACCOUNT “A”STATEMENT FROM CBK XX

P5- DESIGNATED ACCOUNT “B”STATEMENT FROM CBK XX

P6- KSHS PCU BANK ACCOUNTRECONCILIATION XX

P7- KSHS PCU BANK ACCOUNTSTATEMENT XX

P8- SUMMARY OF IMPREST BALANCES XX

160

KCSAP Kenya Climate-Smart Agricutural Project


COUNTIES’ ProjectAccounts (Kshs)

Cash in Hand

Others (e.g. Imprest,advances etc.)

Total Opening CashBalances

Add: Receipts During theQuarter

IDA Replenishment toDesignatedAccounts

IDA Direct Payment

GOK CounterpartContributions

Total Receipts DuringQuarter

Total Financing Available(Opening Balances +Receipts)

ANNEX 4D: QUARTERLY UN-AUDITED INTERIM FINANCIAL REPORT (IFR) - P1- STATEMENTOF SOURCES AND USES OF FUNDS

PROJECTIMPLEMENTINGENTITY:

MINISTRY OF AGRICULTURE, LIVESTOCK, FISHERIES AND CO-OPERATIVE

PROJECT NAME: KENYA CLIMATE SMART AGRICULTURE PROJECT

IDA CREDIT NO.: xxx

REPORT: QUARTERLY UN-AUDITED INTERIM FINANCIAL REPORT (IFR)

THIS SCHEDULE: P1- STATEMENT OF SOURCES AND USES OF FUNDS

PERIOD OF REPORT: FOR THE QUARTER ENDED XXX

REPORTINGCURRENCY: UNITED STATES DOLLARS [USD]

Sources of Funds/Receipts Ref

Cumulative Opening Balances Quarter ending 30June ……(Year) Cumulative to date

DA-A DA-B GOK TOTAL DA-A DA-B GOK TOTAL DA-A DA-B GOK TOTAL

Opening Cash Balances

IDA USD DesignatedAccounts

Project Main OperationsA/c “PCU” (Kshs)

161




Cash in Hand


Total Opening CashBalances

Add: Receipts During theQuarter

IDA Replenishment toDesignatedAccounts

IDA Direct Payment

GOK CounterpartContributions

Total Receipts DuringQuarter

Total Financing Available(Opening Balances +Receipts)

ANNEX 4D: QUARTERLY UN-AUDITED INTERIM FINANCIAL REPORT (IFR) - P1- STATEMENTOF SOURCES AND USES OF FUNDS


MINISTRY OF AGRICULTURE, LIVESTOCK AND FISHERIES


IDA CREDIT NO.: xxx


THIS SCHEDULE: P1- STATEMENT OF SOURCES AND USES OF FUNDS

PERIOD OF REPORT: FOR THE QUARTER ENDED XXX


Sources of Funds/Receipts Ref

Cumulative Opening Balances Quarter ending 30June ……(Year) Cumulative to date

DA-A DA-B GOK TOTAL DA-A DA-B GOK TOTAL DA-A DA-B GOK TOTAL

Opening Cash Balances



162



Less: Payments/Expenditure byCat. 1: Goods, works,non-consulting services,consultants’ services,and Training, andIncremental OperatingCosts for the Project

Direct payments

Cat. 2: Sub-projectGrants for:

(a) Agro-PastoralSub- projects

(b) Agro-PastoralMicro- projects

(c) Public-Privatepartnerships


163



(a) PastoralMicro- projects

(b) Pastoral Sub-projects

Cat. 4: Sub-projectGrants for EmergencyExpenditures under Part5 of the Project

Cat. 5: Refund ofPreparationAdvance

Bank Charges

Total Uses of Funds/Payments byCategory

Expected ClosingCash Balances

Actual ClosingCash Balances


Less: Payments/Expenditure byCat. 1: Goods, works,non-consulting services,consultants’ services,and Training, andIncremental OperatingCosts for the Project

Direct payments


(a) Agro-PastoralSub- projects

(b) Agro-PastoralMicro- projects

(c) Public-Privatepartnerships


164




-


-

Cash in Hand

-


-

Actual Total ClosingCash Balances

-

Difference (should be NIL)

165



NB:

Start of quarter Exchange Rate: USD 1.00 = Ksh XXX

Prepared By: ProjectAccountant……………………………

Signature……………………

Date………………………

Approved By Project Coordinator…………………………..

Signature……………………

Date………………………

Project Main OperationsA/c “PCU” (Kshs) -

COUNTIES’ ProjectAccounts (Kshs) -

Cash in Hand -

Others (e.g. Imprest,advances etc.) -

Actual Total ClosingCash Balances -

Difference (should be NIL)

166



ANNEX 4E: QUARTERLY UN-AUDITED INTERIM FINANCIAL REPORT (IFR) - EXPENDITURE PERCOMPONENT




IDA CREDIT NO.: xxx


THIS SCHEDULE: EXPENDITURE PER COMPONENT

PERIOD OFREPORT: FOR THE QUARTER ENDED XXX


Project Component RefCumulative Opening Balances Quarter ending 30 June

……. (Year) Cumulative to date

IDA GOK TOTAL DA-A GOK TOTAL DA-A GOK TOTAL

Component 1:Upscaling Climate-Smart AgriculturalPractices

167



Sub-Component 1.1Building InstitutionalCapacity andStrengthening ServiceDelivery

Sub-Component 1.2Supporting Investments inSmallholder Agro-pastoral ProductionSystems

Sub-Component 1.3Supporting Investments inPastoral ProductionSystems

Sub-total

Component 2:Strengthening Climate-Smart AgriculturalResearch and SeedSystems

168



Sub-Component 3.1Improving Agro-meteorologicalForecasting andMonitoring

Sub-Component 3.2Developing IntegratedWeather and MarketInformation System

Sub-Component 3.3Building Technicaland Institutional andCapacity

Sub-total

Component 4: ProjectCoordination andManagement

Sub-Component 4.1Project Coordination

Sub-Component 2.1Supporting Climate-SmartAgriculturalResearch andInnovations

Sub-Component 2.2Building Competitiveand Sustainable SeedSystems

Sub-Component 2.3Strengthening Technicaland Institutional Capacity

Sub-total

Component 3:Supporting Agro-weather, Market,Climate and AdvisoryServices

169



Sub-Component 3.1Improving Agro-meteorologicalForecasting andMonitoring

Sub-Component 3.2Developing IntegratedWeather and MarketInformation System

Sub-Component 3.3Building Technicaland Institutional andCapacity

Sub-total

Component 4: ProjectCoordination andManagement

Sub-Component 4.1Project Coordination

Sub-Component 2.1Supporting Climate-SmartAgriculturalResearch andInnovations

Sub-Component 2.2Building Competitiveand Sustainable SeedSystems

Sub-Component 2.3Strengthening Technicaland Institutional Capacity

Sub-total

Component 3:Supporting Agro-weather, Market,Climate and AdvisoryServices

170



Sub-Component4.2 Monitoring &Evaluation and ImpactEvaluation

Sub-total

Grand Total Uses ofFunds by Component


ANNEX 4F: SUMMARY OF MOVEMENT OF BANK ACCOUNTBALANCES

PROJECT IMPLEMENTING ENTITY: MINISTRY OF AGRICULTURE, LIVESTOCK, FISHERIES AND CO-OPERATIVE

PROJECT NAME: KENYA CLIMATE SMART AGRICULTUREPROJECT

IDA CREDIT NO. xxx

REPORT: P154784

THIS SCHEDULE: SUMMARY OF MOVEMENT OF BANKACCOUNT BALANCES


REPORTING CURRENCY UNITED STATES DOLLARS [USD]

Project USD Designated A/C “A” CBK xxx USD

Opening balance at beginning of quarter

Add: Advances received during quarter

Add: Interest received

Sub-totalLess: Transfers to the Kshs Project MainAccountLess: Direct payments

Less: Payments for bank charges

Sub-total

Closing balance at end of quarter

Project USD Designated A/C “B” CBK xxx USD

Opening balance at beginning of quarter XXX

Add: Advances received during quarter

Add: Interest received

Sub-totalLess: Transfers to the Kshs Project MainAccountLess: Payments for bank charges

Sub-total

Closing balance at end of quarter XXX

Sub-Component4.2 Monitoring &Evaluation and ImpactEvaluation

Sub-total

Grand Total Uses ofFunds by Component

172



PCU Project Main Operations A/c“PCU” [Kshs] CBK xxx

Kshs Exch rate Equiv. US$

Opening balance at beginning of quarter XXX XXX XXX XXXAdd: Transfers from Project DA “A” toProject A/c “A” XXX XXX XXX

Sub-total - -Less: Payments for eligible expenditure[Cat. 1] XXX XXX XXXLess: Payments for eligible expenditure[Cat. 2] XXX XXX XXX

Less: Advance to PCU XXX XXX XXX

Less: Advance to Counties XXX XXX XXX

Closing balance at end of quarter XXX XXX XXX XXX

Kshs Project Operating Account[COUNTIES]

Kshs Exch rate Equiv. US$Total opening balances at beginning ofquarter XXX XXX XXX XXX

Add: Transfers from Project Main A/c XXX XXX XXX

Sub-total XXX XXX XXX

Less: Payments for eligible expenditure XXX XXX XXX


Total closing balance at end of quarter XXX XXX XXX XXX


ANNEX 4G: IDA DESIGNATED ACCOUNT “A” AND “B”STATEMENT

IMPLEMENTING ENTITY: MINISTRY OF AGRICULTURE, LIVESTOCK, FISHERIES AND CO-OPERATIVE


IDA CREDIT NO.: xxx


THIS SCHEDULEIDA DESIGNATED ACCOUNT “A” STATEMENT





IDA CREDIT NO.: xxx


THIS SCHEDULEIDA DESIGNATED ACCOUNT “B” STATEMENT



PCU Project Main Operations A/c“PCU” [Kshs] CBK xxx

Kshs Exch rate Equiv. US$

Opening balance at beginning of quarter XXX XXX XXX XXXAdd: Transfers from Project DA “A” toProject A/c “A” XXX XXX XXX

Sub-total - -Less: Payments for eligible expenditure[Cat. 1] XXX XXX XXXLess: Payments for eligible expenditure[Cat. 2] XXX XXX XXX

Less: Advance to PCU XXX XXX XXX

Less: Advance to Counties XXX XXX XXX

Closing balance at end of quarter XXX XXX XXX XXX

Kshs Project Operating Account[COUNTIES]

Kshs Exch rate Equiv. US$Total opening balances at beginning ofquarter XXX XXX XXX XXX

Add: Transfers from Project Main A/c XXX XXX XXX

Sub-total XXX XXX XXX



Total closing balance at end of quarter XXX XXX XXX XXX


ANNEX 4H: PCU MAIN OPERATIONS ACCOUNT “A” [KSHS]RECONCILIATION AND STATEMENT

IMPLEMENTING ENTITY: MINISTRY OF AGRICULTURE, LIVESTOCK ANDFISHERIES


IDA CREDIT NO.: xxx


THIS SCHEDULE PCU MAIN OPERATIONS ACCOUNT “A” [KSHS]RECONCILIATION


REPORTING CURRENCY: KENYA SHILLINGS [Kshs]



IDA CREDIT NO.: xxx


THIS SCHEDULE PCU MAIN OPERATIONS ACCOUNT “A” [KSHS]STATEMENT



ANNEX 4J: SUMMARY OF OUTSTANDING IMPRESTS

IMPLEMENTINGENTITY:



IDA CREDIT NO.: xxx


THIS SCHEDULE SUMMARY OF OUTSTANDING IMPRESTS





Implementing Unit Ref Kshs Balance Applicable ExchangeRate

Equivalent USDBalance

PCU/MoALF HQs - XXX XXX

COUNTIES - XXX XXX

Etc.

ANNEX 4H: PCU MAIN OPERATIONS ACCOUNT “A” [KSHS]RECONCILIATION AND STATEMENT



IDA CREDIT NO.: xxx


THIS SCHEDULE PCU MAIN OPERATIONS ACCOUNT “A” [KSHS]RECONCILIATION





IDA CREDIT NO.: xxx


THIS SCHEDULE PCU MAIN OPERATIONS ACCOUNT “A” [KSHS]STATEMENT



ANNEX 4J: SUMMARY OF OUTSTANDING IMPRESTS

IMPLEMENTINGENTITY:

MINISTRY OF AGRICULTURE, LIVESTOCK ANDFISHERIES


IDA CREDIT NO.: xxx


THIS SCHEDULE SUMMARY OF OUTSTANDING IMPRESTS



176



ANNEX 4K: LIST OF OUTSTANDING IMPRESTSIMPLEMENTING ENTITY: MINISTRY OF AGRICULTURE, LIVESTOCK

AND FISHERIESPROJECT NAME: KENYA CLIMATE SMART AGRICULTURE

PROJECT

IDA CREDIT NO.: xxx


THIS SCHEDULE: LIST OF OUTSTANDING IMPRESTS



OUSTANDING IMPRESTS - NPCU / MOALF

Date Imprest No. Cash BookVoucher No. Name. Personal

No. Amount Surrenderdate Remark

Total

Applicable Exchange Rate = XXX

Equivalent USD = XXX


ANNEX 4L: LIST OF COUNTIES BANK BALANCES

IMPLEMENTINGENTITY:



IDA CREDIT NO.: xxx


THIS SCHEDULE: LIST OF COUNTIES BANK BALANCES



CountyName

Bank AccountNo.

Cumulativebalance atbeginning of quarter

Disbursementto County inthe quarter

Expenditureaccountedby Countyin thequarter

Cumulativebalanceat end of quarter

Remark

TOTAL

ANNEX 4K: LIST OF OUTSTANDING IMPRESTSIMPLEMENTING ENTITY: MINISTRY OF AGRICULTURE, LIVESTOCK

AND FISHERIESPROJECT NAME: KENYA CLIMATE SMART AGRICULTURE

PROJECT

IDA CREDIT NO.: xxx


THIS SCHEDULE: LIST OF OUTSTANDING IMPRESTS



OUSTANDING IMPRESTS - NPCU / MOALF

Date Imprest No. Cash BookVoucher No. Name. Personal

No. Amount Surrenderdate Remark

Total

Applicable Exchange Rate = XXX

Equivalent USD = XXX


ANNEX 4M: KALRO KSHS OPERATIONS ACCOUNTRECONCILIATION STATEMENT



IDA CREDIT NO.: CR 5945


THIS SCHEDULE KALRO KSHS OPERATIONS ACCOUNTRECONCILIATION STATEMENT

PERIOD OF REPORT: FOR THE QUARTER ENDED




ANNEX 4N: KALRO KSHS OPERATIONS ACCOUNT BANKSTATEMENT

IMPLEMENTINGENTITY:





THIS SCHEDULE KALRO KSHS OPERATIONS ACCOUNT BANK STATEMENT


REPORTINGCURRENCY: KENYA SHILLINGS [Kshs]

ANNEX 4M: KALRO KSHS OPERATIONS ACCOUNTRECONCILIATION STATEMENT





THIS SCHEDULE KALRO KSHS OPERATIONS ACCOUNTRECONCILIATION STATEMENT



180



ANNEX 4P: KMD KSHS OPERATIONS ACCOUNTRECONCILIATION STATEMENT





THIS SCHEDULE KMD KSHS OPERATIONS ACCOUNTRECONCILIATION STATEMENT




ANNEX 4Q: KMD KSHS OPERATIONS ACCOUNT BANKSTATEMENT





THIS SCHEDULE KMD KSHS OPERATIONS ACCOUNT BANK STATEMENT



ANNEX 4P: KMD KSHS OPERATIONS ACCOUNTRECONCILIATION STATEMENT





THIS SCHEDULE KMD KSHS OPERATIONS ACCOUNTRECONCILIATION STATEMENT




ANNEX 4R: EXPENDITURE FOR CONTRACTS SUBJECT TOWORLD BANK’S PRIOR REVIEW

IMPLEMENTING

ENTITY:MINISTRY OF AGRICULTURE, LIVESTOCK, FISHERIES AND CO-OPERATIVE


IDA CREDIT NO.: xxx


THIS SCHEDULE:

EXPENDITURE FOR CONTRACTS SUBJECT TO WORLDBANK’S PRIOR REVIEW

PERIOD OFREPORT: xxx


Payments Made Since Project Inception Against Contracts Subject toWorld Bank’s Prior Review

Disbursement Cat./Sub-category

Sourceof Supply

ContractDate

Countryof ForeignSupplier

ContractAmountKSHS

Date ofWB’s “NoObjection”toContract

AmountPaid toSupplierduringPeriodUSD

WB’s Shareof Amt Paidto SupplierduringPeriod

Cat. 1: Goods,non-consultingservices, consultants’services, Trainingand Operating Costsunder all Parts of theProject (excludingPart B.3)

Category 1 100%

Category 1 100%SUB-TOTAL(KSHS)



Cat. 2: Sub-ProjectGrants Under PartB.3 of the Project

Category 2100%

Category 2100%

SUB-TOTAL(KSHS)GRAND TOTAL(KSHS)

ANNEX 4R: EXPENDITURE FOR CONTRACTS SUBJECT TOWORLD BANK’S PRIOR REVIEW

IMPLEMENTING

ENTITY: MINISTRY OF AGRICULTURE, LIVESTOCK AND FISHERIES


IDA CREDIT NO.: xxx


THIS SCHEDULE:

EXPENDITURE FOR CONTRACTS SUBJECT TO WORLDBANK’S PRIOR REVIEW

PERIOD OFREPORT: xxx


Payments Made Since Project Inception Against Contracts Subject toWorld Bank’s Prior Review

Disbursement Cat./Sub-category

Sourceof Supply

ContractDate


ContractAmountKSHS

Date ofWB’s “NoObjection”toContract

AmountPaid toSupplierduringPeriodUSD

WB’s Shareof Amt Paidto SupplierduringPeriod

Cat. 1: Goods,non-consultingservices, consultants’services, Trainingand Operating Costsunder all Parts of theProject (excludingPart B.3)

Category 1 100%

Category 1 100%SUB-TOTAL(KSHS)

184



ANNEX 4S: EXPENDITURE FOR CONTRACTS NOT SUBJECTTO WORLD BANK’S PRIOR REVIEW

IMPLEMENTING ENTITY: MINISTRY OF AGRICULTURE, LIVESTOCK AND FISHERIES


IDA CREDIT NO.: xxx

REPORT: QUARTERLY INTERIM FINANCIAL REPORT (IFR)

THIS SCHEDULE: EXPENDITURE FOR CONTRACTS NOT SUBJECT TO WORLDBANK’S PRIOR REVIEW



Payments Made during Reporting Period (Current Quarter) AgainstContracts NOT Subject to World Bank’s Prior Review

Disbursement CategorySourcesof supply


TotalExpenditureUSD

% IDAContribution

Eligiblefor Bank’sFinancing

IDAShareAmtPaidfrom DA

TOTAL (USD)

ADD: DIRECT PAYMENTTOTAL EXPENDITURE PERSTATEMENT OF SOURCES& USES OF FUNDS


IMPLEMENTING ENTIT

MINISTRYOF AGRICULTURE, LIVESTOCK AND FISHERIES

PROJECT NAME: KENYACLIMATE SMARTAGRICULTURE PROJECT

IDACREDIT NO.: CR 5945

REPORT: QUARTERLYINTERIMFINANCIALREPORT (IFR)

THISSCHEDULE: SUMMARY OF EXPENDITURE (SOE)


REPORTING CURRENC UNITED STATES DOLLARS [USD]

FORM 1-C

Date:

SOESheet No.

Categoryno: ApplicationNo. _

Category description:

SOEthreshold:

1 2 3 4 5 6 7 8 9 10 11

Item Name and Brief

Date ofNOL from

World Total Amount Eligible % Amount Exchange Currency &Date of

payment RemarksNo. Address of Description of Invoices as per Para 1 Eligible for Rate AmountPaid

Contractor of Services covered by f the Schedule FinancingApplication to the Letter (6 * 5) USD

(net of retention Agreement (if applicable)

Totals 0.00 0.00

PROJECT

TASK TEAMexchange rate used is the one at the point of disbursement of funds from IDA

Supporting documents for this SOE retained at Signature:

(Authorised Signatory)

1.A separateSOEformshouldbeusedfor eachcategory.2. Column3 shouldbefilled in respect of ALL suppliers/contractors.

ANNEX 4S: EXPENDITURE FOR CONTRACTS NOT SUBJECTTO WORLD BANK’S PRIOR REVIEW

IMPLEMENTING ENTITY: MINISTRY OF AGRICULTURE, LIVESTOCK AND FISHERIES


IDA CREDIT NO.: xxx

REPORT: QUARTERLY INTERIM FINANCIAL REPORT (IFR)

THIS SCHEDULE: EXPENDITURE FOR CONTRACTS NOT SUBJECT TO WORLDBANK’S PRIOR REVIEW



Payments Made during Reporting Period (Current Quarter) AgainstContracts NOT Subject to World Bank’s Prior Review

Disbursement CategorySourcesof supply


TotalExpenditureUSD

% IDAContribution

Eligiblefor Bank’sFinancing

IDAShareAmtPaidfrom DA

TOTAL (USD)

ADD: DIRECT PAYMENTTOTAL EXPENDITURE PERSTATEMENT OF SOURCES& USES OF FUNDS


APPLICATION FOR WITHDRAWAL

Instructions: >> You can use this formto request a payment and/or to document expenditures. Please complete and sign this form,and send it(w ithany required attachments) to the Loan Department, at the address found in the Disbursement Letter for your project. [See reverseside for detailedexplanations and instructions.] For general inquiries, please send an e-mail to w [email protected].

A. Application type and project reference1. Application type 2. Financier and loan number



ANNEX 5: QUARTERY M&E REPORTING FORMAT

i) Quarterly M & E Report formatBackground information

Summary comment on the purpose of the monitoring visit, the monitoring team composition, and the keyoutcome and output indicators agreed upon for purpose of this monitoring mission. (As per the projectresults framework)

Visit details

Date Area/locationof visited Participants

CIG, VMG,micro- /subproject

keyoutputs Indicators Observations/

Remarks

General ObservationInsert the general observations from the monitoring visit. This may be a few paragraphs up to a fewpages. Include photos, to illustrate the points. This section discussion include: progress of projectactivities, is the project addressing priority needs? what is the level of involvement of the community inplanning and implementation of project activities? etc.

Specific Issues and Actions

List the specific issues/ problems that were identified during the visit.

Identify the actions that need to be taken to solve the problem. This should include the specificindividuals responsible for taking the action, and when it should be completed.

Issues Identified Actions to be Taken

Summary of conclusions and way forward

APPLICATION FOR WITHDRAWAL

Instructions: >> You can use this formto request a payment and/or to document expenditures. Please complete and sign this form,and send it(w ithany required attachments) to the Loan Department, at the address found in the Disbursement Letter for your project. [See reverseside for detailedexplanations and instructions.] For general inquiries, please send an e-mail to w [email protected].

A. Application type and project reference1. Application type 2. Financier and loan number

188



Results Indicators Unit ofMeasure Baseline

Cumulative Target Values (Year)

Frequency Data Source/Methodology

Responsi-bility for Data Col-lection

Description(indicatordefinition etc.)1 2 3 4

5Finalyear

Productivity:Increase inproductivityof selectedagriculturalcommoditiessupported by theproject.

Percentage

0% 2% 5% 15% 20%

Annual

Survey,annualreportsfrom CIGssubmittedthrough MIS

CPCUs

Percent increasein crop or livestock yieldsfor prioritycommoditiesin targetedcounties. Theindicatormeasuresyield increasefrom targetbeneficiarieswho areadopting TIMPs as promoted bythe project, thusdemonstratingprogress towards achievingthe PDO –increasingproductivity.The baselinevalues indicateannualaverages, unless otherwiseindicated.

Sorghum 1,000 kg/ha

Millet 900 kg/haCassava 5,000 kg/

ha

Dairy1,500

liter milk/female/

lact. period

Aquaculture 1,200 tons/ha

ANNEX 6: RESULT FRAMEWORK KENYA CLIMATE SMART AGRICULTURE PROJECT(P154784)


1




Description(indicatordefinition etc.)2 3 4

5Finalyear

Direct projectbeneficiaries,1

share of whichfemale.Total:2

Number

0 9,075 88,450 278,900 487,500 521,500

AnnualSurvey,annualreportsfrom CIGs submittedthrough MIS

CPCUs

The indicatorcapturesdirect projectbeneficiariesby investmentwindow,who are: (i)organized inCIGs, (ii)VMGs; (iii)benefit from county levelinvestment; (iv)are members of PPPs.Beneficiariesreceive uniqueID numbers toavoid double-counting.

(i) CIGs 0 8,168 49,005 98,010 163,350 163,350

(ii) VMGs 0 908 5,445 10,890 18,150 18,150(iii) Countyinvestment 0 0 24,000 120,000 216,000 240,000

(iv) PPP 0 0 10,000 50,000 90,000 100,000

share of whichfemale Percentage 0 30% 30% 40% 45% 45% Annual

189








5Finalyear

Productivity:Increase inproductivityof selectedagriculturalcommoditiessupported by theproject.

Percentage

0% 2% 5% 15% 20%

Annual

Survey,annualreportsfrom CIGssubmittedthrough MIS

CPCUs

Percent increasein crop or livestock yieldsfor prioritycommoditiesin targetedcounties. Theindicatormeasuresyield increasefrom targetbeneficiarieswho areadopting TIMPs as promoted bythe project, thusdemonstratingprogress towards achievingthe PDO –increasingproductivity.The baselinevalues indicateannualaverages, unless otherwiseindicated.

Sorghum 1,000 kg/ha

Millet 900 kg/haCassava 5,000 kg/

ha

Dairy1,500

liter milk/female/

lact. period

Aquaculture 1,200 tons/ha

ANNEX 6: RESULT FRAMEWORK KENYA CLIMATE SMART AGRICULTURE PROJECT(P154784)


1





5Finalyear

Direct projectbeneficiaries,1

share of whichfemale.Total:2

Number

0 9,075 88,450 278,900 487,500 521,500

AnnualSurvey,annualreportsfrom CIGs submittedthrough MIS

CPCUs

The indicatorcapturesdirect projectbeneficiariesby investmentwindow,who are: (i)organized inCIGs, (ii)VMGs; (iii)benefit from county levelinvestment; (iv)are members of PPPs.Beneficiariesreceive uniqueID numbers toavoid double-counting.

(i) CIGs 0 8,168 49,005 98,010 163,350 163,350

(ii) VMGs 0 908 5,445 10,890 18,150 18,150(iii) Countyinvestment 0 0 24,000 120,000 216,000 240,000

(iv) PPP 0 0 10,000 50,000 90,000 100,000

share of whichfemale Percentage 0 30% 30% 40% 45% 45% Annual

190




1





5Finalyear

Beneficiariessatisfied with relevance,timeliness andeffectiveness ofTIMP advisoryservices received(disaggregated by gender)

Percentage 30% - - 70% - 70%Baseline,mid-term,end of project

Survey CPCUs

Surveyedbeneficiariesof CIGs andVMGs who havereceived trainingssatisfied with CSA advisoryservices as aproportion of surveyed targetbeneficiaries.

Subcomponent 1.2: Supporting Investments in Smallholder Agro-pastoral production SystemsSubcomponent 1.3: Supporting Investments in Pastoral Production Systems

Grants approved forCIGs, VMGs, PPPsand counties, of which successfullycompleted

Number Annual

Annual reportsfrom CIGs submittedthrough MIS;progress reports / MIS

CPCUs

The grantsinclude matchinggrants to (i)CIGs; (ii) VMGs;

) counties; and

) PPP (sub-component1.2) Projectsgraded‘successful’ asa share of total

(i) CIGs 0 248 1,485 2,970 4,950 4,950

(ii) VMGs 0 55 330 660 1,100 1,100

(iii) Counties 0 0 9 43 78 87

(iv) PPPs 0 0 4 20 36 40

Of whichsuccessfullycompleted

Percentage 0 0% 0% 30% 70% 100%






5Finalyear

Resilience:Targetedbeneficiaries (in CIGs/VMGs) whohave adopted atleast one TIMP promoted by theproject, share ofwhich female

Number 0 5,445 32,670 72,600 108,900 Annual

Survey, CIGannual reportssubmittedthrough MIS

NPCU/CPCUs

Beneficiariesin CIGs/VMGs receive trainingand advisoryservices onTIMPs. It isexpected thatby the end of the project60 percent of beneficiaries who have receivedtraining will haveadopted at leastone improvedtechnologies.

Percentage 0 30% 30% 40% 45% 45%

Component 1: Upscaling Climate-Smart Agricultural Practices

Subcomponent 1.1: Building Institutional Capacity and Strengthening Service Delivery

Client-days of training providedon TIMPs, share ofwhich female

Number 0 45,375 272,250 544,500 907,500 907,500 Annual

Survey, Annualreports fromCIGssubmitted

through MIS

CPCUs

Beneficiaries,percent of whichfemale, in CIGs and VMGsreceiving trainingand advisoryservices onTIMPs; eachbeneficiaryreceives five days of training.

Percentage 0 30% 30% 40% 45% 45% Annual

191




1





5Finalyear

Beneficiariessatisfied with relevance,timeliness andeffectiveness ofTIMP advisoryservices received(disaggregated by gender)

Percentage 30% - - 70% - 70%Baseline,mid-term,end of project

Survey CPCUs

Surveyedbeneficiariesof CIGs andVMGs who havereceived trainingssatisfied with CSA advisoryservices as aproportion of surveyed targetbeneficiaries.

Subcomponent 1.2: Supporting Investments in Smallholder Agro-pastoral production SystemsSubcomponent 1.3: Supporting Investments in Pastoral Production Systems

Grants approved forCIGs, VMGs, PPPsand counties, of which successfullycompleted

Number Annual

Annual reportsfrom CIGs submittedthrough MIS;progress reports / MIS

CPCUs

The grantsinclude matchinggrants to (i)CIGs; (ii) VMGs;

) counties; and

) PPP (sub-component1.2) Projectsgraded‘successful’ asa share of total

(i) CIGs 0 248 1,485 2,970 4,950 4,950

(ii) VMGs 0 55 330 660 1,100 1,100

(iii) Counties 0 0 9 43 78 87

(iv) PPPs 0 0 4 20 36 40

Of whichsuccessfullycompleted

Percentage 0 0% 0% 30% 70% 100%






5Finalyear

Resilience:Targetedbeneficiaries (in CIGs/VMGs) whohave adopted atleast one TIMP promoted by theproject, share ofwhich female

Number 0 5,445 32,670 72,600 108,900 Annual

Survey, CIGannual reportssubmittedthrough MIS

NPCU/CPCUs

Beneficiariesin CIGs/VMGs receive trainingand advisoryservices onTIMPs. It isexpected thatby the end of the project60 percent of beneficiaries who have receivedtraining will haveadopted at leastone improvedtechnologies.

Percentage 0 30% 30% 40% 45% 45%

Component 1: Upscaling Climate-Smart Agricultural Practices

Subcomponent 1.1: Building Institutional Capacity and Strengthening Service Delivery

Client-days of training providedon TIMPs, share ofwhich female

Number 0 45,375 272,250 544,500 907,500 907,500 Annual

Survey, Annualreports fromCIGssubmitted

through MIS

CPCUs

Beneficiaries,percent of whichfemale, in CIGs and VMGsreceiving trainingand advisoryservices onTIMPs; eachbeneficiaryreceives five days of training.

Percentage 0 30% 30% 40% 45% 45% Annual

192








5Finalyear

Component 2: Strengthening Climate-Smart Agricultural Research and Seed Systems

Subcomponent 2.1: Supporting Climate-Smart Agricultural Research and Innovations

TIMPs testedthrough on-farmtrials, share ofwhich validated.

Number 0 24 96 216 312 360

Annual Progressreports / MIS

NPCU

The indicatormeasures thenumber of TIMPs which are testedthrough on-farmtrials for validationand the shareof which beingvalidated

Percentage 0 0% 2% 10% 15% 25%

Farmersparticipating in on-farm TIMP trials,share of whichfemale

Number 0 96 384 864 1,248 1,440


NPCU

This indicatormeasuresthe extent of participatoryresearchconducted.

Percentage 0 30% 30% 40% 45% 45%

Subcomponent 2.2: Building Competitive and Sustainable Seed Systems






5Finalyear

Productive assetsbrought underTIMPs as a resultof the project Hectare

Annual

Annualprogress reports / MIS;annual reportsfrom CIGs submittedthrough MIS

CPCUs

This indicatormeasures theproductive assets of agriculturaland pastoralhouseholds as well as assetswhich aretargeted bycounty-levelinvestments towhich TIMPs areapplied.

Total land area 0 0 0 180,000 420,000 600,000

Head of livestock Number 45,000,000 45,000,000 54,000,000 56,250,000 58,500,000

Reduced net GHGemissions perunit of productproduced forselected agriculturalcommodities:

PercentageBaseline,mid-term,end of project

Survey ofcommodities,GHG intensitywill becalculatedusing the coolfarm tool andGLEAM-I(livestock)

NPCU/CPCUs

This indicatormeasures areductionin emissionintensity, i.e.net kgCO2e emission/kg of outputfor selectedcommodities; theindicator includessoil carbon.

Sorghum 0.89 kg CO2e/kg

-10% -15%

Millet 0.99 kg CO2e/kg

-10% -15%

Cassava 0.18 kg CO2e/kg

-10% -15%

Dairy

176 kg CO2e/kg of milkprotein inpastoralsystems

-10% -15%

193








5Finalyear

Component 2: Strengthening Climate-Smart Agricultural Research and Seed Systems

Subcomponent 2.1: Supporting Climate-Smart Agricultural Research and Innovations

TIMPs testedthrough on-farmtrials, share ofwhich validated.

Number 0 24 96 216 312 360


NPCU

The indicatormeasures thenumber of TIMPs which are testedthrough on-farmtrials for validationand the shareof which beingvalidated

Percentage 0 0% 2% 10% 15% 25%

Farmersparticipating in on-farm TIMP trials,share of whichfemale

Number 0 96 384 864 1,248 1,440


NPCU

This indicatormeasuresthe extent of participatoryresearchconducted.

Percentage 0 30% 30% 40% 45% 45%

Subcomponent 2.2: Building Competitive and Sustainable Seed Systems






5Finalyear

Productive assetsbrought underTIMPs as a resultof the project Hectare

Annual

Annualprogress reports / MIS;annual reportsfrom CIGs submittedthrough MIS

CPCUs

This indicatormeasures theproductive assets of agriculturaland pastoralhouseholds as well as assetswhich aretargeted bycounty-levelinvestments towhich TIMPs areapplied.

Total land area 0 0 0 180,000 420,000 600,000

Head of livestock Number 45,000,000 45,000,000 54,000,000 56,250,000 58,500,000

Reduced net GHGemissions perunit of productproduced forselected agriculturalcommodities:

PercentageBaseline,mid-term,end of project

Survey ofcommodities,GHG intensitywill becalculatedusing the coolfarm tool andGLEAM-I(livestock)

NPCU/CPCUs

This indicatormeasures areductionin emissionintensity, i.e.net kgCO2e emission/kg of outputfor selectedcommodities; theindicator includessoil carbon.

Sorghum 0.89 kg CO2e/kg

-10% -15%

Millet 0.99 kg CO2e/kg

-10% -15%

Cassava 0.18 kg CO2e/kg

-10% -15%

Dairy

176 kg CO2e/kg of milkprotein inpastoralsystems

-10% -15%

194



Results Indicators

Unit ofMeasure Baseline

1



Responsi-bility forData Col-lection


5Finalyear

Subcomponent 2.3: Strengthening Technical and Institutional CapacitySubcomponent 3.3: Building Technical and Institutional and Capacity

Post-graduatedegree and short-term technicaltraining completed,share of whichcompleted by women Number;

percentagefemale


NPCU

Number ofMSc and PhDdegrees awardedto studentssupported bythe project andnumber of shortterm courses completed by targeted staff.

PhD 0 0 0 0 8 130 0 0 40% 40%

MSc 0 0 0 28 42 420 0 50% 50% 50%

Short-term training 0145 295 440 575 580

30% 30% 30% 30%



New andrefurbished agro-,automatic weatherstations and hydro-meteorologicalfacilities

Number0 48 150 198 198 198

Annual Progressreports / MIS NPCU

This indicatortrack progress of theimplementationof installationplan






5Finalyear

Seed productionunits receivingtechnicalAssistance/supportvia the project

Number Annual Progressreports / MIS

NPCU

Number of seed productionunits whichare supportedthrough access tocredit guaranteescheme, technicalassistance andrevolving funds.

(i) Credit-guarantee scheme

0 0 12 24 48 60

(ii) Technicalassistance for seedretailers and CBOs

0 120 20 360 480 480

(iii) Revolving fund for communitybased seedproduction units

0 24 48 72 96 96

Increasedproduction of climate-smartagriculture inputsby seed and breedstock producerssupported by theproject


NPCU

Volume of seedand breedingstock producedthrough projectsupport.(i) Early generation

seed Tons 0 15 20 26 35 45

(ii) Certified seed

Tons 0 45 90 120 150 210(iii) Livestockparent stocks Heads 0 120 270 570 1,020 1,320

195



Results Indicators

Unit ofMeasure Baseline

1



Responsi-bility forData Col-lection


5Finalyear

Subcomponent 2.3: Strengthening Technical and Institutional CapacitySubcomponent 3.3: Building Technical and Institutional and Capacity

Post-graduatedegree and short-term technicaltraining completed,share of whichcompleted by women Number;

percentagefemale


NPCU

Number ofMSc and PhDdegrees awardedto studentssupported bythe project andnumber of shortterm courses completed by targeted staff.

PhD 0 0 0 0 8 130 0 0 40% 40%

MSc 0 0 0 28 42 420 0 50% 50% 50%

Short-term training 0145 295 440 575 580

30% 30% 30% 30%



New andrefurbished agro-,automatic weatherstations and hydro-meteorologicalfacilities

Number0 48 150 198 198 198

Annual Progressreports / MIS NPCU

This indicatortrack progress of theimplementationof installationplan






5Finalyear

Seed productionunits receivingtechnicalAssistance/supportvia the project

Number Annual Progressreports / MIS

NPCU

Number of seed productionunits whichare supportedthrough access tocredit guaranteescheme, technicalassistance andrevolving funds.

(i) Credit-guarantee scheme

0 0 12 24 48 60

(ii) Technicalassistance for seedretailers and CBOs

0 120 20 360 480 480

(iii) Revolving fund for communitybased seedproduction units

0 24 48 72 96 96

Increasedproduction of climate-smartagriculture inputsby seed and breedstock producerssupported by theproject


NPCU

Volume of seedand breedingstock producedthrough projectsupport.(i) Early generation

seed Tons 0 15 20 26 35 45

(ii) Certified seed

Tons 0 45 90 120 150 210(iii) Livestockparent stocks Heads 0 120 270 570 1,020 1,320

196



Grievancesregistered related todelivery of projectbenefits that are actually addressed

Percentage 0 30% 50% 60% 80% 100% AnnualSupervisionmissions andAnnual report

NPCU/CPCU

Mechanismto ensure thatcomplaints arebeing promptlyreviewed andaddressed

Subcomponent 3.2: Developing Integrated Weather and Market Information System






5Finalyear

Users receivingintegratedagro-weatherinformation andmarket informationservices, share ofwhich female

Number 0 720,000 1,200,000 2,400,000 3,600,000 4,800,000

AnnualIntegratedweatherand marketinformationsystem

NPCU

The indicatormonitors thenumber of users reached withadvisory services.The data stemsfrom registrationsystem to theintegratedweatherand marketinformationsystem, it’sfeedbackmechanisms andis supplementedby farm surveys

Percentage 0 30% 35% 40% 50% 50%


Satisfactoryquarterly projectinterim financialand monitoringreports submittedwithin 45 days ofend of the previousperiod

Percentage 0 50% 60% 75% 100% 100% Quarterly Progressreports / MIS

NPCU/CPCU

Reports specifiedin the financingagreement.

197



Grievancesregistered related todelivery of projectbenefits that are actually addressed

Percentage 0 30% 50% 60% 80% 100% AnnualSupervisionmissions andAnnual report

NPCU/CPCU

Mechanismto ensure thatcomplaints arebeing promptlyreviewed andaddressed

Subcomponent 3.2: Developing Integrated Weather and Market Information System






5Finalyear

Users receivingintegratedagro-weatherinformation andmarket informationservices, share ofwhich female

Number 0 720,000 1,200,000 2,400,000 3,600,000 4,800,000

AnnualIntegratedweatherand marketinformationsystem

NPCU

The indicatormonitors thenumber of users reached withadvisory services.The data stemsfrom registrationsystem to theintegratedweatherand marketinformationsystem, it’sfeedbackmechanisms andis supplementedby farm surveys

Percentage 0 30% 35% 40% 50% 50%


Satisfactoryquarterly projectinterim financialand monitoringreports submittedwithin 45 days ofend of the previousperiod

Percentage 0 50% 60% 75% 100% 100% Quarterly Progressreports / MIS

NPCU/CPCU

Reports specifiedin the financingagreement.


ANNEX 7: GENDER MAINSTREAMING, AND SOCIAL ANDECONOMIC INCLUSION OF YOUTH ANDVULNERABLE AND MARGINALIZED GROUPS(VMGS)

Gender MainstreamingSocial and Economic Inclusion ofYouth and Vulnerable andMarginalized Groups (VMGs)

Cross-cutting:

KCSAP gender mainstreaming efforts aim atcontributing towards closing the gender gaps withinthe beneficiary’s communities and ensuring thatboth men and women will participate and benefitfrom the CSA interventions. The followingapproaches will be used;

. Capacity building and gender awareness creationof all stakeholders to include; technical staff in theimplementing and executing agents (NPCU,CPCUs, county governments, sub-county andward administrators, SPs, extension workers,) aswell as beneficiary groups and their leaders

. Undertaking gender analysis (GA) at the onset ofproject implementation to develop anunderstanding of the site-specific gender, culturaland socio- economic context within the targetedcommunities. This analysis will exploredifferential vulnerability of men and women,youth and other VMGs to risk, opportunities andbenefits, power relations within the householdand the community, willingness to take on risk,and modes of access to sources of information.Findings of this analysis will inform theidentification and application of CSA TIMPs.

Social inclusion aims at ensuring that youthand all other vulnerable and marginalizedgroups within the targeted communitiesparticipate and benefit from the CSAinterventions. The following approaches willbe used;

. Capacity building, and social awarenessactions of all a stakeholder to include;technical staff in the implementing andexecuting agents (NPCU, CPCUs, countygovernments, sub-county and wardadministrators, SPs, extension workers,)as well as beneficiary groups and theirleaders

. Undertake a social and economicinclusion analysis as part of the PICDprocess to develop an understanding of thesite-specific social exclusion concerns,cultural and socio-economic context,differential vulnerability and opportunitiesof all VMGs to include; unemployedyouths, elderly men and women, windowsand orphans, the differently-abled,substance/drug abusers, people living withor households affected by HIV/AIDS



199

Gender Mainstreaming Social and Economic Inclusion ofYouth and Vulnerable andMarginalized Groups (VMGs)

Component 1: Upscaling Climate-smart Agricultural PracticesSubcomponent 1.1: Building Institutional Capacity and Strengthening Service DeliveryCapacity Building at Community LevelGender mainstreaming efforts under this componentwill contribute towards closing the gender gap inproductivity, increase women’s capacity andpromote female entrepreneurship.

The following approaches will be used;. Use a gender perspective during PICD process toidentify the gender gaps and opportunities inregard to climate smart agriculture.

. Include a gender perspective during analysis ofpriority value chains in order to identify genderspecific challenges and opportunities that willenhance participation and benefits. to both womenand men

. Use of the 30% gender rule during establishmentof community level leadership to enable both menand women beneficiaries will participate in thedecision-making processes.

. Include gender mainstreaming as part of the SPs’ToR by;

• Including targets for women and men in theset payment benchmarks

• Ensure gender concerns are taken into accountin the EDPs (appropriate venue and timing ofkey meetings and information sharing toensure both men and women can participateand access information (e.g., avoiding marketdays and male-dominated gathering placeswhen planning training sessions)

The efforts for social inclusion, like gendermainstreaming, also aim at ensuring thatyouth and the vulnerable and marginalizedgroups increase their productivity andcapacity to promote their entrepreneurshipskills.The following approaches will be used;

. Use of an all-inclusive PICD process toensure that VMGs are identified andfacilitated to form groups.

. SPs in collaboration with the sub- countytechnical departments to assist the VMGsto identify their priority value chains anddevelop viable CSA micro-projects forfunding under the window 1 VMG support

. Including the VMGs needs in the planningof the EDPs in regard to appropriate venueand timing of key meetings andinformation sharing’ to ensure that thevarious categories of VMGs canparticipate and access information.

This should include; i) use of differentmodes of capacity building and means ofcommunication: -effective use of ICT,existing social media networks, and culturalevents and performances could be ways tobetter reach and communicate with youthwhen planning training sessions)ii) Plan separate training programs for youththat are tailored to their needs and lifestyles.

ANNEX 7: GENDER MAINSTREAMING, AND SOCIAL ANDECONOMIC INCLUSION OF YOUTH ANDVULNERABLE AND MARGINALIZED GROUPS(VMGS)


Cross-cutting:

KCSAP gender mainstreaming efforts aim atcontributing towards closing the gender gaps withinthe beneficiary’s communities and ensuring thatboth men and women will participate and benefitfrom the CSA interventions. The followingapproaches will be used;

. Capacity building and gender awareness creationof all stakeholders to include; technical staff in theimplementing and executing agents (NPCU,CPCUs, county governments, sub-county andward administrators, SPs, extension workers,) aswell as beneficiary groups and their leaders

. Undertaking gender analysis (GA) at the onset ofproject implementation to develop anunderstanding of the site-specific gender, culturaland socio- economic context within the targetedcommunities. This analysis will exploredifferential vulnerability of men and women,youth and other VMGs to risk, opportunities andbenefits, power relations within the householdand the community, willingness to take on risk,and modes of access to sources of information.Findings of this analysis will inform theidentification and application of CSA TIMPs.

Social inclusion aims at ensuring that youthand all other vulnerable and marginalizedgroups within the targeted communitiesparticipate and benefit from the CSAinterventions. The following approaches willbe used;

. Capacity building, and social awarenessactions of all a stakeholder to include;technical staff in the implementing andexecuting agents (NPCU, CPCUs, countygovernments, sub-county and wardadministrators, SPs, extension workers,)as well as beneficiary groups and theirleaders

. Undertake a social and economicinclusion analysis as part of the PICDprocess to develop an understanding of thesite-specific social exclusion concerns,cultural and socio-economic context,differential vulnerability and opportunitiesof all VMGs to include; unemployedyouths, elderly men and women, windowsand orphans, the differently-abled,substance/drug abusers, people living withor households affected by HIV/AIDS

200




• Tailor-making trainings to the specific genderroles/needs of men and women to ensuretrainings can actually make changes on theground

. Facilitate opportunities for female representativesto share their opinions and to influence decisionsto be made as a group, by:

Periodically creating visible interfaces betweenfemale representatives and SPs as the projectproceeds.

. Identifying a member of the each of thecommunity level structures ( CIG, CDDC,CDVCDC, CDDO) as a “gender and socialinclusion champion,” who in collaborate with therelevant county-level officers will ensure genderand social concerns are taken care off throughoutthe project.

. Facilitate women CIG members to form their ownsaving groups’ build their capacities (i.e.,financial management skills) to enable suchgroups to federate into Community Savings andLoan Associations (CSLAs). The project willprovide matching grants to boost the CSLAs’capital. These would ultimately form SACCOs orbe linked to micro-finance institutions

. Undertake trainings to give “Soft skills” towomen and girls to build their self-esteem andhelp improve the confidence of women and girlsto make informed decisions.

.4. Include VMGs micro projects serviceprovision needs among the SPs’ targets andpayment benchmarks

. Use of the 30% gender rule duringestablishment of community levelleadership to enable youth and VMGsrepresentation

. Facilitate representation of youth in theCDDC to take up specific roles—forexample, a role in communications andmonitoring using mobile devices.

. Raising awareness on social and healthrisks in regard to HIV/AIDS, drug abuse,malaria prevention and reproductivehealth.

. Facilitate youth and VMG groups to formtheir own saving groups’ build theircapacities (i.e., financial managementskills) to enable such groups to federateinto Community Savings and LoanAssociations (CSLAs). The project willprovide matching grants to boost theCSLAs’ capital. These would ultimatelyform SACCOs or be linked to micro-finance institutions.

.


201


Subcomponent 1.2: Supporting Investments in Smallholder Agro-pastoral Production Systems(Window I and II)

The gender mainstreaming efforts will aim atempowering women to elevate their productivecapacity and economic status to enable them fullyparticipates in VCs, POs and SACCOS. Anaffirmative action has already been put in place that10% of total grants under window 1, the efforts toachieve this will include;

1. Use a gender perspective during theidentification of CIGs, and POs that havea potential to qualify for matching grants

2. .SPs in collaboration with the CPCU toensure women’s participation duringcapacity building on proposaldevelopment. As well as during theproposal development forums

3. CTAC and CPSC to adopt affirmativeaction during the vetting of micro projectpropels to ensure that 70% of the CIGs’grants are allocated to women dominatedCIGs / Pos

4. Adopt the 30% gender rule duringestablishment of the sub projectmanagement committees (PMCs) toensure representation of womenbeneficiaries.

5. Create income generation andemployment opportunities for womenduring the implementation of CSA subprojects by ensuring that all the unskilledlabour is sourced locally

The inclusion of unemployed youth andVMGs towards elevating their productivecapacity and economic status to enable themfully participate in VCs, POs and SACCOSwill focus on;

1. SPs to assist youths and VMGs (bothexisting and new groups to identifyviable micro project opportunitiesand to develop proposals.

2. SPs in collaboration with CTDs tocapacity build youth and VMGsgroups on proposal development andgroup dynamics as well as othercross cutting issues in regard to theirmicro projects.

3. CTAC and CPSC to ensure fair andequitable distribution of the VMGsgrants during the vetting of microproject proposals by allocating 50%of the grants to youth groups as anincentive to attract them toagriculture and the lest to other VMGgroups.

4. CPSC to lobby the countygovernment to boost the youthgroups micro projects by enhancingtheir access to the startup inputs suchas land by allocating to them publicland on which to implement theirmicro project interventions


• Tailor-making trainings to the specific genderroles/needs of men and women to ensuretrainings can actually make changes on theground

. Facilitate opportunities for female representativesto share their opinions and to influence decisionsto be made as a group, by:

Periodically creating visible interfaces betweenfemale representatives and SPs as the projectproceeds.

. Identifying a member of the each of thecommunity level structures ( CIG, CDDC,CDVCDC, CDDO) as a “gender and socialinclusion champion,” who in collaborate with therelevant county-level officers will ensure genderand social concerns are taken care off throughoutthe project.

. Facilitate women CIG members to form their ownsaving groups’ build their capacities (i.e.,financial management skills) to enable suchgroups to federate into Community Savings andLoan Associations (CSLAs). The project willprovide matching grants to boost the CSLAs’capital. These would ultimately form SACCOs orbe linked to micro-finance institutions

. Undertake trainings to give “Soft skills” towomen and girls to build their self-esteem andhelp improve the confidence of women and girlsto make informed decisions.

.4. Include VMGs micro projects serviceprovision needs among the SPs’ targets andpayment benchmarks

. Use of the 30% gender rule duringestablishment of community levelleadership to enable youth and VMGsrepresentation

. Facilitate representation of youth in theCDDC to take up specific roles—forexample, a role in communications andmonitoring using mobile devices.

. Raising awareness on social and healthrisks in regard to HIV/AIDS, drug abuse,malaria prevention and reproductivehealth.

. Facilitate youth and VMG groups to formtheir own saving groups’ build theircapacities (i.e., financial managementskills) to enable such groups to federateinto Community Savings and LoanAssociations (CSLAs). The project willprovide matching grants to boost theCSLAs’ capital. These would ultimatelyform SACCOs or be linked to micro-finance institutions.

.



. Adopt the 30% gender rule duringestablishment of the sub projectmanagement committees (PMCs) toensure representation of youth and otherVMGs beneficiaries

. Create income generation andemployment opportunities for youth andVMGs during the implementation of CSAsub projects

Subcomponent 1.3: Supporting Investments in Pastoral Production Systems (Window II)

Task the CTDS to take into account gender concernsduring the selection and development of NEDIpriority investments in order to identify opportunitiesfor women’s participation. Such opportunities to include; supporting as well as linking them to other county-level support programse.g., safety net programs like cash transfers for thepoor. The approaches to be used include;

. Adopt the 30% gender rule during establishmentof the sub project management committees(PMCs) to ensure representation of womenbeneficiaries.

. Create income generation and employmentopportunities for women during theimplementation of CSA sub projects by ensuringthat all the unskilled labour is sourced locally

Task the CTDS to take into account youthand VMGs concerns during the selectionand development of NEDI priorityinvestments in order to identify opportunitiesfor such groups to participateand benefit. Such opportunities to include;Employment programs for VMGs, includingyouth, as well as linking them to othercounty-level support programs. Theapproaches to be used include;


. Create income generation andemployment opportunities for youth andVMGs during the implementation of CSAsub projects by ensuring that all theunskilled labour is sourced locally



203


Component 2: Strengthening Climate-Smart Agricultural Research and Seed SystemSubcomponent 2.1: Supporting Climate-Smart Agricultural Research and Innovations

The gender mainstreaming efforts are aimed atreducing the gender gap especially in women’saccess to agricultural technologies, innovations, andmanagement practices (TIMPs) throughextension/advisory services that eventually will leadto reducing gender gap in productivity.

The initiatives will include;

. Capacity building the researchers on integratinggender issues during the designing andimplementation of their research programs inorder to enable them take into account thegendered needs and priorities of farmers duringthe development, evaluation and dissemination ofTIMPs that deliver CSA triple-wins.

. Undertaking socio-economic studies using agender lens to improve understanding of thegendered opportunities and constraints related toadoption of climate-smart TIMPS.

. Broaden the research activities to include thosethat pay special focus on CSA practices that gobeyond agricultural productivity but alsoenhance food and nutrition security

. Ensuring both men and women participate in on-farm TIMPS trials and validation exercises.

. Develop TIMPs that are socially acceptable andinclude those that have potential to reduce thedrudgery as well as energy and time savingTIMPs to enable women undertake otherproductive ventures

The inclusion of youth and VMGs effortsare aimed at enhancing youth and VMGsaccess to agricultural technologies,innovations, and management practices(TIMPs) through extension/advisoryservices that eventually will lead toincreased productivity and resilience.

The initiatives will be similar to those undergender mainstreaming with TIMPS that focuson VC/activities appropriate to youth andVMGs. Examples; vegetables, fruits, forcrops and small ruminants (rabbits, goats andsheep) and local poultry for livestock.

Other activities that may require researchpackages and mapping are:

) Tree nurseries as important source ofincome, particularly for youth

and other VMGs

i) Conservation agriculture onvegetables, fruits and Apiculture;

ii) Promotion of Flexi-biogastechnology that provides cooking gas,lighting, and even electricity.



. Create income generation andemployment opportunities for youth andVMGs during the implementation of CSAsub projects

Subcomponent 1.3: Supporting Investments in Pastoral Production Systems (Window II)

Task the CTDS to take into account gender concernsduring the selection and development of NEDIpriority investments in order to identify opportunitiesfor women’s participation. Such opportunities to include; supporting as well as linking them to other county-level support programse.g., safety net programs like cash transfers for thepoor. The approaches to be used include;

. Adopt the 30% gender rule during establishmentof the sub project management committees(PMCs) to ensure representation of womenbeneficiaries.

. Create income generation and employmentopportunities for women during theimplementation of CSA sub projects by ensuringthat all the unskilled labour is sourced locally

Task the CTDS to take into account youthand VMGs concerns during the selectionand development of NEDI priorityinvestments in order to identify opportunitiesfor such groups to participateand benefit. Such opportunities to include;Employment programs for VMGs, includingyouth, as well as linking them to othercounty-level support programs. Theapproaches to be used include;


. Create income generation andemployment opportunities for youth andVMGs during the implementation of CSAsub projects by ensuring that all theunskilled labour is sourced locally

204



205


Information Systems (MIS) and services; and (c)delivering integrated weather and market advisoryservices using ICT1 and existing agriculturalextension networks as well as in the collection anddigitization of time series agricultural data

.Subcomponent 3.3: Building Technical and Institutional and CapacityThis subcomponent will finance the institutional andtechnical capacity building of the national andcounty governments to enable them to deliver ontheir Component 3 mandates. The gendermainstreaming efforts will focus;

1.Use a gender perspective during capacity needsassessment to identify the capacity needs of bothmale and female staff

2.Adopt the 30% gender rule during the selectionprocess of beneficiaries of the various capacitybuilding initiatives (sensitization; short-term andlong-term training)

Include youth and other vulnerable staffduring capacity needs assessment and theselection process of beneficiaries for thecapacity building initiatives

Subcomponent 4.2: Monitoring & Evaluation and Impact EvaluationGender sensitivity has been taken into account in theprojects’ results framework that includes targets forfemale farmers in most of the key performanceindicators. As such the projectM&E system is designed to ensure collection andreporting of data information that is disaggregatedby gender.. Baseline information for M&E will becollected to measure project’s effectiveness. Thegender mainstreaming efforts will include;

1. Use of a gender perspective during baseline data

Social inclusion has been emphasized in theproject design and the expected number ofVMG beneficiaries clearly indicated. Assuch the projectM&E system is designed to ensurecollection and reporting of data informationin regard to the progress and outcomes ofVMG s.. Baseline information for M&E willbe collected to measure project’seffectiveness. The social inclusion effortswill include;

1 ILRI has just begun a project with USAID support to provide a comprehensive market information system that will includeforage condition forecasts for pastoral systems.


6.. Include gender perspectives during ex ante andpost ante cost benefit analysis of the various TIMPSand sectoral policies to understand the binding social,cultural, economic and policy constraints faced bymen and women farmers/agro-pastoralist/pastoralists in their efforts towardsadoption of CSA TIMPS. Also include mappinggender roles and relations along the value chain;moving from gender inequalities to gender-basedconstraints; assessing the consequences of gender-based constraints; taking action to remove gender-based constraints; and measuring the success ofaction.

7. Hold the research teams accountable to genderthrough collection and reporting of sex and genderdisaggregated data throughout the research process

Component 3: Supporting Agro-weather, Market, Climate and Advisory ServicesSubcomponent 3.1: Improving Agro-meteorological Forecasting and MonitoringSubcomponent 3.2: Developing Integrated Weather and Market Information SystemThe component 3 contributes to closing the gendergap in productivity by ensuring that the channels ofdistribution of agro-weather and market informationare available for both women and men farmers. Theintervention to achieve these include;

. Integrating gender concerns during data collectionas well as in the packaging and dissemination ofagro-weather information. This include use ofnon- technical and local languages to enablebetter understanding of weather variability, andenhanced ability to predict shifting weatherpatterns as well as using pathways that areaccessible by all..

. Use a gender perspective in the development of“Big Data” for CSA; (b) strengthening the Market

The needs for youth and VMGswill be taken into account during datacollection as well as in the packaging anddissemination agro-weather and marketinformation to include; development ofentertainment and educational shows (inlocal languages) that engage youth,VMGs, male and female farmers in thelocal media forms/types.


205


Information Systems (MIS) and services; and (c)delivering integrated weather and market advisoryservices using ICT1 and existing agriculturalextension networks as well as in the collection anddigitization of time series agricultural data

.Subcomponent 3.3: Building Technical and Institutional and CapacityThis subcomponent will finance the institutional andtechnical capacity building of the national andcounty governments to enable them to deliver ontheir Component 3 mandates. The gendermainstreaming efforts will focus;

1.Use a gender perspective during capacity needsassessment to identify the capacity needs of bothmale and female staff

2.Adopt the 30% gender rule during the selectionprocess of beneficiaries of the various capacitybuilding initiatives (sensitization; short-term andlong-term training)

Include youth and other vulnerable staffduring capacity needs assessment and theselection process of beneficiaries for thecapacity building initiatives

Subcomponent 4.2: Monitoring & Evaluation and Impact EvaluationGender sensitivity has been taken into account in theprojects’ results framework that includes targets forfemale farmers in most of the key performanceindicators. As such the projectM&E system is designed to ensure collection andreporting of data information that is disaggregatedby gender.. Baseline information for M&E will becollected to measure project’s effectiveness. Thegender mainstreaming efforts will include;

1. Use of a gender perspective during baseline data

Social inclusion has been emphasized in theproject design and the expected number ofVMG beneficiaries clearly indicated. Assuch the projectM&E system is designed to ensurecollection and reporting of data informationin regard to the progress and outcomes ofVMG s.. Baseline information for M&E willbe collected to measure project’seffectiveness. The social inclusion effortswill include;

1 ILRI has just begun a project with USAID support to provide a comprehensive market information system that will includeforage condition forecasts for pastoral systems.


6.. Include gender perspectives during ex ante andpost ante cost benefit analysis of the various TIMPSand sectoral policies to understand the binding social,cultural, economic and policy constraints faced bymen and women farmers/agro-pastoralist/pastoralists in their efforts towardsadoption of CSA TIMPS. Also include mappinggender roles and relations along the value chain;moving from gender inequalities to gender-basedconstraints; assessing the consequences of gender-based constraints; taking action to remove gender-based constraints; and measuring the success ofaction.

7. Hold the research teams accountable to genderthrough collection and reporting of sex and genderdisaggregated data throughout the research process

Component 3: Supporting Agro-weather, Market, Climate and Advisory ServicesSubcomponent 3.1: Improving Agro-meteorological Forecasting and MonitoringSubcomponent 3.2: Developing Integrated Weather and Market Information SystemThe component 3 contributes to closing the gendergap in productivity by ensuring that the channels ofdistribution of agro-weather and market informationare available for both women and men farmers. Theintervention to achieve these include;

. Integrating gender concerns during data collectionas well as in the packaging and dissemination ofagro-weather information. This include use ofnon- technical and local languages to enablebetter understanding of weather variability, andenhanced ability to predict shifting weatherpatterns as well as using pathways that areaccessible by all..

. Use a gender perspective in the development of“Big Data” for CSA; (b) strengthening the Market

The needs for youth and VMGswill be taken into account during datacollection as well as in the packaging anddissemination agro-weather and marketinformation to include; development ofentertainment and educational shows (inlocal languages) that engage youth,VMGs, male and female farmers in thelocal media forms/types.



collection and reporting.

2. Use of gender and social perspectives in thedesign of M&E data collection tools and reportingformats to hold the implementing teams accountableto gender mainstreaming and social inclusion

1 .Use of a social perspective duringbaseline data collection and reporting2. Use of a social perspective in the design

of M&E data collection tools and reportingformats to ensure the progress and outcomesof VMGs are documented.

Subcomponent 4.3: Contingency Emergency ResponseThis zero cost subcomponent is meant to financeeligible expenditures related to emergency responsecosts in case of natural disasters affecting theagricultural sector.

The gender mainstreaming efforts will focus onensuring that the needs of women and men are takeninto account during the identification emergenciesand the responses are tailored towards meeting theneeds of all gender groups.

The social inclusion efforts will focus onensuring that the needs of youth and VMGsare taken into account during emergenciesand the responses are tailored towardsmeeting the needs of all VMGs.

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ANNEX 8: DETAILED PROJECT IMPLEMENTATION MATRIX

Implementation Matrix: Component 2: Strengthening Climate-Smart Agricultural Research and Seed Systems

No Activities Methodology Responsibility

Expected outcomeY 1 Y 2 Y 3 Y 4 Y 4

2.1 Supporting Climate-Smart Agricultural Research and Innovations

2.1.1 Support Identification and Prioritization of TIMPs within the NARS andat County level


collection and reporting.

2. Use of gender and social perspectives in thedesign of M&E data collection tools and reportingformats to hold the implementing teams accountableto gender mainstreaming and social inclusion

1 .Use of a social perspective duringbaseline data collection and reporting2. Use of a social perspective in the design

of M&E data collection tools and reportingformats to ensure the progress and outcomesof VMGs are documented.

Subcomponent 4.3: Contingency Emergency ResponseThis zero cost subcomponent is meant to financeeligible expenditures related to emergency responsecosts in case of natural disasters affecting theagricultural sector.

The gender mainstreaming efforts will focus onensuring that the needs of women and men are takeninto account during the identification emergenciesand the responses are tailored towards meeting theneeds of all gender groups.

The social inclusion efforts will focus onensuring that the needs of youth and VMGsare taken into account during emergenciesand the responses are tailored towardsmeeting the needs of all VMGs.

208



i) Technical trainingmaterials and modules

a) Identify the subject matter specialist(s)

b) Hold a write shop with the stakeholders

c) Review and produce the trainingmaterials and modules

KALRO& NARs

Technicaltraining materialsand modulesproduced

2.1.3 Deliver technical training on TIMPs to technical departments and external service providers

i) Capacity-build oftechnical staff on TIMPs

a) Identify trainers and trainees

b) Conduct training of trainers

c) Evaluate impact of training

KALRO& NARs

Training oftechnical staff onTIMPs conducted

2.1.4 Conduct adaptive research to validate TIMPs at County and Community levels/Develop new TIMPs based on Identified gaps

i) Develop, validate, andpromote best-bet TIMPsat farmer level throughparticipatory approachesand on farm trials

a) Identify best-bet TIMPs and selectinnovation sites at thecounties/communities

b) Identify appropriate participatoryapproach and capacity-build

KALRO/NARs

Best-bet TIMPs atfarmer leveldeveloped andpromoted

208

Conduct inventory of available TIMPs

b) Desk study on secondary data ofavailable technologies

c) Develop the tool forinventorization

d) Capacity-build supervisors andenumerators

e) Pre-test and refine the datacollection tool

f) Data collection and analysisg) Document inventory

KALRO/ NARs Inventory of TIMPsconducted

Locale specific

mapping of TIMPs b) Conduct a stakeholder forum to

prioritize TIMPs in target counties &NARs

& NARs mapping ofTIMPs

c) Select and assign TIMPs toappropriate AEZ and productionsystems

d) Develop suitability map for thepriority TIMPs

conducted

2.1.2 Prepare technical training materials and module on relevant TIMPs

209



i) Technical trainingmaterials and modules

a) Identify the subject matter specialist(s)

b) Hold a write shop with the stakeholders

c) Review and produce the trainingmaterials and modules

KALRO& NARs

Technicaltraining materialsand modulesproduced

2.1.3 Deliver technical training on TIMPs to technical departments and external service providers

i) Capacity-build oftechnical staff on TIMPs

a) Identify trainers and trainees

b) Conduct training of trainers

c) Evaluate impact of training

KALRO& NARs

Training oftechnical staff onTIMPs conducted

2.1.4 Conduct adaptive research to validate TIMPs at County and Community levels/Develop new TIMPs based on Identified gaps

i) Develop, validate, andpromote best-bet TIMPsat farmer level throughparticipatory approachesand on farm trials



KALRO/NARs

Best-bet TIMPs atfarmer leveldeveloped andpromoted

208

Conduct inventory of available TIMPs

b) Desk study on secondary data ofavailable technologies

c) Develop the tool forinventorization

d) Capacity-build supervisors andenumerators

e) Pre-test and refine the datacollection tool

f) Data collection and analysisg) Document inventory

KALRO/ NARs Inventory of TIMPsconducted

Locale specific

mapping of TIMPs b) Conduct a stakeholder forum to

prioritize TIMPs in target counties &NARs

& NARs mapping ofTIMPs

c) Select and assign TIMPs toappropriate AEZ and productionsystems

d) Develop suitability map for thepriority TIMPs

conducted

2.1.2 Prepare technical training materials and module on relevant TIMPs

210



iii) Develop, validate, andpromote best-fitgermplasm technologiesat farmer level throughparticipatory approachesand on farm trials



c) Set up on-farm trials

d) Collect and analyze data Makerecommendations and developdissemination packages

KALRO& NARS

Best-fit germplasmtechnologies atfarmer level through participatoryapproaches and onfarm trials,developed, validatedand promoted

iv) Strengthen surveillance ofplant pest, weeds anddiseases and promote crophealth-related Climate-smart TIMPS;

a) Establish disease, weeds and insectpest occurrence and geo-referencetheir distribution

b) Determine potential losses associatedwith pest and diseases

c) Document priority pest and diseasesand develop compendium

d) Develop simplified insect pest, weedsand disease management calendars

e) Develop appropriate CS managementstrategies

KALRO,NARs &KEPHIS

Surveillance of plantpest, weeds anddiseasesstrengthened andcrop health- relatedClimate- smartTIMPS promoted

210


d) Collect and analyze data

e) Make recommendations and developdissemination packages

A Crops

i) Conduct an inventory ofavailable crop varieties

a) Desk study on secondary data ofavailable technologies

b) Develop tool for inventory including acalendar of management practices

c) Capacity-build facilitators andenumerators

d) Conduct activities to include missingdata

e) Conduct workshops to assembleinformation

KALRO& NARs

Inventory of available cropvarieties conducted

ii) Conduct a locale-specificmapping of germplasm-related needs for improvedtargeting

a) Conduct a stakeholder forum toprioritize TIMPs in target counties

b) Select and assign TIMPs toappropriate AEZ

c) Develop suitability map for thei i

KALRO& NARs

locale-specificmapping ofgermplasm-conducted

211



iii) Develop, validate, andpromote best-fitgermplasm technologiesat farmer level throughparticipatory approachesand on farm trials




d) Collect and analyze data Makerecommendations and developdissemination packages

KALRO& NARS

Best-fit germplasmtechnologies atfarmer level through participatoryapproaches and onfarm trials,developed, validatedand promoted

iv) Strengthen surveillance ofplant pest, weeds anddiseases and promote crophealth-related Climate-smart TIMPS;


b) Determine potential losses associatedwith pest and diseases


d) Develop simplified insect pest, weedsand disease management calendars

e) Develop appropriate CS managementstrategies

KALRO,NARs &KEPHIS

Surveillance of plantpest, weeds anddiseasesstrengthened andcrop health- relatedClimate- smartTIMPS promoted

210


d) Collect and analyze data

e) Make recommendations and developdissemination packages

A Crops

i) Conduct an inventory ofavailable crop varieties


b) Develop tool for inventory including acalendar of management practices

c) Capacity-build facilitators andenumerators

d) Conduct activities to include missingdata

e) Conduct workshops to assembleinformation

KALRO& NARs

Inventory of available cropvarieties conducted

ii) Conduct a locale-specificmapping of germplasm-related needs for improvedtargeting

a) Conduct a stakeholder forum toprioritize TIMPs in target counties

b) Select and assign TIMPs toappropriate AEZ

c) Develop suitability map for thei i

KALRO& NARs

locale-specificmapping ofgermplasm-conducted

212



vi) Develop, validate andoptimize post-harvesttechnologies to minimizelosses and meet qualityand food safety standards

a) Conduct an inventory of post- harvestlosses on targeted crops

b) Conduct surveys to establishpostharvest losses on crops

c) Determine level of awareness of post-harvest losses among farmers

d) Develop and validate technologies tominimize losses

e) Set-up innovation sites to demonstratepostharvest technologies

f) Capacity-build farmers on handlingand management of the technologies

g) Determine distribution of mycotoxincontaminants across AEZs and crops-livestock systems

h) Capacity-build trader, millers andagro-processors on to improve foodsafety

KALRO& NARs

Post-harvesttechnologies tominimize lossesand meet qualityand food safetystandardsdeveloped, validated andoptimized

B Livestock and Aquaculture

212

v) Enhance acquisition,characterize, conserve andutilize germplasm tosupport Climate-smartagriculture

a) Identify and characterize thelandraces of existing crops anddocument phenology

b) Enhance and sustain capacity forcommunities to conserve

c) Map the distribution of the varietiesand landraces

d) Identify priority species withcommunities that are targeted

e) Identify appropriate in-situconservation site (private/governmentland)

f) Produce seedlings to generatecommunity/satellite garden(s)

g) Maintain the community/satellitegardens

h) Establish protected areas forconservation;

Develop MoU with agentsresponsible (KFS, KWS or privateindividualsIdentify the degraded habitat withinthe conservancy and rehabilitateRestoration or enrichment planting

f) Identify farmer-preferred ecotypes

KALRO& NARs

acquisition,characterization,conservation andutilization germplasmto support Climate-smart Agriculture,enhance and characterized

213



vi) Develop, validate andoptimize post-harvesttechnologies to minimizelosses and meet qualityand food safety standards

a) Conduct an inventory of post- harvestlosses on targeted crops


c) Determine level of awareness of post-harvest losses among farmers

d) Develop and validate technologies tominimize losses

e) Set-up innovation sites to demonstratepostharvest technologies


g) Determine distribution of mycotoxincontaminants across AEZs and crops-livestock systems

h) Capacity-build trader, millers andagro-processors on to improve foodsafety

KALRO& NARs

Post-harvesttechnologies tominimize lossesand meet qualityand food safetystandardsdeveloped, validated andoptimized

B Livestock and Aquaculture

212

v) Enhance acquisition,characterize, conserve andutilize germplasm tosupport Climate-smartagriculture

a) Identify and characterize thelandraces of existing crops anddocument phenology

b) Enhance and sustain capacity forcommunities to conserve

c) Map the distribution of the varietiesand landraces

d) Identify priority species withcommunities that are targeted

e) Identify appropriate in-situconservation site (private/governmentland)

f) Produce seedlings to generatecommunity/satellite garden(s)

g) Maintain the community/satellitegardens

h) Establish protected areas forconservation;

Develop MoU with agentsresponsible (KFS, KWS or privateindividualsIdentify the degraded habitat withinthe conservancy and rehabilitateRestoration or enrichment planting

f) Identify farmer-preferred ecotypes

KALRO& NARs

acquisition,characterization,conservation andutilization germplasmto support Climate-smart Agriculture,enhance and characterized

214



ii) Conserving andupgrading locallivestock,aquaculture geneticresources, matchingdifferentlivestock/aquaculturegermplasm toenvironment toenhance theirproductivity andadaptation to climaticvariability

j) Identify the existing species/ breedssocieties and possible constraints

k) Enhance registration of the differentlivestock breeds with Kenya Stud Book

l) Capacity building of the breeders/hatchery managers

m) Establish new breeds societies where theydon’t exist (such as societies for camels,goats, sheep)

n) Collection and inventory of potentialaquaculture fish species for conservation in Kenya

o) Build capacity of riparian communitygroups to manage and conserveendangered fish species and habitats

p) Develop sustainable managementpractices for aquaculture fish species

q) Initiate cryo-preservation of animaltissues, embryos, semen spawn forconcomitant records

e) Establish fish gene bank andquarantine facilities

Local livestock,aquaculturegeneticresources,matchingdifferentlivestock/aquaculturegermplasm toenvironment toenhance theirproductivity andadaptation toclimaticvariabilityconserved andupgraded

214

i) Test and adapt foragevarieties tolerant to bothbiotic and abiotic stressesresulting from climatechange

a) Identify forage varieties in the targetcounties

b) Undertake screening trials underdifferent agro ecological zones andproduction systems in the targetcounties

c) Develop management packagesi) Conduct workshops to package and

disseminate the forage TIMPs

KALRO& NARs

Forage varietiestolerant to bothbiotic and abioticstresses resultingfrom climatechange testedand adapted

ii) Conserving and upgradinglocal livestock,aquaculture geneticresources, matchingdifferentlivestock/aquaculturegermplasm to environmentto enhance theirproductivity andadaptation to climaticvariability

a) Identify the existing species/ breedssocieties and possible constraints

b) Enhance registration of the differentlivestock breeds with Kenya Stud Book

c) Capacity building of the breeders/hatchery managers

d) Establish new breeds societies where they don’t exist (such as societies forcamels, goats, sheep)

e) Collection and inventory of potentialaquaculture fish species for conservation in Kenya

f) Build capacity of riparian communitygroups to manage and conserveendangered fish species and habitats

g) Develop sustainable managementpractices for aquaculture fish species

h) Initiate cryo-preservation of animaltissues, embryos, semen spawn forconcomitant records

i) Establish fish gene bank and quarantinefacilities

215



ii) Conserving andupgrading locallivestock,aquaculture geneticresources, matchingdifferentlivestock/aquaculturegermplasm toenvironment toenhance theirproductivity andadaptation to climaticvariability

j) Identify the existing species/ breedssocieties and possible constraints

k) Enhance registration of the differentlivestock breeds with Kenya Stud Book

l) Capacity building of the breeders/hatchery managers

m) Establish new breeds societies where theydon’t exist (such as societies for camels,goats, sheep)

n) Collection and inventory of potentialaquaculture fish species for conservation in Kenya

o) Build capacity of riparian communitygroups to manage and conserveendangered fish species and habitats

p) Develop sustainable managementpractices for aquaculture fish species

q) Initiate cryo-preservation of animaltissues, embryos, semen spawn forconcomitant records

e) Establish fish gene bank andquarantine facilities

Local livestock,aquaculturegeneticresources,matchingdifferentlivestock/aquaculturegermplasm toenvironment toenhance theirproductivity andadaptation toclimaticvariabilityconserved andupgraded

214

i) Test and adapt foragevarieties tolerant to bothbiotic and abiotic stressesresulting from climatechange

a) Identify forage varieties in the targetcounties

b) Undertake screening trials underdifferent agro ecological zones andproduction systems in the targetcounties

c) Develop management packagesi) Conduct workshops to package and

disseminate the forage TIMPs

KALRO& NARs

Forage varietiestolerant to bothbiotic and abioticstresses resultingfrom climatechange testedand adapted

ii) Conserving and upgradinglocal livestock,aquaculture geneticresources, matchingdifferentlivestock/aquaculturegermplasm to environmentto enhance theirproductivity andadaptation to climaticvariability

a) Identify the existing species/ breedssocieties and possible constraints

b) Enhance registration of the differentlivestock breeds with Kenya Stud Book

c) Capacity building of the breeders/hatchery managers

d) Establish new breeds societies where they don’t exist (such as societies forcamels, goats, sheep)

e) Collection and inventory of potentialaquaculture fish species for conservation in Kenya

f) Build capacity of riparian communitygroups to manage and conserveendangered fish species and habitats

g) Develop sustainable managementpractices for aquaculture fish species

h) Initiate cryo-preservation of animaltissues, embryos, semen spawn forconcomitant records

i) Establish fish gene bank and quarantinefacilities

216



v) Fine-tune crop-livestock-aquaculture integrationTIMPs for efficientnutrient cycling andwater use and feedproduction

a) Inventories the existing crop-livestock and aquaculture integratedTIMPs

b) Identify through desk study and asurvey on the most efficient innutrient cycling, water use and feedproduction

c) Conduct on station and on farmtrials and document

KALRO& NARs

crop-livestock-aquaculture integrationTIMPs for efficientnutrient cycling andwater use and feedproduction fine- tuned

vi) Review the existingsystems of disease andpest surveillance with aview to strengthening thedevelopment, validation,and promotion ofappropriate controlmeasures forpriority/emerginglivestock/aquaculturediseases


b) Determine potential lossesassociated with pest and diseases


d) Develop simplified insect pest,weeds and disease managementcalendars

e) Develop appropriate CSmanagement strategies

KALRO& NARs

Existing systems ofdisease and pestsurveillance reviewedand strengthened

216

iii) Formulate rations usingClimate-smart fortifiedfeeds, feeding strategiesand feed safety

a) Document available feed ingredientsand rations in target Counties

b) Conduct proximate analysis todetermine feed quality status

c) Formulate, fortify and produce feeds

d) Conduct on station and on-farm trialsand collect data

e) Conduct stakeholder workshop todocument and share information

Rations usingClimate-smartfortified feeds,formulated andstrategies forfeedingdeveloped feedingstrategies andfeed safety

iv) Promote TIMPs thatincrease honeyproductivity and improvebee ecosystemmanagement

a) Conduct desk study to identifyavailable TIMPs on honey production

b) Identify the existing bee strains/species and possible constraints

c) Capacity building of the bee keepers

d) Collection and inventory of potentialbee species for conservation

e) Build capacity of bee keepingcommunities to manage and conserve the environment to make it conducive for bee keeping

f) Develop sustainable managementpractices for bee species

KALRO& NARs

TIMPs thatincrease honeyproductivity andimprove beeecosystemmanagementpromoted

217



v) Fine-tune crop-livestock-aquaculture integrationTIMPs for efficientnutrient cycling andwater use and feedproduction

a) Inventories the existing crop-livestock and aquaculture integratedTIMPs

b) Identify through desk study and asurvey on the most efficient innutrient cycling, water use and feedproduction

c) Conduct on station and on farmtrials and document

KALRO& NARs

crop-livestock-aquaculture integrationTIMPs for efficientnutrient cycling andwater use and feedproduction fine- tuned

vi) Review the existingsystems of disease andpest surveillance with aview to strengthening thedevelopment, validation,and promotion ofappropriate controlmeasures forpriority/emerginglivestock/aquaculturediseases


b) Determine potential lossesassociated with pest and diseases


d) Develop simplified insect pest,weeds and disease managementcalendars

e) Develop appropriate CSmanagement strategies

KALRO& NARs

Existing systems ofdisease and pestsurveillance reviewedand strengthened

216

iii) Formulate rations usingClimate-smart fortifiedfeeds, feeding strategiesand feed safety

a) Document available feed ingredientsand rations in target Counties

b) Conduct proximate analysis todetermine feed quality status

c) Formulate, fortify and produce feeds

d) Conduct on station and on-farm trialsand collect data

e) Conduct stakeholder workshop todocument and share information

Rations usingClimate-smartfortified feeds,formulated andstrategies forfeedingdeveloped feedingstrategies andfeed safety

iv) Promote TIMPs thatincrease honeyproductivity and improvebee ecosystemmanagement

a) Conduct desk study to identifyavailable TIMPs on honey production

b) Identify the existing bee strains/species and possible constraints

c) Capacity building of the bee keepers

d) Collection and inventory of potentialbee species for conservation

e) Build capacity of bee keepingcommunities to manage and conserve the environment to make it conducive for bee keeping

f) Develop sustainable managementpractices for bee species

KALRO& NARs

TIMPs thatincrease honeyproductivity andimprove beeecosystemmanagementpromoted

218



ix) Promote post-harvestconservation, valueaddition and storage offorages, crop residues,livestock and fishproducts to increasecompetitiveness andmaximize benefits fromClimate-smart livestockand aquaculture TIMPS

a) Conduct an inventory of post-harvest losses on targeted crops


c) Determine level of awareness ofpost-harvest losses among farmers

d) Develop and validate technologiesto minimize losses

e) Set-up innovation sites todemonstrate postharvesttechnologies


g) Determine distribution of mycotoxincontaminants across AEZs andcrops-livestock systems Capacity-build trader, millers and agro-processors on to improve foodsafety

KALRO& NARs

Post-harvestconservation, valueaddition and storage offorages, crop residues,livestock and fishproducts to increasecompetitiveness andmaximize benefits fromClimate-smart livestockand aquaculture TIMPSpromoted

C Socio-economic Research

i) Develop baselinestudies of various CSAtechnologies (Climate-smart NRM, crop,


b) Develop tool for base line datacollection various CSA TIMPs

KALRO& NARs

baseline studies ofvarious CSAtechnologies withstrong

218

vii) Evaluate and supportuptake of aquaculturesystems that increaseproductivity, reducedisease losses, andintegrate sustainablewater and land usepractices

a) Take inventory of existingaquaculture production systems

b) Conduct analysis of the appropriateCSA system in the target counties

c) Identify areas of integration of thesystem into water and land use

d) Pilot the integrated aquaculture CSATIMPs

e) Develop fish biosafety protocols

f) Identify and address the aquaculturebest management practices fordisease control

KALRO& NARIs

Uptake ofaquaculture systemsthat increaseproductivity, reducedisease losses, and integrate sustainablewater and land usepractices evaluatedand supported

viii) Develop and promotefish-crop integrationTIMPs

a) Conduct desk study to documentexisting aquaculture TIMPs

b) Identify and strengthen capacity ofvarious key actors

c) Conduct on-station and on-farmtrials to identify effective integratedTIMPs

d) Disseminate integrated CSA TIMPsto the stakeholders

KALRO& NARs

Fish-cropintegration TIMPsdeveloped andpromoted

219



ix) Promote post-harvestconservation, valueaddition and storage offorages, crop residues,livestock and fishproducts to increasecompetitiveness andmaximize benefits fromClimate-smart livestockand aquaculture TIMPS

a) Conduct an inventory of post-harvest losses on targeted crops


c) Determine level of awareness ofpost-harvest losses among farmers

d) Develop and validate technologiesto minimize losses

e) Set-up innovation sites todemonstrate postharvesttechnologies


g) Determine distribution of mycotoxincontaminants across AEZs andcrops-livestock systems Capacity-build trader, millers and agro-processors on to improve foodsafety

KALRO& NARs

Post-harvestconservation, valueaddition and storage offorages, crop residues,livestock and fishproducts to increasecompetitiveness andmaximize benefits fromClimate-smart livestockand aquaculture TIMPSpromoted

C Socio-economic Research

i) Develop baselinestudies of various CSAtechnologies (Climate-smart NRM, crop,


b) Develop tool for base line datacollection various CSA TIMPs

KALRO& NARs

baseline studies ofvarious CSAtechnologies withstrong

218

vii) Evaluate and supportuptake of aquaculturesystems that increaseproductivity, reducedisease losses, andintegrate sustainablewater and land usepractices

a) Take inventory of existingaquaculture production systems

b) Conduct analysis of the appropriateCSA system in the target counties

c) Identify areas of integration of thesystem into water and land use

d) Pilot the integrated aquaculture CSATIMPs

e) Develop fish biosafety protocols

f) Identify and address the aquaculturebest management practices fordisease control

KALRO& NARIs

Uptake ofaquaculture systemsthat increaseproductivity, reducedisease losses, and integrate sustainablewater and land usepractices evaluatedand supported

viii) Develop and promotefish-crop integrationTIMPs

a) Conduct desk study to documentexisting aquaculture TIMPs

b) Identify and strengthen capacity ofvarious key actors

c) Conduct on-station and on-farmtrials to identify effective integratedTIMPs

d) Disseminate integrated CSA TIMPsto the stakeholders

KALRO& NARs

Fish-cropintegration TIMPsdeveloped andpromoted

220



iii) Market research toprovide marketinformation fordevelopment of CSATIMPs

a) Develop tools for collecting marketinformation for development of CSA TIMPS

b) Identify and train enumerators

c) Administer the tools in target Counties

d) Hold workshop to analyze data anddevelop reports

KALRO& NARs

Market researchto providemarketinformation fordevelopment ofCSA TIMPsconducted

iv) Conduct policy researchand advocacy in CSA

a) Desk study to identify policy gaps inCSA

b) Identify policy experts and subjectmatter specialist to develop policybriefs

c) convene workshops/fora for allcategories stakeholders to sharefindings and for advocacy

KALRO& NARs

Policy researchand advocacy inCSA conducted

220

livestock and aquacultureTIMPs) with strongsupport from thethematic area’s scientists

c) Hold workshop to capacity-buildfacilitators, researchers andenumerators

d) Conduct baseline survey in targetcounties

e) Conduct write shops to analyze andassemble information

f) Conduct workshop for sharingbaseline information

support from thethematic area’s scientistsdeveloped

ii) ex-ante analyses toprovide strategic socio-economic support duringparticipatorydevelopment anddelivery of CSA TIMPsfor crops, livestock,aquaculture and NRM

a) Develop participatory tools for ex-ante data collection of various CSAs TIMPs

b) Hold workshop to capacity-buildfacilitators, researchers, producersand enumerators

c) Conduct participatory field surveyin target counties

d) Conduct write shops to analyze andassemble information

Conduct workshop for sharing ex-ante information

KALRO& NARs

Ex-ante analyses to provide strategic socio-economic support duringparticipatorydevelopment and deliveryof CSA TIMPs for crops,livestock, aquaculture andNRMconducted

221



iii) Market research toprovide marketinformation fordevelopment of CSATIMPs

a) Develop tools for collecting marketinformation for development of CSA TIMPS

b) Identify and train enumerators

c) Administer the tools in target Counties

d) Hold workshop to analyze data anddevelop reports

KALRO& NARs

Market researchto providemarketinformation fordevelopment ofCSA TIMPsconducted

iv) Conduct policy researchand advocacy in CSA

a) Desk study to identify policy gaps inCSA

b) Identify policy experts and subjectmatter specialist to develop policybriefs

c) convene workshops/fora for allcategories stakeholders to sharefindings and for advocacy

KALRO& NARs

Policy researchand advocacy inCSA conducted

220

livestock and aquacultureTIMPs) with strongsupport from thethematic area’s scientists

c) Hold workshop to capacity-buildfacilitators, researchers andenumerators

d) Conduct baseline survey in targetcounties

e) Conduct write shops to analyze andassemble information

f) Conduct workshop for sharingbaseline information

support from thethematic area’s scientistsdeveloped

ii) ex-ante analyses toprovide strategic socio-economic support duringparticipatorydevelopment anddelivery of CSA TIMPsfor crops, livestock,aquaculture and NRM

a) Develop participatory tools for ex-ante data collection of various CSAs TIMPs

b) Hold workshop to capacity-buildfacilitators, researchers, producersand enumerators

c) Conduct participatory field surveyin target counties

d) Conduct write shops to analyze andassemble information

Conduct workshop for sharing ex-ante information

KALRO& NARs

Ex-ante analyses to provide strategic socio-economic support duringparticipatorydevelopment and deliveryof CSA TIMPs for crops,livestock, aquaculture andNRMconducted

222



ii) Assess and promote landand water TIMPs(including integrated soilfertility managementapproaches) in selectedASAL counties

a) Identify existing CS SLM TIMPs

b) Conduct workshops to obtainstakeholder perceptions andpreference of SLM TIMPs in targetcounties

c) Conduct trials for demonstration ofSLM TIMPs in selected sites

d) Conduct workshops to document theresults

KALRO&NARs

Land and water TIMPs(including integratedsoil fertilitymanagementapproaches) in selectedASAL countiesassessed and promoted

iii) Develop and assessstrategies for therehabilitation of arid andsemi-arid rangelands;

a) Identify ASAL rangelands in targetcounties

b) Conduct desk study to identifyconstraints and challenges

c) Form farmer groups or strengthenexisting groups/associations

d) Conduct awareness andsensitization workshops

e) Conduct field trials on rehabilitationof rangelands and establishcommunity demonstration plots

f) Conduct farmer-exchange fieldvisits

g) Workshop to disseminate results

KALRO&NARs

Strategies forrehabilitation of arid andsemi- arid rangelandsdeveloped and assessed

222

v) Establish and maintain ofan M&E system for CSATIMPs related to crops,livestock, aquacultureand NRM research, andthe development of seedsystems

a) Identify and/or develop M&E tools

b) Assemble the M&E team andcapacity-build on CSA TIMPsevaluation

c) Facilitate collection and analysis ofM&E data

d) Make recommendations on actionsbased on finding of M&E

KALRO&NARs

M&E system for CSATIMPs related to crops,livestock, aquacultureand NRM research, andthe development of seedsystems established andmaintained

D Sustainable Land, Water and Agroforestry

i) Identify grassrootsinstitutions forstrengthening collectiveaction to upscale SLMpractices in 24 counties

a) Desk review of existing grassrootsinstitutions in target counties

b) Develop tool for inventory

c) Conduct a sensitization andawareness workshop for allstakeholders including countygovernments

d) Capacity-build facilitators andenumerators

e) Analyze institutions strengths andweaknesses with respect to CSA in aworkshop

KALRO&NARs

Grassroots institutions forstrengthening collectiveaction to upscale SLMpractices in 24 countiesidentified

223



ii) Assess and promote landand water TIMPs(including integrated soilfertility managementapproaches) in selectedASAL counties

a) Identify existing CS SLM TIMPs

b) Conduct workshops to obtainstakeholder perceptions andpreference of SLM TIMPs in targetcounties

c) Conduct trials for demonstration ofSLM TIMPs in selected sites

d) Conduct workshops to document theresults

KALRO&NARs

Land and water TIMPs(including integratedsoil fertilitymanagementapproaches) in selectedASAL countiesassessed and promoted

iii) Develop and assessstrategies for therehabilitation of arid andsemi-arid rangelands;

a) Identify ASAL rangelands in targetcounties

b) Conduct desk study to identifyconstraints and challenges

c) Form farmer groups or strengthenexisting groups/associations

d) Conduct awareness andsensitization workshops

e) Conduct field trials on rehabilitationof rangelands and establishcommunity demonstration plots

f) Conduct farmer-exchange fieldvisits

g) Workshop to disseminate results

KALRO&NARs

Strategies forrehabilitation of arid andsemi- arid rangelandsdeveloped and assessed

222

v) Establish and maintain ofan M&E system for CSATIMPs related to crops,livestock, aquacultureand NRM research, andthe development of seedsystems

a) Identify and/or develop M&E tools

b) Assemble the M&E team andcapacity-build on CSA TIMPsevaluation

c) Facilitate collection and analysis ofM&E data

d) Make recommendations on actionsbased on finding of M&E

KALRO&NARs

M&E system for CSATIMPs related to crops,livestock, aquacultureand NRM research, andthe development of seedsystems established andmaintained

D Sustainable Land, Water and Agroforestry

i) Identify grassrootsinstitutions forstrengthening collectiveaction to upscale SLMpractices in 24 counties

a) Desk review of existing grassrootsinstitutions in target counties

b) Develop tool for inventory

c) Conduct a sensitization andawareness workshop for allstakeholders including countygovernments

d) Capacity-build facilitators andenumerators

e) Analyze institutions strengths andweaknesses with respect to CSA in aworkshop

KALRO&NARs

Grassroots institutions forstrengthening collectiveaction to upscale SLMpractices in 24 countiesidentified

224



iv) Develop and promotesimple mechanizationtechnologies (e. g.rippers and planters) forCSA in target counties;

a) Desk review on availablemechanization technologies (MT)

b) Conduct stakeholder workshops toidentify suitable MT for targetcounties

c) Develop MT designs

d) Fabricate prototypes and conductfield tests

e) Develop training materials/modules

f) Identify and train artisans tofabricate equipment

g) Demonstrate and train farmers onuse of the equipment’s

KALRO&NARs

Simple mechanizationtechnologies (e.g. rippers andplanters) for CSA intarget countiesdeveloped andpromoted

v) Introduce and evaluateagroforestry tree speciessuitable for soil healthrestoration and livestockfeed in selected ASALcounties

a) Desk review on the availableagroforestry/silvopastoral treespecies

b) Conduct stakeholder workshops toidentify suitableagroforestry/silvopastoral/rangegrasses and fodder species

c) Identify/select suitable speciesrelevant AEZ in the target counties

KALRO&NARs

Agroforestry treespecies suitable for soilhealth restoration andlivestock feed inselected ASALcounties introduced andevaluated

225



d) Establish tree nurseries andmultiplication sites in relevant AEZ inthe target counties

e) Establish demonstration sites andconduct field days

f) Conduct evaluation

g) Document and disseminate results in various fora

h) Assess impacts

vi) Assess rangeland speciesdynamics (includinginvasive species) inresponse to climatevariability andmanagement practices anddevelop appropriateinterventions

a) Develop tool for assessment ofrangeland biodiversity

b) Identify, document and test mixes ofrangeland species that would improvefeed availability and increase resilience

c) Conduct rangeland vegetationinventories

d) Analyze data and disseminate results focusing on SCA

KALRO&NARs

Rangelandspecies dynamics inresponse to climatevariability andmanagementpracticesdeveloped

224

iv) Develop and promotesimple mechanizationtechnologies (e. g.rippers and planters) forCSA in target counties;

a) Desk review on availablemechanization technologies (MT)

b) Conduct stakeholder workshops toidentify suitable MT for targetcounties

c) Develop MT designs

d) Fabricate prototypes and conductfield tests

e) Develop training materials/modules

f) Identify and train artisans tofabricate equipment

g) Demonstrate and train farmers onuse of the equipment’s

KALRO&NARs

Simple mechanizationtechnologies (e.g. rippers andplanters) for CSA intarget countiesdeveloped andpromoted

v) Introduce and evaluateagroforestry tree speciessuitable for soil healthrestoration and livestockfeed in selected ASALcounties

a) Desk review on the availableagroforestry/silvopastoral treespecies

b) Conduct stakeholder workshops toidentify suitableagroforestry/silvopastoral/rangegrasses and fodder species

c) Identify/select suitable speciesrelevant AEZ in the target counties

KALRO&NARs

Agroforestry treespecies suitable for soilhealth restoration andlivestock feed inselected ASALcounties introduced andevaluated

226



226

vii) Determine carbonsequestration capacity ofgrassland, plantedforages and crops andtheir effects on climatevariables

a) Desk review on the availableliterature on carbon sequestration

b) Conduct vegetation/crop coversurvey in target areas and analyzeusing GIS

c) Set up trials to determine carbonsequestration capacity of differentvegetation/crops

d) Collect and analyze datae) Conduct write shopf) Disseminate information to

stakeholders.

KALRO&NARs

Carbon sequestrationcapacity of grassland,planted forages andcrops and their effects onclimate variablesdetermined

E Sustainable Bio-energy

i) Identify and validateexisting types andprototypes of simple low-cost bio-digesters, andpromote the mostappropriate innovations

a) Establish existing energy optionsavailable to farmers.

b) identify potential beneficiaries

c) Design low cost biogas units thatmeet the beneficiaries’ needs.

d) develop training materials

e) conduct sensitization and awarenessworkshop

f) capacity build jua kali operators onconstruction of biogas units

g) construct biogas units and docomplete installation

KALRO&NARs

Existing types andprototypes of simplelow- cost bio- digesters,and promote the mostappropriate innovationsidentified and validated

227



h) monitor performance of biogas unitsfor any defects

ii) Develop and promoteefficient technologies forconversion of agricultural waste intouseful forms of energy

a) Identify type of wastes available intarget counties.

b) Conduct desk study on availableefficient technologies for theidentified agricultural waste

c) Develop modules/training/extension materials

d) Conduct training workshoptargeting interested beneficiaries

e) Capacity-build the differentstakeholders including facilitators

f) Assess impact

KALRO&NARs

efficient technologies forconversion of agriculturalwaste into useful forms ofenergy developed andpromoted

iii) Introduce, evaluate andpromote improved kilnsand ‘jikos’ for theproduction and use ofcharcoal to reducebiomass consumption

a) Conduct desk study on availableimproved kilns and jikos

b) Identify potential beneficiaries intarget counties.

c) Develop training materials

d) capacity build jua kali operators onconstruction of improved kilns and jikos

e) construct and avail improvedkilns/jikos

f) Assess impact

KALRO&NARs

Improved kilns and ‘jikos’for the production and useof charcoal to reducebiomass consumptionintroduced, evaluated andpromoted

226

vii) Determine carbonsequestration capacity ofgrassland, plantedforages and crops andtheir effects on climatevariables

a) Desk review on the availableliterature on carbon sequestration

b) Conduct vegetation/crop coversurvey in target areas and analyzeusing GIS

c) Set up trials to determine carbonsequestration capacity of differentvegetation/crops

d) Collect and analyze datae) Conduct write shopf) Disseminate information to

stakeholders.

KALRO&NARs

Carbon sequestrationcapacity of grassland,planted forages andcrops and their effects onclimate variablesdetermined

E Sustainable Bio-energy

i) Identify and validateexisting types andprototypes of simple low-cost bio-digesters, andpromote the mostappropriate innovations

a) Establish existing energy optionsavailable to farmers.

b) identify potential beneficiaries

c) Design low cost biogas units thatmeet the beneficiaries’ needs.

d) develop training materials

e) conduct sensitization and awarenessworkshop

f) capacity build jua kali operators onconstruction of biogas units

g) construct biogas units and docomplete installation

KALRO&NARs

Existing types andprototypes of simplelow- cost bio- digesters,and promote the mostappropriate innovationsidentified and validated

228



c) Develop crop/livestock/aquacultureweather modeling in target counties

d) Undertake interactions andformulations forcrop/livestock/aquaculture modelsin target counties

e) Disseminate the information andknowledge

2.1.6 Coordinating component activities and strengthening linkages

i) Conduct research reviewsand set priorities

a) Establish a review desk and identifyreviewers

b) Hold workshop to identify anddocument priority research areas

KALRO&NARs

Research reviewsconducted andpriorities set

ii) Develop collaborativeresearch proposals

a) Develop and publish collaborativeresearch call for competitiveresearch grants

b) Set-up an electronic proposalsubmission system

c) Receive and review proposals on-line

d) Select and allocate funds tosuccessful proposals

KALRO&NARs

Collaborative researchproposals developed

228

iv) Develop value chainsthat producebiofuel/biodiesel andother sources ofrenewable energy,including charcoal

a) Identify sources of renewable energyb) Conduct desk study on available

renewable energy optionsc) Conduct situational analysis on

different value chains and presentreport to stakeholders

d) Identify potential beneficiaries intarget counties.

e) Develop training modulesf) Conduct training workshop targeting

interested beneficiariesg) Establish nurseries for the plant-

based biofuel sources includingintroducing new energy sources

h) Capacity-build the differentstakeholders including facilitators

i) Implement biofuel innovations usingidentified champions

j) Assess impacts

KALRO&NARs

Develop value chains thatproduce biofuel/biodiese land other sources ofrenewable energy, including charcoal

F Managing risk and uncertaintyin CSA (Funding fromComponent 3)

a) Identify production, market andenvironment risks in CSA

b) Identify and collect appropriate datarequired forcrop/livestock/aquaculture weathermodeling in target counties

KALRO

229



c) Develop crop/livestock/aquacultureweather modeling in target counties

d) Undertake interactions andformulations forcrop/livestock/aquaculture modelsin target counties

e) Disseminate the information andknowledge

2.1.6 Coordinating component activities and strengthening linkages

i) Conduct research reviewsand set priorities

a) Establish a review desk and identifyreviewers

b) Hold workshop to identify anddocument priority research areas

KALRO&NARs

Research reviewsconducted andpriorities set

ii) Develop collaborativeresearch proposals

a) Develop and publish collaborativeresearch call for competitiveresearch grants

b) Set-up an electronic proposalsubmission system

c) Receive and review proposals on-line

d) Select and allocate funds tosuccessful proposals

KALRO&NARs

Collaborative researchproposals developed

228

iv) Develop value chainsthat producebiofuel/biodiesel andother sources ofrenewable energy,including charcoal

a) Identify sources of renewable energyb) Conduct desk study on available

renewable energy optionsc) Conduct situational analysis on

different value chains and presentreport to stakeholders

d) Identify potential beneficiaries intarget counties.

e) Develop training modulesf) Conduct training workshop targeting

interested beneficiariesg) Establish nurseries for the plant-

based biofuel sources includingintroducing new energy sources

h) Capacity-build the differentstakeholders including facilitators

i) Implement biofuel innovations usingidentified champions

j) Assess impacts

KALRO&NARs

Develop value chains thatproduce biofuel/biodiese land other sources ofrenewable energy, including charcoal

F Managing risk and uncertaintyin CSA (Funding fromComponent 3)

a) Identify production, market andenvironment risks in CSA

b) Identify and collect appropriate datarequired forcrop/livestock/aquaculture weathermodeling in target counties

KALRO

230



i) Institutionalize licensingand germplasm transferagreements

a) Identify relevant institutions andstakeholders

b) Develop a policy on licensing

c) Develop contract documents

KALRO,KEPHIS&NARs

Licensing and germplasmtransfer agreementsinstitutionalized

ii) Develop models forgermplasm maintenance

a) Identify germplasm to bemaintained

b) Conduct desk study on germplasmmaintenance

KALRO,KEPHIS&NARs

Models forgermplasmmaintenancedeveloped

iii) Develop a grant system tosupport early generationseeds (breeder and basicseeds), fingerlings andlivestock breeding stock

a) Maintain a list of seed producersbenefiting from improved varieties/fingerlings/breeds

b) Create policies on IP and royalties

c) Establish finger printingmechanism

d) Establish an effective system forroyalty collection and granting

KALRO,KEPHIS&NARIs

Grant system to supportearly generation seeds fingerlings and livestockbreeding stockdeveloped

2.2.2 Strengthening Seed, Breed and Fingerlings Production Systems

i) Undertake market studieson improved seeds andlivestock and fish breeds

a) Conduct market survey of theimproved products and delivery ofservices

b) Share information with stakeholders

KALRO&NARIs

Market studies onimproved seeds and livestock and fishbreeds undertaken

230

e) Convene workshop for differentcollaborators to harmonize andfinalize proposal documents

iii) Prepare annual work plansand budgets

a) Receive, review and approve workplans and budgets from the researchteams

b) Receive and compile a researchquarterly report

KALRO&NARs

Annual work plansand budgets prepared

iv)

Initiate research platformsfor inter- and intra-institutional information,communication andtechnology exchange/transfer

a) Develop relevant research consortia

b) Hold biannual research fora for theresearch teams

c) Develop electronic platform forinformation sharing

d) Organize information sharingsymposia

KALRO&NARs

Research platforms forinter- and intra-institutional information,communication andtechnologyexchange/transf erinitiated and maintained

v) Facilitate researchactivities

a) Purchase of two vehicles forsecretariat

b) Purchase furniture and officesupplies

KALRO&NARs

Research activitiesfacilitated

Subcomponent 2.2: Building a Competitive and Sustainable Seed Systems

2.2.1 Production and maintenance of early generation seed and promotion of newly developed seed varieties

231



i) Institutionalize licensingand germplasm transferagreements

a) Identify relevant institutions andstakeholders

b) Develop a policy on licensing

c) Develop contract documents

KALRO,KEPHIS&NARs

Licensing and germplasmtransfer agreementsinstitutionalized

ii) Develop models forgermplasm maintenance

a) Identify germplasm to bemaintained

b) Conduct desk study on germplasmmaintenance

KALRO,KEPHIS&NARs

Models forgermplasmmaintenancedeveloped

iii) Develop a grant system tosupport early generationseeds (breeder and basicseeds), fingerlings andlivestock breeding stock

a) Maintain a list of seed producersbenefiting from improved varieties/fingerlings/breeds

b) Create policies on IP and royalties

c) Establish finger printingmechanism

d) Establish an effective system forroyalty collection and granting

KALRO,KEPHIS&NARIs

Grant system to supportearly generation seeds fingerlings and livestockbreeding stockdeveloped

2.2.2 Strengthening Seed, Breed and Fingerlings Production Systems

i) Undertake market studieson improved seeds andlivestock and fish breeds

a) Conduct market survey of theimproved products and delivery ofservices

b) Share information with stakeholders

KALRO&NARIs

Market studies onimproved seeds and livestock and fishbreeds undertaken

230

e) Convene workshop for differentcollaborators to harmonize andfinalize proposal documents

iii) Prepare annual work plansand budgets

a) Receive, review and approve workplans and budgets from the researchteams

b) Receive and compile a researchquarterly report

KALRO&NARs

Annual work plansand budgets prepared

iv)

Initiate research platformsfor inter- and intra-institutional information,communication andtechnology exchange/transfer

a) Develop relevant research consortia

b) Hold biannual research fora for theresearch teams

c) Develop electronic platform forinformation sharing

d) Organize information sharingsymposia

KALRO&NARs

Research platforms forinter- and intra-institutional information,communication andtechnologyexchange/transf erinitiated and maintained

v) Facilitate researchactivities

a) Purchase of two vehicles forsecretariat

b) Purchase furniture and officesupplies

KALRO&NARs

Research activitiesfacilitated

Subcomponent 2.2: Building a Competitive and Sustainable Seed Systems

2.2.1 Production and maintenance of early generation seed and promotion of newly developed seed varieties

232



232

ii) Identify and strengthencommunity-based seed andlivestock germplasmproduction units

a) Identify community-based seed,livestock germplasm productionunits in target counties

b) Advocate for policy change forrecognition of the community seedproduction units by KEPHIS

c) Mobilize and facilitate registration

d) Build capacity of seed and livestockgermplasm producers

KALRO&NARIs

Community- based seedand livestock germplasmproduction unitsidentified andstrengthened

iii) Establish a fellowshipprogram to supporttraining of seed producers,livestock breeders and fishseed

a) Identify training needs

b) Set-up guidelines for managing thefellowship fund

c) Develop a selection criteria

d) Identify potential training institutionon crop seed/livestock breeds/fishseed

e) Evaluate existing curricula andrecommend review to respond to thetraining needs

KALRO&NARIs

A fellowship program to support training of seedproducers, livestockbreeders and fish seedestablished andmaintained

233



iv) Provide training inbusiness developmentskills to owners offingerling, seed andlivestock germplasmproduction units

a) Conduct training needs assessment

b) Identify trainers

c) Develop training manuals andmodules

d) Identify potential trainees in targetcounties

e) Conduct training and monitorprogress

KALRO&NARIs

Training in business development skills toowners of fingerling,seed and livestockgermplasm productionunits provided

v) Provide grants tofingerling and seedproduction units for thedeveloping business plans

a) Identify needy fingerling/seedproduction units in target counties

b) Identify trainers in businessdevelopment services (BDS)

c) Conduct ToT and facilitate BDStraining

d) Asses impact

KALRO&NARIs

Grants to fingerling andseed production units forthe developing businessplans provided

2.2.3Developing and strengthening alternative delivery systems for high value traditional seeds and OPVs

i) Form CIGs for seedproduction

i) Recruit service providers CPCUKALRO

CIGs for seedproduction

232

ii) Identify and strengthencommunity-based seed andlivestock germplasmproduction units

a) Identify community-based seed,livestock germplasm productionunits in target counties

b) Advocate for policy change forrecognition of the community seedproduction units by KEPHIS

c) Mobilize and facilitate registration

d) Build capacity of seed and livestockgermplasm producers

KALRO&NARIs

Community- based seedand livestock germplasmproduction unitsidentified andstrengthened

iii) Establish a fellowshipprogram to supporttraining of seed producers,livestock breeders and fishseed

a) Identify training needs

b) Set-up guidelines for managing thefellowship fund

c) Develop a selection criteria

d) Identify potential training institutionon crop seed/livestock breeds/fishseed

e) Evaluate existing curricula andrecommend review to respond to thetraining needs

KALRO&NARIs

A fellowship program to support training of seedproducers, livestockbreeders and fish seedestablished andmaintained

234



establishment of suitable storage,cleaning and packaging facilities

i) iii) Assist the CIGs/co-operatives toestablish seed selling/distributionnetworks

on systemestablished,

2.2.4 Catalyze growth of competitive Seed Retail Networks

i) Assess needs of inputdealers

a) Develop a tool for survey

b) Conduct a needs assessment survey intarget counties

KALRO&NARIs

Needs of inputdealers assessed

ii) Train, certify and geo-reference input dealers;

a) Identify the technical team to developrelevant manuals from KALRO and other NARIs

b) Assemble all relevant information

c) Conduct a facilitated workshop

KALRO&NARIs

Input dealerstrained,certified andgeo-referenced

iii) Strengthen linkages betweeninput dealers andcrop/livestock/aquacultureinput wholesalers

a) Conduct inventory of input dealers inthe target counties

b) Hold stake holders workshop

c) Facilitate formation of input dealer’sassociation

d) Create information desk/callcenter/mobile/web-based platform tolink crop/livestock/aquaculture inputdealers to wholesalers

KALRO&NARIs

Linkagesbetween inputdealers andcrop/livestock/aquaculture inputwholesalersstrengthened

234

ii) Flag opportunity for seed production

iii) Recruit the interested members

iv) Formalize formation throughcontracts

v) Organize farmer-groups intoCIGs/Co-operatives for community-based seed production

SPs formed

ii) Capacity-build for CIGsseed production unit

i) Develop training module(s) targeting agroup or persons wishing to engage in seed production

ii) Conduct training on seed productionpractices and quality assurance

KALROSPsNARIsCTDs

CIGs seedproduction unitcapacity-built

iii) Establish certificationmechanism

i) In collaboration with KEPHIS;

i) Develop guidelines forinformal seed system

ii) Register seed producers andestablish a mechanism for regular

KEPHISCPCUCTDs

Certificationmechanismsestablished

iv) Support for a community-based storage, cleaning,packaging andselling/distribution system

i) Conduct a needs assessment forrequired infrastructure

ii) Support acquisition of consultantand contractor for

CPCUCTDsKALRONARIs

Appropriatestorage, cleaning,packaging, selling/distributi

235



establishment of suitable storage,cleaning and packaging facilities

i) iii) Assist the CIGs/co-operatives toestablish seed selling/distributionnetworks

on systemestablished,

2.2.4 Catalyze growth of competitive Seed Retail Networks

i) Assess needs of inputdealers

a) Develop a tool for survey

b) Conduct a needs assessment survey intarget counties

KALRO&NARIs

Needs of inputdealers assessed

ii) Train, certify and geo-reference input dealers;

a) Identify the technical team to developrelevant manuals from KALRO and other NARIs

b) Assemble all relevant information

c) Conduct a facilitated workshop

KALRO&NARIs

Input dealerstrained,certified andgeo-referenced

iii) Strengthen linkages betweeninput dealers andcrop/livestock/aquacultureinput wholesalers

a) Conduct inventory of input dealers inthe target counties

b) Hold stake holders workshop

c) Facilitate formation of input dealer’sassociation

d) Create information desk/callcenter/mobile/web-based platform tolink crop/livestock/aquaculture inputdealers to wholesalers

KALRO&NARIs

Linkagesbetween inputdealers andcrop/livestock/aquaculture inputwholesalersstrengthened

234

ii) Flag opportunity for seed production

iii) Recruit the interested members

iv) Formalize formation throughcontracts

v) Organize farmer-groups intoCIGs/Co-operatives for community-based seed production

SPs formed

ii) Capacity-build for CIGsseed production unit

i) Develop training module(s) targeting agroup or persons wishing to engage in seed production

ii) Conduct training on seed productionpractices and quality assurance

KALROSPsNARIsCTDs

CIGs seedproduction unitcapacity-built

iii) Establish certificationmechanism

i) In collaboration with KEPHIS;

i) Develop guidelines forinformal seed system

ii) Register seed producers andestablish a mechanism for regular

KEPHISCPCUCTDs

Certificationmechanismsestablished

iv) Support for a community-based storage, cleaning,packaging andselling/distribution system

i) Conduct a needs assessment forrequired infrastructure

ii) Support acquisition of consultantand contractor for

CPCUCTDsKALRONARIs

Appropriatestorage, cleaning,packaging, selling/distributi

236



236

iv) Establish a revolving fundto support input dealers

e) i) Identify and map out seed producers,livestock and fish breeders

f) ii) Establish platform to develop creditguarantee scheme

g) iii) Conduct capacity building in creditguarantee scheme

Creditguaranteescheme tosupport inputdealersestablished

v) Provide institutionalsupport to Seed TradersAssociation of Kenya(STAK), Plant BreedersAssociation of Kenya(PBAK), Aqua culturalAssociation of Kenya(AAK) and the KenyaLivestock BreedersOrganization (KLBO)

a) Identify the needs of the associations

b) Conduct a consultative workshop toshare experiences and identifyopportunities and challenges

c) Capacity-build officials on groupdynamics, financial, leadership andgovernance

KALRO&NARIs

Institutionalsupport to STAK, PBAK,AAK and KLBOprovided

vi) Provide support to thedevelopment of a fishery’smobile information networkplatform (M- samaki, AMIP)to enhance fingerlingproduction, markets andother inputs

a) Identify the market information anddevelop content for target counties

b) Map the aquaculture value chain players

c) Identify service provider, paysubscription and roll it out

KALRO&NARIs

Providingsupport to thedevelopment of afishery’s mobileinformationnetwork

237



retail networking inparticipating counties

d) Increase coverage of AMIP tocover the remaining counties

platform (M-samaki, AMIP)to enhancefingerlingproduction,markets andother inputs retailnetworking inparticipatingcounties

2.2.4 Develop and advocate for conducive legal, regulatory and institutionary framework for seeds/breeds/fingerlings

i) Audit of the existing legalframeworks in the seedsector

Constitute a task force to audit existinglegal frameworks on the seed sector inKenya and relevant EAC protocols forharmonization

KALRO&NARIs

Existing legalframeworks inthe seed sectoraudited

ii) Review and advocate forrelevant legal frameworksto be consistent with theEast African Community(EAC) harmonizationprotocols

a) Identify the relevant legal frameworksfor review and advocacy

b) Hold stakeholders workshop forreview

c) Carry out stakeholders awarenessworkshops on relevant legalframeworks

KALRO,NARIs &MoALF

Relevant legalframeworks tobe consistentwith the EastAfricanCommunity(EAC)harmonizationprotocols

236

iv) Establish a revolving fundto support input dealers

e) i) Identify and map out seed producers,livestock and fish breeders

f) ii) Establish platform to develop creditguarantee scheme

g) iii) Conduct capacity building in creditguarantee scheme

Creditguaranteescheme tosupport inputdealersestablished

v) Provide institutionalsupport to Seed TradersAssociation of Kenya(STAK), Plant BreedersAssociation of Kenya(PBAK), Aqua culturalAssociation of Kenya(AAK) and the KenyaLivestock BreedersOrganization (KLBO)

a) Identify the needs of the associations

b) Conduct a consultative workshop toshare experiences and identifyopportunities and challenges

c) Capacity-build officials on groupdynamics, financial, leadership andgovernance

KALRO&NARIs

Institutionalsupport to STAK, PBAK,AAK and KLBOprovided

vi) Provide support to thedevelopment of a fishery’smobile information networkplatform (M- samaki, AMIP)to enhance fingerlingproduction, markets andother inputs

a) Identify the market information anddevelop content for target counties

b) Map the aquaculture value chain players

c) Identify service provider, paysubscription and roll it out

KALRO&NARIs

Providingsupport to thedevelopment of afishery’s mobileinformationnetwork

238



b) Support the formation of PPD platformto address gaps in the seed systems

c) Conduct workshop to advocate fornecessary reform measures

platformsfacilitated

iii)

Facilitate regular meetingsof the platforms

a) Provide financial support for meetingvenues and attendance

b) Provide facilitators for backstopping

KALRO&NARIs

Regularmeetings of theplatformsfacilitated

Component 2.3: Strengthening Technical and Institutional Capacity

2.3.1 Financing of professional development training for PhD and MSc

i)Identify training needs forCSA and facilitate training

a) Develop a training plan

b) Formulate a criteria for selection ofstaff for training

KALRO&NARIs

Training needsfor CSAidentified

2.3.2 Deliver CSA curriculum development, short term technical training and re-tooling

i)

Review curricula inagriculture and relatedprogrammes in learninginstitutions and makeappropriaterecommendation forinclusion of CSA

a) Constitute a task force to reviewcurrent curricula in Agriculture andrelated programs in learninginstitutions

b) Conduct a desk study on current statusof agriculture curriculum in tertiaryinstitutions

KALRO&NARIs

Reviewcurricula inagriculture andrelatedprogrammes inlearninginstitutions and

238

d) Conduct stakeholder awarenessworkshops on seed legalframeworks in the EAC and theirinfluence on CSA seed productionin Kenya

reviewed andadvocated

iii)

Conduct a survey on qualityof seeds breeds and speciesin the target counties

a) Conduct surveys to develop aninventory of the quality status ofcultivated crop seed varieties anddomesticated livestock/aquaculturebreeds/species in the targetedcounties

KALRO&NARIs

A survey onquality of seedsbreeds and species in thetarget countiesconducted

iv)Strengthen the seed qualityassurance system to meetinternational standards

a) In conjunction with KEPHIS,KEBS, KMFRI and Kenya StudBook establish task forces todevelop quality standards for CSAcrop varieties and livestock/fishbreeds

KALRO,KEPHIS&NARIs

Seed qualityassurancesystem to meetinternationalstandardsstrengthened

2.2.5 Support a national public private dialogues (PPD) platforms on seed/breeds/fingerlings

i) Identify relevantstakeholders to form PPD;

a) Constitute a task force to identifyand facilitate the formation of anational public-private dialogue(PPD) platforms on seeds, fish andlivestock breeds

KALRO&NARIs

Relevantstakeholders toform PPDidentified

ii) Facilitate the formation ofthe PPD platforms

a) Identify key stakeholders in theseed system

KALRO&NARIs

Formation ofthe PPD

239



b) Support the formation of PPD platformto address gaps in the seed systems

c) Conduct workshop to advocate fornecessary reform measures

platformsfacilitated

iii)

Facilitate regular meetingsof the platforms

a) Provide financial support for meetingvenues and attendance

b) Provide facilitators for backstopping

KALRO&NARIs

Regularmeetings of theplatformsfacilitated

Component 2.3: Strengthening Technical and Institutional Capacity

2.3.1 Financing of professional development training for PhD and MSc

i)Identify training needs forCSA and facilitate training

a) Develop a training plan

b) Formulate a criteria for selection ofstaff for training

KALRO&NARIs

Training needsfor CSAidentified

2.3.2 Deliver CSA curriculum development, short term technical training and re-tooling

i)

Review curricula inagriculture and relatedprogrammes in learninginstitutions and makeappropriaterecommendation forinclusion of CSA

a) Constitute a task force to reviewcurrent curricula in Agriculture andrelated programs in learninginstitutions

b) Conduct a desk study on current statusof agriculture curriculum in tertiaryinstitutions

KALRO&NARIs

Reviewcurricula inagriculture andrelatedprogrammes inlearninginstitutions and

240



iv) Develop a training plan andformulate criteria forselection of staff for theshort-term training and re-tooling

a) Identify experts in area of training

b) Identify training needs of staff

c) Formulate trainingplan and developcriteria for selection

d) Conduct training

KALRO&NARIs

Develop atraining plan andformulate criteriafor selection ofstaff for theshort- termtraining and re-tooling

2.3.3 Hiring interns in specialized areas to support the scientific staff

i)

Hire interns a) Identify areas requiring personnelsupport

b) Determine number of staffs required,

c) Develop criteria for hiring

d) Develop contract agreement andsign contract

KALRO&NARIs

Interns hired

2.3.4 Refurbishment and/or upgrading of research facilities and infrastructure

i)Conduct a needs assessmentof institutional requirementfor CSA research

a) Constitute a team of experts toconduct facility needs of researchinstitutions

b) Conduct desk audit of needsassessment of research institutions

c) Identify and document needs of theresearch institutions

KALRO&NARIs

Needs assessmentof institutionalrequirement forCSA researchconducted

240

components c) Identify existing gaps with respect to CSA

d) Make appropriate recommendation forinclusion of CSA components

makeappropriaterecommendation for inclusionof CSAcomponents

ii) Support the process ofcurriculum revision inrelevant learning institutionsto include CSA components

a) Hold a consultative meeting withrelevant ministries and institutions to present findings of the curriculumreview and recommendations

b) Recommend and advocate formainstreaming CSA component in thecurricula

c) Facilitate formation of a team ofexperts to develop and incorporateCSA concepts and strategies in thecurricula

d) Pilot the new curriculum in selectedlearning institutions

KALRO&NARIs

Curriculumrevision processin relevantlearninginstitutions toinclude CSAcomponentssupported

iii) Identify training needs forCSA and develop short- termtechnical training modules toaddress the needs

a) identify short term technical trainingneeds for the county agriculturalextension staff

b) Develop training materials andmodules Identify and train trainers

KALRO&NARIs

Training needsfor CSAidentified andshort-termtechnical trainingmodulesdeveloped

241



iv) Develop a training plan andformulate criteria forselection of staff for theshort-term training and re-tooling

a) Identify experts in area of training

b) Identify training needs of staff

c) Formulate trainingplan and developcriteria for selection

d) Conduct training

KALRO&NARIs

Develop atraining plan andformulate criteriafor selection ofstaff for theshort- termtraining and re-tooling

2.3.3 Hiring interns in specialized areas to support the scientific staff

i)

Hire interns a) Identify areas requiring personnelsupport

b) Determine number of staffs required,

c) Develop criteria for hiring

d) Develop contract agreement andsign contract

KALRO&NARIs

Interns hired

2.3.4 Refurbishment and/or upgrading of research facilities and infrastructure

i)Conduct a needs assessmentof institutional requirementfor CSA research

a) Constitute a team of experts toconduct facility needs of researchinstitutions

b) Conduct desk audit of needsassessment of research institutions

c) Identify and document needs of theresearch institutions

KALRO&NARIs

Needs assessmentof institutionalrequirement forCSA researchconducted

240

components c) Identify existing gaps with respect to CSA

d) Make appropriate recommendation forinclusion of CSA components

makeappropriaterecommendation for inclusionof CSAcomponents

ii) Support the process ofcurriculum revision inrelevant learning institutionsto include CSA components

a) Hold a consultative meeting withrelevant ministries and institutions to present findings of the curriculumreview and recommendations

b) Recommend and advocate formainstreaming CSA component in thecurricula

c) Facilitate formation of a team ofexperts to develop and incorporateCSA concepts and strategies in thecurricula

d) Pilot the new curriculum in selectedlearning institutions

KALRO&NARIs

Curriculumrevision processin relevantlearninginstitutions toinclude CSAcomponentssupported

iii) Identify training needs forCSA and develop short- termtechnical training modules toaddress the needs

a) identify short term technical trainingneeds for the county agriculturalextension staff

b) Develop training materials andmodules Identify and train trainers

KALRO&NARIs

Training needsfor CSAidentified andshort-termtechnical trainingmodulesdeveloped

242



242

ii) Refurbish and equipidentified institutions

a) Conduct inventory of researchinstitutions that require refurbishmentand equipping

b) Prioritize research institutions in linewith meeting the CSA objectives

c) Develop a procurement plan

d) Refurbish and equip

KALRO&NARIs

Identifiedinstitution(s)refurbished andequipped

243



ANNEX 9: IMPLEMENTATION MATRIX FOR SUPPORT TO AGRO-WEATHER, MARKET,CLIMATE AND ADVISORY SERVICES

No.

Activities(How)Methodology

(When)Period (Who)

Responsibility

ExpectedOutput(s)

Y1Y2

Y3

Y4

Y5

5.2.1 Improving Agro-meteorological Forecasting and Monitoring

5.2.1.1 Mapping and Rehabilitation of existing network of automatic and manual stations

Mapping of existingmeteorological (bothhydro-, agro-met)stations

a) Develop a GIS map locatingthe existing meteorologicalstations in the project counties

KMD GIS map ofexistingmeteorological–infrastructuredeveloped

b) Conduct a field survey todetermine the status ofexisting meteorologicalinfrastructure

KMD Survey reportof the status ofexistingmeteorologicalinfrastructure.

c) Identify gaps in existingmeteorological infrastructurefor an efficient agro-weatherinformation system

KMD Gap analysisreport of theexistingmeteorological

244



infrastructure.

ii). Rescue of historical datafrom the differentmeteorological stations.

a) Collating and scanning of themeteorological registers

b) Archive the registers onexternal hard drives at the fieldstations

KMD Digitized dataset

c) Data entry and archiving atthe Headquarters

KMD Meteorologicaldata base

iii) Capacity Building

Training and Development of HumanResource

KMD/ UKMet Office/Equipmentmanufacturers

Trained andskilled HumanResource

iv) Designing andstrengthening of weatherobservational network inthe project counties

Identification of stations to beupgraded and modernized in theProject Counties

KMD/ A network ofstation report

Develop technical specifications of therequired meteorological equipment

KMD A procurementreport

Procurement of meteorologicalequipment

KMD/NPCU Report ofprocured equipment

Installation of the procuredmeteorological equipment

KMD InstallationReport

245



5.2.2 Developing Integrated Weather and Market Information System

(20 enumerators*24 counties)enumerators.

e) Develop an automated pastoralistregistration system and database forparticipating ASAL Counties

f) Build synergies with the pastoralistregistration system developed byNDMA

i) Conduct situationalanalysis and survey toestablish dataavailability and identifystrategies foroperationalizing big data

a)

b)

c)

Scooping study on dataavailabilityDevelop strategies foroperationalization of big data forCSATrain facilitators and enumerators

MOALF,KALRO&NPCU

Inventory of thedifferent availablebig data for CSAestablished

for CSA d)

e)

Conduct activities to identifyinclude missing dataUndertake write-shop to collectand document study findings

ii) Segment and registerValue Chain (VC)stakeholders to involvedBig Data use for CSA

a)

b)

c)

Conduct a stakeholder mappingand analysis to classify valuechains in target countiesRegister farmers and stakeholdersincluding their big datarequirementsDevelop stakeholders’ register

MOALF&NPCU

Farmers andstakeholdersvalue chain mapand database

Training

d) Recruitment and training of 480 Report

246



advisories for livestock chains in target countiesc) Collect climatic and NDVI data

d) Collect livestock data; Type ofanimal, breed, yield, common pestsand diseases

e) Zone the unit areaiv) Collect available

agricultural statisticsdata

a) Training of field enumerators

b) Collation of available agriculturalstatistics data

c) Collection of location specificagricultural statistics

KALRO,MOALF&NPCU

Inventory of theavailableagricultural statisticsdata for CSAestablished

v) Establish theNormalized DifferenceVegetation Index(NDVI) agent a) Develop a criteria for selection of

the NDVI agent

b) Select the NDVI agent

c) Operationalize the activities of theNDVI agent through infrastructuredevelopment and capacity building

MOALF,KMD,NPCU

Copy of criteriadeveloped Agentestablished inplace

Periodic updatesof agent perationsthat will guide oncrop and ivestockinsurance payouts

246

iii) Establish homogenousproduction zones tosupport location-specificinformation andadvisories for crops

a) Identification of value chain,livelihood mapping

b) Zoning verification andclassification of the different valuechains in target counties

c) Collect climatic data from metstations

d) Collect agricultural data; crop type,variety, yield, cropping season,pests and diseases, market prices

e) Develop climatic map

f) Zone the area based on available

MOALF,KALRO, KMD& NPCU

1. Homogenous production zones mapsdeveloped

2. Volume

of datadigitized

Establish homogenousproduction zones tosupport location-specificinformation and


b) Zoning verification andclassification of the different value

3.

247



advisories for livestock chains in target countiesc) Collect climatic and NDVI data

d) Collect livestock data; Type ofanimal, breed, yield, common pestsand diseases

e) Zone the unit areaiv) Collect available

agricultural statisticsdata

a) Training of field enumerators

b) Collation of available agriculturalstatistics data

c) Collection of location specificagricultural statistics

KALRO,MOALF&NPCU

Inventory of theavailableagricultural statisticsdata for CSAestablished

v) Establish theNormalized DifferenceVegetation Index(NDVI) agent a) Develop a criteria for selection of

the NDVI agent

b) Select the NDVI agent

c) Operationalize the activities of theNDVI agent through infrastructuredevelopment and capacity building

MOALF,KMD,NPCU

Copy of criteriadeveloped Agentestablished inplace

Periodic updatesof agent perationsthat will guide oncrop and ivestockinsurance payouts

246

iii) Establish homogenousproduction zones tosupport location-specificinformation andadvisories for crops


b) Zoning verification andclassification of the different valuechains in target counties

c) Collect climatic data from metstations

d) Collect agricultural data; crop type,variety, yield, cropping season,pests and diseases, market prices

e) Develop climatic map

f) Zone the area based on available

MOALF,KALRO, KMD& NPCU

1. Homogenous production zones mapsdeveloped

2. Volume

of datadigitized

Establish homogenousproduction zones tosupport location-specificinformation and


b) Zoning verification andclassification of the different value

3.

248



248

vi) Set-up infrastructure for‘big data’ analytics

d) Develop technical specification forBig Data infrastructure

e) Procure of Big Data hardware andinformation system

f) Install and implement big data andhardware and information systems

MOALF,KALRO, NPCU

Big Data analyticsinfrastructure and information system(High PerformanceComputing and BigData System forAgricultural Research)established

vi) Undertake Big Dataanalytics (descriptive,predictive andprescriptive Analytics

a) Summarize data into reduced, moreuseful pieces of information forpresentation in reporting tool, forease of use and availability

b) Analyze historical data to predictthe future summarizing whathappened in order to forecast thelikelihood of an action or eventhappening in future

c) Analyze big data to prescribe anaction and establish the cause toenable decision making and takeaction based on informationprovided

d) Present and share the analyzedpieces of data into required formats for use

MOALF,KALRO,NPCU

Information presentedand disseminated tovarious stakeholdersin a useful manner

249



v) Develop, update andmaintain a suite of datamining/ machinelearning algorithms foranalyzing andestablishing robust crop-weather relationshipslinked to crop yieldinformation, dailyweather time series data,and other relevantavailable contextual data

a) Develop data mining, machinelearning and GIS algorithms

b) Collect and collate the differentcontextual data for applicationusing the developed algorithms

KALRO,NPCU

Location specific datadeveloped

5.2.2.2 Strengthening the Market Information System

i). Mapping of existingmarkets covered in thecurrent MarketInformation System(MIS) of MoALF

a) Develop a GIS map locatingthe market centers covered in theexisting MIS

MoALF/NPCU

GIS map of existingmarkets covered in theMIS developed

Conduct a field survey to determinethe status of markets covered in theexisting MIS: Type of datacollected; availability of marketenumerator and identify gaps indata collection

MoALF/NPCU

Survey report of the statusof existing marketscovered in the MIS

248

vi) Set-up infrastructure for‘big data’ analytics

d) Develop technical specification forBig Data infrastructure

e) Procure of Big Data hardware andinformation system

f) Install and implement big data andhardware and information systems

MOALF,KALRO, NPCU

Big Data analyticsinfrastructure and information system(High PerformanceComputing and BigData System forAgricultural Research)established

vi) Undertake Big Dataanalytics (descriptive,predictive andprescriptive Analytics

a) Summarize data into reduced, moreuseful pieces of information forpresentation in reporting tool, forease of use and availability

b) Analyze historical data to predictthe future summarizing whathappened in order to forecast thelikelihood of an action or eventhappening in future

c) Analyze big data to prescribe anaction and establish the cause toenable decision making and takeaction based on informationprovided

d) Present and share the analyzedpieces of data into required formats for use

MOALF,KALRO,NPCU

Information presentedand disseminated tovarious stakeholdersin a useful manner

250



Procurement of MIS equipment andmaterials (protective clothing)

MoALF/NPCU

Proof of procuredequipment andmaterials

MIS system development to coverinput and output data in Wholesale,Farmgate and Retail markets

MoALF/Consultancy

Operational MIS

Maintenance of MISMoALF/Consultancy

Operational MIS

v). Expand the coverage ofMIS to include at least 5markets from each ofthe 47 Counties

Develop a GIS map locating 5 majoragricultural markets in all the 47Counties covering crops, livestock andfisheries products

MoALF/Consultancy

vi). Rescue of historical datafrom the differentmarkets.

a) Collating and scanning ofexisting market data

b) Archive the data on externalhard drives

MoALF/Consultancy

vii). Data analysis anddissemination

a) Automate data MoALF/KALRO

Report of usersreceiving marketinformation

viii). Enhancing partnershipsand information sharingwith other marketinformation serviceproviders

Undertake a survey to take stock ofexisting MIS providers

MoALF/NPCU

Survey Report ofexisting MISproviders

250

ii). Undertake a CapacityNeeds Assessment toEstablish gaps in theMIS

a) Develop a ToR for desiredsystem

b) Undertake an in-depthinvestigation to assess theexisting MIS

c) Undertake a gap analysis(infrastructure; facilities andHuman Resource)

d) Report and Recommendation

MoALF/NPCU

RecommendationReport

iii). Procure a Consultancyto strengthen andexpand existing MIS tocapture input and outputmarket information incrops, livestock andfisheries

Developing ToRs for the Consultancy

MoALF/NPCU

Consultancy forstrengthening andexpandingexisting MISprocured

iv). Designing andstrengthening of MIS

Identification of input and outputmarkets to be included in the MIS

MoALF Report of marketsto be included inthe MIS

Develop technical specifications of therequired equipment and protectiveclothing

MoALF ProcurementReport

251



Procurement of MIS equipment andmaterials (protective clothing)

MoALF/NPCU

Proof of procuredequipment andmaterials

MIS system development to coverinput and output data in Wholesale,Farmgate and Retail markets

MoALF/Consultancy

Operational MIS

Maintenance of MISMoALF/Consultancy

Operational MIS

v). Expand the coverage ofMIS to include at least 5markets from each ofthe 47 Counties

Develop a GIS map locating 5 majoragricultural markets in all the 47Counties covering crops, livestock andfisheries products

MoALF/Consultancy

vi). Rescue of historical datafrom the differentmarkets.

a) Collating and scanning ofexisting market data

b) Archive the data on externalhard drives

MoALF/Consultancy

vii). Data analysis anddissemination

a) Automate data MoALF/KALRO

Report of usersreceiving marketinformation

viii). Enhancing partnershipsand information sharingwith other marketinformation serviceproviders

Undertake a survey to take stock ofexisting MIS providers

MoALF/NPCU

Survey Report ofexisting MISproviders

250

ii). Undertake a CapacityNeeds Assessment toEstablish gaps in theMIS

a) Develop a ToR for desiredsystem

b) Undertake an in-depthinvestigation to assess theexisting MIS

c) Undertake a gap analysis(infrastructure; facilities andHuman Resource)

d) Report and Recommendation

MoALF/NPCU

RecommendationReport

iii). Procure a Consultancyto strengthen andexpand existing MIS tocapture input and outputmarket information incrops, livestock andfisheries

Developing ToRs for the Consultancy

MoALF/NPCU

Consultancy forstrengthening andexpandingexisting MISprocured

iv). Designing andstrengthening of MIS

Identification of input and outputmarkets to be included in the MIS

MoALF Report of marketsto be included inthe MIS

Develop technical specifications of therequired equipment and protectiveclothing

MoALF ProcurementReport

252



e) Undertake user acceptance testingf) I-dentify trainers and trainees for

agro-weather systemsg) Conduct training on agro-weather

systemh) Evaluate impact of trainingi) Undertake system testing for

delivering advisories

iii) Purchase of bulk SMSand communicationcosts

a) Determine the number of SMSrequired

b) Deliver SMS to farmers

KALRO,NPCU

Bulk SMSprocured anddelivered tofarmers

5.2.3.1 Improve the existing ICT infrastructure and systems atKALRO and MOALF to effectively deliver data andinformation services

i) Develop, set-up, andacquire ICTinfrastructure,equipment, devices,software andinformation system atKALRO and MoALF

a) Develop technical specification forICT infrastructure and informationsystem for KALRO and MOALF

b) Procure hardware, softwarelicenses and various informationsystem (high performingcomputing, private cloudcomputing servers, call Centremanagement and related systems)for supporting research activitiesand support operations forKALRO and MoALF

KALRO,MoALF,NPCU

KALRO ICTinfrastructureand informationsystemsdeveloped, establishedand improved

252

Provide a platform to enhancepartnerships and information sharingwith other market information serviceproviders

MoALF/NPCU

Minutes of meetings held

5.2.3 Delivering the integrated weather and market advisoryservices

i) Further development theexisting agro-weatherplatform and tool atKALRO to includelivestock, additionalcrops, project counties,VCs and marketinformation system

a) Develop technical specification foragro-weather infrastructure andinformation system

b) Procure and hardware, softwarelicenses and consultancy forsupporting the development ofintegrated agro-weatherinformation system and otherrelated systems at KALRO

c) Install and implement hardwareand information systems for agro-weather system and related systems

d) Integrate agro-weather informationsystem with market informationsystems

KALRO &NPCU

Hardware,software licenses,agro-weatherinformationsystem andintegration withmarketinformationsystemestablished

253



e) Undertake user acceptance testingf) I-dentify trainers and trainees for

agro-weather systemsg) Conduct training on agro-weather

systemh) Evaluate impact of trainingi) Undertake system testing for

delivering advisories

iii) Purchase of bulk SMSand communicationcosts

a) Determine the number of SMSrequired

b) Deliver SMS to farmers

KALRO,NPCU

Bulk SMSprocured anddelivered tofarmers

5.2.3.1 Improve the existing ICT infrastructure and systems atKALRO and MOALF to effectively deliver data andinformation services

i) Develop, set-up, andacquire ICTinfrastructure,equipment, devices,software andinformation system atKALRO and MoALF

a) Develop technical specification forICT infrastructure and informationsystem for KALRO and MOALF

b) Procure hardware, softwarelicenses and various informationsystem (high performingcomputing, private cloudcomputing servers, call Centremanagement and related systems)for supporting research activitiesand support operations forKALRO and MoALF

KALRO,MoALF,NPCU

KALRO ICTinfrastructureand informationsystemsdeveloped, establishedand improved

252

Provide a platform to enhancepartnerships and information sharingwith other market information serviceproviders

MoALF/NPCU

Minutes of meetings held

5.2.3 Delivering the integrated weather and market advisoryservices

i) Further development theexisting agro-weatherplatform and tool atKALRO to includelivestock, additionalcrops, project counties,VCs and marketinformation system

a) Develop technical specification foragro-weather infrastructure andinformation system

b) Procure and hardware, softwarelicenses and consultancy forsupporting the development ofintegrated agro-weatherinformation system and otherrelated systems at KALRO

c) Install and implement hardwareand information systems for agro-weather system and related systems

d) Integrate agro-weather informationsystem with market informationsystems

KALRO &NPCU

Hardware,software licenses,agro-weatherinformationsystem andintegration withmarketinformationsystemestablished

254



Improve Primary DataCentre and DisasterRecovery data Centre

a) Develop technicalspecification for requiredequipment and devicesincluding uninterruptedpower supply systems

KALRO,NPCU

Equipmentand devicesprocured andinstalled

5.2.3.2 Establish data, information and knowledge managementstructures to ensure effective information flow, security,privacy, and protection of agricultural research data,information and knowledge

i) Identify knowledge andinformation needs, onspecific value chains andproject countiesincluding undertaking aresearch study

a) Field study on of available TIMPs

b) Develop information andknowledge needs inventory onTIMPs

MOALF,KALRO,NPCU

Informationand KnowledgeNeedsAssessmentreport

ii) Identify existingknowledge andinformation managementassets, processes andpractices upon which thesystems, tools andplatforms are to be builtso as to create knowledgeand information sharing,learning and collaborationfor stakeholders

a) Conduct information andknowledge inventory to establishinformation and knowledge assetbase

b) Establish information andknowledge sources

c) Develop information andknowledge database for thedifferent value chains and project

d) Establish required applicationprogramming interface forintegrating the different

MOALF,KALRO &NPCU

Informationand knowledgeassetdatabaseestablished

254

c) Install and implement hardwareand information systems forKALRO and MoALF

d) Undertake user acceptance testing

e) Identify trainers and trainees fordifferent information systems

f) Conduct training on differentinformation systems

g) Evaluate impact of training

h) Develop Service level agreement

i) Undertake system testingsupporting research and supportactivities and operations

ii) Support communicationsystems and costsincluding callmanagement for use bythe different stakeholders(mobile/fixed telephonelines)

j) Maintain communicationinfrastructure and systems

KALRO,NPCU

Internetbandwidth/capacity andother communication costs procured andmaintained

255



Improve Primary DataCentre and DisasterRecovery data Centre

a) Develop technicalspecification for requiredequipment and devicesincluding uninterruptedpower supply systems

KALRO,NPCU

Equipmentand devicesprocured andinstalled

5.2.3.2 Establish data, information and knowledge managementstructures to ensure effective information flow, security,privacy, and protection of agricultural research data,information and knowledge

i) Identify knowledge andinformation needs, onspecific value chains andproject countiesincluding undertaking aresearch study

a) Field study on of available TIMPs

b) Develop information andknowledge needs inventory onTIMPs

MOALF,KALRO,NPCU

Informationand KnowledgeNeedsAssessmentreport

ii) Identify existingknowledge andinformation managementassets, processes andpractices upon which thesystems, tools andplatforms are to be builtso as to create knowledgeand information sharing,learning and collaborationfor stakeholders

a) Conduct information andknowledge inventory to establishinformation and knowledge assetbase

b) Establish information andknowledge sources

c) Develop information andknowledge database for thedifferent value chains and project

d) Establish required applicationprogramming interface forintegrating the different

MOALF,KALRO &NPCU

Informationand knowledgeassetdatabaseestablished

256



iii) Pin-points the specificapproaches, systems,tools and methodsneeded to improveagricultural researchinformation andknowledgedissemination,collaboration andsharing betweenresearchers, farmers andstakeholders

a) Identify best-bet approaches,systems and tools to facilitateagricultural research informationand knowledge utilization

b) Identify researchers, farmers andstakeholders training needs on use of these systems and tools

c) Collect, data, process anddisseminate

d) Deliver agronomic advisories tofarmers and stakeholders for thedifferent value chains and projectcounties

KALRO &NARS

Informationand knowledgeadvisories,developed and disseminatedfor CSA

iv) Describes the individualand organizationalchanges needed for theimplementation of theknowledge platforms,systems and tools

a) Establish individual andorganizations change needs

b) Develop appropriate policies,standards and strategies formanaging data, information andknowledge to be used by theparticipating institutions

c) Implement the knowledgemanagement policies, standardsand strategies to foster utilizationof research knowledge

KALRO,NPCU &MOALF

Data,informationand knowledgefor CSAsharing and utilizationimproved

257



5.2.4 Building Technical and Institutional Capacity

No. Activities (How)Methodology

(When)Period

(Who)Responsibility

ExpectedOutput(s)

Y1

Y2

Y3

Y4

Y5

i). Procure a consultant forcapacity needsassessment

Competitive bidding MOALF/KMD/KALRO/NPCU

Procurementreport

ii). Conduct a capacityneeds assessment

a) Develop questionnaires

b) Conduct a CNA survey

c) Analyze data collected on CNA

MOALF/KMD/KALRO/NPCU

CNA report

iii). Development ofTraining Curriculumand Manuals

a) Conduct a workshop to developtraining curriculum and manuals

b) Support training institutions todevelop training curriculum andmanuals

iv). Infrastructuresupport to academicinstitutions

CNA of training institutionscollaborating with KCSAPProcure, deploy and install the

c) infrastructure based on CNAanalysis

Academicinstitutions

Number ofacademicinstitutionssupported

256

iii) Pin-points the specificapproaches, systems,tools and methodsneeded to improveagricultural researchinformation andknowledgedissemination,collaboration andsharing betweenresearchers, farmers andstakeholders

a) Identify best-bet approaches,systems and tools to facilitateagricultural research informationand knowledge utilization

b) Identify researchers, farmers andstakeholders training needs on use of these systems and tools

c) Collect, data, process anddisseminate

d) Deliver agronomic advisories tofarmers and stakeholders for thedifferent value chains and projectcounties

KALRO &NARS

Informationand knowledgeadvisories,developed and disseminatedfor CSA

iv) Describes the individualand organizationalchanges needed for theimplementation of theknowledge platforms,systems and tools

a) Establish individual andorganizations change needs

b) Develop appropriate policies,standards and strategies formanaging data, information andknowledge to be used by theparticipating institutions

c) Implement the knowledgemanagement policies, standardsand strategies to foster utilizationof research knowledge

KALRO,NPCU &MOALF

Data,informationand knowledgefor CSAsharing and utilizationimproved

258



258

v). Capacity Building Training on Big Data in projectcounties


Number ofTrainings heldand reports

vi). Sensitization Seminarson CSA concepts

Conduct Sensitization Seminars andfield days to raise awareness on CSAconcepts

MOALF/COUNTYGOVERNMENTS/KMD/KALRO/NPCU

Number ofCampaign andworkshops onAgro-weathersystem/ toolsheld

vii). Sensitization seminarsand workshops on MIS

Organize, coordinate and holdsensitization workshops for allcategories of stakeholders on variousissues related to MIS

MOALF/COUNTYGOVT/NPCU

Number ofworkshopsheld

viii). Long term course (PhD& MSc)

Develop criteria for selection ofcandidates to be sponsored

MOALF/KMD/KARLO/NPCU

6 PhD degrees30 MSc,

Inform all agencies on availableopportunities

Announcement of courses through theMinisterial Training Committees

Receipt and processing ofapplications

Award the scholarship

259



ix). Short courses on Bigdata/ KnowledgeManagement/Information Systems


MOALF/COUNTYGOVT/NPCU/ KALRO/KMD

Number ofshort coursesattended



Receipt and processing of applications

x). Supervision andbackstopping for qualitycontrol of informationsystems

Field visits to participating Countiesand implementing partners

MOALF/KMD/KALRO/NPCU/ CCU/

Field visitsreports

xi). Training on modern datacollection forenumerators

Organize and coordinate trainingworkshops

MOALF/NPCU/ CCU/

Number ofenumeratorstrained

xii). Specialized staffcapacity building onagro weather and marketadvisory services

Organize and coordinate trainingworkshops

MOALF/KMD/NPCU/CCU/KARLO

Number ofofficers trained

xiii). Infrastructure support toimplementinginstitutions

Procure, deploy and install theinfrastructure based on CNAanalysis

MoALF/KMD/KARL O /NPCU

Number ofimplementinginstitutionssupported

258

v). Capacity Building Training on Big Data in projectcounties


Number ofTrainings heldand reports

vi). Sensitization Seminarson CSA concepts

Conduct Sensitization Seminars andfield days to raise awareness on CSAconcepts

MOALF/COUNTYGOVERNMENTS/KMD/KALRO/NPCU

Number ofCampaign andworkshops onAgro-weathersystem/ toolsheld

vii). Sensitization seminarsand workshops on MIS

Organize, coordinate and holdsensitization workshops for allcategories of stakeholders on variousissues related to MIS

MOALF/COUNTYGOVT/NPCU

Number ofworkshopsheld

viii). Long term course (PhD& MSc)


MOALF/KMD/KARLO/NPCU

6 PhD degrees30 MSc,



Receipt and processing ofapplications

Award the scholarship

260



260

xiv). Exchange visits andexposure tours

a) Identify areas to be visited

b) Selection of participants basedon CNA analysis

MoALF/KMD/KARLO /NPCU

Exchangevisits reports,Number ofvisits andpartnersreached

Policy reforms/harmonization

Conduct an analysis of policiesrelated to KCSAP

Organize and coordinatestakeholder consultation forum

MoALF/KMD/KALRO/NPCU

PolicyanalysisreportNumber ofStakeholderconsultationsheld



ANNEX 10: ENVIRONMENTAL AND SOCIAL SCREENINGCHECK LIST

(Sub-projects screening process by benefitting communities/Agencies)

Section A: Background information

Name of County…………………………………………………………Name of CPCU/Monitoring Officer/Researcher …………………………Sub-project location……………………………..Name ofCBO/Institution…………………………………………..Postal Address:…………………………………………….Sub-project name………………………………………………….Estimated cost (KShs.)……………………………………Approximate size of land area available for the sub-project………Objectives of the subproject………………………………………………………………………………………………………………………………………………………Activities/enterprises undertaken……………………………………………How was the sub-project chosen?....................................Expected sub project duration………………………………………………

Section B: Environmental Issues

Will the sub-project: Yes NoCreate a risk of increased soil erosion? Create a risk of increased deforestation? Create a risk of increasing any other soil degradation soil degradation?

Affect soil salinity and alkalinity? Divert the water resource from its natural course/location? Cause pollution of aquatic ecosystems by sedimentation and agro-chemicals, oil spillage, effluents, etc.?

Introduce exotic plants or animals?


If the answers to any of the above is ‘yes’, please include an EMP with sub-project application.

Section C: Socio-economic Issues

Will the sub-project: Yes NoDisplace people from their current settlement? Interfere with the normal health and safety of the worker/employee? Reduce the employment opportunities for the surrounding communities? Reduce settlement (no further area allocated to settlements)? Reduce income for the local communities? Increase insecurity due to introduction of the project? Increase exposure of the community to HIV/AIDS? Induce conflict? Have machinery and/or equipment installed for value addition? Introduce new practices and habits? Lead to child delinquency (school drop-outs, child abuse, child labour, etc.? Lead to gender disparity? Lead to poor diets? Lead to social evils (drug abuse, excessive alcohol consumption, crime, etc.)?

If the answers to any of the above is ‘yes’, please include an EMP with sub-project application.Section D: Natural Habitats

Will the sub-project: Yes NoBe located within or near environmentally sensitive areas (e.g. intact naturalforests, mangroves, wetlands) or threatened species?

Adversely affect environmentally sensitive areas or critical habitats –wetlands, woodlots, natural forests, rivers, etc.)?

Affect the indigenous biodiversity (Flora and fauna)?

Involve drainage of wetlands or other permanently flooded areas?

Cause poor water drainage and increase the risk of water-related diseases suchas malaria?

Reduce the quantity of water for the downstream users?

Result in the lowering of groundwater level or depletion of groundwater?

Create waste that could adversely affect local soils, vegetation, rivers andstreams or groundwater?

Reduce various types of livestock production?

Affect any watershed?

Focus on Biomass/Bio-fuel energy generation?



Cause any loss or degradation of any natural habitats, either directly (throughproject works) or indirectly?

Affect the aesthetic quality of the landscape? Reduce people’s access to the pasture, water, public services or other resourcesthat they depend on?

Increase human-wildlife conflicts?

Use irrigation system in its implementation?


Section E: Pesticides and Agricultural Chemicals

This questionnaire will be used with the farmers groups for purpose of implementing the IPMF

1) Pest Control practices

a) Do you use any pesticides to control pests (Insects, diseases, weeds) of crops each season?

YesNoIf yes,name them:

Name ofpesticide

Name ofpest,disease, weedcontrolled

Number oftimes applied/season

When did you apply (growthstage or month) Quantitypurchased

If No, WHY?b) If you use any of the above pesticide types, do you keep records of the:

Application location Yes…………. No ………….Date of application Yes…………. No ………….Pesticide product trade name Yes…………. No ………….Operator name Yes…………. No ………….

If No, WHY?c) How do you decide when to use the pesticides (tick all that apply)?

(i) We use pesticides at regular intervals throughout the season (calendar)(ii) We use pesticides when we see pests in the field (control)(iii) e use pesticides after field sampling and finding a certain number of pests or a

certain level of damage (scouting(iv) Told by someone to apply (specify who)(v) Other (specify)


Section C: Socio-economic Issues

Will the sub-project: Yes NoDisplace people from their current settlement? Interfere with the normal health and safety of the worker/employee? Reduce the employment opportunities for the surrounding communities? Reduce settlement (no further area allocated to settlements)? Reduce income for the local communities? Increase insecurity due to introduction of the project? Increase exposure of the community to HIV/AIDS? Induce conflict? Have machinery and/or equipment installed for value addition? Introduce new practices and habits? Lead to child delinquency (school drop-outs, child abuse, child labour, etc.? Lead to gender disparity? Lead to poor diets? Lead to social evils (drug abuse, excessive alcohol consumption, crime, etc.)?

If the answers to any of the above is ‘yes’, please include an EMP with sub-project application.Section D: Natural Habitats

Will the sub-project: Yes NoBe located within or near environmentally sensitive areas (e.g. intact naturalforests, mangroves, wetlands) or threatened species?

Adversely affect environmentally sensitive areas or critical habitats –wetlands, woodlots, natural forests, rivers, etc.)?

Affect the indigenous biodiversity (Flora and fauna)?

Involve drainage of wetlands or other permanently flooded areas?

Cause poor water drainage and increase the risk of water-related diseases suchas malaria?

Reduce the quantity of water for the downstream users?

Result in the lowering of groundwater level or depletion of groundwater?

Create waste that could adversely affect local soils, vegetation, rivers andstreams or groundwater?

Reduce various types of livestock production?

Affect any watershed?

Focus on Biomass/Bio-fuel energy generation?

264



d) Do you use a knapsack sprayer? Yes No If yes,(i) Do you own it Yes No(ii) Do you rent it Yes No (iii)Do you borrow it Yes No

e) From your experience, are there any negative/harmful effects of using pesticides?

Yes………. No ………….f) If yes, list the negative effects:

(i) ………………………………………………………………(ii) ................................................................................................(iii) ………………………………………………………………(iv) ……………………………………………………………… (v) ………………………………………………………………

g) Do you use any kind of protective clothing while applying or handling pesticides?h) Yes No Why?

a) If YES, what kind?

2. Knowledge of pesticide handling and storage (tick one in each row)

a) Do you read labels on the pesticide container before using? Sometimes Always Never

b) How often do you wear protective clothing and other accessories like nasal mask, eye goggles, and boots when applying the pesticides?

Sometimes Always Never

c) Do you mix pesticides with your hands?Sometimes Always Never

d) Do you observe the pre-harvest waiting periods after applying the pesticides? Sometimes Always Never

e) After spraying, do you wait 12 hours before entering the field? Sometimes Always Never

f) Do you store pesticides in a secure, sound and well-ventilated location? Sometimes Always Never

g) Do you make a cocktail before applying the pesticides? (i.e., mix more than one chemicaland apply them at once?)



h) Where do you store your pesticides?Why do you store them there?

i) What do you do with your pesticide containers after they are empty?

j) Do you know of any beneficial insects (insects that eat harmful insects)?

Yes…………. No ………….

k) If yes, name them:

i) ii) iii)

3. Pesticides and Health

a) Do you find that pesticide application is affecting the health of: Persons regularly applyingpesticides?


Persons working in fields sprayed with pesticidesSometimes Always Never

Persons harvesting the produceSometimes Always Never

4. Options to Pesticides

a) From your experience, are you aware of other methods for controlling insect’s diseases and/orweeds besides pesticides? Yes……….. No …………

b) If yes, describe these practices:

i) ii) iii) iv)

5. Informationa) What information do you think you need for improving your crop production and

marketing?

6. Training

d) Do you use a knapsack sprayer? Yes No If yes,(i) Do you own it Yes No(ii) Do you rent it Yes No (iii)Do you borrow it Yes No

e) From your experience, are there any negative/harmful effects of using pesticides?

Yes………. No ………….f) If yes, list the negative effects:

(i) ………………………………………………………………(ii) ................................................................................................(iii) ………………………………………………………………(iv) ……………………………………………………………… (v) ………………………………………………………………

g) Do you use any kind of protective clothing while applying or handling pesticides?h) Yes No Why?

a) If YES, what kind?

2. Knowledge of pesticide handling and storage (tick one in each row)

a) Do you read labels on the pesticide container before using? Sometimes Always Never

b) How often do you wear protective clothing and other accessories like nasal mask, eye goggles, and boots when applying the pesticides?


c) Do you mix pesticides with your hands?Sometimes Always Never

d) Do you observe the pre-harvest waiting periods after applying the pesticides? Sometimes Always Never

e) After spraying, do you wait 12 hours before entering the field? Sometimes Always Never

f) Do you store pesticides in a secure, sound and well-ventilated location? Sometimes Always Never

g) Do you make a cocktail before applying the pesticides? (i.e., mix more than one chemicaland apply them at once?)



a) Have you ever received any training on any of the following topics related to cropproduction?

b) Integrated Pest Management Yes…………. No ………….c) No. of times/past yr. ………….d) b).Pesticide Usage Yes…………. No ………….e) No. of times/past yr. ………….f) Pesticide Safety Yes…………. No ………….g) No. of times/past yr. ………….h) Insect Identification Yes…………. No ………….i) No. of times/past yr. ………….j) Disease Identification Yes…………. No ………….k) No. of times/past yr. ………….l) Quality aspects of production Yes…………. No ………….m) No. of times/past yr.………….

7. Is there anything else that you want us to know about your crop production?

If the answer to the above is ‘yes’, please consult the IPM that has been prepared for theproject.

Section F: Vulnerable and Marginalized Groups meeting requirements for OP 4.10

If the answer to any of the above is ‘yes’, please consult the VMGF that has been prepared for theproject.Section G: Land Acquisition and Access to Resources

Are there: Yes NOPeople who meet requirements for OP 4.10 living within the boundaries of, or nearthe project?

Members of these VMGs in the area who could benefit from the project? VMGs livelihoods to be affected by the sub project?

Will the sub-project: Yes NoRequire that land (public or private) be acquired (temporarily or permanently) forits development?

Use land that is currently occupied or regularly used for productive purposes (e.g.gardening, farming, pasture, fishing locations, forests)

Displace individuals, families or businesses?



If the answer to any of the above is ‘yes’, please consult the mitigation measures in the ESMF, and ifneeded prepare a (Resettlement Action Plan) RAP.

Section H: Proposed action

(iii) Recommended Course of Action

If there is at least one ‘Yes’, which course of action do you recommend?

CPCUs and County Director of Environment (CDE) will provide detailed guidance on mitigationmeasures as outlined in the ESMF; and

Specific advice is required from CDE and CPCUs regarding sub-project specific EIA(s) and also in the following area(s)

All sub-project applications/proposals MUST include a completed ESMF checklist. The KCSAP-CPCU and CDE will review the sub-project applications/proposals and the CDEs will sign off;

The proposals will then be submitted to KCSAP PIU for clearance for implementation by communitiesin the proposed subprojects.

Expert Advice

The National Government through the Department of Monuments and Sites of the National Museumsof Kenya can assist in identifying and, mapping of monuments and archaeological sites; and Sub-project specific EIAs, if recommended, must be carried out by experts registered with NEMA and be

Result in temporary or permanent loss of crops, fruit trees and pasture land? Adversely affect small communal cultural property such as funeral and burial sites,or sacred groves?

Result in involuntary restriction of access by people to legally designated parksand protected areas?

Be on monoculture cropping?

(i) Summarize the above: (ii) Guidance

All the above answers are ‘No’

There is at least one ‘Yes’

• If all the above answers are ‘No’, there is no needfor further action;

• If there is at least one ‘Yes’, please describe your

a) Have you ever received any training on any of the following topics related to cropproduction?

b) Integrated Pest Management Yes…………. No ………….c) No. of times/past yr. ………….d) b).Pesticide Usage Yes…………. No ………….e) No. of times/past yr. ………….f) Pesticide Safety Yes…………. No ………….g) No. of times/past yr. ………….h) Insect Identification Yes…………. No ………….i) No. of times/past yr. ………….j) Disease Identification Yes…………. No ………….k) No. of times/past yr. ………….l) Quality aspects of production Yes…………. No ………….m) No. of times/past yr.………….

7. Is there anything else that you want us to know about your crop production?

If the answer to the above is ‘yes’, please consult the IPM that has been prepared for theproject.

Section F: Vulnerable and Marginalized Groups meeting requirements for OP 4.10

If the answer to any of the above is ‘yes’, please consult the VMGF that has been prepared for theproject.Section G: Land Acquisition and Access to Resources

Are there: Yes NOPeople who meet requirements for OP 4.10 living within the boundaries of, or nearthe project?

Members of these VMGs in the area who could benefit from the project? VMGs livelihoods to be affected by the sub project?

Will the sub-project: Yes NoRequire that land (public or private) be acquired (temporarily or permanently) forits development?

Use land that is currently occupied or regularly used for productive purposes (e.g.gardening, farming, pasture, fishing locations, forests)

Displace individuals, families or businesses?

268



followed by monitoring and review. During the process of conducting an EIA the proponent shall seek views of persons who may be affected by the sub-project. The WB policy set out in OP 4.01 requires consultation of sub-project affected groups and disclosure of EIA’s conclusions. In seeking views ofthe public after the approval of the sub-project, the proponent shall avail the draft EIA report at apublic place accessible to project-affected groups and local NGOs/CSOs.

Completed by: [type here] Name: [type here]

Position / Community: [type here]

Field Appraisal Officer (CDE): [type here]

Signature: [ ]

Note:Projectcategory

Characteristics

A Full and extensive EIA needed- irreversible environmental impacts; impacts not easy topick or isolate and mitigation cost expensive; EMP design not easily done; Must havethe EIA done and future annual EAs instituted

B Site specific environmental impacts envisaged; mitigation measures easy to pick, notcostly and EMP design readily done; need an EIA and future EAs

C Have minimal or occasionally NO adverse environmental impacts; exempted from furtherenvironmental processes save environmental audits

Date: [type here]

Date: [type here]


ANNEX 11: PROPOSAL FORMAT FORCOMMUNITY CSAMICRO-PROJECTS

1. TITLE PAGE

Name of Micro-project ………………………………………………………………

County………………………………………Ward…………………………………

Name of CIG or VMG ……………………………………………………………...

Name of Service Provider Consortium……………………………………………….

Date submitted to CPCU……………………………………………………………

2. EXECUTIVE SUMMARY

3. MAIN BODY

3.1. Baseline information focusing on the following subtopics;• Physical location of micro-project,• Number of direct and indirect beneficiaries and proportion of who are women and

VMGs,• Social economic characteristics and livelihoods of the beneficiaries• Micro-project proposal development process showing the participation of beneficiaries

(CIG, VMG) in the process

3.2. Micro-project description

i) Vision and Mission

ii) Overall goal and specific objectives

iii) Problems and challenges that the proposal is addressing and strategies to be used inaddressing problems and challenges

followed by monitoring and review. During the process of conducting an EIA the proponent shall seekviews of persons who may be affected by the sub-project. The WB policy set out in OP 4.01 requiresconsultation of sub-project affected groups and disclosure of EIA’s conclusions. In seeking views ofthe public after the approval of the sub-project, the proponent shall avail the draft EIA report at apublic place accessible to project-affected groups and local NGOs/CSOs.

Completed by: [type here] Name: [type here]

Position / Community: [type here]

Field Appraisal Officer (CDE): [type here]

Signature: [ ]

Note:Projectcategory

Characteristics

A Full and extensive EIA needed- irreversible environmental impacts; impacts not easy topick or isolate and mitigation cost expensive; EMP design not easily done; Must havethe EIA done and future annual EAs instituted

B Site specific environmental impacts envisaged; mitigation measures easy to pick, notcostly and EMP design readily done; need an EIA and future EAs

C Have minimal or occasionally NO adverse environmental impacts; exempted from furtherenvironmental processes save environmental audits

Date: [type here]

Date: [type here]


ANNEX 12: PROPOSAL FORMAT FOR SUBPROJECTS

1. TITLE PAGE

Name of Subprojects ……………………………………………………………….........County……………………………………………………………………………….........Ward…………………………………………………….……………......... ………………Name of CTDs officers developing the proposal………………………………..................Date submitted to NPCU……………………………………………….………………....


3. MAIN BODY

3.1. Baseline information focusing on the following subtopics;

• Physical locations of the subproject,

• Number of direct and indirect beneficiaries and proportion of whom are women, andVMGs (percent),

• Social economic characteristics and livelihoods of the various categories of beneficiaries(women, youth, VMGs)

• Beneficiaries’ participation in the subproject proposal development process

3.2. Subproject description



iii) The specific area of focus describing the problems and challenges that the proposedsubproject is addressing and strategies to be used in addressing the problems andchallenges

iv) Description of how the subproject interventions will improve the livelihoods of women,youth and VMGs. Also include strategies to be used towards ensuring that such groupsparticipate and benefit from the subproject. Such strategies include employment at theconstruction sites and linkages to other support programs within the county



v) Description of how the proposed subproject relates to counties’ annual plans (CAP) andthe county integrated development plan (CIDP)

vi) Sustainability mechanisms for the subproject investments

vii) Implementation time frame

viii) Proposed Monitoring and Evaluation strategy

ix) Proposed Budget showing 20 percent contributions from county government

APPENDICES

• MOU between county government and beneficiaries

• Evidence to show that proposed subproject relates to counties’ annual plans (CAP)and the county integrated development plan (CIDP)

References:

(Footnotes)

1 Direct beneficiary is a farming household of roughly five to eight members whichtranslates into 3,515,000 to 5,624,000 individuals.

2 There is a possibility that some households may benefit from more than one intervention, hence the total number of beneficiaries may need to be adjusted at the mid-term review and at the end of the project implementation period.

3 ILRI has just begun a project with USAID support to provide a comprehensive marketinformation system that will include forage condition forecasts for pastoral systems.

ANNEX 12: PROPOSAL FORMAT FOR SUBPROJECTS

1. TITLE PAGE

Name of Subprojects ……………………………………………………………….........County……………………………………………………………………………….........Ward…………………………………………………….……………......... ………………Name of CTDs officers developing the proposal………………………………..................Date submitted to NPCU……………………………………………….………………....


3. MAIN BODY

3.1. Baseline information focusing on the following subtopics;

• Physical locations of the subproject,

• Number of direct and indirect beneficiaries and proportion of whom are women, andVMGs (percent),

• Social economic characteristics and livelihoods of the various categories of beneficiaries(women, youth, VMGs)

• Beneficiaries’ participation in the subproject proposal development process

3.2. Subproject description



iii) The specific area of focus describing the problems and challenges that the proposedsubproject is addressing and strategies to be used in addressing the problems andchallenges

iv) Description of how the subproject interventions will improve the livelihoods of women,youth and VMGs. Also include strategies to be used towards ensuring that such groupsparticipate and benefit from the subproject. Such strategies include employment at theconstruction sites and linkages to other support programs within the county


MINISTRY OF AGRICULTURE, LIVESTOCK, FISHERIES AND COOPERATIVES

STATE DEPARTMENT OF CROP DEVELOPMENT AND AGRICULTURAL RESEARCH

Desert Locust Control

Contingency Emergency Response Implementation Plan (CERIP)

February 2020

ANNEX 13: CONTINGENCY EMERGENCY IMPLEMENTATION PLAN (CERIP)




MINISTRY OF AGRICULTURE, LIVESTOCK, FISHERIES AND COOPERATIVES

STATE DEPARTMENT OF CROP DEVELOPMENT AND AGRICULTURAL RESEARCH

Desert Locust Control


February 2020


Table of Contents

1.0. Description of the Emergency ...................................................................................... 2

1.1 Introduction .................................................................................................................. 21.2 Threat to food security and livelihoods ........................................................................ 41.3 Effect on the Environment............................................................................................ 41.4 Approximate Current Damage and Losses ................................................................... 41.5 Challenges towards accessing affected areas ............................................................... 5

2.0. Geographic Data of Affected Area............................................................................... 5 3.0. Implementation Plan and Activities to be Funded........................................................ 6

4.1 Activity Plan.................................................................................................................... 64.3 Resources Required .......................................................Error! Bookmark not defined.4.4 Budget ............................................................................................................................. 9

4.0. Special Institutional Arrangements ............................................................................ 11 5.0. Emergency Procurement Methods and Procedures .................................................... 13 6.0. Financial Management and Disbursement Procedures............................................... 15 7.0. Application of the Environmental and Social Management Frameworks.................. 16

7.1. Emergency Safeguard Policy.................................................................................. 167.2. Development of Pest Management Plans ............................................................... 167.3. Community Engagement ........................................................................................ 17

8.0. Monitoring & Evaluation............................................................................................ 17



1.0. DESCRIPTION OF THE EMERGENCY

1.1 Introduction

The Desert Locust is considered the most destructive migratory pest in the world, as it is highly mobile and feeds on large quantities of any kind of green vegetation, including crops, pasture and fodder. A typical swarm can be made of up to 40 to 80 million locusts per square kilometer, which in one day can consume the equivalent of food sufficient to feed 35,000 people. Swarms can spread quickly, covering up to 100 – 150 kilometers per day. Outbreaks occur periodically but are complex to predict. The current Desert Locust outbreak is the worst in 70 years in Kenya.

In Kenya, first Desert Locust swarms started crossing the border into the northeastern region from Ethiopia and Somalia on 28 December 2019. The swarms spread rapidly and have so far been confirmed in some parts of 18 Counties including Mandera, Wajir, Marsabit, Garissa, Samburu, Isiolo, Laikipia, Meru, Baringo, Kitui, Tana River, Tharaka Nithi, Embu, Machakos, Turkana, Kajiado, Kirinyaga and Murang’a. In many areas, the locusts have matured and laid eggs that have started hatching into hoppers. While monitoring and control of the invading swarms continue, there is need to focus the control strategy on the new generation of hoppers to ensure they do not develop into a new wave of immature adult swarms.

The recent exceptionally high rainfall during the October – December period, along with Cyclone Pawan, has provided favorable conditions for the breeding of Desert Locusts, which is expected to continue until June 2020 (FAO forecast analysis based on current presence and expected moves). Good rains, along with prevailing winds, increases the risk of further spread of the pest within these three countries (Ethiopia, Somalia and Kenya), as well as to Uganda and South Sudan.

Control StrategyThe Ministry of Agriculture, Livestock and Fisheries, in collaboration with County Governments and the Food and Agricultural Organizations of the UN (FAO) have been undertaking aerial and ground control of the locusts in the affected regions. The actual activities carried out include:

• Setting up of 6 control bases in Wajir, Isiolo, Turkana, Marsabit, Masinga and Garissa for coordination of the control interventions in the affected areas

• Deployment both spraying and surveillance aircrafts to the affected areas.• Provision of ground control equipment e.g. vehicle mounted sprayers, Motorised and

manual knapsack sprayers, Hand held ULVA sprayers• Provision of Personal Protective Equipment (PPEs)• Distribution of various control pesticides (Fenitrothion 96% ULV, and the Biopesticide

Metarhizium)• Empowerment and capacity building of county support staff to help with awareness and

ground support




1.0. DESCRIPTION OF THE EMERGENCY

1.1 Introduction

The Desert Locust is considered the most destructive migratory pest in the world, as it is highly mobile and feeds on large quantities of any kind of green vegetation, including crops, pasture and fodder. A typical swarm can be made of up to 40 to 80 million locusts per square kilometer, which in one day can consume the equivalent of food sufficient to feed 35,000 people. Swarms can spread quickly, covering up to 100 – 150 kilometers per day. Outbreaks occur periodically but are complex to predict. The current Desert Locust outbreak is the worst in 70 years in Kenya.

In Kenya, first Desert Locust swarms started crossing the border into the northeastern region from Ethiopia and Somalia on 28 December 2019. The swarms spread rapidly and have so far been confirmed in some parts of 18 Counties including Mandera, Wajir, Marsabit, Garissa, Samburu, Isiolo, Laikipia, Meru, Baringo, Kitui, Tana River, Tharaka Nithi, Embu, Machakos, Turkana, Kajiado, Kirinyaga and Murang’a. In many areas, the locusts have matured and laid eggs that have started hatching into hoppers. While monitoring and control of the invading swarms continue, there is need to focus the control strategy on the new generation of hoppers to ensure they do not develop into a new wave of immature adult swarms.

The recent exceptionally high rainfall during the October – December period, along with Cyclone Pawan, has provided favorable conditions for the breeding of Desert Locusts, which is expected to continue until June 2020 (FAO forecast analysis based on current presence and expected moves). Good rains, along with prevailing winds, increases the risk of further spread of the pest within these three countries (Ethiopia, Somalia and Kenya), as well as to Uganda and South Sudan.

Control StrategyThe Ministry of Agriculture, Livestock and Fisheries, in collaboration with County Governments and the Food and Agricultural Organizations of the UN (FAO) have been undertaking aerial and ground control of the locusts in the affected regions. The actual activities carried out include:

• Setting up of 6 control bases in Wajir, Isiolo, Turkana, Marsabit, Masinga and Garissa for coordination of the control interventions in the affected areas

• Deployment both spraying and surveillance aircrafts to the affected areas.• Provision of ground control equipment e.g. vehicle mounted sprayers, Motorised and

manual knapsack sprayers, Hand held ULVA sprayers• Provision of Personal Protective Equipment (PPEs)• Distribution of various control pesticides (Fenitrothion 96% ULV, and the Biopesticide

Metarhizium)• Empowerment and capacity building of county support staff to help with awareness and

ground support

Contingency Emergency Response Implementation Plan (CERIP) • Formation and support of Multi-Institutional Technical Team (MITT) meetings• Setting up of a coordination center the Ministry headquarters• Training and deployment of 500 National Youth Service (NYS) personnel for ground

spraying. NYS personnel normally comprise of youth of ages between 18 and 35 years,and undergo paramilitary training before being trained on various courses including carpentry, metal works, etc. to equip them with business/ life skills. The 500 personnel have so far been trained on spraying of pesticides and safety measures. Additional training on pesticide management and required safety measures will be undertaken under this project

The primary strategy to be employed in the control of the desert locust will be to target the breeding grounds and control the hoppers while they are still at the nymph stage before they can fly. Identification of the breeding grounds has already started. However, some of the affected areas e.g., Isiolo, Marsabit, Wajir, and Samburu counties, are vast, and effective control would require spraying and surveillance by aircraft. Once sites are identified, the ground spraying will be undertaken. Protected areas and important aquatic resources will be identified and no aerial spraying in the proximity of these habitats and water resources will be conducted as indicated in the Pest Management Plan. Limited spraying will be undertaken in areas where livestock are present and in addition to extensive campaigns will be undertaken in these areas to ensure mitigation of any possible negative impacts.

The National Youth Service Personnel have been assigned by the National Government to assist with the groundwork, including supporting the communities and conducting ground spraying. Besides, these NYS personnel have undergone rigorous training and orientation, including the sensitization around areas like community interaction and engagement, among. They will also stay at the pre-assigned camps alongside their supervisors and work with the county teams, and will further be trained in health and safety in use of pesticides as indicated in the Pest Management Plan.

Existing grievances mechanisms at the county and community level will be oriented to ensure that any grievances are fully heard and addressed. Further, pesticides will be procured, tested, transported, stored and handled following standard FAO guidelines. Used/ empty drums or plastic containers will first be rinsed with a small amount of diesel or kerosene, and the rinsate added to the sprayer. Subsequently, all empty containers will be returned to the locust control base. These empty/ used containers will not be burned or buried on site, since this is dangerous to both humans and the environment. After the control campaign, the empty containers collected at the locust control base(s) will be crushed using custom-made drum crushers and transported for destruction in plant protection incineration plant. A Pest Management Plan (PMP) has been prepared to ensure safe us of the pesticide.

Communication Strategy Extensive communication campaigns warning the locals that the locusts should not be eaten are being held at various levels and by various means. This includes at National, County, Sub-County and



Community levels. The communication strategy and messages are being shared on local news (covering local dialects as well), social media and by direct community engagements.

1.2 Threat to food security and livelihoods

The pest invasion and potential of the locusts to multiply and spread rapidly to other counties pose an unprecedented threat to food security and livelihoods in the country. A medium swarm of 40 million locusts weighing about 80 tonnes can eat 80MT per day. Half a million locusts usually weigh about 1 tonne and thus consume about 1 tonne of food, enough to feed 2,500 people. The solitarious form is harmless to crops, whereas the gregarious phase causes destructive damage. The locusts feed on large quantities of any green material that includes crops, pasture, fodder, and browse.

The occurrence of the pest in northern Kenya is particularly of great concern coming at a time when the agro-pastoral communities in the region are recovering from a prolonged drought. The ability of the pests to rapidly multiply and form dense swarms that move long distances feeding on large quantities of fresh materials along their path exacerbates the problem.

1.3 Effect on the Environment

Green plants are the primary producers in an ecosystem, with the ability to create food (biomass), from inorganic materials, and making it available to all the other organisms. Destruction of all the green vegetation by pests such as desert locusts can, therefore, result in a significant these ecosystems. Considering the potential impact of Fenitrothion on non-target species – including bees, birds and other non-target species – and to avoid contamination of water sources, strict buffer zones will be established, and necessary measures to protect beehives will be put in place. Strict re-entry to sprayed areas will be enforced for humans and livestock following standard FAO guidelines and the Material Safety Data Sheet for Fenitrothion. Detailed mitigation measures are provided in the PMP. Monitoring of environmental impacts will be conducted on regular basis, and appropriate measures taken.

1.4. Occupational Health & Safety

Handling and application of pesticides will be limited to trained personnel equipped with the appropriate protective equipment. Training will be provided to personnel involved in handling, applying and managing pesticides. Considering that the pesticide of choice is an Organophosphate, blood testing kits will be procured and used to test for acetylcholinesterase (AchE) levels at the beginning of the campaign. Operators will be closely monitored against the baseline throughout the locust control operations. Care will be taken to rotate operators to limit the level of AchE inhibition.

1.4 Approximate Current Damage and Losses

The counties mostly affected by the Desert Locust invasion are Mandera, Wajir, Marsabit, Garissa, Isiolo, Samburu, and Baringo, with over 173,000 acres estimated to have been affected in total (FAO, 2020). Crop and fodder losses in affected areas can be enormous, up to 100%. While joint assessments (National and local Government Officials jointly with FAOs experts) are still ongoing, damages to crop and pasture are already being reported across the different Counties. The outbreak could have devastating consequences on food security in an already highly vulnerable region and further extend




Community levels. The communication strategy and messages are being shared on local news (covering local dialects as well), social media and by direct community engagements.

1.2 Threat to food security and livelihoods

The pest invasion and potential of the locusts to multiply and spread rapidly to other counties pose an unprecedented threat to food security and livelihoods in the country. A medium swarm of 40 million locusts weighing about 80 tonnes can eat 80MT per day. Half a million locusts usually weigh about 1 tonne and thus consume about 1 tonne of food, enough to feed 2,500 people. The solitarious form is harmless to crops, whereas the gregarious phase causes destructive damage. The locusts feed on large quantities of any green material that includes crops, pasture, fodder, and browse.

The occurrence of the pest in northern Kenya is particularly of great concern coming at a time when the agro-pastoral communities in the region are recovering from a prolonged drought. The ability of the pests to rapidly multiply and form dense swarms that move long distances feeding on large quantities of fresh materials along their path exacerbates the problem.

1.3 Effect on the Environment

Green plants are the primary producers in an ecosystem, with the ability to create food (biomass), from inorganic materials, and making it available to all the other organisms. Destruction of all the green vegetation by pests such as desert locusts can, therefore, result in a significant these ecosystems. Considering the potential impact of Fenitrothion on non-target species – including bees, birds and other non-target species – and to avoid contamination of water sources, strict buffer zones will be established, and necessary measures to protect beehives will be put in place. Strict re-entry to sprayed areas will be enforced for humans and livestock following standard FAO guidelines and the Material Safety Data Sheet for Fenitrothion. Detailed mitigation measures are provided in the PMP. Monitoring of environmental impacts will be conducted on regular basis, and appropriate measures taken.

1.4. Occupational Health & Safety

Handling and application of pesticides will be limited to trained personnel equipped with the appropriate protective equipment. Training will be provided to personnel involved in handling, applying and managing pesticides. Considering that the pesticide of choice is an Organophosphate, blood testing kits will be procured and used to test for acetylcholinesterase (AchE) levels at the beginning of the campaign. Operators will be closely monitored against the baseline throughout the locust control operations. Care will be taken to rotate operators to limit the level of AchE inhibition.

1.4 Approximate Current Damage and Losses

The counties mostly affected by the Desert Locust invasion are Mandera, Wajir, Marsabit, Garissa, Isiolo, Samburu, and Baringo, with over 173,000 acres estimated to have been affected in total (FAO, 2020). Crop and fodder losses in affected areas can be enormous, up to 100%. While joint assessments (National and local Government Officials jointly with FAOs experts) are still ongoing, damages to crop and pasture are already being reported across the different Counties. The outbreak could have devastating consequences on food security in an already highly vulnerable region and further extend


to other neighboring countries. As of January 2020, over 3.1 million people in Kenya had been affected (IPC Phase 3 and above). Food security projections indicate a continuation of Stressed or Crisis outcomes through May 2020. Intensive ground and aerial control operations are currently ongoing. Efforts need to be made to protect the livelihoods of farmers and livestock holders –ensuring they have the inputs they need to restart production and have access to much-needed cash to meet their immediate food needs.

1.5 Challenges towards accessing affected areas

The major challenges encountered in the affected areas include, insecurity (fear of terror attack), poor infrastructure rendering most areas inaccessible, poor network coverage, financial constraints, pesticide shortage and control equipment.

2.0. GEOGRAPHIC DATA OF AFFECTED AREA

The highly affected Counties include Mandera, Wajir, Marsabit, Garissa, Samburu, Isiolo, Laikipia,Baringo, Kitui, Tana River, Tharaka Nithi, Embu, Meru, Machakos, Turkana. With consultation at both County and National teams, two counties will be selected to conduct a rapid social needs assessment of negative impacts of emergency measures (spraying pesticide) and the findings and local strategies communicated to inform the strategy. The Multi-Institutional Technical Team (MITT) together with other partners will also be involved in the assessment and prioritizing the response activities.

Description of Needs and Priorities

After rapid needs assessment was carried out by various teams at both county and national levels to determine the level of invasion, the Multi-Institutional Technical Team (MITT), together with other partners, were involved in the assessment and prioritizing the response activities.

Critical Actions Needed for Desert Locust Control

In consultation with Desert locust experts from FAO and other critical stakeholders the Government of Kenya has settled on the following key activities to ensure effective control of the desert locust:

1. Setting up and Staffing of 6 ground stations (bases) in Lodwar (Turkana County), Marsabit, Wajir, Isiolo, Garissa and Masinga.These ground stations will play a critical coordination role. They would be on the ground monitoring the control operations and provide regular updates to the national coordination unit. These ground stations given their proximity will also be coordinating with the county governments and clearly communicating to them the ongoing operations. The ground stations will be led by Base managers. The day to day management and the strategic use of National Youth Service personnel will also be undertaken by the ground stations. Thus, the key first step would be to a a. Deploy base managers and support personnel to man the ground stations



b. Deploy National Youth Service (NYS) personnel to the ground basesc. Sourcing medical staff for testing and monitoring personnel involved in spraying

2. The key next step would be to equip these Ground Stations. Each ground station will have the following key equipment contained a. Spray aircraftsb. Surveillance aircraftsc. Spray vehiclesd. Vehicle mounted sprayerse. Motorized knapsack/backpack sprayersf. Handheld sprayersg. Personal Protective Equipment (PPEs)h. Camping tentsi. VHF radiosj. GPS kitsk. Storage facilities (including store keepers and security personnel)l. Stocks and Empty container management (Drum crushers (Empty containers)m. Acetylcholinesterase kits (Blood testing kits)

3. Procurement and distribution of pesticides to the ground stations4. Capacity building of ground station personnel, County agricultural teams and NYS

service personnel on their roles in the management of the desert locust5. Information campaign and continuous dialogue with the impact communities so that

their views and feedback is constantly being incorporated. There are weekly meetings conducted at ward level and feedback is then communicated to County then National level and adequate mitigation measure and support are then provided.

6. Create a grievance or complaints hotline at sub-county level 7. Support the National Desert Locust Control Coordination Committee operations

3.0. IMPLEMENTATION PLAN AND ACTIVITIES TO BE FUNDED

3.1 Activity Plan

Table 1: Plan of activitiesNB: CDLCC is Chair, Desert Locust Coordination Committee

Activity/Item Details Responsible Time frame1. Staffing of 6 ground stations • Deployment

of ground stations managers

6 base managers identified, issued with appointment letters and deployed to the field as follows:• Masinga, Machakos County • Lodwar, Turkana County• Marsabit, Marsabit Couty

PS Agric; CDLCC 25 Feb 2020




b. Deploy National Youth Service (NYS) personnel to the ground basesc. Sourcing medical staff for testing and monitoring personnel involved in spraying

2. The key next step would be to equip these Ground Stations. Each ground station will have the following key equipment contained a. Spray aircraftsb. Surveillance aircraftsc. Spray vehiclesd. Vehicle mounted sprayerse. Motorized knapsack/backpack sprayersf. Handheld sprayersg. Personal Protective Equipment (PPEs)h. Camping tentsi. VHF radiosj. GPS kitsk. Storage facilities (including store keepers and security personnel)l. Stocks and Empty container management (Drum crushers (Empty containers)m. Acetylcholinesterase kits (Blood testing kits)

3. Procurement and distribution of pesticides to the ground stations4. Capacity building of ground station personnel, County agricultural teams and NYS

service personnel on their roles in the management of the desert locust5. Information campaign and continuous dialogue with the impact communities so that

their views and feedback is constantly being incorporated. There are weekly meetings conducted at ward level and feedback is then communicated to County then National level and adequate mitigation measure and support are then provided.

6. Create a grievance or complaints hotline at sub-county level 7. Support the National Desert Locust Control Coordination Committee operations

3.0. IMPLEMENTATION PLAN AND ACTIVITIES TO BE FUNDED

3.1 Activity Plan

Table 1: Plan of activitiesNB: CDLCC is Chair, Desert Locust Coordination Committee

Activity/Item Details Responsible Time frame1. Staffing of 6 ground stations • Deployment

of ground stations managers

6 base managers identified, issued with appointment letters and deployed to the field as follows:• Masinga, Machakos County • Lodwar, Turkana County• Marsabit, Marsabit Couty

PS Agric; CDLCC 25 Feb 2020


• Wajir, Wajir Couty • Isiolo, Isiolo County • Garissa, Garissa County

• Deployment of ground station support personnel

1 storekeeper, 2 security officers and 1 medical service personnel per ground base. These personnel to be sourced from Counties

CDLCC; CECs; PS Agric

25 Feb 2020

• Deployment of Radio operators

2 radio operators per ground station. To be sourced from NYS

CDLCC, PS Agric, DG NYS

25 Feb 2020

2. Equipping the Ground Stations• Surveillance

aircrafts12 surveillance aircrafts i.e. 2 per station (One helicopter and 1 fixed wing)

PS Agric, FAOCDLCC, IRLCO

Continuous for the first 50 days

• Spray vehicles 24 ground spray Vehicles i.e. 4 per station PS Agric, FAO, CDLCC

25 Feb 2020

• Vehicle mounted sprayers

24 vehicle mounted sprayers i.e. 4 per station

PS Agric, FAO 25 Feb 2020

• Motorized knapsack sprayers

120 Motorized knapsack sprayers i.e. 20 per station

PS Agric, FAOCDLCC

25 Feb 2020

• Handheld sprayers

120 handheld sprayers i.e. 20 per station PS Agric, FAOCDLCC

25 Feb 2020

• Personal protection Equipment (PPEs)

• Blood Testing Kits

1,200 PPEs i.e. 200 per Station PS Agric, FAOCDLCC

25 Feb 2020

• Camping tents 150 full camping kits i.e. 25 per Station. Each camping kit hosting 4 persons

FAO, PS Agric 20 Feb 2020

• VHF radios 60 VHF radio equipment i.e. 10 per Station PS Agric, FAOCDLCC

25 Feb 2020

• GPS kits 120 GPS kits i.e. 20 kits per Station PS Agric, FAOCDLCC

25 Feb 2020

• Drum crushers 6 drum crushers i.e. 1 per Station PS Agric, FAOCDLCC

25 Feb 2020

3. Procurement and distributing of Pesticides to the base stations• Synthetic

Pesticides(only for ground spraying)

20,000 liters of pesticides Details Given below

PS Agric, FAOCDLCC

Intensively for the next 50 days

• Bio pesticides 600 Kg of bio pesticides (Metarhizium) PS Agric, FAO As required



To be used in high population areas CDLCC4. Capacity building of ground station personnel, County agricultural teams and NYS service

personnel on their roles in the management of the desert locust• Ground

Station team and County teams training

2 trainings each targeting 30 persons FAO, CDLCC, PS Agric

27 Feb 2020

• NYS service personnel training

2 trainings at Gilgil and Yatta NYS camps targeting 500 youth

FAO, CDLCC, PS Agric, DG NYS

20 Feb 2020

• Continuous awareness campaigns

Continues sensitization for communities as needed

County teams Weekly per County

5. Impact assessment and plan for livelihood protection and recovery• Impact

assessmentContracting of competent agency or consultant to conduct the impact assessment and provide intervention plan of action

FAO, CDLCC, PS Agric

29 Mar 2020

6. Environment Management PlansA Pest Management Plan (PMP) has been prepared

PMPs to be developed FAO, CDLCC, NPCU (KCSAP), CPCUs

Feb 2020

Preparation of ESIA/or ESMPs for proposed livelihood protection and recovery activities

Environment Screening and Impact Assessment to be carried wherever applicable for the livelihood recovery activities

FAO, CDLCC, NPCU (KCSAP),CPCUs

Continuous Activity

7. Social Safegaurd, Community Engagement and Participation Undertake social impact assessment in 2 counties

In terms of the social safeguards, a key starting point would be to undertake consultation at both County and National teams to select two counties to conduct a rapid social needs assessment of negative impacts of emergency measures (spraying pesticide) and communicate findings and local strategies.

FAO, CDLCC, NPCU (KCSAP), CPCUs (KCSAP)

Communication Plan relation to the locust control related activities

Preparation and Implementation of Communication Plan including information campaigns, other public communication outreach in relation to the locust control related activities

FAO, CDLCC, NPCU (KCSAP),CPCUs (KCSAP)

Continuous Activity

Community Ground stations and county teams to reach FAO, CDLCC, Continuous




To be used in high population areas CDLCC4. Capacity building of ground station personnel, County agricultural teams and NYS service

personnel on their roles in the management of the desert locust• Ground

Station team and County teams training

2 trainings each targeting 30 persons FAO, CDLCC, PS Agric

27 Feb 2020

• NYS service personnel training

2 trainings at Gilgil and Yatta NYS camps targeting 500 youth

FAO, CDLCC, PS Agric, DG NYS

20 Feb 2020

• Continuous awareness campaigns

Continues sensitization for communities as needed

County teams Weekly per County

5. Impact assessment and plan for livelihood protection and recovery• Impact

assessmentContracting of competent agency or consultant to conduct the impact assessment and provide intervention plan of action

FAO, CDLCC, PS Agric

29 Mar 2020

6. Environment Management PlansA Pest Management Plan (PMP) has been prepared

PMPs to be developed FAO, CDLCC, NPCU (KCSAP), CPCUs

Feb 2020

Preparation of ESIA/or ESMPs for proposed livelihood protection and recovery activities

Environment Screening and Impact Assessment to be carried wherever applicable for the livelihood recovery activities

FAO, CDLCC, NPCU (KCSAP),CPCUs

Continuous Activity

7. Social Safegaurd, Community Engagement and Participation Undertake social impact assessment in 2 counties

In terms of the social safeguards, a key starting point would be to undertake consultation at both County and National teams to select two counties to conduct a rapid social needs assessment of negative impacts of emergency measures (spraying pesticide) and communicate findings and local strategies.

FAO, CDLCC, NPCU (KCSAP), CPCUs (KCSAP)

Communication Plan relation to the locust control related activities

Preparation and Implementation of Communication Plan including information campaigns, other public communication outreach in relation to the locust control related activities

FAO, CDLCC, NPCU (KCSAP),CPCUs (KCSAP)

Continuous Activity

Community Ground stations and county teams to reach FAO, CDLCC, Continuous


Engagement and Feedback

out to the communities through existing community institutions like the community driven development committees andexplain the control strategies, seek their feedback systematically and incorporate these

NPCU (KCSAP), CPCUs (KCSAP)

Activity

8. Monitoring including by leveraging digital technologies Digital app Development

Development of a digital app that will be used by all ground personnel to provide daily information

FAO, CDLCC, NPCU (KCSAP), Microsoft

Continuous Activity

Tracking on a daily basis through dashboards

Development of dashboards and using the dashboard at the CS level, PS level CDLCC level to ensure tracking of progress and incorporating feedback

CS, PS, CDLCC Continuous Activity

9. Support the National Desert Locust Control Coordination Committee operationsCS/PS briefs Daily briefing notes to the PS/CS CDLCC, CS/PS

FAOWeekly meetings (every Monday beginning 10th

February 2020)

Multi Institutional Technical Team (MITT) meetings

Experts PS, CDLCC, FAO Fortnightly (Beginning Friday 21st

February 2020)

Inter-governmental consultative meetings

National and County government teams PS, CDLCC, FAO, CECs

Monthly (Beginning 6th

February 2020)

3.2 Budget

Table 2: Budget

Total items

Cost (Ksh) per unit

Total cost (Ksh) Remarks

Pesticides (ltrs) ( Only Ground Spraying) 30,000 12,000 360,000,000 Fenitrothion – 30,000 litres

Bio Pesticide (Kg) 600 20,000 12,000,000

Surveillance aircrafts (hours) 1620 210,000 340,200,000 3 hours/aircraft/ day for 6 aircrafts in 3 months

Vehicles equipped with 24 12,000,0 288,000,000 Purchase of vehicles and



sprayers 00 sprayersRough Terrain Passenger Vehicles 7 10,000,0

00 70,000,000

Hire of transport (distribution of pesticides) 1 1,000,00

0 1,000,000

GPS equipment 125 30,000 3,750,000VHF radios 60 45,000 2,700,000Personal Protective equipment (PPEs) 1250 10,000 12,500,000

Blood testing kit 5 10,000 50,000Camping sets 50 150,000 7,500,000Drum Crusher 5 150,000 750,000PersonnelBase manager 6 300,000 1,800,000 Ksh. 50,000 stipend for 6 months

Store keeper 6 360,000 2,160,000 Ksh.2000 field allowance per day for 6 months

Radio operators 12 360,000 4,320,000 Ksh.2000 field allowance per day for 6 months

Medical personnel 6 360,000 2,160,000 Ksh.2000 field allowance per day for 6 months

Security officers 12 360,000 4,320,000 Ksh. 2,000 per day per person for 6 months

Casual labor 12 180,000 2,160,000 Ksh. 1000 per day per person for 6 months

Ground spray teams 750 60,000 45,000,000 Ksh.2000/day for 30daysMonitoring through Digital ApplicationsDevelopment of Digital App including Dashboard 1 5500000 5,500,000 lumpsump

Equipment 1 5000000 5,000,000 lumpsumpPersonnel for Digital Monitoring 6 300,000 1,800,000 Ksh. 50,000 stipends for 6

monthsLivelihood Impact Assessment Hiring of an agency to undertake livelihood impact assessment

1 10,000,000 Lumpsump

Continuous Capacity building

DSA 3,525 10,000 35,250,000One training per county; 20 participants per county and 5 trainers for three days

Conference packages 3,525 2,000 7,050,000One training per county; 20 participants per county and 5 trainers for three days




sprayers 00 sprayersRough Terrain Passenger Vehicles 7 10,000,0

00 70,000,000

Hire of transport (distribution of pesticides) 1 1,000,00

0 1,000,000

GPS equipment 125 30,000 3,750,000VHF radios 60 45,000 2,700,000Personal Protective equipment (PPEs) 1250 10,000 12,500,000

Blood testing kit 5 10,000 50,000Camping sets 50 150,000 7,500,000Drum Crusher 5 150,000 750,000PersonnelBase manager 6 300,000 1,800,000 Ksh. 50,000 stipend for 6 months

Store keeper 6 360,000 2,160,000 Ksh.2000 field allowance per day for 6 months

Radio operators 12 360,000 4,320,000 Ksh.2000 field allowance per day for 6 months

Medical personnel 6 360,000 2,160,000 Ksh.2000 field allowance per day for 6 months

Security officers 12 360,000 4,320,000 Ksh. 2,000 per day per person for 6 months

Casual labor 12 180,000 2,160,000 Ksh. 1000 per day per person for 6 months

Ground spray teams 750 60,000 45,000,000 Ksh.2000/day for 30daysMonitoring through Digital ApplicationsDevelopment of Digital App including Dashboard 1 5500000 5,500,000 lumpsump

Equipment 1 5000000 5,000,000 lumpsumpPersonnel for Digital Monitoring 6 300,000 1,800,000 Ksh. 50,000 stipends for 6

monthsLivelihood Impact Assessment Hiring of an agency to undertake livelihood impact assessment

1 10,000,000 Lumpsump

Continuous Capacity building

DSA 3,525 10,000 35,250,000One training per county; 20 participants per county and 5 trainers for three days

Conference packages 3,525 2,000 7,050,000One training per county; 20 participants per county and 5 trainers for three days


Hall hire 141 10,000 1,410,000 For three days per county

Stationary 6 40,000 240,000 Ksh 20,000 per county in Lumpsum

Fuel and other logistics Lump sum 10,000,000 All counties

Pest Management PlanSupport 1 50,380,000 Lumpsum for all counties

Social Safeguard Activities(needs assessment, campaigns etc)

1 50,000,000 Lumpsum for all counties

Grand Total 1,377,000,000

4.0. SPECIAL INSTITUTIONAL ARRANGEMENTS

1. The emergency operations and activities will be fully managed at the national level by the

Desert Locust Coordinating Committee (DLCC) created within the Ministry of Agriculture

specifically to deal with the locust crises in the country. The DLCC is led by the Head for

Plant Protection within the Ministry of Agriculture and consists of representatives from the

FAO, Kenya Plant Health Inspectorate Service (KEPHIS), Kenya Agriculture and Livestock

Research Organization and other key institutions. The list of members of the DLCC is given

below

• David Mwangi, Head of Plant Protection Services, Ministry of Agriculture (chairman)

• Dr. Zachary Kinyua – KALRO

• Dr. Sumbi – ICIPE

• Kello Harsama – Ministry of Agriculture

• Hamisi williams- FAO

• Kevin Sambai – KEPHIS

• Dr. George Ong’amo – University of NAIROBI

• James Gatimu- Desert Locust Control Organization for eastern Africa (DLCO-EA)

The role of the DLCC is to

a. Manage the day to day emergency operations and coordinate with the National Project

Coordination Unit under KCSAP for fund flows and procurements.

b. Work with the ground stations on the ground and the county governments to manage

the control operations and respond on an hourly basis



c. Track and monitor the progress daily

d. Effectively partner with other development partners and leverage resources and

expertise from them

2. The DLCC at the national level is supported by a Multi-Institutional Technical Team

(MITT). Members of the desert locust MITT are drawn from the following institutions:

• Ministry of Agriculture- Plant Protection services,

• Kenya Agricultural Research Organization (KALRO),

• Kenya Plant Health Inspectorate Service (KEPHIS),

• Pest Control products Board (PCPB),

• Desert Locust control Organization for Eastern Africa (DLCO-EA),

• Food and Agriculture Organization (FAO),

• University of Nairobi (UoN),

• International Centre for Insect Physiology and Ecology (Icipe),

• Centre for Agricultural and Biosciences International (CABI),

• Joint Agriculture Secretariat (JAS) and

• Council of Governors (CoG)

3. The Role of MITT is as follows

• Harness technical expertise on desert locust management

• Give technical guidance to the ministry, counties coordinating committee and any other

stakeholders

• Collect and collate technical information of integrated Desert locust management

• Capacity building of all stakeholders, especially agricultural extension providers

• Propose appropriate interventions/strategies for sustainable management of desert locust in the

country

4. The NPCU team at KCSAP will work with the DLCC to ensure implementation of the

environment and the social safeguard issues. In addition, the procurement team at the NPCU

will also work closely with the DLCC to ensure the implementation of bank guidelines on the

procurement. As indicated in the PMP, procurement will be supported by the National Pest

Control Board and FAO. For the financial management aspects, the NPCU will release the




c. Track and monitor the progress daily

d. Effectively partner with other development partners and leverage resources and

expertise from them

2. The DLCC at the national level is supported by a Multi-Institutional Technical Team

(MITT). Members of the desert locust MITT are drawn from the following institutions:

• Ministry of Agriculture- Plant Protection services,

• Kenya Agricultural Research Organization (KALRO),

• Kenya Plant Health Inspectorate Service (KEPHIS),

• Pest Control products Board (PCPB),

• Desert Locust control Organization for Eastern Africa (DLCO-EA),

• Food and Agriculture Organization (FAO),

• University of Nairobi (UoN),

• International Centre for Insect Physiology and Ecology (Icipe),

• Centre for Agricultural and Biosciences International (CABI),

• Joint Agriculture Secretariat (JAS) and

• Council of Governors (CoG)

3. The Role of MITT is as follows

• Harness technical expertise on desert locust management

• Give technical guidance to the ministry, counties coordinating committee and any other

stakeholders

• Collect and collate technical information of integrated Desert locust management

• Capacity building of all stakeholders, especially agricultural extension providers

• Propose appropriate interventions/strategies for sustainable management of desert locust in the

country

4. The NPCU team at KCSAP will work with the DLCC to ensure implementation of the

environment and the social safeguard issues. In addition, the procurement team at the NPCU

will also work closely with the DLCC to ensure the implementation of bank guidelines on the

procurement. As indicated in the PMP, procurement will be supported by the National Pest

Control Board and FAO. For the financial management aspects, the NPCU will release the


approved amount to the Ministry to handle all the procurements related to this activity and

make payments through the Ministry account. The Ministry and the DLCCC will be expected

to prepare the necessary accountabilities of the funds disbursed to the NPCU through an SOE

and IFR for consolidation with other project expenditures for submission to the World Bank

and the National Treasury.

5. At the county level, the county agriculture teams and the county project coordinating units

will work closely with the 6 ground stations to be set for day to day operations and monitoring.

5.0. EMERGENCY PROCUREMENT METHODS AND PROCEDURES

6. The GoK has made a formal request to the World Bank through the National Treasury. Funds

from other project components will be reallocated to finance emergency response expenditures

to meet this crisis.

7. As per the approved CERIP, the approved procurement methods are as follows:

a. Procurement Methods of Goods, Works and Non-Consulting Services will be either

Shopping, Force Account, or Direct Selection; and

b. Consultants’ Services: CQS, Comparison of CVs or Single Source Selection.

8. Procurement is as per World Bank Procurement Guidelines: Selection and Employment of

Consultants under IBRD Loans and IDA Credits and Grants by World Bank Borrowers, dated

January 2011 (revised July 2014); and Procurement of Goods, Works and Non -Consulting

Services under IBRD Loans and IDA Credits & Grants by World Bank Borrowers, dated

January 2011.

9. The World Bank Procurement guidelines also provide for Procurement from United Nations

Agencies in exceptional cases such as this one.

The following are activities to be financed by the Bank and their projected implementation:

Table3: Proposed activities for bank financing

Activity Execution Agency

Amount(KShs)

Procurement method

Document to be used

Contract award date

Estimated completion

dateProcurement of Goods30,000 liters Pesticides

MoALF&C 360,000,000 Direct Selection

RFQ 1st

March, 2020

31st

August, 2020



24No. Vehicles (Rough terrain single-cab pickup)


RFQ 1st

March, 2020

31st March, 2020

7No. Vehicles (Rough terrain passenger vehicle)

MoALF&C 70,000,000 DirectSelection

RFQ 1st

March, 2020

31st March, 2020

24No. Sprayers (vehicle mounted)


RFQ 1st

March, 2020

31st March, 2020

150No. GPS equipment


RFQ 1st

March, 2020

7th March, 2020

70No. VHF radios


RFQ 1st

March, 2020

7th March, 2020

1500No. Personal Protective Equipment (PPEs)


RFQ 1st

March, 2020

7th March, 2020

6No. Blood testing kit

MoALF&C 60,000 Direct Selection

RFQ 1st

March, 2020

7th March, 2020

60No. Camping sets


RFQ 1st

March, 2020

7th March, 2020

6No. Drum Crusher


RFQ 1st

March, 2020

7th March, 2020

Procurement of Non-consulting ServicesHire of Surveillance aircrafts (1600Hrs)


RFQ 1st

March, 2020

31st May, 2020

Hire of transport (distribution of pesticides)


RFQ 1st

March, 2020

31st May, 2020




24No. Vehicles (Rough terrain single-cab pickup)


RFQ 1st

March, 2020

31st March, 2020

7No. Vehicles (Rough terrain passenger vehicle)

MoALF&C 70,000,000 DirectSelection

RFQ 1st

March, 2020

31st March, 2020

24No. Sprayers (vehicle mounted)


RFQ 1st

March, 2020

31st March, 2020

150No. GPS equipment


RFQ 1st

March, 2020

7th March, 2020

70No. VHF radios


RFQ 1st

March, 2020

7th March, 2020

1500No. Personal Protective Equipment (PPEs)


RFQ 1st

March, 2020

7th March, 2020

6No. Blood testing kit


RFQ 1st

March, 2020

7th March, 2020

60No. Camping sets


RFQ 1st

March, 2020

7th March, 2020

6No. Drum Crusher


RFQ 1st

March, 2020

7th March, 2020

Procurement of Non-consulting ServicesHire of Surveillance aircrafts (1600Hrs)


RFQ 1st

March, 2020

31st May, 2020

Hire of transport (distribution of pesticides)


RFQ 1st

March, 2020

31st May, 2020


Procurement of Non-consulting ServicesHiring of the Agency for undertaking Livelihoods Impact assessment

MoALF&C 10,000,000 SSSS SSS 1st

March, 2020

31st May, 2020

Exchange rate : 1USD=100KShs

6.0. FINANCIAL MANAGEMENT AND DISBURSEMENTPROCEDURES

1. The implementing Ministry (MALF) is responsible for ensuring that the financial management

and disbursement policies and procedures governing the KCSAP are fully and successfully

applied to the management of the financial resources mobilized through Component 5 in

support of the identified CERIP activities. Coordination and implementation arrangements are

as highlighted in section 4 of this plan.

2. Due to the complexity of the matter and the expertise required to deal with it , the NPCU will

release the approved amount under the CERIP to the Ministry to handle all the procurements

related to this activity and make payments through the Ministry account.

3. The Ministry will prepare the necessary accountabilities of the funds disbursed to the NPCU

through an SOE and IFR for consolidation with other project expenditures for submission to

the World Bank and the National Treasury.

4. The Ministry will also keep the original vouchers for auditing purposes within the Ministry

and also avail the same in the future in case they are required.

5. The Ministry is requesting the National Treasury to revise the DA ceiling of the National level

under KCSAP from USD 10 Million to USD 25 Million and maintain at that level to enable us

to be immediately draw the required funds from the National Treasury and thus cope with the

immediate and emergency demand.

6. The NPCU and Ministry will ensure that all disbursed amounts are accounted for and their use

promptly reported as per the financing agreement. The NPCU will use the Emergency

financial management procedures elaborated in the Implementation Manual.


Contingency Emergency Response Implementation Plan (CERIP) 7.0. APPLICATION OF THE ENVIRONMENTAL AND SOCIAL

MANAGEMENT FRAMEWORKS

7.1. Emergency Safeguard Policy

1. In accordance with the World Bank safeguards requirements, this KCSAP is classified as

Category B because the anticipated environmental impacts are not major, mostly site specific and

can easily be avoided and/or managed.

2. Since the emergency sub-projects financed under Component 5 are likely to be related to

emergency provision of critical goods, it is expected that those subprojects will require

environmental screening or assessment work.

3. In order to ensure that Component 5 emergency activities duly comply with the requirements of

the World Bank Safeguard Policies (as outlined in the Financing Agreement, Operations Manual

and Environmental and Social Management Framework & Resettlement Policy Framework), and

ensuring due diligence in managing potential risks, while recognizing the emergency nature of the

proposed operation and the need for providing immediate assistance, the proposed activities will

be subject to a review by safeguards specialists to determine if they are eligible under the

safeguard policies for all activities financed under the CERIP.

4. The screening and environmental management procedures described in the Operations Manual

will then be utilized. This will allow the possibility to exclude certain activities if the

environmental or social impacts are too great, or to include appropriate mitigation measures for a

proposed activity if feasible.

7.2. Development of Pest Management Plans

5. Given the use of large quantities of pesticides, pest management plans as prescribed in the ESMF

shall be developed and finalized at the earliest.

6. The draft PMP will be disclosed on the website and shared with critical stakeholders and their

feedback sought and incorporated. Subsequently, the PMP will submitted to the Bank for

clearance and upon receipt of feedback, the inputs will be incorporated.

7. In addition, all the ground personnel involved in the control will be trained on pest & pesticide

management, best application practices, occupational health and safety and the necessary

mitigation measures as detailed in the PMP.



Contingency Emergency Response Implementation Plan (CERIP) 7.0. APPLICATION OF THE ENVIRONMENTAL AND SOCIAL

MANAGEMENT FRAMEWORKS

7.1. Emergency Safeguard Policy

1. In accordance with the World Bank safeguards requirements, this KCSAP is classified as

Category B because the anticipated environmental impacts are not major, mostly site specific and

can easily be avoided and/or managed.

2. Since the emergency sub-projects financed under Component 5 are likely to be related to

emergency provision of critical goods, it is expected that those subprojects will require

environmental screening or assessment work.

3. In order to ensure that Component 5 emergency activities duly comply with the requirements of

the World Bank Safeguard Policies (as outlined in the Financing Agreement, Operations Manual

and Environmental and Social Management Framework & Resettlement Policy Framework), and

ensuring due diligence in managing potential risks, while recognizing the emergency nature of the

proposed operation and the need for providing immediate assistance, the proposed activities will

be subject to a review by safeguards specialists to determine if they are eligible under the

safeguard policies for all activities financed under the CERIP.

4. The screening and environmental management procedures described in the Operations Manual

will then be utilized. This will allow the possibility to exclude certain activities if the

environmental or social impacts are too great, or to include appropriate mitigation measures for a

proposed activity if feasible.

7.2. Development of Pest Management Plans

5. Given the use of large quantities of pesticides, pest management plans as prescribed in the ESMF

shall be developed and finalized at the earliest.

6. The draft PMP will be disclosed on the website and shared with critical stakeholders and their

feedback sought and incorporated. Subsequently, the PMP will submitted to the Bank for

clearance and upon receipt of feedback, the inputs will be incorporated.

7. In addition, all the ground personnel involved in the control will be trained on pest & pesticide

management, best application practices, occupational health and safety and the necessary

mitigation measures as detailed in the PMP.


7.3. Social Safeguard and Community Engagement

8. In terms of the social safeguards, a key starting point would be to undertake consultation at both

County and National teams to select two counties to conduct a rapid social needs assessment of

negative impacts of emergency measures (spraying pesticide) and communicate findings and local

strategies. This will help the national and county teams to come up with customized, focused and a

comprehensive social safeguards strategy.

9. Concurrently, extensive information campaigns will be undertaken at the national level and the

county level using TV, Radio and the social media to inform the communities about the spraying

and to ensure that they do not eat the dead locusts that have been sprayed with the pesticides. As

such, the communities in these areas do not have the habit of eating locusts, however, as

mentioned above, extensive communication campaigns will be undertaken to sensitize the

communities around it.

10. Based on the needs assessment, a detailed Communication Plan and community engagement plan

will be developed in relation to the locust control related activities will be ensured. Leveraging the

existing county level human resources like the Social development officers and public health

workers in each county

11. will be a key strategy. In addition, the Community Driven Development Committees will also be

leveraged extensively for the social safeguard strategy implementation. Ground stations and

county teams will thus reach out to the communities through existing community institutions like

the community driven development committees and explain the control strategies, seek their

feedback systematically and incorporate these

8.0. MONITORING & EVALUATION

1. The GoK recognizes the importance of monitoring and evaluation given that it represents a novel

approach to disaster recovery and reconstruction financing and will require particularly strong

oversight in order to demonstrate the additionally of the contingent financing approach compared

to those traditionally available to World Bank clients, such as project restructuring and/or

additional finance.

2. Digital applications will be leveraged fully. A digital app will be developed in partnership with

Microsoft to track progress on key indicators on a daily basis. The dashboard will be available at


Contingency Emergency Response Implementation Plan (CERIP) the CS, PS and DLCC level so that progress can be tracked and mid-course changes can be made

to the emergency response strategy as per the need.

3. Given the large number of post-emergency activities that will be initiated shortly after the

approval of the CERIP – in addition to those already under implementation – the NPCU and

Ministry of Agriculture will consult with FAO safeguard team as it may deem necessary to

support supervision and procedural compliance efforts, particularly as they pertain to social and

environmental safeguards. The safeguard teams will be required to submit monthly reports that

detail implementation progress and policy & procedural compliance. These reports will be used by

the NPCU to inform their Activity Reports, as required per the FA.

4. Given that the CERIP activities will be event driven, the KCSAP’s current Results Management

Framework (RMF) will be supplemented with a supplemental section detailing the expected

intermediate outcome and impact indicators related to the CERIP activities.

Capital Hill Towers, Cathedral RoadP. O. Box 8073 00200, NAIROBI

Tel: +254 020 [email protected]

Website: www.kcsap.go.ke

KENYA CLIMATE SMART AGRICULTURE PROJECT KCSAP

MINISTRY OF AGRICULTURE,LIVESTOCK, FISHERIES AND IRRIGATION

STATE DEPARTMENT FOR CROPS DEVELOPMENT