Project Proposal

1. Project Summary

Project Name Improving Food Security and Resilience of the drought affected communities through sustainable livelihood interventions.

Project AcronymProject Location North Eastern KenyaCountry KenyaProject value and Contribution: 1,000,000 GBPBeneficiaries (Direct and indirect) Direct: 9,220 HouseholdsProject Summary The project aims at addressing food insecurity and building resilience of the

drought affected communities in Northern Kenya.

The project targets an estimated 9,220 households, particularly women, children the elderly and the poorest of the poor families, living in Mandera, Wajir, and Garissa counties in Northern Kenya. Assistance will help affected households to meet their immediate and long term food and cash needs, as well as provide appropriate capacity building to the target communities.

Project Impact Improved Food Security, livelihood and resilience of vulnerable communities (Agro pastoralists and Pastoralists) against effects of climate change in Northern Kenya.

Project Outcomes/Outputs: Outcome:

Increased food security status of 9,220 vulnerable households using immediate and long term sustainable livelihood interventions.

The key programme outputs are :

2000 farming households supported with climate adaptive livelihood interventions; irrigated agriculture, green house technology and post harvest handling.

140 households benefit from green houses farming in the target areas.

3000 households supported through cash programming.

3600 households protected from negative coping strategies through livestock support services

180 Local government departments, Community Animal Health Workers are capacity built on DRR and early warning system

300 Women are capacity built and supported on alternative livelihoods.Implementing Partner Government Departments; District Agriculture office, District Veterinary Office

and Drought Management Authority (Arid Lands)Sector Livelihoods and Food SecurityProject Period 36 months (November 1st 2012 to October 31st 2015)Contact person in Field for the project

Islamic Relief Kenya

Abdalla Rashid Agolla, Ag. Country Director

Kenya Office, P.O. Box 417 - 00200, Nairobi, Kenya

Email: rashid@islamic-relief.or.ke

2. Strategic Framework

Islamic Relief’s strategy is in line with the Government of Kenya’s and global strategies and pillars/goals. It is strongly supports the Government’s Vision 2030 and Millennium Development Goals. The priority of the strategy is to protect life and dignity (to reduce the risks and effects of disasters), empowering and supporting the marginalised and vulnerable communities to voice their needs and address root causes of poverty and suffering. The project will not only address the immediate causes of food insecurity but also build on structures to address the underlying causes of food insecurity through capacity building of the locals and also integration with other sectors such as WASH and nutrition.

Since 2006, IR Kenya programme has aimed at addressing the short-term needs in emergencies, the medium term needs through rehabilitation programmes and the longer term strategic needs of the poor through our long-term development interventions. Our emergency interventions stabilise populations who do not, in the short term, have the capacity to meet their basic material needs. For the most part in our operation area, this has meant targeted feeding programmes, distribution of seeds & tools, interventions in water and public health targeting those suffering the effects of drought, flush floods and other disasters. Rehabilitation and longer term development aims to build the capacity of the poor to enable them to take responsibility for their own development needs – to make a sustainable impact on poverty. Through working in chronic food deficit areas and in the most disadvantaged areas of Northern Kenya ( Mandera East and North, Wajir North and West and Garissa/Dadaab), IR has ensured that its programmes target those who are most vulnerable in the most disadvantaged areas. These programmes include food security and livelihoods, Health and Nutrition, Water and Sanitation, Child-welfare and other special programmes.

IR is already implementing programmes in health and nutrition, WASH, livelihoods and food security in 6 districts of Mandera and Wajir respectively. IRK is thus dedicated and committed to reconstruction of community livelihoods through direct contacts with the communities and positively contribute towards improving the living standards and conditions of those adversely affected by disasters and conflict in Northern Kenya.

3. Project RationaleThe impact of recurrent drought-related crises in North Eastern Kenya is rapidly escalating, with more and more people being affected each time a drought occurs. Drought is becoming more frequent, allowing less time for recovery in between droughts, and increasing the vulnerability of local populations. The current ability of pastoralists to respond to drought is limited not only due to the increasing frequency of drought, but also due to increasing population, a dwindling resource base, conflict, changes in access to land and water, as well as the impact of other shocks such as flooding and disease outbreaks.

In Kenya, emergency interventions that tend to be implemented in response to drought are very effective in terms of saving lives, but they are not designed to address the chronic poverty or vulnerability that characterise the arid and semi-arid lands (ASALs). Experience suggests that the most effective way of providing aid in such situations is through protecting people’s livelihoods. Livelihood interventions are defined as those that aim to protect or enhance livelihood assets, strategies and outcomes; they can contribute both to saving lives and to building resilience and addressing vulnerability.

The recurrent crisis is not solely due to the poor or failed rains over the years. Rather it is the result of the gradual erosion of community resilience and traditional coping strategies by successive shocks and limited development investments by the Government of Kenya. The 2005/06 drought affected 4 million people in the ASALs and an estimated 50-60% of livestock (shoats, camels and cattle) died. Many households and communities had only started to recover when 2008/2009 brought the triple shocks of post-election violence, high food and fuel prices and El Niño related flooding.

According to the 2011-2012 short rain assessment, most parts of Mandera, Wajir and Garissa were classified in the stressed phase due to the positive impacts of the above average short rains and on-going interventions though some areas were still in the crisis phase due to on-going conflicts and poor food access. In Mandera, flush flooding along river Daua led to destruction of crops in farms within the irrigated zone.

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The on-going military operation in Somalia has cut off supply lines leading to high food prices in the region. However delay or poor performance of the long rains as predicted by Kenya Meteorological Department (KMD) and FEWSNET reports will lead to rapid deterioration of the food security situation in the area.

At present there are acute shortages of water and pasture for grazing, GAM rates in some districts are high, above the 15% emergency threshold and the deterioration in the body condition of livestock has reduced production and increased mortality rates due to diseases and starvation and led to decline in their market value. The high food and fuel prices have affected the capacity of the very poor to buy food and to access basic services. Food prices have increased across Northern Kenya, reflecting both global trends as well as local conditions, with the Arid Lands Resource Management Project reporting in May 2011 a kilogram of meat selling at about Ksh 400 (US$ 4.7) compared to Ksh 250 – 300 (US$ 3 -3.5) in 2010, while the price of a litre of milk has also almost tripled to Ksh 80 (US$ 95 cents) over a similar period1.

Throughout the programme areas needs assessments have been, and continue to be, conducted by a variety of agencies, including Islamic Relief. Findings from recent assessments include:

Global Acute Malnutrition (GAM) rates: Well above the WHO emergency threshold of 15%, with GAM rates in Mandera and Wajir.

North-Eastern Province of Kenya has the highest incidences of poverty in the country estimated at 64% (Those having income less than a 1 $ day) according to Central Bureau of Statistics (CBS) survey.

Islamic Relief has designed a programme that includes activities that will meet the immediate household livelihood needs of affected families as well as building the longer term resilience of affected communities. Activities will be implemented across three counties - Mandera, Wajir and Garissa – and will capitalise on the existing programme footprints of IRK. The programme has been designed to be responsive and flexible to the changing situation on the ground.

The programme will directly contribute to the achievement of one of DfID’s key humanitarian results, namely stabilising food security and protecting livelihoods. IRK will use an integrated approach to ensure that the interventions contribute to the long-term well being of the targeted communities by delivering sustainable outcomes in all programming areas. For example, cash for work will provide households with the income needed to meet their immediate needs, while animal health activities, such as vaccination of the surviving livestock, is critical in longer term livelihood security.

4. Stakeholder Analysis

The project will be implemented in close collaboration with the line ministries with special reference to the Ministry of Agriculture, Ministry of Livestock, Ministry of Social Service, and Ministry of State for Northern and Arid Land and Provincial Administration. The Stakeholders will be involved in decision making and implementation throughout the project life. The line ministries will provide technical services in agricultural production, livestock support services, legal registration of groups and capacity building on specific business technical and management skills. Their inputs will mainly be on technical backstopping and linkages to frontline extension workers; this will provide benchmark for sustainability. District Steering Group (DSG) will provide active centre for coordination and collaboration with key actors, on general issues within project areas. The table below gives a summary of key stakeholders. Summary of key stakeholders Stakeholder Function Comparative

AdvantageAssistance to IRK

Ministriesand

Provide expertise in designing and

Technical expertise

Provide synergy and technical support

1 Arid Lands Resource Management Project ,Garissa – May 2011

Source: FEWS Net 3

Departments implementing strategies and Programmes.

Provide resources -human and financial

Collective responsibilities for development

LocalCommunities

Resources – human and financial planning and implementation n of projects

goodwill

Local technical knowledge

Adaptation to local conditions

Goodwill Collaboration Local technical

knowledge in solving problems

Project/programme sustainability

District Steering Groups ( DSGs)

Centre for collaborations and coordination

Security management

Centre for stakeholders’ coordination

Centre for security coordination

Coordination

5. The project (detailed description of what would be in the logical framework)Impact: Improved Food Security, livelihoods and resilience of vulnerable communities (Agro pastoralists and Pastoralists) using sustainable interventions to counter the effects of climate change in Northern Kenya.

Indicator: At least % of the targeted Households able to maintain their food security as a result of programme activities.

Outcome: Increased food security status of vulnerable households using immediate and long term sustainable livelihood interventions.

.Indicator: At least % of the targeted beneficiaries with improved food security.

Output 1– Climate adaptive livelihood interventions supported in the target communities.

Activities: Islamic Relief will work with the ministry of Agriculture to undertake rapid assessments of interventions required by the farmers as a matter of priority, immediate farm input needs. This will ensure that the identified support are from the community and will improve the productivity at the long run.

Indicator 1.1: 2000 farming Agro pastoralist households are supported with farming inputs.

Provide the much needed farm inputs to the existing and new farmers practicing micro irrigation in the targeted districts: Use of improved farm inputs is crucial in ensuring that there is improved production through adoption of better farming methods.

Indicator 1.2: 7 green house farming established in the target areas.

The targeted groups will be support to establish green houses for production of food for both domestic consumption and as an income generation activity to improve their household income.

Indicator 1.3: 7 storage facilities constructed in the 7 Agro pastoralist zone locations in the Northern Eastern Kenya.

The facilities is expected to provide the much needed storage space for the farmers’ farm produce as the look for market, await transportation to the market or for family future consumption. The farmers will be

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expected to pay a minimum storage fee to the Co-operative which will be used for the maintenance of the facility.

Indicator 1.4: 12 farmer groups’ capacity built on improved agriculture through training and exchange visits.

Training for farmers will cover topics such as budget planning, Good Agronomic Practices, leadership and farming as a business. The farmers’ representatives will be facilitated to learn from other well established farmers in other parts of the country through exchange visits.

Output 2 – Food Security of targeted households is maintained through cash programming.

Activities:

Indicator: 3,000 targeted households supported through cash programming to meet their basic needs.

Cash for work: Cash for work will be used to construct or rehabilitate community infrastructure, and help to ensure that targeted households have access to the cash needed to purchase food and other basic items and services. Activities undertaken using cash for work include rehabilitating water pans, constructing shallow wells and other activities which enhance community owned facilities.

Output 3 – Livelihoods assets of the drought affected communities are protected from negative coping strategies through livestock support services.

Activities:

Indicator: At least 6 District Veterinary Officers (DVOs) in Mandera, Wajir and Garissa supported with equipment and to carry out regular animal disease surveillance in their areas of operations.

The DVOs will be facilitated to conduct periodic disease surveillance and plan for appropriate response measures in areas with incidences

Indicator: At least 360,000 animals from 3,600 households benefit from livestock support services through the DVOs and Community Animal Health Workers in Mandera, Wajir and Garissa.

Support to District Veterinary Offices: As livestock weaken and begin to congregate around the remaining water sources, there is increased risk of the spreading of disease which could wipe out remaining stocks. Ensuring that remaining livestock, particularly breeding herds, remain healthy is critical for protecting remaining livestock protecting assets. Logistical and other support will be provided to DVOs to undertake disease surveillance, respond to outbreaks and conduct vaccination campaigns.

Output 4 – Local Government Departments, Community Animal Health Workers and women groups’ capacity built and supported on Disaster Preparedness and Early Warning Systems and alternative livelihoods.

Indicator: 180 local government and Animal Health Workers capacity built on Community Managed Disaster Risk Reduction (CMDRR) and Early Warning Systems.

Training of local Government staff, Community Animal Health Workers, Leaders and pastoralists: To ensure that communities have the skills and knowledge needed to plan for and cope with future livelihood shocks they will be trained on risk reduction and early warning. The training will use iterative methodologies, with communities encouraged to identify issues, early warning signs that they can monitor and helped to develop tentative response plans. They will receive refer trainings, focus on signs of illness in animals, disease surveillance and reporting.

Indicator: 20 women groups trained and supported on alternative livelihood options.

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The groups will be supported through capacity building to engage in income generation activities of their own such as kitchen gardening, trading in household goods, skins and hides, etc. this is aim at diversifying household source of income

6. Beneficiary AnalysisThe proposed activities will directly benefit 8,620 households in three target Counties, special emphasis will be placed on project activities benefitting most vulnerable households. More detailed beneficiary numbers by gender, district and sectors will be identified during the first month of the project after communities have been selected.

The beneficiaries will be identified through a participatory planning meeting with community development committees in the project areas. A selection criteria will be established by IRK through consultation of individuals who hold key responsibilities in the villages, local provincial administration, Other considerations will include vulnerability, skills and potentiality to initiate and maintain business, trust and honesty, gender and age, ethnic reflection, owning farm along the river line, vulnerability of the household, type of intervention the person is engaged or capable of doing and acceptability to sign contractual loan agreement (interest free) among others. The beneficiaries will be verified and validated in a public meeting.

The direct beneficiaries will be individuals households affected by several years of cyclic droughts, internal conflicts and insecurity and consequently suffer from chronic livelihood vulnerability. The project will target those vulnerable families who have no other options to start or expand their business activities.

IRK will have an open dialogue and consultation with them and together will agree on participatory tools for project monitoring and procedures of loan repayment. They will decide on the timing and duration of the training events so as not to inconvenience clients businesses.

The resident population of the target districts will indirectly benefit from improved food security support services. It is hoped that the interventions will reach wider populations than those directly benefiting from the programme.

Target Group and Beneficiaries

Year 1 Year 2 Year 3 Total No. of Beneficiaries

Total

Representing individual Households

Male Female Male Female Male Female Male (59%)

Female (41%)

Support to irrigation practising farmer groups.

420 220 530 330 420 220 1,370 770 2140

Community Managed Disaster Risk Reduction and Early Warning Systems Capacity Building.

45 15 45 15 45 15 135 45 180

Capacity Building and support to Women groups on alternative Livelihoods sources.

90 120 90 300 300

Cash for work recipients /casual labourers

450 450 600 600 450 450 1500 1500 3000

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Target Group and Beneficiaries

Year 1 Year 2 Year 3 Total No. of Beneficiaries

Total

Representing individual Households

Male Female Male Female Male Female Male (59%)

Female (41%)

Animal Health Support Services (Pastoralists/District Veterinary Office)

800 400 800 400 800 400 2400 1200 3600

TOTAL 5405 3815 9220

7. Implementation Methodology

a) Community participatory integration approach: (CPIA)Prior to implementation, IRK will facilitate the community to come up with their own action plan and prioritize the projects. The community being the major stake holder will be given the chance to prioritise its needs. Other stake holders and partners will also be contacted to share their experiences and avoid duplication. The beneficiaries will be selected through a well structured, mutually agreed, and inclusive and gender sensitive criteria. They will then be sensitized and made aware of the project importance, involvement and ownership for sustainability. The beneficiaries will include classification of the vulnerable groups including women, men and youth.

b) Working in collaboration and partnership:The project will work in close collaboration with the line ministries with special reference to the Ministry of Agriculture, Ministry of Livestock, Ministry of Social Service, Ministry of State for Northern and Arid Land and Provincial Administration. These ministries will provide services such registration of groups and capacity building on better farming methods, specific business technical and management skills. Their inputs will mainly be on technical backstopping and linkages to frontline extension workers; this will provide benchmark for sustainability.

c) Capacity Building and Exchange visits:IRK will facilitate capacity building of the beneficiaries and frequent exchange visits between & among farmer groups. These would provide a forum for information and experience sharing as well as enable individuals and groups to learn from best practices from their successful peers.

The methodologies will address the needs/ constraints and cultural values of the community appropriately as the community structures and members together with other stakeholders will be given an equal opportunity in decision making process. The methodologies and approaches will empower the local structure with knowledge, skills and essential inputs hence ownership and sustainability of the action during implementation and after the project life.

The project will strive to build the capacities of community structures to be able to respond to disaster early warnings and also introduces selected pastoral drop out to alternative livelihood sources; all these will be geared towards building community resilience while fostering disaster risk reduction.

The primary focus will be to increase and diversify sources of incomes among pastoral communities with focus on sustainable sources. The project will endeavour to build capacities of community to be able to cope with the changing times orchestrated by Climate change; these would be realised through trainings and cash programmings. The aim of the project will be to alleviate chronic poverty and reverse vulnerability to drought

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shocks thus promoting self reliance in economics, social and cultural needs of project area populations as well as enable them live in harmony with their neighbours.

Core Project activities will comprise of:-

The project will strive to build the capacities of community structures to be able to respond to disaster early warnings and also introduces selected pastoral drop outs and pure pastoralists to alternative livelihood sources; all these will be geared towards improving food security and building community resilience while fostering disaster risk reduction.

The primary focus will be to increase and diversify sources of incomes among pastoral communities in with focus on sustainable sources. The project will endeavour to build capacities of community to be able to cope with the changing times orchestrated by Climate change; these would be realised through trainings and cash for work in the form of rehabilitation of community infrastructures. The aim of the project will be to alleviate chronic poverty and reverse vulnerability to drought shocks thus promoting self reliance in economics, social and cultural needs of project area populations as well as enable them live in harmony with their neighbours.

Support to Irrigated Agriculture will be in form of provision of improved farm inputs as a subsidy, construction of storage facilities for improved post harvest handling for farm produce both meant for food for human consumption and fodder for livestock. Areas which are not adjacent to the river but have access to other sources of water will be supported through installation of Green Houses, this technology will target poor households who are organised into groups and are ready to participate in the green house farming.Cash Programming will be conditional in nature and will be done in form of Cash for work; identified beneficiaries will participate in the rehabilitation of community infrastructure, and earn the cash needed to purchase food and other basic items and services.

Community Capacity Building is intended to ensure that communities have the skills and knowledge needed to plan for and cope with future livelihood shocks. The capacity building focuses on Community Managed Disaster Risk Reduction and early warning Systems; this will be a participatory forum that will be facilitated by DRR experts. Women groups especially the Mother Support Groups will undergo training and support on alternative livelihood options.

Livestock Support Services: Ensuring that remaining livestock, particularly breeding herds, remain healthy is critical for protecting remaining livestock assets. Logistical and other support will be provided to District Veterinary Officers to undertake disease surveillance, respond to outbreaks and conduct mass vaccination campaigns, animals’ treatment, deworming to pastoralist households affected by drought in targeted districts of North Eastern Kenya. Islamic Relief Kenya (IRK) will supervise, monitor and ensure that appropriate documentation of the exercise are done. The department of veterinary will prepare and submit a technical report at the end of the activity to Islamic Relief Kenya.

8. Project ManagementIslamic Relief Kenya will be responsible for the overall management, coordination and monitoring of the project even when using partners in the implementation. To ensure that sufficient management and monitoring/evaluation resources are available, IR will establish Project Management Team to ensure progress review.

a. Project Organogram

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Prog. Qulity/M&E

FS&L CoordinatorFinanceOperations –HR

Head of Programmes

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FS&L CoordinatorFinanceOperations –HR

b. Human Resource

The Project Management Team will be lead by the Programme Manager who will be responsible for the oversight of all programme activities, working closely with project Coordinator to ensure activity implementation are on track across the programme areas. Operations and finance will also be involved. The team will maintain high-level relationships with all relevant stakeholders, in particular with the target communities, IRUK, and the Government. The Programme Manager will have support from a program quality perspective from the Programme Quality Coordinator, as well as Monitoring and Evaluation team.

Each of the 3 operation areas will be staffed with a Project Officer, who will technically report to the Project Coordinator, and administratively to respective IR Area Managers, and will be responsible for ensuring that programme activities are implemented as planned. Islamic Relief will endeavour to recruit suitably qualified staff.

It is envisaged that the Project Officers will hold regular meetings (at least bimonthly) with local partners and county officials in their respective areas to ensure that the programme is being delivered according to the implementation plan and help identify any gaps in coverage. IR will share information from these meetings with partners to assist in the regular updating of the ‘who, what, where’ matrix for the Kenya drought response.

c. Coordination with other key programmes

Through its membership in the Kenya Food Security Steering Group (KFSSG), IRK will be able to regularly report to key stakeholders any gaps in coverage, and draw on lessons learned and best practices of other agencies responding to the drought.

To ensure that there is no duplication of efforts, IRK will work closely with and support ongoing supported coordination activities in the targeted counties, IRK will also cross reference beneficiary lists to ensure that households who are directly participating in other similar programmes by other agencies are not also included on beneficiary lists for the food vouchers proposed under this programme.

d. Media and Communication

Islamic will carry out this according to the donor requirement and guidelines, media and communication as specified in the project agreement documents. IRK has also established a communications team in Nairobi with an aim to produce communication materials including quarterly Newsletters, photos, programme Case studies, and facilitate media interviews to highlight our work.

9. Monitoring and EvaluationThe Project Management Team will have a significant monitoring and evaluation capacity, with a Monitoring and Evaluation Coordinator overseeing Monitoring and Evaluation Officers in each operation areas. The Monitoring and Evaluation staff will be responsible for supporting the collection, analysis and sharing of data across the programme areas. Data generated by this unit will be shared with all Drought Response stakeholders, as well as being used to adjust programming activities as needed to address any gaps or reduce overlaps as appropriate.

M&E staff will regularly review data received from partners and undertake field visits to sites to assess progress and meet with partners and beneficiaries. They will prepare monthly progress reports that provide a summary of planned activities for the month, progress to date and plans for the upcoming month. In addition, M&E staff, in collaboration with partners, will develop standardised monitoring forms that will be used to collect information about the project.

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During the first month of the programme, baseline data will be collected and supplemented as needed to ensure that the programme is able to accurately measure progress against the proposed indicators and detail the programme’s outputs and outcomes. In addition, a final evaluation by an external evaluator will be conducted at the end of the programme to assess achievements, lessons learned and best practices.

10. Risk AnalysisInsecurity due to lack of central and stable government in Somali has been one of the major concerns in the project area. Cases of hijacking by armed militia as well as staff abduction have been reported along the border, major security incidences have been reported in IRK operation areas for the last Four years. Occasional Inter clan conflicts over scarce natural resources could also affect the project implementation.In 2011, the security situation across the three districts especially the Somalia boarder area deteriorated following the Kenya Military incursion into Somalia. This military operation has caused retribution by the Somalia militia and this has witnessed a number of attacks mainly targeting government officials in Mandera, Wajir and Garissa. IRK produces a weekly security brief to set security protocols appropriate to the associated risks and hardly permit non local Kenyan and International staff to travel to Mandera due to kidnapping threats and potential targeting of foreigners.

Local authorities in collaboration with local community elders have been spearheading security and peace activities between the communities that live across the borders thus assuring of safety. In addition, IRK uses government armed security escort when travelling along the Somali border, an MoU has been signed with the Kenya Police to provide armed security escort to IRK staff, supplies as well as visiting international team and other guests/donors.

Potential Risks Potential Consequences

Risk Grading2

Risk Management

1 Insecurity-spill-over effects from Somalia

Inaccessibility to areas close to Kenya- Somalia Border.May lead to ( temporal) halting of project implementation

2 Observing security proceduresUse of security escorts whenever necessary

2 Inter-clan conflicts due to limited but important resource base

Such conflicts may lead to temporary halting of project implementation thus affecting the timing of the project.

3 Conflict resolution & management forms core part of any LR project. During the community mobilization, such (conflict) issues are addressed and MOU signed with the community; assuring that peace and security will be maintained during the project period & beyond. IR has also been undertaking activities geared towards diversifying community livelihood activities to mitigate effects of having to rely on one resource base

3 Delayed Funding Affect project timeline and cycle

2 The agency will explore use some of its revolving funds ( internal funds) to kick-start some key project activities and then reimburse once the project

2 Scale 1-5, 1-very Low Risk & 5-Dagerous risk)11

funds are released

11. Value for Money The project includes a variety of activities; this selection of activities allows IR to engage in the activities that directly respond to the problems and are feasible, effective and cost efficient in their area of operations.

Cash for work programs that would be used to rehabilitate some community infrastructures in selected villages represent significant value for money given the resultant investment in community infrastructure, which has long term benefits. The cost per beneficiary household would be approximately 23 GBP per household reached, a cost efficient amount considering the longer lasting benefits.

Islamic Relief has existing programming footprints, with experience and expertise in sectors of operation including Food Security and livelihoods. This existing staff capacity reduces overall delivery costs.IR will adopt performance budgeting that will focus on outcomes and high level outputs, project staffs will also be engage based on performance contracting with clear performance indicators/mile stones reviewed every quarter and an annual appraisal to determine next contracting term of employment. Performance contracting will also be adopted for services and works contracting; this will help in transferring the risk thus improving on quality of delivery.IR will develop a devolved monitoring plan that focuses on short term indicators to allow for timely review of the implementation progress. Competitive procurement will be used to reveal and award providers who can deliver the best value for money.The spending in the project will be justified according to the three concepts of economy, efficiency and effectiveness (the“3Es”), which form a results chain below. VFM will be assessed at each of the three stages, namely inputs, outputs and outcomes.

VFM in the results chain

Economy- IR will ensure that the cost per unit of input (e.g. Project deliverables, products, materials, fuel, transport, salaries) are minimised, or at least kept within reasonable bounds, salaries and allowances will be compliant to the Kenyan NGO sector.

Efficiency- Islamic Relief will uphold efficiency by ensuring that the cost per output (e.g. delivered complete service or product, completed structure, person attended to, training course completed) are minimised and kept within an acceptable range. This will be done in open and transparent manner as strictly stipulated in Islamic Relief procurement policy. Every spending will require the approval of the country director.

Effectiveness - The project management team will at all time ensure that the intended outcome of “reducing negative impact of drought” is achieved within reasonable cost. Both quantitative and qualitative aspects of the outputs will be put into consideration in assessing the effectiveness.

Budgeting - The costs of interventions are estimated using the current market rates and experience from the previous projects implemented by Islamic Relief in similar areas.

Cost-efficiency Analysis - Islamic Relief will carry out cost benchmarking at the planning stage, this process may be a signal to review features of the project which might subsequently be changed in case of discrepancies between the unit costs of deliverables.

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Overhead costs. Islamic Relief has established budgetary ceilings for three categories of eligible expenditure: direct costs, indirect administrative costs (maximum 7%), and operational support costs (maximum 10% of direct costs).

Use of common public services: Islamic Relief will integrate its services with those of the host government department at the local level such District Veterinary Officer, Agriculture Office, this is expected to act as cost cutting by getting the services at a shared cost.

12. Cross-cutting themesGender

Gender is mainstreamed in all Islamic Relief interventions. The project staff will enlist the participation of women and children in project activities as much as possible and as appropriate. In all the programmes, IRK recognises that the rights of children and women are mutually reinforcing. In Kenya, women take primary responsibility for the care of children and external research shows that child health and nutrition are positively linked to the skills, education and income of women. In North Eastern Kenya during times of crisis as is the present case, women are under great pressure to find food and water. Women lose control over their normal assets and may be forced to undertake negative coping strategies. In this project there are specific programme components focusing on women and at the same time the other project components will specifically benefit the livelihoods and wellbeing of women and their children.

Environmental Impact

The activities planned for this project will have least or no effect to the environmental. More so, some of the programme activities such as irrigated agriculture component are meant to promote best environmental and household practices. IRK is committed to be environment friendly and avoid harmful practices to the environment and is actively involved in local forums to reduce environmental degradation The pastoralist life style is challenged for complex reasons but a key factor is the change in climate which makes rainfall more scarce. This project is both responding to the impact of climate change and to building community capacity to manage the impact, from grass root level.

HIV and AIDS

The proposed intervention will mainstream HIV/AIDS components in the trainings that target the women groups, local government staff, community leaders, and Religious leaders (Imams, Ustadhas). During the initial set up, meetings and consultations will be held with the key community stakeholders so as to draw the way forward with regards to mainstreaming HIV/AIDS component in the proposed interventions targeting individuals and groups.

13. Budget Narrative

IRK operates in accordance with international accounting and procurement procedures. Financial monitoring and compliance with internal and external donor requirements are conducted on a monthly basis. IRK conducts a programme wide budget review; these reviews identify any potential problems related to specific grants and allow for IRK to take the necessary corrective action. The IR Kenya programme undergoes and internal audit every year. The audit covers all aspects of operation, including grant management, financial systems and procedures, logistics, transport management, and implementation. Performance against the recommendations arising from internal audits is monitored on a monthly basis.

Project Management: This covers management and monitoring and evaluation staff, office running costs and final evaluation costs associated with IRK’s overall management of the project. This includes a share of the

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Programme Manager and Programme Quality Coordinator, M&E and finance staff. The management structure proposed will ensure that it is able to effectively oversee all programmatic, financial and contractual aspects of the programme, and provide regular programmatic and financial reports to IRUK.

Personnel: This covers programme staff working directly on the programme, as well as the necessary support staff based in Nairobi and the respective field offices. Support to staff is needed to ensure the programme has the requisite human resource, procurement, logistics, finance and programme management support. Field based support and programme team have been included, who are responsible for the day-to-day management of the programme.

Office running costs: This includes the costs of rent, utilities, consumables and office equipment for IRK Nairobi and field offices.

Security: Included in the office running costs are security costs, this is to cover the cost of security firms, including alarms, at their respective offices, it is essential to ensure that our staff and beneficiaries are able to operate in safety. The security costs in the budget will also cover costs such as armed escorts (required for all field travel), communications and additional security required for protection of premises.

Workshops/training: included is training and workshops for District officials and communities across all of the expected outputs. These include per diems, materials, transport and other costs. A total of 6% of the total budget is allocated to this line.

Monitoring and Evaluation: This includes the costs of quarterly review, mid-term internal review, and end of project evaluation.

Transport: This includes transport of staff, materials, accommodation and per diems for staff travel.

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