Economic Empowerment of Women through Climate Smart Agriculture 2019-2022

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Contents

Definition of Terms ............................................................................................ 3

Abbreviations ..................................................................................................... 3

Executive Summary ........................................................................................... 4

1.0 Situation Analysis: Kenya ........................................................................ 6

1.1 Context of the Project .............................................................................................................................................. 6

1.1.1 Map of target country and project sites ..................................................................................................... 6

1.1.1 Country context ....................................................................................................................................................... 6

Overview of the current situation .............................................................................................................................. 7

1.2. General Information on Organization ...................................................... 8

1.2.1 Overview of Organization HQs ...................................................................................................................... 8

1.2.2 Overview of country office in target country............................................................................................ 9

1.2.3. Strategies and activities for responding to the problem ................................................................. 10

1.2.4. Organization’s capacity on implementing the project ...................................................................... 10

1.2.5. Cooperating organizations in target country ........................................................................................ 11

1.3 Justification ................................................................................................ 12

1.4 Problem Statement ..................................................................................... 12

1.4.1 In-depth situation analysis at the project site ....................................................................................... 12

1.4.2 Assistance from other organizations to the project site ................................................................... 14

1.5 Needs Assessment ...................................................................................... 15

1.5.1 Description of target group (beneficiaries) and stakeholders ........................................................ 15

1.5.2 Needs of beneficiaries ....................................................................................................................................... 16

1.5.3 Justification for intervention ........................................................................................................................... 16

1.6 Feasibility of the Project............................................................................. 17

1.6.1 Relevance ................................................................................................................................................................. 17

1.6.2 Effectiveness ........................................................................................................................................................... 17

1.6.3 Efficiency .................................................................................................................................................................. 17

1.6.4 Impact ....................................................................................................................................................................... 17

1.6.5 Sustainability .......................................................................................................................................................... 18

Transition or Exit Strategy (measures for ensuring sustainability) Error! Bookmark not defined.

Dimensions and expected levels of sustainability ................................Error! Bookmark not defined.

1.6.6 Cross-cutting issues ............................................................................................................................................ 19

2.0 Project Description ..................................................................................... 19

2.1 Goal and Objective ..................................................................................... 19

2.2 Expected Results ........................................................................................ 20

2.2.1 Logical framework of the project ................................................................................................................. 20

2.2.2 Expected outcomes ............................................................................................................................................. 20

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2.2.3 Expected outputs ................................................................................................................................................. 20

2.3 Project Activities ........................................................................................ 20

Outcome 1: ....................................................................................................... 20

Output 1.1 .......................................................................................................................................................................... 21

Output 1.2 .......................................................................................................................................................................... 21

Outcome 2: ....................................................................................................... 22

Output 2.1. ......................................................................................................................................................................... 22

Output 2.2. ......................................................................................................................................................................... 22

Outcome 3: ....................................................................................................... 23

Output 3.1 .......................................................................................................................................................................... 23

Output 3.2 .......................................................................................................................................................................... 23

2.4 Project Implementation .............................................................................. 23

2.4.1 Implementation structure ................................................................................................................................ 23

2.4.2 Legal status of cooperating organizations .............................................................................................. 24

2.4.3 Responsibilities of cooperating organizations ....................................................................................... 24

2.4.4 Communications plan among all stakeholders ..................................................................................... 25

2.4.5 Work plan and time frame .............................................................................................................................. 26

2.4.6 Budget plan (evidence-based) ....................................................................................................................... 27

2.5 Result Management Plan ........................................................................... 28

2.5.1 Risk management plan (see table below) ................................................................................................ 28

2.5.2 Knowledge management plan ...................................................................................................................... 31

2.5.3 Monitoring and evaluation plan ................................................................................................................... 31

2.6 Partnership with Donors ............................................................................ 36

2.6.1 Meetings with KOICA country offices in Kenya..................................................................................... 36

2.6.2 Plan for Reporting, meeting, ceremony (etc.) ........................................................................................ 36

Appendix 1. Problem and Solution Tree Diagram -Kenya ............................... 37

Appendix 2. Logical Framework - Kenya ......................................................... 40

Appendix 3.1. Work Plan and Time Table (as a whole) - Kenya ...................... 51

Appendix 3.2. Work Plan and Time Table (Detailed) - Kenya ......................... 52

Appendix 4. Budget Allocation - Kenya ........................................................... 59

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Definition of Terms

Gender equality: is equal participation of women and men in decision making, equal ability to exercise

their human rights, equal access to and control of resources and the benefits of development and equal

opportunities in employment and all aspects of their livelihoods.

Gender equity: is fairness in treatment for women and men, according to their respective needs.

Equality and equity both need to be considered in designing CSA interventions.

CSA/CRA: in this proposal, Climate Smart Agriculture/Climate-Resilience Agriculture are used

interchangeable and broadly defined as approaches that helps to guide actions needed to transform and

reorient agricultural systems to effectively support development and ensure food security in a changing

climate. FAO also defines CSA as an as an agriculture that “sustainably increases productivity, enhances

resilience, reduces/removes greenhouse gas emissions, and enhances the achievement of national food

security and development goals”.

Gender-responsive policy and practice recognize and address specific needs and realities of women

and men based on the social construction of gender roles.

Gender-transformative interventions seek to transform gender roles and promote more gender-

equitable relationships between men and women.

Abbreviations

ASAL Arid and Semi-Arid Land

CCA Climate Change Action

CIDP County Integrated Development Plan

CO Chief Officer

CPP Country Programme Paper

CRA Climate-resilient Agriculture

CSA Climate Smart Agriculture

CSO Civil Society Organization

DRM Disaster Risk Management

DRR Disaster Risk Reduction

ECO-DRR Ecosystem-based Disaster Risk Reduction

EDE Ending Drought Emergencies

ESA East and Southern Africa

FAO Food and Agriculture Organization of the United Nations

FFS Farmer Field School

GDP Gross Domestic Product

GII Gender Inequality Index

HOM Head of Mission

HSNP Hunger Safety Net Programme

HQ Head Quarters

JAS Joint Agriculture Secretariat

JFFLS Junior Farmer Field and Life Skills

KAP Knowledge, Attitude, and Practice

M&E Monitoring and Evaluation

MCA Member of County Assembly

MTP Medium Term Plan

NAP National Adaptation Plan

NDMA National Drought Management Authority

NGO Non-Governmental Organization

NRM Natural Resources Management

PM Project Manager

PMU Project Management Unit

POM Programme and Operations Manual

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Executive Summary

Kenya’s vision to become a middle-income country with sustained annual economic growth

rate of at least 10 percent by 2030 is highly dependent on the transformation of its agricultural

systems to make them more productive, resilient, and competitive in generating incomes under

a changing climate. Yet, the agricultural systems are highly vulnerable to extreme weather

events and climate variability which have led to a decline in crop and livestock production, loss

of livelihoods, and as well the degradation of natural resources. Particularly, the arid and semi-

arid lands (ASALs) are the most affected by the impacts of climate change accelerating the

already existing vulnerabilities and poverty levels.

In agricultural systems, and in the ASALs, gender issues remain an unresolved challenge but

also an untapped potential for ensuring gender-transformative development processes that

target women and other marginalized members of the community. This project seeks to

promote an approach to agricultural transformation in a changing climate in the Kenyan ASALs

that ensures engendered responses to climate change and to resilience building. The overall

goal is to enhance gender-sensitive adaptive capacity of selected ASAL counties to climate

change and strengthen women’s capacity to meaningfully engage in climate smart

agriculture. This is an approach that sustainably increases productivity, enhances resilience,

reduces/removes greenhouse gas emissions, and enhances the achievement of national food

security and development goals.

The focus on engendering adaptive responses and resilience building in the agriculture and

related policies, strategies, and systems is based on the premise that the agriculture sector

continues to be the most significant in the Kenyan economy, yet the most affected by the

impacts of climate change. As of 2016, the sector contributed for over 26 percent of GDP, 20

percent of employment, 75 percent of the labor force, and about 50 percent of exports revenue1.

In the same year, the sector registered a decelerated growth of 4.4 percent from a revised

projected growth of 7.2 percent. Further reduction of 4.0 percent is projected in 2017,

occasioned by insufficient rains during the rainy period. On the other hand, there is evidence

that efforts to address gender differences in agriculture in the context of climate change result

have tremendous multiple gains. The Food and Agriculture Organization (FAO) of the United

Nations estimates that if women had the same access to productive resources as men, they

could increase yields on their farms by 20–30 percent; raise the total agricultural output by 2.5–

4 percent and reduce the number of hungry people in the world by 12–17 percent2. Further,

closing the gender gap in climate-smart agriculture (CSA) could generate significant gains for

the agriculture sector and society at large. Hence, the proposed project focus to increase

investments in women’s capacities to ensure more equitable access to assets and productive

resources would strengthen women’s rights and coping potential with increased climate

variability. Specifically, the project will seek to invest in building the capacities of the

national and county level institutions to ensure the engendering and implementation of climate-

smart agriculture (CSA) policies will ensure the sustainability of such efforts. The project is

aligned with the national policies and strategies specifically, the Climate Smart Agriculture

1 Socio-economic Atlas of Kenya: http://www.kenya-atlas.org/ 2 FAO (2011) The State of Food and Agriculture 2010-2011: Women in Agriculture – Closing the Gender Gap for

Developing Countries. Rome: Food and Agricultural Organization

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Strategy, the Ending Drought Emergencies (EDE) framework, and the National Adaptation

Plan (NAP). Specifically, this project will support the Kenyan government to achieve two

objectives of the NAP: i) integrating climate change adaptation into national and county level

development planning and budgeting processes and; ii) enhancing resilience of vulnerable

populations to climate shocks through adaptation and disaster risk reduction strategies.

The project led by UN Women Kenya seeks to complement and build on ongoing CSA work

by FAO in six counties selected from the 23 ASAL counties namely Marsabit, Kitui, Samburu,

Laikipia, West Pokot, and Baringo and will engage and collaborate with national and county

governments, non-governmental organizations, private sector, and community-based

organizations, especially those led by women. The Project budget is US$4 Million over a period

of 4 years covering policy, institutional and behaviour change, incentives for investments in

CSA, and empowering women’s voices in CSA.

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1.0 Situation Analysis: Kenya

1.1 Context of the Project

1.1.1 Map of target country and project sites

Figure 1

1.1.1 Country context

According to the 2016 Human Development Report, Kenya’s population was estimated at 46

million, with 67.7 percent living in rural areas and 32.3 percent in urban areas3. It has Human

Development Index score of 0.509 for 2011, placing it at 143 out of 187 countries. The

national poverty level is high at 45.9 percent. Kenya has an overall Gender Inequality Index

3 UNDP (2016) Human Development Report

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(GII) score of 0.6514; with considerable regional disparities. Counties located in the arid and

semi-arid lands (ASALs) have a high GII score. The country has a land area of 580,728km2,

out of which approximately 80 percent is classified as arid and semi-arid lands (ASALS). The

ASALs support almost 30 percent of the total national population and 70 percent of the

livestock production.

Overview of the current situation

Agriculture is the backbone of Kenya’s economy contributing directly about 26 percent of the

gross domestic product (GDP) and another 27 percent indirectly. The sector accounts for more

than 75 percent of informal employment in rural areas5. The sector is key to meeting the

challenges of feeding a growing population, creating wealth, and reducing poverty and

managing the degradation of natural resources6. However, agricultural productivity has been

stagnating in recent years, while the population has been growing. This poses critical

challenges to food security in a country already reliant on imports and where up to 4 million

people receives food aid annually. Moreover, only about 20 percent of Kenyan land is suitable

for farming, and maximum yields have not been reached in these areas, leaving considerable

potential for increases in productivity. Most smallholder farmers work without basic

agricultural inputs or updated technology and lack adequate financial or extension services.

Kenya’s vision to become a middle-income country with sustained annual economic growth

rate of at least 10 percent by 2030 is highly dependent on the transformation of its agricultural

systems to make them more productive, resilient, and competitive in generating incomes under

a changing climate1. Yet, the agricultural systems are highly vulnerable to climate variability,

which have led to a decline in crop and livestock production, loss of livelihoods, and as well

the degradation of natural resources. In 2016, the agriculture sector registered a decelerated

growth of 4.4 percent from a revised projected growth of 7.2 percent. Further depression of 4.0

percent is projected in 2017 occasioned by a recurring drought. While the Government of

Kenya recognizes the need to address climate adaptation and resilience building among the

most vulnerable communities and has developed policies and strategies such as the Climate

Adaptation Plan, the Climate Smart Policy and Ending Drought Emergencies framework, there

remains a gap in engendering the adoption, implementation and monitoring of these policies

and strategies.

In Kenya, women account for 75 percent of the labor force in smallholder agriculture, manage

40 percent of small farms, and play a major role in food preparation and storage. However,

women already face multiple structural challenges: even though they are the main producers

of food, women in agriculture own fewer assets and have access to less land, fewer inputs, and

fewer financial and extension services than men, limiting their rights, potential, and well-being,

as well as their capacities to build climate resilience. Compounded by the insufficient public

and private investment in building community resilience, women are at risk of being trapped

in a downward spiral as they confront climate change and its related impacts on agriculture. In

addition, because women are traditionally poorer, and because of the structural barriers with

which they must contend in accessing land and productive resources, they have less ability to

4 UNDP, (2013) Seventh Kenya National Human Development Report, ‘Climate Change and Human Development: Harnessing Emerging Opportunities’

5 Agricultural Sector Development Strategy, 2010

6 Kenya Climate Smart Agriculture Strategy, 2017 – 2026

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adapt to climate change. Lack of capital and information, and limited ownership of land

prevents them from adopting climate-resilient agricultural techniques and implementing

innovating and adaptive technology.

Figure 2

Agro-ecological zones of Kenya, Soil Survey Jul. 2008 Mean annual rainfall (mm) Kenya Soil

Survey, Oct. 2009

1.2. General Information on Organization

1.2.1 Overview of Organization HQs

UN Women is the UN organization dedicated to gender equality and the empowerment of

women and girls. The founding resolution (General Assembly resolution 64/289) provides UN

Women with a “triple mandate”: to promote and develop normative frameworks; 7 to

coordinate the UN system’s work on gender equality and gender mainstreaming;8 and, under

the guidance of the Resident Coordinator, lead and coordinate the work of UN country teams9

to advance implementation of the Beijing Platform for Action, CEDAW, and Security Council

Resolutions such as 1325 and 2242 (2015).

UN Women has presence in 81 countries and the global Strategic Plan (2018 – 2021) has five

outcomes that are prioritized and implemented according to country context. The five

interdependent and interconnected outcomes are 1) women’s leadership and participation: 2)

women’s income security, decent work and economic autonomy; 3) women and girls live a life

free from all forms of violence; 4) women and girls contribute to and have greater influence in

building sustainable peace and resilience; and 5) women and girls benefit equally from the

prevention of natural disasters and conflicts and humanitarian action. UN Women focuses on

six types of support in its operational activities: i) normative support; ii) UN coordination for

gender equality and women’s empowerment; iii) integrated policy advice; iv) capacity

7 GA Resolution 64/289, Articles 51(a) and (b). 8 GA Resolution 64/289, Articles 52 and 53. 9 GA Resolution 64/289, Articles 49, 51(b), (51(c) and 56.

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development; v) advocacy and social mobilization; and vi) technical assistance for essential

services.

UN Women relies on four comparative organizational strengths to implement its mandate

namely: UN Women’s ability to link global and national policies for gender equality and

women’s empowerment; UN Women possesses the largest pool of expertise in gender equality

and women’s empowerment in the UN and acts as a global knowledge-hub; UN Women’s

longstanding relationship with women’s organizations; and UN Women’s comprehensive

contribution across the three pillars of the UN (peace and security, human rights and sustainable

development).

The global UN Women 2018-2019 integrated budget includes $794.3 million for development

activities from a total of $ 948.0 million. This is approximately 84% of the total budget.

FAO10 is an intergovernmental organization present in over 130 countries. The Organization

is comprised of 194 Member States, two associate members and one-member organization –

The European Union. As an inter-governmental organization with a huge resource of technical

expertise, FAO has a clear comparative advantage in implementing components of the project

relevant to her mandate.

FAO's activities comprise five main areas: i) Putting information within reach and supporting

the transition to sustainable agriculture; ii) Strengthening political will and sharing policy

expertise; iii) Bolstering public-private collaboration to improve smallholder agriculture; iv)

Bringing knowledge to the field; and v) Supporting countries prevent and mitigate risks.

The FAO global budget for 2016-2017 was USD 2.6 Billion. Of this amount, 39 % were

contributions paid by member countries, while 61% was mobilized through voluntary

contributions from members and other partners.

1.2.2 Overview of country office in target country

UN Women Kenya Office operationalizes the global UN Women strategy at the national level

with an annual budget of 10 Million USD. The UN Women Kenya country strategy is fully

aligned with Kenya’s Vision 2030, the third Mid-term Plan and the UN Development

Assistance Framework (UNDAF).

In the current project and reflecting the principles of the UN delivery as one model, UN Women

will be the implementing partner and FAO the UN collaborating organization with a view to

integrate gender into CSA. As the implementing Partner, UN Women will be responsible and

accountable for managing the project, including the monitoring and evaluation of project

interventions, achieving project outputs, and for the effective use of designated resources.

Tapping on agencies’ comparative advantages, UN Women will enter into agreement with

FAO. Internal coordination and engagements mechanisms will ensure that the project is

implemented efficiently towards realization of results at different levels.

The project proposes to establish a Project Management Unit (PMU), which will be staffed by

UN Women and will incorporate technical advisors and thematic specialists on CSA seconded

by FAO. At the technical level, the project will continue to coordinate closely with government

10 http://www.fao.org/about/how-we-work/en/

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agencies at national and county level and local civil society organisations and service providers.

At the county level, the project will utilize existing structures (FAO county offices) and the

technical expertise of the County staff and outsource from Non-Governmental organization if

need be.

1.2.3 Strategies and activities for responding to the problem

• Taking a comprehensive approach that pursues the achievement of gender equality

and women’s empowerment in its entirety, built on the premise that progress in one

area leverages achievements in another, as preventing violence against women

contributes to their enhanced participation in public life and vice versa; or women’s and

girls’ right to education or women’s sexual and reproductive health and reproductive

rights contribute to the fulfilment of women’s economic rights, independence and

empowerment.

• Leveraging the mutually reinforcing benefits between gender equality and

women’s empowerment and all dimensions of sustainable development. Accordingly,

UN Women works to support the achievement of SDG 5 and all its targets and

contributes to the gender-responsive implementation of the 2030 Agenda, which

galvanizes results across all SDGs.

• Adopting a human rights-based approach in line with international standards and

leaving no one behind by: addressing inequalities and discrimination; meaningfully

involving beneficiaries, including women’s organizations, and other agents of change,

such as men and boys; and responding to the circumstances of the poorest and most

excluded women, including those facing marginalization and multiple and intersecting

forms of discrimination. The 2030 Agenda calls for attention to youth, persons with

disabilities, people living with HIV/AIDS, older persons, indigenous peoples, refugees

and internally displaced persons and migrants;

• Responding to requests for support from Member States in line with the imperative

of national ownership, aligning with national priorities based on national development

plans and strategies, and supporting national capacity development as a key strategy for

sustainable development;

• Providing technical, institutional and financial support to all Member States, at

their request, across all levels of development and in all regions based on the principle

of universality, with context-appropriate presence;

• Leveraging the normative support and UN coordination and coherence and acting

as a catalyst in building partnerships in support of gender equality and women’s

empowerment;

• Demonstrating accountability for results, transparency and cost effectiveness.

1.2.4. Organization’s capacity on implementing the project

The UN Women office in Kenya has currently 45 staff of which 10 are seconded to key

Government institutions in the national and county levels. UN Women Kenya is working with

National Drought Management Authority (NDMA) to strengthen gender mainstreaming in

their drought risk reduction interventions. UN Women has also been working with counties

such as Turkana, Marsabit and Baringo that are highly affected by climate-induced disasters to

develop their capacities on gender mainstreaming and to integrate gender concerns into their

disaster risk reduction and climate adaptation programmes. This project will expand and build

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upon the ongoing interventions to ensure that women and youth are engaged in climate

adaptation programmes to promote their resilience to future shocks.

The Food and Agriculture Organization of the United Nations (FAO) is a key stakeholder in

the agricultural sector in Kenya. FAO has been working with the Government of Kenya (GoK)

in all aspects of food security and agriculture for decades, even before the FAO country office

was established in 1977. Given FAO’s mandate and its expertise in agriculture and natural

resource management in Kenya, the Organization is uniquely positioned to support the

continued development of the agricultural sector in the country and therefore positively impact

the lives and livelihoods of the majority of Kenyans.

FAO-Kenya collaboration aims at creating a more competitive and productive agricultural

sector and increase food security for Kenyans. FAO's assistance focuses on five outcomes:

Agriculture-based livelihoods and sectors are supported by an enabling policy, strategy and

investment environment that promotes equality and inclusivity; Productivity of medium- and

small-scale agricultural producers is increased, diversified and aligned to markets;

Management of land, water and other natural resources is improved for enhanced food security

and socio-economic development at national, county and community levels; Livelihood

resilience of targeted, vulnerable populations is improved; Access to and use of information,

innovation and a global pool of knowledge and expertise drive holistic growth in the

agricultural sector.

Specifically, FAO has a wealth of experience and knowledge through many years of working

in Kenya’s ASALs. This is supported by a global pool of expertise, which will be used to

provide technical backstopping to the project in areas pertaining to quality assurance of inputs

and the roll-out of early warning systems and the NRM activities. FAO will draw on lessons

learned from past innovations such as conservation agriculture, management of the invasive

Prosopis juliflora species through charcoal value chain development, and extension services

through radio-based trainings, among others. FAO has established county offices in most of the

project target areas.

1.2.5 Cooperating organizations in target country

Both UN Women and FAO will leverage on their mandates and existing expertise in CSA and

CCA and partnerships with National and County governments, non-state actors (civil society

and private sector) and other UN organisations. Both agencies subscribe to UN principle of

delivering as one under the UNDAF and will hence ensure resource efficiency and

effectiveness.

The project is tapping into UN Women and FAO’s comparative advantages and mandates

towards the successful delivery of specific project results. As an inter-governmental

organization with a huge resource of technical expertise, FAO has a clear comparative

advantage in implementing components of the project relevant to her mandate.

Specifically, FAO has a wealth of experience and knowledge through many years of working

in Kenya’s ASALs. This is supported by a global pool of expertise, which will be used to

provide technical backstopping to the project in areas pertaining to quality assurance of inputs

and the rollout of early warning systems and the NRM activities.

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1.3 Justification

Given that agricultural production remains the main source of income for most rural

communities, the increased risk of crop and livestock production failure, associated with

increased frequency of extreme climate events, poses a major threat to food security and

poverty reduction. Adaptation of the agricultural sector to the adverse effects of climate change

is thus an important priority, to protect and improve the livelihoods of the poor and to ensure

food security. With little resilience to climatic changes, economic and social shocks,

smallholder farmers in ASAL counties have become extremely vulnerable to food insecurity.

Further, climate change increases the uncertainty as most of the households are unaware of the

fast-changing environment.

Considering that the agricultural sector is populated with many actors supporting the promotion

of CRA in the country, most interventions have challenges reaching out to the most vulnerable

including women as they are not informed by gender analysis and lack specific gender

interventions. This project complements and strengthens these efforts by placing an emphasis

on promoting of gender-sensitive CSA solutions in the country. The project intends to ensure

that it reaches the rural women thereby inherently strengthening the adaptive capacities of

vulnerable groups of people in the community to climate change and variability.

A long-term perspective to climate resilience and CSA entails continuous political and financial

commitments which will increasingly use public funds from national and subnational levels to

substitute development cooperation. External funding will be used to continue supporting

initial costs of innovative approaches for the most vulnerable and transaction costs for

knowledge sharing and replication of already tested practices.

1.4 Problem Statement

1.4.1 In-depth situation analysis at the project site

Overall, the project is being premised on the following theory of change that: if (1) climate

smart agriculture and climate adaption are gender responsive; if (2) women have access to

climate-resilient livelihoods, productive assets, technologies, and skills, and this is supported

by enabling social norms and practices; then (3) women and girls affected by climate change

will play a leadership role and benefit from CSA and climate change adaptation (CCA) efforts;

because (4) adaptive capacity to climate change will be enhanced and women’s rights and

needs will be at the center of climate-smart agriculture and climate adaption strategies and

priorities.

Kenya has in recent years had its share of climate-related impacts: prolonged droughts; frost in

some of the productive agricultural areas; hailstorms; extreme flooding; receding lake levels;

drying of rivers and other wetlands, etc. leading to large economic losses, and adversely

impacting food security,11 and exacerbating poverty. These adverse impacts are compounded

by local environmental degradation, primarily caused by habitat loss due to land use changes,

pollution, deforestation, and overgrazing. Forest cover, for example, has reduced from 12

percent in the 1960s to 6 percent today.

Drought is by far the most pervasive climate-induced perennial challenge affecting millions of

Kenyans. Statistics indicate that between 1975 and 2011, there were at least ten serious

11 Adaptation Technical Analysis Report, 2012

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droughts, three of them in the last fifteen years (2005–2006, 2008–2009, and 2010–2011). On

average between one and two million people are affected annually and in need of humanitarian

support12. Currently (in 2017), the country is yet again faced with severe drought due to the

El Nino/La Nina induced phenomenon. Over 3.4 million people in 23 ASAL counties have

been affected and need humanitarian assistance. Table 1 shows the costs of humanitarian aid

because of drought.

Table 1. Cost of humanitarian aid (1998-2011)13

Drought Event Number of people affected

(millions)

Humanitarian aid

(GoK and external, USD)

2011 3.75 427,400,000

2009 3.79 432,500,000

2006 2.97 197,000,000

2003–2004 2.23 219,100,000

1998–2001 3.20 287,500,000

Women face multiple structural challenges in Kenya, with an overall Gender Inequality Index

(GII) score of 0.65114; with considerable regional disparities. Counties located in the arid and

semi-arid lands (ASALs) have a high GII score. Even though they are the main producers of

food, women in agriculture have they own fewer assets and have access to less land, fewer

inputs, access to land, and fewer financial and extension services than men, limiting their rights,

potential, and well-being, as well as their capacities to build climate resilience. As such, women

farmers are at risk of being trapped in a downward spiral as they confront climate change, given

the insufficient capital and information, prevents them from adopting climate-resilient

agricultural techniques and implementing innovating and adaptive technology. The specific

challenges facing women demand to be met through increased agricultural productivity and

resilience to climatic shocks. Such improvements can release female farmers from the vicious

cycle of poverty and food insecurity.

Despite the existence of global and national frameworks that promote gender equality and

women’s empowerment, there are still structural barriers that impede effective gender

mainstreaming and gender responsive legal frameworks, policies and programmes into policy

and practice. Some of the factors are:

➢ Gender issues including in climate adaptation strategies and programmes attract the least

funding and stand the greatest chances of being dropped in resource constrained

environments.

➢ Limited knowledge on gender and skills on how to mainstream and implement gender-

transformative policies

➢ Discriminatory attitudes and gender stereotypes deeply-rooted in patriarchal systems,

resulting unequal power relations and gender-based violence

➢ Unequal leadership and participation of women in decision-making at all levels (lack of

political voice).

An existing gender gap in agriculture affects women and men differently across a wide range

of assets and resources as well as experiences and responsibilities. Discriminatory social norms

and practices, together with inequitable power dynamics at different levels (household,

community, national and global) lead to women’s and men’s differential access to agricultural

12 Republic of Kenya, Ending Drought Emergencies Common Programme Framework: 2015 13 Ending Drought Emergencies – Common Framework Programme, 2014, pg. 6 14 UNDP, (2013) Seventh Kenya National Human Development Report, ‘Climate Change and Human Development: Harnessing Emerging

Opportunities’

14

resources, climate services and information.

Further, there are 4 million people living with disabilities in Kenya, representing 15% of the

population (World Bank & World Health Organization, 2011). More than 2 million people that

live with disabilities are women. Of these people, only 39% have attended a mainstream

primary school, and only 9% have attended high school (Kenya National Survey for Persons

with Disabilities, 2008).

UNESCO estimates that 75% of women with disabilities are unemployed, and if in

employment, earn significantly less than non-disabled women. Studies conducted by

organizations in Kenya show that women girls with disabilities face disproportionately higher

rates of gender-based violence, sexual abuse, neglect, maltreatment, and exploitation. Studies

further show that women and girls with disabilities are twice as likely to experience gender-

based violence compared to women and girls without disabilities.

1.4.2 Assistance from other organizations to the project site

Partnerships

The project will be implemented by UN Women in conjunction with FAO15 with key focus of

strengthening institutional capacity of Ministry of Agriculture on gender-responsive policy

planning, implementation and monitoring, NDMA and county and community-level

institutions.

In Kenya with support from Rockefeller Foundation, UN Women is implementing a pilot

project on upscaling rural technologies for women farmers/increasing access to post harvest

technologies to women farmers that involved strong partnership with the Jomo Kenyatta

University for the fabrication of gender sensitive appropriate technology for women and

training women on the use of such technology. Furthermore, UN Women will be able to

leverage on her mandates and existing expertise in CSA and CCA and partnerships with

National and County governments, non-state actors (civil society and private sector) and other

UN organisations to implement this project.

Alignment

In Kenya, the project is aligned to several national and county-level policies, strategies and

programme frameworks. The major ones to which this project directly aligns include: i)

Climate Change Act (2016); ii) Climate Smart Agriculture Strategy 2017- 2022; iii) Kenya

National Adaptation Plan(NAP) 2015-2030; iv) County Programme Paper for Ending Drought

Emergencies (CPP); and v) National Policy on Gender and Development (2016). These

strategies/policies are designed to guide the development of the County Integrated

Development Plans (CIDPs) and will impact on the implementation of Kenya Vision 2013

strategy, MTP II and SDGs. This project will endeavour to support the cascading of climate

adaptation components of the stated policies for inclusion into the County Integrated

15UN Women will use existing FAO structures at County level to engender policy processes and support the engendering of e

xtension services to community members through UN Women PMU staff seconded, consultants or implementing partners. FAO has existing structures at County level including county offices in Kitui, West Pokot, Laikipia and Marsabit which serves Samburu. Baringo County will be easily served from West Pokot County office. During implementation, the project will endeavour to utilize existing structures and the technical expertise of the County staff and outsource from Non-Governmental organization if need be. FAO has established good working relationship with the Counties governments where they outsource technical expertise from the government through secondments.

15

Development Plans (CIDPs).

1.5 Needs Assessment

1.5.1 Description of target group (beneficiaries) and stakeholders

Direct beneficiaries

The project aims to strengthen the Kenyan government’s capacity to provide a gendered

perspective and promote gender equity and equality in the adoption and implementation of

climate-resilient agriculture approaches as an effort to build resilience and adapt to climate

change in the ASALs. The project will recognize the role of women in climate adaptation,

specifically a) strengthening the capacity of 2400 women farmers [including 200 women with

disabilities] and their family members, approximately a total of 12,000 beneficiaries to build

sustainable economic livelihoods from climate-smart agriculture approaches and value chains,

b) supporting women to fully and equally participate in decision-making of policy interventions

at all levels. It will also strengthen the capacity of key institutions to mainstream gender in

national and local adaptation plans, related policies, strategies and systems.

The proposed four-year project will be implemented in six arid and semi-arid counties namely,

Samburu, West Pokot, Baringo, Laikipia, Kitui and Marsabit. The criteria for the selection of

these counties included; vulnerability to climate change; agricultural productivity; poverty

levels; social norms and beliefs that hinder women’s equal; participation in the economic,

social, political, and decision-making spheres; and engagement of other stakeholders to avoid

duplication.

Table 2 Population of target counties16

Country/County Male Female Total Population

Marsabit 151,112 140,054 219,166

Samburu 112,007 111,940 223,947

Baringo 279,081 276,480 555,561

West Pokot 254,827 257,863 512,690

Laikipia 198,625 200,602 399,227

Kitui 481,282 531,427 1,012,709

Total target population 1,476, 934 1,518,366 2,923,300

In-direct beneficiaries

A key component of the project is ensuring the inclusion of women with disabilities in rural

areas in all six countries. Around 15 per cent of the world’s population, or estimated 1 billion

people, live with disabilities. Eighty per cent of persons with disabilities live in developing

countries, according to the UN Development Programme. Women with disabilities are

recognized to be multiply disadvantaged, experiencing exclusion because their gender and their

disability. In Kenya for instance, it is estimated that 10% of the population (4.4million) is living

with a disability and 50.4% are female. 67% of the disabled population lives in poverty.

16 Kenya National Bureau of Statistics, 2012

16

1.5.2 Needs of beneficiaries

The constraints of women to increase agricultural productivity, increase income and become

economically empowered are common among the six counties with peculiarity in some areas.

Women’s needs for economic empowerment through CSA are therefore related to reducing or

eliminating constraints, which includes:

• Access to finance and other funding mechanisms

• Access to inputs and extension services

• Increased participation in agricultural value chains and markets

• Access to climate change information for agricultural productivity

• Difficulty in Accessing Market and Market Information

• Reduction of the burden of domestic and care work

• Limited Capacity for Gender Mainstreaming and Gender Responsiveness in the Climate

Resilient Programmes Implementations

In summary, in addition to limited access to land, women’s role in agriculture is typically

constrained by a combination of four key factors: lower education levels and their limited

access to information, lesser control over natural resources, reduced labor availability (due to

gender roles which govern their role in caretaking) and minimal access to financial resources.

1.5.3 Justification for intervention

Given that agricultural production remains the main source of income for most rural

communities, the increased risk of crop and livestock production failure, associated with

increased frequency of extreme climate events, poses a major threat to food security and

poverty reduction. Adaptation of the agricultural sector to the adverse effects of climate change

is thus an important priority, to protect and improve the livelihoods of the poor and to ensure

food security. With little resilience to climatic changes, economic and social shocks,

smallholder farmers in ASAL counties have become extremely vulnerable to food insecurity.

Further, climate change increases the uncertainty as most of the households are unaware of the

fast-changing environment.

Considering that the agricultural sector is populated with many actors supporting the promotion

of CSA in the country, most interventions have challenges reaching out to the most vulnerable

including women as the actors are often not informed by gender analysis and lack specific

gender interventions. This project complements and strengthens these efforts by placing an

emphasis on promoting of gender-sensitive CSA solutions in the country. The project intends

to ensure that it reaches the rural women thereby inherently strengthening the adaptive

capacities of vulnerable groups of people in the community to climate change and variability.

A long-term perspective to climate resilience and CSA entails continuous political and financial

commitments which will increasingly use public funds from national and subnational levels to

substitute development cooperation. External funding will be used to continue supporting

initial costs of innovative approaches for the most vulnerable and transaction costs for

knowledge sharing and replication of already tested practices.

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1.6 Feasibility of the Project

Consultations were held with strategic government partners, development partners, UN

agencies, private sector and NGOs working in the areas of CSA and women’s economic

empowerment (WEE). The feasibility of the project is therefore based on findings of

consultations and studies undertaken by UN Women and FAO in Kenya.

1.6.1 Relevance

The project draws its relevance from its alignment to national policies to address women’s

economic empowerment, food security and CSA at national and subnational levels. It also

builds on UN Women’s comparative approach in support of a comprehensive approach to

women’s economic empowerment that puts the beneficiaries (women) at the center of the

intervention. Women’s economic empowerment cannot be achieved without working with

women in the sector/s they are most dominant in. Working to improve the situation of women

in agriculture is pertinent to women’s economic empowerment in Kenya.

1.6.2 Effectiveness

The project will be implemented together with key government institutions with the primary

responsibility for women’s economic empowerment, agriculture and climate change. Inclusive

consultations, involving multiple sectors and stakeholders from the outset of the project will

strengthen the situation analysis, will enhance the assessment of alternatives for resource use

and will enhance the evaluation of performance and results. Citizen or right-holders’

participation and civil society engagement are instrumental in the resolution of community

issues, such as management efficiency, accountability of public funds and revenue generation.

1.6.3 Efficiency

All activities in the project will be implemented with the project beneficiaries. Implementing

concrete adaptation activities with community ownership is cost effective when properly

executed. The community-level analysis will help ensure that the most cost-effective options

are implemented during project design and implementation. Further, before community level

interventions are implemented, UN Women will use different UN Risk/financial assessment

tools to ensure value for money.

With regards UN Women’s operations, internal coordination and engagements mechanisms

will ensure that the projects are implemented efficiently addressing undue delays and rapid

progression towards the realization of results at national, county/local and community levels.

The project will place high priority on integrating project and operations to ensure efficient

business operations to reduce transaction costs and duplication of efforts.

1.6.4 Impact

Achieving women’s economic empowerment through climate smart agriculture holds lots of

potential for a turnaround for women and their households in project sites. The adoption of an

integrated approach of support to key institutions for engendering policies, capacity building

and technical support on how to integrate women in climate change processes, providing direct

18

support to women through increased access to finance, market, providing information on

climate change and supporting women’s engagement in value chain increases the likelihood of

positive economic change to women in the project areas. Experiences from implementing the

Gender and Agriculture project in three districts in Malawi, implemented by UN Women

demonstrated that “investing $1.68 in Community Based Approaches generates between $2.44

and $5.09 of wealth for communities. UN Women will use its experience in bringing change

to women and their communities to ensure that women are economically empowerment by the

end of the project. Also, the impact of the project is expected to be well beyond the direct

beneficiaries as other farmers in neighbouring communities can learn about the climate smart

approaches and techniques being adapted and adopted by the beneficiaries.

1.6.5 Sustainability

Dimensions and expected levels of sustainability

The project is expected to be sustained in all relevant dimensions after completion of the

activities:

• Livelihoods: Sustainable rural livelihoods are strengthened in their capacity to cope with

and recover from stresses and shocks, while maintaining or enhancing their capabilities and

assets through increases in:

a) Human capital: New behaviour patterns in knowledge, attitude and practice (KAP)

are obtained during training sessions

b) Social capital: Safety networks, strengthened group memberships, trust relationships

among farmers and value chain actors and access to wider institutions of society

(women groups/women farmers’ cooperatives, county governments).

c) Physical capital: Access to CSA, CCA technology and facilities, quality inputs

d) Financial capital: Monetary income from surplus commercialization because of

higher yields, access to finance

e) Natural capital: New and better crop varieties, soils protected through sustainable

farming practices

Transition or Exit Strategy (measures for ensuring sustainability)

Several strategies will be used to help achieve sustainability of project approaches and

interventions after the end date. The most important element for achieving sustainability is

ensure participatory design, planning, implementation and monitoring of interventions that will

guarantee full ownership by the project beneficiaries. Inclusive participation and capacity b

uilding from the start of the project and involvement with local partners, will contribu

te to the ownership and sustainability of the project design Further, the project will

strengthen gender mainstreaming capacities at all levels of project implementation, namely at

national, county and community level, strengthening the capacity of the duty bearers

(government officials, service providers) for gender-responsive CCA policy and practice.

The potential for sustainability will increase if the project succeeds in strengthening

communities’ technical and business skills and capacity to plan, implement, and manage

interventions to diversify benefit flows.

The tools and procedures that UN Women will be using specifically are:

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• The UNDAF and UN Woman Strategic Note cycles are aligned and fully

coordinated, and both strategic documents are aligned with national priorities.

UN Women had a prominent role in the development of the new UNDAF

guidance which was rolled out in 2017.

• Multi-stakeholder consultations with a wide range of actors such as,

Government, Parliament, civil society, academia and private sector is the common

practise both in the development of the projects as well as in the mid-term review.

This gives strategic direction form partners where they see the greatest added

value and strength.

• Projects are consistently assessed with the highly relevant to the needs of

beneficiaries and is well aligned with the priorities and programmes of

government and civil society.

• Enhanced attention to local cooperation with local authorities to ensure

ownership. Financial sustainability is ensured by handed to local authorities for

management and inclusion in the state budget, as well as district and local sources.

• Partnerships help grantees secure further support from other donors, including

governments and foundation, private sector companies under corporate social

responsibility policies, and commercial banks.

• UN Women’s work contributing to an enabling environment for women’s civil

society and the advancement of gender equality goals by establishing the visibility

of sensitive issues and the legitimacy of organizations that address them.

1.6.6 Cross-cutting issues

Engagement of women, youth, and the rural poor in climate adaptation and climate resilient

livelihoods will lead to improving their environment through better management of soil, crops,

and trees, which are crucial for the protection of the environment. By promoting the adoption

of CSA technologies and practices, the project will result in multiple environmental benefits,

including but not limited to: a reduction in soil fertility loss due to extreme climate events,

contributing to higher yields; an increase in reforested and protected areas and related

ecosystem services; and conservation of biodiversity, especially agrobiodiversity, which will

contribute to livelihood sustenance and environmental benefits. Most of the selected

interventions are proven ecosystem-based disaster risk reduction (Eco-DRR) strategies and

therefore sustainable.

The project will further build on advances already made in incorporating women into grazing

and natural resource management, including use of non-timber wood products. The project will

emphasize not only environmental protection, but also rangeland repair through reseeding and

holistic natural resource management.

2.0 Project Description

2.1 Goal and Objective

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Responses to challenges posed by climate change will not only require technological changes

on the part of many stakeholders, but also major behavioural shifts at various levels to help

communities increase their adaptive capacity. As such, the overall goal is to enhance gender-

sensitive adaptive capacity of selected ASAL counties to climate change and strengthen

women’s capacity to meaningfully engage in climate smart agriculture.

The main objectives of the project are:

• To engender and strengthen implementation and adoption of existing climate smart

policies and regulations at national, county, and community levels

• To enhance production, income levels, and nutrition-sensitive climate-resilient

livelihoods among targeted communities

• To increase opportunities for women to invest in climate-resilient agriculture at national,

county, and community levels.

2.2 Expected Results

2.2.1 Logical framework of the project

Please see attached annexes: ① Problem and Solution Tree Diagram (Appendix 1), ②

Logical Framework (Appendix 2).

2.2.2 Expected outcomes

Please see attached annexes

2.2.3 Expected outputs

Please see attached annexes.

2.3 Project Activities

The project has three outcomes which provides a synergy necessary to achieve the general

objective of the project:

Outcome 1:

Gender-responsive CSA and CCA policies, strategies and systems are adopted,

implemented and monitored at national, county and community level

To succeed, CSA and CCA depend on policy, institutional and behavioural change which

require a social analysis (including a gender analysis) influencing policies, strategies and

programmes aimed at achieving sustainable development. Social inequality and social

inclusion need to be recognized as foundational issues in development and evidence shows that

more equal gender relations within household and communities lead to better agricultural and

development outcomes including agricultural productivity and family nutrition.

Due to the need for a multi-sectoral and multi-stakeholder approach to the implementation of

21

climate resilience agriculture interventions, the relevant coordination structures at the county

and sub-county levels such as the county steering groups, ASAL stakeholder Forum, among

others will be supported to enhance their effectiveness. Domestication of national policies and

strategies at the county levels will work more effectively and seamlessly if there is strong

intergovernmental coordination between the national and county governments. FAO will

therefore work closely with the recently established intergovernmental Joint Agriculture

Secretariat (JAS) leverage the secretariat’s role of coordinating the two levels of government.

The EDE Pillar 4 Secretariat will also be supported to enhance the synergies between this pillar

and the proposed project. This approach will take into consideration that the highest percent of

labor force in Kenya is women and youth, and hence will focus at engendering the policies and

strategies.

The component will also focus on supporting key institutions to identify key entry points for

gender mainstreaming in climate adaptation policies and strategies and facilitate the adoption

and implementation of CSA policies and strategies at national, county and community level.

The project will also address the agency and decision-making capacity of women farmers

providing them with the leadership and negotiations skills to participate effectively in policy

planning, implementation and monitoring.

Output 1.1

The capacity of 6 County Governments to adopt, implement and monitor gender-

responsive CSA and CCA policies and strategies is strengthened

This project will focus on engendering existing national policies and strategies relating to

climate adaptation and climate smart agriculture and their adoption at county level. It will also

involve providing support both technical and institutional to government institutions at national

and county level to strengthen their climate-smart and gender-responsive practices within

existing policies and frameworks. The project will further focus on removing structural barriers

and promoting equal rights and access to decision making processes for county women leaders

to participate in policy planning, implementation and monitoring of CSA and CCA.

Output 1.2

The capacity of 30 Women groups in 6 counties strengthened to engage in policy planning

and implementation and monitoring of CCA and CSA

Policy processes must include women’s and youth voices and ensure their meaningful

participation in decision-making processes to achieve more gender-responsive and even

gender- and age-transformative agricultural and climate-resilient policies. Often government

policies are gender neutral and do not distinguish between marginalised or vulnerable groups.

Yet the effects of these policies can differ greatly across these groups. Taking gender-related

factors into account is essential for effective policies on building resilience to climate change.

Importantly, both women and men need to be engaged in policy planning and implementation

to develop a broad understanding of the technologies, their benefits, and constraints for each

gender. For CSA to be effective, women need to be empowered to be part of the policy dialogue

and decision-making processes at all levels allowing them to voice their concerns and solutions.

22

Outcome 2:

Production, income levels and nutrition sensitive livelihood diversification among

targeted communities improved

Communities in ASAL areas have limited knowledge on adaptation options to climate change.

This project will aim at enhancing the capacity of vulnerable communities, with special focus

on women and youth, to adapt to climate change through a variety of CSA practices. The project

will aim at increasing production, income generation, improving nutrition status of

communities while also enhancing range land rehabilitation and water resource management.

Output 2.1.

Technical capacity of farmer groups (including hunger safety nets beneficiary households)

to adopt market-driven CSA value chains improved

Participatory approaches including field schools and agriculture training centers radio-based

training, exchange visits, farmer to farmer learning will be utilized to achieve the objectives of

this output as follows: -

i) Capacity building; Train farmers’ groups on high value crop production through irrigation,

drought tolerant crop value chains, climate change impacts on livestock sector, natural resource

management, including range land management, establishment of fodder banks and strategic

reserves, formulation of feeds using locally available materials, charcoal value chain

development, business planning and marketing, improved camel milk value chain (improved

hygiene) and life skills. Mentorship programmes through exchange visits of lead farmers to

Tharaka-Nithi and Makueni conservation agriculture projects will help motivate and mine

lessons.

ii) Provision of small grants for charcoal value chain development, camel milk value chains,

range land rehabilitation, poultry production (improved indigenous poultry value chain) and

animal feed formulation. It is envisaged that the supported communities will make enough

feeds for their livestock and have surplus for income generation. The project will also target

existing HSNP beneficiaries, especially women, to graduate them out of poverty by providing

them with vouchers to access animal health services and feeds for fattening small stocks for

marketing.

iii) Provision of inputs including assorted varieties of certified drought tolerant crops and high

value vegetable seeds, inputs for fodder production and inputs for milk hygiene.

Output 2.2.

Organizational capacity of 6 county land and water management committees

strengthened on use of climate resilient practices to rehabilitate degraded range land

Some of the interventions suggested in the National Adaptation Plan (NAP) include expansion

of irrigation systems in ASAL areas, awareness creation to communities on efficient use of

water, and rain-water harvesting techniques. This project will be aligned to the NAP through

the following activities:

▪ Capacity building pastoral communities, field resource teams and pastoral institution on

range Rehabilitation (control of invasive species and reseeding) and planned grazing and

improved management of natural resources including land and water management. In

addition, water management committee will be trained on water structure management and

farmer groups on environmental conservation.

▪ Support construction of Soil and Water Conservation structures, water harvesting structure

and development of fruit tree seedling nurseries

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Outcome 3:

Women’s capacity to invest and meaningfully participate in CSA is strengthened

This outcome will prioritize actions that ensure that women have equal access to productive

resources and assets, such as agricultural inputs and extension services, climate and weather

information and tools, and technologies that would also reduce labor burdens. Barriers for

accessing financial services for women will be addressed enabling them to meaningfully

participate in CSA. In addition, the component will focus on facilitating the participation of

women in flexible and efficient value chains and agricultural markets.

Output 3.1

Awareness created in 6 counties on recognition of women’s roles in CSA and favourable attitudes

/ practices about women using technology promoted

Under this output participatory rural appraisal tools will lead a gender analysis at community

level to assess attitudes and behaviours towards productive and reproductive gender roles. The

analysis will aim at showing the responsibilities of household and community members and

make visible to contribution of women and men to households and communities. Advocacy

and edutainment (education and entertainment) media campaigns will question social roles and

power imbalances and transfer knowledge, attitude and behaviour change towards women’s

role and contributions in society.

The project will engage men (male agents of change) and traditional leaders in championing

gender transformation in communities to foster positive attitude and behaviour change.

Dialogues will be facilitated where men can talk about gender issues and women’s equality

and develop a critical mass of gender-responsive men within communities and counties to exert

positive pressure on their peers.

Output 3.2

Increased capacity of women value chain actors to access financial services at county and

community level

A key challenge facing female farmers in Kenya and their ability to adapt to climate change, is

their inability to access affordable credit needed to buy agricultural inputs such as fertilizers,

pesticides, certified seeds, and other technologies (for example green houses or drip irrigation)

to increase productivity. Many of them often turn to banks and other financial institutions for

loans but are rejected as they in many cases do not have collaterals. In response, this project

will seek to increase and accelerate the capacity of women to access financial services that will

accelerate their participation in the CSA value chains.

2.4 Project Implementation

2.4.1 Implementation structure

UN Women will be responsible for the overall coordination and management of this project in

close collaboration with key UN partners, Government Ministries, and other relevant

stakeholders.

24

The project will be implemented by UN Women in conjunction with FAO17 with key focus of

strengthening institutional capacity of Ministry of Agriculture on gender-responsive policy

planning, implementation and monitoring, NDMA and county and community-level

institutions. UN WOMEN will recruit a project manager who will provide the overall technical

guidance, oversee project management, and ensure programmatic coherence for the project.

The project manager will be part of the PMU recruited and managed by the UN Women with

seconded staff by FAO. S/he will be assisted by a team including managing the overall conduct

of the project; implementing activities by mobilizing goods and services; checking on progress

and watch for plan deviations; ensuring that changes are controlled, and problems addressed;

monitoring progress and risks; reporting on progress including measures to address challenges

and opportunities.

In addition, the project will also recruit a Gender Policy Advisor and CSA Specialist, Project

Officers who will manage implementation and ensure coordination of the key outcome areas,

and an M&E and Knowledge Management Officer will ensure the systematic collection and

reporting on project progress and results.

Project Steering Committee (PSC)

The PSC is a policy decision-making body for the project and it comprises of GoK, Ministry

of Agriculture, NDMA, representatives from county governments, Head of Agency of UN

Women, Head of Agency of FAO, development partners, and representatives from Civil

Society and private sector. The PSC is co-chaired by the GoK, the donor(s), and the UN Women

Country Director and FAO Head of Agency. The PSC will meet at least bi-annually to discuss

project performance based on work plans and progress reports, manage risks and discuss mid-

and long-term strategies for project steering. The PMU will provide the Secretariat for the PSC.

2.4.2 Legal status of cooperating organizations

The implementing partners identified are mostly partners with whom UN Women and FAO

have worked with in the past. Most of these partners have been identified through a competitive

process. Government ministries partners on the other hand are legally constituted institutions

with clear mandate and role as outlined by the respective governments.

2.4.3 Responsibilities of cooperating organizations

Table 3

STAKEHOLDER/PARTNER ENVISAGED ROLE

UN FAO KENYA Co- implementing partner. UN women through this

project will complement FAO ongoing work on CSA

in 6 counties

MINISTRY OF AGRICULTURE This is the principal body at national level mandated

for agriculture and CSA related policy and legislative

17UN Women will use existing FAO structures at County level to engender policy processes and support the engendering of e

xtension services to community members through UN Women PMU staff seconded, consultants or implementing partners. FAO has existing structures at County level including county offices in Kitui, West Pokot, Laikipia and Marsabit which serves Samburu. Baringo County will be easily served from West Pokot County office. During implementation, the project will endeavour to utilize existing structures and the technical expertise of the County staff and outsource from Non-Governmental organization if need be. FAO has established good working relationship with the Counties governments where they outsource technical expertise from the government through secondments.

25

agenda

MINISTRY OF PUBLIC SERVICE, YOUTH AND

GENDER AFFAIRS

Principal body at the national level responsible for

Gender Mainstreaming and women’s empowerment

COUNCIL OF GOVERNORS Intergovernmental body coordinating the work of

county governments

NATIONAL DROUGHT MANAGEMENT

AUTHORITY

NDMA is an agency of the Government of Kenya

mandated to establish mechanisms which ensure that

drought does not result in emergencies and that the

impacts of climate change are sufficiently mitigated.

WOMEN ASSOCIATION IN THE TARGETED

COUNTIES

In the selected counties

COUNTY ASSEMBLIES In the selected counties for CSA policy and legislative

reforms

MEN ALLIANCE KENYA This is the umbrella organization for male

engagement for women’s empowerment in Kenya

FINANCIAL INSTITUTIONS Various to facilitate access to financial services for

women farmers

2.4.4 Communications plan among all stakeholders

• The project will take appropriate measures to highlight the work and achievements of

initiatives launched under this regional proposal. This involves dissemination of work and

results within UN agencies in in the various countries and information to relevant agencies

globally and at Headquarters. The project will have a Communications and Outreach

Officer who will oversee the communication activities of the project. The role of

key/implementing partners and lead government agencies, such as the Ministries of

Agriculture and all relevant ministries will be acknowledged in publicity materials, reports

and publications of the project.

• The project will use media which has proven to be successful, in the case of Kenya as

evidenced in an ongoing FAO-UN Women initiative where 15 Shamba-shape up TV

episodes on technical and live skills themes were recorded and broadcast in English and

Kiswahili. The communication strategy will carefully choose and elaborate the messages

and tools to reach different groups of key stakeholders, as the table below shows.

Table 4

# Audience Tool/Activity Key message Language

1 Public in general • Media edutainment shows • Disseminate knowledge on CSA;

applied research, new technologies

English and

applicable

national

language 2

National,

county/local

governments,

Development

Agencies and

peer NGOs,

private

companies

• Publications, reports, online

website

• Activities, Results, Lessons learnt

• Coordination of activities

• Success stories and best practices

• Peer learning platforms, both

face-to-face and through internet

communities of practice

• Share experiences, discuss trends and

policies

3

Rural

communities,

public in general • Edutainment shows

• Gender productive and reproductive

roles towards gender transformation

applicable

national

language

26

• Radio transmissions

(local/community radio stations

in selected counties)

• Weekly early warning systems and

food security situation, coping

mechanisms

2.4.5 Work plan and time frame

See (Appendix 3) which describes the detailed work plan and time frame.

27

2.4.6 Budget plan (evidence-based)

Table 5

Project Components Expected Concrete Outputs Expected Outcomes

Total Amount

(US$)

Objective 1 To engender and strengthen

implementation and adoption of existing climate

smart policies and regulations at national,

county, and community levels

Output 1.1 The capacity of 6 County Governments to

adopt, implement and monitor gender-responsive CSA

and CCA policies and strategies is strengthened

Outcome 1: Gender responsive CSA and

CCA policies, strategies and systems are

adopted implemented and monitored at

national county and community level

515,000.00

Output 1.2 The capacity of 30 Women groups in 6

counties strengthened to engage in policy planning and

implementation and monitoring of CCA and CSA 400,000.00

Objective 2 To enhance production, income

levels, and nutrition-sensitive climate-resilient

livelihoods among targeted communities

Output 2.1. Technical capacity of farmer groups

(including hunger safety nets beneficiary households) to

adopt market-driven CSA value chains improved Outcome2: Production, income levels

and nutrition sensitive livelihood

diversification among targeted

communities improved

1,080,000.00

Output 2.2. Organizational capacity of 6 county land and

water management committees strengthened on use of

climate resilient practices to rehabilitate degraded range

land 579,520.00

Objective 3 To increase opportunities for

women to invest in climate-resilient agriculture

at national, county, and community levels.

Output 3.1 Awareness created in 6 counties on

recognition of women’s roles in CSA and favorable

attitudes / practices about women using technology

promoted Outcome 3: Women’s capacity to invest

and meaningfully participate in CSA is

strengthened

620,000.00

Output 3.2 Increased capacity of women value chain

actors to access financial services at county and

community level 363,000.00

6. Project Execution cost 725,700.00

7. Total Project Cost 2,978,000.00

8. Project Cycle Management Fee charged by the Implementing Entity (if applicable) 296,296.00

Amount of Financing Requested 3,998,927.77

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2.5 Result Management Plan

2.5.1 Risk management plan (see table below)

The risk log will be reviewed every quarter, building on reports/inputs from the implementing

partners to manage risks in a timely and efficient manner.

29

Table 6 Summary of key project risks

Project risk matrix Risks Level Mitigation measures

Climate-related risks

(drought, floods) impede the

adoption of CSA new

practices by farmers

High • Mitigate risk by using drought tolerant crop varieties

• Access to markets (reducing the risk of on-farm storage losses)

• Promotion of weather insurances schemes

• Linking to national Drought Contingency Fund managed by NDMA in Kenya and advocating for increased

donor support to the fund

Women losing access to land

and their investment

Medium • Collaborate with complementary programmes (e.g. FAO Land Governance programme) that address

structural (social, political and customary) barriers to women’s equal rights and access to land throu

gh an enabling legislative framework

• Information / awareness raising on land tenure rights

• Strengthen capacity of land registry institutions to improve systems and ease access

• Strengthen alternative and formal access to justice mechanisms

Women cannot obtain credit

to finance climate-smart

innovations

High • Improve regulatory and economic incentives for

• public and private financial institutions to provide credit to

• women farmers

• Develop financial intermediary services for

• women farmers at the local level

Women’s mobility to access

resources and technology is

limited

Medium • Process of training/innovation to be organised on-farm or in community

• Women to be involved in facilitated innovation to foster empowerment (confidence, status and engagement

in community activities)

• Women-only capacity building

• Outreach training programmes on local/vernacular radio

Lack of sustained political

will

Low • Maintain a healthy working relationship between the community and the county Governments.

Insecurity in target regions High • Security planning and contingency measures.

Reluctance to apply the

knowledge and practices for

adaptation to climate change

Medium • Awareness raising, and training programmes will be developed by the project under team under coordinat

ion of the PMU. Strong interaction with local stakeholders and their institutions (e.g. RCCF) regarding pr

oject activities is to reduce reluctance further.

Weak participation and

involvement of public

services at regional level

Low • Setting up project implementation committees at district and local level and promoting regular meetings.

These meetings will include government and civil society members.

30

Project risk matrix Risks Level Mitigation measures

Project risk matrix Risks Level Mitigation measures

Project risk matrix Risks Level Mitigation measures

Failure in coordination of

activities due to conflict of

interest be-tween

stakeholders

Low • Establish a project consultative platform for sharing information and know-how among stakeholders and

promote frequent in person meetings. At national, district and community levels.

Policymakers or politicians

prioritize economic benefits

over social and environmental

needs

Low • Project activities explicitly integrate social, environmental and economic development needs in an integrative

frame-work of climate-resilient agriculture. The project will prioritize low-regrets strategies for resiliency that

have proven impact also on farmer income.

Political instability leads to

end of

project/misappropriation of

funds

Low • Although this risk is outside the jurisdiction of the project, it is deemed a low risk based on experiences made in

other projects during times of political instability.

31

2.5.2 Knowledge management plan

The project will have a specific learning and knowledge sharing strategy focused on the

knowledge needs of key stakeholders of Government agencies at national and county levels

and non-state actors operate at the nexus of gender and climate smart agriculture. The project

will have a component of “knowledge management and dissemination of lessons learned on

gender sensitive climate-smart agriculture and adaptation planning”, focusing particularly on

outreach and information exchange.

UN Women Eastern and Southern Africa Regional office will serve as knowledge and

information hub to support countries in the region. It will draw from the Kenya experience to

put gender analytical /gender disaggregated data/information with policy briefs across key

sectors for climate adaption and WEE.

Knowledge products

In the 4th year of implementation a publication on replicable climate resilient agriculture

strategies and lessons learned, will be issued and circulated among development agencies

through the existing Gender Working Group and UN Women, the Empower Women knowledge

hub (https://www.empowerwomen.org/en), as well as the community of practice on Making

Climate Resilient Work for Women.

The project will also strengthen networks and learning communities between communities and

between counties/local government entities facilitating peer learning on different adaptation

issues. The existence of a three-way dynamic communication and knowledge sharing between

national, county and community levels is essential as best practices acquired at each level shall

be disseminated through knowledge sharing platforms and the creation of social spaces

(physical or virtual spaces) thus creating a constructive and two-way communication between

all three levels. Further, communities supported by partner agencies on previous adaptation

projects and have had their capacity and knowledge on CSA strengthened will be

supported to share key lessons and technologies with relatively newer communities through

exchange visits and extension services.

At the community level, the project will benefit from experiences and knowledge of producer

groups, government departments, farmers, local leaders, NGOs, universities, consultants and

other institutions.

2.5.3 Monitoring and evaluation plan

Monitoring, will be a very key component of implementation of the activities in the project

document. Monitoring will be done with a view to promote greater accountability on results

with verifiable information. Results-based management approach for Monitoring and

Evaluation (M&E) of all project activities will be applied. A comprehensive performance-

monitoring framework will be developed within the first quarter of project implementation and

will form an integral part of the project. An integrated Monitoring and Evaluation Plan will

serve as a framework for all monitoring, evaluation and research activities. A baseline and end

line survey will be conducted for the project indicators to assess the achievement of the project.

The Performance Monitoring Framework (PMF) will be the key framework of reference for

32

monitoring the project. The current PMF being submitted will be developed further upon

approval of the project and receipt of funds to execute and strengthen the monitoring.

Baselines:

Detailed baseline survey will be conducted for key output areas for which baseline data is not

currently available. This will help in assessing the pre-project implementation status of all

relevant indicators and inform the project implementation and progress monitoring.

Monitoring:

Methodology for monitoring and reporting. Monitoring of the project will include field visits

by national staff to the project sites (at least twice a year), project manager/Country director to

key sites once a year. Each activity will have a report in standard UN Women reporting format.

Four levels of monitoring and evaluation will be included in the performance monitoring

framework:

Monitoring of implementation of activities: Progress monitoring with a focus on the

output level. Ongoing monitoring will be designed to continually assess and provide

feedback to progress, so that any adjustments to strategies and approaches are considered,

particularly important to mitigate unforeseen risks and continuously improve on the

effectiveness of approaches.

Monitoring field visits consist of three phases described below:

Table 7

Phase Content

1.

Preparation for the

monitoring field visit

(Desk review and

preparation of the visit

schedule, arranging

meetings – requires time

management)

▪ Review of the project proposal, specifically log frame, M&E plan and

AWP budget;

▪ Review of the progress report (if applicable);

▪ Review of other project’s outputs/deliverables

▪ Analysis of achieved vs. planned, and preparation of notes for the

field visit;

▪ Phone call to implementing organization to discuss discrepancies, if

any;

▪ Scheduling field visit.

2.

Monitoring field visit

▪ Two types of monitoring: Results-oriented and Finance monitoring;

▪ For results-oriented monitoring, examine actual quality of each

activity (visit the site where activity took place, meet stakeholders)

and each result achieved, inspect purchased and installed equipment,

etc.

▪ For finance monitoring, inspect all invoices against the disbursement

plan and budget. Compare to services or equipment purchased.

▪ Request information on gender representation and women

empowerment (number of men and women that participated in the

activities thus far, utilization of communication activities to fully

involve women into the work, attention to and adjustment of the time

convenient for women’s participation)

▪ Request additional explanations if necessary. Record all

discrepancies, if any.

▪ Determine precise deadline for the completion of next activities.

3.

Reporting on the monitoring

▪ Complete monitoring field visit report (as per MR template). The

report should contain issues and risk log.

33

visit

▪ Communicate the implementation progress to the implementing

organization and record any corrective measures to be taken.

▪ Write up recommendations for improvement (if any).

▪ Provide IPs with feedback/response sheet template.

Annual or Regular Review:

Annual project review/monitoring of progress against results: Assessing progress against

overall project objectives, assessing risk management matrix, lessons learned and strategic

interventions.

Regular assessments by virtual means or beneficiary follow-ups will be undertaken for results

tracking of knowledge products, of stakeholder opinions, views and checking the relevance of

the project strategies to the changing external programming context.

Reporting:

A quarterly report will be compiled by the PMU and submitted to the Head of Programme

for review and for internal reflections. Donor reporting will follow the agreement timelines,

but ad hoc reporting requests can be shared with the donors.

UN Women shall provide to the donor an annual status narrative report of Project progress

and the latest available approved budget, to be submitted within six months after each annual

reporting period. Semi-annual reports can also be submitted to the donor depending on

whether this is captured in the agreement.

A final narrative report summarizing Project activities and the results of those activities as

well as provisional financial data, will be submitted within six (6) months of the date of

operational completion or termination of the Project.

An annual certified financial statement as of 31 December, is submitted by 30 June of the

following year. A final certified financial statement, will be submitted by 30 June of the year

following the financial completion of the Project.

Evaluation:

Evaluation in UN Women is guided by normative agreements to be gender-responsive and

utilizes the entity’s Strategic Plan as a starting point for identifying the expected outcomes and

impacts of its work and for measuring progress towards the achievement of results. The UN

Women Evaluation Policy and the UN Women Evaluation Strategic Plan 2014-2017 are the

main guiding documents that set forth the principles and organizational framework for

evaluation planning, conduct and follow-up in UN Women. These principles are aligned with

the United Nations Evaluation Group (UNEG) Norms and Standards for Evaluation in the UN

System and the UNEG Ethical Guidelines.

UN Women has developed the Evaluation Handbook “How to manage gender-responsive

evaluation” as well as detailed Guidance on Country Portfolio Evaluations (CPEs) to ensure

greater rigor and consistency in CPEs while also providing flexibility to cater to varied

contexts and country typologies. While the final evaluation methodology and questions will

be adapted for each country during the inception phase it is recommended that the evaluations

use a theory-based18 cluster design19. To achieve sufficient depth, the evaluations will cluster

programming, coordination, and policy activities of the Country Office around the thematic

18 A theory based-design assesses the performance of the Strategic Note based upon its stated assumptions about how

change happens. These assumptions can be challenged, validated or expanded upon by the evaluation. 19 A cluster evaluation assesses a large number of interventions by ‘grouping’ similar interventions together into ‘clusters’

and evaluating only a representative sample of these in depth.

34

areas stated in the UN Women Strategic Plan.

The project will factor in at least one Mid Term and one Final Evaluation. Evaluation is

important to generate knowledge for the UN Women Southern and Eastern African Region and

it will feed into management and decision-making processes and makes a key contribution to

managing for results. It will contribute at improving the relevance of UN Women’s work and

measuring the achievement of results.

The key relevant findings of the evaluation will be shared with other UN agencies working on

CSA/CCA to share “what works”. The evaluation will be shared with stakeholders involved in

the project to ensure transparency and foster learning and will be available to the public.

The final evaluation report will be independently assessed using quality standards outlined in

the UNW Global Evaluation Reports Assessment and Analysis System (GERAAS). The final

evaluation report and evaluation management responses will be publicly disclosed in the UNW

GATE system.

35

Table 8 Monitoring and Evaluation Plan

Type of M&E activity Methodology Expected outcomes Responsible Parties Budget US$

Excluding project

team staff time

Time frame

Results framework and M&

E Plan

Desk review

and consultation

Finalised result framework, complete

with indicators, baseline and target

s, and complete M&E plan

UN Women and

key partners

Project inception meeting

(1-day stakeholders meeting

in 6 countries) and Inceptio

n Workshop and Scoping st

udy/baseline report

Consultative meeting with st

akeholders

Stakeholder participation

at the project onset

Project

Manager

UN Women and key partn

ers

Indicative cost: 6,000 Within first two months

of project start up

Second and sixth month

following project start

Baseline assessments and stu

dies where applicable

Field baseline data collectio

n, analysis and reporting, in

volving stakeholders

Baseline data provided for all

indicators

Consultant super

vised by PMU

Indicative cost: $50,000 Start of project

Regular monitoring missions

(including joint monitoring

missions)

Field monitoring mission to

beneficiaries and

stakeholders

Tracking project progress with infor

mation on strengthening implementat

ion or taking early corrective measu

res

Project Manager,

Project Team,

UN Women

Indicative cost: $54,000 Periodic missions (at leas

t quarterly)

Periodic project reviews Review meetings / worksho

ps

Knowledge sharing, review of lesso

ns learned and

making informed decisions going fo

rward

Project Manager

and team

UN Women and FAO

Indicative costs: $15,000 Once annually

Peer learning and knowledge

sharing missions

Field missions, exchange vis

its or learning

workshops

Share knowledge and skills among

actors in the CSA

Project Manager

and team

UN Women and FAO

Indicative costs: $40,000

annually

At least once annually

Documentation of good

practices

Field consultancy mission Documented project

practices

Consultant supervised

by PMU

Indicative costs: $30,000 At least three months bef

ore the end of the project

Project midterm and end ter

m

evaluation

Consultancy

engagement

Project evaluation reports for learnin

g and knowledge management

Consultant

supervised by PMU

Indicative Costs: $80,000 Midterm and end of the

project

Project reporting UN Women Meeting reporting obligations of the

project

UN Women and key partn

ers

Indicative Costs: $6,000

Total Indicative Cost

Excluding Project Team staff time and FAO staff travel costs

US $ 297,000 (Not exce

eding 3% of the total b

udget

36

2.6 Partnership with Donors

2.6.1 Meetings with KOICA country offices in Kenya

The first draft of this proposal has been shared with the KOICA team in Kenya. It is intended

that this final proposal will be shared with KOICA in Nairobi and that a meeting can be held

with the relevant officers as soon as possible to discuss the proposed project and plans, and to

decide upon scheduling timeline of meetings.

2.6.2 Plan for Reporting, meeting, ceremony (etc.)

KOICA and UN Women shall agree on the format and frequency with which UN Women will

present and report on the progress of the implementation and shared lessons learned, in keeping

with the agreement on the frequency and scheduling of KOICA-UN Women meetings, prior to

implementation.

UN Women will provide an annual status report of Project progress and the latest available

approved budget, an annual certified financial statement, a final report summarizing Project

activities and the results of those activities as well as provisional financial data, and final

certified financial statement.

Reports will be provided to KOICA in accordance with UN Women standard procedures and

formats, and to enable observation of results and progress in the field with KOICA staff, at

least one Joint-field visit per year will be proposed. Consideration will be given, under the

visibility and PR plan as to the nature of representation of KOICA at the launch, handover of

activities, and facilities, under this project.

37

Appendix 1. Problem and Solution Tree Diagram -Kenya

Causes Causal consequences Problems to

be solved

Activities to solve defined problems Outputs Outcomes Objectives Goal

Policy, institutional and

behavioral change

Insufficient CSA

policies that are gender responsive are not

adopted and

implemented at national, county and

community level.

Social

inequality

and social inclusion

need to be

recognized as

foundational

issues in development

and evidence

shows that more equal

gender

relations within

household

and

communities

lead to better

agricultural and

development

outcomes including

agricultural

productivity and family

nutrition.

Activity 1.1.1 Review of County climate resilient policies

Output 1.1 The capacity of 6

County

Governments to adopt, implement

and monitor gender-

responsive CSA and CCA policies and

strategies is

strengthened

Outcome 1:

Gender

responsive CSA and CCA

policies,

strategies and systems are

adopted

implemented and monitored at

national county

and community level

To engender

and strengthen

implementation and adoption of

existing

climate smart policies and

regulations at

national, county and

community

level

The overall goal is to enhance gender-

sensitive adaptive

capacity of selected ASAL counties to

climate change and

strengthen women’s capacity to

meaningfully

engage in climate smart agriculture.

Need for a multi-sectoral

and multi-stakeholder

approach to the implementation of

climate resilience

agriculture interventions, the relevant coordination

structures at the county

and sub-county levels such as the county

steering groups, ASAL

stakeholder Forum, among others will be

supported to enhance

their effectiveness.

Domestication of

national policies and strategies at the county

levels will work more

effectively and seamlessly if there is

strong intergovernmental

coordination between the national and county

governments

Activity 1.1.2 Alignment of county development plans with

national plans

Activity 1.1.3 Train county officials on gender responsive CSA

policies

Activity 1.1.4 Capacity building county assemblies

Activity 1.1.5 Develop gender mainstreaming guidelines

Activity 1.1.6 Review action plans on gender responsive CSAs and CCAs.

Activity 1.1.7 Dissemination mainstreaming guideline on

gender responsive CSA

Activity 1.1.8 Support evidence-based knowledge sharing platforms

Activity 1.1.9 Conduct Intercounty consultative meetings

Activity 1.1.10 Create mechanisms and support policies for

sustainable and long-term financing of CSA

Activity 1.1.1 Review county climate resilient policies to

identify gaps and opportunities for mainstreaming gender

Often government

policies are gender

neutral and do not distinguish between

marginalized or

vulnerable groups

both women and men

need to be engaged in

policy planning and

implementation to

develop a broad understanding of the

technologies, their

benefits, and constraints for each

gender

For CSA to be effective,

women need

to be empowered

to be part of

the policy dialogue and

decision-

making processes at

Activity 1.2.1 Raise understanding among decision-makers in CSA on benefits of social inclusion.

Output 1.2 The

capacity of 30

Women groups in 6

counties

strengthened to engage in policy

planning and

implementation and monitoring of CCA

and CSA

Activity 1.2.2 Capacity building in policy formulation,

implementation and monitoring

Activity 1.2.3 Work with male change agents at community, county level towards gender quotas in CSA and CCA decision-

making bodies

Activity 1.2.4 Leadership skills to participate in CSA and CCA

decision making

38

Causes Causal consequences Problems to

be solved

Activities to solve defined problems Outputs Outcomes Objectives Goal

all levels

allowing

them to voice their

concerns and

solutions.

Communities in ASAL areas have limited

knowledge on adaptation

options to climate change

Women and youth

farmers have limited capacity to adapt to

climate change and are

not exposed a variety of CSA practices

Low

production, minimal

income

generation, poor

nutrition

status of communities

Activity 2.1.1. Support HSNP to graduate out of poverty

through vouchers

Output 2.1 Technical capacity

of farmer groups

(including hunger safety nets

beneficiary

households) to adopt CSA market

driven value chains

improved

Outcome 2. Production,

income levels

and nutrition sensitive

livelihood

diversification among targeted

communities

improved

To enhance

production,

income levels and nutrition

sensitive

climate resilient

livelihoods

among targeted communities

Activity 2.1.2. Small grants to women groups to support and

linkage to markets

Activity 2.1.3. Exchange visits of lead farmers

Activity 2.1.4. Market information advisory supported or

created

Activity 2.1 5. Lead farmers, Farmer Field Schools

(JFFLS/FFS), Training of trainers (TOT) trained on CSA

Activity 2.1.6. Training farmers groups (%women) on dryland

crop production and CSA

Activity 2.1.7. Training farmer groups (%women) on vegetable

crop production through irrigation

Activity 2.1.8 Facilitate indigenous environmental knowledge

exchange

Activity 2.1.9 Disseminate extension packages for gender-

responsive CSA

Activity 2.1.10. Provision of assorted varieties of certified

drought tolerant crops and high value vegetable seeds

Limited capacity building

pastoral communities,

field resource teams and

pastoral institution on

range Rehabilitation

Insufficient use of

use of climate

resilient practices to

rehabilitate degraded

range land

strengthened

Poor

practices on range land

rehabilitation

and water resource

management

Activity 2.2.1. Improved management of NR including land

and water management through CSA pastoral institution supported

Output 2.2 Organizational

capacity of 6 county

land and water management

committees

strengthened on use of climate resilient

practices to

rehabilitate degraded range land

Activity 2.2.2. Range Rehabilitation (control of invasive

species and reseeding)

Activity 2.2.3. Provision of input for fodder production

Activity 2.2.4. Train and support field resource teams for planned grazing

Activity 2.2.5. Support construction of water harvesting

structures

Activity 2.2.6. Support trainings for water structure

management committees

Activity 2.2.7. Support construction of Soil and Water

Conservation structures

Activity 2.2.8. Support development of fruit tree seedling nurseries

Activity 2.2.9. Support trainings for farmer groups (%women)

on environmental conservation

39

Causes Causal consequences Problems to

be solved

Activities to solve defined problems Outputs Outcomes Objectives Goal

There exist structural

barriers with which

hinders women from adopting climate-resilient

agricultural techniques

and implementing innovating and adaptive

technology.

Discriminatory

attitudes and gender

stereotypes deeply-rooted in patriarchal

systems, resulting

unequal power relations and gender-based

violence

Attitude and

behavioral change

towards

women’s productive

role in

society and

in CSA

Activity 3.1.1 Assessment on gender roles in CSA and society Output 3.1

Awareness created in 6 counties on

recognition of

women’s roles in CSA and favorable

attitudes / practices

about women using technology

promoted

Outcome 3:

Women’s

capacity to invest

and meaningfully

participate in CSA is

strengthened

To

increase

opportunities for women to

invest in

climate-resilient

agriculture at

national, county, and

community

levels

Activity 3.1.2 Advocacy and media campaigns around gender

roles

Activity 3.1.3 Outreach campaigns to community and county

decision makers to and CSA

Communities in ASAL

have limited access to agricultural credit,

markets and market

information marketing contracts needed to buy

agricultural inputs and

other technologies to increase productivity.

Lack of collateral, and

low literacy among rural women farmers

Low capital to invest in

CSA

production and

marketing

resulting to poverty and

food

insecurity

Activity 3.2.1 Assessment of financial institutions to provide credit to farmers

Output 3.2

Increased capacity of women value

chain actors to

access financial services at county

and community

level

Activity 3.2.2 Develop financial intermediary services

Activity 3.2.3 Establish women led groups financial literacy

40

Appendix 2. Logical Framework - Kenya

Project Name

Economic Empowerment of Women through Climate Smart Agriculture

Goal To enhance gender-sensitive adaptive capacity of selected ASAL counties to climate change and strengthen women’s capacity to meaningfully

engage in climate smart agriculture.

Objectives

To engender and strengthen implementation and adoption of existing climate smart policies and regulations at national, county and community

level

To enhance production, income levels and nutrition sensitive climate resilient livelihoods among targeted communities

To increase opportunities for women to invest in climate-resilient agriculture at national, county, and community levels

Outcome 1

Indicator

1.1

Baselin

e

Target

Means of

Verificatio

n

Source of

data

Frequency

of data

collection

• Review county DRM and CCA policies to identify gaps and opportunities for

mainstreaming gender

• Support the alignment of county development plans/policies with gender-

responsive CSA and CCA national plans and policies

• Capacity building of targeted members of the county assemblies (MCAs), Chief

Officers, NGOs, private sector, and lead farmers on gender-responsive CSA and

CCA policies and practices.

• Develop gender mainstreaming guidelines for county governments to support

implementation of climate-smart policies.

• Support counties to develop, implement, review and report on county action

plans on gender-responsive CCA and CSA.

• Printing and dissemination of mainstreaming guidelines on gender-responsive

CCA and CSA.

• Support evidence-based knowledge-sharing platforms for gender-responsive

CSA and CCA (Intercounty peer learning visits etc.)

• Conduct Intercounty consultative meetings.

• Create mechanisms and support policies for sustainable and long-term financing

of CSA and CCA

• Raise understanding among decision-makers in CSA and climate-resilience

about the productive and reproductive roles of men and women in development

and the benefits of social inclusion.

• Develop the capacity of women groups, women-led cooperatives and county

women leaders to engage in policy formulation, implementation and monitoring.

Gender-

responsive

CSA and

CCA

policies,

strategies

and

systems

are

adopted,

implement

ed and

monitored

at national,

county and

communit

y level

Percentag

e of

targeted

counties

that have

capacity

to

domestic

ate CSA

policies

and

strategies

0

100%

increase

by end

of

project

Desk

review,

Midterm

and final

evaluation

Review

reports

Desk

review

reports

End of

project

cycle

Indicator

1b:

Percentag

e of

targeted

counties

that are

implemen

0

100%

increase

by end

of

project.

Desk

review,

Midterm

and final

evaluation

Desk

review,

Midterm

and final

evaluatio

n reports

End of

project

cycle

41

ting CSA

policies

and

strategies

• Work with male change agents at community, county levels towards gender

quotas in CCA and CSA decision-making bodies with adequate representation

by women members.

• Provide representatives from women organizations, women-led cooperatives

and county women leaders with the leadership skills to CSA and CCA decision

making processes at county and community levels

Output 1.1 Indicator

1.1.1

Baselin

e Target

Means of

Verificatio

n

Source of

data

Frequency

of data

collection

Activity 1.1.1 Responsible

Party

Planned

Target

(2019-2022)

Planned Target (2014)

The

capacity of

6 County

Governme

nts to

adopt,

implement

and

monitor

gender-

responsive

CSA and

CCA

policies

and

strategies

is

strengthen

ed

Percentag

e of

targeted

County

governme

nt staff

trained on

domestic

ation and

engenderi

ng of

national

level

policies

and

strategies

on

climate

resilience

0

100%

increase

by end

of

project

Project

reports

Training

reports

Reports Annual

Train and Support

sector ministries in

dialoguing and

vesting capacity at

County levels for

initiating,

interpreting and

implementing

policies on climate

change and CSA

•Support counties to

develop, implement,

review and report on

county action plans

on gender-

responsive CCA and

CSA.

•Raise understanding

among decision-

makers in CSA and

climate-resilience

about the productive

and reproductive

roles of men and

women in

development and the

FAO 100% 25%

42

benefits of social

inclusion.

Indicator

1.1.2

Baselin

e Target

Means of

Verificatio

n

Source of

data

Frequency

of data

collection

Activity 1.1.2 Responsible

Party

Planned

Target

(2019-2022)

Planned Target (2014)

Number

of target

counties

implemen

ting

gender-

responsiv

e CSA

and CCA

policies

and

strategies

0

6 by

end of

the

project

CCA and

CSA

policies

CCA and

CSA

policies

document

s

Annual

Support the

alignment of county

development

plans/policies with

gender-responsive

CSA and CCA

national plans and

policies

FAO 6 2

Output 1.2

Indicator

1.2.1

Baselin

e

Target

Means of

Verificatio

n

Source of

data

Frequency

of data

collection

Activity 1.2.1

Responsible

Party

Planned

Target

(2019-2022)

Planned Target (2014)

The

capacity of

30 Women

groups in

6 counties

strengthen

ed to

engage in

Number

of women

groups

engaged

in the

developm

ent and

implemen

0

30

women

groups

reached

by end

of

project

Project

reports

Training

reports

Quarterly

Semi-

annual

Develop the capacity

of women groups,

women-led

cooperatives and

county women

leaders to engage in

policy formulation,

UN Women 30 5

43

policy

planning

and

implement

ation and

monitoring

of CCA

and CSA

tation of

CSA

implementation and

monitoring.

Indicator

1.2.2

Baselin

e

Target

Means of

Verificatio

n

Source of

data

Frequency

of data

collection

Activity 1.2.2

Responsible

Party

Planned

Target

(2019-2022)

Planned Target (2014)

Drought

Early

Warning

System

and

preparedn

ess

planning

engender

ed

0

6 plans

in 6

countie

s

engend

ered

EWS

reports

and tools

Training

reports

Project

reports

Annual

End of

project

cycle

Develop gender

mainstreaming

guidelines for county

governments to

support

implementation of

climate-smart

policies.

UN Women 6 2

Outcome 2

Indicator

2.1

Baselin

e

Target

Means of

Verificatio

n

Source of

data

Frequency

of data

collection

• Activity 2.1.1. Support HSNP to graduate out of poverty through vouchers

(Provide top-ups to access animal feeds for fattening small stock (poultry), Enlist

women onto HSNP+ graduation programme, Link voucher system to agro-vet /

feed production group)

• Activity 2.1.2. Train and provide small grants to women groups to support

(Poultry, charcoal and livestock feed, camel milk,) value chain development and

linkage to markets

• Activity 2.1.3. Exchange visits of lead farmers and women groups to Tharaka

Nithi and Makueni conservation agriculture projects

• Activity 2.1.4. Market information advisory and county agriculture resource

centers at County level (PPP) supported and or created

• Activity 2.1 5. Lead farmers, Farmer Field Schools (FFS/JFFLS), Training of

trainers (TOT) trained on CSA

• Activity 2.1 6. Training farmers’ groups (%women) on dryland crop production

and CSA

• Activity 2.1.7. Training farmer groups (%women) on high value vegetable crop

production through irrigation

• Activity 2.1.8. Facilitate the recovery of indigenous environmental knowledge,

in particular women knowledge in response to climate change (restoration of soil

and vegetative cover, home gardens, improved food preservations) and share

with participating communities and between counties.

Production

, income

levels and

nutrition

sensitive

livelihood

diversifica

tion

among

targeted

communiti

es

improved

Percentag

e increase

in income

amongst

targeted

communi

ties

0 20%

Baseline,

midterm

and end

line

surveys

Baseline,

midterm

and end

line

surveys

reports

Mid/End

of project

cycle

Percentag

e increase

in yield

of

targeted

crops

0 50%

Baseline,

midterm

and end

line

surveys

Baseline,

midterm

and end

line

surveys

reports

Mid/End

of project

cycle

Percentag

e increase

in yield

of camel

milk

productio

n

0 50%

Baseline,

midterm

and end

line

surveys

Baseline,

midterm

and end

line

surveys

reports

Mid/End

of project

cycle

44

Minimum

acceptabl

e diet

0 10%

Baseline,

midterm

and end

line

surveys

Baseline,

midterm

and end

line

surveys

reports

Mid/End

of project

cycle

• Activity 2.1.9. Disseminate good practices and extension packages for gender-

responsive CSA

• Activity 2.1.10. Provision of assorted varieties of certified drought tolerant crops

and high value vegetable seeds.

• Activity 2.2.1. Improved management of NR including land and water

management through CSA pastoral institution supported

• Activity 2.2.2. Range Rehabilitation (control of invasive species and reseeding)

• Activity 2.2.3. Provision of input for fodder production

• Activity 2.3.4. Train and support field resource teams for planned grazing

• Activity 2.3.5. Support construction of water harvesting structures

• Activity 2.3.6. Support trainings for water structure management committees

• Activity 2.3.7. Support construction of Soil and Water Conservation structures

• Activity 2.3.8. Support development of fruit tree seedling nurseries

• Activity 2.3.9. Support trainings for farmer groups (%women) on environmental

conservation

Women

Dietary

diversity

0 10%

Baseline,

midterm

and end

line

surveys

Baseline,

midterm

and end

line

surveys

reports

Mid/End

of project

cycle

Output 2.1

Indicator

2.1.1

Baselin

e

Target

Means of

Verificatio

n

Source of

data

Frequency

of data

collection

Activity 2.1.1

Responsible

Party

Planned

Target

(2019-2022)

Planned Target (2014)

Technical

capacity of

farmer

groups

(including

hunger

safety nets

beneficiar

y

household

s) to adopt

market-

driven

CSA value

chains

improved

Number

of famers

groups

trained on

conservat

ion

agricultur

e

0

800

farm

groups

Training

reports

Project

reports

Data

from

Training

reports

Project

reports

After

trainings

• Training farmers’

groups

(%women) on

dryland crop

production and

CSA

• Training farmer

groups

(%women) on

high value

vegetable crop

production

through irrigation

• Exchange visits

of lead farmers

and women

groups to Tharaka

Nithi and

Makueni

conservation

FAO 800 200

45

agriculture

projects

•

Indicator

2.1.2

Baselin

e

Target

Means of

Verificatio

n

Source of

data

Frequency

of data

collection

Activity 2.1.2

Responsible

Party

Planned

Target

(2019-2022)

Planned Target (2014)

Number

of women

groups

trained on

camel

milk

value

chains

0 60

Training

reports

Project

reports

Data

from

Training

reports

Project

reports

After

trainings

Train and provide

small grants to

women groups to

support (Poultry,

charcoal and

livestock feed, camel

milk,) value chain

development and

linkage to markets

FAO 60 15

Indicator

2.1.3

Baselin

e

Target

Means of

Verificatio

n

Source of

data

Frequency

of data

collection

Activity 2.1.2

Responsible

Party

Planned

Target

(2019-2022)

Planned Target (2014)

Number

of women

groups

trained on

poultry

value

chains

0 60

Training

reports

Project

reports

Data

from

Training

reports

Project

reports

After

trainings

Train and provide

small grants to

women groups to

support (Poultry,

charcoal and

livestock feed, camel

milk,) value chain

development and

linkage to markets

FAO 60 15

Indicator

2.1.4

Baselin

e

Target

Means of

Verificatio

n

Source of

data

Frequency

of data

collection

Activity 2.1.3

Responsible

Party

Planned

Target

(2019-2022)

Planned Target (2014)

Number

of women

enlisted

in HSNP

0 Data

from

HSNP

Support HSNP to

graduate out of

poverty through

vouchers (Provide

FAO

46

graduatio

n

program

mes

househol

ds

top-ups to access

animal feeds for

fattening small stock

(poultry), Enlist

women onto HSNP+

graduation

programme, Link

voucher system to

agro-vet / feed

production group)

Indicator

2.1.4

Baselin

e

Target

Means of

Verificatio

n

Source of

data

Frequency

of data

collection

Activity 2.1.3

Responsible

Party

Planned

Target

(2019-2022)

Planned Target (2014)

Number

of women

groups

trained on

charcoal

value

chains 0 20

Training

reports

Project

reports

Data

from

Training

reports

Project

reports

After

trainings

Train and provide

small grants to

women groups to

support (Poultry,

charcoal and

livestock feed, camel

milk,) value chain

development and

linkage to markets FAO 20 5

Output 2.2

Indicator

2.2.1

Baselin

e

Target

Means of

Verificatio

n

Source of

data

Frequency

of data

collection

Activity 2.2.1.

Responsible

Party

Planned

Target

(2019-2022)

Planned Target (2014)

Organizati

onal

capacity of

6 county

land and

water

manageme

nt

committee

s

strengthen

ed on use

Number

of

pastoralis

ts leaders

trained on

good

grazing

practices 0 20

Training

reports

Project

reports

Data

from

Training

reports

Project

reports

After

trainings

• Improved

management of

NR including

land and water

management

through CSA

pastoral

institution

supported

• Train and

support field

resource teams FAO 20 5

47

of climate

resilient

practices

to

rehabilitat

e degraded

range land

for planned

grazing

Indicator

2.2.2

Baselin

e

Target

Means of

Verificatio

n

Source of

data

Frequency

of data

collection

Activity 2.2.1.

Responsible

Party

Planned

Target

(2019-2022)

Planned Target (2014)

Number

of

grazing

plans

develope

d 0 20

Project

reports

Data

from

Project

reports

Semi-

annual

Improved

management of NR

including land and

water management

through CSA

pastoral institution

supported

FAO

20 5

Indicator

2.2.3

Baselin

e

Target

Means of

Verificatio

n

Source of

data

Frequency

of data

collection

Activity 2.2.1.

Responsible

Party

Planned

Target

(2019-2022)

Planned Target (2014)

Number

of

hectares

rehabilita

ted 0 300

Project

reports

Data

from

Project

reports

Semi-

annual

• Range

Rehabilitation

(control of

invasive species

and reseeding)

• Provision of

input for fodder

production

• Support

construction of

water harvesting

structures

• Support

trainings for

water structure

management

committees

• Support

construction of FAO 300 75

48

Soil and Water

Conservation

structures

• Support

development of

fruit tree

seedling

nurseries

• Support

trainings for

farmer groups

(%women) on

environmental

conservation

Outcome 3

Indicator

3.1

Baselin

e

Target

Means of

Verificatio

n

Source of

data

Frequency

of data

collection

Women’s

capacity to

invest and

meaningfu

lly

participate

in CSA is

strengthen

ed

Number

of women

investing

and

participat

ing in

CSA 0 10000

Training

reports

Project

review

reports

Data

from

training

reports,

project

reports Quarterly

• Activity 3.1.1 Conduct an assessment on attitudes and behaviors towards

women’s productive role in society and in CSA

• Activity 3.1.2 Develop and implement advocacy and media campaigns

around attitude and behavior change towards women in society and CSA

• Activity 3.1.3 Outreach campaigns to community and county decision

makers to change attitude and behavior towards women in society and CSA

• Activity 3.2.1 Conduct an assessment of public and private financial

institutions to provide credit to women farmers.

• Activity 3.2.2. Develop financial intermediary services accessible for

women farmers at the local level

• Activity 3.2.3 Establish and strengthen women led/owned

cooperatives/groups’ financial literacy (business and financial skills)

Output 3.1

Indicator

3.1.1

Baselin

e

Target

Means of

Verificatio

n

Source of

data

Frequency

of data

collection

Activity 3.1.1

Responsible

Party

Planned

Target

(2019-2022)

Planned Target (2014)

49

Awareness

created in

6 counties

on

recognitio

n of

women’s

roles in

CSA and

favorable

attitudes /

practices

about

women

using

technology

promoted

Number

of county

dialogue

and

awarenes

s

campaign

s on

recogniti

on of

women

roles

conducte

d 0 30

Project

review

reports

Data

from

review

reports Quarterly

• Conduct an

assessment on

attitudes and

behaviors

towards

women’s

productive role

in society and in

CSA

• Develop and

implement

advocacy and

media

campaigns

around attitude

and behavior

change towards

women in

society and CSA

• Outreach

campaigns to

community and

county decision

makers to

change attitude

and behavior

towards women

in society and

CSA UN Women 30 7

Output 3.2

Indicator

3.2.1

Baselin

e

Target

Means of

Verificatio

n

Source of

data

Frequency

of data

collection

Activity 3.2.1

Responsible

Party

Planned

Target

(2019-2022)

Planned Target (2014)

Increased

capacity of

women

value

chain

actors to

Number

of women

trained on

CSA

financial

services 0 1000

Training

reports

Project

review

reports

Data

from

training

reports,

project

reports Quarterly

• Conduct an

assessment of

public and

private financial

institutions to UN Women 1000 250

50

access

financial

services at

county and

communit

y level

provided

to women

at

communi

ty level

provide credit to

women farmers.

• Develop

financial

intermediary

services

accessible for

women farmers

at the local level

• Establish and

strengthen

women

led/owned

cooperatives/gro

ups’ financial

literacy

(business and

financial skills)

51

Appendix 3.1. Work Plan and Time Table (as a whole) - Kenya

Work Plan and Time Table (as a whole)

Year Jan Feb Mar April May June July Aug Sept Oct Nov Dec

2019 Activity 1.1.1, Activity 1.1.6 Activity 1.1.1, Activity 1.1.2, Activity 1.1.4,

Activity 1.2.2, Activity 1.2.3 Activity 1.1.2, Activity 1.1.4, Activity 1.2.1,

Activity 1.2.2, Activity 1.2.3

Activity 1.1.5, Activity 1.1.6, Activity

1.1.8, Activity 1.1.9, Activity 1.2.4

Activity 2.1.1, Activity 2.1.2, Activity

2.1.4, Activity 2.1.10, Activity 2.2.1-3,

Activity 2.2.8,

Activity 2.1.1, Activity 2.1.2, Activity 2.1.4,

Activity 2.1.5, Activity 2.1.6, Activity 2.1.10,

Activity 2.2.1-3, Activity 2.2.4, Activity 2.2.5, Activity 2.2.6, Activity 2.2.8, Activity 2.2.9,

Activity 2.1.1, Activity 2.1.2, Activity 2.1.3,

Activity 2.1.4, Activity 2.1.5, Activity 2.1.6,

Activity 2.1.7, Activity 2.1.10, Activity 2.2.1-3, Activity 2.2.4, Activity 2.2.7, Activity 2.2.8,

Activity 2.2.9

Activity 2.1.1, Activity 2.1.2, Activity 2.1.3,

Activity 2.1.4, Activity 2.1.7, Activity 2.1.8,

Activity 2.1.9, Activity 2.1.10, Activity 2.2.1-3, Activity 2.2.4, Activity 2.2.7,

Activity 2.2.8

Activity 3.1.1, Activity 3.1.2, Activity 3.2.1 Activity 3.1.2, Activity 3.1.3, Activity 3.2.2,

Activity 3.2.3 Activity 3.1.2, Activity 3.1.3, Activity

3.2.2, Activity 3.2.3

2020

Activity 1.1.4, Activity 1.1.5 Activity 1.1.1, Activity 1.1.6, Activity 1.1.10,

Activity 1.2.2, Activity 1.2.3 Activity 1.1.1, Activity 1.1.3, Activity 1.1.10,

Activity 1.2.2, Activity 1.2.3 Activity 1.1.5, Activity 1.1.8, Activity 1.2.4

Activity 2.1.1, Activity 2.1.2, Activity

2.1.4, Activity 2.1.10, Activity 2.2.1, Activity 2.2.2, Activity 2.2.3, Activity

2.2.8

Activity 2.1.1, Activity 2.1.2, Activity 2.1.4,

Activity 2.1.6, Activity 2.1.10, Activity 2.2.1, Activity 2.2.2, Activity 2.2.3, Activity 2.2.4-9

Activity 2.1.1, Activity 2.1.2, Activity 2.1.3,

Activity 2.1.4, Activity 2.1.5, Activity 2.1.6, Activity 2.1.7, Activity 2.1.10, Activity 2.2.1,

Activity 2.2.2, Activity 2.2.3, Activity 2.2.4,

Activity 2.2.1, Activity 2.2.2, Activity 2.2.3, Activity 2.2.7-9

Activity 2.1.1, Activity 2.1.2, Activity 2.1.4,

Activity 2.1.5, Activity 2.1.7, Activity 2.1.8, Activity 2.1.9, Activity 2.1.10, Activity

2.2.1, Activity 2.2.2, Activity 2.2.3, Activity

2.2.4, Activity 2.2.7-9, Activity 2.2.8

Activity 3.2.3 Activity 3.1.1, Activity 3.1.2, Activity 3.2.1 Activity 3.1.2, Activity 3.1.3, Activity 3.2.2,

Activity 3.2.3

Activity 3.1.2, Activity 3.1.3, Activity

3.2.2, Activity 3.2.3

2021

Activity 1.2.2, Activity 1.2.3 Activity 1.2.2, Activity 1.2.3 Activity 1.1.8, Activity 1.1.9, Activity 1.2.4

Activity 2.1.1, Activity 2.1.2, Activity 2.1.4, Activity 2.1.10, Activity 2.2.2,

Activity 2.2.3, Activity 2.2.8

Activity 2.1.1, Activity 2.1.2, Activity 2.1.4,

Activity 2.1.6, Activity 2.1.10, Activity 2.2.2,

Activity 2.2.5, Activity 2.2.6, Activity 2.2.7, Activity 2.2.8

Activity 2.1.1, Activity 2.1.2, Activity 2.1.3,

Activity 2.1.4, Activity 2.1.5, Activity 2.1.6,

Activity 2.1.7, Activity 2.1.10, Activity 2.2.2, Activity 2.2.8

Activity 2.1.1, Activity 2.1.2, Activity

2.1.4, Activity 2.1.5, Activity 2.1.7,

Activity 2.1.8, Activity 2.1.9, Activity 2.1.10, Activity 2.2.2, Activity 2.2.8

Activity 3.1.1, Activity 3.1.2, Activity 3.2.1 Activity 3.1.2, Activity 3.1.3, Activity 3.2.2,

Activity 3.2.3

Activity 3.1.2, Activity 3.1.3, Activity

3.2.2, Activity 3.2.3

2022

Activity 1.1.2, Activity 1.2.2, Activity 1.2.3 Activity 1.1.2, Activity 1.1.2, Activity 1.2.2,

Activity 1.2.3 Activity 1.1.9, Activity 1.2.4

Activity 2.1.1, Activity 2.1.2, Activity

2.1.4, Activity 2.1.10, Activity 2.2.2,

Activity 2.2.8

Activity 2.1.1, Activity 2.1.2, Activity 2.1.4,

Activity 2.1.6, Activity 2.1.10, Activity 2.2.2,

Activity 2.2.5-8

Activity 2.1.1, Activity 2.1.2, Activity 2.1.3,

Activity 2.1.4, Activity 2.1.5, Activity 2.1.6, Activity 2.1.7, Activity 2.1.10, Activity 2.2.2,

Activity 2.2.8

Activity 2.1.1, Activity 2.1.2, Activity

2.1.4, Activity 2.1.5, Activity 2.1.7, Activity 2.1.8, Activity 2.1.9, Activity

2.1.10, Activity 2.2.2, Activity 2.2.8

Activity 3.1.1, Activity 3.1.2, Activity 3.2.1,

Activity 3.2.3

Activity 3.1.2, Activity 3.1.3, Activity 3.2.2,

Activity 3.2.3

Activity 3.1.2, Activity 3.1.3, Activity

3.2.2, Activity 3.2.3

52

Appendix 3.2. Work Plan and Time Table (Detailed) - Kenya

Outputs Activities 2019 2020 2021 2022

1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q

Output 1.1 The capacity of 6

County

Governments to adopt, implement

and monitor

gender-responsive CSA and CCA

policies and

strategies is strengthened

Activity 1.1.1 Review of County climate

resilient policies x x x x

Activity 1.1.2 Alignment of county development plans with national plans

x x x x

Activity 1.1.3 Train county officials on

gender responsive CSA policies x

Activity 1.1.4 Capacity building county

assemblies x x x x

Activity 1.1.5 Develop gender

mainstreaming guidelines x x x

Activity 1.1.6 Review action plans on gender responsive CSAs and CCAs.

x x x

Activity 1.1.7 Dissemination

mainstreaming guideline on gender

responsive CSA

Activity 1.1.8 Support evidence-based

knowledge sharing platforms x x x

Activity 1.1.9 Conduct Intercounty

consultative meetings x x x

Activity 1.1.10 Create mechanisms and

support policies for sustainable and long-

term financing of CSA

x x

Output 1.2 The capacity of 30

Women groups in

6 counties strengthened to

engage in policy

planning and implementation

and monitoring of

CCA and CSA

Activity 1.2.1 Raise understanding among decision-makers in CSA on benefits of

social inclusion.

x

Activity 1.2.2 Capacity building in policy formulation, implementation and

monitoring

x x x x x x x x

Activity 1.2.3 Work with male change agents at community, county level

towards gender quotas in CSA and CCA

decision-making bodies

x x x x x x x x

Activity 1.2.4 Leadership skills to participate in CSA and CCA decision

making

x x x x

Output 2.1

Technical capacity of farmer groups

(including hunger

safety nets beneficiary

Activity 2.1.1. Support HSNP to graduate out of poverty through vouchers

x x x x x x x x x x x x x x x x

Activity 2.1.2. Small grants to women

groups to support and linkage to markets x x x x x x x x x x x x x x x x

Activity 2.1.3. Exchange visits of lead farmers

x x x x x

53

Outputs Activities 2019 2020 2021 2022

1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q

households) to

adopt CSA market

driven value chains improved

Activity 2.1.4. Market information

advisory supported or created x x x x x x x x x x x x x x x x

Activity 2.1 5. Lead farmers, Farmer Field Schools (JFFLS/FFS), Training of trainers

(TOT) trained on CSA

x x x x x x x x

Activity 2.1.6. Training farmers groups

(%women) on dryland crop production and CSA

x x x x x x x x

Activity 2.1.7. Training farmer groups

(%women) on vegetable crop production through irrigation

x x x x x x x x

Activity 2.1.8 Facilitate indigenous

environmental knowledge exchange x x x x

Activity 2.1.9 Disseminate extension packages for gender-responsive CSA

x x x x

Activity 2.1.10. Provision of assorted

varieties of certified drought tolerant crops

and high value vegetable seeds

x x x x x x x x x x x x x x x x

Output 2.2 Organizational

capacity of 6

county land and water management

committees

strengthened on use of climate

resilient practices

to rehabilitate degraded range

land

Activity 2.2.1. Improved management of

NR including land and water management

through CSA pastoral institution supported

x x x x x x x x

Activity 2.2.2. Range Rehabilitation

(control of invasive species and reseeding) x x x x x x x x x x x x x x x x

Activity 2.2.3. Provision of input for fodder production

x x x x x x x x x

Activity 2.2.4. Train and support field

resource teams for planned grazing x x x x x x

Activity 2.2.5. Support construction of water harvesting structures

x x x x

Activity 2.2.6. Support trainings for water

structure management committees x x x x

Activity 2.2.7. Support construction of Soil and Water Conservation structures

x x x x x x

Activity 2.2.8. Support development of

fruit tree seedling nurseries x x x x x x x x x x x x x x x x

Activity 2.2.9. Trainings for farmer groups on environmental conservation

x x x x

Output 3.1

Awareness created in 6 counties on

recognition of

Activity 3.1.1 Assessment on gender roles

in CSA and society x x x x

Activity 3.1.2 Advocacy and media campaigns around gender roles

x x x x x x x x x x x x

54

Outputs Activities 2019 2020 2021 2022

1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q

women’s roles in

CSA and favorable

attitudes / practices about women using

technology

promoted.

Activity 3.1.3 Outreach campaigns to

community and county decision makers to

and CSA

x x x x x x x x

Output 3.2

Increased capacity

of women value

chain actors to

access financial

services at county and community

level

Activity 3.2.1 Assessment of financial

institutions to provide credit to farmers x x x x

Activity 3.2.2 Develop financial

intermediary services x x x x x x x x

Activity 3.2.3 Establish women led groups financial literacy

x x x x x x x x x x x x x x

Outputs/Activities Quantity/Type Participants Beneficiaries Remarks

Output 1.1: The capacity of 6 County Governments to adopt, implement and monitor gender-responsive CSA and CCA policies and

strategies is strengthened

Activity 1.1.1 Review of County climate

resilient policies

600 National/county

governments/NDMA/CSO

Communities

this ensures inclusive

participation in the review

process

Activity 1.1.2 Alignment of county

development plans with national plans

300 National/county

governments/NDMA

Communities

ensure inclusive participation in

the training

Activity 1.1.3 Train county officials on

gender responsive CSA policies

300 National/county

governments/NDMA

Communities

ensure inclusive participation in

the alignment process

Activity 1.1.4 Capacity building county

assemblies

600 National/county

governments/NDMA/farmer

group representatives, women

farmer leaders

Communities

ensure inclusive participation in

the alignment process

Activity 1.1.5 Develop gender

mainstreaming guidelines

300 National/county

governments/NDMA

Communities

ensure inclusive participation in

the alignment process

Activity 1.1.6 Review action plans on gender

responsive CSAs and CCAs.

300 National/county

governments/NDMA

Communities

ensure inclusive participation in

the alignment process

55

Outputs/Activities Quantity/Type Participants Beneficiaries Remarks

Activity 1.1.7 Dissemination mainstreaming

guideline on gender responsive CSA

47 counties National/county

governments/NDMA

Communities

Council of Governors as

knowledge hub

Activity 1.1.8 Support evidence-based

knowledge sharing platforms

12,000 National/county

governments/NDMA/farmer

group representatives, women

farmer leaders

Communities

Activity 1.1.9 Conduct Intercounty

consultative meetings

300 National/county

governments/NDMA

Communities

ensure inclusive participation of

women, PWD, youth

Activity 1.1.10 Create mechanisms and

support policies for sustainable and long-

term financing of CSA

included in previous activities

Output 1.2: The capacity of 30 Women groups in 6 counties strengthened to engage in policy planning and implementation and monitoring

of CCA and CSA

Activity 1.2.1 Raise understanding among

decision-makers in CSA on benefits of social

inclusion.

300.00

farmers

farmer (women and men) communities

Activity 1.2.2 Capacity building in policy

formulation, implementation and monitoring

300.00

farmers

farmer (women and men) communities

Activity 1.2.3 Work with male change agents

at community, county level towards gender

quotas in CSA and CCA decision-making

bodies

300.00

farmers

farmer (women and men) communities

Activity 1.2.4 Leadership skills to participate

in CSA and CCA decision making

300.00

farmers

farmer (women and men) communities

Output 2.1: Technical capacity of farmer groups (including hunger safety nets beneficiary households) to adopt CSA market driven value

chains improved

Activity 2.1.1. Support HSNP to graduate out

of poverty through vouchers

6,000.00

women

extension services, women

farmers, women cooperatives

Communities

Activity 2.1.2. Small grants to women groups

to support and linkage to markets

6,000.00

women

women, farmers, women

leaders, women cooperative

leaders,

Communities

56

Outputs/Activities Quantity/Type Participants Beneficiaries Remarks

Activity 2.1.3. Exchange visits of lead

farmers

12,000.00

women

farmers

women farmers, women

leaders, women cooperative

leaders,

Activity 2.1.4. Market information advisory

supported or created

24,000.00

farmers

farmers (women and men) communities

Activity 2.1 5. Lead farmers, Farmer Field

Schools (JFFLS/FFS), Training of trainers

(TOT) trained on CSA

600.00

farmers

farmers (women and men)

Communities

Activity 2.1.6. Training farmers groups

(%women) on dryland crop production and

CSA

300.00

farmers

farmers (women and men)

Communities

Activity 2.1.7. Training farmer groups

(%women) on vegetable crop production

through irrigation

300.00

farmers

farmers (women and men)

Communities

Activity 2.1.8 Facilitate indigenous

environmental knowledge exchange

12,000.00

women

farmers (women and men)

Communities

Activity 2.1.9 Disseminate extension

packages for gender-responsive CSA

24,000.00

farmers

farmers (women and men);

Ministry of Agriculture,

Council of Governors, NDMA

Communities

Activity 2.1.10. Provision of assorted

varieties of certified drought tolerant crops

and high value vegetable seeds

24,000.00

farmers

extension services, women

farmers, women cooperatives

Communities

Output 2.2: Organizational capacity of 6 county land and water management committees strengthened on use of climate resilient practices

to rehabilitate degraded range land

Activity 2.2.1. Improved management of NR

including land and water management

through CSA pastoral institution supported

300.00

farmers

farmer (women and men) communities

Activity 2.2.2. Range Rehabilitation (control

of invasive species and reseeding)

300.00

farmers

farmer (women and men) communities

Activity 2.2.3. Provision of input for fodder

production

300.00

farmers

farmer (women and men) communities

57

Outputs/Activities Quantity/Type Participants Beneficiaries Remarks

Activity 2.2.4. Train and support field

resource teams for planned grazing

300.00

farmers

farmer (women and men) communities

Activity 2.2.5. Support construction of water

harvesting structures

300.00

farmers

farmer (women and men) communities

Activity 2.2.6. Support trainings for water

structure management committees

300.00

farmers

farmer (women and men) communities

Activity 2.2.7. Support construction of Soil

and Water Conservation structures

300.00

farmers

farmer (women and men) communities

Activity 2.2.8. Support development of fruit

tree seedling nurseries

300.00

farmers

farmer (women and men) communities

Activity 2.2.9. Trainings for farmer groups on

environmental conservation

300.00

farmers

farmer (women and men) communities

Output 3.1: Awareness created in 6 counties on recognition of women’s roles in CSA and favorable attitudes / practices about women

using technology promoted.

Activity 3.1.1 Assessment on gender roles in

CSA and society

24,000.00

officials

Decision makers (National

and county assembly

members); Executive members

Activity 3.1.2 Advocacy and media

campaigns around gender roles

24,000.00

community

members

communities

Activity 3.1.3 Outreach campaigns to

community and county decision makers to

and CSA

24,000.00

community

members

communities

Output 3.2: Increased capacity of women value chain actors to access financial services at county and community level

Activity 3.2.1 Assessment of financial

institutions to provide credit to farmers

12,000.00

farmers

women farmer groups,

cooperatives, financial

institutions

communities

Activity 3.2.2 Develop financial

intermediary services

12,000.00

farmers

women farmer groups,

cooperatives

communities x

Activity 3.2.3 Establish women led groups

financial literacy

600.00

farmers

women farmer groups,

cooperatives

communities x

58

Outputs/Activities Quantity/Type Participants Beneficiaries Remarks

59

Appendix 4. Budget Allocation - Kenya

Outputs Activities 2019 2020 2021 2022

1Q 2Q 3Q 4Q USD 1Q 2Q 3Q 4Q USD 1Q 2Q 3Q 4Q USD 1Q 2Q 3Q 4Q USD

Output 1.1 The capacity of 6

County

Governments to adopt, implement

and monitor

gender-responsive CSA and CCA

policies and

strategies is strengthened

Activity 1.1.1 Review of

County climate resilient

policies

x x x x

Activity 1.1.2 Alignment

of county development

plans with national plans

x x 25,000 25,000 x x 25,000

Activity 1.1.3 Train

county officials on

gender responsive CSA

policies

x

Activity 1.1.4 Capacity

building county

assemblies

x x 80,000 x 40,000 40,000 x

Activity 1.1.5 Develop gender mainstreaming

guidelines

x 25,000 x x 25,000

Activity 1.1.6 Review action plans on gender

responsive CSAs and

CCAs.

x x 80,000 x

Activity 1.1.7

Dissemination

mainstreaming guideline

on gender responsive CSA

30,000

Activity 1.1.8 Support

evidence-based knowledge sharing

platforms

x 30,000 x x 30,000

Activity 1.1.9 Conduct Intercounty consultative

meetings

x 30,000 10,000 x 10,000 x 10,000

Activity 1.1.10 Create

mechanisms and support

policies for sustainable

and long-term financing

of CSA

x x

Output 1.2 The

capacity of 30

Women groups in 6 counties

strengthened to

Activity 1.2.1 Raise

understanding among

decision-makers in CSA on benefits of social

inclusion.

x 30,000 0 0 0

60

Outputs Activities 2019 2020 2021 2022

1Q 2Q 3Q 4Q USD 1Q 2Q 3Q 4Q USD 1Q 2Q 3Q 4Q USD 1Q 2Q 3Q 4Q USD

engage in policy

planning and

implementation and monitoring of

CCA and CSA

Activity 1.2.2 Capacity

building in policy

formulation, implementation and

monitoring

x x 50,000 x x 60,000 x x 60,000 x x 60,000

Activity 1.2.3 Work with male change agents at

community, county level

towards gender quotas in

CSA and CCA decision-

making bodies

x x 15,000 x x 15,000 x x 15,000 x x 15,000

Activity 1.2.4 Leadership

skills to participate in CSA and CCA decision

making

x 20,000 x 20,000 x 20,000 x 20,000

Output 2.1

Technical capacity of farmer groups

(including hunger

safety nets beneficiary

households) to

adopt CSA market driven value chains

improved

Activity 2.1.1. Support HSNP to graduate out of

poverty through vouchers

x x x x 30,000 x x x x 30,000 x x x x 15,000 x x x x 15,000

Activity 2.1.2. Small

grants to women groups to support and linkage to

markets

x x x x 110,000 x x x x 45,000 x x x x 45,000 x x x x

Activity 2.1.3. Exchange

visits of lead farmers

x x 40,000 x 20,000 x 20,000 x 20,000

Activity 2.1.4. Market

information advisory supported or created

x x x x 20,000 x x x x 20,000 x x x x 20,000 x x x x 20,000

Activity 2.1 5. Lead

farmers, Farmer Field

Schools (JFFLS/FFS), Training of trainers

(TOT) trained on CSA

x x 30,000 x x 30,000 x x 30,000 x x 30,000

Activity 2.1.6. Training farmers groups

(%women) on dryland

crop production and CSA

x x 50,000 x x 50,000 x x 30,000 x x 30,000

Activity 2.1.7. Training farmer groups (%women)

on vegetable crop

production through irrigation

x x 50,000 x x 40,000 x x 40,000 x x 40,000

Activity 2.1.8 Facilitate

indigenous environmental

knowledge exchange

x 8,000 x 8,000 x 8,000 x 6,000

61

Outputs Activities 2019 2020 2021 2022

1Q 2Q 3Q 4Q USD 1Q 2Q 3Q 4Q USD 1Q 2Q 3Q 4Q USD 1Q 2Q 3Q 4Q USD

Activity 2.1.9

Disseminate extension

packages for gender-responsive CSA

x 8,000 x 8,000 x 8,000 x 6,000

Activity 2.1.10.

Provision of assorted varieties of certified

drought tolerant crops

and high value vegetable

seeds

x x x x 40,000 x x x x 20,000 x x x x 40,000 x x x x 15,000

Output 2.2

Organizational

capacity of 6

county land and water management

committees strengthened on

use of climate

resilient practices to rehabilitate

degraded range

land

Activity 2.2.1. Improved

management of NR

including land and water management through

CSA pastoral institution

supported

x x x x 50,000 x x x x 50,000

Activity 2.2.2. Range

Rehabilitation (control of

invasive species and reseeding)

x x x x 100,000 x x x x 40,000 x x x x 50,000 x x x x 10,000

Activity 2.2.3. Provision

of input for fodder

production

x x x x 80,000 x x x x 100,000 x

Activity 2.2.4. Train and

support field resource

teams for planned grazing

x x x 30,000 x x x 10,000

Activity 2.2.5. Support

construction of water harvesting structures

x 4,000 x 3,000 x 2,000 x 1,000

Activity 2.2.6. Support

trainings for water

structure management committees

x 2,000 x 1,000 x 1,000 x 1,000

Activity 2.2.7. Support

construction of Soil and

Water Conservation

structures

x x 4,000 x x 3,000 x 2,000 x 1,000

Activity 2.2.8. Support

development of fruit tree seedling nurseries

x x x x 8,000 x x x x 3,520 x x x x 4,000 x x x x 4,000

Activity 2.2.9. Trainings

for farmer groups on environmental

conservation

x x 10,000 x x 5,000 0 0

62

Outputs Activities 2019 2020 2021 2022

1Q 2Q 3Q 4Q USD 1Q 2Q 3Q 4Q USD 1Q 2Q 3Q 4Q USD 1Q 2Q 3Q 4Q USD

Output 3.1

Awareness created

in 6 counties on recognition of

women’s roles in

CSA and favorable attitudes / practices

about women using

technology

promoted.

Activity 3.1.1

Assessment on gender

roles in CSA and society

x 10,000 x 10,000 x 10,000 x 10,000

Activity 3.1.2 Advocacy

and media campaigns

around gender roles

x x x 95,000 x x x 95,000 x x x 95,000 x x x 95,000

Activity 3.1.3 Outreach campaigns to community

and county decision

makers to and CSA

x x 50,000 x x 50,000 x x 50,000 x x 50,000

Output 3.2

Increased capacity

of women value chain actors to

access financial

services at county and community

level

Activity 3.2.1

Assessment of financial

institutions to provide credit to farmers

x 12,000 x 12,000 x 12,000 x 12,000

Activity 3.2.2 Develop

financial intermediary

services

x x 80,000 x x 25,000 x x 25,000 x x 25,000

Activity 3.2.3 Establish

women led groups

financial literacy

x x 40,000 x x x x 40,000 x x x x 40,000 x x x x 40,000

Annual Totals 1202570 775090 603570 417570

Total Project Budget 2,998,800

Effective Project management and coordination (PMU) 724,710.90

Support cost (GMS) 8%* 275,416.87

Grand total Budget 3,998,927.77