Sector Plan For Drought Risk Management and Ending Drought Emergencies Second Medium Term Plan 2013–2017

REPUBLIC OF KENYA SECTOR PLAN FOR DROUGHT RISK MANAGEMENT AND ENDING DROUGHT EMERGENCIES SECOND MEDIUM TERM PLAN 2013 – 2017 November 22 nd 2013 2 November 22 nd 2013 3 Table of Contents Acronyms ....................................................................................................................................... 5 FOREWORD................................................................................................................................. 9 PREFACE .................................................................................................................................... 10 OVERVIEW ................................................................................................................................ 11 1. SITUATION ANALYSIS ................................................................................................... 12 1.1 Drought and its impacts in Kenya .................................................................................. 12 1.2 Sustainable livelihoods in the ASALs .............................................................................. 14 1.3 Peace and human security ............................................................................................. 15 1.4 Climate-proofed infrastructure ...................................................................................... 16 1.5 Human capital development .......................................................................................... 18 1.6 Gender and social analysis ............................................................................................. 20 1.7 Drought preparedness and response ............................................................................. 20 1.8 Coordination ................................................................................................................... 21 2. EMERGING ISSUES AND CHALLENGES ................................................................... 22 3. PROGRAMMES AND PROJECTS FOR 2013/14 – 2017/18 ......................................... 27 3.1 Projects to be implemented through the sectors .......................................................... 27 3.1.1 Peace and human security (SRA 1): ........................................................................ 27 3.1.2 Infrastructure (SRA 3): ............................................................................................ 28 3.1.3 Education (SRA 4): ................................................................................................... 29 3.1.4 Health (SRA 4): ........................................................................................................ 30 3.1.5 Livelihoods (SRA 5): ................................................................................................. 32 3.2 Projects implemented under the leadership of the NDMA (SRA 2 & 6) ........................ 34 4. POLICY, LEGAL AND INSTITUTIONAL REFORMS ................................................ 36 5. MONITORING, EVALUATION AND COORDINATION ........................................... 39 5.1 Monitoring and evaluation framework .......................................................................... 39 5.2 Coordination ................................................................................................................... 40 6. CAPACITY DEVELOPMENT AND TRANSITIONAL REQUIREMENTS .............. 42 November 22 nd 2013 4 7. BUDGET .............................................................................................................................. 43 8. IMPLEMENTATION MATRIX ....................................................................................... 44 8.1 PEACE AND HUMAN SECURITY ............................................................................. 44 8.2 INFRASTRUCTURE .................................................................................................... 49 8.3 HUMAN CAPITAL DEVELOPMENT: EDUCATION ............................................... 51 8.4 HUMAN CAPITAL DEVELOPMENT: HEALTH ...................................................... 54 8.5 SUSTAINABLE LIVELIHOODS ................................................................................. 57 8.6 DROUGHT RISK MANAGEMENT & COORDINATION......................................... 65 ANNEX 1: MONITORING AND EVALUATION FRAMEWORK (in development) ....... 72 November 22 nd 2013 5 Acronyms ACC African Conservation Centre AfDB African Development Bank ADR Alternative Dispute Resolution ASAL Arid and Semi-Arid Lands ASF ASAL Stakeholder Forum BMU Beach Management Unit CAP Consolidated Appeal CBAHW Community-Based Animal Health Worker CCA Climate Change Adaptation CCK Communications Commission of Kenya CDM Clean Development Mechanism CEWARN Conflict Early Warning mechanism (IGAD) CEWERU Conflict Early Warning and Response Unit CG County Government CHS Community and Household Surveillance (WFP) CLRC Community Learning Resource Centre CMDRR Community Managed Drought Risk Reduction COFI Community Owned Finance Initiative CPP Country Programme Paper (EDE terminology) CPRC Chronic Poverty Research Centre CSP Conflict-Sensitive Programming DCF Drought Contingency Funds DEDE Drought and Ending Drought Emergencies (thematic group) DI&RP Department of Immigration and Registration of Persons DPC District Peace Committee DRR Drought Risk Reduction DRSRS Department of Resource Surveys and Remote Sensing DSG (CSG) District (County) Steering Group EAC East African Community EDE Ending Drought Emergencies EFA Education for All EHRP Emergency Humanitarian Response Programme EMIS Education Management Information System EMMS Essential Medicines and Medical Supplies November 22 nd 2013 6 EWER Early Warning and Early Response FSA Food Security Assessment GAM Global Acute Malnutrition HEA Household Economy Analysis HINI High Impact Nutrition Intervention HMIS Health Management Information System HSSF Health Sector Services Fund ICC Inter-Ministerial Coordination Committee ICTs Information and Communication Technologies IDDRSI IGAD Drought Disaster Resilience and Sustainability Initiative IGAD Inter-Governmental Authority on Development ILRI International Livestock Research Institute ITK Indigenous Technical Knowledge KAA Kenya Airports Authority KfW KreditanstaltfürWiederaufbau KDHS Kenya Demographic and Health Survey KEBS Kenya Bureau of Standards KEFRI Kenya Forest Research Institute KEMSA Kenya Medical Supplies Agency KENHA Kenya National Highways Authority KFS Kenya Forest Service KFSM Kenya Food Security Meeting KFSSG Kenya Food Security Steering Group KIRDI Kenya Industrial Research and Development Institute KLDC Kenya Leather Development Council KMD Kenya Meteorological Department KNFP Kenya National Focal Point on Small Arms and Light Weapons KRA Kenya Revenue Authority KRDP Kenya Rural Development Programme KWS Kenya Wildlife Service LAPSSET Lamu Port South Sudan Ethiopia corridor LCBS Low Cost Boarding School LEAS Law Enforcement Agencies LMB Livestock Marketing Board MDGs Millennium Development Goals MDNKOAL Ministry of State for Development of Northern Kenya and other Arid Lands November 22 nd 2013 7 MEMR Ministry of Environment and Mineral Resources MoA Ministry of Agriculture MoL Ministry of Lands MoLD Ministry of Livestock Development MoLG Ministry of Local Government MoSPAIS Ministry of State for Provincial Administration and Internal Security MPND&V2030 Ministry of State for Planning, National Development and Vision 2030 MTAP Medium-Term ASAL Programme MWI Ministry of Water and Irrigation NACONEK National Council on Nomadic Education in Kenya NCEWERS National Conflict Early Warning and Early Response System NG National Government NDMA National Drought Management Authority NEMA National Environment Management Authority NEP North Eastern Province NESSP National Education Sector Support Programme NIB National Irrigation Board NIMES National Integrated Monitoring and Evaluation System NKIF Northern Kenya Investment Fund NSC National Steering Committee on Peace Building and Conflict Management NEMA National Environment Management Authority NPS National Police Service NSNP National Safety Net Programme NWCPC National Water Conservation and Pipeline Corporation PES Payments for Environmental Services RECSA Regional Centre on Small Arms in the Great Lakes Region, the Horn of Africa and Bordering States SACCO Savings and Credit Cooperative SALW Small Arms and Light Weapons SRA Strategic Result Area (EDE terminology) TTC Teacher Training College UNISDR UN International Strategy for Disaster Reduction WFP World Food Programme WRMA Water Resources Management Authority WSB Water Services Board November 22 nd 2013 8 November 22 nd 2013 9 FOREWORD Drought has for decades been the single most disastrous natural hazard in Kenya that has destroyed livelihoods and caused hunger, disease and even death. Of the US$ 12.1 billion of drought-related damages and losses recorded in 2008-2011, US$ 11.3 billion was attributed to lost income flows across all sectors of the economy. All this happened despite the fact that drought evolves slowly and need not become a disaster if adequate and appropriate mitigation and resilience measures are put in place. The Jubilee Government fully recognises that national development is not possible unless the threat posed by drought is contained. It is with this background that the Government has committed itself to ending drought emergencies in Kenya by the year 2022. This commitment has clearly been spelt out in the Second Medium Term Plan (MTP) for the Vision 2030, launched by H.E. Hon. President Uhuru Kenyatta, CGH, on 3rd October 2013. In the 2nd MTP, Ending Drought Emergencies has been recognized as one of the key foundations to attaining the 10% GDP growth target envisaged in the Vision 2030. This Kenya Vision 2030 Sector Plan for Drought Risk Management and Ending Drought Emergencies has been developed through extensive consultations between state and non-state actors. It reflects two significant changes in our understanding of drought emergencies in Kenya. The first is that they have their roots in poverty and vulnerability, and in the fact that Kenya’s drought-prone areas are also among those which have benefited least from investment in the past. The second is that drought emergencies are complex challenges which can only be managed by strong and competent institutions, able to draw on new streams of finance as well as the skills and resources of all actors. The National Drought Management Authority under my Ministry will lead and coordinate our efforts towards the target we have set ourselves of ending drought emergencies by 2022. In so doing we will also fulfil Kenya’s obligations under the IGAD framework for drought resilience, where all Heads of State and Government in the region committed themselves to ending drought emergencies in the Horn of Africa. I welcome all those who share our belief that drought emergencies can end to work with us towards that noble goal. Anne Waiguru, O.G.W. Cabinet Secretary, Ministry of Devolution and Planning November 22 nd 2013 10 PREFACE Following the 2011 drought that led to unprecedented humanitarian crisis in Kenya and the entire Horn of Africa, the Government has taken bold steps towards ending drought emergencies in the country. In this respect, the National Drought Management Authority (NDMA) has been established as a specialized institution for drought management and for spearheading efforts towards ending drought emergencies in Kenya. The commitment has further been entrenched into the 2nd Medium Term Plan for the Vision 2030 where ending drought emergencies is now one of the foundations to rapid and sustainable development in Kenya. This Sector Plan recognizes that drought emergencies cannot cease unless the key foundations for development in the drought prone ASALs are not effectively addressed. Key among these are infrastructure; education; health; livelihoods; peace and security. It also gives emphasis on strengthening institutional and financing framework for drought management. All these interventions cut across many sectors and hence the need for all relevant stakeholders to work hand in hand to ensure Kenya realizes the goal of ending drought emergencies by the year 2022. Emphasis will be laid on close working relationship among Government Ministries, County Governments; development partners; private sector; NGOs; CBOs; and Faith Based Organizations. Finally, I would like to sincerely thank all who spared their valuable time to actively participate in preparation of this Plan. Highly appreciated is the role of: the Ministry of Devolution and Planning; Ministry of Interior and Coordination of National Government; Ministry of Education, Science and Technology; Ministry of Health; Ministry of Transport and Infrastructure; Ministry of Environment, Water and Natural Resource; Ministry of Agriculture, Livestock and Fisheries; Development Partners; ASAL-Based NGOs; Pastoralists’ Parliamentary Group (PPG); and the National Drought Management Authority. I am confident that the Plan will play a key role in guiding the sector players towards ending drought emergencies in Kenya as envisaged in the 2nd Medium Term Plan for the Vision 2030. Eng. Peter Mangiti Principal Secretary for Planning Ministry of Devolution and Planning November 22 nd 2013 11 OVERVIEW Drought is one of the biggest threats to Kenya Vision 2030. It has dramatic consequences for the country, causing widespread suffering and loss among drought-prone communities. It also has a major impact on the economy; the 2008-2011 drought cost Kenya US$ 12.1 billion in damages and losses combined and slowed GDP by an average of 2.8 per cent per annum.1Without urgent action, these impacts will worsen as climate change deepens. Better management of drought is therefore critical to national development. Since droughts evolve slowly, their impacts can be monitored and reduced. Kenya will eliminate the worst of these impacts by pursuing two simultaneous strategies. First, on an ongoing basis, and regardless of prevailing drought conditions, it will take measures to strengthen people’s resilience to drought. These measures will be the responsibility of all sectors, since drought vulnerability is the product of deeper inequalities in access to public goods and services. Second, it will improve the monitoring of, and response to, emerging drought conditions in ways that harness the efforts of all actors – communities, the government and its development partners – in an effective and efficient manner. This will be the responsibility of the new National Drought Management Authority (NDMA). The content of this document builds on the Ending Drought Emergencies Kenya Country Programme Paper (CPP). It draws to a significant degree from existing strategies, both for individual sectors and for the ASALs, and particularly the Vision 2030 Development Strategy for Northern Kenya and other Arid Lands. With the exception of the activities implemented by the NDMA (described in section 3.2), everything else in this document is already contained within the relevant sector MTPs and does not, therefore, require additional finance. The purpose of re-presenting activities in this document is two-fold. First, to highlight the contribution that each sector is making to drought resilience, particularly those which in the past were not conventionally understood in such terms, such as infrastructure or education. Second, to provide in one document a comprehensive portfolio of resilience-related activities, in order to facilitate monitoring and evaluation of the commitments the Government has made to Kenyans under the IGAD framework and for ease of communication with interested development partners. This Medium Term Plan will be operationalised through a number of common programme frameworks against which the contributions of all stakeholders will be aligned. The operational details of this Plan, including its monitoring and evaluation framework, will be refined through those frameworks. 1 Republic of Kenya (2012) Post Disaster Needs Assessment, 2008-2011 November 22 nd 2013 12 1. SITUATION ANALYSIS The programme to End Drought Emergencies emerged in the wake of the 2008-11 droughts in the Horn of Africa. At a summit of Heads of State and Government in Nairobi in September 2011, IGAD was directed to coordinate member states in implementing this initiative.2 The Kenya country paper seeks to create ‘a more conducive environment for building drought resilience’. It will do this primarily by investing in the critical foundations for development (such as infrastructure, security and human capital) and by strengthening the institutional and financing framework for drought risk management with the new National Drought Management Authority at its core. The Kenya paper commits the government to end drought emergencies within ten years.3 The concept of ‘resilience’ has become very topical, for three reasons: first, to avoid the human suffering and other costs of late response, highlighted for example in the Post Disaster Needs Assessment of the 2008-11 drought period. A second reason is the increase in climate variability and the need to prepare for the more substantial consequences of future climate change. Third, the concept of resilience appears to bridge the divide between the conventional spheres of ‘relief’ and ‘development’, offering a more holistic and helpful approach in situations of chronic food insecurity. The EDE programme is in line with the Constitution of Kenya 2010, particularly the national values and principles of governance such as human dignity, social justice, and protection of the marginalised. Article 43 guarantees the right of all Kenyans to be free from hunger, one of the main causes of which is unmanaged drought. Significant parts of the programme will be implemented through the new devolved structures, particularly in peace and security, health, and sustainable livelihoods, and coordinated by the county offices of the National Drought Management Authority working in close partnership with County Planning Units. 1.1 Drought and its impacts in Kenya Drought is the single most important natural hazard in Kenya. It shatters livelihoods and causes hunger, nutrition-related disease, and even death. Droughts may lead to a decline in food production, affect the migratory patterns of pastoralists, exacerbate resource-based conflict, and cause substantial loss of assets, triggering acute food insecurity among vulnerable households and placing a heavy strain on both the local and national economies. Of the US$ 2 IGAD Drought Disaster Resilience and Sustainability Initiative (IDDRSI) in the Horn of Africa 3 The paper was tabled at Cabinet on 11 th October 2012 and approved. November 22 nd 2013 13 12.1 billion in drought-related damages and losses between 2008 and 2011, US$ 11.3 billion was attributed to lost income flows across all sectors of the economy.4 The livestock sector was particularly badly hit during the last drought, accounting for 72% of total damages and losses.5 But drought emergencies also have significant social impacts – on gender roles, on young people’s prospects (when children are withdrawn from school, for example), on customary support systems, on the incidence of conflict, and on inequality (since the poorest have least capacity to recover, leading to a downward spiral of vulnerability). While climate variability is a normal characteristic of dryland ecosystems, it will become more pronounced and unpredictable with climate change. The Intergovernmental Panel on Climate Change (IPPC) notes that climate change, if not tackled, will have a severe negative impact on global water supply, agricultural yields, marine ecosystems and the spread of vector-borne diseases. In recent years Kenya has experienced recurrent floods, which have caused widespread crop damage and livestock losses, and prolonged frequent droughts. Both phenomena are manifestations of a changing climate; both have significant social, economic and ecological implications, and both contribute to food insecurity, especially in the ASALs. Between 1975 and 2011 there were at least ten serious droughts, three of them in the last seven years (2005-6, 2008-9 and 2010-11). The number of people affected by repeated drought emergencies appears to be rising. According to the inter-agency Kenya Food Security Steering Group (KFSSG) an estimated 4.5 million people were affected in 2011, 3.8 million in arid and semi-arid lands (ASALs) and 700,000 in non-ASAL areas. The extent to which the rise in these numbers is attributable to the deepening vulnerability of drought-affected populations, or to the growing severity of drought conditions, is a subject of debate. Droughts are a national concern and affect the whole of Kenya, either directly or indirectly. As well as their direct impacts on the economy, they affect the linkages between different sub economies, ecologies and communities. For example, there may be structural problems of over production in one area which could compensate for under-production in another if infrastructure were improved. Similarly, poor management of water towers has extensive downstream consequences, while drought stress can exacerbate conflict over natural resources between neighbouring social groups. However, the direct impacts of drought are most severe in the ASALs. Although average annual rainfall in some arid counties can be as low as 150 mm, the challenge is not so much the quantity of rainfall as its distribution, and the lack of measures to store and manage it 4 Republic of Kenya (2012) Post Disaster Needs Assessment, 2008-2011 5 Ibid November 22 nd 2013 14 effectively. More fundamentally, drought emergencies are a product of deeper vulnerabilities affecting people’s livelihoods and well-being, the nature of which differs across the ASALs. 1.2 Sustainable livelihoods in the ASALs More than 80 per cent of Kenyan land is arid or semi-arid and has great and varied potential, for example in livestock production, tourism and cultural diversity, irrigated agriculture, mining and mineral extraction, solar and wind energy, rangeland plants and crops, and seasonal water run-off that is currently not being harnessed. However, little of this potential is currently realised, while any revenue that is generated does not necessarily benefit the region; only a small proportion of the earnings from tourism reaches local communities, for example. The ASALs are also characterised by harsh climatic conditions coupled with diminishing, and in places degraded, natural resources, water stress, and poorly coordinated management of water resources between the many actors involved. Competition over pasture and water can lead to conflict, which curtails pastoral mobility, undermines the productivity of pastoral and agro pastoral livelihoods and makes chronic food insecurity more acute. Resource-based conflict also occurs between people and wildlife: 90 per cent of wildlife in Kenya is found in the ASALs, with 75 per cent residing outside the designated national reserves and game parks. The defining feature of the ASALs is aridity, which ranges from 150-550 mm per year in arid areas to 550-850 mm in semi-arid. Certain parts of the ASALs have the lowest development indicators and the highest incidence of poverty in Kenya; poverty levels of more than 60 per cent for the general population are not unusual, and can be as high as 90 per cent. Livelihoods are undermined by unfavourable market conditions, inadequate infrastructure, limited access to services such as animal health, and a poorly developed financial sector. However, there are now opportunities within the financial sector to expand credit services and rural SACCOs, to promote financial literacy, and to use the taxation system to attract investment and expand the business sector. The most vulnerable people in the ASALs have been dependent on relief assistance from the World Food Programme and the Government of Kenya for several decades. The government recognises that emergency food aid is needed to save lives in times of crisis. However, the focus will now be on building community resilience for sustainability, and improving the enabling environment in order to attract investment and promote sustainable growth and development. Moreover, humanitarian assistance, when required, can be provided in ways that support the local economy, for example by substituting food with cash vouchers channelled through financial institutions. November 22 nd 2013 15 Cash transfer safety net programmes are proving to be an important vehicle for addressing chronic vulnerability. By providing regular and predictable payments, particularly with the additional safeguard of electronic transfer, they protect some of the poorest households. The registration and payments infrastructure also provides a means to scale up in response to shocks, and to facilitate a wider range of investments that improve agricultural productivity, livelihood diversification, and outcomes in health, nutrition and education. Land in arid and pastoral counties is predominantly managed on a communal basis, which facilitates nomadic pastoralism. However, this mode of production is threatened by factors such as land fragmentation, population pressure, urbanisation, large flagship projects, and encroachment into the ecosystem by invasive species such as Ipomea and Mathenge (prosopis juliflora). Charcoal burning, quarrying, firewood cutting and sand harvesting degrade the environment still further. In semi-arid counties, the viability of marginal agriculture is being progressively weakened by population growth, land pressure, and an over-dependence on rain-fed production and on crop and pasture varieties which are poorly adapted to drought conditions. Crop production is largely at subsistence levels. Little of the value of agricultural production is captured locally because there are few processing or marketing facilities. In arid counties, and some semi-arid counties, drought resilience is undermined by lack of adequate investment in the basic enablers or foundations of development which weakens adaptive capacity. Most production systems in Kenya enjoy some level of state support in areas such as research, market access and services. However, despite contributing 12 per cent to national GDP,6and despite its important role in natural resource management and environmental stewardship, pastoralism, the dominant production system in the arid lands, receives little public subsidy; instead, it is currently inappropriately subsidised by repeated injections of emergency aid. Inadequate investment in the enabling environment for development has several consequences: it undermines the resilience of communities and production systems, it deters private sector investment, it leaves the significant potential of the ASALs untapped, and it results inmajor inequalities in human development. The three most critical foundations for drought resilience are security, infrastructure and human capital. 1.3 Peace and human security Drought and conflict are mutually reinforcing. The scarcity of water and pasture experienced during drought periods, and the inter-communal competition over natural resources that results, whether within the pastoral system, between pastoralists and farmers, or between 6 Behnke, R. and Muthami, D. (2011) The Contribution of Livestock to the Kenyan Economy, FAO / IGAD November 22 nd 2013 16 people and wildlife, increases insecurity within Kenya and across its borders. These stresses are overlaid on other drivers of conflict, such as the subdivision and commercialisation of rangelands, or boundary disputes exacerbated by competitive politics or the discovery of new resources (such as oil in the Kerio Valley). At the same time, insecurity increases vulnerability to drought, by impeding migration, curtailing access to services and resources, destroying assets, and damaging inter-communal relations. The impact of conflict is exacerbated by the proliferation of small arms and their easy movement across borders. At least 500,000 weapons are thought to be in illegal hands.7Poorly harmonised disarmament policies between governments in the region, and weak surveillance and control of long and porous borders, prevent successful management of this issue. Kenya has a well-established peace building and conflict management architecture, with a National Steering Committee (NSC), provincial-level committees, and close to 200 district peace committees (DPCs). The NSC has been hampered by inadequate government funding, while the DPCs lack capacity and resources and are not present in all areas that need them; nor are there comparable cross-border structures in place. Community peace agreements are not enforced, and the response to security emergencies is often late, inadequate and counter-productive. However, this architecture is being strengthened. Approval of the Peace Building and Conflict Management Policy will ensure a more appropriate level of funding. County Peace Secretariats, and County Conflict Early Warning and Response Centres, are being established to advise each Governor on peace issues, to take preventive action, and to act as a hub for information sharing. A National Action Plan is being developed to implement Kenya’s contribution to CEWARN’s recently endorsed strategy for 2012-19,8 which extends jurisdiction of the CEWARN mechanism beyond the current cross-border conflict clusters to the country as a whole. At the continental level the African Union Policy Framework for Pastoralism provides a platform for Kenya to institutionalise a process to secure, protect and improve the lives, livelihoods and rights of pastoralist communities, for which peace is fundamental. The National Drought Management Authority (NDMA) will maintain its support to the NSC given the close links between conflict and drought vulnerability. 1.4 Climate-proofed infrastructure Kenya Vision 2030 states that Kenya will be a country that is firmly interconnected, where no part will any longer be called remote. This statement is highly significant for the north, where people consistently rank infrastructure as among their top three priorities. Poor infrastructure increases vulnerability to drought by reducing access to markets and basic services and by 7 Estimate by the Ministry of Internal Security 8 CEWARN – IGAD’s Conflict Early Warning mechanism November 22 nd 2013 17 deterring the investment needed to expand and diversify the economy. Better infrastructure is key to opening up the region but it must be climate-proofed. This requires that current and future climate risks are factored into its design and implementation, given the cost, significance and anticipated life-span of infrastructure investments. There are four priority sectors. Transport (particularly roads): An area covering nearly 400,000 km2 of land has less than 1,000km of tarmac, much of which is in disrepair. Key arterial routes linking Kenya to international markets in Ethiopia, South Sudan and Somalia are poorly maintained and periodically closed by flooding or other damage; feeder roads are few. There are several airstrips; Wajir airport is being upgraded and Isiolo airport is under construction. There is no rail network – a situation which will not change until the railway component of the LAPSSET corridor is implemented – and no inland ports and waterways. The significance of the road infrastructure for drought resilience can be seen in the impact of the completed stretch of 136 km between Isiolo and Merille River, which is already expanding and stabilising markets. Energy: The energy potential of the ASALs from both renewable and non-renewable sources is only starting to be tapped. Just one arid county, Isiolo, is served by the national grid. Population growth and urbanisation are increasing energy demand, with consequences to the environment; demand will increase still further as investment and the manufacturing sector expand. The work of the Rural Electrification Programme has had a positive impact: by June 2011 it had installed solar PV systems in 476 schools and health centres in the ASALs, with funds to connect a further 380 facilities by June 2013.9 Water and sanitation: In 1992, renewable fresh water per capita in Kenya was 647 cubic meters. This is projected to fall to 235 cubic meters by 2025 if water resources are not properly harnessed.10Water quality remains a major issue in the utilisation of water. The condition of underground water has not been fully assessed. Sanitation infrastructure in most arid counties is absent or inadequate; installation of a modern sewage system in Wajir town is underway. The region’s large rivers could support the irrigated production of crops and fodder. However, the lessons from the many failed irrigation schemes of the past are yet to be learned. Moreover, the viability of large-scale irrigation requires prior and complementary investments in access roads, education and financial services. Catchment management is poor and water harvesting inadequate. Land reclamation activities are underway in seven ASAL counties (Turkana, Garissa, Baringo, West Pokot, Laikipia, Isiolo and Kitui), where 35,000 hectares have been reclaimed for agricultural production. 9 Republic of Kenya (2012) Vision 2030 Development Strategy for Northern Kenya and other Arid Lands 10 Republic of Kenya (1992)National Water Master Plan November 22 nd 2013 18 ICTs: Access to ICTs is comparatively poor, although the infrastructure for the fibre optic cable has now reached several locations in the north (Lokichoggio, Lodwar, Marsabit, Moyale, Mandera, Wajir, and Garissa). For the most part the region remains reliant on expensive satellite communication systems. Mobile telephone operators are expanding their networks but coverage is still limited to the major towns. ICT development will support the education, political participation and market integration of ASAL communities. 1.5 Human capital development Educated and healthy people can draw on greater reserves of capital to withstand shocks such as drought. For example, families with children in employment are far less likely to suffer significant drought stress, while episodes of ill-health are the single biggest cause of people falling into poverty.11Sudden or prolonged sickness can trigger a downward spiral into destitution and loss.12However, many ASAL communities face major challenges in accessing basic education and primary health care due to complex structural and social reasons. As a result, the disparities in education and health outcomes between arid counties in particular and the rest of Kenya are so acute that major investment will be required if the Constitutional obligations under the Bill of Rights are to be met. Education: In some arid counties female literacy is less than 10 per cent, against a national average of 69 per cent.13 While primary net enrolment in North Eastern Province (NEP) has more than doubled since 2000, in 2009 it was still only 35.5%, against a national average of 92.9%. Estimates of Kenya’s out-of-school children vary. Different sources range from 1.1 to 1.9 million children; close to 50 per cent of these are accounted for by just 12 ASAL counties.14Even urban-based children in arid counties are out of school, either because poverty forces them into work, or because of concerns about the quality and relevance of the education system. Girls are further disadvantaged by cultural norms of early marriage and male preference: just 10 per cent of the girls in Wajir who enrolled in Standard 1 in 2003 were still in school by Standard 8 in 2010.15 People with disabilities and minority groups also face obstacles in accessing education. Educational, research and technical training institutions across the arid lands are few and under-staffed in comparison with population size and need. Moreover, the education system has relied until recently almost solely on a system of fixed schools even for 11 Narayan/Petesch (2007) Moving out of Poverty, World Bank 12 Ursula Grant (2005) Health and Poverty Linkages: Perspectives of the Chronically Poor, CPRC 13 Republic of Kenya (2007) Kenya Integrated Household Budget Survey, 2005-06 14 Current EMIS figures are less than one million, but are not based on the 2009 census figures. Watkins, K. and Alemayehu, W. (2012) Financing for a Fairer, More Prosperous Kenya: A Review of the Public Spending Challenges and options for Selected Arid and Semi-Arid Counties, Brookings Institution Working Paper 6. 15 Ibid November 22 nd 2013 19 nomadic populations.16 The creation of the National Council on Nomadic Education in Kenya (NACONEK), and the approval of a Policy Framework for Nomadic Education, open the way to more responsive service delivery models, such as mobile and distance learning. Health and nutrition: As well as Kenyans’ individual rights to basic services as stipulated in the Constitution, the country needs a healthy and productive labour force to achieve the Millennium Development Goals (MDGs) and the goals of Vision 2030. This means that children born today must be properly nourished and cared for. Sadly, many children are affected by growth faltering (poor growth) and iodine, iron and Vitamin A deficiencies. Several factors contribute to the poor nutrition situation in Kenya, including inadequate investment in food production and nutrition, climate-related stress, rising food prices, changing lifestyles, and poverty. A child in an arid county is more than twice as likely as the average Kenyan child to live in a household that has insufficient income to cover their basic nutritional requirements.17 The result is that among under-fives in North Eastern Province, acute malnutrition is estimated at 19.5 per cent, stunting at 17.7 per cent and underweight prevalence at 24.5 per cent.18There is an important link between nutrition and education. Children affected by malnutrition in their early years are less likely to enter school at an appropriate age and to reach secondary school. There is also evidence that malnutrition in early childhood can affect cognitive development.19Micronutrient deficiencies in Kenya are widespread: nationally, Vitamin A deficiency is 76 per cent and iron deficiency anaemia among children is 73 per cent.20 A significant proportion of people in arid areas have limited access to quality health care. Staffing levels in the region are 50 per cent below WHO recommended staffing norms. The current vacancy rate in 10 counties of Northern Kenya, assessed against establishment figures, is 79 per cent.21 Child mortality rates are high, at 80 per cent per 1000 live births in NEP.22 Maternal mortality rates are also high at 488 per 100,000 live births respectively (nationally).23 Only 17 per cent of children in NEP are delivered in health facilities and 31.6 per cent receive delivery assistance from skilled personnel. Less than half (48.3 per cent) of children in arid counties receive all their recommended vaccinations, against an average of 77 per cent for Kenya as a whole.24People’s health and nutritional status is further affected by a scarcity of potable water, which compromises sanitation and hygiene, and by chronic food insecurity. 16 The Ministry of Education now operates 87 mobile schools. 17 UNICEF (2011) Northern Kenya Social Policy Data Summary 18 Republic of Kenya (2010) Kenya Demographic and Health Survey, 2008-09 19 Watkins and Alemayehu, 2012 20 Ministry of Health (1999) National Micronutrient Survey 21 Capacity Kenya (2012) Human Resources for Health (HRH) Assessment of Northern Kenya 22 Republic of Kenya (2010) Kenya Demographic and Health Survey, 2008-09 23 Ibid 24 UNICEF (2011) Northern Kenya Social Policy Data Summary November 22 nd 2013 20 1.6 Gender and social analysis Drought vulnerability is also influenced by social systems and by cultural values and practices, since these determine access to, ownership of, and control over resources and the benefits accruing from those resources. In pastoral communities, as in other parts of the country, the roles, responsibilities and activities of women and men are distinct yet inter-dependent. Men dominate the public sphere, in areas of leadership, decision-making and politics. Women and men may have equal access to productive resources (such as land, water, livestock and wildlife), but control over these resources, and their benefits, is vested in men. For example, in most ethnic groups, women, girls and boys receive livestock in the form of gifts and inheritance, but men control the same. Women own and control the benefits from animal products (such as milk, ghee, hides and skins), but decisions over land, water and other natural resources are taken by men, whether in male-dominated councils of elders or in group ranches. There is a tension between men’s dominance over resources and women’s roles as custodians of family welfare, which can have a major impact on food security. Women’s subordinate position in society disadvantages them further, for example from participating in development decision-making. Rarely do women or youth occupy management positions in institutions such as water committees, for example, unless an external agency requires this. They also have limited access to information, education and training; female literacy in some arid counties is less than 10 per cent. Certain customary practices and beliefs also damage women’s welfare and well-being, including early marriage, wife inheritance, property inheritance, and female genital mutilation. Many young people are also vulnerable and voiceless. There are few jobs for those who complete the school system, but also little possibility of returning to pastoralism from which the education system has distanced them. Some provide labour to herd-owning families while others seek a living within the informal sector in towns, where the lack of opportunity in education and employment destroys their chances of fulfilling their potential. With few economic options, lack of political power, and limited experience and confidence in the public sphere, women and young people are greatly disadvantaged. 1.7 Drought preparedness and response Despite recent improvements to early warning and contingency planning systems, drought management in Kenya has continued to take a reactive, crisis management approach rather than an anticipatory and preventive risk management approach. Late response leads to an over-reliance on emergency food aid, which may deepen dependency, disrupt socio-economic activities and undermine existing marketing systems, thereby weakening rather than November 22 nd 2013 21 strengthening resilience. Failure to act promptly and appropriately on early warning information, coupled with a lack of contingency finance, contributes significantly to drought emergencies. A contingency planning system is in place but still lacks set-aside contingency finance. Contingency plans are submitted through the District (County) Steering Groups but often without the evidence-based scenarios that are likely to convince partners to fund them. Another concern is the weak link between emergency operations and interventions designed to support recovery and development. 1.8 Coordination Drought management is a cross-cutting issue that requires collaborative action by a range of public and private sector agencies at national, county and community levels. There are many actors implementing and coordinating drought management initiatives, resulting in duplication, confusion, lack of synergy, and poor accountability. This degree of complexity calls for policy, institutional and legal frameworks capable of aligning initiatives to the government’s development plans and harmonising approaches and strategies in different areas. The existing government coordination structures include the Kenya Food Security Meeting (KFSM) and the Kenya Food Security Steering Group (KFSSG) at the national level, and the district/county steering groups at the county level (DSG/CSG). Under the former Arid Lands Resource Management Project (ALRMP) these structures operated informally; they relied on the goodwill of individual players, which made it difficult to enforce resolutions. This situation will change now that the National Drought Management Authority has been established with a statutory underpinning to coordinate and harmonise multi-stakeholder responses to drought. A new institutional framework for the coordination of ASAL development has recently been put in place with the passing of Sessional Paper No. 8 of 2012 on the National Policy for the Sustainable Development of Northern Kenya and other Arid Lands (discussed in section 4). November 22 nd 2013 22 2. EMERGING ISSUES AND CHALLENGES ASAL livelihoods and lifestyles are changing in several ways. Drought management strategies and investments must therefore respond to these trends.  Urbanisation: Rapid population growth, caused by both higher fertility and in-migration, is increasing the proportion of the settled population and consequently the demand for jobs. In-migration from non-ASAL areas is a particular feature of the southern rangelands, given their proximity to Nairobi, and of development ‘hot-spots’, such as Isiolo. Those who leave the pastoral system as a result of drought or conflict, and who may be unable or unwilling to return to a pastoral way of life, also swell the settled population. The pastoral system can anyway absorb only a finite number of people, since its productivity depends on an appropriate balance between population and environment. Urban livelihoods are largely based on the informal sector, which is dominated by women. As well as the main centres, unviable settlements are mushrooming, driven by political competition, and threatening both the environment and the viability of pastoralism. The number of settlements in Wajir, for example, increased from 4 in 1940, to 45 in 1996, to 71 in 2002 – an increase of more than 50 per cent in five years.25  Pastoral transformation: The pastoral system itself is changing, as it always has. Processes of commercialisation and individualisation are widening the gap between wealthier and poorer households. In some places paid wage labour is starting to replace the labour previously provided by family members. Pastoralism is also changing as a result of processes affecting the rangelands, including the disruption of traditional seasonal transhumance patterns, the expansion of community conservancies, the unchecked influx of people and livestock, and the spread of invasive species. Both the movement of livestock (through their interaction with wildlife) and their concentration contribute to the spread of livestock disease, which disease control systems are not strong enough to contain.  New investment, for example in roads and marketing infrastructure, is beginning to drive an expansion of private sector activity in the region. There is considerable potential for investment in processing and marketing facilities, for both livestock and horticultural products, which would retain value addition within the region. LAPSSET, and its associated investments (such as the Isiolo resort city), is a major new development with significant implications for the region. It will create new economic opportunities and strengthen integration, but if not well designed and managed it will also generate significant risks, such 25 Walker, R. and Omar, H. (2002) Pastoralists Under Pressure: The Politics of Sedentarisation and Marginalisation in Wajir District, Northeast Kenya, Oxfam GB November 22 nd 2013 23 as displacement and barriers to mobility and natural resources. The new-found wealth from oil and other natural resources also brings both benefits and risks. All these trends present both challenges and opportunities. The challenges include job creation and skill development for the growing urban population, particularly for young people; appropriate forms of social protection for the most vulnerable, whether they remain within the pastoral system or pursue a life in town; and new social dynamics which can, for example, increase the risk from factors such as HIV/AIDS, and which also change gender roles. Women often experience greater cultural and economic independence in urban settings, which may be both liberating and oppressing in equal measure. The opportunities presented by these trends include new sources of income and increased demand for services that are tailored to the particular needs of the region (such as sharia-compliant or livestock-focused services);26the potential for proper town planning and development; and easier service provision to settled populations. A noteworthy recent development is that both government and non-state actors are making much greater use of cash in their programmes, reflecting the growing strength of local markets and integration of rural and town-based economies. Reinforcement of pastoralism. Livelihoods are clearly evolving, but pastoralism remains the dominant production system in the ASALs and underpins its regional economy. In some counties it provides employment and food security to more than 70 per cent of households. It also makes an important contribution to natural resource management and sound stewardship of the natural environment. There have always been strong social and economic ties between mobile and settled populations; these are being cemented still further as the diversification of urban livelihoods is tending to focus on value addition within the livestock sector. However, pastoralism has never been afforded the policy and institutional support which will allow it to flourish to the full, despite evidence of pastoralists’ adaptability both to climate variability and emerging economic opportunities. The African Union’s Policy Framework for Pastoralism in Africa requires domesticating in the Kenyan context and measures taken to support mobility, a key drought management strategy.27 Further, the harmonisation of policies that facilitate cross border mobility in the Horn of Africa region will enhance climate resilience, peace and stability, and intra-regional trade. This process should be guided by a mapping of cross-border migration patterns. New architecture for peace. Insecurity in the ASALs, both domestically and cross-border, remains a fundamental barrier to resilience. The new national peace structures, including the 26 One example is the Community Owned Finance Initiative (COFI) launched in 2012, the first sharia-compliant SACCO in Kenya. 27 African Union (2010) Policy Framework for Pastoralism in Africa: Securing, Protecting and Improving the Lives, Livelihoods and Rights of Pastoralist Communities, Department of Rural Economy and Agriculture. November 22 nd 2013 24 National Peace Council and its Secretariat,28 the County Peace Secretariats and the County Conflict Early Warning and Response Centres, as well as the draft Policy on Small Arms and Light Weapons, once approved, present a major opportunity to improve peace and security within Kenya, to strengthen the management of cross-border risks and relationships (such as the illegitimate movement of small arms and the legitimate movement of livestock for trade and food security), and to harmonise policies and approaches across the region. The formal establishment of these structures through a Legal Notice is imminent. New ASAL-focused institutions, networks and forums, including the National Drought Management Authority. With the gazetting of the NDMA in November 2011, Kenya now has a permanent and specialised institution tasked with providing leadership on drought management, coordinating the work of all stakeholders implementing drought risk management activities, and ensuring delivery of the EDE strategy. The capacity of the NDMA will be strengthened to deliver this mandate. A variety of other institutions have recently been established to focus on the distinct challenges and opportunities of the ASALs. As well as the peace structures mentioned above, the National Council on Nomadic Education in Kenya (NACONEK), established under the Basic Education Act of 2012, will lead implementation of the Policy Framework for Nomadic Education in Kenya. The Livestock Marketing Board, gazetted in 2011, will facilitate livestock marketing both domestically and in the region/internationally. The ASAL Secretariat is a permanent and specialised institution that will champion and coordinate development in the ASALs so that their distinct challenges and opportunities are appropriately and equitably addressed in national policy, programming and resource allocation. There are several hundred civil society organisations working in the ASALs on a range of issues, which could make a significant contribution to the EDE through their technical expertise and reach on the ground. However, their work is often poorly coordinated, with little harmonisation or synergy within the sector. The ASAL institutional framework provides forums for both state and non-state actors to plan, execute, monitor and coordinate interventions more effectively in the ASALs. The ASAL Stakeholder Forum, for example, held its inaugural meeting in July 2012 and provides a platform at both national and county levels for dialogue between government, UN agencies, development partners, NGOs, the private sector and ASAL citizens. Other regional and national forums have recently been created that bring partners and donors together. These include the ASAL Alliance,29 the Kenya Humanitarian Forum, the Agriculture and Rural Development Forum and UNISDR, among others. While these networks expand opportunities for learning and exchange, they also complicate the task of overall coordination. 28 Currently the National Steering Committee on Peace Building and Conflict Management 29 A group of international NGOs working in the ASALs with an interest in resilience November 22 nd 2013 25 Financing for drought management. There are several different but related challenges. First, the most appropriate time to invest in resilience is when conditions are good; however, substantial finance is generally triggered by crisis rather than by normality. Second, the allocation of budgets, whether from government or its development partners, remains weighted towards either emergency response or conventional livelihoods activities; financing for the critical foundations (such as roads, education and peace), which will ensure that the other activities achieve their maximum impact, is comparatively lower. Third, decision-making on early warning information is slow and cumbersome, such that funds are released too late in the drought cycle to mitigate its impacts. Fourth, the significant resources which government does make available30 are channelled through each sector’s normal financing and procurement channels, which are not nimble enough to support timely action. In order to address these challenges, the government is establishing the National Drought Contingency Fund (NDCF). This will allow the pooling of resources from different donors, both state and non-state, and ensure a more timely, harmonised and efficient response to emerging drought conditions. Information for drought response. Investment decisions must be guided by a serious and trusted drought information system, linked to the contingency financing mechanism, which all actors draw on to guide their response. This information system should provide accurate warning as droughts evolve and use evidence-based triggers to prompt appropriate and timely response at different stages of the drought cycle. Kenya has had a drought early warning system for more than two decades. This system is now being reviewed to improve its technical quality, to accommodate the new focus on resilience and drought risk management, to address the emerging challenges of climate change, and to exploit the potential offered by new technologies and information-sharing mechanisms. Social protection. Plans are underway to bring together five major cash transfer programmes in Kenya within a National Safety Net Programme (NSNP), thus progressively harmonising the government’s response.31One of these five programmes is the Hunger Safety Net Programme which targets the most vulnerable households in four arid counties and which will in future be implemented under the oversight of the NDMA. The NDMA is already exploring the complementarities of social protection, climate change adaptation, and drought risk reduction (for example, the use of cash transfers through the HSNP infrastructure to mitigate drought stress). The HSNP is also conducting a comprehensive registration of households in its four counties of operation which will be accessible to the county governments and other actors in 30 More than Kshs. 10bn in 2011, for example 31 The five programmes are the Cash Transfer for Orphans and Vulnerable Children, the Hunger Safety Net Programme, the Older Persons Cash Transfer, Persons with Severe Disability and the Urban Food Subsidy Programme November 22 nd 2013 26 order to guide programmes other than social protection, including the scale-up of cash transfers during drought periods. Regional and global linkages. Drought is a regional phenomenon and requires collaborative action to facilitate and promote cross-border mobility, trade and security. The IGAD EDE initiative is starting to provide this kind of inter-governmental coordination, although it is not yet adequately embedded in national processes, and its regional component is insufficiently driven by national priorities. At the global level, critical weaknesses continue to be the delay in the flow of adaptation finance to developing countries and the inability of international financing systems to respond, to any substantial degree, in the absence of crisis. Global trends such as food and fuel prices also have a major impact on drought vulnerability, as witnessed in 2011. November 22 nd 2013 27 3. PROGRAMMES AND PROJECTS FOR 2013/14 – 2017/18 Programmes and projects to build drought resilience and end drought emergencies fall into two categories: those which will be implemented under the leadership of the new National Drought Management Authority, and those which will be implemented through other sectors:  The programmes and projects listed in section 3.1 below are consistent with, and included in, the relevant sector plans. They are presented here partly for emphasis, partly to demonstrate how the sectors will contribute to drought resilience and the achievement of EDE, and partly to provide in one document a comprehensive portfolio of resilience-related activities.  The programmes and projects listed in section 3.2 are those which fall under the NDMA’s mandate and which are not otherwise being implemented by the sectors. The programmes and projects outlined in this section are consistent with the Strategic Response Areas (SRAs) used in the IGAD framework. In Kenya, SRAs 2 and 6 fall under the mandate of the National Drought Management Authority and are therefore combined in a single matrix which is in line with the NDMA’s strategic plan. 3.1 Projects to be implemented through the sectors 3.1.1 Peace and human security (SRA 1): implemented by the National Steering Committee in the Ministry of State for Provincial Administration and Internal Security and by County Governments, supported by the NDMA. Flagship projects for 2013-2017  Establish a forensic laboratory conforming to international standards.32  Adopt and implement the Draft Policy on Small Arms and Light Weapons. Other interventions  Strengthen peace and security infrastructure in the counties and across both internal and international borders, and by engaging all relevant actors, including traditional institutions, through the following activities: o Establish and operationalise 23 County Peace Secretariats and 23 County Early Warning and Response Hubs to support drought and conflict mitigation, as envisaged under the National Peace Building and Conflict Management Policy. o Establish a rapid response / contingency fund to narrow the gap between early warning of conflict and response. o Implement peace dividend projects in 23 conflict-prone ASAL counties. 32 Sector flagship, to increase the successful prosecution of cases November 22 nd 2013 28 o Build the presence and capacity of the police service and law enforcement agencies (LEAS) to provide security in ASAL counties, deter inter-clan conflict, and build trust between LEAS and the public. o Strengthen the monitoring capacity of the response apparatus in ASALs through increased deployment & training and the provision of better equipment. o Strengthen border management capacity at Liboi, Hulugo, Moyale, Mandera, El Wak, Kotulo, Wajir Bor and Lokichoggio, including training of LEAS and installation of modern screening equipment. o Mainstream conflict-sensitive programming (CSP) in development planning. o Operationalise the alternative dispute resolution (ADR) framework in the Constitution of Kenya 2010. 3.1.2 Infrastructure (SRA 3): implemented by various MDAs Flagship projects for 2013-2017  Construct, upgrade or rehabilitate 2,209km of priority roads to enhance connectivity and market access (KeNHA).33  Construct 20 solar-powered ICT centres (Maarifa Centres) (Ministry i/c ICT).  Expand mobile phone coverage by fully operationalising the Universal Fund (CCK).  Harness the region’s energy potential through the construction of various wind farms (Ministry i/c Energy).34  Construct and/or rehabilitate nine water supply systems and ensure quality management of water systems in well-established permanent settlements in the arid region (Ministry i/c Water).  Construct nine waste water treatment plants and nine solid waste management projects in well-established permanent settlements in the arid region (Ministry i/c Water and Sanitation).  Map groundwater in Turkana and Marsabit (underway), Isiolo (by WRMA),35and four other counties selected on the basis of their water stress indices, to assess groundwater potential and its distribution and guide the sustainable development of this resource.  Construct multi-purpose dams: one large and 11 medium-sized.36 33 These roads are: Kitale-Marich Pass-Nadapal (534km), Malindi-Bura-Madogo (331km), Rumuruti-Maralal (120km), Modogashe-Wajir-Elwak (346km), Isiolo-Garbatulla-Modogashe (195km), Garissa-Daadab-Liboi (209km), Marsabit-North Horr-Loiyangalani (274km), Nginyang-Lokori-Lokichar (200km). 34 These are in Marsabit, Isiolo, Turkana, Wajir, Mandera, Ngong Hills & Lamu. 35 This mapping is connected with the development of Isiolo resort city, and scenarios for the availability of water under climate change. 36 The final number of dams will be determined by a technical assessment of the topography and environmental conditions of the county and therefore the appropriateness of dam construction. November 22 nd 2013 29 3.1.3 Education (SRA 4): implemented by the Ministry in charge of Education Flagship projects for 2013-2017  Establish and operationalise the National Council on Nomadic Education in Kenya (NACONEK). The Council is provided for within the Basic Education Act, 2012. It will be established through a Gazette Notice, and once operationalised will implement the Policy Framework on Nomadic Education which was launched in 2010. NACONEK’s objective is to promote access, retention and quality education for all nomadic communities. Its operationalisation is key to realising MDG and Education for All (EFA) goals.37  Recruit and deploy more teachers to schools in arid and pastoral counties.38 The sector will recruit more teachers to address the acute shortage and improve the pupil/teacher ratio at primary level to the desirable ratio of 1:25, and at secondary to 1:40.  Establish one computer laboratory in each ASAL primary school. The sector will mainstream information technology in schools in order to achieve Vision 2030’s goal of anchoring economic development on solid foundations to drive economic development. A computer laboratory will be established in each primary school in the ASALs in order to equip students with modern ICT skills.  Construct/rehabilitate 50 low-cost boarding schools (LCBS) in arid and pastoral counties. The sector will construct, rehabilitate and equip a total of 50 low-cost boarding primary schools in 14 arid and pastoral counties to improve access to quality basic education and address the challenges of distance and mobility. This will increase enrolment rates and ensure equity in education. The programme will supplement the national infrastructure programme under the National Education Sector Support Programme (NESSP). Other interventions  Construct 15 feeder schools in each of 14 arid and pastoral counties, to reduce distance to school, rationalise the use of resources and improve completion and transition rates.  Equip 600 low-cost boarding schools in 14 arid and pastoral counties, to improve access to quality basic education and improve school retention rates.  Designate and upgrade three Teacher Training Colleges as Centres for Nomadic Education, to provide teachers in nomadic communities with tailor-made professional support. 37 Many of the interventions listed in this section are included in the implementation plan to operationalise the Policy Framework on Nomadic Education. 38 The phrase ‘arid and pastoral counties’ is used to refer to counties where educational indicators are significantly below the national average, and where educational access, equity and quality is made more complex by factors such as mobility, distance, cultural attitudes and poor infrastructure. These are Turkana, West Pokot, Baringo (East), Samburu, Isiolo, Marsabit, Mandera, Wajir, Garissa, Tana River, Lamu, Kajiado, Narok and Laikipia. November 22 nd 2013 30  Improve 100 existing mobile schools with logistics and teaching equipment.  Develop a costed implementation strategy for the adult literacy policy framework to guide its implementation in 14 arid and pastoral counties.  Construct 90 alternative basic education/non-formal education secondary centres in arid and pastoral counties to provide secondary education opportunities for adult learners.  Construct and equip 70 Community Learning Resource Centres (CLRCs) in arid and pastoral counties to increase enrolment, literacy and numeracy of adults.  Establish one vocational training centre in 14 arid and pastoral counties so that both school leavers and school drop-outs can acquire vocational skills, helping them access a wider range of livelihood possibilities or pursue pathways to other educational opportunities.  Maintain scholarship places for girls’ education in arid and pastoral counties, administered through the Northern Kenya Education Trust, to improve access, equity and retention of girls in schools and tertiary institutions.  Construct and equip one middle-level college in 6 ASAL counties, to increase skilled manpower for the region, and increase the bursary allocation for learners in middle-level technical colleges in the ASALs in order to improve retention, completion and transition rates. 3.1.4 Health (SRA 4): implemented by the Ministry in charge of Health Flagship projects for 2013 – 2017 Construction of facilities and provision of equipment:  Refurbish and strengthen County KEMSA depots to ensure that no health facilities experience stock-out of essential medicines and medical supplies (EMMS). KEMSA will also be strengthened to procure and distribute supplementary and therapeutic feeds that comply with food safety standards.  Equip all health facilities with basic medical equipment. Basic medical equipment are essential for diagnostic and treatment services, hence the need to assess and equip all health facilities on the basis of need.  Build institutional capacity of Levels 2 and 3 (dispensaries and health centres) to provide functional referral services. Poor infrastructure, long distances to health facilities and lack of transport continue to hamper the provision of timely and quality health care in the ASALs. In order to improve the referral system and ultimately avert deaths, the provision of ambulances and skilled personnel in Levels 2 and 3 is necessary. November 22 nd 2013 31  Construct/rehabilitate food storage facilities that are secure and comply with food safety requirements. The high caseloads of severe and moderate acute malnutrition in ASAL areas require the implementation of supplementary and therapeutic feeding programmes. In turn these require the pre-positioning of the necessary nutrition commodities which were not initially planned for by the health facilities. This programme must be properly planned and implemented on a sustained basis given the challenges posed by climatic conditions, poor infrastructure and pipeline breaks.  Strengthen outreach and mobile clinics among nomadic communities. Provision of health care services among pastoral communities is challenging given their remoteness and mobility. To enhance health care delivery in remote and hard-to-reach areas, outreach and mobile clinics will be supported with logistics, health personnel and drugs.  Provide housing for health workers in rural facilities. Most rural health facilities lack basic shelter for the health staff deployed. The provision of housing is a form of motivation and will enhance the provision of timely and quality health care.  Scale up of the High Impact Nutrition Intervention (HINI) in ASAL counties. Following the launch of the Scale up Nutrition (SUN) movement and the National Nutrition Action Plan, 2012, the capacities of ASAL counties will be enhanced to develop and operationalise specific county action plans. Among other things, these plans will explore the link between nutrition and learning outcomes, as well as strategies to scale up HINI components in response to shocks.  Establish & expand innovative information technologies to strengthen health information systems and coordination mechanisms in ASAL counties. This will strengthen health and nutrition referral systems and improve patient care, e.g. through remote diagnosis.  Enhance direct transfer of the Health Sector Services Fund (HSSF) to all health facilities in the ASALs to support operational and maintenance costs. The aim is to improve the delivery of quality essential services in an equitable and efficient manner.  Roll out implementation of the Community Health Strategy and ensure that community health workers are adequately remunerated. The goal of the strategy is to build the capacity of households to demand for services from health providers by understanding their rights to equitable and quality health care.  Develop and implement a motivational package to address retention challenges in arid and pastoral counties in line with the Second National Human Resources for Health Strategic Plan, so that the counties can recruit and deploy health and nutrition personnel in sufficient numbers. November 22 nd 2013 32 Other intervention  Support students, especially girls, from arid and pastoral counties to enter public health training institutions.39 3.1.5 Livelihoods (SRA 5): implemented by various MDAs and non-state actors. Many of the activities implemented by the NDMA and its partners under section 3.2 will also strengthen dryland livelihoods. Flagship projects for 2013-2017  Complete and fully operationalise the abattoirs in Isiolo, Wajir and Lokichoggio, with a clear management model in place for each, in partnership with the private sector.  Produce/preserve 3000 hectares of fodder in Turkana, Marsabit and Garissa counties, i.e. in the Karamoja, Moyale and Somali peace clusters.  Increase the production and marketing of drought-tolerant crops in semi-arid areas, by promoting dryland crop production technologies such as conservation tillage, appropriate drought-tolerant and early maturing seeds, and fertility management.  Establish and operationalise the Northern Kenya Investment Fund (NKIF), to expand entrepreneurship and employment opportunities in the region. Job creation is a priority for the growing urban populations in the ASALs, whose well-being is significantly affected by factors such as food and fuel prices. The Fund is in the final stages of design and will be a private sector facility, supported by the ASAL Secretariat, that facilities investment with both social and economic returns.  Establish a national livestock insurance scheme and introduce an acceptable livestock evaluation system that would make it easier for pastoralists to access credit. Other interventions Livestock:  Operationalise the New Livestock Marketing Board, including development of a strategic plan, in order to give strategic direction to livestock marketing in Kenya and strengthen the legal and policy framework. The strategic plan will emphasise the role of the private sector and be informed by the lessons learned in this area, by both government and non governmental agencies. 39 The budget for this is under the education sector. November 22 nd 2013 33  Reclaim & rehabilitate livestock holding grounds in Isiolo, Samburu & Kajiado and ensure that these are appropriately developed and managed, in collaboration with the private sector.  Develop & expand livestock markets by constructing / expanding those in 12 locations.  Establish and/or rehabilitate meat processing factories in Wajir, Isiolo & Turkana.  Strengthen disease control & surveillance systems along stock routes & trade markets.  Improve range rehabilitation, fodder production and conservation.  Take measures to support adaptation to climate change, including up-scaling of livestock insurance, operationalisation of the Livestock Enterprise Fund, and subsidised livestock inputs.  Promote apiculture and emerging livestock. Agriculture, fisheries and other livelihoods:  Promote conservation agriculture in semi-arid areas.  Expand agricultural market access, marketing, value addition & agro-processing, especially in semi-arid counties.  Support fish farming along Lake Turkana, Turkwel Gorge, Tana River and Lamu, through support to fishing cooperatives, producer organisations and beach management units.  Promote ecotourism, apiculture, gums & resins and aloe vera production and protect indigenous technical knowledge. Environment, water and sanitation:  Monitor dryland conditions, including wildlife & livestock populations and their distribution and other ecological parameters.  Develop land use / land cover assessments for spatial planning.  Support climate change adaptation & mitigation, for example through the green economy road map and the introduction of CDM schemes.  Implement catchment management strategies, and expand rainwater harvesting and the construction of sand dams, to increase the availability of sustainable water resources.  Implement the trans-boundary waters policy and management strategy, to ensure effective management of shared water resources.  Expand water harvesting for irrigation, in areas where it is environmentally and socially appropriate to do so.  Strengthen forest management and income from tree-growing in drylands, through participatory forest management and the promotion of commercial growing of appropriate species. November 22 nd 2013 34 3.2 Projects implemented under the leadership of the NDMA (SRA 2 & 6) Flagship projects for 2013-2017  The National Drought Contingency Fund: the NDCF will be a multi-donor basket fund that allows contributions from both the government and its development partners and has the capacity to disburse funds to drought-affected areas in a flexible, effective and efficient way. It will thus reduce the response and turn-around period. The Fund will ensure that implementation of contingency plans is fast-tracked to respond to emerging drought stress. The contingency planning process will also be computerised.  Integrated Drought Early Warning System: this will integrate the different early warning systems used by various stakeholders and, through state-of-the-art technologies, provide accurate drought early warning information to all actors and provide triggers for response.  Integrated knowledge management system. This will be a platform where data, information and learning on drought and ending drought emergencies will be collected, collated and disseminated (involving, for example, websites, databases on actors and beneficiaries, MIS, stakeholder mapping, contingency fund tracking system, and so on).  Hunger Safety Net Programme: the NDMA will take on institutional responsibility for implementation of the HSNP. It will also work with the county governments to develop registration databases, building on the comprehensive registration carried out by the HSNP in Mandera, Wajir, Marsabit and Turkana. As part of its responsibilities under the National Safety Net Programme, the NDMA will oversee the scale-up of social protection programmes such as HSNP within the national drought management system, as well as the use of other social protection measures (such as vouchers) to protect the most food insecure and vulnerable households. Other interventions  Reduce drought vulnerability and enhance adaptation to climate change. The NDMA will mainstream drought risk reduction (DRR), climate change adaptation (CCA), social protection (SP) and EDE in planning and budgeting processes at all levels, and invest in strategic activities that reduce drought risks, enhance drought preparedness and strengthen adaptation to climate change. It will also implement strategic DRR projects, carry out DRR campaigns, mobilise resources for the EDE, and facilitate and invest in local adaptation plans.  Provide drought and climate information to facilitate concerted action by relevant stakeholders. November 22 nd 2013 35 The NDMA will strengthen, manage and operate the national drought early warning system, and strengthen the sharing and use of climate information at county and community levels. This will include the roll-out of an enhanced early warning system and the regular production of county drought bulletins. The NDMA will also consolidate, process and disseminate all drought related information from multiple sources, and coordinate and participate in national and county food security assessments.  Protect the livelihoods of vulnerable households during drought. The major lesson of drought risk management in Kenya and elsewhere is that early warning systems are of little benefit unless there is also the capability and will for early reaction. Specific activities can be carried out at different stages of the drought cycle which, in combination with the preparations made by communities, can significantly reduce the impact of drought. A key tool in this regard will be the NDCF. The NDMA will facilitate systems of drought contingency planning and financing in response to drought risk, and invest in strategic activities that strengthen preparedness and response. It will promote early mitigation efforts that reduce the time that elapses between the warning of drought stress and the start of response. Drought mitigation activities will take a livelihoods perspective and be well-linked with long-term development strategies. Regular impact assessments will evaluate the extent to which the loss of assets by households during drought crises is being reduced.  Ensure coordinated action by government and other stakeholders. The NDMA will strengthen the coordination and linkages of long-term investment in resilience through the EDE framework. It will review and institutionalise the coordination mechanisms for implementing the EDE MTP, and work with relevant parts of government and other stakeholders to align their programmes and projects to the EDE framework. The NDMA will also coordinate the planning, design and implementation of drought preparedness, mitigation, emergency response and recovery activities, and work closely with the climate change institutional framework, contributing its particular expertise in drought-related climate risks.  Develop and apply knowledge management approaches that generate evidence for decision-making and practice. The NDMA will ensure that effective monitoring, evaluation, reporting and citizen-feedback processes guide drought actions, and that these actions are also in line with shared standards and guidelines across the sector. It will work with stakeholders to document, disseminate and promote best practices in drought risk reduction, climate change adaptation and social November 22 nd 2013 36 protection, and ensure adherence to agreed standards, guidelines and procedures in drought risk management. The NDMA will use knowledge and evidence to undertake and support legal, institutional and policy reforms, which will include enactment of the NDMA Bill, the development of a policy and legal framework that domesticates the African Union Policy Framework on Pastoralism in Africa, and support for the operations of the ASAL Stakeholder Forum. It will also identify, commission, supervise and execute relevant research and facilitate the uptake of new approaches and technologies. 4. POLICY, LEGAL AND INSTITUTIONAL REFORMS While it is recognised that drought is a national concern, and that its impacts extend beyond the ASALs, the National Policy for the Sustainable Development of Northern Kenya and other Arid Lands (the ‘ASAL Policy’) provides for the institutional arrangements which will ensure effective management of drought risks in Kenya – principally the National Drought Management Authority and the National Drought and Disaster Contingency Fund, supported by the ASAL Secretariat.40 The NDMA and its contingency fund are also provided for within the NDMA Bill, currently before Parliament. The ASAL Policy was passed by Cabinet in October 2012 and its Sessional Paper approved by Parliament in December 2012. It reinforces Constitutional provisions on inequality and marginalisation, emphasises the region’s contribution to national development, and commits the government to adopt flexible approaches to service delivery and governance in pastoralist areas. It also establishes an institutional framework for multi-sectoral and multi-stakeholder ASAL development (Figure 1). 40 Sessional Paper No. 8 of 2012 November 22 nd 2013 37 Figure 1: Institutional framework for ASAL development 1. Core ASAL Transformation Structures Cabinet Sub Committee Inter-Ministerial Coordination Committee 2. Specialist ASAL-focused institutions State (within parent Ministries) National Drought Management Authority Livestock Marketing Board National Council on Nomadic Education etc Non-State Northern Kenya Education Trust Northern Kenya Investment Fund etc 3. ASAL Stakeholder Forum 4. ASAL Secretariat The ASAL institutional framework has four components: i) Cabinet oversight, through a Cabinet Sub-Committee and Inter-Ministerial Committee. ii) Specialist institutions in a range of areas relevant to the ASALs, including drought (the National Drought Management Authority), education (the National Council on Nomadic Education in Kenya), and livestock (the Livestock Marketing Board). iii) Stakeholder engagement through the ASAL Stakeholder Forum, whose inaugural meeting was held in July 2012. iv) An ASAL Secretariat to service these structures and ensure policy coherence and coordination of ASAL development. The Constitution of Kenya 2010 guarantees rights to several of the provisions in this document. For example, Article 53 (1b & 1c) guarantees free and compulsory basic education to all children, and equitable and affordable health & nutrition. Article 43 guarantees rights to the highest attainable standards of health, reasonable sanitation, freedom from hunger, clean and safe water, social security and education. November 22 nd 2013 38 Other policy documents relevant to the EDE strategy include the National Disaster Management Policy (which recognizes and validates the role of communities in disaster management), the National Food and Nutrition Security Policy, the National Land Policy, the National Livestock Policy, the National Social Protection Policy, the Policy Framework on Nomadic Education in Kenya, and the Vision 2030 Development Strategy for Northern Kenya and other Arid Lands. The following policy, legal and institutional reforms are proposed in this document. 1. Policy and legal framework for pastoralism. In 2010 the African Union adopted a Policy Framework for Pastoralism in Africa, which seeks to secure, protect and improve the lives, livelihoods and rights of pastoralist communities and their contribution to national economies. The ASAL Policy also commits government to recognise pastoralism, through legislation, as a legitimate form of productive land use and development on the same basis as farming, and to incorporate the value of dryland goods and services within national economic planning.41 The NDMA will work with the ASAL Secretariat in leading the formulation of a policy and legal framework for pastoralism in Kenya which secures pastoral mobility and security, and which facilitates and recognises the cross-border trade and movement of livestock. 2. Policy on Small Arms and Light Weapons (SALW). This policy is currently in draft. Once approved and operationalised, it will reduce the proliferation of illegal weapons. 3. NDMA Bill. This private members’ bill is currently before Parliament. Once approved it will strengthen the legal basis for the drought management architecture in Kenya. The NDMA will support its enactment. 4. Institutional reforms: the creation and/or full operationalisation of the ASAL Secretariat, the National Council on Nomadic Education in Kenya, the National Land Commission, and the National Drought and Disaster Contingency Fund are still pending. Once in place, these institutions will make important contributions to drought resilience in Kenya. The NDMA will coordinate effectively with all other ASAL institutions under the oversight of the ASAL coordination structures. 41 Sessional Paper No. 8 of 2012, Article 5.3.7 November 22 nd 2013 39 5. MONITORING, EVALUATION AND COORDINATION 5.1 Monitoring and evaluation framework The EDE country programme paper commits the Government of Kenya to end drought emergencies within ten years. Underpinning this goal is an assumption that drought-prone communities will become more resilient to shocks if two conditions are met (Figure 2):  First, that there is accelerated investment in the foundations for development – principally infrastructure, security and human capital, in line with Vision 2030. This investment will also enhance the efficiency and impact of all activities in the region that support growth and sustainable livelihoods. It is being delivered primarily through the sectors, and is represented by the programmes and projects summarised in section 3.1. These programmes are those, in the judgment of the thematic group, most likely to improve resilience.  Second, that the institutional and financing framework for drought management is strengthened, by establishing permanent and specialist institutions, by making contingency finance available, and by improving synergy and coordination between the various state and non-state actors involved. This is the responsibility of the National Drought Management Authority and will be delivered through the actions described in section 3.2. Figure 2: Assumptions underpinning EDE in Kenya November 22 nd 2013 40 Since all the programmes and projects in sections 3.1 and 3.2 are also captured in their respective sector plans and budgets, and in the NDMA’s strategic plan, they will be monitored by the institutions responsible for those plans in the normal way, and within the framework of the National Integrated Monitoring and Evaluation System (NIMES). Over and above this, the role of the Drought and Ending Drought Emergencies (DEDE) thematic group in monitoring and evaluation is two-fold: 1. To determine whether or not the goal of ending drought emergencies within ten years has been met. This requires some definition of what is meant by ‘ending drought emergencies’ and the indicators to confirm that this has been achieved. 2. To monitor whether or not the sectors and the NDMA are fulfilling the commitments agreed in this MTP. This will be done by monitoring delivery of the outputs under each SRA in regular meetings of the DEDE thematic group. Progress will be captured in an annual progress report, produced in collaboration with development partners, and submitted for approval to the ASAL Inter-Ministerial Committee before subsequent submission to the Ministry of Devolution and Planning (as part of normal MTP reporting processes). A monitoring and evaluation framework is in development (Annex 1), which uses a logframe type structure and contains:  A purpose statement (i.e. of ending drought emergencies within ten years), against which the government will be held accountable.  Five outcome statements.  The agreed outputs that the sectors and the NDMA will deliver. The sectors and the NDMA are responsible for delivering these outputs and reporting on the same to the DEDE coordination structures.  At purpose and outcome level there are indicators to show progress towards the ten-year goal, both at 2017 (for this MTP) and at 2022. 5.2 Coordination Coordination of Kenya’s Ending Drought Emergencies strategy is the responsibility of the NDMA, working in partnership with all relevant sectors and supported by the ASAL Secretariat. An early task of the NDMA will be to review the existing drought coordination structures (i.e. KFSM/KFSSG and the DSGs/CSGs) from several perspectives: a) To bring them into line with the new structures of governance – both the devolved structures and the re-organisation of the national government after March 2013. November 22 nd 2013 41 b) To re-orient their focus towards resilience, since KFSM/KFSSG has conventionally been most active during periods of drought crisis. It is seen as an emergency response institution, not as one planning for long-term resilience. c) To take account of the various drought and disaster risk management networks and forums that have recently evolved. The review of the coordination structures will clarify the relationship between KFSSG and the DEDE thematic group, since their membership is very similar (i.e. the NDMA, relevant line ministries, and development partners). For the time being it is proposed that KFSSG continue to meet monthly (for example, to review the monthly drought status), but that every third meeting be dedicated to monitoring progress against this MTP. The monitoring and evaluation framework in Annex 1 will be the principal reference point for these reviews. The DEDE thematic group/KFSSG is ultimately accountable to the new ASAL Cabinet structures, through the ASAL Inter-Ministerial Coordination Committee. It will prepare an annual progress report, in accordance with MTP requirements, for submission to the Ministry of Devolution and Planning as part of national MTP reporting processes. It will also produce a shorter quarterly report for the use of all stakeholders and the ASAL ICC. November 22 nd 2013 42 6. CAPACITY DEVELOPMENT AND TRANSITIONAL REQUIREMENTS The EDE initiative is being introduced in Kenya at a time of significant change in governance and in the institutional arrangements for its delivery. Implementation of devolved governance will be lengthy and complex, particularly in arid and pastoral counties where institutional capacity is comparatively low and where the operating environment is more challenging. The NDMA is responsible for ensuring that the drought management system is appropriately aligned with, and embedded in, the new institutions of governance. In each county it has two key responsibilities: first, to help the county structures mainstream drought risk reduction and climate adaptation into development planning and resource allocation. In this regard it will work closely with the Ministry of Devolution and Planning and build on initiatives already underway, for example under the EU-supported Kenya Rural Development Programme (KRDP), the DFID-supported climate adaptation pilot in Isiolo, and the Danida-supported Medium-Term ASAL Programme (MTAP). The NDMA’s second responsibility is to ensure effective coordination of drought management in each county that engages all stakeholders, both state and non-state. These two responsibilities will be taken forward by the NDMA’s county teams, whose technical capacity is being enhanced, including through partnerships with specialist NGOs. A capacity building strategy for the NDMA as a whole will be developed. The county governments will spearhead local development based on constitutional principles of citizen participation, transparency and accountability. The NDMA will support initiatives that formalize the role of communities, and the institutions that represent them, in development planning and disaster risk reduction. It is critical, for example, that planning in ASAL counties takes adequate account of factors such as mobility, clan dynamics, social structures, population distribution, and climate variability and climate change. The new ASAL Stakeholder Forum at county level will be a key partner in building effective citizen participation. The NDMA is a permanent institution in government and as such is well-placed to provide continuity at a time of widespread institutional change. An important part of its work for the next two years will involve training county leaders, technical officers and civil society organisations in the new early warning and contingency planning systems and building their understanding of, and engagement with, the EDE initiative. The desired outcome is that county development plans contribute to the goals of EDE, and that county governments are able to hold the national government to account for delivery of the commitments set out in this November 22 nd 2013 43 strategy. The NDMA will support, as appropriate, needs assessments of the county governments’ capacities to deliver on their development agenda.42 7. BUDGET Table 2 is a summary budget: full details are in a separate matrix. With the exception of the Kshs. 31,877 million required for the NDMA, all other allocations are already contained with the respective sector MTPs; they do not represent ‘new’ money. Table 2: Summary five-year budget 43 Priority Budget (Kshs. m) 2013/14 2014/15 2015/16 2016/17 2017/18 Total Peace and security 3,978 2,762 2,033 1,580 1,220 11,573 Infrastructure 56,989 139,343 108,864 68,320 54,025 427,541 Education 11,189 11,749 12,090 4,891 5,258 45,177 Health 13,620 12,170 11,900 11,540 11,490 60,720 Livelihoods 11,561 12,075 12,595 12,698 11,973 60,902 NDMA 7,275 5,560 8,472 7,136 6,535 34,978 TOTAL 104,612 183,659 155,954 106,165 90,501 640,891 42 MTAP has reviewed capacity development needs in 12 arid and pastoral counties. 43 The budgets have been calculated by the relevant sectors (the NSC/Ministry of Interior and Coordination of National Government; Ministry of Transport and Infrastructure/KeNHA; Ministry of Education, Science and Technology; Ministry of Health; Ministry of Agriculture, Livestock and Fisheries; Ministry of Environment, Water & Natural Resource; and are consistent with their sector MTPs and budgets. November 22 nd 2013 44 8. IMPLEMENTATION MATRIX 8.1 PEACE AND HUMAN SECURITY Goal: Peace and human security Strategic objectives, 2013-2018: 1. To strengthen the peace & security infrastructure at county and cross-border levels Projects Objectives Expected outputs Output indicators Impleme nting agency Time frame Source of funds Budget 2013/14 Budget 2014/15 Budget 2015/16 Budget 2016/17 Budget 2017/18 TOTAL 1. Establish & operationalise 23 county peace secretariats To enhance the capacity of local peace structures to respond effectively to conflict 23 county peace secretariats established & operationalise d; Quarterly county & cross-border peace & security forums held No. of county peace secretariats established; No. of peace forums held Ministry of Interior and Coordinati on of National Governme nt, NSC, County Govts, NDMA July 2013 June 2018 GoK, DPs, IGAD CEWAR N 76 122 44 50 50 342 2. Establish & operationalise 23 county early warning & response hubs (EWER) to support drought & conflict mitigation To ensure timely response to conflict & drought effects 23 county EWER hubs established & operational Submission of regular reports Ministry of Interior and Coordinati on of National Governme nt, CEWERU , CEWAR N, County Govts, NDMA July 2013 June 2018 GoK, DPs, IGAD CEWAR N 50 70 30 20 25 195 3. Establish a rapid response contingency fund To narrow the gap between early warning of conflict and response Rapid response contingency fund established Time lapse between early warning & response Ministry of Interior and Coordinati on of July 2013 June 2018 GoK, DPs, IGAD CEWAR N 200 200 200 200 200 1,000 November 22 nd 2013 45 National Governme nt, NSC, County Govts, NDMA 4. Implement targeted peace dividend projects in 23 ASAL counties To address the underlying causes of conflict & enhance peace levels Peace dividend projects implemented No. of peace dividend projects implemented; No. of conflicts reported Ministry of Interior and Coordinati on of National Governme nt ity, NSC, CEWAR N, County Govts, NDMA July 2013 June 2018 GoK, DPs, IGAD CEWAR N 100 105 110 116 122 553 5. Build the capacity of the police service & law enforcement agencies to provide security in ASAL counties To enhance law enforcement & build trust between LEAS & the public Trained & equipped LEAS; At least 500 vehicles & communicatio n equipment purchased; Housing and terms & conditions of service for police service improved; Mechanism established to integrate retirees / ex servicemen into society; Periodic community No. of vehicles & communication equipment provided; No. of houses built/ rehabilitated; No. of ex servicemen reintegrated; No. of illicit arms collected destroyed; No. of established & well-equipped police posts; No. of public campaign programmes; Ministry of Interior and Coordinati on of National Governme nt, NSC, NPS, County Govts, NDMA July 2013 June 2018 GoK, DPs 2,000 1,000 1,000 500 100 4,600 November 22 nd 2013 46 driven disarmament conducted; Police population ratio increased from current 1:600 to the UN recommended 1:450; Public awareness programmes conducted to build trust between police & communities No. of reformed & reintegrated warriors 6. Strengthen monitoring capacity of response apparatus in ASALs through increased deployment & training and provision of better equipment for efficient & accountable interventions To build the capacity of forensic investigation through provision of appropriate equipment & specialized training. To enhance deployment of staff Forensic laboratory established & operationalise d; Public order offences speedily & effectively prosecuted No. of labs established; No. of officers deployed / trained; No./level of equipment installed/ provided No. of cases successfully prosecuted No. of well trained & equipped officers deployed Ministry of Interior and Coordinati on of National Governme nt, NSC, NPS, CEWAR N, County Govts, NDMA July 2013 June 2018 GoK, DPs, IGAD CEWAR N 381 191 171 154 139 1,036 November 22 nd 2013 47 7. Strengthen the capacity of border management at Liboi, Hulugo, Moyale, Mandera, El Wak, Kotulo, Wajir Bor & Lokichoggio To enhance border management & control of small arms, light weapons & contraband goods Enhanced capacity of LEAS in identified border points Screening equipment installed at identified border points Influx of small arms, aliens & contraband goods reduced No. of law enforcers trained No. of border points equipped with modern functional screening equipment No. of confiscated contraband goods & illegal arms & aliens intercepted Ministry of Interior and Coordinati on of National Governme nt, NSC, DI&RP, NPS, KRA, CEWAR N, County Govts, NDMA July 2013 June 2018 GoK, DPs 1,000 500 200 210 200 2,110 8. Mainstream conflict sensitive programming in development planning To promote participatory approaches in project planning, implementation & monitoring Line ministries, county officials & development actors trained on conflict sensitive programming No. of sensitisation forums on CSP No. of CSP compliant plans Ministry of Interior and Coordinati on of National Governme nt, NSC, MPND& V2030, County Govts, NDMA July 2013 June 2018 GoK, DPs 6 6 7 7 7 33 9. Adopt & operationalise the Draft Policy on Small Arms & Light Weapons To enhance management & control of SALW proliferation SALW policy & legislation enacted & operationalise d; 23 county task forces on SALW formed; Effective framework for the No. of illegal small arms reduced & destroyed; No. of task forces established & operationalised Ministry of Interior and Coordinati on of National Governme nt, RECSA, KNFP, NPS, County Govts, NDMA July 2013 June 2018 GoK, DPs 65 68 71 74 77 355 November 22 nd 2013 48 collection & destruction of illegal firearms in place 10. Operational ise the Alternative Dispute Resolution (ADR) framework in the Constitution of Kenya 2010 To institutionalise traditional & other forms of dispute resolution mechanisms ADR framework established; Disputes speedily resolved; Existing community peace agreements (Modogashe, Koloa & Lokiriama declarations) reviewed, documented, disseminated & enforced Legal framework established; No. of committees established & capacitated; No. of conflicts successfully resolved No. of peace accords documented & disseminated Ministry of Interior and Coordinati on of National Governme nt, NSC, State Law Office, Judiciary, County Govts, NDMA July 2013 June 2018 GoK, DPs 100 500 200 250 300 1,350 TOTAL 3,978 2,762 2,033 1,580 1,220 11,573 November 22 nd 2013 49 8.2 INFRASTRUCTURE Goal Climate-proofed infrastructure Strategic objectives, 2013-2018: 1. To integrate the ASAL areas with other parts of the country 2. To enhance connectivity 3. To harness the energy & food potential of ASAL areas 4. To improve access to clean & safe water Projects Objectives Expected outputs Output indicators Implementing agency Time frame Source of funds Budget 2013/14 Budget 2014/15 Budget 2015/16 Budget 2016/17 Budget 2017/18 TOTAL 1. Construct priority roads To enhance regional connectivity & market access for ASALs 2,209 km of roads constructed, upgraded & rehabilitated No. of kms constructed, upgraded & rehabilitated Kenya National Highways Authority July 2013 June 2018 GoK, DPs 18,400 36,500 54,100 57,100 42,800 208,900 2. Develop & expand ICT infrastructur e To enhance regional connectivity 20 solar powered ICT centres (Maarifa centres) constructed No. of ICT centres constructed; No. of masts (boosters) Ministry of ICT, CCK July 2013 June 2016 GoK, DPs 40 40 40 40 40 200 3. Harness renewable & non renewable energy To harness energy potential of ASAL regions Wind farms constructed in 7 places44 No of wind farms in 7 places constructed; Amount of power generated from wind farms. Ministry of Energy and Petroleum / PPP July 2013 June 2018 GoK, DPs 29,644 91,738 43,611 0 0 164,993 4. Construct, rehabilitate & expand water supply infrastructur e To provide adequate & safe water to all well established permanent settlements in the region 9 water supply systems constructed and/or rehabilitated in well established permanent settlements in the arid region No. of water supply systems completed Ministry Environ, Water & Natural Resources July 2013 June 2018 GoK, DPs 2,000 4,000 4,000 4,000 4,000 18,000 44 Isiolo (50MW), Marsabit (150MW), Lake Turkana (300MW), Wajir, Mandera, Ngong Hills, & various sites in Lamu (350MW) November 22 nd 2013 50 5. Construct sewage & solid waste disposal infrastructur e To improve health & sanitation in urban areas 9 waste water treatment plants and 9 solid waste management projects constructed in arid counties No. of plants & projects constructed Ministry Environ, Water & Natural Resources July 2013 June 2018 GoK, DPs 600 600 600 600 600 3,000 6. Groundwater mapping in Turkana, Marsabit, Isiolo and four other counties selected on the basis of their water stress indices To assess groundwater potential & its distribution for sustainable development of the resource Groundwater development plans completed Map of groundwater potential; Ministry Environ, Water & Natural Resources, Ministry of Agric, Livestock and Fisheries & WRMA July 2013 June 2018 GoK, DPs 350 200 125 60 25 760 7. Construct multi purpose dams To increase water availability One large dam & 11 medium sized dams constructed in ASALs No. of dams completed Ministry Environ, Water & Natural Resources, NWCPC July 2013 June 2018 GoK, DPs 5,975 6,245 6,368 6,500 6,600 31,688 TOTAL: 57,009 139,323 108,844 68,300 54,065 427,541 November 22 nd 2013 51 8.3 HUMAN CAPITAL DEVELOPMENT: EDUCATION Goal: Human capital development: education Strategic objectives, 2013-2018: 1. To ensure equitable access to education for all children in arid & pastoral areas, including the disadvantaged & vulnerable groups 2. To facilitate the integration of emerging technologies & other alternative interventions in the provision of education in nomadic areas 3. To expand the number of research & training institutions that are responsive to the needs of ASAL communities 4. To enhance basic literacy levels for communities in arid & pastoral areas 5. To increase the number of appropriately trained professionals for ASAL counties in the education sector 6. To protect & promote the rights of people with special needs in the ASALs Projects Objectives Expected outputs Output indicators Impleme nting agency Time frame Source of funds Budget 2013/14 Budget 2014/15 Budget 2015/16 Budget 2016/17 Budget 2017/18 TOTAL 1. Establish & operationalise the National Council on Nomadic Education in Kenya (NACONEK) to implement the Policy Framework on Nomadic Education To facilitate implementation of the Policy Framework on Nomadic Education in order to improve access, equity & quality of basic education & training among nomadic communities NACONEK established & operational and policy framework implemented Kenya Gazette Notice; NACONEK board members & Secretary appointed; Regional NACONEK offices established Ministry of Education July 2013 June 2018 GoK, DPs 203 213 224 235 247 1,122 2. Construct 15 feeder schools in each of 14 arid & pastoral counties To improve access & reduce distance to schools Total of 1380 classrooms built No. of classrooms built Ministry of Education July 2013 June 2018 GoK, DPs 202 222 244 342 478 1,487 3. Equip 600 low-cost boarding schools in 14 arid & pastoral counties To improve the quality of education 600 LCBs equipped No. of LCBs equipped Ministry of Education Jan 2014 June 2016 GoK, DPs 180 189 0 0 0 369 November 22 nd 2013 52 4. Construct / rehabilitate 10 low-cost boarding schools in 14 arid & pastoral counties To improve access to quality basic education 140 LCBs constructed / rehabilitated No. of LCBs constructed / rehabilitated Ministry of Education Oct 2013 June 2017 GoK, DPs 200 210 221 232 243 1,105 5. a. Recruit more teachers for schools in arid & pastoral counties (primary) To improve the quality of education Teacher/pupil ratio of 1:25 attained in all target counties Reduction in teacher/pupil ratio Ministry of Education Jan 2014 June 2018 GoK, DPs 4 5 5 5 5 25 b. Recruit more teachers for schools in arid & pastoral counties (secondary) Curriculum Based Establishment of 1:40 attained in all target counties 8 9 9 10 10 47 6. Designate & upgrade 3 TTCs as Centres for Nomadic Education To improve the quality of education Centres for Nomadic Education provide tailor made modules for teachers in nomadic communities No. of nomadic teachers accessing professional support Ministry of Education Jan 2014 June 2018 GoK, DPs 20 20 20 20 20 100 7. Improve 100 existing mobile schools (logistics & teaching equipment) To improve access to education at lower primary 100 mobile schools functioning effectively No. of mobile schools functioning effectively Ministry of Education Jan 2014 June 2018 GoK, DPs (Kshs. 550,000 per school) 20 20 15 0 0 55 8. Develop curriculum support materials tailored to the needs of nomadic communities To improve the quality & relevance of the curriculum Curriculum support materials produced and available No. of materials produced Ministry of Education Jan 2014 June 2018 50 50 0 0 0 100 November 22 nd 2013 53 9. Establish one computer laboratory in each ASAL primary school To improve computer literacy in all ASAL primary schools A computer laboratory in all schools No. of computer laboratories established Ministry of Education & partners July 2013 June 2018 GoK, DPs (2m per school) 3,092 3,247 3,409 3,579 3,758 17,086 10. Construct & equip one middle-level college in 6 ASAL counties To expand access & quality of education One middle level college constructed in each target county No. of middle level colleges constructed Ministry of Education July 2013 June 2016 GoK, DPs 6,800 7,140 7,497 0 0 21,437 11. Increase the bursary allocation for learners in middle level technical colleges in ASALs To improve access & transition to middle-level colleges Bursary allocation increased No. of beneficiaries reached Ministry of Education July 2013 June 2018 GoK, DPs (full scholarsh ip for 50 students per year) 6 6 6 6 7 30 12. Increase the bursary scholarship for girls' education in arid & pastoral counties To improve completion, transition rates & equity of education for girls Increase in number of female beneficiaries No. of female beneficiaries of bursary scholarships Ministry of Education & partners July 2013 June 2018 GoK, DPs 9 9 10 10 11 50 13. Develop a costed implementa tion strategy for the adult literacy policy 45 To guide implementation of the policy framework Costed adult literacy implementatio n strategy developed and endorsed Level of progress in developing implementation strategy Ministry of Education July 2013 June 2014 GoK 5 0 0 0 0 5 14. Establish 500 adult & continuing education ACE) centres in ASALs To improve adult literacy & numeracy skills in ASALs Number of centres established Availability of ACEs in ASALs Ministry of Education & partners July 2013 June 2018 GoK, DPs 240 252 265 278 292 1,326 45 in 14 ASAL counties (9 arid & 5 semi-arid) November 22 nd 2013 54 15. Establish one vocational training centres in 14 ASAL counties To provide vocational skills to school leavers & give drop-outs an opportunity for further training Number of centres established Availability of vocational centres in ASALs Ministry of Education and the Technical & Vocationa l Education Training Authority (TIVETA) and partners July 2013 June 2018 GoK, DPs 150 158 165 174 187 833 TOTAL: EDUCATION 11,189 11,749 12,090 4,891 5,258 45,177 8.4 HUMAN CAPITAL DEVELOPMENT: HEALTH Goal Human capital development: health Strategic objectives, 2013-2018: 1. To facilitate the integration of emerging technologies & other alternative interventions in the provision of health services in nomadic areas 2. To increase the number of appropriately trained professionals for ASAL counties in the health sector 3. To provide equitable access to quality health services 4. To adapt community-based health systems for remote & nomadic populations 5. To protect & promote the rights of people with special needs in the ASALs 6. To promote public private partnerships in the implementation of programmes Projects Objectives Expected outputs Output indicators Impleme nting agency Time frame Source of funds Budget 2013/14 Budget 2014/15 Budget 2015/16 Budget 2016/17 Budget 2017/18 TOTAL 1. All health facilities adequately stocked with EMMS To increase availability of EMMS in all health facilities Supply all health facilities with essential medicines and medical supplies (EMMS) on a sustainable basis No. of health facilities experiencing no stock-outs Ministry of Health July 2013 June 2018 GoK, DPs 1,000 500 500 500 500 3,000 November 22 nd 2013 55 2. All health facilities equipped To equip health facilities with necessary equipment Procure & distribute equipment to all health facilities in the ASALs on a needs basis No. of health facilities equipped Ministry of Health July 2013 June 2018 GoK, DPs 4,200 4,200 4,000 4,000 4,000 20,400 3. All ASAL counties have functional KEMSA depots To increase access & efficiency of distribution of medical supplies to health facilities Refurbish & strength KEMSA county depots No. of counties with functional KEMSA depots Ministry of Health July 2013 June 2018 GoK, DPs 600 150 150 150 150 1,200 4. Supplementar y & therapeutic feeds available in health facilities To improve the supply chain management of nutrition commodities Procure & distribute supplementar y & therapeutic feeds through KEMSA No. of health facilities experiencing no stock-outs Ministry of Health July 2013 June 2018 GoK, DPs 1,200 1,350 1,400 1,350 1,350 6,650 5. Functional referral system in place in all counties To improve referral services in ASALs Build institutional capacity of Levels 2 & 3 health facilities No. of counties with functional referral system Ministry of Health July 2013 June 2018 GoK, DPs 2,800 2,600 2,600 2,300 2,300 12,600 6. Construct / rehabilitate food storage facilities To increase the security & safety of food commodities All health facilities have a food storage facility complying with food safety requirements No. of health facilities with a food storage facility Ministry of Health July 2013 June 2018 GoK, DPs 135 100 100 100 100 535 7. Functional outreach & mobile clinics in arid counties To increase access to health care services Strengthen outreach & mobile clinics among nomadic communities No. of outreach & mobile clinics available Ministry of Health July 2013 June 2018 GoK, DPs 200 150 50 50 50 500 November 22 nd 2013 56 8. All health facilities have adequate housing facilities To motivate & retain health workers Provide housing for health workers in rural facilities No. of health facilities with adequate housing facilities Ministry of Health July 2013 June 2018 GoK, DPs 165 130 100 100 100 595 9. HINI implemented in 80% of health facilities in all ASAL counties To increase uptake of nutrition services; Scale up the High Impact Nutrition Intervention (HINI) in ASAL counties; No. of health facilities implementing HINI package Ministry of Health; July 2013 June 2018 GoK, DPs; 120 140 150 140 140 690 10. Community Health Strategy implemented in all ASAL counties To increase the number of community health units Roll out implementatio n of the Community Health Strategy & ensure that community workers are adequately remunerated No. of community health units established Ministry of Health July 2013 June 2018 GoK, DPs 900 650 650 650 650 3,500 11. Health facilities supported by the Health Sector Services Fund To support operational & maintenance costs of health facilities Enhance direct transfer of the Health Sector Services Fund to all health facilities in the ASALs No. of facilities receiving financial support from HSSF Ministry of Health July 2013 June 2018 GoK, DPs 1,200 1,000 1,000 1,000 1,000 5,200 12. Motivation package to address retention challenges in arid & pastoral counties developed & applied; To address retention challenges in arid & pastoral counties Develop & implement a motivational package to address retention challenges in arid & pastoral counties No. of officers benefiting from the retention package; No. of positions vacant Ministry of Health July 2013 June 2018 GoK, DPs 500 500 500 500 500 2,500 November 22 nd 2013 57 13. Health Information Systems & coordinatio n mechanisms in place in ASAL counties To improve the quality of health services by strengthening referral systems & improving patient care, for example through remote diagnosis Decision making informed by quality, timely data Timeliness of data informing decision making Ministry of Health July 2013 June 2018 GoK, DPs 600 700 700 700 650 3,350 TOTAL: HEALTH 13,620 12,170 11,900 11,540 11,490 60,720 8.5 SUSTAINABLE LIVELIHOODS Goal: Sustainable livelihoods Strategic objectives, 2013-2018: 1. To strengthen livelihood adaptive capacities and improve community resilience to drought Projects Objectives Expected outputs Output indicators Impleme nting agency Time frame Source of funds Budget 2013/14 Budget 2014/15 Budget 2015/16 Budget 2016/17 Budget 2017/18 TOTAL LIVESTOCK 1. Livestock Marketing Board operationali sed To promote livestock marketing both nationally & internationally Strategic direction for livestock production & marketing Board created and operationalised Ministry of Agric, Livestock and Fisheries July 2013 June 2018 GoK 105 110 116 122 129 582 2. Livestock holding grounds rehabilitate d46 To improve the quality of livestock products for better market access Livestock holding grounds repossessed by GoK; Livestock holding grounds rehabilitated & well-equipped; No. of holding grounds repossessed & registered; No. of functional holding grounds; No. of sale yards constructed Ministry of Agric, Livestock and Fisheries July 2013 June 2018 513 521 544 73 76 1,727 46 in Isiolo, Samburu & Kajiado November 22 nd 2013 58 Livestock sale yards constructed 3. Livestock markets constructed/ expanded in 12 counties47 To enhance regional & cross border trade 12 fully functional & accessible markets constructed / expanded No. of operational markets Ministry of Agric, Livestock and Fisheries and Ministry of EAC Affairs, Commerc e and Tourism July 2013 June 2018 2,942 2,815 2,887 2,964 3,038 14,646 4. Functional abattoirs in Wajir, Isiolo & Turkana operational with managemen t model in place for each, in partnership with private sector To enhance livestock production, marketing & value addition of products To improve production & marketing of meat products & enhance cross border trade Functional abattoirs in the target counties; Management model developed for each abattoir in partnership with the private sector Meat processing factories established / rehabilitated No. of functional abattoirs; No of meat processing factories established within the abattoirs No. of functional meat processing factories; Volume of meat products processed Ministry of Agric, Livestock and Fisheries GoK, PPP 450 750 1,100 1,200 1,000 4,500 47 in Mandera, Wajir, Lodwar, Lokori, Lokichoggio, Ortum, Marigat, Marsabit, North Horr, Moyale, Isiolo & Hola November 22 nd 2013 59 5. Disease control & surveillance system along stock routes & trade markets To control disease outbreaks and enhance cross-border / international trade; To build the capacity of CBAHWs & paravets for mobile pastoralists Livestock disease surveillance programmes in place; Capacity of x no. CBAHWs & paravets in all ASAL counties increased % reduction in incidence of livestock diseases; No. of CBAHWs & paravets trained Ministry of Agric, Livestock and Fisheries July 2013 June 2018 1,115 1,660 2,592 2,719 2,835 10,921 6. Range rehabilitatio n, fodder production & conservatio n To ensure continuous availablity of livestock feed Land reclaimed from prosopis; Pastures re seeded with improved seeds; Pastures harvested & conserved; Storage structures for fodder constructed; County grazing management committees institutionalise Ha of land reclaimed from prosopis Area under improved pasture; Amount of fodder harvested & conserved; No. of storage structures constructed; No. of functional county grazing management committees Ministry of Agric, Livestock and Fisheries July 2013 June 2018 499 548 576 605 635 2,863 7. Adaptation to climate change To address the effects of climate change Weather-based livestock insurance up scaled; Livestock Enterprise Fund operationalised ; No. of farmers buying insurance; Level of disbursement from Fund; No. of breeds characterized; Ministry of Agric, Livestock and Fisheries July 2013 June 2018 590 591 593 595 597 2,966 November 22 nd 2013 60 Livestock breeds characterized Subsidised livestock input accessed No. of farmers accessing subsidised quality livestock inputs 8. Set up multiplicati on / bulking centres for apiculture and emerging livestock To exploit the potential of bee keeping & emerging livestock Farmers trained in bee keeping & equipment purchased; Emerging livestock introduced No of bulking / multiplications centres established No. of farmers trained; No. of trainings conducted; Amount of equipment purchased No. of farmers keeping emerging livestock / Types of emerging livestock introduced Ministry of Agric, Livestock and Fisheries, KWS 14 14 18 14 14 74 TOTAL: LIVESTOCK 6,228 7,009 8,426 8,292 8,324 38,279 AGRICULTURE, FISHERIES & OTHER LIVELIHOODS 1. Conservation agriculture To increase agricultural productivity in semi-arid areas through adoption of appropriate technologies Farmers in semi-arid areas trained in conservation agriculture; Area under conservation agriculture increased No. of farmers trained / No. of trainings conducted; Size of area under conservation Ministry of Agric, Livestock and Fisheries July 2013 June 2018 MoA 362 379 386 389 401 1,917 November 22 nd 2013 61 2. Production & marketing of drought tolerant & early-maturing crops To promote production & marketing of drought-tolerant crops in semi-arid areas Production of drought tolerant & early-maturing crops increased; Area under improved drought tolerant crops increased; Crop yields increased Amount of produce marketed NG/CG (GoK / PPP) July 2013 June 2018 MoA 100 100 100 100 100 500 3. Agricultural product development & marketing systems enhanced To enhance Agricultural market access, marketing, value addition & agro processing Producers & market associations formed & linked to markets; New local & foreign market opportunities created; Value chains developed Agro processing technology increased No. of producer & market associations formed; No. of market opportunities created; No. of new products developed; No. of agro processing technologies adopted Ministry of Agric, Livestock and Fisheries, Ministry of EAC Affairs, Commerc e and Tourism, KIRDI July 2013 June 2018 GoK, PPP 50 50 50 50 50 250 4. Support fish farming along Lake Turkana & Turkwel Gorge, River Tana, & Lamu To improve community food security & income through fish farming & marketing Lake Turkana Fishermen Cooperative Society factory at Kalokol rehabilitated & operationalised ; Local fishing producer organisations & groups functional; Knowledge & Factory functional; increased quantity of fish landings; No. of operational organisations & groups; No. of BMUs & societies trained & functional Ministry of Agric, Livestock and Fisheries July 2013 June 2018 1,466 990 0 0 0 2,456 November 22 nd 2013 62 capacity of Beach Management Units & fishermen societies improved 5. Promote ecotourism, gums & resins & aloe production as alternative sources of livelihoods To increase alternative sources of income and protect indigenous technical knowledge (ITK) Increased benefit to communities from wildlife; Production, consumption & marketing of honey, gums & resins and aloe vera in ASALs increased Community awareness of ITK skills increased Policy & legal framework in place Quantity of products produced & sold No. of households adopting ITK skills Ministry of EAC Affairs, Commerc e and Tourism July 2013 June 2018 560 560 560 560 560 2,800 6. Establish & operationalise the Northern Kenya Investment Fund (NKIF) To promote entrepreneurship and employment in the region by facilitating private sector investment Northern Kenya Investment Fund operational No. of businesses benefiting from the Fund ASAL Secretariat July 2013 June 2015 2 2 0 0 0 4 TOTAL: AGRICULTURE, FISHERIES & OTHER LIVELIHOODS 2,540 2,081 1,096 1,099 1,111 7,927 ENVIRONMENT, WATER & SANITATION 1. Monitoring & assessment of drylands To provide data on wildlife & livestock populations & their spatial/temporal distribution together with ecological parameters (vegetation types, Wildlife & livestock population statistics, trends & spatial distribution provided Availability & accessibility of wildlife & livestock population statistics, trends, & spatial distribution Ministry of Environ, Water and Natural Resources , DRSRS July 2013 June 2018 GoK 30 31 33 35 37 166 November 22 nd 2013 63 surface water, agricultural activities & settlements) 2. Land use / land cover assessment To promote rational & sustainable resource use; to improve economic gains, ecological services & good conservation practices Land use / land cover developed for spatial plans, including the five water towers; Land degradation, vegetation cover & urban areas mapped No. of land use / land cover assessments completed; No. of reports published; No. of data users; Ministry of Environ, Water and Natural Resources , DRSRS, KFS July 2013 June 2018 GoK 34 35 37 37 19 162 3. Climate change adaptation & mitigation To develop climate adaptation projects; To develop a road map for a green economy & emerging initiatives in order to promote the transition to a low-carbon, climate-resilient development pathway To mitigate the effects of climate change Climate change adaptation projects developed; National Green Economy Strategy developed; CDM schemes established No. of projects developed; Resource efficiency factors for key sectors identified & operationalised; Participation in other climate change-related programmes (e.g. REDD+) No. of schemes established Ministry of Environ, Water and Natural Resources , Ministry of Environ, Water and Natural Resources , CCS, KFS July 2013 June 2018 GoK, DPs 115 105 75 57 57 409 4. Water Catchment Management strategies To increase availability of sustainable water resources through effective management & protection of Water availability for multiple uses increased No. of sub catchment management plans Ministry of Environ, Water and Natural Resources , WMRA July 2013 June 2018 GoK, DPs 50 50 50 50 50 250 November 22 nd 2013 64 water sources 5. Alternative sources of water To increase availability of sustainable water resources in rural & ASAL areas through rainwater harvesting & construction of sand dams Reliable water availability in rural & ASAL areas No. of rainwater structures & sand dams constructed Ministry of Environ, Water and Natural Resources , WRMA July 2013 June 2018 GoK, DPs 70 70 70 70 70 350 6. Transbounda ry waters management strategy To ensure sustainable management & development of shared water resources Shared water resources jointly managed & developed Transboundary waters policy & implementation strategy in place; No. of cooperative frameworks & development plans for shared water resources in place Ministry of Environ, Water and Natural Resources July 2013 June 2018 GoK, DPs 10 10 8 8 5 41 7. Irrigation projects To construct five water harvesting & storage dams at Perkerra, Kerio, & Korairrigation schemes Water supply for irrigation sustained Water storage capacity of 134m cubic metres NIB July 2013 June 2018 GoK 1,084 1,084 1,500 1,750 1,000 6,418 To develop Rahole Canal & Garissa irrigation scheme 5,000 hectares of land irrigated; 54km canal Amount of productive land under irrigation 600 800 500 500 500 2,900 8. Dryland forestry To promote commercial tree growing on dryland farms Area under commercial tree growing increased No. of hectares KFS July 2013 June 2018 GoK, DPs, PPP 300 300 300 300 300 1,500 9. Participatory forest To involve stakeholders & Forest establishment No. of hectares KFS, PPP, communit July 2013 GoK, communi 500 500 500 500 500 2,500 November 22 nd 2013 65 management communities in joint forest management & management improved y June 2018 ty, PPP TOTAL: ENVIRONMENT, WATER & SANITATION 2,793 2,985 3,073 3,307 2,538 14,696 TOTAL: LIVELIHOODS 11,561 12,075 12,595 12,698 11,973 60,902 8.6 DROUGHT RISK MANAGEMENT & COORDINATION Goal Enhanced drought resilience & climate change adaptation Strategic objectives, 2013-2018: 1. To reduce drought vulnerability and enhanced adaptation to climate change 2. To provide drought and climate information to facilitate concerted actions by relevant stakeholders 3. To protect the livelihoods of vulnerable households during drought crises 4. To ensure coordinated action by government and other stakeholders 5. To develop and apply knowledge management approaches that generate evidence for decision-making and practice Projects Objectives Expected outputs Output indicators Implementin g agency Time frame Source of funds Budget 2013/14 Budget 2014/15 Budget 2015/16 Budget 2016/17 Budget 2017/18 TOTAL Programme 1: To reduce drought vulnerability and enhance adaptation to climate change 1. Mainstream Drought Risk Reduction, Climate Adaptation, Social Protection & EDE in planning and budgeting processes To build the resilience of communities through development planning that is nuanced to drought-prone environments DRR/CCA/SP/ EDE issues integrated in national, county and community plans Resources allocated to DRR/CCA/SP and EDE No. of national & county plans and budgets that mainstream DRR/CCA/S P/ EDE NDMA, County Planning Units, Min of Devolution. & planning July 2013 June 2018 GoK, DPs 103 79 62 61 63 368 2. Develop guidelines that help implement DRR/CCA/S P-related activities Document & disseminate best practices in DRR, CCA & SP and develop national standards, guidelines and procedures National standards, guidelines and procedures developed and adopted; Best practices documented and disseminated Level of use; No. of reports NDMA July 2013 June 2018 GoK, DPs 32 22 13 13 14 94 November 22 nd 2013 66 3. Identify organizations / institutions dealing with DRR, CCA and SP and establish collaboration agreements To ensure coordinated action by government and other stakeholders Inventory of organizations/ institutions taken; Collaborative agreements developed Institutions database; No of agreements developed & implemented NDMA July 2013 June 2018 GoK, DPs 3 4 4 4 4 19 4. Develop county information database To develop a registry to target beneficiary households Registry developed in the target counties No. of counties with registry developed NDMA, DFID, WB, WFP, Ministry of Labour, Social Security and Services July 2013 June 2018 GoK, DPs 5 4 2 2 2 15 5. Support the implementati on of safety net programmes that are on budget and scaled up as part of the national disaster risk management system To protect & support chronically food insecure households • Households safeguarded from drought and hunger Level of GoK funding for HSNP in MTEF; System for scale up of transfers during drought periods in place NDMA, DFID, WB, WFP July 2013 June 2018 GoK, DFID, AusAID, WFP, WB 3,226 3,684 4,154 4,496 4,600 20,160 6. Invest in strategic activities that reduce drought risks, enhance drought preparedness and strengthen adaptation to climate change To promote drought preparedness at community level Projects implemented to reduce drought risks and its impact on households • No. of projects • Type of projects NDMA, line ministries, NGOs, CBOs July 2013 June 2018 KRDP, KDPR, WFP, UNDP 60 90 100 120 125 495 November 22 nd 2013 67 7. Carry out drought risk reduction and adaptation to climate change campaigns To enhance awareness of DRR and CCA at all levels Campaigns carried out in 23 counties highly vulnerable to drought No. of campaigns carried out NDMA July 2013 June 2018 GoK, DPs 46 23 15 15 15 114 TOTAL: PROMOTION OF DRR, CCA, SP 3,475 3,906 4,350 4,711 4,823 21,265 Programme 2: To provide drought and climate information to facilitate concerted actions by relevant stakeholders 1. Establish food security and drought information platform To develop an integrated food security information system and a harmonised data gathering & processing mechanism; Open-access database of food security information in place Platform established Database developed & shared NDMA, UN agencies, line ministries, INGOs, NGOs, CBOs July 2013 June 2018 GoK, DPs 7 8 1 1 1 18 2. Develop a national integrated early warning system To ensure that early warning information is objective & relevant to provide early response Methodology for improved early warning data collection & analysis developed Revised EWS developed & rolled out in 23 counties highly vulnerable to drought NDMA, ILRI, WFP, FAO July 2013 June 2018 GoK, DPs 34 29 3 0 3 69 3. Produce county drought early warning bulletins To provide drought-related information for decision making Monthly bulletins produced in 23 counties No. of bulletins published & disseminated NDMA, county governme nts July 2013 June 2018 GoK, DPs 70 73 75 78 80 376 4. Carry out county & national food security assessments To assess the food security situation in drought affected areas 4 national assessments annually, and 4 assessments annually in 23 counties highly vulnerable to drought No. of assessments conducted NDMA, WFP, FAO, line ministries July 2013 June 2018 GoK, DPs 19 20 21 22 23 105 November 22 nd 2013 68 5. Develop a communication strategy Enhance corporate image and communication Different communication channels identified & used Communicatio n strategy developed NDMA, county governme nts July 2013 June 2018 GoK, DPs 2 0 0 0 0 2 6. Develop drought vulnerability baseline and review baseline information for livelihoods To provide indicators for assessment of drought impacts One database and vulnerability maps developed; Livelihood information profiled Baseline data; Updated database NDMA, ECHO, FAO, WFP July 2013 June 2015 GoK, KRDP EU 11 9 0 0 0 20 7. Identify, commission, supervise and execute relevant research To promote appropriate technologies for drylands; To strengthen innovation in dryland food security & development Appropriate technologies identified; GIS based mapping & inventory of resources (incl. migratory corridors) completed; Database of research developed & results disseminated No. of research initiatives supported NDMA, ASAL Secretariat , KARI, KEFRI, public universitie s July 2013 June 2018 GoK, DPs 56 60 60 61 67 304 8. Undertake and support legal, institutional & policy reforms across the sectors Develop a policy & legal framework for pastoralism which domesticates the AU Framework; Policy & legal framework for pastoralism formulated Policies published & disseminated ASAL Secretariat , NDMA, line ministries July 2013 June 2018 GoK, DPs 37 34 33 30 33 167 TOTAL: Knowledge management 236 233 193 192 207 1,061 Programme 3: To protect the livelihoods of vulnerable households during drought 1. Carry out strategic drought preparedness activities To prepare the ground for drought early response Preparedness activities & projects carried out No. of projects; Level of investment in preparedness activities NDMA, line ministries, county governme July 2013 June 2018 GoK, DPs 200 210 220 230 250 1,110 November 22 nd 2013 69 nts 2. Support establishment of National Drought Contingency Fund (NDCF) To disburse drought contingency funds for timely drought mitigation, relief & early recovery NDCF established and operationalise d Legal instrument; Institution operationalised ; Budget allocation for NDCF Treasury, NDMA July 2013 June 2018 GoK, KRDP EU 1,242 1,022 1,523 1,824 1,125 6,736 3. Roll-out computerized contingency planning system and prepare drought contingency plans To produce high quality, standardized drought contingency plans Computerised system rolled out in 23 counties highly vulnerable to drought No. of counties where system is rolled out NDMA, county planning units July 2013 June 2018 GoK, KRDP EU 1 1 1 1 1 3 4. Provide contingency funds (DCF) and carry out response activities To mitigate the impacts of drought crises NDCF acquires & disburses funds Amount of funds sourced & disbursed NDMA, NDCF, Treasury, DPs July 2013 June 2018 GoK, EU, WB 2,000 0 2,000 0 0 4,000 5. Roll-out of MIS for DCF disbursement & reporting To enhance accountability & transparency in the use of DCF MIS rolled out & operational in 23 counties highly vulnerable to drought No. of counties where system is rolled out NDMA, county governme nts July 2013 June 2015 GoK, KRDP EU 5 10 5 0 0 20 6. Refine and disseminate the drought response manual To define activities eligible for funding from NDCF and to provide standards & best practices for implementation of drought response activities Manual reviewed & disseminated in 23 counties highly vulnerable to drought Drought response manual; Stakeholder reports NDMA July 2013 June 2018 GoK, KRDP EU 6 6 0 6 0 18 November 22 nd 2013 70 7. Carry out M&E for all projects & impact assessment studies for completed projects To assess the impact of drought mitigation initiatives financed through the drought contingency funds M&E and Assessments carried out at the end of each drought episode M&E reports; Annual review reports; Midterm review reports; Impact assessment studies NDMA, County Governme nt, CSG July 2013 June 2018 GoK, DPs 15 23 36 26 40 140 TOTAL: Protection during drought 3,469 1,272 3,785 2,087 1,416 12,029 Programme 4: To ensure coordinated action by government and other stakeholders 1. Finalise & enact the NDMA Bill To establish & institutionalise structures for planning & coordination of drought management matters Community, county & national structures reviewed & institutionaliz ed; Drought Bill enacted by Parliament NDMA Bill enacted NDMA, AG, National Assembly July 2013 June 2014 GoK 3 0 0 0 0 3 2. Review & institutionalize coordination mechanisms for implementation of EDE MTP To coordinate stakeholders involved in the implementation of EDE Coordination structures at community, county & national levels institutionaliz ed EDE structures institutionalize d & operationalised at all levels. NDMA, Min of Devolutio n & Planning, line ministries, DPs July 2013 June 2018 GoK, DPs 19 19 15 17 18 88 3. Analysis and mapping of relevant stakeholders To avoid duplication of activities, foster synergies, and identify gaps Web-based platform of mapping information generated Platform established ASF, NDMA, ASAL Secretariat , UN agencies all partners July 2013 June 2014 GoK, ASF, DPs 7 3 1 1 1 13 4. Support the operations of the ASAL Stakeholder Forum To develop & apply mechanisms which ensure the accountability of stakeholders Accountabilit y framework & associated communicatio n plan elaborated Framework & plan in place ASF, ASAL Secretariat , NDMA, county governme July 2013 June 2018 GoK, KRDP EU 10 10 11 11 12 54 November 22 nd 2013 71 nts; 5. Coordinate planning, design & implementation of drought preparedness, mitigation, emergency response & recovery activities To ensure synergy between interventions by different stakeholders Revised coordination structures fully operational • % of CSOs, donors & GoK working within coordination structures • No of forums organized • Forum reports NDMA, KFSM, CSGs, communit y DRR structures July 2013 June 2018 GoK, KRDP EU 15 15 15 15 15 75 6. Support planning & implementation of projects financed by bilateral & multilateral institutions; To ensure targeted implementation of EDE projects in the country Targeted & consultative projects implemented No., type & location of projects implemented NDMA, KRDP EU, MTAP Danida, DFID & Cordaid, HSNP DFID & AusAID, KACCAL UNDP, FAP-FAO July 2013 June 2018 GoK 39 100 100 100 41 380 7. Guide and administer calls for proposals by bilateral & multilateral institutions To ensure harmonised drought resilience interventions across the country Harmonised interventions carried out No, type & location of projects implemented NDMA, KRDP EU, ASP DFID July 2013 June 2018 GoK, DPs 2 2 2 2 2 10 TOTAL: Coordination 95 149 144 146 89 623 TOTAL 7,275 5,560 8,472 7,136 6,535 34,978 November 22 nd 2013 72 ANNEX 1: MONITORING AND EVALUATION FRAMEWORK (in development) GOAL STATEMENT A secure, just and prosperous region where people achieve their full potential and enjoy a high quality of life. 48 PURPOSE STATEMENT PURPOSE INDICATORS UNIT BASELINE YEAR BASELINE VALUE MTP TARGET (2017/18) MTP TARGET (2022) ASSUMPTIONS DATA SOURCE Communities in drought-prone areas are more resilient to drought and other effects of climate change, and the worst impacts of drought are contained. Number of people requiring food assistance as a result of drought emergencies No 2011 tbc Reduced by 40% Reduced by 80% Drought resilience investments made as planned KFSSG food security assessments Rates of acute malnutrition during drought periods in each of the 23 most drought-affected counties Rates of stunting in each of the 23 most drought-affected counties. % % 2011 2008 tbc 31% <15% GAM 25% < 10% GAM 20% Drought resilience investments made as planned Nutrition surveys KDHS Livestock asset depletion compared with previous drought episodes No 2011 Kshs. 165bn damages & losses By 50% By 80% Livestock marketing investments made PDNA Kenya manages drought episodes without recourse to international emergency appeals NDCF fully operational and replenished ARC fully operational and functioning GoK & UN appeal documents 48 Vision statement for the Vision 2030 Development Strategy for Northern Kenya and other Arid Lands (from which the EDE is drawn). November 22 nd 2013 73 POSSIBLE OUTCOME INDICATORS AND TARGETS OUTCOME STATEMENT OUTCOME INDICATORS MTP TARGET (in development) 1. Peaceful and secure ASALS for sustainable development Reduction in violent conflicts in all regions within ASALs Reduce by 60% per year Improvement in police/population ratio to UN standards 1:450 Reduction in illicit small arms in all regions within ASALs Reduce by 40% per year 2. Enhanced enabling environment for growth and development in ASALs Proportion of priority roads within the target regions that are paved and maintained tbc Proportion of the population within the region accessing ICT tbc Rate of connection of social infrastructure, community infrastructure, small businesses & households (both grid & off-grid) tbc Proportion of households with access to safe water for consumption tbc 3.1 Increased access, equity and quality of education services in arid & pastoral counties NER at all levels, disaggregated by gender tbc Transition rate from primary to secondary, disaggregated by gender tbc Teacher/pupil ratio 1:25 (prim); 1:40 (sec) KCPE mean score, disaggregated by gender tbc Quality grade at KCSE (C+ and above), disaggregated by gender tbc Proportion of schools offering comprehensive range of subjects/facilities [to be added later] 3.2 Increased access, equity and quality of health & nutrition services in ASALs Proportion of fully immunized children tbc Proportion of mothers delivering with skilled provider And/or: Maternal mortality rate tbc Under-five mortality rate tbc Coverage of integrated management of acute malnutrition (IMAM) programme 50% Vacancy rate in health facilities tbc 4. ASAL livelihoods strengthened in a sustainable manner Growth is inclusive & sustainable, incorporating productive capacities that strengthen livelihoods for the poor and vulnerable tbc Early recovery and rapid return to sustainable development pathways are achieved post-drought tbc Long-term investments in safety-nets provide sustained protection of household assets tbc 5. Institutional and financing framework for drought management strengthened Response time for drought contingency fund 20 days Ratio of funds allocated by GoK & DPs to the foundations for development, compared with drought emergencies tbc Ratio of CSOs in each of the 23 most drought-affected counties and at national level working within agreed drought coordination structures and acting within the framework of jointly agreed development & contingency plans 75% (for information sharing) tbc (for action) Number of national and county plans and budgets that mainstream drought risk reduction, climate change adaptation, social protection & EDE commitments. tbc