INDUCTION AND WORK-PLANNING AND BUDGETING WORKSHOP

KENYA CLIMATE SMART AGRICULTURE PROJECT

INDUCTION AND WORK-PLANNING AND BUDGETING WORKSHOP

FEBRUARY 26TH – MARCH 3RD 2018, JUMUIA RESORT, NAKURU

WORKSHOP PROCEEDINGS

COMPILED BY:

MUIRURI PRISCILLA AND MUTA MUTHONI

©2018

Induction and Work planning and Budgeting Workshop

INDUCTION WORKSHOP

The workshop commence with a word of prayers and a session of familiarization through

participants’ introduction, assigning of house rules for smooth flow of the workshop objectives.

The session was chaired by Ms. Priscilla Muiruri, Leader Component 3.

Priscilla remarked the importance of the two part workshop on induction and work planning and

budget. She gave a pragmatic illustration of the geese and their flying pattern. The illustration

impressed on the need for team work and participatory development and implementation of

work plans and budgets. She highlighted the different representation of participants from the six

Counties namely: Siaya, Kisumu, Kakamega, Nyandarua, Laikipia and Baringo. The Chief Finance

officers who were very key in the induction (part 1) workshop were to familiarize themselves

with the project components and implementation activities for ease of understanding and

internalizing budgets that will be presented to them by the County Project coordination Unit

(CPCUs’) for facilitation.

Opening remarks and project overview–by Mr. Francis Muthami, National Project Coordinator, KCSAP

The National Project Coordinator (NPC), Mr. Francis Muthami, expressed gratitude for attending

the workshop towards realizing its objectives. He outlined the workshop objectives as:

1) To induct the newly recruited staff deployed to the County Project coordination Unit

(CPCU)

2) To sensitize Chief Finance Officers instrumental in the effective implementation of the

project

The NPC defined Climate Smart Agriculture (CSA) as agriculture that sustainably increases

productivity, resilience (adaptation), reduces/removes greenhouse gases (mitigation), and

enhances achievement of national food security and development goals (Cited from Food and

Agriculture Organization of the United Nations). He gave an overview of Agriculture in the Kenyan

context and introduced the project goals and developmental objective “to increase agricultural

productivity and build resilience to climate change risks in the targeted smallholder farming and

pastoral communities in Kenya, and in the event of an Eligible Crisis or Emergency, to provide

immediate and effective response.” The outcome indicators are: Direct project beneficiaries

(number), of which female (percent); Productivity Indicator; and Resilience Indicator.


Project components:

The project will be implemented in 24 Counties to include Arid, semi-arid to non-ASAL counties.

Notably, some of the Counties have participate in previous projects such as KAPAP,KAPSLM and

KACCAL as well as County profile risks profiles and other supporting documents positioning the

implementation process advantageous.

The project adopts a three tier institutional arrangement in its implementation process. This

includes: the National; The Counties and Communities levels.

Mr. Muthami shared the financial flow of money and highlighted some of the activities that the

NPCU have achieved so far as shown in the table below.

Flow of funds Activities done to date

KCSAP Flow of Funds Arrangements

World Bank

DA-1 Opened at CBK

(For County Level Activities –

Component 1 and part of

Component 4)

DA-2 Opened at CBK

(For National Level Activities

– Components 2, 3 and part of

Component 4)

24 County Revenue Funds (CRFs)

Opened At CBK

24 Special Purpose Accounts (SPAs)

Project Account – MoALF

Opened at CBK

24 County KCSAP Accounts

Community Accounts Opened at

Commercial Banks

Payments for goods, services, and other eligible expenditures

Component Sub-Components

Component 1:Up scaling Climate-Smart Agricultural Practices

1.1 Building Institutional Capacity and Strengthening Service Delivery

1.2 Supporting Investments in Smallholder Agro-pastoral production Systems

1.3 Supporting Investments in Pastoral Production Systems

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

2.1 Supporting Climate-Smart Agricultural Research and Innovations

2.2 Building a Competitive and Sustainable Seed System

2.3Strengthening Technical and Institutional Capacity

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

3.1 Improving Agro-meteorological Forecasting and Monitoring

3.2 Developing Integrated Weather and Market Information System

3.3 Building Technical and Institutional Capacity

Component 4: Project Coordination and Management 4.1 Project Coordination

4.2 Monitoring & Evaluation and Impact Evaluation


He officially opened the workshop and wished all participants successful deliberations towards

achieving the workshop objectives.

Presentations of project components by the National Project Coordination Unit (NPCU)

Component 1 – Up scaling Climate Smart Agricultural Practices by James Singi Leader Component 1, NPCU

KCSAP component 1 entails interventions that promote and facilitate the adoption of

Technology, Innovations, Management Practices (TIMPs) to achieve the CSA triple-wins:

Increased productivity; Enhanced resilience (adaptation); and Reduced GHG emissions

(mitigation) per unit of output, as co-benefit. It comprises three sub-component Sub

components:

(i) Building institutional capacity and strengthening service delivery whose objective is to

enhancing the capacity of county, ward and services providers to plan, prioritize and

effectively provide advisory services

(ii) Supporting investments in smallholder agro-pastoral production systems whose objective

is to Support farmers and agro-pastoralists to implement CSA TIMPs that provide triple-

wins in 17 Counties

(iii) Supporting investments in pastoral extensive production systems whose objective is to

Support pastoralists to implement CSA TIMPs and county level livestock sub-sector

investments in North Eastern Development Institutions (NEDI) counties – Marsabit, Isiolo,

Tana River, Garissa, Wajir, Mandera, and Lamu. Turkana not included in this project

because it is currently been supported by another project on similar activities.

Component 2 – Strengthening Climate Smart Agricultural Research and Seed Systems by leader Dr. Ikitoo, Research Coordinator

KCSAP component 2 main objective is to provide a mechanism for funding and implementation

of demand-driven adaptive/collaborative research for the development, validation and


dissemination of context specific Climate Smart Agriculture (CSA) Technology Innovation

Management Practices (TIMPs) to 24 target beneficiaries’ counties in Kenya under Components

1 and 3 of the Project. The sub-component under 2 are to:

(i) Supporting Climate-Smart Agricultural Research and Innovations

(ii) Building Competitive and Sustainable Seed Systems with the main objective to support

the implementation of crop, livestock, and aquaculture breeding programs; and, promote

private sector and community involvement in producing and distributing commercial

seed.

(iii) Strengthening Technical and Institutional Capacity

The research focus will be on KCSAP CGS collaborative approach; KCSAP CGS research focus; and

KCSAP CGS institutional focus. The TIMPs should be context specific and will be supported under

component 1 and 3.

The project research thematic areas will be on: Climate smart crops; Climate smart livestock and

aquaculture; Socio-economic research on CSA; Sustainable land, water and agro-forestry;

Sustainable bio-energy, including charcoal value chain; and Management of risk in CSA

(Agricultural risk transfer instruments.

Component 3 – Supporting Agro-weather, Market, Climate and Advisory Services- by Leader Priscilla Muiruri

The main objective of component 3 is to improve farmers, agro-pastoralists, pastoralists and fish-

farmers access to timely and appropriate information for increasing agricultural productivity and

building resilience to climate change risks

The subcomponents include:

(i) Improving agro-meteorological forecasting and monitoring

(ii) Developing Integrated Weather and Market Information System

(iii) Building Technical and Institutional Capacity


Public procurement - by Christopher Onsarigo, Leader Procurement Officer, NPCU

The Procurement Officer, Mr. Christopher Onsarigo, started his presentation by defining

procurement introduced the importance of procurement and objectives of Public Procurement

according to Public Procurement Assets and Disposal Act (PPADA) 2015. The main objectives are:

To maximize economy and efficiency; To promote fair competition; To promote integrity; and To

increase transparency and accountability. He highlighted the importance of procurement to

project implementation as a function of procurement and having a direct impact on successful

outcomes of a Project.

A procurement plan is key and must be prepared for implementation, The Procurement plan

document defines: The work to be carried out; Cost estimates of the proposed contract;

Procurement methods to be followed; and Lays out a logical sequence of the dates for completing

key processing steps.

The officer went ahead and explained procurement methods and thresholds to those methods.

It is important for the various implementing Counties to seek clarification while developing the

plans as well as implementing those plans.

The persons responsible for implementing the procurement plans especially at the CPCU node,

must managethe procurement process by: Comprehensive Record Keeping; Separate files for

each contract; Maintain a complete history of procurement proceedings and contract

agreements; and Safe custody of records for any future reference.

Mr. Onsarigo concluded by emphasizing on

communities within the project

sites/Counties to be part and parcel pf the

procurement process and the participation

can be on: Small value contracts for Goods,

Services and Works; direct contracting for

small value goods, works and non-consulting

services; and Use of community labour and

resources.


Financial Management by National Project Accountant – By Albert Bengi, National Project Coordinator

Mr. Bengi commenced by providing an overview of the project from a financial perspective. He

stated that the Kenya Climate Smart Agriculture Project is a five year credit to the Government

of Kenya from the International Development Association (IDA).

The project funding is estimated at US$279.7 million as indicated below:

Contribution source Amounts (US$)

IDA 250 million

GoK- 15.9 million equivalent

County Governments 8.3 million equivalent

Beneficiary contribution 5.5 million equivalent

The distribution of the funds is as indicated in the table below:

Project Component Project Costs

(US$ million)

IDA Financing

(US$ million)

% IDA

Financing

Co-financing

(US$ million)

1. Upscaling Climate-smart Agricultural

Practices

163.80 150.00 92% 13.80

2. Strengthening CSA Research and Seed

Systems

53.70 50.00 93% 3.70

3. Supporting Climate, Agro-weather,

Market Information and Advisory Services

32.90 30.00 91% 2.90

4. Project coordination, Monitoring and

Evaluation

29.30 20.00 68% 9.30

5. Contingency Emergency Response 0.00

Total Costs 279.70 250.00 90% 29.70

The NPA spelled out the accounting and internal controls systems as well as external audit

arrangements. The project will be subjected auditing with the NPSC being responsible for


providing effective oversight over project activities, including compliance with fiduciary

requirements as well as prepare annual financial statements which will be submitted for external

auditing no later than three months after the end of each financial year. He concluded by

impressing on avoidance of non-eligible expenditures.

Mobilization and participatory integrated community development phase - by James Singi, Leader Component 1

The presentation highlighted on Process, Baseline data and Format of Community Integrated

Plans (CIP). He highlighted the outputs for this phase as

Community formulated APVCs;

CIAP formulated in a participative manner

SIRR and survey reports (BBS)

Comprehensive PICD study report that captures (SIRR, Field survey, CIAP and CSA

investment priorities

Role of the other players – steer up tasks/activities in the CIAP that require combined

efforts by Rural Sector Development Partners (RSDP); Act as a link between the

community, development Partners and the SPs; act as Resource Mobilizers for community

projects (identified in the CIPs)

Procurement of agricultural extension services explained

Identification of the Climate Smart Agriculture TIMPs by Dr. Ikitoo, Leader Component 2

Dr. Ikitoo highlighted the importance of research in the selection and adoption TIMPs. The

Concept of technology flow is fundamental to the design of research – extension systems.

“Research and extension have their own priorities, which determine their main activities.

However, in research – extension linkage, emphasis is put on principles, problems, types and

mechanisms of linkage”

The most critical linkage stages of technology development and transfer include testing,

production and integration / interface. Definitions of technology (is an output of a research

process which is beneficial to the target clientele (mainly farmers in our case); it can be

commercialized and patented under intellectual property rights (IPR) arrangements;


innovations (is a modification of an existing technology for an entirely different use from the

original intended use. Application of new or existing knowledge/technology in new way or

context to do something better or different; and complementary technology (is any

accompanying information on practice(s) that is considered necessary for a technology to

achieve its optimum output) were clarified in the presentation.

Within the project period an inventory exercise of TIMPs in KALRO/Other NARS Institutions was

conducted and a database of inventorized TIMPs documented.

Excepted outputs for component 2 were delineated as increased productivity and resilience of

target communities; where possible reduced GHG emissions as reflected in the key

performance Indicators: i) Number of TIMPs developed; ii) Number of TIMPs delivered; and iii)

Number of community members benefiting from TIMPs delivered.

Participatory Contract Workshop and Contracting of Service providers by Dr. Gilbert Muthee,

KCSAP recognizes that CSA extension service delivery requires a unified approach and will

therefore use a consortium of service providers with different skills mix along the agricultural

product value chain to respond to beneficiaries felt needs.

The consortia will respond to the beneficiaries’ complex agricultural, economic, social and ecological demands. This is a schematic summary of the process and outputs of participatory contract workshop and contracting of service providers

Principles of good work ethics and conduct by Catherine Ng’ang’a, Director, Human Resource Management and Development, Crops (MoALF)

This Code shall apply to all public officers for whom the Commission is the responsible

Commission.


The objective of the code is to:

Ensure accountability by a public officer for his or her decisions or actions;

Promote discipline;

Promote honesty;

Provide mechanisms for the management of conflicts of interest;

Protect the integrity of the public service; and

Provide a framework for the reporting of misconduct by a public officer.

A Public Officer, who is a professional in the public service, shall be bound by, and observe, the

professional code of conduct he or she might be required to subscribe to.

The rule of law stipulates that the Public officer shall carry out his or her duties in accordance

with the law. The laws that stipulates are:

(i) Article 10 of the Constitution

(ii) Integrity and Leadership ACT

(iii) Fair Administration ACT

(iv) Public Service Commission ACT

The public Officer shall carry out his/her duties with professionalism. The code of conduct spells

out in details on conduct of private matters; Financial Integrity; Tax, finances and Legal

obligations; Moral and ethical requirements; gifts and benefits; Wrongful and Unlawful

Acquisition of Property; Participation in Tenders; Collections and Harambees; Misuse of Official

Information; Political Neutrality; Gainful Employment among others.

The code is comprehensive and the DHR&D, Crops, spelled out the importance of officer to

familiarize themselves with the document and internalize its content so as not to be ignorant.

Investments and Matching grants - by Priscilla Muiruri


Priscilla elaborated on a framework in which

the investment and matching grants will

exist and operate within. KCSAP will finance

investments that promote and facilitate the

adoption of TIMPs (which fall into 7 broad

categories: (1) Sustainable landscape

management; (2) Water management; (3)

Animal health; (4) Crop-livestock-tree

integration; (5) Rural energy; (6) Market

access and (7) Livelihood Diversification to

achieve CSA triple wins: Increased

productivity, enhanced resilience

(adaptation), and reduced GHG emissions

(mitigation).

She stated three windows of financing as: (i)

Community Investments which will give

support to CIGs, VMGs and POs for

implementing TIMPs; (micro-

project=community grants); (ii) County

Investments - support to county

governments to implement CSA

interventions that provide public goods that

are ward-specific or span across several

wards; (sub-projects = county grants); and

(iii) Public-Private Partnerships (PPPs) –

support to private firms and POs to promote

production alliances in priority VCs. (PPPs

with POs grants).

The matching grant are in two categories: CIGs and VMGs .The eligibility of these categories are

similar with an exception of: Existence for at least 6 months, a bankable business plan and

contribute at least 10% of cost of micro-projects (Land, materials, labour).

There also CSA investments that targets the North Eastern Development Institutions (NEDIs)

Counties namely Marsabit, Isiolo, Tana River, Garissa, Wajir, Mandera and Lamu with an

exception of Turkana. NEDI is a GoK’s special program that aims at supporting infrastructure,

water, transport and off-grid energy and agriculture development - especially the livestock sub-

sector in the marginalized counties of North-eastern, based on the recently completed needs

assessment and investment plan. In NEDI there are two windows of financing CSA investments:

Community Investments and County Investments. This will be eTo increase access to rural

finance.

CIGs will be encouraged to form Savings and Loan groups federating into SACCOs. Established

once the project structures in the concerned counties are in place and operationalized.


Primary responsibility for formulating proposals rests with the CIGs/ VMGs/POs with the

guidance of the Service Provider. Window I proposals - submitted to CPCUs must undergo initial

technical screening and recommendation by CTAC. Under window 2, proposals will be appraised

and recommended by CTAC at the county level and forwarded for approval by NTAC. Window 3:

Business plans/ Proposals submitted will be reviewed by KENAFF and State Department for

Cooperatives and approved by NTAC.

CIGs/VMGs/POs will be encouraged to initiate Savings and Loan (S&L) activity in order to increase

access to rural finance and enhance the sustainability of CSA micro-projects.

Roles of Implementation Structures by Jane Ngugi, Lead Gender and Social Inclusion

Ms. Jane Ngugi outline the actors/players within the project implementation structure and the

specific roles that each of the actors will play towards contributing to the project activities and

therefore developmental objective.

The KCSAP actors are:

The Individual members of the CIG/VMG/PO

Community Level institutions

Executive committees of the CIG/VMG/PO

Procurement committees

Social Accountability and Integrity committees (SAIC)

Ward Level committees-CDDC, Procurement & SAIC

County Level-CVCDC, PMC and CDDO

Project Coordination and Management Structures

o County Level

The presenter through an illustration of a bus lay emphasis on the each actors key roles and the understanding of one’s role by internalizing the project documents. They actors are expected to play that role with commitment and due diligence towards achievement of the project objective


County Project Steering Committee (CPSC)

County Technical Advisory Committee(CTAC)

County Project Coordinating Unit (CPCU)

o National Level

National Project Steering Committee (NPSC)

National Technical Advisory Committee (NTAC)

National Project Coordinating Unit (NPCU)

Implementing Institutions (KALRO, KMD, KENNAF)

Service Provider Consortia

Mainstreaming Nutrition in KCSAP project - by Jacqueline Wanjala, County Home Economics Officer (CHEO), Nakuru

Ms. Wanjala gave an overview of nutrition in the Kenyan context. Nutritional trends show that,

nationally, 26% of children less than five years old are stunted (KNBS & IFC, 2015), depicting

chronic undernourishment, which remains a serious and a national development concern.

Stunting is considered most serious because of the irreversible consequences.

Micronutrient deficiencies are also highly prevalent in Kenya, particularly at critical stages of the

life cycle when requirements for specific micronutrients (minerals and vitamins) are high.

Agriculture nutrition health pathway illustrates the pathways through which agriculture

influences nutrition as well as health status which influences nutrition outcomes. By mediating a


person’s ability to utilize nutrients and lead a healthy life, while at the same time, health status

is itself influenced by nutrition status, by mediating a person’s vulnerability to various illnesses.

Approaches in agri-nutrition when implemented concertedly are likely to achieve higher

outcomes:

Gender mainstreaming

Youth and women empowerment

Income generating activities

Environmental conservation

Examples of technologies that promote agri-nutrition

Energy saving technologies

Technologies to reduce labour use

Labour saving technologies

Food processing technologies

Food Preservation

Mainstreaming Environmental and Social Safeguards in the KCSAP project by Dr. Muthee

KCSAP is assigned environmental Category B.

Some of the likely Investments: small irrigation projects, boreholes, water pan, abattoirs, stock

routes, holding ground, (Infrastructure); use of agrochemicals; Value addition activities all

touching on land use by the targeted communities and is likely to have negative environmental


and social impacts. However, potential impacts are small in scale, site specific and largely

reversible. Mitigation measures are easily designed/implemented and are cost effective.

Definitions: Safeguards are mechanisms for integrating environmental and social issues into

decision making; provide a set of specialized tools to support development processes; and

support participatory approaches and transparency.

Principles of Safeguard Policies:

Avoid negative impacts where possible; otherwise minimize, mitigate, compensate (in

that order)

Identify and support sustainable approaches / environmental and social benefits

Inform the public and enable people to participate in decisions which affect them

Integrate environmental and social issues into sub project identification, design and

implementation

Strengthen borrower / implementer/beneficiary capacity

The summary of the process to mainstreaming Environmental and Social Safeguards will

include:

Ensure safeguards are given due considerations at design stage of various EDP, Micro/Sub

project

The beneficiary communities to screen all the VC and Micro/sub Projects

Screening findings form the basis for recommendation on next action

Avoid negative impacts where possible; otherwise minimize, reduce, mitigate,

compensate (in that order)

Liaise with appropriate institutions NEMA, WARMA, PCPB, Public health, KEBs,

(regulatory institutions)-where necessary- seek concurrence from NPCU & WB

Liaise with NPCU to undertake studies and measures appropriately

Development of appropriate management plans (ESMP, IPMP, RAP, VMGP).

Establishing an elaborate GRM structure (community, county and National level

Grievances redress Committees)

Mainstreaming MER&L

NB: Inclusivity- Indigenous people (OP 4.10) should be given due considerations as beneficiaries

and participate in Key community based decision making structures.


Group Dynamics - by Mr. Ezekiel Moywaywa, Cooperatives and Rural Development Expert

The presentation on group dynamics aimed at making participants understand groups and how

their dynamism assist in strengthening cohesiveness in a group to achieve their goals

KCSAP envisages to have Project Beneficiaries estimated at 521,500 households of small holder

farmers, agro-pastoralist and pastoralists grouped.

Group dynamics is a study of the social process by which people interact and behave in a group

environment. It involves the influence of personality, power and behaviour on the group process.

There are two types of groups: (1) Formal and (2) Informal

A formal group is the deliberate and systematic grouping of people in an organization so that

organizational goals are better achieved.

Stages of group developmental include:

Effectiveness and productivity of groups are influenced by three functions -task functions,

maintenance functions, and self-interest functions.

Groups need to be registered and the advantages are:

Legally recognized.

May get support from other institutions.

If registered as body corporate can enjoy many facilities such as loans, acquire assets

among others.

Factors Transparency in all its activities.

Encourage dialogue.

Allow people to air their views.

Members to avoid incitement.

Encourage participation by all.

Let people be informed

Involve relevant authorities such as

technical officers, chiefs, asst. chiefs

who promote cohesion are:

Groups should graduate to bigger entities such as cooperatives, SACCOs.

FORMING STORMING NORMING PERFORMING


Information and Communication in KCSAP-by Florence Odweso, Leader Information and Communication

Communication is the exchange and flow of information and ideas from a source to a receiver. It

involves documenting, processing, classifying, preserving, retrieving & disseminating information

to target audiences for timely decision making.

Objectives of Communication in KCSAP

Create awareness among: Target beneficiaries i.e. smallholder farming & pastoral

communities Implementing & executing agencies

Stakeholders on KCSAP objectives, achievements, lessons learnt and challenges

Change attitudes and perceptions of target beneficiaries with the aim of achieving the

triple wins (increased productivity, build resilience to climate change risks, and reduction

in GHG)

Influence practices of target beneficiaries to adopt TIMPs that result in triple wins

Facilitate target beneficiaries, implementing & executing agents with relevant

information for timely and cost effective decision making

Document, archive and share project undertakings as appropriate

KCSAP communication audience/stakeholders will include internal and external.

A beneficiary information and communication needs assessments will be conducts to providing

demand driven CSA information. PICD/ broad Based Survey (BBS) process and report will be the

entry point for researchers, CTDs, Kenya Meteorological Department (KMD) and other key

stakeholders (input suppliers) to identify the diverse information needs. Executing agencies and

other key stakeholders will participate in the PICD/BBS process to identify their entry points

KCSAP proposes to use various communication channels: Print media; Electronic media/ICT; Face

to Face; Suggestions and compliant reporting pathways; and Citizen Engagement.

Communication in the Project will follow the following pathways:

o Communication from the project to the World Bank will originate from the NPC and will

be addressed to the TTL with copies to the relevant WB specialists

o Communication from County Governors (CGs) will be addressed to the Cabinet Secretary

MoALF/NT with copies to the CoG and PS-SDA in MoALF

o Communication from the Cabinet Secretary (CS)/Principal Secretary (PS) will addressed

all to the World Bank Country Director (CD)


o Communication from the CPCUs, researchers - PIs , MET Officers will be addressed to the

National Project Coordinator & copied to appropriate officers within the project

Monitoring and Evaluation Reporting Formats by Mr. Nginyagi, leader Monitoring and Evaluation, NPCU

Monitoring is a continuous collection of data on specific indicators in order to assess the

performance of the project.

Evaluation is the periodic, systematic and objective analytical process of assessing the relevance,

efficiency, effectiveness, sustainability and impacts of the project. Impact Evaluation (IE) and

M&E complement each other.

Flow of reports and feedback

Types of reports in KCSAP by all implementing agencies

Activity reports including the following:

Development of TIMPs (KALRO),

Agro-weather information (KMD),

Organization of groups into

productive alliances, supporting the


POs to federate into commodity-

based farmer organizations, and

linking them to markets (KENAFF)

Individual farmers/household

reports

Community micro-project reports

County sub-project reports

Project progress reports

Monitoring and Evaluation reports

Supervision reports

Financial reports

Performance contract report

A pictorial overview of KCSAP Participatory Monitoring and Evaluation process

Monitoring and Evaluation is in all the components and therefore networking across is essential.

The chart below shows the relationship and interlinks between the 5 components.

PME

KCSAP Idea (2014)

KCSAP Preparation

PAD (Jan. 2017)

Financing Agreement (April 2017)

Project Manuals Project Launch

(January 2018)

KCSAP Rollout

Baseline Data Collection

Mid-term Evaluation

End-term evaluation


Gender and Social Inclusion in KCSAP – By Jane Ngugi, Leader Gender Inclusion NPCU

Mainstreaming gender refers to deliberate

efforts towards making women’s as well as

men’s concerns, needs and experiences an

integral part of policies, programs and

projects so that both can participate and

benefit equitably. Involves systematically

identifying gaps in gender equality and

consequently addressing them.

Social inclusion is a complex and

multidimensional process that results to

vulnerability of certain members of a

society. Basis of exclusion include; gender,

age, sex, ethnicity, religion, socioeconomic

status, place of residence and differences in

ability. Impacts of exclusion on vulnerable

individuals include; -feelings of isolation and

not important; -inability to participate fully

in social, economic, cultural or political

arenas and vulnerability to poverty and

desperation.

Objective of Gender Mainstreaming and Social Inclusion (GMSI) in KCSAP is to ensure all

members within the project areas participation and benefit from the planned CSA interventions.

In summary, GMSI encompasses:

Gender & Social Inclusion is among the key principles in the design of KCSAP

Gender mainstreaming involves identification of gender gaps and consequently

addressing them.

Social inclusion involves ensuring equal opportunities for all members of the society

Objective of gender & social inclusion- to ensure all members within the project areas

participation and benefit from the planned CSA interventions

KCSAP’s Results Framework includes indicators to monitor inclusion of females

KCSAP-will use a gender and social perspective M&E


Role of Information and Communication Technology (ICT) in KCSAP – Jane Ngari, Leader ICT, NPCU

Information and communication technology is defined as a diverse set of technological tools and

resources used to communicate, and to create, disseminate, store, and manage information. The

expanding role of ICT in producing and disseminating knowledge offers innovative opportunities

for a variety of stakeholders in priority VCs to interact and influence agricultural development

processes.

KCSAP has incorporated these ICT innovations into its design and is using it to meet its objectives

such as:

Open data initiatives

Improving farmers’ access to technical and market information through the use of ICT and

Users receiving integrated agro weather information services and market information

services

Collecting agricultural statistics – historical data

The project will finance yield estimation activities

Strengthening the existing Market Information System.

Data analysis and dissemination.

Delivering integrated weather and market advisory services.

Monitoring & Evaluation and Impact Evaluation

The project will strengthen the overall monitoring and evaluation capacity by investing in

ICT infrastructure and training at the national and county levels.

Geographical Information System (GIS) and Geographical Positioning Satellite (GPS) mapping of

KCSAP activities will specifically will improve on; (i) Data Collection and Data management; (ii)

Mapping of all POINTS OF INTEREST (Photos included for increased accuracy); (iii) Spatial Analysis;

(iv) Maps and Spatial Analysis in support of Communications and project Website; (v) Activities

and Asset Monitoring; and (vi) Planning and Environmental Monitoring.

Concluding remarks and way forward by National Project Coordinator, Mr. Francis Muthami

Mr. Muthami thanked the participants for their active participation during the induction

workshop. He impressed the Chief Finance Officers and Accountants in the implementing


Counties to be proactive to understand and internalize the project process and consult on

matters unclear form the NPCU officer.


QUESTION AND ANSWER SESSION

Presentations Question

Answer

Strengthening Climate Smart Agricultural Research and Seed Systems

How do you handle data cheating during collection especially of rainfall? What strategies are in place to ensure a collection of data?

Automated data collection system that will take care of data cheating/inflammation/manipulation. Monitoring will be done at weather stations; data collected automatically and transmitted to data centers and the transmission will be real time.

How are you going to handle the delays in exchequer issues by the Treasury which is bound to delay the implementation process?

The problem will be/is been addressed by the National treasury and World Bank.

Where is the role of baseline surveys at the initial stage of the activities?

To be done by consultant and it is an activity for the NPCU.

Extension methodology: at what point will the FFS/PFS approach be applied in service delivery.

All the models in extension will be adopted.

How does the CPCU address the issue of SPO in the pre-contractual activities?

The CPCU will carry the costs of all the pre-contractual activities.

Labour is key in agricultural productivity, What is/can research include in TIMPs to address labour problems to increase agricultural productivity and enhance resilience?

During the development of TIMPs socioeconomics issues are taken into account. The socioeconomics considerations include farmer economic status, inputs access, labour cost and availability and capacity outlay.

How will TIPMs carry out Impact Evaluation in adoption of TIPMs, that is, what are the indicators?

The main or key performance indicators for component 2 (Research and innovations) include: (a) Number of TIMPs developed; (b) Number of farmers adopting at least one CSA TIMP; and (c) Number of TIMPs adopted.

What design is put in place to appreciate/differentiate indigenous knowledge (IK)?

IK has to be brought out during constraint identification. There is no specific design for this.

What is the project position on research farmer innovations- the research level on farmer innovations that is, social innovations on labour in agriculture?

Value chain based research constraints identification and prioritization is largely participatory. This approach takes into account the stakeholders’ interest and therefore experiences and innovations from farmers.

Will there be need to harmonize the different threshers with various modification done by various partners? Who will be responsible for harmonization?

All will be considered for validation by the KCSAP/both at County and Secretariat

As we assess TIMPs it is good to give a chance for testing Indigenous Technology and Knowledge (ITK)

This will be incorporated in the validation trials where applicable. However, ITK may not be comparable to TIMPs directly.

Certain value chains have not been considered in the TIMPs yet they are significant for example the poultry value chain?

The poultry value chain has/been addressed within the project. Five different breeds have already been identified; Breeders will be engaged to look at the local poultry mainly; and there is need to improve on brooding, mortality and feeding/feed formulations/rations.

Breeding on livestock especially for the NEDI Counties does take time even post- project timeframe.

Advanced technologies will be applied to fast tract the process.


What are the projects interventions and considerations on addressing Youth perception on agriculture?

Youth perception is largely contributed by a lack of understanding of the importance of agriculture and agricultural research. The project to proof the importance through results. There is a document ‘Kenya Youth in Agriculture Strategy’ that details what interest the youth and how agriculture can be made attractive for the youth in Kenya.

What will the project do in terms of zoning for various diseases?

Seek support of policy makers on zoning disease free areas in livestock

What are the trainings opportunities in Component 2 not targeting on-research persons for example procurement, audit and accounts?

Component 2 training opportunities supports mainly research which supports the TIMPs

Supporting Agro-weather, Market, Climate and Advisory Services

Sustainability of data collection activities. Sensitize the County governments of the importance of data and develop a mechanism to assist them collect and analyse data. Have a mechanism for spot check at the markets for prices as well as volumes/quantities.

The availability of inadequate data especially market data

The project will support data collection in 5 markets at different nodes: middlemen/brokers, wholesalers, retailers and stockists through identified market superintendents.

Will the project have a national outlook in terms of market information collection and dissemination?

Yes, the project will map markets with county staff and where staff is not deployed enumerators will be engaged.

Participatory Contract Workshop and Contracting of Service providers

How does the CPCU address the issue of SPO in the pre-contractual activities?

The CPCU will carry the costs of all the pre-contracting activities.

Mainstreaming Environmental and Social safeguards

Environmental and Social safeguards variables not captured in the results chain presentation

The presentation was not exhaustive however the information is captured in the specific manuals in the PIM

How will household data be collected and will it have provision for geo-referencing?

Data will be collected using the ODK platform which is digit and use an android platform through tablets or phones and the platform has geo-referencing capabilities.

How do we address issues of compensation or cases where a dam may attract wildlife which affect the community negatively?

Dams qualify for Environmental Impact Assessment and those problems should be foreseen and mechanisms put in place. However, in all cases there should be deliberate effort to identify project sites that could have no or minimal negative impacts.

Mainstreaming nutrition in the KCSAP Project

Striking the balance in nutritional messages. That is, promoting processes foods such as flour fortified against whole grain flour. Why food fortification is not being approved in curbing the high prevalence of micronutrients deficiency.

We need to promote nutrient dense foods as oppose to processed foods.


What are the remedies that we should come up with to resolve the issues of stunted growth in children below 5 years.

Integrate nutrition and agriculture. In most rural counties in Kenya, large proportion of population (>70%) are youth as compared to the aged. However, the youth have less interest in venturing in agriculture. It has been stated that the youth do not have ownership to land. Then how do we support the paradigm shift in order to make youth gain interest (other than transferring title deeds to them)?

It has been rightly observed that most of our children (over 30%) and even adults are malnourished. How do we ensure that people especially children get a balanced diet? This is because most of the nutritious food stuffs are a challenge to access or expensive.

Food products with high Zinc levels are few. There is need for sensitization on foods because, for example, water melon seeds are thrown when eating the fruit yet the seeds are highly nutritious.

Expound on the provided statistics variances between the quantiles in nutrition visa vis the organic food

?

Principles of good work ethics and conduct

Ministry is supporting membership to professional bodies. Are parastatal employees covered in this and is ICPAK and ICPSK among the professional bodies?

MoA professional should be supported as directed by the PSC. Parastatal professional can be supported through their respective parastatals since budgetary support is required.

The Public Officers’ Ethics ACT, 2003, Cooperative officials are defined as public officers. Are Cooperative officers therefore subject to the PSC&E, 2016 code?

Yes, they are subjected.

Group dynamics

Social Accountability and Integrity Committee (SAIC) and complain handling and resolution committee not captured in the presentation. Is the SAIC the same as Audit Committee?

The two, SAIC and Audit Committee are different outfits. Complains are taken care of by the supervisory committee

Why would cooperatives be the way to go given the challenges they have and continue to face?

The new Legislation, Cooperative ACT 2015 promotes more accountability for cooperatives management

Investment and Matching grants

Are there strategies in place to assist both KEWAF and SDC to strengthen their capacity to the cooperatives and farmer associations?

Yes, will continue to build synergies and engage partners being that they are part of the various committees. Initially there were conflict of interest between the project and the cooperatives but harmony has been restored.


WORKPLANNING AND BUDGET SESSION

The participants broke into groups to finalize the draft work plans and budgets that they had

shared earlier with the Lead, Monitoring and Evaluation officer (Mr. John Nginyagi) NPCU.

Three groups were formed and supervised by the NPCU officers.

Significant progress was made by conclusion of the workshop. The M&E officer assigned a

satisfactory rate to the work plans and budgets. The lead, procurement also gave much needed

guidance on development and summarization of the procurement plans.


The National Project Coordinator, Mr.

Muthami, expressed satisfaction on the

achieving the workshop objective. He lay

emphasis on the implementing persons,

especially at the CPCU node, at County level

to take time to understand and internalize

the project. He remarked that the NPCU will

run on an open door policy and therefore

queries, clarity are welcomed as it is the

KCSAP family declaring to fly as one just as

the geese do.

Way forward by Mr. Nginyangi, Leader M&E

My. Nginyangi requested all CPCUs’ to finalize their budgets and include all changes

effected during the workplanning and budget session.

Once work plans and budgets are finalized they should submit as soon as possible.

Money may be disbursed in 2 – 3 weeks’ time.

There was a proposal on an exchange platform to be created for the implementing

Counties partners within the project to communication on the goings during project

period. However, no one was tasked but NPCU should take it up and bring it to realization.

The CPCU should beginning/continue sensitizing their respective Counties on the project

objectives and identify who within the County organization structure are positioned to

collaborate favourably to positively achieve the project objectives during

implementation.

The National Project Coordinator official closed the workshop.

Documents

INDUCTION AND WORK-PLANNING AND BUDGETING WORKSHOP