kenya livestock market systems activity

Rural Enterprise Access Program (REAP) team facilitating a Business Skill training in Isiolo

Rural Enterprise Access Program (REAP) team facilitating a Business Skill training in Isiolo

KENYA LIVESTOCK MARKET SYSTEMS ACTIVITY Y2 Q2 PROGRESS REPORT: JANUARY – MARCH 2019

ii

KENYA LIVESTOCK MARKET SYSTEMS ACTIVITY

Y2 Q2 PROGRESS REPORT

LEADER AWARD

PERIOD OF ACTIVITY: OCTOBER 1, 2017–SEPTEMBER 30, 2022

AGREEMENT NUMBER: AID-615-L-17-00001

AOR USAID:

CHIEF OF PARTY:

EXPANDING AND DIVERSIFYING VIABLE ECONOMIC OPPORTUNITIES IN

KENYA AWARD


AGREEMENT NUMBER: AID-615-LA-17-00001

AOR USAID:

CHIEF OF PARTY:

STRENGTHENING THE COMMUNITY CAPACITIES FOR RESILIENCE AND

GROWTH AWARD


AGREEMENT NUMBER: AID-615-LA-17-00002

AOR USAID:

CHIEF OF PARTY:

DISCLAIMER

This report is made possible by the generous support of the American people through the United States Agency for International

Development (USAID). The contents are the responsibility of ACDI/VOCA and do not necessarily reflect the views of USAID or the

United States Government.

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CONTENTS Executive Summary 1

Leader Award (Leader) 1

Objective 1 - Effective Management and Quality Assurance 1

Objective 2: Grants Facilities Management 2

Objective 3: PREG Coordination and Backbone Support for Collective Impact and Learning 5

Objective 4: Central Operational Support Services 7

Planned Activities for the Next Quarter 11

Expanding & Diversifying Viable Economic Opportunities (AA1) 12

Executive Summary 12

Objective 1: Expanded and Diversified Viable Economic Opportunities 15

Objective 2: Strengthened Institutions, Systems, and Governance 32

Objective 3: Collaborative Action and Learning for Market Systems Change 35

Cross-Cutting Objectives 36


Strengthening the Community Capacities for Resilience and Growth (AA2) 43

Objective 1: Strengthened Institutions, Systems, and Governance 43

Objective 2: Improved Human Capital 50

Objective 3: Collaborative Action & Learning for Community Empowerment 59

Cross-Cutting Objectives 60

Start Up, Administration, Planning, and Reporting Deliverables Start Up, Administration, Planning, and Reporting

Deliverables 61


Success story 64

Three Women in Northern Kenya Beat the Odds Against Gender Inequality 64

Girl Groups Pursue Their Pathways Using Their Own Savings in Kenya 66

Ward Development Planning Committees Unlock the Ailing Water Resource Management in Kenya 67

Map: LMS Coverage in Northern Kenya 69

Annex 1: USAID Submission Tracker 70

Annex 2: LMS Grants Submission Tracker 72

Annex 3: REAP Indicators Tracking for Beneficiaries 75

Annex 4: REAP Business Groups Savings Data 76

Annex 5: List of cooperatives identified for LMS access to finance and market linkage support 79

Annex 6: Small Grant Application profiles 82

Annex 7: Summary of Livestock Productivity and Animal Health Services by Sidai Africa in Y2 Q2 86

Annex 8: Status of Environmental Assessment and compliance of Large grants in all the counties 87

Annex 9: Status of Environmental Assessment of Small Grants in all the counties 89

Annex 10: Indicator Performance Tracking Table 91

Annex 11: LMS Key Message flyer used to mark the 2019 International Women’s Day 92

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ACRONYM LIST AA1 Expanding and Diversifying Viable Economic Opportunities in Kenya (Associate Award 1)

AA2 Strengthening the Community Capacities for Resilience and Growth (Associate Award 2)

AHADI Agile Harmonized Assistance for Devolved Institutions

AOR Agreement Officer Representative

APS Annual Program Statement

AVCD Accelerated Value Chain Development Activity

BRACED Building Resilience and Adaptation to Climate Extremes and Disasters

CEC Chief Executive Committee

CIDPS County Integrated Development Plans

CLA Collaborating, Learning, Adapting

DRM Disaster Risk Management

DRR Disaster Risk Reduction

EIA Environment Impact Assessment

GFSS Global Food Security Strategy

GIRL Girls Improving Resilience with Livestock

GIS Geographic Information System

K-RAPID Kenya Resilient Arid Lands Partnership for Integrated Development

KSh Kenyan Shilling

KYES Kenya Youth Employment and Skills Activity

LEAP Learning, Evaluating, Adapting Platform

LMA Livestock Marketing Association

M&E Monitoring and Evaluation

MEL Monitoring, Evaluation, and Learning

MIS Management Information System

NDMA National Drought Management Authority

NGO Non-Governmental Organization

NRM Natural Resources Management

NTWG Nutrition Technical Working Groups

ODK Open Source Data Kit

OPI Organization Performance Index

PREG Partnership for Resilience and Economic Growth

REAP Rural Entrepreneur Access Activity Project

REGAL-AG Resilience and Economic Growth in the Arid Lands – Accelerated Growth

RFA Request for Application

SLI Sequencing, Layering, and Integration

SRC Smart Regional Consultants

The Activity Feed the Future Kenya Livestock Market System Activity

USAID United States Agency for International Development

WAPC Ward Adaptation and Planning Committee

WASDA Wajir South Development Agency

WASH Water, Sanitation, and Hygiene

WDP Ward Development Plan

WDPC Ward Development Plan Committee

WFP World Food Program

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EXECUTIVE SUMMARY This quarter, the Kenya Livestock Market Systems Program (LMS) team continued to advance its goal of facilitating increased

economic growth, diversified livelihood, and resilience through a range of integrated activities.

Leader Award (Leader) officially assumed leadership of Partnership for Resilience and Economic Growth (PREG)

coordination. LMS welcomes the new responsibility. The team is committed to a smooth transition and ensure that under our

leadership, PREG partners will continue to effectively layer and integrate their activities and share knowledge and collaborate

to strengthen learning and adapt programming as needed. The team also supported, reviewed, and submitted 32 grant

approvals originating from Associate Award 1 to USAID. We performed a data quality assessment, conducted monthly

monitoring trips, facilitated a pause and reflect session, and supported all LMS operations.

Associate Award 1 designed new livelihood programming with over 30 new investments pending approval with USAID.

Other progress included 2,200 REAP women opened businesses and are receiving active mentoring, activities were launched

to improve access to capital in Northern Kenya, a policy advisor was embedded with Frontier County Development Council

(FCDC) to help counties come up with and pay for their own policy priorities, and work is underway to help develop an

internship program that can be implemented by the Turkana Public Service Board (and beyond).

Associate Award 2 continues to mentor REAP groups and has succeeded in enrolling many of them into schools, ward

development plans are nearing completion in all five counties, and the team has successfully facilitated disaster and drought

planning between county governments and the National Drought Management Authority (NDMA). As ward plans are

completed, it will unlock a new phase of the program where communities can actively plan real investments in their wards,

making the WDP process a permanent addition to county planning processes.

LEADER AWARD (LEADER) The leader award (Leader) is the management platform of LMS responsible for providing cost-effective and centralized

support to AA1 and AA2. This support includes centralized finance, procurement, operations, human resources,

communications, monitoring and evaluation (M&E), and geographic information systems (GIS). The Leader also manages the

awarding of grants, oversees quality assurance of activities, and provides support for collective impact and learning for AA1

and AA2.

OBJECTIVE 1 - EFFECTIVE MANAGEMENT AND QUALITY

ASSURANCE This section provides an update of Leader activities conducted to support the implementation of AA1 and AA2 towards

meeting the overall objective of LMS of facilitating increased economic growth, diversified livelihood, and resilience. The

Leader implemented the following activities during the quarter:

● At the onset of the quarter, LMS finalized and submitted the quarter one consolidated report for FY19 Q1. This was

followed by organizing a pause and reflect session, aimed at holding discussions that would shape the programming

approach used by the three awards. During the session, participants discussed various issues related to: a) reporting

process/timelines/reviews; b) role of program county managers in relation to field offices; c) LMS branding, identity

and visibility; d) review of work implementation, feedback received from previously held USAID monitoring visits, as

well as the effectiveness of the push and pull between the two associate awards; e) implementation of the gender and

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inclusion strategy within the associate awards; f) grants prospects during year 2; g) reflection on the LMS theory of

change, its strategy and roadmap; h) pathway to market systems sustainability through grants; and i) nutrition,

resilience and the measurements of indirect beneficiaries.

● LMS held monthly meetings with USAID and Chiefs of Party for the three awards. The objective of the meetings was

to receive updates on work progress from each award, and to discuss the way forward.

● Monitoring fields visits were conducted to Isiolo county, where LMS engaged with the beneficiaries and partners

comprised of Ward Development Planning Committee members, Rural Entrepreneur Access Project (REAP) groups,

Girls Improving Resilience with Livelihood (GIRL) groups, Livestock Marketing Association members of Isiolo

livestock market, and livestock traders and entrepreneurs who were supported by Resilience and Economic Growth in

the Arid Lands – Accelerated Growth (REGAL-AG). During these visits, meetings were held with field-based staff

members and implementing partners.

● LMS organized and participated in a USAID monitoring visit to PREG partners project sites in Kakuma, Turkana

county. Kakuma livestock market which was constructed by REGAL-AG, and water supply connected by Kenya

Resilient Arid Lands Partnership for Integrated Development (Kenya RAPID) was one of the sites which were visited

by the team, including a World Food Program (WFP) community water pan project that is under construction, and

will serve people and livestock. The objective of the visit was to identify sequencing, layering, and integration

opportunities for implementation by Turkana based PREG partners. One of the recommendations made during the

monitoring visit is the need for PREG partners to layer their activities towards increasing the vibrancy of Kakuma

livestock market. Additionally, the team met with Turkana county government officials from the Ministry of

Agriculture, Fisheries and Pastoral Economy. Some of the issues discussed were: a) areas of collaboration between

LMS and Turkana county government; b) grants facility of LMS; c) launch of Kakuma livestock market; and d)

explore the need to develop a memorandum of understanding between USAID and Turkana county government,

outlining division of tasks between the two parties and other matters. Moving forward, it was agreed that LMS will

make a presentation on its activities to Turkana county government’s County Cabinet, which is aimed at promoting

understanding of LMS’ work activities. LMS will also share with Turkana county government representative with

information on the grants processes it applies, for possible adoption into the county’s approach currently being used.

Hold discussions on the potential of putting up an industrial park, as well as providing technical support to improve

operations in the county’s the resource centers.

● LMS joined other organizations in participating in the 6th Annual Devolution Conference, that was held in Kirinyaga

county in March 4-8, 2019. The four-day event provided participants drawn from the State and county governments,

diplomatic missions, and the private sectors, among others, with an opportunity of discussing the transformation that

has taken place in the counties in the past one year, as a follow up to the 5th Devolution Conference that was held in

2018. They also took stock of the progress that has been made under Kenya’s Big Four Agenda. USAID and its

partners utilized the opportunity presented by the conference to explore ways of actively engaging with other

stakeholders including State and County governments. The event also provided a platform for LMS to hold

discussions with various stakeholders on matters related to policy, law, accountability, good governance, and service

delivery, among others.

OBJECTIVE 2: GRANTS FACILITIES MANAGEMENT

SUPPORT EFFICIENCY AND EFFECTIVENESS OF GRANTS This section provides an update on the Leader’s involvement in overseeing the implementation of grant-related activities as

follows:

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• Grants solicitation guidelines were developed in January 2019. The guidelines are drawn from lessons learnt from

previous solicitations, and a review that was conducted on a grants' strategy documentation borrowed from other

ACDI/VOCA projects that have a grants component which applies a market systems approach, as well as from other

grants awarding organizations. The grants solicitation guidelines will ensure that grant opportunities are aligned to

LMS’ overall objective of improving resilience and strengthening market systems. As a follow up to this, in February

2019, LMS held three pre-solicitation meetings under AA1, to review the 2019 Annual Program Statements (APS) and

market focused Requests for Applications (RFA) that were later released during this quarter. The Agrovet RFA that is

due for release next quarter was also reviewed. During these meetings, grant solicitation modalities applied by LMS

were discussed and questioned, to establish whether they successfully met four key requirements—evidence based,

market driven, inclusive and contributing towards improving resilience, and in line with LMS’ objectives and

workplan.

• Grant activities were coordinated in an efficient and transparent manner that ensured that due diligence on

compliance was adhered. Following is an update of this quarter’s activities.

- 22 grants (6 large grants and 16 small grants) were submitted to USAID for approval. Out of this

batch, 5 grants directed towards providing entrepreneurs with opportunities to engage in businesses

were approved (3 large grants and 2 small grants).

- Additional applications for large grants opportunities were submitted to USAID for approval as follows: a)

Marsabit county—dairy zero grazing unit enterprise, and an animal feeds processing business; b) Turkana

county—Acquaponic-poultry farming (fish rearing, crop cultivation and chicken farming) business, and an ice

making and feed processing plant; and, c) Wajir and Garissa counties—Honey production businesses. Co-

investing in these large businesses is anticipated to contribute towards improving the food security and

nutrition needs of the community, as well as to increase trade through input supply contracts that will be

generated, and through other intermediary services. These businesses will also lead to crowding in of more

producers into the supported value chains, spurring of innovations around alternative livelihoods, and

strengthening of small-scale producers’ capacity in increasing their production, thus leading to increasing

households’ incomes and availability of nutrient-rich foods.

- Another batch of applications for small grants opportunities was also submitted to USAID for approval as

follows: a) Marsabit county—fodder, animal feeds, and milk businesses; b) Isiolo county—poultry

production. Turkana county—honey production and processing, animal feeds, and crop value addition

businesses. Co-investing in these small businesses is anticipated to contribute towards getting more youth and

women engaged diversified economic opportunities that will lead to: a) increased production (e.g. through

mechanization); b) increased households’ incomes; and, c) scaling up nutrition through the adoption of

hygienic practices, production and consumption of nutrient-rich foods.

- Procurement related activities for grants were undertaken as follows: a) LMS construction plan for year 2 was

developed and submitted to USAID for approval; and, b) requests for proposals that have a construction

aspect in them were reviewed, and the team formed part of the tender committee to provide input.

- Preliminary discussions on the approach which will be used for the delivery of upcoming community grants

that will be issued under AA2 were held. The objective of holding the discussions was to have a common

understanding among the team, to ensure that communities and/or their representatives will be adequately

involved in grant related procurement activities. This is in line with best practices around community

contracting. Discussions are ongoing.

- On an ongoing basis, feedback on grants and cost share commitments status was provided to AA1 and AA2,

as a way of monitoring the overall allocated grant funds per associate award. This practice helped the grants

team to keep track of the LMS grants performance.

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- Since grants activities are not yet in the implementation phase, the focus for the grants team this quarter was

more on commitments rather than in grant funds expended. In view of this, the grants team was involved in

analyzing the impact of projections in total, per county, and per grant category. The grants team was also

involved in planning for upcoming grants to be issued during this financial year and subsequent years, as a

way of ensuring that they are aligned and are in sync with LMS’ overall learning. To date, grant commitments

(approved and those in the pipeline) are at 47 percent of the overall grants pool, covering both AA1 and AA2

activities.

- A pause and reflect meeting for grants activities was conducted in March 2019. Under AA1, the team held

discussions on the LMS grants application review processes, business assessments that have been conducted,

and grant negotiation process that lead to the submission of grants packages to USAID for approval. During

the meeting, the team also reviewed what has been accomplished and lessons learned, to inform on future

decision making. Some of the lessons learned and action points/recommendations made during the meeting

were: a) Upon issuing grants solicitations, the technical teams should, as a good practice, continually hold co-

creation meetings with the relevant county government officials and other actors. Doing this will enable LMS

and the partners to identify areas of intervention for subsequently planned grants solicitations—which are

aligned to LMS’ objectives, and provide opportunities for layering activities with other partners, including

PREG, to enhance having joint investments. It will also enable LMS to identify opportunities within the

Ward Development Committee (WDP)component being implemented under AA2; b) At the application and

business assessment phases, there is need to develop a clear grant appeal process for selection of grants, and

to be intentional on inclusion, as a way of ensuring that fairness and balance are maintained during the

selection of applicants; and, c) at the grants negotiation and submission of grants packages to USAID for

approval phases, it will be beneficial for the grants team to start employing the expertise of the business

modelling process, and to engage the technical teams, as a way of getting feedback from them on the

specifications of needed equipment and designs of construction facilities—as per the grants that have been

applied for. Additionally, during the development of business models, regular meetings should be held with

prospective grantees, so that they can provide feedback to LMS on different scenarios for scaling up of their

proposed businesses.

- The grants team will continue to hold pause and reflect meeting on an ongoing basis, to improve and

establish effective ways of implementing the LMS grants activities.

Refer to Annex 1 for details on the USAID submission tracker. Annex 2 contains details on the LMS grants submission

tracker.

GRANTS MANAGEMENT CAPACITY BUILDING

• During the quarter, the first round of grantee kick-off/orientation training was held in Turkana county for prospective

grantees for large grants and small grants. The objective of the training was to build the capacity of the participants’ in

compliance, to help them understand the LMS grants terms and conditions, as well as USAID’s applicable rules and

regulations, once the grants are awarded to them. Topics covered during the training, in addition to reviewing the

grants terms and applicable regulations included; budgets and modifications, cost share and reporting, procurement,

branding and marking, risk management and special award conditions, property management, ethics and business

conduct, grant M&E plans including the organizational performance index, certifications and assurance, and an

overview of business development support that will accompany the respective grants. At the end of the training, the

participants were more informed on the expectations around their prospective grants. The training also provided LMS

with an opportunity of obtaining feedback from the grants’ applicants on their experience of the grants process. LMS

will hold similar trainings in Isiolo, Marsabit, Wajir and Garissa counties next quarter.

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• The grants team facilitated discussions with AA2 on risk management of grants, aimed at ensuring that LMS is

continuously on the look out to identify, assess, monitor and report on grants related risks, and the mitigation

measures to be taken. The team will hold similar discussions with AA1 next quarter.

• Communication messaging on LMS risk profile/culture as pertaining to the grants’ facility was shared with staff

during the quarter. The objective was to build their capacity in grants risk awareness on LMS’s commitment to: a)

embrace risks that break the norms around women and youth participation; b) invest in innovative and new

businesses that are driven by strong entrepreneurial personalities; and, c) learn from failure.

Centralized Technology and Data for Grants Administration

• LMS continues to use the ACDI/VOCA’s Sub Award Management System (SAMS) for recording data on grants that

is used to generate reports for programming and decision-making purposes.

OBJECTIVE 3: PREG COORDINATION AND BACKBONE

SUPPORT FOR COLLECTIVE IMPACT AND LEARNING

COLLABORATING, LEARNING, ADAPTING (CLA) During the quarter, LMS engaged with other partners in collaborative action and learning for market systems change as

follows:

• Participation in a two-day training on nutrition sensitive agriculture which was organized by AA1. The objective

of the meeting was to review—with a nutrition sensitive lens, grants that are awaiting USAID’s approval and

those that are at the negotiation phases—so that LMS can develop nutritional sensitive activities, that will be

incorporated during the implementation of grants, once they have been approved.

• Participation in a consultative forum organized by WFP, one of the PREG partners. The objective of the meeting

was to facilitate WFP to get more insights on the PREG partnerships, to be able to identify areas of possible

synergies with other partners, and to understand the nature of ongoing initiatives on food security and nutrition

activities currently being implemented by other partners. The meeting was held at a time when WFP is rolling out

its Kenya Country Strategic Plan (CSP) 2018-2023, whose main objective is to accelerate WFP’s shift from direct

provision of transfers and services, to strengthening of national systems and capacities to deliver food security

and nutrition—to communities.

• Participated in a policy working group (PWG) meeting hosted by Africa Lead. The objective of the meeting was

to deliberate on key policy issues that each PREG partner is addressing, the changing agricultural policy and

institutional environment in Kenya, and to get updates on the implications of the new Agriculture Strategy

currently being implemented by Alliance for a Green Revolution in Africa (AGRA).

• Participated in a National Drought Management Authority (NDMA) meeting where priorities of pillar six for the

period ending June 2019 were reviewed. These include strengthening coordination structures for Ending Drought

Emergencies Initiative (EDE) which compliments the objective of LMS, developing a knowledge management

strategy and establishing a knowledge sharing platform, reviewing the EDE M&E framework, training of pillar

leads on management information system (MIS) for M&E, joint monitoring visits at county level, filling of MIS

with achievement details, creating awareness of EDE’s medium term plan (MTP) III, as well as participating in

the review process of the national and regional strategy for drought resilience that is being coordinated by the

Intergovernmental Authority on Development (IGAD) Secretariat

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• Participation in a meeting at Frontier Counties Development Council (FCDC) to give a presentation on LMS.

The objective of the meeting was to discuss ways of collaboration between LMS and FCDC in the arid and semi-

arid lands (ASAL) counties where both parties operate in. During the meeting, participants were informed by

Tufts about the economic values of livestock and livestock products in the pastoralist systems, and how they

contribute to the gross domestic product in arid counties using the “direct use values” approach. The

methodology is currently by applied by Uganda Karamoja Resilience Support Unit. This follows the recent Kenya

County Productivity Report that lowly positioned livestock contributions in Kenya’s ASAL. The feedback

received from the participants was that the meeting presented a good opportunity to gather information that will

help county governments where FCDC is present, to understand the economic value of livestock production and

trade.

• Participation in a meeting at the Embassy of Ireland in Kenya where LMS made a presentation on its experiences

of funding small and medium size enterprises (SMEs), as well as business start-ups in northern Kenya. The

Embassy is in the process of setting up a grants fund that targets SMEs in the dairy, livestock and fisheries value

chains. There are possibilities for the Embassy to leverage on LMS’ investments in northern Kenya.

• Participation in the Feed the Future, implementing partners, and Monitoring, Evaluation, and Learning (MEL)

meeting to discuss the LMS learning question three on measuring secondary contacts and indirect impacts.

During the meeting, the participants discussed and agreed on ways of reporting information on indirect

beneficiaries and impacts. They also strategized ways of working effectively as a Feed the Future/M&E working

group—to ensure having proper M&E coordination, and to deliver communications and operations support to

the Feed the Future portfolio.

PREG COORDINATION PREG Annual Meeting

During the quarter, LMS took the lead in organizing the upcoming PREG Learning Annual Event that is scheduled to be held

between August 12 to 16, 2019, in Isiolo, Marsabit, and Samburu counties. The objective of the event is to bring together

PREG partners in forums that are conducted in the counties, and to visit project sites to learn what is working, and what is

not working. Doing this helps PREG partners to have a better understanding of the realities on the ground, and to explore

ways of improving programming outcomes. The proposed five-day event will bring together approximately 100 participants

from PREG partners, members of the ASAL donor group, county government officials, and USAID. The theme of the event

is “resilience building and the journey to self-reliance in northern Kenya”. As part of the planning process, a survey was

conducted among PREG partners to solicit feedback on the thematic focus for the event. In addition, the learning logic and

methodology were presented to PREG partners, and meetings to deliberate on the logistical details of the event were held.

LMS will continue to be actively involved in planning the event in the next quarter, by providing support to the organizing

team to select learning sites, compiling site profiles, and conducting pre-event visits as a way of making adequate preparations.

PREG is responsible for bringing together humanitarian and development partners to build resilience among vulnerable

pastoralist communities in northern Kenya, with a view of maximizing collective efforts for collective impact. PREG has

adopted Collaboration, Learning, and Adaptation (CLA) principles for better results and outcomes.

PREG Monthly Meetings

LMS participated in all the PREG monthly meetings, and in March 2019, ACDI/VOCA officially took over from Africa Lead

the role of PREG Coordination. The turnout of the March 2019 meeting was high, with a total of 52 participants comprised

of implementing partners and USAID staff, making it the first highly attended PREG monthly meeting over a long period of

time. During the meeting, presentations and discussions were on county capacity assessments that had been commissioned by

Kenya Rapid, WFP, and Agile and Harmonized Assistance for Devolved Institutions (AHADI), as well as the short rainfall

assessment findings presented by Famine Early Warning Systems Network (FEWSNET). The agenda of the next PREG

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monthly meeting that will be held next quarter on April 12, 2019 will be on reviewing the national work plan implementation,

PREG joint activities, and the Ending Drought Emergencies Framework and its linkage to PREG. LMS will continue to

provide support to PREG in organizing monthly meetings and compile proceedings for circulation to partners and USAID.

Livestock Sector Partners’ Meeting organized by PREG

LMS provided support to USAID in organizing the Quarterly Livestock Partners’ meeting that was held on March 22, 2019.

The objectives of the meeting were to hold discussions on the current drought situation in Kenya, to review the performance

of food and livestock markets in the ASALs, to get an update on the FCDC’s ongoing activities, and its role in the Agriculture

and Livestock sector, and to review of progress of the Common Program Framework for Disease Control. The next quarterly

livestock sector meeting will be held on June 21, 2019.

PREG Targeting Criteria for Small Working Groups

In January 2019, LMS was appointed as a representative of the ‘PREG targeting small working groups’, which is tasked with

the responsibility of deliberating and developing target criteria for the selection of vulnerable communities and hotspots within

the counties where PREG partners operate in. This is aimed at improving PREG partners’ layering, sequencing, and

integration efforts. So far, the team has met twice and is developing a roadmap that will be presented to PREG during the

April PREG monthly meeting, to solicit feedback and agree on the next steps.

Circulation of PREG Monthly Update

During the quarter, LMS produced and circulated to PREG partners, three monthly eUpdates for January, February, and

March 2019. The objective of disseminating the eUpdate is to share information that will enhance collaboration and learning

among PREG partners. Through the eUpdate, PREG partners from both the county and national levels can share

information, documents, and other learning materials/resources. These include county and national meeting minutes, capacity

assessment reports, partner work plans for identification of opportunities for leveraging and layering of activities,

presentations, and updates on upcoming events. LMS will continue to provide support to PREG in developing and circulating

the monthly eUpdates, as a way of keeping PREG partners informed.

OBJECTIVE 4: CENTRAL OPERATIONAL SUPPORT SERVICES This section provides an update on support that was provided by the Leader in M&E, finance, procurement, operations,

human resources, and communications.

MONITORING, EVALUATION, AND LEARNING (MEL)

• During the quarter, the leader MEL and MIS team continued working with the ACDI/VOCA headquarter team to

address bugs on the intermediary databases and the bridge, which were preventing data entry and data sync to take

place in the main database. This was successfully managed for the BOMA project’s data. The team will continue

working with Mercy Corps’ ONA and Canopy teams, to address the remaining challenges that are currently being

addressed.

• ACDI/VOCA carried out a routine system’s review of LMS, to verify the data management practices and indicator

calculation methodology in use. ACDI/VOCA’s Monitoring, Evaluation, Research & Learning (MERL) policy

requires that reporting is based on numbers that are in the Learning, Evaluation and Analysis Platform (LEAP). LMS

passed the test, since the reported numbers were traced in the LEAP database and visualization using Power BI. This

is being documented in the LMS Data Management Manual that will be completed next quarter.

• The MEL team was part of the LMS team that participated in the Feed the Future, implementing partners, and MEL

meeting to discuss the LMS learning question three on measuring secondary contacts and indirect impacts.

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• A list of Feed the Future indicators whose descriptions, methodology, and reporting requirements may need further

discussions with USAID was compiled by the MEL team, as a follow up to previously held MEL technical group

meetings. Initially, the list was to be reviewed in February 2019, but this was postponed till next quarter.

HUMAN RESOURCES | FINANCE | PROCUREMENT | OPERATIONS | COMMUNICATIONS Human resources (HR)

• During the quarter, the HR unit was involved in screening, interviewing and onboarding new recruits. It also made a

follow up to ensure that end of probation confirmations for new staff were made when they were due, and staff

adhered to the organization’s policies and procedures, by regularly sending reminders on various clauses. Online

training opportunities were availed to staff, which is in line with performance appraisal recommendations.

• HR led the process of conducting a health and safety audit, to determine the effectiveness of the safety set up within

the Nairobi office, and adequate measures were undertaken to improve the work space condition. Overall, HR

ensures that staff continuously receive support and guidance in relation to their work, as well as on private issues that

could potentially affect their work output.

Procurement

• A total of 34 construction contractors across the five counties where LMS operates were prequalified by the

procurement team during the quarter, and 11 tenders for proposed construction work for AA1’s large grants were

released.

• The procurement team led the process of forming an evaluation committee that will be involved in bid opening

sessions. The committee convened several meetings during the quarter, where tender review and construction

contractor selection exercises were conducted for various grants applicants which included Songoyo enterprises, Bule

Dogo Dambicha, Dokono Ventures, Elharar Investments, Marian Johns Aquaponic project, Moyale Feeds, and Jey

Jey Daily Farm. At the close of the quarter, three construction contract packages had been submitted to USAID for

approval.

• Requests for quotations for equipment to prospective suppliers to support the grants team with budgeting were made

for large grants and small grants under AA1. The list comprised of items such as cold chain apparatus, beekeeping

equipment, fish farming kits, feed mills equipment, fodder production machinery, and dairy and poultry farming

equipment.

• Procurement team was also involved in supporting AA1 to procure the services of a Shariah Law consultant.

Additionally, support was provided to the management to procure the services need to organize PREG events and

AA1 trainings.

Finance and Operations

Logistical support was provided to all LMS awards during the quarter, to facilitate the smooth implementation of work

activities. Notable to mention is the logistical support that was provide to the team, while conducting grants assessment

exercises to various locations within the five counties of operation, in addition to managing normal field activities.

As a way of administering internal controls that support the day-to-day activities of LMS’ financial processes, finance and

operations teams were involved in budget monitoring. Both exercises involved holding several budget review meetings, where

expenditures status and organizational budget tools and processes were reviewed, as well as budget projections for all the

awards.

Information Technology (IT)

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IT unit took the lead in identifying and sourcing for a more affordable vehicle logistics system known as Poola. Compared to

the previously used vehicle logistics system, Poola has additional features such as data analysis, that will help the finance and

logistics teams to easily verify the information that is provided by the users.

IT unit supported the AA1 team to conduct a fact-finding exercise, to establish how LMS can partner with iCow—(an ICT

application that provide farmers with knowledge in quality animal health provision, and how to improve their marketability

and productivity)—to be able to support LMS farmers in the five counties. The findings on the way forward for the proposed

partnership were as follows:

• Work with NDMA to disseminate the information provided in the monthly bulletin for early warning systems with

regards to drought and rainfall information for each county. Partnering with NDMA is key to providing information

to pastoralists

• Sharing of information on value addition for beef by providing information on proper breeding and fodder for the

Zebu and Borana cattle

• Share information on camel rearing and camel milk handling

• Share information on natural breeding and commercial pastoralism

• Collaborate with extension officers in the counties to provide information on the average selling price of crops and

livestock in different markets, as well as general knowledge on the livestock market information systems

• Share information on mudfish production, as well as other fish breeds such as Nile Perch and Tilapia, as well as fish

processing methods such as drying, cooling, etc. and the nutritional benefits of fish

• Marsabit county’s Fisheries Department representative indicated they have so much waste on fish. In view of this,

there is need to educate the community on how to use fish waste to produce livestock feed

• Share information on drought tolerant crops such as sorghum, millet, wheat, green grams and cowpeas for planning in

parts of Marsabit county

• Marsabit county’s Director of Agriculture said that it would be beneficial to have information on diseases control for

pests such as mites, blights, Tuta absoluta, locusts (during outbreaks), and stock borer for horticultural crops such as

tomatoes, onions, mangoes, maize, beans, which are grown in Marsabit—shared using the iCow platform.

• Share information on post-harvest management and value addition, since after the rainfall, farmers have a surplus of

food but lack a market to sell. The information will help them to preserve their food for use during drought seasons.

(This is applicable for Marsabit county).

• Discussions are going on how the proposed partnership between iCow and LMS will be implemented.

Security

Following is an update on activities that were implemented by the LMS Security Advisor during the quarter.

• Context-Specific Security Plans & Security Risk Assessments (SRAs) documents for LMS field offices in Garissa,

Isiolo, Marsabit, Turkana, and Wajir counties were finalized and submitted to the management for peer review. These

documents contain information that is county-specific for use by staff on how to reduce risk threats and

vulnerabilities. They also provide reasonable safeguard measures to be observed by staff to ensure the smooth running

of LMS work activities.

• The ACDI/VOCA Safety and Security Manual for Kenya was finalized. This management tool will help the

management to coordinate safety and security functions and streamline security trainings for LMS staff and

implementing partners.

• Safety signages were put up in the Nairobi office, as part of emergency preparedness, and in fulfilment of the

evacuation plan for Nairobi office.

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• The ACDI/VOCA Visitors’ Pre-arrival Security Briefing Pack for Kenya was revised to take into consideration some

of the recent changes, including change of staff. The exercise involved updating the ‘crisis phone tree’, a prudent tool

that facilitates the tracking of staff in case of an emergency, and to urgently convey urgent information to staff within

a short period of time.

• The security situation within the area where LMS operates in was keenly monitored, and the management was

provided with regular updates on what was happening, and ways of improving the safety of staff during work

implementation.

• The LMS Security Advisor engaged with local community leaders, to get an understanding of the trends in relation to

security matters. The objective of the exercise was to analyze the security situation in each county and advise the

management on how to better reach LMS targeted beneficiaries, and also to create awareness to the local leaders

about LMS’ work activities.

• LMS staff in Nairobi received a security brief on the threat of terrorism, where guidelines on how to respond during a

terror attacks were provided. They were also advice on how to conduct themselves should they encounter an ‘active

shooter’ situation. This was in reaction of the January 15, 2019 terrorist attack that took place at Dusit D2 Complex in

Nairobi, where 21 people were killed, and several others were injured. Al-Shabaab, the Somalia-based terror group

claimed responsibility for the assault.

Communications

Effective and timely communication support was provided to the team, to ensure that the target audiences were reached with

information about LMS during the quarter.

Participation in publicity events. LMS participated in two key publicity events, where the team interacted with State and

County government representatives, with the objective of generating awareness and promoting understanding of LMS’

ongoing and planned activities. Following is an update on two publicity events that LMS participated in:

• The Kenya Skills Show 2019 event aimed at bridging the skills-gap among the youth population was held in January

2019. During the event, LMS had an opportunity of presenting information and disseminating materials on its youth-

focused work, that empowers youth to engage in economic activities.

• The 6th Devolution Conference took place in March 2019, where LMS joined other stakeholders to provide

information and disseminate materials of its activities. One of the objectives of the event was to hold discussions on

Kenya’s Big4 Agenda. LMS is designed to support Kenya’s Big4 Agenda, and under the manufacturing agenda which

focuses on improving the sector and creating new jobs; through its grants facility, LMS seeks to expand and diversify

economic opportunities in Northern Kenya. Under the food security agenda which focuses on reducing the number

of food insecure people and malnutrition among children under 5 years; LMS improves the livelihood of communities

in Northern Kenya by scaling up nutrition, health, and hygiene practices.

• Marking of International Women’s Day. LMS joined the rest of the world to celebrate the International Women’s

Day on March 8, 2019. The day was marked by organizing various activities for internal target audiences comprised of

staff and implementing partners, as well as partnering with county governments and development organization to

reach the external target audiences. By marking the event, LMS was able to highlight its advocacy work that addresses

issues that affect women in Garissa, Isiolo, Marsabit, Turkana, and Wajir counties. LMS regularly marks selected

international world days that are associated with its work activities, with the aim of highlighting the work it does

towards addressing global problems. Refer to Annex 10 for details on the key message that was disseminated to staff

to mark the event.

Internal e-newsletter. Three editions of the LMS e-newsletter aimed at generating awareness and promoting understanding

of LMS’ ongoing work activities, were produced and disseminated to staff and implementing partners.

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PLANNED ACTIVITIES FOR THE NEXT QUARTER • Oversee grant activities under AA1 and AA2

• Jointly develop guidelines with AA2 for community grants—in line with community contracting principles

• Conduct pre-solicitation meetings and issue solicitations (Agrovet RFA under AA1, and small grants and community

grant RFAs under AA2)

• Monitor grants activities and cost share commitments and expenses

• Hold grants quarterly pause and reflect session with a focus on AA2 small grants for Turkana county, that are

currently being piloted that are focused on business opportunities for GIRL groups

• Conduct grant kick-off meetings with grantees/prospective grantees from Marsabit, Isiolo, Wajir, and Garissa

counties

• Provide capacity building on grants compliance and risk management to LMS staff and implementing partners

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EXPANDING & DIVERSIFYING VIABLE ECONOMIC

OPPORTUNITIES (AA1) Activities under AA1 provide a market-based pull approach by facilitating a more competitive, commercialized livestock value

chain for pastoralists that are moving into the livestock market system. During the reporting period, AA1 accomplished this by

creating viable diversified livelihood opportunities for those that are moving into or out of the livestock sector, and by

identifying, exploring and/or creating viable diversified livelihood opportunities for those that are moving up or out of the

livestock sector, and by adopting a purposive approach to layering with AA2 activities.

Outcomes of the AA2-led Ward Development Planning process are already helping to determine the type investments and

support that AA1 can provide or leverage to a) strengthen private sector actors at the community level and b) effect market

systems changes in LMS-supported Wards. In addition, AA2 and AA1 have initiated discussions on the design of a pilot

process that will see beneficiaries of the Girls Improving Resilience with Livelihood program being supported on new

transition pathways, with additional investments (e.g. scholarships or small grants) for them to pursue educational or

entrepreneurial opportunities.

EXECUTIVE SUMMARY During Quarter 2 (Q2) of Year 2 of implementation, the Expanding and Diversifying Viable Economic Opportunities in Kenya (Associate Award 1, AA1) continued to advance its strategic objectives of expanding economic opportunities, strengthened institutions, systems, and governance, collaboration learning and adaptation, and inclusive workforce development.

The quarter began with a scale up county-level engagement strategies via a series of co-creation meetings attended by over 60 technical representatives from county governments and market actors, which resulted in a portfolio of proposed micro to meso level investments in all 5 counties of Wajir, Garissa, Isiolo, Marsabit and Turkana. These were identified based on their alignment

to each County’s Integrated Development Plan (CIDP), the Big Four Agenda and Journey to Self-Reliance principles, from which AA1 will prioritize actions based on potential levels of impact-to-scale, duration and resources required. During the reporting period, AA1 refined its proposed strategic use of the LMS grants envelope, sub-awards and partners, as well as co-investment platforms, to influence and catalyze the crowding-in of resources in upgrading livestock market systems through new/improved jobs, incomes, trade volumes, and replication to scale. AA1’s strategy was directly integrated into the 2019 he Annual Program Statement (APS) and market-focused Request for Applications, released in March, as part of a concerted team effort to better align and target applicant profiles and submissions with LMS’ strategic areas of intervention. Below is highlight of other key AA1 activities undertaken during months of January to March 2019. Capacity Building: AA1 trained 41 members of Livestock Market Associations from Garissa, 45 LMAs from Wajir and supported Lodwar and Kakuma markets to occupy the new markets and enhance their market vibrancy. AA1 also initiated a tripartite training program with WFP and Millennium Water Alliance’s Kenya Resilient Arid Lands Partnership for Integrated Development (K-RAPID) that saw the joint facilitation of a Training of Trainers (ToT) program for 37 Wajir county government Extension Officers on best practices in bee keeping, as burgeoning alternative livelihood activity for many pastoralists/agro-pastoralists. End Market stakeholder profiling and Standard bodies engagement: The Nairobi Technical team conducted collaborative meetings with livestock end market players and associations to strengthen AA1’s development support to local networks for coordinated and collaborative actions. For example, linkages were made with the Association of Kenya Feed Manufacturers (AKEFEMA), which works closely with Kenya Poultry Farmers Association (KEPOFA) and has representatives from the ASALs, where its expected to provide link/contacts with Livestock Traders Association involved in fodder/pasture production in the county. AA1 also formed a relationship with the National Bee Keeping Station, a Government institution offering a wide

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range of services, including bee equipment production, quality analysis of hive products, bee management and investigations, products utilization and marketing. AA1 also engaged with the Kenya Dairy Board, a national body mandated to organize, regulate and develop efficient production, market distribution and supply of dairy produce. The Dairy Board, along with the Kenya Board of Standards, Public Health Departments have been identified as key AA1 partners on the promotion and development of quality of dairy products, under an AA1 ambitious 5-county training program that will be held in Q3. They have, along with key value chain actors, REGAL-AG supported businesses and agro-vets, been identified as core capacities, with demonstrated capacity and commitment, to assist AA1 in catalyzing the modernization of the camel and cattle milk value chains, while promoting school milk feeding program. LMS partner market promotion: AA1 participated in the 6th Annual Devolution Conference that was held in Kirinyaga county. The event was an opportunity for AA1, as part of the larger USAID Feed the Future community, to showcase on-going and future transformative investments across its five counties,, aimed at attracting private equity into these counties. The conference generated customer interest in camel milk, organic honey and camel meat products (popularly known as NyirNyir) as unique commodities that, if well branded and marketed, can influence market penetration and result in greater margins for entrepreneurs within the livestock market systems. The conference also provided LMS with extended networks in the areas of access to finance, vocational training, gums and resins, fish production, etc., which will be tapped into for a) workforce development interventions, the rejuvenation of REGAL-AG supported businesses, and strengthen backwards linkages and end markets for LMS grantees. Market Access and Vibrancy: To ensure that the trader community within Isiolo Market circulate money within their economy, AA1 facilitated a process with the County Department of Cooperatives that assisted traders to self-mobilize into a savings and credit cooperative and formally registered it with the department. This effort will support the 176 trader members operating out of this market. A similar Sacco has been established by traders in Oldonyiro livestock market, the lessons learned from which were instrumental in extending this opportunity to this market. Other LMAs have been engaged, including in Turkana, where this approach will be promoted and piloted. Animal health services: AA1, in partnership with Sidai Africa Ltd (Sidai), supported, via its bridge funding, 63 franchises and stockists to supply livestock inputs worth $97,406. These were supplied to livestock keepers in the project area ($51,917 to poultry farmers, $21,709 to agrovets and franchises, $23,780 to walk-in customers during Q2. Sidai provided training to 14

veterinary suppliers and 82 poultry farmers in all LMS counties on poultry production and management. Sidai also signed three

MoUs with Wajir, Isiolo and Marsabit county governments for collaboration in livestock service delivery under its bridge funding with AA1. During this time, Sidai also collaborated with County Government of Wajir and Garissa to provide vaccination services to 338 households. Graduation out of poverty programming: AA1, through BOMA and Mercy Corps’ REAP efforts, continued to provide support to 2,220 women organized into 740 Business Groups (BGs) (540 BGS in Isiolo, 200 BGs in Marsabit). An additional 540 Business groups had been identified for targeting in Turkana under cohort II, awaiting contract signing and award of Jump asset transfer. In Isiolo county, the average business growth rate was 38 percent despite the drought conditions that has been felt by all farmers in Kenya since February 2019. This is an indication of household and REAP businesses’ resilience to shocks and stresses. Full details of REAP efforts, per county, are expanded under Objective, and in corresponding annexes. In Garissa, Turkana and Wajir counties, BOMA provides REAP technical assistance (TA) to Mercy Corps to support to 3,240

participants organized into 1,080 BGs across the three counties. A total of 150 new business groups were formed in Turkana

county distributed across six locations, with the formation of an additional 250 and 140 groups in Wajir and Garissa counties

expected to be finalized by the first week of April. During the reporting period, a total of 580 businesses composed of 190,

250 and 140 business in Turkana, Wajir and Garissa counties respectively were monitored in the quarter under review. Out of

the 190 business groups in Turkana, 40 business groups were pilot groups which are set to graduate in May 2019 while the

remaining 150 business groups were targeted. The average business values in each of the three counties of Turkana, Garissa

and Wajir have been recorded as being above the targets from January to March 2019.

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The REAP BGs and saving groups are providing income and loan facility for women, cushioning them against ongoing drought shock and stresses. Women can as a result afford food for their families, pay for medical emergencies and school fees for their children, and access food from small shops or butchers in the villages. This has improved their access to food, increasing their food security and enhanced their resilience capacity. Some members of REAP group can comprehensively write their names, record names of their customers, names of those who take credit from their businesses and take note of daily business sales in their note books. This makes it easy for the group to utilize, fully, the business skills and financial literacy gained during the business trainings. There are already indications of copying and crowding in as reported by MAWA Savings Group in Dubsahai village in Korr. Linking REAP Groups to non-LMS grant opportunities: In the three counties of Turkana, Wajir and Garissa, AA1 County Teams started engaging the Department of Social Services for registration of the Cohort 1 saving groups. This will allow the groups to access to youth and women empowerment grants run by the county governments as well as the Women Enterprise Fund (WEF) led by the national government. AA1 in collaboration with Leader and AA2 conducted a joint RDQA by visiting REAP groups in Isiolo and Marsabit. This provided concrete recommendations on how AA1 and other stakeholders can provide additional linkages and training opportunities to REAP mentors and identified areas that require attention on the Journey to Self-Reliance. Financial institutions, partnership and linkages: AA1 continued to expand its local network of access to finance partners, fast-tracking AA1 beneficiary support efforts with various stakeholders and partners such as MEDA, Women Enterprise Fund, Uwezo Fund, Agricultural Finance Cooperation’s, KCB Foundation, Lundin Foundation, Kenya Investment Mechanism (KIM), and other partners. It also initiated dialogues with new players, including Kenya Union of Savings & Credit Co-operatives Ltd (KUSSCO), Kenya Bankers Association (KBA), African Guarantee Fund (AGF), African Rural and Agricultural Credit Association (AFRACA), the Government of Kenya Treasury department, UN Women,), Association for Micro-finance Institutions (AMFI), Financial Sector Deepening (FSD), Kenya Private Sector Alliance (KEPSA). Quarters 3 and 4 will present an opportunity for AA1 to link these actors to KIM, as well as potential grantees, SACCOs, institutions and other market actors in need of financial support and tailored products. In Q2, AA1 in collaboration with KIM, initiated the selection and field support of the consultant to develop a Shariah-compliant lending policy for AFC to increase its Sharia-compliant lending and improve access to groups otherwise excluded from the formal financial sector.

Strengthening systems and governance: During the reporting period, LMS initiated its approach to facilitating community-driven/county-designed policy formulation and institutions strengthening in its zone of influence. To this end, LMS support to FCDC, in the way of an imbedded Policy and Governance Advisor, began in February 2019. The following facilitative efforts and milestones were undertaken during last two months of the quarter, all of which provide an enabling platform for AA1’s market system enhancement efforts to take root, and of private sector and institutional investments to blossom.

Completed community land sensitization exercises jointly with PPG in four of the 10-member counties; Supported FCDC Land Sector Forum workshop jointly with FAO on the submission of community land inventories; Completed the harmonization of community land rights sensitization strategies by bringing together FAO, DLCI, PPG, KLA, RECONCILE and PLS; Supported stakeholder mapping required to harmonize efforts towards spatial planning in FCDC counties (ongoing); Completed the establishment of spatial planning reference group within the FCDC Land Sector Forum Completed the establishment of the Community Land Rights Valuation Index Working group consisting of FCDC, Katiba Institute, DLCI, PPG, Friends of Lake Turkana and Kenya Civil Society Platform on Oil and Gas (KCSPOG).

Partner layering and engagement: LMS continues to be a proactive SLI partner within the PREG community. From a) WFP Asset Creation beneficiaries to b) the uptake into AA1’s small grants RFA in Marsabit and Turkana counties, c) linkages established with RTI’s Kenya Youth Employment and Skills Activity under the March-released Livestock Market Diversification

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RFA, d) Wajir Agriculture Extension Officer TOT training on beekeeping and honey production, e) joint celebrations for International Women’s Day in Garissa, Isiolo and Turkana counties, f) KIM-LMS joint planning and support to the Sharia Compliant Credit Policy TOR for AFC and g) the Q3 Investors Breakfast Meeting co-hosted with FCDC, AA1 has been both active and results-oriented on the SLI landscape.

OBJECTIVE 1: EXPANDED AND DIVERSIFIED VIABLE

ECONOMIC OPPORTUNITIES This section provides an update on AA1 activities from Year 2, Quarter 2 of implementation (January- March 2019). This

quarter was a catalytic one in the Life of the Project (LOP), marked by co-creation mechanisms being initiated, data collection

completed for all Objectives, a bourgeoning Frontier Counties Development Council (FCDC) relationship cemented,

intentional fast-tracking of AA1-AA2 layering , new partnerships established with local and national actors, associations and

institutions, additional Sequencing, Layering and Integration (SLI) activities and sites identified, and results-based activities

initiated and/or delivered across all IRs. In addition, AA1 tailored approaches to working with county governments (Turkana

especially), county-specific and Activity strategies developed, conducted pivotal Pause and Reflect sessions internally and with

USAID, carefully designed a progressive Annual Program Statement (APS) anchored in intermediary services’ enhancements,

and made a series of adaptive management decisions and corrective actions aimed at increasing economic opportunities and

creating viable diversified livelihood opportunities.

Scaling up engagement models for self-reliance: To formalize its relationship with the Turkana County Government

(TCG), AA1 held joint meetings with County Executive Members (CECs) and Chief Officers of Agriculture, Pastoral

Economy and Fisheries, and Finance & Economic Planning, to deliberate on how to structure and strengthen LMS-TCG

engagement at the county level throughout the LOP for AA1/LMS. AA1 also held meetings with TCG Ministries of

Education and Public Service to discuss areas of collaboration in youth education and employability, as pertains to support

from AA1 to existing training structures, and training opportunities offered by LMS, onsite, at their county offices. This

engagement model (the “TCG” model), already in place or being implemented in other counties, has been ramped up to

ensure close collaboration with new partner departments and their technical staff. This collaboration is facilitating and

leveraging support and synergies along County Integrated Development Plans (CIDPs) and innovative interventions, while

promoting a culture of co-design, co-investment and co-ownership of LMS supported investments at the county level, on a

path to self-reliance.

As per AA1’s 2019 workplan, and in order to inform programming moving forward and justify interventions’ design,

approaches and intended-effects, AA1 embarked in January 2019 on a marathon of co-creation meetings with key officials

from relevant partner ministries from LMS’ five county targets. This effort reflects the direction provided by the USAID

Mission Director, at the November 2018 Chief of Party (CoP) meeting, in which he called on USAID partners to engage the

government “in a structured way in planning, strategy development, implementation, monitoring and evaluation.”

Implementing Partners (IPs) were tasked with involving government in all aspects of their work. Pertinent to AA1’s

programmatic approach, IPs were also cautioned that, while county government’s CIDPs are useful, they tend to be needs-

based plans, and development partners need to facilitate these to be more strategic and evidence-based. As resources from the

national to county government are insufficient to cover needs, CIDPs must thus be viewed as (and turned into) strategic plans

that identify/address needs and existing constraints in regions or contexts. IPs were encouraged to leverage county

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government and private sector assets to reach/achieve what they want and develop new partnerships and networks to this end.

Reminded that “inclusion is your job” and that we must “back participation and engagement with efficiency”, LMS therefore

set off on a path in which AA1 is a platform not a project, one in which we must continuously ask ourselves whether we are, as

IPs, “enabling or inhibiting the Journey to Self-Reliance”.

AA1 co-creation meetings, attended by over 60 technical representatives from county governments and market actors, were

aimed at defining priorities that align and respond to CIDPs, with the view of strengthening livestock market systems across

each county. Led by AA1’s CoP and Senior Market Systems Specialist, these co-creation processes resulted in a portfolio of

proposed micro to meso level investments, aligned to each county’s CIDP (and the Big Four Agenda), from which AA1 will

prioritize actions based on potential levels of impact-to-scale, duration and resources required. The teams identified key

market constraints across game-changer county rural and urban value chains, possible intervention areas and foreseeable

transformative results. These ingredients played a critical part into the process of crafting the AA1 strategy document, which

defines the award’s vision for market systems transformation, how the teams will get to that vision, and with a menu of

alternative investments to get there. As a next step, AA1 will work closely with the Leader and AA2 awards to link its own

strategy to the broader Global Food Security Strategy (GFSS) and LMS Theory of Change, and its intended nutrition, poverty-

reduction and resilience goals, to explicitly demonstrate how its market systems and transformation pathways link up and

contribute to these higher-level impacts.

FACILITATE MORE COMPETITIVE, RESILIENT AND INCLUSIVE LIVESTOCK AND RELATED MARKET

SYSTEMS TO LEVERAGE END-MARKET OPPORTUNITIES WHILE ENSURING INCLUSION AND

POVERTY REDUCTION. Development of Livestock and Livestock-Related Businesses

The outcomes and recommendations issued from the co-creation meetings held in January 2019 underpinned the framework

used to design a Request for Application (RFA) and the LMS 2019 Annual Program Statement (APS) that were published in

Quarter 2. The RFA solicits applications with ideas that improve diversity of commodity and/or intermediary service

businesses within selected REGAL-AG built livestock markets, while the APS solicits applications from individual and/or

group entrepreneurs with growth or innovative ideas that offer compelling, catalytic business solutions toward strengthening

livestock market systems. This 2019 APS for large grants is meant to prioritize and support businesses opportunities that have

the potential to catalyze subsequent investments in the expansion or replication (scale-up) of unique and game-changing

businesses, products, services and technologies into county-level and cross-county market systems. This APS is open for six

months with two submission deadlines in the months of May and August 2019.

AA1 developed an additional RFA that, once published, will seek applications from youth agrovets with necessary internship

experience and certification to run private agrovet clinics, and strengthen the provision of community-level animal health

services within sub-counties identified to be critically underserved. This RFA is pending approval from USAID on veterinary

pharmaceuticals. Timely approval is requested to allow LMS to recruit agrovets to undertake preventative and curative work to

increase pastoralists’ resilience to future shocks and stresses.

Growth and Expansion Grants: Improvements from Piloting and Adaptation: AA1 continues to explore medium to

large-scale business growth opportunities within the target counties that provide persuasive opportunities for expanding

livestock market systems for backward and forward actorsAPS issued in Year 1 of the project, which generated a very small

percentage of viable opportunities to consider and pursue, despite the efforts and resources invested to this end. It is

anticipated that the 2019 APS will generate much interest, though selection of catalytic grants will be made easier from the

specificity and robustness of its design. To increase efficiencies in the review and selection of grants, AA1 and Leader Grants

teams will capitalize on a) LMS-contracted sector experts to assess applications, b) an improved application form, c) stricter

screening controls, d) a short-listing process anchored in strategies, and e) pre-identified high impact potential sectors for

priority consideration. This will avoid the 2018 situation in which the concept notes received required heavy lifting towards

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their finalization, and their proponents required significant accompaniment in understanding both LMS and market systems

goals and objectives.

It is expected that, once approved, the cohort of grants applications from Year 1 will have generated important and

transformative productive grants in key sectors and geographic areas, innovations across multiple value chains, copiable

businesses within emerging markets, anchor firms with high backward linkage potential, market penetration solutions for

important commodities, catalytic value-addition businesses, and new market actors around which existing and new businesses,

entrepreneurs and intermediary service providers from the 2019 APS will crowd in.

Quarter 2 grantee profiles: In Quarter 2 Year 2, six additional large grant business plans under the first APS were packaged

and sent to USAID AORs for approval. It is important for USAID and its partners the important effects that these selected

interventions will have in county-specific market systems, and the spill-over and crowding results that they will generate. A

snapshot of their proposed activities for each of the six grants is provided below.

a) Filayi Family Farms

Filayi Farms seeks to invest in honey processing as they also increase their hive numbers. The farm is seeking a semi-

processing unit, beehives and bee handling kits. In order to build up enough volumes to make the processing plant viable,

Filayi Farms will equally invest in training other small-scale raw honey producers within their catchment, providing a ready

market for selling their honey. The farm intends to use the processing center as a learning hub for the pool of small-scale

honey producers. Seeking to increase their hive numbers from the current 10 to 100, with a projected annual honey yield of

4,800 kg, the farm seeks to strengthen capacity of youth and women engaged in or aspiring honey producers to increase their

productivity. Introducing honey processing in Garissa county will contribute to structuring the value chain, which is emerging

as an alternate livelihood opportunity for youth and women within the Wajir-Garissa corridor. Filayi Farms has subsistence

experience in honey production. The farm also has access to expert honey production and processing trainers to boost their

trade.

b) Malaba Hills Bee Keepers

Malaba Hills Beekeepers is an expansion-seeking business located 5 km from Bute town with 40 acres of land, holding two

water pans and 15 beehives. The farm intents to scale up its production capacity from the current 168kgs of honey from 7

hives to 2,400kgs of honey from 50 bee hives per year. The business is seeking to co-invest in additional hives and a honey

processing unit. With increased production and a honey processing unit, Malaba Hills portends an expanded market for other

smaller holder honey-bee keepers in Wajir North who would be struggling with getting their products to terminal markets.

While Wajir County has great potential for honey production, current volumes are low, coupled with poor handling and

processing of the commodity. Additionally, Wajir provides a suitable environment for bee keeping, this investment will help to

reinforce the trade as a good complement to livestock rearing under pastoralism, thereby diversifying economic opportunities

for youth and women.

c) Victoria Foods Ltd

Victoria Foods proposes to avail ice flakes and affordable poultry feed in Turkana county by setting up an Ice Flake and a feed

processing plant of 5 tons capacity each. The plants will be set on a 100 m by 100 m plot, which has been provided by an

identified partner, StartUp Lions in Loropio. The ice facility will produce ice flakes that are normally shaped and adaptable that

have faster cooling capability, better product coverage, better product mixing, greater product protection, provide better

sanitation, easier storage and distribution characteristics. The ice flakes will be targeted at fishermen, Beach Management Units

(BMUs), fish mongers and other traders who need ice for their businesses. The poultry feed will be manufactured at low cost

for local poultry consumption. Low cost will be guaranteed by use of left-over fish bones from the Kitale fish processing

plant, and other ingredients which will be transported in the trucks that return to Turkana to collect fish. Victoria Foods will

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directly create jobs for youths and women who will be supplying it with fish meal (raw materials for poultry) along the beaches

on Lake Turkana.

Additionally, producing ice flakes would help BMUs increase shelf life of their fish as it is transported to terminal markets

within Turkana county. Available low-cost poultry feed is expected to incentivize more women and youth to take up or ramp

up their indigenous poultry production, besides improving quality of the indigenous chicken. Increasing poultry production in

Turkana county, even for household consumption, would go a long way in accelerating the needed nutritional boost for

households in the county, which still experiences undernutrition among children aged five and below, and lactating mothers.

Victoria Foods will also support farmers to form fishermen cooperatives that would help the fishermen increase their sales,

access to finance and structure their operation.

d) Moyale Animal Feeds

Moyale Animal Feeds Limited is a family-run business located in Marsabit county, Moyale sub-county at Manyatta location,

Moyale town, Kenya. The business proposes to produce 7.5 tons of feed per day and improve efficiency through

mechanization of the activities in the company. Moyale Feeds provides cost savings for existing and emerging local or hybrid

poultry farmers in Moyale sub-county, by making available locally produced, affordable and easily accessible poultry feeds,

which are the main cost components of poultry (meat and eggs) production. Expanding production quantity and quality of

feeds is expected to result into more chicken meat and eggs produced for trade and consumption within Moyale sub-county

and the larger Marsabit county. Poultry feed is also sold to neighboring Ethiopia, hence injecting cash into Moyale’s livestock

market system is a necessary ingredient for market growth. Increasing availability, accessibility and affordability of chicken

meat and eggs goes a long way in improving food security and nutrition through improved utilization, as this increases access

and affordable prices incentivize utilization. LMS expects to see crowding in of more producers into the poultry value chain in

Moyale sub-county through and beyond life of award.

e) Marian Johns Ltd

Marian Johns proposes to establish an innovative desert Aquaponic-poultry-vermiculture farm, a unique and new concept in

Turkana county, which integrates fish rearing, crop cultivation, chicken and maggot farming by creating a symbiotic

relationship between the four ventures. This integration leads to efficient resources utilization including land, labor, poultry

and fish droppings, making it a pilot innovation venture. The innovative desert farm targets to rear around 12,000 tilapia and

7,000 catfish separately on a 11 m by 9 m size pond each, 500 improved local chicken on an elevated poultry house (extending

on top of the ponds) and varieties of vegetables like amaranth, cowpeas and black-night-shed on the grow beds. Marian Johns

intends to utilize this smart-farm concept to provide consistent and sustainable supply of a variety of organic, clean, safe and

affordable farm products throughout the year. This venture would be largely helpful in provoking or encouraging innovations

around alternative livelihoods in Turkana county, besides livestock pastoralism. The smart farm, if successfully executed, could

trigger appetite for replication particularly by women, youth and schools, providing a viable source of alternative income and

access to nutritious foods. This business is therefore an innovation that seeks to suggest economic use of land in Turkana

county.

f) Jey Jey Dairy Farm

Jey Jey Farm aims to increase daily milk supply into Marsabit county by producing 600 liters of milk per day for processing at

Korkora Dairy milk factory in Karare. It is also expected that Jey Jey Farm will act as an anchor learning farm enterprise for

other rural and peri-urban small-scale milk producers, where knowledge transfer on milk handling and hygiene would take

place. While Jey Jey farm proposes to produce fodder on a large part (38 acres) of their 40-acre farm, they would source some

from local producers, thereby creating a local market. Increasing milk supply into Marsabit county is expected to contribute to

improving nutrition for households. This venture seeks to increase the supply of milk into the local Marsabit economy, while

encouraging more pastoralists to try dairy farming and zero grazing. It provides more of a mind-shift through a proof-of-

19

concept, in line with the Marsabit county government’s desire to de-risk their pastoral communities by providing alternative

livestock farming ideas.

Expanding Market Networks and Access

Strengthening End markets players network: During the reporting period, the team reached out to livestock end market

players and associations to strengthen the development of and support to local networks for coordinated and collaborative

actions. Meetings held were instrumental in identifying potential end market players in Nairobi and nationally that AA1 could

leverage expertise from towards the solicitation of strong business applicants, the provision of STTA for Smart Regional

Consultants’- implemented activities and the establishment of buyer-seller relationship between LMS grantees and terminal

market actors.

Some of the end market actors engaged include the Association of Kenya Feed Manufacturers (AKEFEMA), a members-

owned/run Association of large and medium animal feeds manufacturers in Kenya, which presents tremendous opportunities

for AA1 to leverage on. Despite the perceived “thin” markets in the Northern Kenya, AKEFEMA would wish to explore

together with LMS program on areas of possible collaboration in areas of livestock and poultry feeds, pasture/fodder – i.e.

establishing strategic feed silos in the regions -to be serviced on contract and hire model and supplied with bulked animal

feeds for bagging at end markets. Some associates of AKEFEMA are already involved in formulation of enriched feed blocks

which would be suited for feeding, finishing and fattening animals in feedlots or even during drought period, which could be

tapped in the program areas. AKEFEMA members could offer technical support in areas of animal feeds/fodder, feedlots,

fish feeds and training on varied aspects of poultry production (mapping out the potential of poultry value chain in the ASALs

during development of the poultry policy). The feed inventory with CIFA & Ministry of Agriculture & Livestock in the 24

ASAL counties has mapped out the pasture/feed inventory in the ASALs, which will be useful in grantee selection.

AKEFEMA works closely with Kenya Poultry Farmers Association (KEPOFA) and has representatives from the ASAL,

including in Garissa, where it could provide link/contacts with Livestock Traders Association involved in fodder/pasture

production in the county.

Other topical and timely partners include the National Bee Keeping Station, a Government institution offering a wide range of services. They provide training on bee equipment production, quality analysis of hive products, bee management and investigations, products utilization and marketing, which LMS can tap into for its planned Q3 beekeeping related activities in Isiolo, Garissa and Wajir counties. The Kenya Dairy Board, a national body mandated to organize, regulate and develop efficient production, market distribution and supply of dairy produce, improve the quality of dairy produce indicated that they are working in Isiolo, Garissa & Wajir counties in collaboration with the county governments to promote modernization of the camel milk value chain and promotion of school milk feeding program. They present a great potential partner for AA1 in the planned Q3 milk value chain training on standards for hygiene, sanitation and handling to be held in all five counties, following the new enactment of new milk regulations in the country.

Emerging markets: Over the course of the last two quarters, it has become evident that pastoralists and agro-pastoralists are

either engaged in, or want to be engaged in non-traditional animal husbandry, trading, etc. Other emerging sectors in all five

counties, which could bring additional sources of income and diversify livelihoods include beekeeping (honey production), fish

farming, poultry production, gums and resins harvesting and bulking, as well as horticulture and crop production. AA1 is

intentionally pursuing investment opportunities in these sectors via its grants mechanisms, both large and small. AA1 has

already conducted both research and training activities in support of these emerging value chains and facilitated county

government support and engagement (including the commitment of county government resources -financial and human

resource) to create an enabling environment for increased private-public sector collaboration. Examples of emerging markets

and opportunities from Wajir and Isiolo counites are provided below.

Honey production and beekeeping: In Wajir county, honey-bee keeping is an emerging livelihood alternative

recognized by the county government as key area for leveraging both capacities and investment. AA1 initiated a

tripartite training program with WFP and Millennium Water Alliance’s Kenya Kenya Resilient Arid Lands Partnership

20

for Integrated Development (RAPID), that saw a joint facilitation of a Training of Trainers (ToT) for 37 Wajir county

government Extension Officers on best practices in bee keeping. With this acquired skill, Wajir county now has

extension officers with the capability to offer competent just-in-time service to the growing number of bee-keepers in

the county. The ToT process also identified three sub-counties where beekeeping can achieve the highest impact

(Wajir North, Tarbaj and Wajir east sub-counties). Furthermore, hive making within the county was also identified as

a need that will reduce the cost of procuring hives manufactured in other parts of the country. AA1 will pursue with

the possibility of engaging Wajir polytechnic students to fabricate hives for use by bee keepers. Once the training is

completed, the Activity may utilize grants to provide start-up kits for trained youth with business acumen and

entrepreneurial drive to formally engage in this growing sector.

Fish production: In Turkana, Marsabit and Isiolo counties, the modernization of fish production and support to fish

value chain intermediary services have been identified as priorities by county governments, the Department of

Fisheries and Kenya Marine and Fisheries Research Institute (KMFRI). Nationally, there is high demand for fish

(tilapia, Nile perch and mudfish), but even more so holds true in LMS counties. The Activity has conducted three in-

house studies to determine the potential for Large, Small and Innovation Grant investments along multiple of

segments of fish value chains. These have informed grant selection under the 2018 APS, and generated applications in

the ice production, aquaculture, aquaponic and caged fish farming sectors, all of which promise to be highly

transformative. There is tremendous potential for crowding in, capacity building, and workforce development around

the fish industry, which AA1 is capitalizing on.

REGAL-AG/LMS grantee product placement: During the same period, AA1 participated in the 6th Annual Devolution

Conference that was held in Kirinyaga county. The event was an opportunity for AA1, as part of the larger USAID Feed the

Future community, to showcase on-going and future transformative investments across the five counties of Wajir, Garissa,

Isiolo, Marsabit and Turkana, aimed at attracting private equity into these counties. The conference generated customer

interest in camel milk, organic honey and camel meat (popularly known as NyirNyir) as unique products that if well branded

and marketed can influence market penetration and result in greater margins for entrepreneurs within the livestock market

systems. The conference also provided LMS with extended networks in the areas of vocational training, KEBS, gums and

resins, associations, etc.

Support to Livestock Markets’ Operationalization and Sustainability

This section provides the story of AA1’s engagement in supporting the operationalization of markets built through REGAL-

AG. AA1 recognizes the important role and platform that these markets provide in establishing linkages between buyer and

seller, creating Business to Business (B2B) opportunities, introducing

new commodities and nutritional products to consumers and

facilitating intra and inter county trade.

Garissa county: In the period under review, AA1 engaged the

Garissa county government and local communities through a back-to-

back consultative process that saw four livestock markets handed over

to their Livestock Marketing Associations (LMAs) and communities.

These markets are the ones from Garissa Town, Mbalambala market,

Modogashe and Masalani. The consultative processes resolved that the

management of Garissa Town livestock market will be overseen by

the newly formed Municipal Council of Garissa, while Balambala and

Modogashe markets will be under Urban Planning Department, and

Masalani market will be under Garissa town management. Mbalambala Market Livestock Marketing Association (LMA) members.

21

Two of these markets, Garissa Town and Modogashe, have on-going works of installing a water system to support sanitation

and hygiene facilities being done by Kenya RAPID. AA1 is following up on a commitment from Garissa county government

to install water systems in the other two markets, Mbalambala and Masalani. Nonetheless, three of these markets, Garissa

Town, Mbalambala and Modogashe, have been rendered functional after hand-over, with Garissa Town livestock market

recording the highest trade transactions averaging Ksh. 300,000.00 (USD 3,000) to Ksh. 500,000.00 (USD 5,000) per month.

AA1 has delivered trainings to 41 Livestock Marketing Association (LMA) members from Garissa Town and Balambala

livestock markets in the quarter under review. Trainings covered the following key areas: crafting constitution to govern LMA

operations and relationships, best practice on livestock market management, revenue collection and administrative costs of

running a livestock market.

The modern Garissa Town livestock market is positively impacting

livestock traders. Livestock traders are using the holding pens for

fattening of their animals before sale, as Ms. Halima Ismael, trader at

Garissa Town Livestock Market, stated: “At first when this market was

under construction we did not understand, we thought they were

demarcating our market to plots for grabbing. Now we realize it was a

good thing to modernize the market. It has really helped my business

during this dry period. I buy emaciated animals from Mbalambala

livestock market and keep them in the holding pen with proper feeding

until the body condition improves to give me a better price. The

holding pens have also enhanced the security of our animals and

reduced losses resulting from theft”.

Besides the water connection in the two markets, the other key

challenge of function within the LMAs is that the incumbent office

bearers are not open to new memberships. This requires concerted

behavior change education by AA1 and the county government. AA1 also continues to work with county governments and

LMA leaders to persuade livestock traders to embrace trade within the precincts of the new markets, as opposed to continued

trade outside the markets, which denies markets revenues.

Isiolo county: The Isiolo county government has increased its support

to the management and maintenance of Isiolo main market, driven by the

increasing revenues from the market. This has seen the county

government install a new and more efficient water system within the

market to replace the old, intermittently functional system. The county

government has also employed salaried security guards and a caretaker

for the Isiolo market. To ensure the trader community within Isiolo

market circulate money within their economy, AA1 facilitated a process

with the County Department of Cooperatives that assisted the traders to

self-mobilize into a savings and credit cooperative and formally registered

it with the department. The Isiolo livestock market currently has a total

176 trader members. A similar Sacco has been established by traders in

Oldonyiro livestock market.

Turkana county: AA1 supported Lodwar LMA members to identify gap, constraints and opportunities existing in the

livestock market contributing to its vibrancy. The team facilitated LMA to organize, coordinate and preside over two

stakeholder meetings at the Lodwar Livestock Market meeting room. The objective of the first meeting was to share successes

feeding her livestock in the holding pen

at Garissa Town livestock market.

Isiolo livestock market.

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so far in the livestock market since its launch, constraints affecting growth of the livestock market, and to provide

recommendations on how to make the market more vibrant. The second meeting brought together respective government

departments and stakeholders to brainstorm on possibility of actualizing the recommendations made during the first meeting.

Best progress identified for Lodwar Livestock Market is increasing trade transactions and revenues for both the LMA and

county government.

Via AA1 coordination efforts, several resolutions and mitigating steps have been undertaken and endorsed by the county

government to strengthen market operations. These include: LMA to wait until six months post signing of new law that led to

increased fee before they can petition county assembly to revoke it; county government to put up solar-powered high-altitude

security flood lights within the Lodwar livestock market; county government and LMA to debate and designate a day within

the week as Lodwar Market Day and work jointly with LMS to launch that day (thereby increasing foot traffic within the

market, hence higher transactions); county government enforcing department to dissuade traders from doing business from

the outside of Lodwar livestock market.

AA1 worked with the Turkana County Government and Kakuma LMA members and enticed livestock traders to close the old

livestock market in Kakuma and move to the new market on the outskirts. This process was preceded by multiple training

sessions for the LMA members aimed at improving how they would administer support to traders in the new market and a

negotiated deal with the county government on revenue sharing. Livestock traders moved to occupy the new market and as at

end of February 2019, Kakuma LMA reported having about Ksh. 600,000.00 (US$ 6000) revenues collected and in their bank

account. The county government too reported increased revenues. All stalls in the livestock market were fully booked for

occupation by end of February, with tenants looking to fully occupy by end of April, bringing together a variety of small

businesses from Mpesa, barber services, restaurants, cereals, etc.

Marsabit county: Four out of seven livestock markets in Marsabit county are active. These are Merille, Moyale, Korr and

Illaut Markets. However, in Moyale, a significant trade in camels and cattle still takes place outside of the Moyale livestock

market precincts, thus denying the market volumes. There is also influence of cross-border trade with Ethiopia, where most

pastoralists and traders prefer to sell animals and beef directly to Ethiopia. In the next quarter, AA1 will study this cross-

border trading and conceptualize ways to use it as leverage for increasing trade activity within Moyale livestock market. The

other three markets (Turbi, Forole and Dabel) are not active as there exists a cartel of brokers within those zones that buy

livestock at grazing and watering points, hence livestock do not make it to the markets for trade. AA1 will explore, with the

LMAs and Marsabit county government the possibility of using a cooperative model to disincentivize these cartels. This could

involve restructuring the LMAs into marketing cooperatives, with growing working capital to purchase livestock from their

members (pastoralists) at agreed, profitable prices, then conditioning for onward sale to terminal markets, at another level

profit.

Wajir county: Both Habaswein and Griftu livestock markets have been handed over to the LMAs and county government.

Habaswein market is actively and fully utilized by the community. Saturday has been made the official market day for

Habaswein market, attracting traders from within Wajir, Garissa, Isiolo and Marsabit counties as well as from neighboring

Ethiopia and Somalia. However, Giriftu markets is yet to be maximized by the community and AA1 is working with the local

leaders and the county government to ensure trading takes place within the market.

To ensure enhanced market vibrancy, LMS is working with the livestock department and county assembly committee for

livestock to introduce a county sale yard bill. This bill will streamline the roles of both the county government and LMAs.

Further, the bill will establish revenue sharing mechanisms between county government and LMAs. Habaswein and Giriftu

markets have both been targeted in the markets diversification RFA released late in the quarter. AA1 hopes this RFA will

contribute to catalyzing interest in occupation of Giriftu market, among other on-going efforts.

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AA1 has delivered trainings to 45 Habaswein and Griftu Livestock Marketing Association (LMA) members during the quarter

under review. Trainings covered the following key areas: crafting constitution to govern LMA operations and relationships,

best practice on livestock market management, revenue collection and administrative costs of running a livestock market.

Livestock Productivity and Animal Health

In Q2, AA1 continued to collaborate with Sidai Africa Ltd, livestock departments and extension officers to support animal

health input and service provision in Northern Kenya. As part of its youth workforce development goals, the Activity has

engaged in significant outreach with Vet Services Departments and training institutes to both promote and educate

stakeholders on its Agrovet RFA (awaiting USAID approval on drug provision). In line with its county specific strategies, as

well as arising needs, shocks and stresses in Marsabit, Wajir and Garissa counties, the team facilitated county governments

efforts related to vaccination campaigns and short rains assessment (in collaboration with National Drought Management

Authority (NDMA) and other PREG partners). These initiatives, combined, have provided USAID and LMS with great

visibility and appreciation from county leaders, and enabled the Activity to achieve important results in animal health, outside

of grants support.

Sidai Africa Limited (Sidai) partnership: Sidai is a social enterprise (a for-profit entity with a social mission) operating in

the livestock sector in Kenya. It supplies sustainable quality livestock and crop inputs and veterinary services to pastoralists

and farmers in Kenya. Its aim is to revolutionize the provision of livestock and veterinary services to pastoralists and farmers

in Kenya by creating a sustainable service delivery model. In year 1, AA1 awarded $200,000 for Sidai Africa to continue

providing animal health services in the five LMS counties in-line with AA1 Objectives and Year 1 and 2 work plan activities.

The bridge funding from July 2018 to January 2019, was given a no additional cost extension to March 2019. In Y2 Q2, AA1

continued to collaborate with Sidai Africa Ltd to support increased animal health service provision in Northern Kenya along

the following areas: training of poultry farmers in general poultry keeping best practices, vaccination and poultry management;

provision of farm inputs (veterinary products for livestock keeper and poultry farmers) through Sidai Super Service centers

(hubs), private franchises and agrovets; provision of animal vaccination services through lead farmers engagement and

training; promotion of youth employability by provision of skills to interns across counties; undertaking of mass media

campaigns on animal health management through local radio; development of memorandum of understanding with county

governments for sustainability and service provisions.

Livestock input provision: During the reporting period, a wide range of livestock inputs were supplied across the region

through company run stores, franchises, and other agrovets that purchased products from Sidai Africa. In total, livestock

inputs worth $97,406 were supplied to the livestock keepers in the project area ($51,917 to poultry farmers, $21,709 to

agrovets and franchises, $23,780 to walk-in customers). As shown on Annex 7, approximately 781 herders and farmers

accessed inputs and services from Sidai hubs and franchisees during this period, including 36 herders whose animals were

vaccinated, and farmers who were advised on the administration and use of specific veterinary drugs.

In the past, private livestock inputs and services were nearly non-existent. After the privatization of the sector, this role was

largely taken up by the NGO sector together with the government, an approach deemed unsustainable and often ineffective.

The involvement of the private sector, as demonstrated via AA1’s partnership with Sidai, makes the service more sustainable

and responsive to community and farmer needs. In Q3 and beyond, AA1 and Sidai will continue to join hands in improving

and extending animal health input and service delivery in its five counties. Of note will be the critical role that Sidai will play in

equipping/stocking the new agro-vets supported via AA1’s agro-vet RFA.

Provision of poultry feeds, vaccines, and other inputs to poultry farmers: Poultry is increasingly becoming important in

ASAL counties, as chicken and egg consumption is gaining in popularity. Consequently, many entrepreneurs have started

poultry businesses at backyard, small and medium scales, requiring a consistent supply of feeds and vaccines to ensure

profitable poultry production. These farmers also received one-on-one advice and vaccination services against common

24

poultry diseases. In addition, 82 poultry farmers were trained in Turkana, Garissa and Isiolo counties on poultry production

and management.

Support to Sidai Africa franchisees and other agrovet owners and service providers: During the reporting period, Sidai

brought livestock (camel, cattle and goat) inputs closer to the agrovets in the region who used to travel long distances to access

stock in Nairobi and other major towns in Kenya. Agrovets can now access these products closer to home, saving on time and

transport costs. This has increased access to quality products for livestock producers in the rural areas of the region. A total of

14 additional franchises and other agrovets were active and placed orders to be supplied with livestock inputs during Y2Q2,

generating a total revenue of $21,709

Awareness creation on the importance of livestock vaccination and services: Lack of routine livestock vaccination is the

main obstacle in livestock disease control in the pastoral areas of northern Kenya. A total of 9,154 small ruminants have been

vaccinated against Contagious Caprine Pleuropneumonia (CCPP), enterotoxaemia and sheep and goat pox disease in the three

counties. Sidai also worked with LMS communication team to develop radio messages to educate the herders on the

importance of routine vaccination, disseminated local languages during vaccination of livestock.

Provision of employment and business opportunities: During the bridge funding period ending March 2019, Sidai Africa

has employed 22 Sidai Africa staff, including six interns in the project area. In addition, 41 franchises traded with Sidai Africa.

The AA1 team finalized an agrovet start-up RFA targeting youth who have graduated from animal health institutions and who

are willing to start agrovet businesses within the LMS implementation counties. The solicitation will be released as soon as

LMS receive approval consent from USAID and will target youth coming from Garissa, Wajir, Isiolo, Marsabit, and Turkana

counties. The RFA selection criteria emphasizes young veterinary professionals who are not formally employed and who are

willing to become agrovets in rural areas within the counties. The new agrovets will be linked to Sidai Africa and other

established agrovets and veterinary drug suppliers to provide them with drugs, training, and mentoring to ensure their success.

Collaboration with county governments: Sidai signed three MoUs with Wajir, Isiolo and Marsabit county governments for

collaboration in livestock service delivery under its bridge funding with AA1.

Short rains assessment: LMS facilitated the county government of

Marsabit to undertake short rain assessment to inform the current body

condition of livestock, status of the crops planted, pasture and water

availability. It is evident from the assessment undertaken that pasture

and water are being depleted as the drought sets in. Following the

assessment, LMS participated in the County Steering Group (CSG)

meeting organized to discuss findings of the short rain assessment. In

this meeting, some of the concern highlighted include persistent and

high Global Acute Malnutrition (GAM) rates in North Horr and

Laisamis sub-counties (according to smart survey conducted in 2018). It

was also evident that there is general failure of crops in the county due

to insufficient rain which might lead to food shortages as the drought

sets in. The water facilities are also being depleted in the county.

AA1 facilitated Livestock Vaccination efforts: AA1 joined other

PREG members in providing logistical support to the county

government of Garissa in effort to conduct targeted livestock

vaccinations, deworming, pest control and extension services in high risk

areas. The intervention was adopted as a mitigation measure against the

effects of the current drought situation as identified in findings from a

food security assessment report shared by NDMA. Through this

LMS staff pose for a photo during the vaccination exercise.

Garissa County Governor, Hon.

vaccinates the first animal during the launch of the vaccination

exercise.

25

support, eight teams of veterinary staff were assembled to undertake the vaccination and treatment exercise targeting one

million livestock in 27 administrative wards. LMS provided logistical support for Jarajila and part of Fafi wards in Fafi sub-

county.

Launched by HE the Governor for Garissa county, Hon. Ali Bunow Korane, the intervention sought to minimize both

livestock migration and the risk of disease spreading at grazing areas and waterpoints which are likely to erode the gains made

by Feed the Future Livestock Market Systems Activity (LMS) in bringing vibrancy to the four new livestock markets. Through

the support of AA1, a total of 46,416 livestock in Jarajila ward were vaccinated and treated against trade sensitive endemic

diseases including Peste des Petit Ruminants (PPR), CCPP, and Rift Valley Fever disease reaching more than 338 households.

STRENGTHEN AND DIVERSIFY PRODUCTIVE LIVELIHOOD OPPORTUNITIES FOR MEN, WOMEN,

AND YOUTH AA1 continues to deliver support to expanding and start-up rural micro enterprises via two systemic models: Small Grants

Provision and REAP. In the quarter, AA1 engaged with PREG members to identify potential proponents under its Small

Grants envelope, toward enabling women and youth to expand and diversify their livelihood options. The AA1 Small Grants

RFA purposively did away with construction projects/applications, and instead focused on practical business solutions to

generate improvements (that can easily be replicated) in areas such as product quality and quantity, intermediary services

delivery, new technology adoption, etc. The first set of pilot small grants opportunities, as per LMS and market systems

inclusivity goals, was tailored to promote youth participation, gender equity and female empowerment in market systems. The

focus on youth/female was intentional given that in the LMS counties of focus, youth make up a large segment of the

population yet remain on the fringes of development discussions and investments.

Small Grants Update: During the quarter, AA1 packaged 16 small business grant proposals to USAID for approval from

Isiolo (6), Marsabit (6) and Turkana (4) counties, impacting multiple value chains. Annex 6 includes grantee profile tables for

each county. In Isiolo county, the notice of funding targeted the WFP’s Asset Creation program beneficiaries and residents

from Burat and Oldonyiro wards to carry out innovative activities aimed at addressing inefficiencies within poultry value

chains. Specifically, the call sought innovative interventions to address/improve poor practices along the poultry value chain

segments such as handling, preparation, sanitation, collection, distribution, aggregation, storage, cold chain/cooling, post-

harvesting, packaging and branding. Support was but not limited to poultry (broilers, layers, kienyeji) and chicken or egg value

addition.

In Marsabit county, the notice of funding targeted communities in Moyale sub county focused on addressing inefficiencies

within agriculture and pasture post- harvest production and milk producers, vendors and aggregators in Karare ward, Saku sub

county.

In Turkana county, program beneficiaries and residents from Loima sub county were solicited to carry out innovative activities

aimed at addressing inefficiencies within livestock market value chains. Support was but not limited to cattle/camel value

chains (milk, fattening, meat and Nyir nyir); animal feeds and fodder/pasture production; honey; fish; poultry (broilers, layers,

kienyeji) and crop value addition.

In Wajir county, the application process yielded investment opportunities to support butchery establishments in improving

hygiene, handling and sanitation practices.

In March 2019, AA1 released a small grants livestock markets diversification notice of funding aimed at attracting innovative

and intermediary service providers, traders, producers who could spur increased trade within markets, and reduce their reliance

on, or configuration as, single commodity markets. Grants will be selected that have the highest impact to increase household,

community and market resilience, and availability, accessibility and affordability of safe, diverse foods while contributing to

LMS’ overall goals of reducing malnutrition.

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Rural Entrepreneur Access Project (REAP)

LMS-AA1 implements REAP, an out of poverty graduation model through BOMA (Isiolo and Marsabit counties) and Mercy

Corps (Turkana, Wajir, Garissa counties). In Isiolo and Marsabit counties, BOMA provides REAP directly to 2,220 women

organized into 740 Business Groups (BGs). 130 groups were launched in March 2018 in Marsabit (Cohort 1), 70 groups

launched in October 2018 (Cohort 2) in Marsabit and a final 540 groups in Isiolo launched in September and October 2018. In

Turkana, Garissa and Wajir counties, BOMA provides technical assistance to Mercy Corps to provide REAP to 3,240

participants organized into 1,080 BGs. 150 groups were launched in Turkana in September and October 2018 (Cohort 1), 250

groups in Wajir in November and December (Cohort 1) and 140 groups in Garissa in November and December also part of

cohort 1. All the three counties; Turkana, Garissa and Wajir are on course to launch their second cohort.

The REAP team finalized the targeting of an additional 540 potential REAP businesses as Cohort 2 (150 in Turkana, 250 in

Wajir and 140 in Garissa) for 1,620 ultra-poor women participants. Together with the previously targeted Cohort 1 businesses,

the activity has met the total number of 1,080 REAP businesses across the three counties (300 in Turkana, 500 in Wajir and

280 in Garissa) reaching a total of 3,240 ultra-poor women. During Cohort 2 targeting, approximately 90 percent of all women

in the target locations fall within the ultra-poor classification. This requires a systems approach to disrupt systems to work in

favor of the poor. Sometimes injecting cash within the ultra-poor group helps to destabilize the social structures and coupled

with the other large business investments within and outside LMS, there may be an opportunity to disrupt the status quo and

pull the ultra-poor to better standards of living. The REAP graduation model tracks the individuals in business groups and

savings using an indicator category described in Annex 3.

Isiolo and Marsabit

In Isiolo county, the average business growth rate was 38 percent despite the imminent drought (lack of rains) that has been

felt by all farmers in Kenya since February 2019. This is an indication of household resilience of REAP businesses to shocks

and stresses. The primary businesses remained the same, however, the secondary businesses shifted to preference for

kiosks/dukas in order to meet drought induced demand for households’ basic needs such as food commodities. During the

reporting period, the business financial gain for all groups stood at Ksh. 1,115,898.00 which had been mostly saved by

business groups into a digital financial service known as M-Shwari, under Commercial Bank of Africa.

Previously observed trends show that the financial gain value increases significantly from month six when businesses are more

stable, with greater asset accumulation and predictable cash flow trends at which time participants draw more credit from the

business inform of food for their households. In the next quarter, qualified REAP groups in Isiolo county will receive

Progress Grant disbursement.

Month January February March

Target (Ksh.) 22,000 23,000 24,000

Average Business Value by end of Month (Ksh.) 24,272 26,171 30,776

Percentage in Business Value 110% 114% 125%

In Marsabit county, BOMA is providing REAP to 600 participants organized into 200 groups as part of its cost share to LMS.

During the quarter, BOMA continued with the monthly monitoring and mentoring of the 200 businesses and 25 savings

groups, recording 100 percent business groups and savings group visits. The number of active participants in Marsabit

declined to 558 over the quarter with two participants, one from Pamoja BG in Merille (March 2018 cohort) and another from

Nahas BG in Korr (November 2018 cohort), reported as deceased in February.

Table 1: Business value for Isiolo REAP groups between January and March 2019.

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The REAP businesses continued to register good progress by the key performance metrics during the quarter. As at end of

March 2019, 82 percent of the business groups in the March 2018 cohort had met their business value graduation target of

Ksh. 37,500.00, with about 9 percent of the businesses in the November 2018 cohort attaining the same. Compared to

Quarter 1, the businesses recorded a 14 percent rise in average business growth rate for Cohort 1 with Cohort 2 businesses

recording an even higher average growth rate of 32 percent. During the same period, participants drew a substantial income

from the businesses for their household needs and savings with financial gain values of Ksh. 1,947,184 (Ksh. 4,995 per

participant) and Ksh. 735,716 (Ksh. 3,505 per participant) for Cohorts 1 and 2 respectively.

Average business value for Marsabit REAP groups, Cohort 1 and 2 between January and March 2019.

Month January February March Sub Total by end of March 2019 for Each Cohort

Average Business Value by end of Month (Ksh.)

Cohort 1: 607,624 Cohort 1: 660,968 Cohort 1: 678,592 1,947,184

Cohort 2: 216,418 Cohort 2: 238,386 Cohort 2: 280,912 735,716

Between January and March 2019, the 25 savings groups analysis demonstrated a lot of resilience and learning among

participants. The attendance of savings meeting stood at 92 percent of participants, with up to 96 percent committing to the

required monthly savings contributions, with an average contribution of Ksh. 402 against a target of Ksh. 400. As at end of the

March 2019, 89 percent of the participants were on track to meet the savings target contribution surpassing the expected

graduation target of 85 percent. In total, a sum of Ksh. 101,100 was disbursed as loans to the participants against accumulative

savings of Ksh. 460,800 mobilized during the quarter. The mentors facilitated micro trainings to the savings groups as

required. A total of six micro training modular sessions were delivered which include family planning, managing business

group and savings group money, record keeping for savings, managing group dynamics and leadership, business skill review

and communication and sustaining your business and savings groups training.

The REAP BGs and saving groups are providing income and loan facility for women, cushioning them against ongoing

drought shock and stresses. Women can afford food for their families, afford medical emergencies, pay school fees for their

children and access food from small shops or butchers in the villages thus improving their access to food, food security and

enhanced resilience capacity. Some members of REAP group can comprehensively write their names, record names of their

customers, names of those who take credit from their businesses and also take note of daily business sales in their note books.

This makes it easy for the group to utilize all business skills and financial literacy gained during the business trainings.

There are indications of copying and crowding in as reported by MAWA Savings Group in Dubsahai village in Korr, where

one lady, Miss Barsaloi Segelan approached the saving group with intentions to seek approval to join the group. However,

since the group had been saving for over three months and the lady was not having any known business under REAP

program, she was turned away, but she proceeded to mobilize other like-minded women to form her own Merry-Go-Round

Saving group with other 20 women. It is also reported by the same saving group and others, that there are other non-REAP

community members expressing interest to take loans from saving groups. According to the saving group constitutions,

members are expected to get loans at 10 percent interest and repay in 3 months while non-member are expected to get at the

same rate but repay in one month. Annex 4 provides a summary of business and savings groups performance in Marsabit

county during the reporting period.

Turkana, Wajir and Garissa

In Garissa, Turkana and Wajir counties, BOMA provides REAP technical assistance (TA) to Mercy Corps to support to 3,240

participants organized into 1,080 BGs across the three counties. During the quarter, BOMA supported Mercy Corps in

monitoring and mentoring of business groups, conducted refresher trainings for mentors on groups formation and pre-

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business plan in preparation for the launch of Cohort 2. A total of 150 new business groups were formed in Turkana county

distributed across six locations, with the formation of an additional 250 and 140 groups in Wajir and Garissa counties expected

to be finalized by the first week of April. The end-line Standard of Living Index (SOLI) survey was also finalized for both

Turkana and Wajir REAP pilot cohorts. These findings will inform BOMA and Mercy Corps learning in the management,

mentorship and monitoring of REAP groups under LMS and any future programs. In Quarter 3, Mercy Corps will prioritize

to disburse Jump Grant disbursements for Cohort 2 as well as savings groups formation and Progress Grant disbursement for

qualified groups from Cohort 1.

During the reporitng period, a total of 580 businesses composed of 190, 250 and 140 business in Turkana, Wajir and Garissa

counties respectively were monitored in the quarter under review. Out of the 190 business groups in Turkana, 40 business

groups were pilot groups which are set to graduate in May 2019 while the remaining 150 business groups were targeted. The

captured data includes type of business, business value, credit taken from business in cash or as food items, and whether the

business is meeting the key performance indicators including $10-dollar business value increase per month and progression

towards participants’ family not going to bed hungry.

The average business values in each of the three counties of Turkana, Garissa and Wajir have been recorded as being above

the targets from January to March 2019. It is important to note that each of the Cohort 1 540 REAP businesses received $200

as a jump grant to start profitable businesses in the last quarter. One of the ways in which most businesses have maintained an

upward growth has been the ability to change from one business to another when faced with drought. For example, along

Lake Turkana some of the livestock businesses changed to fish trade as a result of the ongoing drought. Even within the kiosk

business, there is constant diversification and change of products, which can include groceries, cereals, cloths, beads, baskets,

soap, soda and utensils. In the remote villages, the REAP businesses have reduced walking distances and costs of travelling

long distances to trading centers to look for products. The monitoring team also noted that all the participants have been

taking food items from the shops for family consumption during the drought. Community members are also allowed to take

some food items on credit though controlled so that the running capital is not affected. As these businesses increase access to

food products and commodities to very remote villages, they contribute to reducing hunger and malnutrition with a long-term

outcome of reducing poverty.

Linking REAP Groups to non-LMS grant opportunities: In the three counties of Turkana, Wajir and Garissa, program

teams have started engaging the Department of Social Services for registration of the Cohort 1 saving groups once they are

established in the course of the next 2 quarters. Registration of the savings groups will allow the groups access to youth and

women empowerment grants run by the county governments as well as the Women Enterprise Fund (WEF) led by the

national government. In order to begin advocating for this, during the International Women Day, representatives of REAP

women in all the three counties presented the model and advocated for government support. Their presentations elicited

discussions leading to follow up meetings with LMS teams and the county women representatives in all the three counties. The

LMS team will be following up on the discussions in order to help secure more grants for expansion of the businesses and

replicate similar models across the counties.

Additionally, the implementing team is in discussion with AA1 and Leader award for the possible use of small grants to help

expand some of the successful REAP businesses. The goal of these small grants will be to pilot the idea of graduating some of

the REAP businesses into wholesale, so they can serve as a supplier for the other smaller businesses at the village level.

INCREASE SECURE ACCESS TO A RANGE OF FINANCIAL PRODUCTS AND SERVICES TO SUPPORT

LIVELIHOOD DIVERSIFICATION, LIVESTOCK SECTOR DEVELOPMENT, AND INDIVIDUAL AND

HOUSEHOLD FINANCE NEEDS

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AA1 continues to identify, scope and form partnerships with financial institutions with the highest potential to deepen AA1’s

outreach to pastoral economies in its five target counties. Several discussions have been held with financial institutions (FIs)

such as the Agricultural Finance Corporation (AFC), KCB Foundation, the Lundin Foundation and its Turkana Catalyst

Initiative, other investors, and other USAID projects such as the Kenya Investment Mechanism Project (KIM) to design

appropriate/tailored products for youth, women, and beneficiaries demanding Sharia-compliant products and services. AA1’s

partnerships with AFC and the newly awarded USAID KIM have surfaced opportunities for co-investment in LMS-supported

businesses, as well as opportunities for expanding Sharia-compliant lending for Muslim pastoralists. LMS is also exploring

another partnership with AFC to establish a new fully functional AFC branch office in Marsabit county, which would serve as

a platform to expand and extend tailored agricultural and livestock-related lending products closer to the last mile. Further,

AA1 has successfully connected the Lundin Foundation to AA1 pipeline businesses; continued to work/layer with BOMA and

AFC on mobile finance products tailored to BOMA groups; planned for co-investment “speed dating” sessions with KCB

Foundation, Youth Enterprise Development Fund (YEDF) and other partners (once additional grants are approved by

USAID and new potential investments are identified via the 2019 APS); and disseminated its Large Grant pipeline to potential

debt and equity investors as a way to source matching or post-grant growth financing. Please see below for further highlights

of core activities undertaken during the reporting period.

Leveraging the Women Enterprise Fund for opportunities with SACCOs: In Isiolo county, AA1 gathered information

on operations and opportunities available with Government of Kenya-managed Women Enterprise Fund (WEF) for the

benefit of AA1-affiliated enterprises. WEF Officers have described how women’s groups can access loans from WEF at a 0

percent interest rates, with only administrative charges of 5 percent. To borrow, the minimum number of group members

must be 10, with repayment periods of 24 months in minimum amounts of Ksh 100,000 per group. This amount can be

graduated to Ksh 200,000, 350,000, 500,000 and 750,000 in consecutive borrowing. WEF also helps combine and graduate

these groups to register as a SACCO so that they can access more funds. Men can be part of women’s group provided they do

not exceed 30 percent of the membership, and that 100 percent of the group officials are female. WEF provides an easy

leverage for LMS-supported SMEs, particularly for raising cost share and working capital for women-led enterprises. In Isiolo

county, small grants potential beneficiary women groups would find WEF helpful in accessing cost share and working capital.

WEF also runs a social media page, WEF SOKO,1 which provides a platform for women’s groups to advertise and sell their

product offerings such as bags, shoes, and prepackaged meals.

Lobbying to increase agricultural financing for the agricultural

sector: During the quarter, AA1 participated in the Agri-finance

Policy Conference organized jointly with two sister USAID projects,

Kenya Crops and Dairy Market Systems (KCDMS) Activity and KIM,

as well as with AFC. The workshop brought together a number of

partners with policy influence on the agricultural financing market in

Kenya, aimed at sharing experiences, constraints, opportunities at

SME financing, identifying areas of synergy in pushing for increased

agriculture and livestock financing by the Kenyan government. The

team also discussed alternative finance and investment instruments

that can make the agricultural sector more appetizing to the financial

institutions. Among the partners who participated in the forum were

Frontier County Development Council (FCDC), KIM, LMS,

KCDMS, Kenya Union of Savings & Credit Co-operatives Ltd

(KUSSCO), Kenya Bankers Association (KBA), African Guarantee

Fund (AGF), African Rural and Agricultural Credit Association (AFRACA), the Government of Kenya Treasury department,

European Union (EU), UN Women, Alliance for a Green Revolution in Africa (AGRA), Association for Micro-finance

1 See https://www.facebook.com/WEFSOKO/ for more details.

Participants during the Agri-Finance Policy Workshop at

AFC offices.

https://www.facebook.com/WEFSOKO/

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Institutions (AMFI), International Fund for Agricultural Development (IFAD), Financial Sector Deepening (FSD), Kenya

Private Sector Alliance (KEPSA), Central Bank of Kenya (CBK), and AFC. This conference was a preparation toward a main

conference to be held in the next quarter, where the findings will be shared to lobby for government intervention in increasing

financing for the agricultural sector.

SACCO support: Findings from the financial landscape assessment conducted in Year 1 identified opportunities for AA1 to

work with several SACCOs to link more intentionally with saving groups in order to enhance the financial inclusion for

entrepreneurs excluded from formal lending. During Quarter 2, AA1 profiled 52 SACCOs in Marsabit county whose function

cuts across product aggregation, marketing, and credit provision for producers. The intention of the process was to build the

capacity of the institutions to close gaps of missing services for pastoral community inform of extension, financial services,

and collective marketing. AA1 continues to explore utilization and strengthening of cooperatives to improve trade negotiations

and market approach for pastoralists. Cooperatives present a platform for collective marketing of pastoral commodities,

besides pooling of material and intellectual resources to increase market offerings at better prices.

In Isiolo county, AA1 visited the Tawakal Cooperative Marketing Society to train members on strategies to increase sales of

processed camel meat commonly known as ‘Nyir nyir’ in the Isiolo livestock market. Tawakal Cooperative is a female-led

cooperative and a key player in camel dairy and meat value chain in Isiolo county, known to influence route to market of

camel milk and meat. While they began business with camel milk, they have recently diversified into sale of “Nyir nyir”,

providing a solid platform to push end sales of the processed camel meat. AA1 assisted the cooperative in recruiting a sales

agent for their “Nyir nyir” in the Isiolo market. This effort helped the

cooperative to make more than Ksh 100,000 (US$1000) operational

profit from selling 240 kgs of camel meat in February 2019. The

cooperative will retain the services of the new sales agent, remunerated

based on performance.

In Marsabit county, there is increasing effort from the county

government to use cooperatives as platforms for extension service

delivery. AA1 established that there are 52 total cooperatives registered

across four sub-counties of Marsabit county, engaged in product

aggregation, marketing, and money lending. Annex 5 contains a list of

cooperatives in North-Horr, Saku, Moyale and Laisamis sub-counties,

with a minimum estimated number of members of 8,400 who could

benefit from connections to livestock markets, future funded LMS

businesses (from both the 2018 and 2019 APS), agro-vets (from the

upcoming RFA, pending USAID approval for veterinary drug

purchases), FIs and investors (KCB Foundation, AFC, Lundin

Foundation), as well as end markets identified by LMS Nairobi and

county teams.

Increasing access to finance for women: AA1 continued to negotiate

for inclusivity of women, youth, and disadvantaged groups from

Northern Kenya that may be excluded by the conventional financial

sector. This was done through joint discussions with BOMA by

preparing a plan for scaling up REAP interventions upon graduation of

BOMA groups. As part of the sustainability plan, it was agreed that Q3

will focus on supporting 25 saving groups in Marsabit county to

establish SACCOs that will see women access financing from other sources and lend to other women for business expansion

AA1 will also explore the transition from women-only to mixed groups, as part this pathway.

Tawakal Co-op during a promotion of processed camel meat

(Nyiri nyir) in Isiolo livestock market.

31

Investment Forum: During the quarter, AA1 worked closely with FCDC and KIM to identify investors and financial

institutions to participate in a jointly-hosted investors breakfast meeting. This process involved profiling possible investors and

developing common objectives and panel questions for stakeholders/participants to understand different actors

involved/interested in the livestock sector in the FCDC counties, the constraints they face, and the opportunities for

unlocking the potential of the livestock sector in the ASALs. This event created networks and new relationships between

various participants, including end market players (e.g. Choice Meats), service/input suppliers (e.g. Sidai Africa Ltd.),

processors (Victoria Foods), and FIs and investors (e.g. Lundin Foundation, KCB Foundation, and AFC).

Sharia Compliance: In Quarter 2, AA1 supported the development of a Shariah-compliant lending policy for AFC to

increase its Sharia-compliant lending and improve access to groups otherwise excluded from the formal financial sector. AA1

held discussions with KIM to collaborate on this assignment, with the outcome being a policy document that can be utilized

by other financial institutions to shape their products in the ASAL counties, particularly suited to pastoralists who are Muslim.

AA1 advertised for a consultant to lead the Sharia Compliance Policy assignment. Ten applications were received, interviews

conducted, and a final candidate was contracted to initiate the assignment during the first week of April 2019. At the time of

Q2 report submission, the consultant had submitted his workplan, held an inception meeting at AFC, and initiated Garissa-

based stakeholder engagement activities.

IMPROVED EMPLOYABILITY AND WORK READINESS SKILLS FOR YOUNG MEN AND WOMEN As this activity is cross-cutting, the report has captured the breadth of its results in the above and subsequent sections.

Building on the many meetings with government officials, training institutes, youth employability studies conducted and

lessons learned from SRC’s pilot training efforts with various youth cohorts, AA1 is ending Q2 with a clear vision of the

constraints, gaps, leverage points, proposed interventions (and their transformative change) across sectors. Q3 will kick-off

with concrete actions towards youth internship programming activities in support of the Turkana County Government’

internship policy, including the placement of three LMS interns in Lodwar and Nairobi, as a pilot. Technical and Vocational

Education and Training (TVET) scholarship pathways will be finalized by AA2 for grant envelope support by AA1.

Succession planning with the Wajir county government will be explored (and if feasible undertaken) via Graduate studies

support to high caliber students. Marsabit, Garissa and Isiolo teams will provide lists of students to be supported via strategic

scholarship, training and internship opportunities.

In Turkana county, AA1 team initiated a meeting with the Turkana County Public Service Board (PSB), where the board

presented a concept note aimed to improve youth employability in the county through a structured internship program that

began in early 2018. The program recruits a total of 120 Interns annually in two phases of 6 months each, targeting 60 interns

per phase. To achieve this, the board liaises with various government departments within the county to understand their

personnel needs. The board then places an advert for interested youths to apply. This is followed by shortlisting, interviews

and lastly posting those who are successful to various government departments. These interns are paid a small stipend to help

them meet their daily needs.

Based on the discussions held with the board, there exists potential of collaboration with LMS in supporting more youths get

recruited into the internship program; support in conducting relevant trainings that would build the employability capacity of

these youths e.g. Curriculum Vitae (CV) writing, work etiquette etc. (using SRC’s modules and previous experience under Q1

and Q2), build their business skills through business management trainings, etc. There also exists the possibility to provide

start-up kits to support youth graduating from internships and interested in businesses to start their own enterprises or utilize

the internship program to place interns within under-staffed sub-counties to enhance LMS efforts.

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In Nairobi county, AA1 participated and exhibited in the Hands on the Future Skills Show event, an initiative of the

Permanent Working Group (PWG) on Technical Vocational Education and Training (TVET), a multi-stakeholder platform

that was conceived in 2014 to promote collaboration on the transformation of the TVET ecosystem in Kenya to address

youth unemployment. The event provided AA1 with a chance to interact with a variety of strategies employed by different

public, private and non-profit actors to promote youth employment in Kenya. This will help shape the strategy for youth and

gender inclusion to be executed from the next quarter of reporting.

All county teams have engaged with Members of County Assembly (MCAs), Gender Affairs officials, Trade Department

representatives and other high-ranking officials to sensitize them on LMS opportunities for youth employability and technical

training for youth. It is anticipated, as a result, that the MCAs will influence their provision of bursaries to youths who intend

to join TVETs, which will provide important leveraging and cost-share resources for LMS in its targeted workforce

development activities. County teams have also engaged Women Enterprise Fund (WEF) officials to understand and explore

opportunities for providing loans to women within the LMS project. It was agreed that there is money available to lend for

LMS beneficiaries (both AA1 and AA2), starting with a group of small grant applicants, who were taken through the process.

Such connection/linking efforts are increasing across this and other counties, for LMS to achieve demonstrable access to

finance in Q3.

The Isiolo county team met with the Member of County Assembly for Ngaremara Ward, Hon. Ekwam Teru to discuss

potential synergies with LMS with regards to AA1’s Workforce Development and Youth Employability and AA2’s Supporting

Girls to go back to school. LMS agreed to share a list of over 100 girls/youth to the MCA to see whether they could be

supported through County Bursaries for both school enrolment and technical vocational colleges training programs. As a

result of these discussions, the MCA will lobby for the county to add resources to equip the available TVETs with proper

infrastructure, learning aids and instructors.

OBJECTIVE 2: STRENGTHENED INSTITUTIONS, SYSTEMS, AND

GOVERNANCE This section provides an update on AA1 activities to strengthen institutions, systems, and governance to support county

governments to develop policies and management frameworks that will lead to the expansion of investment systems. To create

synergy and leverage the effort of Frontier Counties Development Council (FCDC), who have been working to support the

respective county governments to formulate livestock development policies, bills and strategies, the AA1 team negotiated with

them and agreed to attach a technical expert who will assist in drafting and review of the documents. As such recruitment of

the FCDC policy focal point person began in Quarter 1 and will be finalized in Quarter 2. The position will help in steering

County and National level policies that affect livestock market development in the five counties.

USAID/LMS Support to FCDC: The technical support to Frontier Counties Development Council (FCDC) on governance

and policy work completed its first quarter of operation 31 March 2019. The FCDC policy and governance work is focused on

strengthening the FCDC Secretariat’s capacity to harmonize, coordinate and support the implementation of demand-driven

and needs based policy environment with a focus on appropriate policies for the livestock sector, rangeland and conflict

management. LMS support to FCDC is primarily focused on providing technical support and guidance in order to build

capacity at national and county levels while strengthening linkages between the two levels of government to promote equitable

growth in the region. FCDC is not an implementing agency, however, it promotes cooperation, coordination and information

sharing between the counties in view of supporting appropriate policies with the relevant line ministries, donors and NGO

partners. Appropriate policies then contribute to the development and implementation of policies, regulatory and management

frameworks, and strategic investment plans necessary for the productive sectors to thrive in the region.

33

LMS support to FCDC began in February 2019 and this report covers the period from 5th February 2019 to 31st March 2019.

The following tasks were completed:

1. Completed community land sensitization exercises jointly with PPG in four2 of the 10-member counties

2. Supported FCDC Land Sector Forum workshop jointly with FAO on the submission of community land inventories

3. Completed the harmonization of community land rights sensitization strategies by bringing together FAO, DLCI,

PPG, KLA, RECONCILE and PLS.

4. Completed stakeholder mapping required to harmonize efforts towards spatial planning in FCDC counties (ongoing)

5. Completed the establishment of spatial planning reference group within the FCDC Land Sector Forum

6. Completed the establishment of the Community Land Rights Valuation Index Working group consisting of FCDC,

Katiba Institute, DLCI, PPG, Friends of Lake Turkana and Kenya Civil Society Platform on Oil and Gas (KCSPOG).

However, delays were encountered in these activities:

1. FCDC had planned to meet with Agile Harmonized Assistance for Devolved Institutions (AHADI) in a bid to fast-

track progress in the finalization of AHADI initiated policies in the FCDC counties, but the activity was postponed

allowing AHADI to provide availability of key staff involved in the project

2. FCDC had planned a joint meeting between the Land Sector Forum and Livestock Sector Forum with the aim to

come up with a regional framework for livestock mobility, but the activity was postponed allowing FCDC consultant

on common framework for livestock disease control in the FCDC region to finalize their work

Detailed description on the progress of key components: There were substantial successes in strengthening the FCDC

Secretariat’s capacity to harmonize, coordinate and support the implementation of demand-driven and needs-based

community land tenure and county spatial planning in FCDC counties. Other areas of successes include strengthened technical

capacity of FCDC secretariat to establish frameworks for member counties to establish and implement appropriate policies

with the relevant line Ministries at the national level. Activities around the proposed National Livestock Policy and the Draft

Rangelands Strategy were undertaken to help FCDC member counties engage more strategically and effectively in national

policy processes. The focus and scope of activities around policies, guidelines and strategic investment plans necessary for the

livestock sector to thrive in FCDC region will need to be re-evaluated and refocused in the next quarter.

a) Community land rights sensitization

New community land rights sensitization activities undertaken by FCDC this past quarter included coordination of FCDC

Land Sector Forum (LASEF), harmonization of stakeholders efforts on community land rights sensitization, working with the

National Land Commission (NLC) and the Ministry of Lands in documenting and disseminating constitutional timelines and

roadmap for the identification and submission of community land inventories and providing technical backstopping for the

sensitization exercises in FCDC counties. FCDC in partnership with Pastoral Parliamentary Group (PPG), NLC and the

Ministry of Lands spearheaded the establishment of Community Land Reference Group (CLRG) mandated to oversee and

review community land registration processes and drive discussions around the development of appropriate valuation for

community land rights for the purposes of compulsory land acquisition. By end of March 2019, FCDC has supported

community land rights sensitization in 5 of its 10-member counties.

Community land rights sensitization is essential constitutional requirement in the community land registration process and to

the success of secure communal tenure in FCDC counties where more than 90 percent of land is classified as community land.

However, even though the Community Land Act and Community Land regulations were enacted by parliament and effectively

became law, the Ministry of Land is yet to carry out the sensitization exercises and that the constitutional deadline for

submission of community land inventories is fast approaching. This situation is due, at least in part, to the weak enforcement

2 Turkana, Marsabit, Samburu and Isiolo

34

of the community land law and the government prioritization (currently focusing on the Big 4 Agenda) which limits the

Ministry of Lands’ activities to narrow priorities of providing title deeds to private land owners. FCDC, through LASEF, seeks

to improve awareness of communal land rights in the region through sustained campaigns of community land rights

sensitization, petitioning of the government to deploy community land registrars to the FCDC region and fast-tracking of

community land inventories.

FCDC, by convening the LASEF composed of the CECs for Land and Physical Planning, undertakes analysis of community

land rights, develops community land rights sensitization programs and undertakes sensitization exercises in the region. These

activities are undertaken by FCDC staff in collaboration with LASEF, PPG and other partners operating in the region. FCDC

maintains high standards in its analysis of community land issues and provision of policy options to member counties.

Tasks completed in Q2:

• Completed community land sensitization exercises jointly with PPG in 5 of the 10-member counties.

• Coordinated LASEF workshop jointly with FAO on the submission of community land inventories.

• Coordinated the harmonization of community land rights sensitization strategies by bringing together FAO, DLCI,

RECONCILE, PPG, KLA and PLS.

b) County spatial planning

Coordination of county spatial planning activities continued to focus on harmonization of stakeholders’ activities with a focus

on donors and partners planning or supporting county spatial planning activities in the FCDC region. Activities undertaken

included coordination meetings, priority setting through the FCDC LASEF and engaging the Ministry of Lands and the

Survey of Kenya on planned and ongoing county spatial planning activities in FCDC region. FCDC also started to convene

stakeholders with planned and ongoing programs on spatial planning in the region with the goal of harmonizing county spatial

planning activities in the region.


• Completed stakeholder mapping required to harmonize efforts towards spatial planning in FCDC counties (ongoing)

• Completed the establishment of spatial planning reference group within the FCDC Land Sector Forum.

c) Efforts towards appropriate valuation of community land rights

Valuation (of interest and rights in land) is an essential component of any property rights system. The Kenya National

Assembly (Parliament and Senate) passed the Valuation Index Amendment Bill 2018 which for all intents and purposes

proposes to value all community land “without any development” at zero value. Further, most of the land valuation

methodologies have been deemed inappropriate for valuing community land rights because of their inability to conceptualize

communal rights conventional property rights systems. FCDC is convening the Community Land Reference Group mandated

to oversee and review community land registration processes and drive discussions around the development of appropriate

valuation for community land rights for the purposes of compulsory land acquisition.


• Completed the establishment of the Community Land Rights Valuation Index Working group consisting of FCDC,

Katiba Institute, DLCI, PPG, Friends of Lake Turkana and Kenya Civil Society Platform on Oil and Gas (KCSPOG).

35

OBJECTIVE 3: COLLABORATIVE ACTION AND LEARNING

FOR MARKET SYSTEMS CHANGE This section provides an update on the Activity’s work to engage in collaborative action and learning for market systems

development.

STRENGTHENED USAID AND IMPLEMENTING PARTNERS' SYSTEMS FOR SEQUENCING, LAYERING,

AND INTEGRATION. This section provides an update on the Activity’s work to engage in CLA and SLI towards market systems development,

network building and the synergizing of efforts among Feed the Future partners, but with non-USAID entities engaging in the

same spaces. AA1 recognizes the fact that its interventions and investments are part of a larger effort to collectively increase

resilience in the ASALs. Thus, AA1 engages in collaboration, learning and adaptation with county governments, PREG

partners and other development partners implementing activities in the five ASAL counties, as well as Financial Institutions,

ASAL donors and private sector players in Nairobi.

a) County Government layering: In February 2019, AA1 participated in the AOR LMS Activity and Kenya Rapid

monitoring trip in Turkana county whose objective was to jointly learn about project progress, challenges and how to improve

delivery and results. The outcome of the trip was recommendations on areas that AA1 needs to work on which include;

capacity development for Lodwar and Kakuma livestock market association members, support monitoring of the performance

of the two livestock markets, layering with AA2 on activities that are complementary, find ways of supporting county

governments minimize small mushrooming markets in Turkana, use a different approach for grants in Turkana and provide

capacity development that is beyond contingency. The AA1 team has worked to address these recommendations in the quarter

under review, with some processes established around co-planning and shared reporting, that are expected to be on-going

through to the life of award.

b) Internal LMS layering: Key to AA1’s success will be full integration and additional/purposive sequencing of activities

with its LMS’ own IPs, including BOMA and Mercy Corps (the latter both under AA1 and AA2), particularly on supporting

the sustainability of REAP and GIRL activities, and expanding economic opportunities for their respective beneficiaries. To

this end, AA2 has prepared draft transition pathways for the GIRL model (15-19yrs) which shows layering opportunities

between Associate Awards. More details will be covered under the new GIRL Strategy which under development and will be

shared soon through the Leader.

The age group 10-14 years are ALL expected to transition back to formal education. However, for age group 15-19 years, we

have identified three strategic transition pathways. These are; i) education which includes both formal and informal (adult

education); ii) Technical and Vocational Trainings, and; iii) Business opportunities.

c) PREG partner layering and engagement: LMS continues to be a sought-after and proactive SLI partner within the

PREG community. From WFP Asset Creation beneficiary uptake into AA1’s small grants RFA in Marsabit and Turkana

counties, linkages established with RTI’s Kenya Youth Employment and Skills Activity under the March-released Livestock

Market Diversification RFA, Wajir Agriculture Extension Officer TOT training on beekeeping and honey production, joint

celebrations for International Women’s Day in Garissa, Isiolo and Turkana counties, KIM-LMS joint planning and support to

the Sharia Compliant Credit Policy TOR for AFC and the Q3 Investors Breakfast Meeting co-hosted with FCDC, AA1 has

been both active and results-oriented on the SLI landscape. While AA1’s PREG SLI efforts are reported via county PREG

teams, Mission Director weekly bullets, nationally via the PREG backbone structure and via the Leader Award, this report has

opted to present the case of Isiolo, as an illustration and snapshot of the breadth of AA1’s SLI engagement.

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PREG in effect: The Case of Isiolo county

Expanding access to information via layering with I-Cow: The Isiolo county office team will be hosting representatives

from I-Cow, an ICT digi-farming e-platform to explore means by which LMS county offices could be used as layering site for

I-Cow content dissemination and information sharing. Meetings will be held with LMAs, county govt. officials and select

market actors (TBD) to demonstrate I-Cow tools and learning platforms and to receive input into the development of

Turkana-specific pastoralist and livestock information needs. Based on lessons, this access to information model, already

piloted in Turkana and Marsabit counties, will be expanded into LMS counties, tailoring to local needs.

PREG Health and Nutrition Sector Working Group gaps analysis for improved layering: During the reporting period,

Isiolo PREG held its first health and nutrition sector working group meeting. The meeting was geared towards reviewing the

TOR to fit the Isiolo context. Partners were also tasked in mapping out gaps in their specific areas of intervention to be shared

to the sector lead before the end of the month for layering discussions.

Joint fish consumption campaign in Isiolo: LMS joined hands with K-RAPID to tap into their nutrition sensitive

interventions to promote fish consumption in Isiolo county. This was identified as one of the gaps during the fish value chain

study that AA1 conducted in Year 1, and also emphasized by the Isiolo Fisheries Officer. Given K-RAPID’s experience in

conducting various food demonstrations in the regional, the LMS team is capitalizing on their resources in the promotion of

mud fish consumption in Merti Sub-County (Bulesa, Korbesa) and Garbatulla Sub-County (Garfasa and Sericho) starting April

2019. This will directly support the aquaculture development efforts of LMS grant applicant Ecotek.

Layering opportunities identified with VSO Kenya: The Isiolo team attended the Launch of the Education for Life Project

that VSO Kenya hosted by the County Secretary. This was followed with a meeting to discuss areas of layering around youth

employability, technical skills training and improving human capital through improved basic literacy and numeracy skills for

girls aged 10-19, which LMS is well placed to assist with.

SHARED INDICATORS AND LEARNING TO SUPPORT EXPANDED ECONOMIC OPPORTUNITIES At various PREG work plan meetings held during the quarter, the Activity shared with other partners information on areas for

engagement in shared indicators and learning to support expanded economic opportunities.

CROSS-CUTTING OBJECTIVES

GENDER EQUITY AND FEMALE EMPOWERMENT The project remains cognizant of the implications of gender inequalities in access to and utilization of livestock markets and

services and the implementation of gender and social inclusion considerations as cross cutting issues in LMS interventions.

Through a gender transformative and social inclusion approach, working in collaboration with key government, private sector

and civil society actors, LMS enables women, men and youth realize their potential, working towards improved gender equality

and women’s empowerment. This includes targeted work to improve opportunities for both economic and social

advancement of women and girls. In the reporting quarter, the project conducted the following activities;

Gender and Youth Strategy: From the results of the gender and youth analysis, the project has developed a draft strategy for

each county, that on finalization will inform the project design within a gendered theory of change with specific indicators, to

ensure that it explicitly addresses any disparities, including actions to reduce the inequalities as identified in each of the

counties. The LMS Gender and Youth Strategy centers around an evidence-based gender transformative approach to

overcoming the gender constraints that limit the capabilities and wellbeing of women and men in the focus counties, while

layering on the market development framework. The purpose of the strategy is to facilitate LMS and its stakeholders and

implementing partners to; i) develop county-specific gender transformative operational plans; ii) support young people’s

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greater access to decent work, productive employment and business opportunities; iii) design interventions that integrate

gender and youth issues, and; iv) work towards advancing gender equality throughout the LMS program cycle.

The LMS gender transformative strategy focuses on:

• Forging strategic partnerships at both county and community level towards gender transformative change

• Gender relations and the importance of working with men on gender, acknowledging shared and conflicting interests

within the household, and responding to the multiplicity of identities shaping women’s and men’s positions,

motivations and opportunities

• Encouraging critical awareness among men and women, boys and girls, of the consequences of the inequalities

embedded within gender roles, norms and the resulting distribution of resources, and

• Challenging and changing power relationships between women and others in the community such as service

providers or traditional leaders

• Implementing an effective monitoring and evaluation system to facilitate and establish success of gender

transformative action within the program towards improving program outcomes

The strategy is further guided by the three conceptual frameworks, namely; gender equality continuum, the ecological

framework and the life course approach, to ensure the complexities of gender inequality are effectively and adequately

addressed during the life of the project within an LMS specific integration framework, with the following as desired outcomes;

• Focus county governments to promote, respect and protect gender equality and women’s and youth empowerment to

fulfil access to and control over assets rights

• All beneficiaries, especially women, girls, youth and other identified marginalized groups are empowered and have

agency to realize their development goals

• Quality integrated gender and youth inclusive market systems approaches delivered without discrimination

• A gender-transformative and accountable program

Gender Integration: To improve gender integration into LMS interventions implementation, a series of activities were carried

out. During the quarter, the project marked the 2019 International Women Day by participating in county-led initiatives in

Garissa, Turkana and Isiolo counties, bringing together stakeholders to take stock of achievements towards improving the

status of women and promoting gender equity and empowerment through a collective action in achieving gender balance. The

platform also offered an opportunity for LMS to advance awareness on gender equality as the central consideration in

advancing economic development and social protection for vulnerable women and girls, creating an advocacy platform for

intervention beneficiaries to engage with and seek government and community support.

Partnerships: Gender integration requires collaborative partnerships to leverage resources and for this, LMS Gender Youth

and Inclusion Director, initiated talks with the GFA Consulting and the German Society for International Cooperation (GIZ)

through the Comprehensive Africa Agriculture Development Programme (CAADP), as a platform providing the framework

for action for agricultural transformation, with a focus on sustainable agricultural training and vocational education in Kenya

among other African countries under NEPAD. The project is implementing a “Women in ATVET” module, with teaching

and study materials geared towards the national skills requirements covering dairy, horticulture and aquaculture as income

boosting value chains identified for Kenya. LMS will continue engagement to leverage efforts to create linkages for more

women and girls to join these ATVETs for agricultural skills building in Marsabit county. This effort will contribute towards

addressing the lack of trained and qualified smallholder farmers, especially women as identified in the LMS gender and youth

analysis findings, for better farming practices towards boosting household incomes.

The LMS Gender Youth and Inclusion Director also participated in a workshop organized by the Kenyan German

Cooperation Project for Vocational training on March 27, 2019 on food value chain in Kenya, highlighting and exploring the

innovations to address gaps on both value and supply chains. The Kenyan German Cooperation Project “Skilled Workers for

the Food Industry” has a training component that aims at addressing the demand for qualified skilled workers in the Kenyan

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food processing industries by offering practice-oriented training, through short courses and an apprenticeship program. This

presents a partnership opportunity to leverage youth skills building for the food industry in the focus counties.

Youth activities: As communicated in Pause & Reflect sessions, and conveyed in LMS work plan, the LMS Activity does not

consider youth programming as a stand-alone area of intervention. Rather, it seeks to integrate workforce development, youth

employability and agency/inclusion activities across its Objectives, as well as in the business grants it identifies for optimal

market system changes and transformation. In all counties, a series of internship, scholarship and start-up kit/small business

grant opportunities via intensive engagements with county government departments, funds and FIs, with kick-off plans in

place for quarter 3 in place.

LMS has continued to engage with county governments and other partners to help identify viable opportunities for youth

employability and workforce development besides the rapid assessments carried out in the previous quarter. Some of the

opportunities include supporting internships, apprenticeships and skills building towards bridging the current aging workforce

in the counties, with special attention to disadvantaged youth, especially young women who are often doubly disadvantaged by

social norms and inequitable access. The LMS gender and youth analysis also identified lack of relevant skills as a major gap

hindering the meaningful participation of youth in both livestock production and market services, besides other socio-cultural

factors. Besides skills building, LMS through its interventions continues to make intentional effort to reach out to and include

these youth through implementation of youth focused business investments.

NUTRITION-SENSITIVE AGRICULTURE TRAINING During this quarter, 20 LMS staff participated in a Nutrition-Sensitive Agriculture (NSA) two-day training, held in January.

The training was instrumental in developing an action plan for LMS/AA1 in incorporating NSA principles and strategies

towards the development/refinement of its new APS, RFAs, as well as targeted messaging for Behavior Change

Communication, outreach, campaign interventions that AA1/AA2 may support via LMS’ Grants envelope. This training was

conducted as part of a two-week mission from ACDI/VOCA’s Senior Technical Director-Nutrition, Ladd, during which she

also trained the M&E team on NSA indicator development and learning questions.

ENVIRONMENT COMPLIANCE USAID promotes environmentally-sound designs by requiring that all USAID funded activities and projects undergo an

environmental impact assessment. This is accomplished through an Initial Environmental Examination (IEE), an

Environmental Assessment (EA) or a Request for a Categorical Exclusion, all in accordance with Title 22 of the Code of

Federal Regulations Part 216, commonly known as 22 CFR 216. An IEE makes a recommendation as to whether a proposed

activity will have a significant impact on the environment. Early environmental considerations increase long-term sustainability

of development interventions and help avoid costly design errors and expensive mitigation.

LMS identified 20 large grants and 18 Small Grants projects in five counties (Garissa, Wajir, Turkana, Marsabit and Isiolo).

The environmental compliance department conducted IEE for the all the proposed projects and prepared Environmental

Assessment Forms (EAF). Thereafter, Environmental Review Reports (ERRs) were prepared and submitted to USAID for

review and approval. So far six (four large grants and two small grants) ERRs have been approved. This report summarizes

cumulative environmental compliance activities by the end of period under review.

Initial Environmental Examination (IEE) for Proposed Projects in the Five Counties: In all LMS counties, IEE was

carried out through biophysical examination of the proposed sites in consideration of activities at each phase (construction,

implementation/operation and decommissioning phase). The assessment also involved discussion and consultation with the

grantees. During the assessments, Environmental Assessment Form (EAF) were filled for approved. The main purpose of

conducting the Environmental Assessment (EA) was to determine whether the proposed project encompasses potential for

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environmental issues or impacts and, if so, to determine the scope and extent of additional evaluation, mitigation, and

monitoring activities necessary to fulfill federal US environmental requirements.

Environmental Impact Assessment (EIAs): To facilitate more competitive, resilient and inclusive livestock and related

market systems in the five counties (Marsabit, Isiolo, Wajir, Garissa and Turkana), Livestock Market Systems Activity (LMS)

identified projects to be developed in these counties. Before the establishment of these projects, it is mandatory to conduct

environmental impact assessment for the proposed projects. According to the Environmental Impact Assessment and Audit

Regulations, 2003, EIA is a critical examination of the effects of a project on the environment. Any proponent of a project

should conduct an EIA and prepare a report to be submitted to National Environment Management Authority (NEMA) for

review, approval and issuance of EIA license to allow for commencement of project implementation. The EIA must be

conducted before commencement of any project. It is therefore an offence to commence any project under schedule II of

Environment Management Coordination Act (EMCA 1999-amended in 2015) without an EIA license. The proposed projects

to be implemented by LMS on behalf of the proponent falls under schedule II of EMCA.

The goal of conducting the EIAs is to ensure that decisions on proposed projects and activities are environmentally

sustainable. This guides policy makers, planners, stakeholders and government agencies to make environmentally and

economically sustainable decisions. The EIA process requires that a proponent shall seek views of persons who may be

affected by the project through public participation and consultation. The summary of EIAs completed for small and large

grants have been tabulated in Annex 8 and 9.

Lessons learned, challenges, suggestion and follow-up action points: Site visits and environmental assessments enabled

the proponent to understand the anticipated environmental impacts associated with the proposed projects and the mitigation

measures to be undertaken during the planning, designing, construction and operational phases. Land documentation, bills of

quantities and architectural designs and any other plans to be available for inclusion in the EIA’s where necessary. Monitoring

of activities by the environmental compliancy specialist shall be conducted at each phase of the proposed projects. For the

small grants, premises and building to be rehabilitated and renovated to required standards to avoid any adverse effects and

outcomes that may occur.

MONITORING, EVALUATION AND LEARNING During the reporting period, the Monitoring, Evaluation and Learning (MEL) team participated in a number of activities such

as LEAP training and development of Dashboards via PowerBI, development of MEL Plans for potential grantees, market

system data analysis, data quality assessment and participation in meetings and seminars.

LEAP Training, review and development of Year 1 PowerBI Dashboards: AA1 MEL team participated in LEAP

training between February 18 and 22, 2019 to assess the adoption and appropriate use of the Management Information System

(MIS) solution deployed to the LMS project in April 2018, as well as define roadmap to enable expansion of system to

accommodate higher data volumes from increasing activities and new awards. This led to numerous modifications to LMS

database structure, use of PowerBI and configured database for indicator calculations and well as trained on visualization

analysis skills. The MEL team continued to review market assessment data, analysis and preparation of county specific

presentations.

Potential Grantee Monitoring and Evaluation Learning Plans: AA1 developed a Monitoring, Evaluation & Learning

(MEL) plan for Dokono Ventured Ltd, which is located in Bute area, along Moyale road. The business proposes to produce

and sell highly nutritious and baled hay to livestock keepers in Wajir county throughout the year. They plan to expand hay

production from the current 1,400 bales per 6 months harvested from 10-acre piece of land to growing hay on the 32-acre

farm at a production level of 160 bales per acre of 15 kg bales equivalent to a total of 5,120 bales per season. The fodder

production especially this ASAL region is of high demand by livestock farmers in the region. The business is worth USD

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141,599 and has been approved by USAID, a waiting grantee agreement and procurement process. The venture will impact on

200 beneficiaries recruited as producers, suppliers and distributers of fodder and create 10 jobs in employment sector.

A MEL plan for Bule Dogo Dambicha (BDD) Livestock Value Chain Investment Company Limited was also developed. The

proposed venture is proposing to undertake Feedlot and Intensive Dairy Farming. In its first year of operation the company

intends to have a throughput of about 150 cattle in the feedlot while selling about 50 per month starting after the third month

of stocking for quality beef cattle and 20 dairy cows producing an average of 18,000 litres of quality pasteurized and packaged

milk per month after the first month of calving and selling it to communities in Isiolo county and beyond. In its expansion

plan, the company envisions having a throughput of 300 cattle in the feedlot and 50 cows under intensive dairy farming. It

targets both large and small-scale traders, supermarket, butcheries and slaughter houses in Nkubu, Meru and Nairobi. The

venture will impact on 300 beneficiaries recruited as producers, suppliers and distributers of live animals, milk and create 13

jobs in employment sector.

Market System Analysis: AA1 also developed a graphical market system analysis along the following value chains milk,

poultry, live animal, fish from inputs, production, collection, processing, retail and consumer level. AA1 also aligned systemic

constraints for each value chain and identified leverage points for LMS interventions.

Ensuring Quality Data for Improved Reporting: LMS MEL team participated in a one-week internal data quality

assessment exercise (DQA) in Isiolo and Marsabit counties from March 31 to April 6, 2019. The DQA will focus on verifying

the quality of reported data and assessing the underlying data management and reporting systems for standard project-level

output indicators. The exercise will also allow LMS to assess the quality of our data and strengthen our data management and

reporting systems. During the planning, the AA1 MERL manager undertook routine data quality check and verification on the

LEAP and files, record book data verification, data filing, checking on data consistency, validity and reliability in the LEAP,

Intermediary database and partners system.

Participation in USAID Meetings, Workshops and Seminars: The AA1 MERL team also participated several meetings

and workshops during the such as Indicator Measurement, development of learning questions on financial inclusion, Pause

and Reflect at ACDI/VOCA. The department also participated in a Nutrition-sensitive Agriculture training held in Nairobi.

The core of the three days training was to facilitate the LMS team understand nutrition pathways and integrate Nutrition-

sensitive agriculture into grants procedures and implementation, M&E, and resilience programming. In addition, the M&E

team undertook a thorough review of Gender inclusion study and development of strategic gender plan and participated in the

USAID-PREG MEL Working group to discuss learning questions on financial inclusion, measuring secondary contacts and

indirect impacts.

PLANNED ACTIVITIES FOR THE NEXT QUARTER Developing Livestock related businesses:

AA1 county teams will help to deliver, via SRC STTA, trainings on milk hygiene and sanitation for producers, aggregators,

hawkers/traders, distributors in all five counties. This effort targeting actors around established milk routes, including

REGAL-AG businesses and proposed LMS grantees across counties. County Govt staff, Dair Board, Public Health and

KEBS representatives will be involved. Expected number of trainees is around 250-300, in total.

A similar training program will be conducted with pasture/fodder actors in all 5 counties, on weights and measures, branding

and marketing of fodder, feed, hay, with another 250-300 beneficiaries to be reached.

AA1 team will fast track the finalization of business model canvas for remaining Large Grant proponents and identify a new

batch of growth and expansion grants under the new APS for 2019.

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AA1 will continue to support the operationalization of livestock markets in Garissa, Wajir and Turkana. AA1 staff will

collaborate with the County government and NDMA to mobilize livestock traders and link them to specific markets and

opportunities, including offtake/fattening, given drought conditions.

County Teams will engage with CLMCs, LMAs and CG Departments of Revenue Livestock, Veterinary Services, & Trade to

identify specific gaps/constraints & opportunities that would contribute to the market's vibrancy. In all counties, AA1 will

continue engagement with Director of Veterinary services (in all counties) to discuss upcoming grant opportunity RFA for

veterinary services (agrovets), pending USAID approval on veterinary drugs, and identify the most under-resourced or highest

need geographic areas to address.

AA1 to work with Isiolo county government on the commercialization of fish value chains, the identification of markets for

fish producers/harvesters, jointly –held trainings and SLI-focused fish consumption campaigns with PREG partners.

Diversification of livelihoods:

AA1 to work with AA2 on the identification of scholarships and small grants for GIRL beneficiaries to access training and

education programmes and/or business opportunities. This will be informed by both beneficiary profiling from MC, and

AA1’s youth employability/workforce development studies. The same is being done for BOMA REAP beneficiaries, with the

number of groups to be finalized mid-May.

The Livestock Market diversification RFA applications will reviewed and shortlisted by the AA1 team The RFA is designed to

link producers/sellers/service providers to REGAL-Markets and enhance their vibrancy. The RFA will target youth and

women, AA1/AA2 beneficiaries as well as those from PREG partners (such as WFP, KYES, AVCD, ACTED and others).

Access to Finance

AA1 expects to finalize the Shariah Compliant Credit Policy consultancy, in collaboration with AFC (and with support from

KIM). This policy, and the materials produced, not only will benefit AFC, but also other IFIs interested in developing,

introducing or expanding their own Sharia compliant lending services in the ASALs

Engage the Marsabit Cooperative Department to identify the existing active and viable cooperatives in livestock sector within

SAKU sub-county (based on SACCO study and list of all the active cooperatives, location, activities, contacts and

management details). Identify access to finance opportunities and linkages for AA1 to facilitate with IFIs.

Agree with BOMA on REAP group selection that have gone through their 9-months business mentorship and pick the ones

that are ready to scale-up. The groups will be supported this fiscal year to form saving groups while some will be facilitated

over time to establish cooperatives (which will in turn increase their ability to access capital for business expansion).

Follow-up with AFC on the development of mobile digital products for BOMA group members (which could, if this pilot is

successful, be extended to other LMS and external beneficiaries). Similar discussions will be held with Equity bank to increase

their reach to the REAP groups especially in areas where AFC will not cover in the pilot.

Engage Lundin Foundation to support or co-invest in businesses, potential grantees identified by LMS in Turkana County and

Isiolo, and with MEDA, IREX and other partners to leveraged support, training and tailored TA for REGAL-AG businesses

and LMS identified potential and approved businesses.

Objective 2: Strengthened Institutions, Systems, and Governance, Syst

Work with the Public Service of Turkana County Government on the review of the Turkana Youth Internship Policy, and

support the TCG in (re)structuring, where needed, its internship program, via STTA or other facilitative support.

Support Kakuma LMA review and finalize their constitution and market rules, and the Isiolo County LMA in unlocking their

Yard Sales Bill.

Work with the imbedded Policy and Governance Advisor with FCDC to identify priority (and concrete) areas of

intervention/support by LMS (not just AA1) at the county level, in the areas of policy development, review and

implementation.

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Using a J2SR lens, and in anticipation of the new Local Development Organization APS released by USAID. develop an

action plan for AA1 for the remainder of the FY, and for the 2020 workplan, on institutional strengthening.

Objective 3: Collaborative Action and Learning for Market Systems Change

Hold workshops with AA1 staff, sub-partners and counterparts on J2SR and its implication for LMS/AA1 programming, as

well as pivoting where needed.

Complete the first configuration of AA1's Social Network Analysis Tool, with M&E Team and Senior Market Systems

Specialist.

Youth workforce development:

Determine how LMS can facilitate County Government, biashara centers and institutes address their own constraints,

capacities and commitment and develop specific J2SR-centered activities. Support Garissa County Government with

Profile groups/individuals to receiving trainings/courses/mentorships from LMS, and, ensure that these youth are better

supported via linkages to internships with county governments, private sector businesses, REGAL-AG businesses or markets,

loan or grant opportunities.

Conduct Positive Youth Development trainings in all counties, starting with Garissa. In addition to AA1 and AA2 staff,

participation will be extended to County Government Dept. representatives, Training Institutes, associations and select

businesses.

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STRENGTHENING THE COMMUNITY CAPACITIES

FOR RESILIENCE AND GROWTH (AA2) Strengthening the Community Capacities for Resilience and Growth award (AA2) of Kenya Livestock Market Systems Activity

is implemented by Mercy Corps in the five target counties of Garissa, Isiolo, Marsabit, Turkana and Wajir. Three sub awards,

SAPCONE in Turkana, WASDA in Wajir and Womankind in Garissa are implementing the LMS GIRL model under Mercy

Corps.

OBJECTIVE 1: STRENGTHENED INSTITUTIONS, SYSTEMS, AND

GOVERNANCE During this quarter, AA2 focused on strengthening the capacity of the National Drought Management Authority (NDMA) to

finalize drought response plans Isiolo, Garissa, Wajir, Marsabit and Turkana counties.

LMS, under AA2, reviewed the ward development process in preparations for the expansion of the Ward Development Plan

(WDP). During the quarter AA2 began the expansion of the WDP process to two additional wards per county. In view of this,

AA2 developed a draft Ward Development Toolkit and is currently undergoing an internal review process. The government

will use the draft document while replicating the ward development planning processes in the counties, to ensure that quality is

maintained by all stakeholders. The team also finalized ward development planning reports for Garissa, Isiolo, Marsabit, and

Turkana counties. Meanwhile, LMS has started the process of recruiting a consultant who will use the reports to draft

development plans for the first cycle of wards across the five counties. In Wajir county, the political uncertainty has negatively

impacted on the WDP process, and as

a result, the process ended towards

the closing of this quarter.

Additionally, two positions were filled

up in Wajir county for a Natural

Resource Management (NRM)

Officer and a GIRL Officer to replace

the ones who resigned during the

quarter, which ensured that the flow

of work was not interrupted.

The WDP process focused on

documenting the main output

activities, including contingency plan

reports, development plan reports,

market assessment reports, and NRM

digital mapping reports for each

ward—consolidated into one

document.

In addition, AA2 engaged county and

community teams to initiate the

process of influencing the

development WDP in their wards,

Figure 1: The LMS Ward Development Planning Approach

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using the draft reports, while the final plans are being reviewed. As mentioned earlier, the expansion of the WDP process to

two additional wards per county began during this quarter.

In Turkana, the team created WDPs in the Songot ward in Turkana West, and the Kibish ward in Turkana North. In Garissa,

WDPs were created in the Masalani and Benane wards. In Isiolo, the focus was on Kinna and Garbatula wards, while the

Marsabit team concentrated their attention in creating the Kargi and Maikona wards. In Wajir, the team finalized the

contingency plan, development plan and Market Assessment in Burte ward. This enabled them to begin community entries in

Arba Hajan and Habaswein wards.

Development of Ward Toolkits

In the effort of ensuring that all stakeholders understand the

ward development process, the AA2 team took into

consideration the need to develop a detailed process toolkit to

document the clear process of engaging wards in the decision-

making process. Developing the Ward Planning toolkit, and

expressing identified communities’ needs and priorities as a

development blue print—will guide and support development

initiatives across all sectors at the ward level. The toolkit will

provide helpful framing, general guidelines and best practices,

while at the same time it will give an outline of the step-by-step

process for mobilizing communities for development planning

and execution.

The development of the WDP toolkit was supported by Mercy Corps’ Governance team that was involved in reviewing the

ten stages of WDP process, as well as the WDP workshop reports from each of the five counties. This was phase one.

The second phase involved holding a workshop with AA2‘s NRM team to co-create the toolkit. The meeting took place in

Isiolo county from January 29 to February 1, 2019. During the workshop, the 10 steps of WDP process were reviewed and

deliberated on. In addition, LMS engaged with Ward Planning Committees, NDMA representatives, and Isiolo county

government officials, to seek their feedback on the process.

The third phase entailed a remote toolkit write up, which later culminated into the development of a draft WDP toolkit.

Consensus discussions are ongoing on some of the sections of the WDP toolkit. The partners who are involved in this

exercise are representatives from the county governments, Northern Rangeland Trust (NRT), and the Frontier Counties

Development Council (FCDC). The WDP Toolkit is scheduled to be finalized in the next quarter.

STRENGTHENED AND SUSTAINED RANGELAND AND WATER MANAGEMENT This section provides an update on AA2’s work to strengthening institutions, systems, and governance by promoting the

overall stability of the pastoral system through facilitating planning in times of non-crises to create effective crises response

and build resilience to lessen the impact of crises when they occur.

Strengthen community engagement for effective rangeland and water management

Subsequent to the formation of Ward Planning Committees (WPC) in the five wards of Ngare Mara (Isiolo county), Lake

Zone (Turkana county), Golbo (Marsabit county), Bura (Garissa county), and Bute (Wajir county), LMS under AA2 and each

respective county government, held several meetings with the committees, to engage them in the use of the draft WDP reports

in managing their resources.

LMS-AA2 COP (standing) making remarks during the WDP Guide and GIRL Strategy development workshops held in Isiolo on January 29, 2019. ( )

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To give an example, after a participatory planning exercises

held in Bute ward, Wajir county, the WDP Committee

(WDPC) noted that the first priority was managing

household water shortage stress. The WDPC then brought

the issue to the attention of the office of the Sub-County

Administrator (SCA), the area Member of County Assembly

(MCA), the Sub-County Water Officer, and the Office of

the Deputy County Commissioner (DCC). On March 14,

2019, the WDPC, together with the SCA and the DCC,

organized a stakeholders’ meeting comprised of both the

State and County government representatives, and local

community members. After deliberations, the community

members established a new committee that is responsible

for managing all the water sources in Bute Town.

Additionally, a second committee was also formed to

strengthen the water governance system in Bute Ward. The

team comprised of representatives from technical departments e.g. water, health, education, office of the SCA and DCC, and

the WDPC.

Overall, AA2 continued with community mobilization for ten wards that were targeted during the second phase of the WDP

process. These wards are Songot and Kibish (Turkana county), Kinna and Garbatula (Isiolo county), Benane and Masalani

(Garissa county), Maikona and Kargi (Marsabit county), and Arba Hajan and Habaswein (Wajir county). The community

mobilization exercises involved holding meetings with locally elected and community leaders, Assistant County

Commissioners, Sub-County Administrators, Chiefs, and Departmental Technical Officers at the sub county and ward levels.

At the end of the quarter, the exercise had been completed in seven wards, Songot, Kinna, Garbatula, Benane, Masalani, Kargi

and Maikona. The remaining three wards of Kibish, Arba Hajan and Habaswein will be completed during the next quarter.

For the seven wards where community sensitization exercises had been completed—and in preparation to forming a Ward

Development Planning Committee representing the ward during the Ward Planning Process—village clusters were agreed

upon, to ensure that each had a diverse representation across the ward. Clusters are a conjunction of villages, ideally in

geographic proximity and are homogenous, thus, suited to be represented by one person, instead of one person per village.

Several ward and village level meetings were held aimed at

discussing prospective village cluster options presented by the

community, to get community input and buy-in, as well as to

ensure that no group felt left out, by having a representation of

all marginalized groups.

In Songot and Maikona, Turkana county, the leaders agreed on

having 15 clusters. In Isiolo and Garissa counties, the leaders

retained 11 clusters, due to the sizes of the wards, and to be

aligned with the Climate Change Fund Act.

In each of the seven wards where community sensitization

exercises had been completed, three representatives per cluster

were selected to represent the villages in the vetting and selection

of eleven to fifteen members of the WDPC.

Participants during a water stakeholders forum organized by WDPC in Bute Ward, Wajir County.

WDP community mobilization in Songot, Turkana County.

46

Ward Development Planning Committees have been set in the new

seven wards, following a vetting and final selection exercise that was

conducted during a ward level workshop. Participants of the

workshop were drawn from each village clusters (three from each

cluster), local leaders, State and County government representatives,

and civil society organizations. Using the criteria illustrated in the text

box on the right, the participants ensure that the WDPC is comprised

of:

• One village cluster representative who will discuss matters

concerning the ward with the community, and communicate

the information during committee meetings

• Two people representing youth in the ward

• Three people representing women in the ward

• Two people representing the business community in the

ward

• Two people representing community members with

disabilities in the ward

• A representative of a local institution who will provide

information and ensure that informed decision-making

processes are observed

• Five co-opted government representatives from key ministries and departments, such as livestock, water, planning,

veterinary and agriculture, and health and nutrition

• Two ex-officio members who do not have voting rights comprised of the Sub-County Administrator of the respective

Sub-County, and the Ward Administrators of the respective ward

Strengthen capacity of county government and national level bodies for rangeland and water management

In Garissa, Turkana, Marsabit and Isiolo counties, AA2 worked closely with county governments and NDMA to strengthen

their capacity, and actively assisted counties to coordinate partners’ activities for an organized management of rangelands and

water. The AA2 Natural Resource Management Advisor and Officers at the county level, continue to lead the process and/or

participate in the development of relevant county level policies, particularly those that are related to rangeland and water

management, climate change, environment, and energy.

Key achievements made during the quarter include:

• In Wajir county, AA2 in partnership with the Department of

Agriculture, Livestock and Fisheries and PREG partners

began working on an ideal ward-based NRM model. The

decision was made after WDPC was identified as an integral

institution towards implement the sustainable management

of rangeland resources within the county. As a result, the

partners agreed to form Location Grazing Committees that

comprises of affiliate members of the WDPCs. Both

structures will be overseen by the Sub-County NRM Forum

with representation from WDPCs, local leaders, Wajir

county’s technical departments, NGO representatives, the

Sub-County Commissioner, the Sub-County Peace

Selection Criteria of WDPC members

• They must be people who have exhibited honesty

and integrity in handling public resources

• They must be capable of being accountable

through an open system, by providing feedback

to the community they represent.

• They must be people of good public standing,

committed to the development of their

community, and have a broad perspective across

region and livelihoods

• They must be capable of developing competitive

proposals, that can be subjected to a rigorous

assessment process

• They must be able to shield the committee from

the division of local politics, tribe/clan camps,

and is immune to manipulations from any power

centers whatsoever

• They must be capable of acting outside the norm,

and engage with the new unfolding governance

realities in the county

Masalani Ward, Garissa County WDPC with county government officials.

47

Chairman, and women and youth representatives. Members agreed to roll out the plan in Wajir North Sub-County,

where each partner will have a key role to play as follows:

- The Department of Livestock will provide leadership, technical backstopping, and mobilize resources

- AA2 will support WDPC at ward level, train two prioritized grazing committees, guide WDP on resource-based

conflict management, support Sub-County NRM forum, help in identification and provide support in

addressing any policy gaps, cross-learning, and upscaling

- Kenya Resilient Arid Lands Partnership for Integrated Development (Kenya RAPID) will form, train, and

functionalize Location Grazing Committees

- Accelerated Value Chain Development (AVCD) will contribute to policy gaps, spatial planning and support

NRM research in the county

In Isiolo, the county government made a request to LMS under

AA2, to be provided with technical support for step three and

four of the Ward Development Planning at Sericho ward. It is

important to note that Isiolo county government, through the

Department of Agriculture has received World Bank funding

for a project called Kenya Climate Smart Agriculture, which has

adopted the WDP implemented by AA2, as the development

planning process. The AA2 team is guiding the county’s

technical team to carry out the WDP process in Sericho ward.

Additionally, AA2 onboarded the new County Executive

Committee Member for Water, Environment, Natural

Resources and Climate Change, Mr. Abdinasir Hajj Daud, to

the Ward Development Planning process.

AA2 also participated in the launch of the Isiolo County Climate Change Fund at the Grand Hotel in Isiolo on January 31,

2019. The event was presided over by the deputy governor of Isiolo County. 2 percent of the Isiolo county’s development

budget for Ward Development Planning Committees has been set aside to implement climate proof community investments

against shocks and stresses in the wake of climate change. This is a key step that will boost the implementation of the Isiolo

County Climate Change Fund Act of 2018. Notable to mention is that the WDP of LMS has been included in the

implementation framework, and the WDPCs being established will be in charge of the fund management.

The AA2 team attended special County Steering Group (CSG) meetings organized by the NDMA and the county government.

The objective of the meeting was to prepare for the January to March drought, and to develop interventions for the drought

victims. In addition, the AA2 team participated in a stakeholders’ meeting to plan for the implementation of the Isiolo county

Climate Change Funds Act. The Act is critical to the implementation of WDPs, as it supports climate resilience work in the

county. The WDP model has been adopted for implementation of the Act.

In Marsabit county, the Department of Environment, Water and Natural Resources in conjunction with the County NRM and

climate change stakeholders, launched a climate change adaptation action plan. The policy formulation process has also

started.

In addition, the LMS AA2 NRM Officer was selected as a member of the Technical Working Group (TWG), and has been

tasked with the responsibility of developing the zero draft of the policy. The TWG held several meetings during the quarter,

and the zero draft document is near completion.

A banner at the venue for the launch of the Isiolo County Climate Change Fund Act held on January 31, 2019 [

48

The WPCs and Marsabit county government’s representatives facilitated community-based mapping exercises of natural

resources, rangelands, livestock migratory routes, invasive species and conflict. This is part of building the capacity of these

institutions to make the WPCs well-informed and objective when it comes to making decisions that are based on facts.

County and national government representatives from key departments, such as environment and natural resources, livestock,

agriculture, water, health, fisheries, energy, disaster management, NDMA, and local administration continue to actively support

and participate in the WDP process. The WPCs, county governments, and NDMA have been instrumental in facilitating

participatory community assessment and planning processes. This has led to the development of inclusive draft contingency

and development plans.

STRENGTHENED DROUGHT RISK MANAGEMENT Support communities to develop improved water availability & access

Through the WDP process, communities were able to develop priority actions in all sectors including access to and availability

of water. This was part of the broader ward development plans that will be finalized next quarter. Through a validation

process, communities were also able to confirm priority areas for the final document. In addition, the mapping exercises which

was conducted, provided opportunities for communities to gain knowledge of the locations of current water points. This

allowed them to plan more objectively and to take into consideration the impact of water points to the environment, especially

in relation to the rangelands.

In Wajir county, the resource mapping exercise for Bute Ward was conducted through a partnership with SERVIR. As a

result, Bute ward’s WPC initiated a reform process in the management of community water points, which led to the formation

of an inclusive water committee that is tasked with the responsibility of overseeing the water infrastructure. In light of the

ongoing drought, the committee’s first action led to the revision of water prices, to facilitate accessibility. The revised prices

are as follows:

• 20 liter Jerrycan reduced from Ksh. 10 to Ksh. 5

• Cattle per head reduced from Ksh. 10 to Ksh. 5

• Camel per head reduced from Ksh. 20 to Ksh. 10

• Sheep and goats per head reduced from Ksh. 5 to Ksh. 3

Strengthen drought response and coordination between NDMA and counties

AA2 has continued to work closely with NDMA during the quarter, whereby the county level technical teams provided

support on a number of initiatives. The joint planning and participatory approach adopted by LMS continues to provide a

good basis for a close working relationship with county governments and NDMA. These two levels of government have

seamlessly partnered with the AA2 team to provide technical support and facilitate the WDP process. The community

planning process for development, community managed disaster risk reduction (CMDRR), market systems assessment, and

mapping exercises were all jointly facilitated through the partnership of NDMA and county governments.

Other key achievements made during the quarter include:

• NDMA and county governments partnered in the WDP process and provided support in developing the draft

contingency and development plans for Bute, Songot, Kinna, Garbatula, Benane, Masalani, Kargi and Maikona wards

• NDMA provided input in updating the county contingency plan, the drought scenario-building and response plan, as

well as validating the county steering group response plan, which the county government is using to guide the process

on the ongoing drought response

49

• AA2 is having ongoing discussions with NDMA to provide input in strengthening the delivery of climate information

that is aimed at improving the drought early warning response system. Part of the proposal includes having NDMA

incorporating the WDPC as part of its data collection sentinel of respondents in each of the wards

• In Isiolo county, AA2 supported and facilitated the county drought scenario building and simulation workshop that

was aimed at enhancing the capacity of the SWGs. This led to the development of sector drought scenarios for

contingency and response planning. The objective of the training was to support and enhance the county

government’s and NDMA's capacity on drought risk management.

• In Isiolo, Garissa, Wajir and Marsabit counties, in the Technical Working Group of which AA2 is part of, NDMA

provided support in developing the drought contingency and response plans. The documents were later submitted to

the County Steering Group for validation

• AA2 supported Turkana county to conduct drought rapid assessments, which were later used to develop an

immediate drought response, as stakeholders develop a more detailed scenario building and simulation exercises

Support development of improved information for effective drought cycle management and natural resource management

The ward level contingency plans developed through the WDP process, as well as the overall county contingency plans whose

development was supported by AA2, form a wider institutional support that is provided by LMS to enhance effective drought

cycle management. The contingency planning process and the development of draft plans were supported by AA2 in partnership

with NDMA and county governments’ representatives from relevant departments, such as environment and natural resources.

Ward Planning Committees that have been established in 13 wards will play a significant role in disseminating information to

and from communities and are currently working closely with NDMA.

Wajir South Development Association (WASDA), Mercy Corps’ partner working under AA2, and BRACED (a partnership of

Mercy Corps, WASDA and Arid Lands Development Focus (ALDEF) partnered with the county government of Wajir in

organizing a four-day workshop. The objective of the workshop was to create awareness and to build the capacity of Wajir

county’s technical officers operating in the Wajir County Climate Information Service Plan. The officers were also trained on

the effective use of climate information to support their decision-making, and how to integrate the Climate Information

System into the process of developing sectoral plans for use at county government and community levels. During the next

quarter, AA2 will partner with the county government and NDMA to brainstorm on developing an effective two-way

communication and feedback process between producers, intermediaries, and users of climate information. This will facilitate

continuous, interactive, and shared learning on climate information services among the stakeholders.

STRENGTHENED CONFLICT MANAGEMENT Promote community mobilization for peace

AA2 continued to work closely with other peace actors operating in the counties, including Ward Development Planning

Committees, State and County government administration, and traditional peace keeping structures.

AA2 is a committed member of Isiolo County Community Service Organization’s (CSOs) Peace and Security Sector Working

Group. In view of this, AA2 has been involved in carrying out a drought response initiative in the county. The late alert

response plan for the sector was discussed, with AA2 taking the lead in mobilizing leaders and communities to drive for

peaceful coexistence, given the increased movement of livestock from Garissa county to Isiolo county as the drought

continues to intensify. AA2 used ward level sensitization meetings under WDP step five—to de-escalate tensions, and to

promote peaceful co-existence. AA2 also participated in the Garbatula Sub-county’s government’s heads of departments

meeting, through the invitation of the Deputy County Commissioner (DCC). During the meeting, the DCC agreed to mobilize

the security team to use the WDP community sensitization platforms to de-escalate tensions.

In Garissa county, AA2 was one of the organizers that worked with NDMA, to initiate the first leaders meeting that took

place on February 26, 2019. A delegation of 15 council of elders from both sides of Garbatula and Lagdera sub-counties, led

50

by their respective DCC, met in Modogashe, to resolve conflict over natural resources. The leaders agreed to hold a series of

peace dialogue meetings in the border areas, and to revive and respect the Nanyuki Peace Declaration.

Disburse peace dividends and oversee community-prioritized project

This activity will take place once WDP Committees are established and active conflicts resolved. Given AA2’s engagement in

the peace process, particularly on Marsabit and Wajir, plans are underway to start implementing this activity next quarter.

Negotiate trans-border agreements

LMS participated in an Isiolo county organized workshop, to review resolutions reached by the Amaya Triangle Initiative

(ATI) that addresses resource-based conflict between Laikipia, Isiolo, Baringo and Samburu counties. ATI is an inter-county

initiative that brings together the four counties to adopt a sustainable approach, to address common challenges such as conflict

over resources, drought and emergencies, climate change, and natural resource management. During the quarter, the AA2

team participated in an inter-county consultation meeting, to review the draft cross-county peace strategy. The meeting was

attended by peace stakeholders drawn from the ATI. The four counties are currently working on a memorandum of

understanding that will promote development across their borders, as a way of promoting peace.

OBJECTIVE 2: IMPROVED HUMAN CAPITAL This section provides an update on AA2’s support to facilitate improved human capital to help individuals to become more

resilient and prepared for economic engagement.

IMPROVED AND SUSTAINED HEALTH, NUTRITION, AND HYGIENE PRACTICES Support communities to protect nutrition gains in face of drought

During the quarter, AA2 conducted nutrition SMART surveys, rapid assessments, and drought response planning, to be better

prepared to protect nutrition gains at each of the drought cycle classifications.

Through the WDP participatory planning exercise, communities prioritized nutrition, by promoting interventions such as

vegetable farming, and rangeland protection measures that will safeguard livelihood assets. In Bute ward, the WDPC engaged

village elders to earmark on a 4-mile radius of each village—as grazing zones for dairy herds, to ensure that milk availability for

children and women in the villages is available. This measure will also limit the use of the earmarked grazing zones from being

overgrazed by other herds in search of pasture.

Support innovative community and private sector nutrition efforts to address drivers of malnutrition

As reported in the subsequent quarters, LMS has adopted the Ministry of Agriculture Agri-Nutrition Training Guideline and

community dialogue cards that were developed through USAID’s funding. This quarter, LMS through the GIRL officers

partnered with counties and sub-counties nutritionists to train the GIRL mentors. The trainings were conducted over a period

of two days in each county. Additionally, the trained GIRL mentors used the Agri-Nutrition Training Guideline was used to

train GIRL groups in Marsabit, Garissa and Wajir counties.

The AA2 team partnered with Kenya RAPID and Accelerated Value Chain Development (AVCD) to promote fish farming

through the private sector, in Isiolo county. By planning and organizing fish eating campaigns, whereby communities are

trained on the nutritional values of fish, and how to cook it raising demand that can be met by the private sector fish

producers and fish traders’ levels.

Build robust and sustainable behavior change systems

During the quarter, the findings of the Social and Behavior Change Communication (SBCC) strategy that was developed last

year, were used by AA2 to map out partners for collaboration across the five counties as follows:

51

• Behavior change communication events – partner with Kenya RAPID, AVCD, and county governments. (Identified

events include selected international day celebrations, GIRL and REAP community events, WDP community

sensitization and/or participatory mapping events, WDP plan launch, and other public events)

• Actively participate in Nutrition Technical Working Groups (NTWG), and where they do not exist, provide support

to activate them

• Working with NTWG to support counties to develop, revise, or contextualize Nutrition and WASH strategic plans

• Collaborate with NTWG to undertake nutrition sensitive rapid and/or smart survey assessments

The piloting of some of these activities started during the quarter, to gauge the willingness of community members to change

their behavior towards nutritional matters. For example, in Isiolo county, as a way of gauging the viability of promoting fish

farming before the drive is rolled out, LMS partnered with Kenya-RAPID and AVCD to undertake a fish-eating campaign, as

a way of sensitizing communities on the nutrition value of fish and how to prepare it for consumption. The team also

promoted fish farming as an income generating business increases availability of an animal source protein to the community.

Additionally, LMS is part of the team that is involved in supporting Isiolo county to form a NTWG. The process involves

defining and developing the agenda for the NTWG.

IMPROVED LITERACY, NUMERACY, AND LIFE SKILLS Promote life skills training

Activities under these Intermediate Results were achieved through the recruitment and training of adolescent girls under the

Girls Improving Resilience with Livelihoods (GIRL) model. It was important to support county and national government

initiatives that promote basic literacy to achieve these results. The model targets adolescent girls aged between 10 to 19 years,

who go through a structured nine-month training and mentoring process. Girls within this age group are the most vulnerable

in the community, and often faced with a myriad of challenges such as early and forced marriage, early pregnancies, gender-

based violence, school drop-out, lack of economic opportunities, and access to assets and financial services. The girls are

divided into two different age sets of 10 to 14 years, and 15 to 19 years, and include girls both in-school and out-of-school.

The objective is to empower girls through life skills training to help them navigate through challenging social and cultural

practices.

LMS targets to reach a total of 16,500 adolescent girls in Turkana, Marsabit, Isiolo, Wajir and Garissa counties in Kenya,

within the first three years of implementation as indicated in Table 1. In Year 1, which is also referred to as Cohort I, AA2

targeted a total of 4500 adolescent girls. This breaks down to 1500 girls in Garissa county, and 750 in Marsabit, Isiolo, Wajir

and Garissa counties.

The second year of GIRL recruitments, also known as Cohort II, started during this quarter, and so far, a total of 14 in

Turkana county, 9 in Marsabit county, 43 in Isiolo county, 5 in Wajir county, and 18 in Garissa have been recruited.

Womankind (WOKIKE) and Wajir South Development Association (WASDA), two sub awards of Mercy Corps operating in

Garissa and Wajir counties respectively, have begun community entry and recruitment exercises of adolescent girls for the

GIRL model.

The process of GIRL recruitments in year 2 is scheduled to be finalized in the next quarter. It is important to note that the

delay experienced in the recruitment process was caused by the learnings in year 1, which prompted the AA2 team to pose and

update the GIRL strategy, so that it is in line with the possible transition pathway, to enable adolescent girls to pursue their

journey to self-reliance. Additionally, the low staff to participant ratio, as well as challenges experienced earlier in field office

with allocation of vehicles for logistical movements, previously reported, led to more time being spent in implementing each

of the GIRL model phases.

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Table 3: LMS target for adolescent girls’ enrolment under the GIRL model.

LMS target for

adolescent girls’ enrolment under the GIRL model

County Year 1 (2018) Year 2 (2019) Year 3 (2020) Total

Turkana 750 1500 1500 3750

Marsabit 750 750 750 2250

Isiolo 750 750 750 2250

Wajir 750 1500 1500 3750

Garissa 1500 1500 1500 4500

Total 4500 6000 6000 16500

While posing and updating the GIRL strategy, AA2 developed possible transition pathways which are illustrated in Figure 2.

The transition pathways are based on the premise that if the GIRL Model empowers communities and vulnerable adolescent

girls, it will also contribute to the achievement of USAID’s Journey to Self-Reliance through life skills trainings and asset

distribution.

The possible transition pathway also promotes access to vocational trainings and formal school education, in line with each

individual girl’s transition pathway to self-reliance. The model builds absorptive, adaptive, and transformative capacities, by

promoting public participation and inclusive development, through structured trainings that build on the engagement of

community and local administration structures. It also builds on gender equity and poverty reduction, through life skills

training. The GIRL model empowers adolescent girls by building their capacities to fully and actively engage in socio-

economic development, while providing opportunities to them, to continue with their education.

Figure 2 presents three possible transition pathways for adolescent girls. These are education, Technical Vocational Education

Training (TVET) and/or starting a small business.

The GIRL model proposes that all adolescent girls aged between 10 to 14 years should be mentored with the objective of

creating an enabling environment for them to go back to formal education. For the adolescent girls aged between 15 to 19

years, they have the option of taking other transition pathways, and since majority of them are already married and have more

responsibilities, they face many hurdles that inhibit them from dedicating all their time to formal education.

In preparing the girls towards their journey to self-reliance, AA2 focused on training and mentoring adolescent girls aged 10 to

19 years in the five counties. The mentoring consisted of basic literacy, numeracy training, monitoring, life skills, financial

literacy, monitoring, negotiation training (Girl Arise and Power Dynamics), WASH, Agri-Nutrition, environmental awareness,

government and community leaders’ advocacy campaigns, and the promotion of saving culture and asset distribution trainings.

53

SUPPORT COUNTY INITIATIVES FOR IMPROVED EDUCATION Across the five counties, AA2 staff engaged with the education departments including primary, secondary, Technical

Vocational Education Training, and Adult Education to partner with the local administrators and parents so that adolescent

girls can be supported to transition to schools. Given the high dropout rates among girls in the five counties, coupled with a

culture that supports early marriages, AA2 targets students, dropouts, and those who have not been enrolled in school, as part

of the GIRL component. The objective is to raise awareness and provide girls with relevant skills, to ensure that their decision

to be enrolled in school, their retention in schools, and transition to both formal and informal education is supported. The

girls are also sensitized on the available mechanisms to address negative cultural behaviors. The out-of-school and in-school

girls are also taught life skills to empower them, and in return, they are then expected to empower their school and village

friends, parents, and communities, through peer-to-peer groups, personal interactions and community events.

KEY

Overall GIRL Transitional Pathways

Transition Pathway Number 1 (Education)

Transition Pathway Number 2 (technical Vocational Training)

Transition Pathway Number 3 (Business)

GIRL GROUPS

1. Education

3. Business2. TVET

IdentifySkill and business

gaps

Regal andLMS

Businesses

FormalEmployment

Self Employment

Start-up Kits

Grants

Infoirmal Education

(Adult Education)

Uniforms and Stationery

Transition Pathways for GIRL Model for girls under age group 15-19 years1. Education (Formal and Informal)2. Technical and Vocational Training3. Business These transitional pathways will be determined at the initial registration of the girls. This will help LMS teams to prepare on advance the appropriate resource allocation and linkage with relevant institutions and businesses

Transition Pathway 3: BusinessStep 1: Identify gaps in the current Regal AG and LMS supported business (Production, distribution, technical skills etc.)Step 2: Conduct market assessments to identify appropriate business opportunities where girls can be engaged (Already done in each county under WDP)Step 3: Support GIRL beneficiaries to addresses identified gaps through grants (micro franchising or technical trainings ORStep 4: Provide girls with grants to start identified feasible businessesStep 5: AA1 BDS to support development of business plans during girls training Step 6: Link GIRL group businesses to Business Coaching

Transition Pathway 2: TVETStep 1: Conduct mapping and capacity assessment of vocational trainings institutionsStep 2: Identify courses offered by vocational training institutionsStep 3: Identified skills gaps in current LMS and Regal businessesStep 4: Identify number of beneficiaries in relation to courses to be offered (consider linking to Step 3)Step 5: Support girls through scholarshipStep 6: Identify opportunities for apprenticeship (Private businesses, government institutions) and link girlsStep 7: Link graduates to business where skill gaps were identified and girls trained on the same (Formal employment) ORStep 8: Support girls with start up kits to start own business through grant

AssetTransfer/ Grants

Apprenticeship

Transition Pathway 1: EducationStep 1: Conduct stakeholder mapping in the education sector to identify partners who could support the girls in scholarship and other supportStep 2: Conduct institutional mapping of both formal schools and adult education centers that the girls could potentially enrollStep 3: Develop advocacy and influence plan to campaign for more girls back to school (to include leaders, MCAs, local administration, other partners, education department)Step 4: Identify girls wiling to go back to school (with GIRL beneficiaries and those identified during community advocacy forums)Step 5: Link parents to asset distribution (goats) or small grants ( for business) as an incentive to take girls back to

Transition Pathways for GIRL Model

Parents Incentive

Business

Scholarship

FormalEducation (School)

A schematic presentation of GIRL transition pathways.

54

In January 2019, AA2 mobilized several community

groups to organize a one-week back to school campaign.

In Marsabit county, the Member of County Assembly for

Golbo ward, the Director of Education for Golbo Ward,

Girl Advisory committee, local leaders, parents and

teachers participated in the campaign. This advocacy

effort led to 60 out-of-school girls being enrolled in local

primary schools, and 13 girls being re-admitted at Moyale

Technical Training Institute. Later in the quarter, during

the dissemination of the short rainfall assessment findings

led by the National Drought Management Authority and

the State government team in Marsabit county, the

assessment team commended LMS for the work they are

doing in supporting a high number of girls to be enrolled

in schools, especially in a region that is considered to have culturally closed societies.

In Garissa county, the AA2 team partnered with the county government, civil societies, and local leaders to implement the

GIRL advocacy campaigns. During the campaign period, the GIRL mentors were instrumental in pointing out girls who

wanted to be enrolled in schools to local leaders and the AA2 team. In return, the local leaders, nearby school teacher who are

also GIRL champions, LMS team, and the GIRL mentors would then begin to negotiate with the girl’s parents to allow them

to enroll in school.

Additionally, AA2 used the marking of International Women’s Day to share data on the illiterate status of the community and

made an appeal for girls to be given a chance to be enrolled in schools. Another approach used by AA2 was to make an appeal

to county governments to proactively support girls’ journey to self-reliance, was to invite GIRL beneficiaries to advocate for

themselves during International Women’s Day celebrations that were held in the counties.

In Isiolo county, the GIRL Advisory Committee challenged the Deputy Governor, Women Representative, and the Members

of County Assemblies to support girls to achieve their dreams, and to follow the example LMS of intentionally giving girls a

priority since they are at a prime of their age and have the ability to transform the future generation. Because of this, a week

after marking the International Women’s Day event, the Department of Social Services partnered with LMS under AA2 to

create awareness on how girls can access the government’s Women Enterprise Fund. Later, a representative from the Women

Enterprise Fund was dispatched by the county government to hold meetings with GIRL groups and other community

members, to create awareness. As a result, eight GIRL groups

with girls aged between 15 to 19 were registered as self-help

groups by the county government, and are currently being

mentored on business planning skills. These groups are also

gearing themselves to receive funding from the government’s

Women Enterprise Fund.

In Garissa county, through the efforts of working closely

with teachers to mentor in-school girls who can be used to

influence others to join school, one of the girls narrated a

poem during International Women’s Day titled ‘Educate the

Girl Child’. The poem moved the crowd, and as a result, the

GIRL mentor who had worked closely with local leaders to

reverse two cases of early marriage, received recognition for her efforts.

Member of County Assembly, County Director of Education and Girl Advisory committee which led the back to school campaign in Golbo ward, Marsabit county

Ibrahim Jarso, NRM Advisor participating in the IWD walk with scouts from Sayidina Fatima Primary School ( )

55

In Turkana county, during the marking of International Women’s

Day, discussions held concerning girls were led by the Department

of Social Services, who recommended that they should be registered

as groups so that they can benefit from county funds that support

women to start businesses.

In Wajir county, the Women Representative paid a courtesy visit at

the LMS office and expressed her appreciation to the team for

focusing on the needs of girls. She also promised to make a follow-

up meeting with the LMS Chiefs of Party next quarter, to hold

discussions on forming a partnership to implement advocacy

campaigns that will support pastoralist girls to transition to self-

reliance pathways.

Overall, the adolescent girls’ advocacy work implemented during the

International Women’s Day celebrations was impactful in Garissa,

Turkana, Marsabit and Wajir counties. In these counties, the department of Social Services, Education, and the office of the

Women Representatives have so far contacted the AA2 teams to partner with them in carrying out public advocacy campaigns

and assist girls towards attaining their aspirations.

Similarly, during the International Day of Zero Tolerance for Female Genital Mutilation, AA2 used the opportunity to make

an appeal to local leaders to take a leading role in ensuring that girls are enrolled in schools. This led to 13 girls from Dadaab

ward, Garissa county being released by their parents to be enrolled in primary school, and 10 girls applying for admission for

vocational training in Dadaab, out of which 5 girls were admitted for beauty courses. AA2 then linked the girls to Norwegian

Refugee Council (NRC), who sponsored their tuition fee, and after completing the short courses, they will be provided with

capital for business startup. Through a partnership with the County Director for Gender and Social Services, the AA2 team

approached two civil society organizations, the Pastoralist Girl Initiative, and Relief Reconstruction Development

Organization to distribute dignity kits to four GIRL groups for girls who had been enrolled in schools, as a way of incentivizing

other girls in the community to also enroll in schools.

Promote basic literacy training

During the quarter, out-of-school GIRL groups in all the five counties were taught basic literacy and numeracy, and

monitoring of the groups was conducted. The objective of the literacy and numeracy sessions is to help girls build their

confidence and ability to learn, as a way of enticing them to develop a willingness to enroll in schools.

The information provided in Figure 3 illustrates that a total of 149 adolescent girls have transitioned to various learning

institutions. The take away from this data is that training out-of-school girls in basic literacy and numeracy, coupled with

creating an enabling environment, is a good way to help girls make the decision to enroll in schools. Interestingly, 103 out of

149 girls went to primary school, of which 95 percent of them are aged between 10 to 14 years. These finding demonstrates

that girls aged between 10 to 14 years are more willing to be enrolled in schools, as opposed to the previous thinking of

targeting younger aged girls. On the other hand, the older girls prefer vocational training leading to starting a business. Given

Nancy Muggi, Isiolo North Women Enterprise Officer during a sensitization meeting for GIRL group members on financial products of the fund in Manyatta Zebra village

56

that most vocational training centers prefer

admitting students who have some basic

literacy knowledge, promotion of adult

education—of which there is some interest

among the older girls—may be an

important bridge for illiterate girls to be

able to access vocational training

institutions for skill development. In view

of this, AA2 has contacted Education

Departments in all the counties, to promote

and conduct adult education classes.

In Wajir and Marsabit counties, and the

north Sub-County of Turkana, it is reported

that basic literacy and numeracy is the most

interesting component of the GIRL model.

This is because majority of the girl

participants had never been to school

before. As a result, all the trainings allocate

half of the time to learning numbers and alphabets.

In Turkana county, SAPCONE, a sub award of Mercy Corps continued to link girls to educational institutions. During the

quarter, SAPCONE3’s advocacy work contributed to ten girls joining primary schools, two girls joining secondary schools,

nine girls joining adult education classes supported by the Diocese of Lodwar, and 13 girls joining Kaleng Polytechnic.

Promote life skills training

Financial literacy mentoring

During the last quarter, financial literacy training for 180 GIRL

groups was completed, therefore, the focus this quarter was on

mentoring adolescent girls to practice saving part of their incomes,

as a means of building both their adaptive and absorptive

capacities to shocks and stresses.

Overall, a total of US $17,000 has been saved by GIRL groups.

This initial phase of saving was aimed at helping adolescent girls to

build their confidence, and to appreciate that they have the ability

to save money that will enable them to pursue their aspirations.

The second training phase focused on engaging every single girl in

the 180 groups to identify what she wants to pursue in life, to

become self-reliant. This phase known as the transition pathways,

3 AA2 sub awardee implementing GIRL model in Turkana North sub county

Primary school69%

Secondary school

4%

Vocational training

21%

Adult Education6%

Figure 3: Figure 12: Proportion of girls transitioning to different forms of education from a sample of 149 girls.

GIRL training in session in Kaleng, Turkana County.

57

targeted girls in the 180 groups, but it

is assumed that the effect was spread

to other girls within the community—

through the social networks of the girls

under the 180 groups.

So far, the AA2 team has mapped

transition pathways for 1,482

adolescent girls Isiolo, Wajir, Marsabit

and Garissa counties, and the team

continues to work closely with GIRL

groups, so that all participants in the

five counties where LMS operates in

are able to identify their transition

pathways.

For these 1,482 girls whose transition

pathways have been mapped, 928 of

them wish to be mentored to start

small businesses. 196 of them wish to

improve their skills in vocational

training centers, before being

mentored on how to start a small business using the acquired technical skills, while the remaining girls wish to be supported to

enroll in schools either in primary or secondary schools.

Negotiation training (Girls Arise and Power Dynamics)

Negotiation training is aimed at helping girls to acquire dialogue skills that will enable them to successfully argue and defend

themselves against a decision that is being forced on them. The Process involves helping girls to practice skills that enable

them to postpone early and/or forced marriage, female genital mutilation, and other negative and/or illegal cultural practices.

The training also exposes the girls to different levels of options that they can pursue, depending with the success or lack of

success during the dialogue.

During the quarter, an additional 30 groups were trained by SAPCONE in the north Sub-county of Turkana. Overall, 180

GIRL groups have undergone the training. Among the negotiation abilities that the girls learned, and which were being

piloted—was the ability for the girls to negotiate with their parents to be allowed to enroll in schools. After going through the

training, 149 girls were released by their parents to enroll in school, and this confirms that the training was highly effective, as

it gave the girls the necessary dialogue skills to hold tough discussions with their parents.

In Garissa county, two cases of planned early and forced marriages went through the negotiation process. In one instance, a

13-year-old girl in class 5, was to be married off by her parents to an old man. The girl tried talking with her parents to stop

the marriage, but they were not willing give in. The girl then brought the matter to the attention of the GIRL mentor, who

then spoke to the girl’s parents stop the marriage, but they did not agree to the matter. The GIRL mentor then took up the

matter with the Chief who then notified the relevant government authorities. Important to note is that the Deputy County

Commissioner picked up the matter leading to the cancellation of the planned wedding, and the girl was supported by well-

wishers to continue with her studies. Another similar case was reported about a standard 6 girl, whereby the authorities took

charge of the matter.

0

100000

200000

300000

400000

500000

600000

T.NORTH

T.CENTRAL

MOYALE

NGAREMARA

NORTH

DADAAB

Turkana Marsabit Isiolo Wajir Garissa

Savings(KES)

Figure 4: A graph showing savings for GIRL groups per county as

February 2019.

58

These two cases demonstrate that girls have acquired negotiation skills and understand who can help them when they are

unable to handle matters by themselves. The two scenarios also demonstrate that negotiation skills enabled girls to acquire

knowledge on how to navigate multiple obstacles (adaptive capacity) associated with patriarchal systems. The training on

power dynamics skills prepares girls, including mentors, to take up leadership roles (transformative capacity) in the

communities, and also builds their social networks (transformative capacity).

Due to the high number of early and child marriages in Isiolo county, AA2 has

established a partnership with a girls’ rescue center in Samburu called Samburu

Foundation Rescue Centre. During the quarter, two girls who had been forced into

early marriages by their fathers were rescued by the centre, through the intervention

of the GIRL mentors who reported the matter to the Chief, which then led to the

negotiation process. When it was noted that the parents may still take the girls back

to their husbands, the local leaders decided to take the girls to the rescue center, so

that they can continue with their education, as the negotiations with their parents

continued. It is important to note that AA2 considers direct involvement in rescuing

girls to be a very risky affair, as people may accuse the organization of taking their

children and become a target by perpetrators, or risk misinterpretation of efforts by

the public, and/or taking girls to an unsafe rescue center. In view of this, AA2 links

such cases to the local traditional structures and government leaders, so that the

matter can be handled and led by both the local and government personnel. Doing

this eliminates the risks of any misleading misconceptions being directed towards

LMS and/or the staff. Additionally, AA2 is using an elaborate Mercy Corps’ child safeguarding policy, which gives direction

on processes for handling child safety and security issues.

Environmental Awareness training

Across the five counties, the AA2 team partnered with the Department of Environment and NDMA, to provide

environmental awareness training to mentors. The objective of the training was to assist GIRL mentors to acquire knowledge

and skills that will facilitate them to hold discussions with adolescent girls on how to conserve the environment. Some of the

topics covered during the training were waste management, conservation of trees, and advocating against charcoal burning.

Discussions held during the training will also helped the girls to understand how they can ensure that their activities do not

negatively impact on the environment, and how they can be prepared and resilient in drought situations. The training is

ongoing till the first half of the next quarter.

Asset distribution

Asset distribution is an important component that ensures that adolescent girls are given a chance to practice decision making

around important assets, with the ability to improve their livelihoods, while having the capacity to prepare them to respond to

shocks and stresses. AA2 takes into consideration the needs of the GIRL groups, and their preferred options—which is done

in consultation with their parents and/or guardians, before agreeing on the asset to be used for more advocacy and for

practicing ownership.

During the last quarter, AA2 finalized the distribution of thirteen goats to one GIRL group in Turkana county. In Isiolo

county, the transition pathway for girls have been completed, hence scheduling a goat distribution exercise next quarter.

Discussions are ongoing in Wajir, Marsabit, and Turkana counties to consider giving other types of assets distributions rather

than goats. The exercise will be implemented next quarter.

GIRL Officer with S (left) and (right) at Samburu Girls’ Foundation Rescue Centre on

/3/2019 [ ]

59

In order to incentivize and support girls who have made decisions to enroll in schools, AA2 provided school uniforms to girls

in Isiolo, Turkana, Marsabit, and Garissa counties. Additionally, AA2 collaborated with parents and teachers to support

schools with books which they lacked, as part of the asset distribution.

Small grant solicitation for GIRL groups

Through the Leader and with support from the grants team, LMS closed the Request for Applications opportunity (RFA-

AA2-01) for small grants targeting GIRL groups in Turkana county on February 15, 2019. A total of 136 applications were

received, out of which 78 applications passed the compliance review stage. These applications were later reviewed by the

Technical Evaluation Committee, and scores were provided for each application reviewed. A joint review meeting to discuss

the application scores and select applicants for the next stage is scheduled to take place next quarter.

GIRL recruitments for year 2

During the quarter, AA2 focused on targeting Year 2 GIRL groups in the five counties. The recruitment process followed the

same process that was used last year, and started with the sensitization of relevant departments at the county level. CEC and

Chief Officers for Gender and Social Services were initially informed of the GIRL model, the targeted groups, and expected

outcomes. Additionally, County Commissioners, Deputy County Commissioners, Sub-County Administrators, Ward

Administrators and community leaders were sensitized on the model. Upon the selection of wards and specific villages for

interventions, the AA2 team met with community leaders and local administration officials, before embarking on a wider

community mobilization exercise. This was followed by the identification, vetting and registration of the adolescent girls to

form GIRL groups.

The target for GIRL groups in Year 2 is 240, and this quarter 89 groups were formed in Turkana, Garissa, Marsabit, Isiolo,

and Wajir counties. Each group has a mentor who hails from the same village as the girls and is attached to them for

mentoring and support. In all the five counties, vetting and recruitment is ongoing and is scheduled to be completed next

quarter.

County Number of Groups Wards

1 Turkana 14 Songot and Lokichoggio

2 Marsabit 9 Maikona

3 Garissa 13 Labisigale

30 Masalani

4 Isiolo 5 Oldonyiro

5 Wajir 18 South

Total Groups formed 89

OBJECTIVE 3: COLLABORATIVE ACTION & LEARNING FOR

COMMUNITY EMPOWERMENT This section provides an update on the LMS’s work on facilitating collaborative action and learning for the community.

STRENGTHENED USAID AND IMPLEMENTING PARTNERS SYSTEMS FOR SEQUENCING, LAYERING,

AND INTEGRATION

Table 4: Number of GIRL Groups formed by county.

60

AA2 teams continues to actively engage with other PREG partners and to participate in key events at State and County

government levels.

Following are key activities undertaken during the quarter:

• AA2 and SERVIR program continued partnering to digitalize data collected during the WDP process, for natural

resources, conflict, grazing zones, and livestock movements. AA2 also began another level of discussions with SERVIR

that will involve providing support to Wajir county establish a proposed GIS laboratory

• AA2 participated in all PREG monthly and county meetings, as well as sector group meetings such as livestock, policy,

and nutrition. The team also participated in a three-days joint USAID/LMS field visit in Turkana county. At the county

level, AA2 staff have also actively participated in PREG organized events, that include joint field monitoring visits and

hosting of donor visits

• The AA2 COP is a member and leader of the PREG Learning Agenda Working Group

• AA2 held discussions with the RTI International TUSOME project team, to identify areas of collaboration in promoting

basic literacy and numeracy in northern Kenya. Discussions are ongoing towards having AA2 use the TUMOME basic

literacy and numeracy learning materials in the GIRL model, as well as to conduct a joint research on the same.

• AA2 and AVCD held discussions on areas of collaboration on rangeland management and nutrition social behavior

change communication. While some of these collaborations have already begun in Isiolo and Wajir counties, both

partners are looking forward to having more concrete commitments made in the next quarter.

• LMS participated in a PREG mentorship and follow up visit by Africa Lead in all the five counties. AA2 was part of

the team that reviewed each county’s PREG work plan, and visited two project sites that are layering their activities.

SHARED INDICATORS AND LEARNING TO SUPPORT EXPANDED ECONOMIC OPPORTUNITIES AA2’s Monitoring and Evaluation (M&E) Manger worked closely with the Leader’s M&E team to review the project data that

has been entered into the database, and ultimately the entry of the data that has been entered into the Feed the Future

monitoring system. A revision of the M&E work plan and monitoring tools was conducted to ensure that it is consistent with

the donor’s requirements, with regards to data collected from the field. Discussions held during the development of the WDP

toolkit and the revision of the GIRL strategy, provided opportunities for linkages with AA1 activities.

CROSS-CUTTING OBJECTIVES

GENDER EQUITY AND FEMALE EMPOWERMENT AA2 continues to address gender equity and female empowerment at both project and organizational level. The LMS Gender,

Youth & Inclusion Director led two workshops with AA2 GIRL teams to build their capacity on adolescent girls

programming, and to revise the LMS girl strategy in line with learning from the year 1 pause and reflection workshop.

AA2 also supported some of the girls and women across the five counties to participate in the International Women’s Day

(IWD) celebrations. The girls and women who participated in the celebrations used the opportunity to advocate for girls to: a)

be given a chance to enroll in schools; b) have access to women and youth funds; c) have leaders to address documentation

bottlenecks; and, d) women to be given a chance to be part of the leadership and/or governance structures. A follow up was

made on commitments that were made by county government officials during the IWD events, as a way of paving the way for

youth and women to have an enabling environment that will lead to their economic empowerment.

61

In Garissa county where the GIRL Officer is the secretary to Garissa County Gender Technical Working Group (TWG), AA2

facilitated and participated in marking the International Day of Zero Tolerance for Female Genital Mutilation. The theme of

this year’s event is ‘Ending FGM is my responsibility’. Through their spokesperson, both the adolescent girls and Girl

Advisory Committee leaders urged leaders to take action against those who continue to practice FGM.

YOUTH The inclusion of youth in AA2’s activities is crucial, given their role in community development and the unique challenges they

face. As a result, LMS continues to ensure that their participation in all activities described under objectives 1 and 2, and in

particular, the youth voice have been taken into consideration in all key activities, such as community participatory planning

meetings held under the WDP and GIRL models.

NUTRITION-SENSITIVE AGRICULTURE Activities that address this section are integrated with other components of AA2 and have been described in detail under

Objectives 1 and 2.

START UP, ADMINISTRATION, PLANNING, AND REPORTING

DELIVERABLES START UP, ADMINISTRATION, PLANNING,

AND REPORTING DELIVERABLES

RAPID START UP AND ADMINISTRATION Staffing changes

The NRM Advisor has resigned to take up a new role with another organization in Somalia. AA2 has recruited for the

position. In addition, Wajir county’s GIRL Officer resigned in January 2019 and has also been replaced. So far, the Wajir team

is now complete, and is able to fully implement its activities.

AA2 is recruiting an additional community facilitator in each county, who will be tasked with the responsibility of supporting

the implementation of the GIRL model. The need for additional manpower came about when the management realized that

one community facilitator is not able to cover additional wards and number of girls being recruited. The recruitment of the

five additional community facilitators is ongoing and will be completed in the next quarter.

Staff Development and Adaptive Management

GIRL strategy development and adolescent girls programming Workshop. AA2 conducted two adolescent girls’

learning skills workshops, whose objective was to train AA2 GIRL model staff on key considerations in adolescent girls’

programming, including building the capacity of the girl, ensuring that a supportive enabling environment exists, and

brainstorming on the possible transition pathways for the GIRL model. The workshops were also used to draft and validate a

revised GIRL strategy that is currently being reviewed internally.

GRANTS MANAGEMENT Following are key activities conducted during the quarter.

Award Management

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During the quarter, the Wajir South Development Association (WASDA) submitted the final budgeted work plan to Mercy

Corps for approval, and the grants team facilitated a post award training for them, which was held on February 25 and 26,

2019. The training covered topics such as standard provisions, sub-award requirements, which included financial and

programmatic reporting, project deliverables, financial monitoring, and budget management.

A management meeting was held where a draft risk register for sub-recipients and sub-grantees was developed. The risk

register informs the team on potential risk, consequences, and strategies to be adapted to minimize risk levels.

Capacity Building

During the quarter, the grants team participated in a two-day Nutrition Sensitive Agriculture training that was held on January

16 and 17, 2019. During the training the grants team as well as other participants had an opportunity of discussing nutrition

sensitive issues that can be supported by LMS during work implementation.

A hands-on training was facilitated for WASDA in Wajir county. During training, the Mercy Corps sub awards was trained on

how to develop an effective cost allocation plan, which will ensure that office overhead is appropriately allocated for different

projects.

The grants team participated in a half day environmental compliance training that was held on January 30, 2019. The training

which was facilitated by USAID, focused on environmental requirements for grant requests, as well as on how to ensure that

compliance with other environment regulatory boards like NEMA are observed.

MONITORING, EVALUATION, AND LEARNING During the quarter, the MEL staff participated in the GIRL model strategy validation workshop and took part in reviewing the

WDP process guidelines. These two workshops led to the revision of data collection tools, that were later used on the

application ODK Collect. This has facilitated quicker access to data on possible transition pathways. The transition pathways

data contains records of girls who are interested in enroling in schools, those who have join vocational skills training colleges,

and those starting businesses. This information will be used by LMS in future planning.

The MEL staff also participated in the Feed the Future monitoring and evaluation technical working group comprised of

USAID’s monitoring and evaluation team and other Feed the Future implementing partners. The core issues that were

discussed during the monthly meetings were on measuring secondary contacts and indirect impacts of the project. This

provided an opportunity for various organizations to share experiences on qualitative and quantitative data collection

approaches. The LMS MEL team selected one of the learning questions in the LMS monitoring and evaluation plan and

developed, a results chain that demonstrates how LMS will be measuring the market systems changes, and later document

project impacts on secondary contacts.

The MEL staff continues to support the collaboration with the Canopy platform for sharing data with the LEAP system of

LMS. As a result, an ONA training was held for staff in Garissa and Wajir counties, to teach them how to electronically

transmit data using the ONA platform.

AA2 has started discussions for the transfer of MEL staff from the Leader to AA2. AA2 sees this as a first step to begin

reorganizing the MEL system within AA2 for better monitoring support.

COMMUNICATIONS The communications team under the Leader Award, as well as Mercy Corps’ Country Communication Manger continue to

support AA2 in documentation and review of the program documents. Both parties have been integral in the development of

monthly newsletters for different target audiences. While the LMS monthly newsletter focuses on the project and targets specific

audiences, the Mercy Corps’ newsletter is organization based and covers other projects. Both the newsletters have been integral

in disseminating updates on LMS’ impacts and achievements.

63

PLANNED ACTIVITIES FOR THE NEXT QUARTER Under objective 1, strengthening institutions, systems, and governance, AA2 will carry out the following activities:

• Engage a consultant to finalize 5 ward development plans for Ngare Mara, Golbo, Bura, Bute and Lake zone wards

across the five counties

• Finalize, validate, and share the Ward Development Planning Toolkit for adoption by stakeholders

• Finalize ward development planning reports for the inclusion of contingency planning, development planning, Market

System Assessments, and NRM mapping reports. Begin drafting ward development plans for 2 new wards in each of

the five counties

• Working with relevant partners to strengthen ward based structures for grazing and water managements in the wards

of operation

• Support NDMA to coordinate drought planning and response across the five counties

• Support government initiatives to promote and reward peaceful coexistence across the five counties

Under objective 2, Strengthening human capital, AA2 will carry out the following activities:

• Working with county-based Health and/or Nutrition technical working groups to support nutrition social behavior

change communication

• Finalize targeting of year 2 GIRL participants, and initiating safe spaces, basic literacy and numeracy, and life skills

training

• Finalizing transition pathway development for Year 1 girl groups

• Finalize revised GIRL strategy to be partly implemented in Year 2 and wholly implemented in year 3

• Continue with distribution of assets to girls in Isiolo and Marsabit counties

Under objective 3, Collaboration, Learning, and Action, AA2 will carry out the following activities:

• Participate in PREG monthly meetings at the national and county level

• Participate in the planning of the annual PREG learning events at the national and county levels

• Participate in the Horn of Africa PREG annual learning event

• Participate in the Resilience pathway learning event

• Finalize and follow up on collaboration with FCDC, TUSOME, NRT, SERVIR, K-RAPID, Afya Imarisha and other

PREG partners

64

SUCCESS STORY

Three Women in Northern Kenya Beat the Odds Against Gender

Inequality

Traditionally, men in Northern Kenya play an active role as

producers, traders, and protectors against rustlers, in

managing the families’ asset comprised of livestock. Women

on the other hand perform household duties and take care of

the children, which inhibits them from engaging in economic

activities to improve the food security of their families.

However, three women from Isiolo county, Kenya, who

previously faced similar challenges in a society where gender

inequality is predominant, are now able to engage in

economic activities to support their families.

Rose Ribayo, 35, Nalaleta Leseulio, mid-20s, and Lisayon

Lemarron, early 60s, belong to Naasicho Business Group.

The group was formed by the three women after interacting

with USAID-funded Kenya Livestock Market Systems

Activity which is implementing the Rural Entrepreneur

Access Project (REAP), an innovative two-year poverty

graduation model developed by the BOMA Project, that

empowers women to move out of extreme poverty and

builds their resilience to shocks and stresses.

“The meaning of Naasicho, our group name is ‘hardworking’ translated from Samburu

language,”— Member of Naasicho Business Group.

Prior to joining REAP, Rose and Lisayon earned extra money to support their families from making and selling the traditional

homemade brew, while Nalaleta who is recently widowed, had to move back to her mother’s home together with her two

children in order to survive. The three women are among other REAP participants who are selected through a participatory

community process, after which they receive asset transfers at group level, training and mentorship to enable them set up small

businesses and come together to form savings groups for saving and loaning activities.

Once a group has been formed under the REAP model, the three members receive an asset transfer of Ksh. 20,000.00 to start

a business of their choice, with most of them opting to operate kiosks/dukas, livestock sale, grocery, beads and curios, as well

as clothes.

In October 2018, USAID-funded Kenya Livestock Market Systems Activity awarded Naasicho Business Group an asset

transfer of Ksh. 20,000.00 to start a business, and the members opted to spread their risk by investing their money in two

types of businesses. Part of the money went into starting a goat buying and selling business, where eight kids were bought for

Ksh. 10,000.00, and the balance of Ksh. 10,000.00 went into buying a new stock of sugar and salt which are fast moving

commodities in their locality.

o sell food stuff on a market day at Kinisa, Isiolo county.

65

Within four months, the three women had sold one goat for Ksh. 4,800.00 and made a profit of Ksh. 2,300.00, while the food

stuff selling business was making weekly sales of Ksh. 13,000.00 during market days in Kinisa, Isiolo county. Apart from

selling their stock during market days, the members prefer to divide the stock into three equal parts, so that they can hawk

door-to-door to their Manyatta neighbors.

“I am very proud of Naasicho Business Group’s members who have done tremendously well in

working together in harmony and demonstrating that there is hope for me in the work I am doing

as their mentor, and this gives me morale to work even harder to make a positive impact in the

lives of women in Northern Kenya, ”—Christine Lina, REAP mentor, Kipsing ward, Isiolo county.

To date, Naasicho Business Group has doubled the value of its goats’ stock, from the initial Ksh. 10,000.00 to Ksh. 24,000.00.

This is a great achievement, bearing in mind that all three women have been able to successfully run two businesses and take

care of their families simultaneously. The group has also increased the variety of products the members sell, which now

includes cooking oil, flour, tea leaves, rice, and prepaid phone cards, or “airtime.”

The women are now economically empowered and can support themselves and their families, after USAID-funded Kenya

Livestock Market Systems Activity built their capacity by providing them with training, mentorship, and asset transfer. Their

future looks bright, and they plan to expand the two businesses by increasing the number of goats in their livestock business

and increasing the stock in their food stuff business.

USAID-funded Kenya Livestock Market Systems Activity is supporting 5,460 women in Northern Kenya to improve their

livelihood, by facilitating them to engage in small businesses. It is implemented by ACDI/VOCA in consortium with Mercy

Corps, The BOMA Project, and Smart Regional Consultants.

66

SUCCESS STORY

Girl Groups Pursue Their Pathways Using Their Own Savings in

Kenya

Adolescent girls in northern Kenya live in an environment that is

laden with vulnerabilities. Normally, this affects their education

status, health, and general well-being. Other factors that impact

their lives include household poverty, lack of economic

independence, limited income-earning opportunities, illiteracy,

violence, and social isolation.

Gargar Girls Group in Athi-Bohol village in Wajir County, Kenya is

comprised of out-of-school girls between 15 to 19 years. The group

is supported by USAID funded Kenya Livestock Market Systems

Activity under the Mercy Corps’ GIRL model. What is common

about these girls is that they did not have an opportunity to pursue

formal education at a young age, due to the fact that they were

forced to drop out of school after their nomadic parents lost their

livestock during drought.

Opportunities in Athi-Bohol village where the members of Gargar Girls Group live are almost nonexistent. 88 percent of the

girls are married and have between 1 to 2 children.

Prior to meeting USAID funded Kenya Livestock Market Systems Activity, the girls had no skills, knowledge, or capital to

venture into small businesses, and depended on their husbands for economic support. Unfortunately, their husbands also lack

resources to engage in economic activities, therefore their life was full of uncertainties.

Luckily for the girls, USAID funded Kenya Livestock Market Systems Activity’s Safe Space training implemented under the

GIRL model provided them with improved access to literacy, numeracy and life skills. The life skills advocate for savings, with

the aim of nurturing the girls to embrace small businesses in order to enhance their social capital, asset ownership, decision-

making, and control to improve their personal wellbeing. After completing the training, the members of Gargar Girls Group

started their own clothes selling business (boutique) using their savings, thus defining their own pathway.

To reaffirm how gender-based opportunities improve girls’ self-efficacy and social safety nets, another out-of-school girls’

groups in the same village replicated Gargar Girls Group’s clothes selling business model, and this in turn has led to the

increase in number of girl-owned businesses to two in Athi-Bohol village. Another benefit of the training provided under the

GIRL model is improved access to literacy and numeracy skills, and enhanced self-confidence. These efforts are changing

many girls’ lives and will alter the socio-cultural expectations for the future generations in the village.

The business of Gargar Girls Group is thriving and currently holds a stock valued of over Ksh. 50,000 (US $500). The other

group that also started a similar business is also doing well and has registered a similar stock value. This goes to show that

making investment opportunities available to girls in a safe space is a worthy course, as it brings returns on investment.

The Kenya Livestock Market Systems Activity is a United States Agency for International Development (USAID)-funded

program that is part of the Feed the Future initiative for addressing global hunger, food security, and agricultural livelihoods. It

is implemented by ACDI/VOCA in consortium with Mercy Corps, The BOMA Project, and Smart Regional Consultants.

Gargar Girls Group’s clothes selling business in Athi-Bohol Village, Wajir County, Kenya. February 2019.

67

SUCCESS STORY

Ward Development Planning Committees Unlock the Ailing

Water Resource Management in Kenya

Bute Ward in Wajir County has experienced prolonged

drought that has precipitated the skyrocketing cost of buying

water, which has led to the mismanagement of funds. The

main borehole in town is run and managed by a committee

that reports to the area Chief, a fact that was not appreciated

by the Sub-County Administrator’s Office, who felt the

Provincial Administration (a State government function) is not

mandated to oversee a function of this nature, or to create a

committee under this function.

To address these challenges, Bute ward’s Ward Development

Planning Committee spearheaded discussions with the

leadership groups, as part of the strategy of implementing the

Ward Development Process. Through the Ward Development

Planning (WDP), USAID funded Kenya Livestock Market

Systems Activity under Associate award 2—known as

Strengthening Community Capacities for Resilience and Growth—strengthens institutions, systems and governance to foster

more resilient communities.

During a meeting that were organized by Bute ward’s WDP committee and was attended by 65 participants (5 women and 60

men) a decision was made to dissolve the area Chief’s committee and establish an oversight (technical) committee. A verdict

was passed to reduce the cost of water, as a way of mitigating the ongoing drought situation, a decision that has helped the

community to avert impending conflict over the management of water in Bute ward. Most importantly, the meeting was able

to address the discord between the State and County government officials.

Bute ward is an example of how the WDP process is making major strides towards addressing local resilience through the

water sector in Bute town. However, the conflict over resource allocation and whose responsibility it is to manage it, keep

recurring during the community participatory planning process.

The WDP model is a community-led and community owned process that engages pastoral communities and local stakeholders

in establishing a thorough, inclusive, and representative plan. The aim of the WDP is to improve natural resource

management, and to ultimately improve the resilience of traditional pastoralists’ households.

“This was long overdue. The impact of strengthening the governance of water management is

huge. Obviously, it will have a positive bearing on the economy of the households. We are grateful

to USAID and Mercy Corps for the continued support.”— Bute

Ward Community Member.

The Kenya Livestock Market Systems Activity is a United States Agency for International Development (USAID)-funded

program that is part of the Feed the Future initiative for addressing global hunger, food security, and agricultural livelihoods. It

is implemented by ACDI/VOCA in consortium with Mercy Corps, The BOMA Project, and Smart Regional Consultants.

Bute Ward Water Stakeholder meeting held in Sub-County Admin Office in Bute, Wajir, Kenya.

68

SUCCESS STORY

Hope for Girls to Further Their Education in Kenya

Balancing between studies and helping with household chores can be a daunting

experience for any 15-year-old girl, but this is the norm for most girls living in Isiolo

county, Kenya. Antonela Ngala from Ngaremara Ward, Isiolo county is one such girl.

Like other girls in her community, she is expected to help with washing clothes,

cooking, and fetching water which can take up to two hours of trekking to find the

precious commodity—in addition to revising and doing her school homework.

Despite all these challenges, Antonela emerged as a top student in her school, during

last year’s Kenya Certificate of Primary Education, but her chances of furthering her

education to secondary level were slim. This is because her widowed mother who burns

and sells charcoal (used as fuel for cooking) could not pay her school fees, an additional

burden to meeting the family’s basic needs.

Through the Girls Improving Resilience with Livelihoods (GIRL) model implemented

by Kenya Livestock Market Systems Activity – funded by the United States Agency for

International Development (USAID), , a GIRL officer for Isiolo county,

mentored Antonela and was able to establish her interest in pursuing with her studies to

secondary level. Antonela was then linked to Isiolo county government and was

facilitated to register for an education bursary that will cater for her four-year secondary

education school fees. Meanwhile, as Antonela waited for the bursary to be approved and remitted to her school in May 2019,

in February 2019, a private sponsor volunteered and paid her enrolment and first term’s school fees of Ksh. 50,000.00 (US.

500) at St. Mary’s Girls’ Boarding School. Kenya Livestock Market Systems Activity – funded by USAID partners with county

governments and other development organizations, to reduce the vulnerability of girls in Northern Kenya.

“When I first met Antonela who is the fifth born in a family of eight children, she was shy but

spoke with a lot of conviction of her desire to be a doctor.” — a GIRL officer for

Isiolo county.

In a region where girls face cultural practices and beliefs that present gender-based challenges, such as dropping out-of-school,

early pregnancy, and forced marriage, the GIRL model offers training and mentorship for adolescent girls to be resilient and

prepared for economic engagement in future. Under this initiative, a nine-month safe-space training and mentorship program

that improves human capital is provided to girls aged between 10 and 19. In addition, improved access to education is

facilitated to girls who express interest in attending school. Through the GIRL model, Kenya Livestock Market Systems

Activity – funded by USAID aims to reach 16,750 girls in Garissa, Isiolo, Marsabit, Turkana, and Wajir counties.

“Joining secondary school is like a dream to me, because I was ready to repeat class eight again

for one year hoping that my mother would be able to save enough money to enroll me for

secondary education. I promise to work hard and become a doctor one day. “—

GIRL beneficiary from Isiolo county.

The Kenya Livestock Market Systems Activity is a USAID - funded program that is part of the Feed the Future initiative for

addressing global hunger, food security, and agricultural livelihoods. It is implemented by ACDI/VOCA in consortium with

Mercy Corps, The BOMA Project, and Smart Regional Consultants.

on her first day to

school in February 2019.

69

MAP: LMS COVERAGE IN NORTHERN KENYA

70

ANNEX 1: USAID SUBMISSION TRACKER

Description of Approval Request Leader AA1 AA2 Date

Submitted

Date Recommended or Approved by

AOR

Date Approved by USAID AO

Notes

Outstanding Requests

Grants Manual x 30 Nov 2017 Based on AO guidance, revised version submitted on October 2, 2018

AMELP/Baseline Survey x x x 15 Mar 2018 Comments received, resubmission on October 15, 2018

Year Two Workplan x x x 2 Sep 2018

Request for restricted commodity pharmaceuticals x x Dec 3 2018

LMS Construction Plan - Year 2 x 4 Feb 2019

Approved Requests

One-month budget for Mercy Corps (AA2) x 3 Oct 2017 NA 24 Oct 2017

BOMA second-tier sub-award to BOMA Kenya x 31 Oct 2017 2 Nov 2017 confirms that final budget submitted for BOMA Kenya was approved as part of original award.

AMELP submission deadline extension x x x 5 Nov 2017 NA 9 Nov 2017

Approval to purchase 3 generators x 14 Nov 2017 NA 16 Nov 2017

Approval to purchase one server x 14 Nov 2017 NA 17 Nov 2017

Approval for purchase of vehicles x x x 14 Nov 2017 NA 20 Nov 2017 refer to use of blanket waiver

Mercy Corps full sub-award (AA2 and AA1) x x 15 Nov 2017 NA 30 Nov 2017

Request for Agreement Officer Approval to Procure Restricted Goods - Motorcycles

x x 19 Jan 2018 NA 22 Jan 2018

Standard restricted ag. commodities x x 21 Feb 2018 9 Apr 2018

Request for currency conversion instructions x x x 20 Feb 2018 NA

At this time, USAID is not giving out any guidance given that the current currency context in Kenya is relative stable. We therefore request that ACDI/VOCA follow its own standard procedures. Also, we would like to remind you to please continue to follow the procedures outlined in your Letter of Credit.

Garissa Generator NXP X 23 May 2018 24 May 2018

Year 2 work plan draft submission extension x x x 28 May 2018 29 May 2018 29 May 2018 extension to Aug. 30th

Branding and Marking Plan x x x 30 Nov 2017 18 Jun 2018 18 Jun 2018

AA1 COP (JF) x 29 May 2018 20 Jun 2018 21 Jun 2018

71

Year one Workplan x x x 30 Nov 2017 18 May 2018 NA

Construction plan x 30 Nov 2017 25 Jul 2018 25 Jul 2018

SIDAI Bridge Funding (sub-award) x 5 Jun 2018 6 Jul 2018

EMMP x x x 30 Nov 2017 received comments back, and resubmitted; approval received on 9/13

Geographic Coverage Request x x x 19 Sep 2018 27 Sep 2018

AA1 DCOP Approval x 19 Sep 2018 10 Oct 2018 3 Oct 2018

DBA vs WIBA guidance x 24 Jan 2019 March 3 2019 March 3 2019 Guidance received to purchase DBA

72

ANNEX 2: LMS GRANTS SUBMISSION TRACKER

Grant No. Grantee Name

AA Grant Grant Type

Grant Value

Grant Package (approval request, grant agreement, neg memo, and budget)

Construction Environmental Review Report Designs

Construction Contractor Package (approval request, contract, neg. memo, budget, approved designs

and ERR)

Notes

AA1/AA2 S/M/L/I US$ Date

Submitted to AOR

Date Passed on to the AO

AO Review

Completed

Date Appro

ved by AO

Yes/No Date

Submitted to AOR

Date Passed

on to the Environmental Manage

r

Date Approved

by Environ. Office

Date Submitted to AOR

Date Approve

d by AOR

Date Submitte

d to AOR

Date Passed on to the AO

Date Aprpoved by AO

AA1-001-MBT-L

Jirime Hotel & Resort - Poultry Enterprise

AA1 L 150,000 28/09/2018 Yes 28 Sep 2018

28 Sep 2018

17 Oct 2018

ERR resubmitted

Jan 19/2019 - resubmitted Jan 19/2019

after additional comments

AA1-002-MBT-L

Songoyo Enterprise Co. Ltd - Loiyongalani Caged Fish Farm

AA1 L 104,976 09/10/2018 17/10/2018 23/10/2018 20/03/2019

Yes 28 Sep 2018

28 Sep 2018

4/03/2019 17 Oct 2018

29/03/20

19

ERR comments

resubmitted Dec 10 -

resubmitted Jan 19/2019

after additional comments.

Grant modification

submitted March 29

AA1-003-ISL-L

BDD Value Chain Investment LDT (Yussuf Dogo Dairy and Feedlot)

AA1 L 150,000 24/10/2018 06/12/2018 11/12/2018 20/03/2019

Yes 5 Oct 2018

5 Oct 2018

4/03/2019 19 Oct 2018

28/02/2019

22/03/2019

ERR comments

resubmitted Dec 10.

Revised ERR submited

January 26, 2019

73

AA1-004-WJR-S AA1-005-WJR-S AA1-006-WJR-S AA1-007-WJR-S

Small Grants - Batch 1 - Wajir (4

small grants)

AA1 S 14,037 18/12/2018 04/01/2019 24/01/2018 20/03/2019

No 19 Jan 2019

N/A 4/03/2019 NA NA NA NA NA

Approval received for 2 out of 4 small grants (004 &

005)

AA1-008-WJR-L

Dokono Ventures Ltd

AA1 L 141,599 20/12/2018 23/01/2019 20/03/2019

Yes 19 Jan 2019

19 Jan 2019

4/03/2019 20 Dec 2018

22/03/20

19

AA1-009-WJR-L

El-Harar Investments

Ltd AA1 L 140,804 20/12/2018 04/01/2019 22/01/2018 Yes

19 Jan 2019

19 Jan 2019

20 Dec 2018

AA1-010-TRK-S AA1- 011-TRK-S AA1-012-TRK-S AA1-013-TRK-S

Smal Grants - Batch 2 - Turkana (4

Small Grants)

AA1 S 13,875 19/01/2019 No 19 Jan 2019

NA NA NA NA NA

AA1-014-MBT-S AA1-015-MBT-S AA1-016-MBT-S AA1-017-MBT-S AA1-018-MBT-S AA1-019-MBT-S

Small Grants - Batch 3 - Marsabit (6

small grants)

AA1 S 19,439 28/01/2019 No 28 Jan 2019

NA NA NA NA NA

AA1-020-MBT-L

Jey Jey Dairy Farm

AA1 L 150,000 02/01/2019 Yes 1 Feb 2019

1 Feb 2019

AA1-021-TRK-L

Marian Johns

AA1 L 55,782 Feb 4 2019 Yes 4 Feb 2019

4 Feb 2019

AA1-022-MBT-L

Moyale Animal Feeds

AA1 L 133,627 Feb 9 2029 Yes 9 Feb 2019

Feb 18 2019

74

AA1-023-ISL-S AA1-024-ISL-S AA1-025-ISL-S AA1-026-ISL-S AA1-027-ISL-S AA1-028-ISL-S

Small Grants - Batch 4 - Isiolo (6

small grants)

AA1 S 12,844 Feb 18 2019

No Feb 18 2019

NA NA NA NA NA

AA1-029-TRK-L

Victoria Foods

AA1 L 150,000 Feb 18 2019

Yes Feb 18 2019

Feb 18 2019

AA1-030-WJR-L

Malaba Hills Beekeepers

AA1 L 65,545 March 8

2019 Yes

March 8 2018

March 8

2019

AA1-031-GRS-L

Filayi Family Farms

AA1 L 63,478 March 29

2019 Yes

March 29 2019

March 29

2019

AA1-032-GRS-L

Kamuthe Young

Farmers AA1 L 149,580

April 1 2019

Yes April 1 2019

April 1 2019

75

ANNEX 3: REAP INDICATORS TRACKING FOR BENEFICIARIES

Category of Indicators tracking REAP Beneficiary

Food Security

1. No child going to bed without an evening meal in the past week

2. Household members eat two meals a day in the past week [1]

Sustainable Livelihoods

3. Value of business is 25 percent higher than total conditional cash transfer

4. Participant can access more than one source of income [2]

Shock Preparedness

5. Participant is a member of a savings group, has access to credit, and has a minimum of Ksh. 8,000.00 in savings

Human Capital Investment

6. All eligible primary-school aged girls are enrolled in primary school [3]

[1] Household members refer only to the participant and her children for this criterion. Other adult household members may not be permanent residents of the home, and so we cannot expect REAP to influence the number of meals that they consume. [2] Sources of income include any type of income that the household receives, either through the participant or through other household members, excluding HSNP and cash transfers. [3] Primary school-aged girls are defined as being between the ages of 6 and 14. If the participant does not have any eligible primary school-aged girls, she is excluded from this criterion.

76

ANNEX 4: REAP BUSINESS GROUPS SAVINGS DATA

79

ANNEX 5: LIST OF COOPERATIVES IDENTIFIED FOR LMS ACCESS

TO FINANCE AND MARKET LINKAGE SUPPORT

List of Cooperatives in North Horr sub county

Name of cooperative society CS NO Type Status Membership

1 Salimo multipurpose cooperative society limited 6423 Livestock marketing Active 150

2 Hurri hills livestock and hay making cooperative society limited 15414 Livestock marketing Active 120

3 Galasa Muslim Women Sacco 20086 Women Savings & Credit Active 62

4 Forole Women Sacco Women Savings & Credit Active 200

5 Maikona Nagayo Sacco 20085 Women Savings & Credit Active 55

6 Galasa catholic 19494 Women Savings & Credit Active 60

7 North Horr Mazingira Sacco 20087 Women Savings & Credit Active 72

8 Gabite fisheries 20835 Fish marketing new 83

9 Lokwaria fisheries 20833 Fish marketing new 102

List of Cooperatives in Saku sub-County

No Name of Society CS/NO Type Status M/Ship

1 BI High Sacco 2795 Savings & Credit Active 970

2 FHI Sacco 6353 Savings & Credit Active 116

3 Saku Rural Sacco 15726 Savings & Credit Active 3,500

4 Marsabit county Sacco 15922 Savings & Credit Active 44

80

5 ACK Chemi Chemi Savings & Credit Active 90

6 BI-High Investment 16678 Investment New 800

7 Saku Dairy CS 16679 Marketing Active 108

8 Muungano Soko Sacco 17238 Savings & credit New 150

9 Marsabit Boda Boda Sacco 17474 Youth Boda boda Savings & credit New 60

10 Percodeo Sacco Savings& credit New 25

11 Maismo Sacco 17582 Savings & Credit (Matatus) New 20

12 Karare women dairy 19495 Women Dairy Marketing Active 53

13 Marsabit county butchers Sacco 19659 Saving & credit Active 27

14 Mt Marsabit Camel Dairy 19985 Women camel Dairy Marketing Active 45

15 Turbi Camel dairy 19986 Women camel Dairy marketing Active 18

16 Hamme Harda Produce marketing new 150

17 Haldayan minerals 20834 Minerals marketing new 22

List of Cooperatives in Moyale sub county


1 Holale Sacco 8416 Savings & Credit Active 14

2 Big heart Sacco 16714 Savings & Credit Active 130

3 Barqa Sacco 16713 Savings & Credit Active 170

4 Moyale rural Sacco 17148 Rural Sacco Savings & Credit Active 100

6 Bahrein youth Sacco 17314 Youth Savings & Credit Active 10

7 Mosst Sacco 17622 Savings & Credit (Matatus) Active 24

8 Triple MI Sacco 17623 (Matatus) Savings credit Active 44

9 Kandere F marketing 17983 Produce marketing Active 16

10 Mado Adi fcs 19098 Produce marketing Active

81

11 Tulu pasture& Fodder fcs 19099 Hay marketing Active 50

12 Mosmi Matatu Sacco 19100 Savings & Credit Active 20

13 Moyale camel dairy fcs Camel Dairy Marketing Active

14 Moyale Peace Boda Boda Sacco 19109 Savings & Credit Active 200

15 Yankhi multi-purpose Co-soc ltd 19112 Cereals marketing Active 38

16 Moyale Groceries Traders coop, Groceries Marketing Active

17 Moyale Traders Sacco Savings & Credit Active

18 Oulma dairy Dairy marketing NEW

19 Oulma livestock New

20 Dabel gold &Gemstone mining Mineral marketing NEW

21 Hellu Sacco Saving & credit NEW

List of Cooperatives in Laisamis sub county


1 Loyangalani fisheries cooperative 2564 Fish marketing Active 192

2 Kamatonyi Rural Sacco 19451 Sacco Active 32

3 Lontolio Women Sacco 19453 Sacco Active 45

4 Kurungu FCS 19976 Produce marketing Active 120

5 Ndutuma Honey coop 19453 Honey marketing Active 26

6 Atonyoutu Fisheries Coop 19984 Fish Marketing Active 34

7 Winds of power Sacco 20778 Sacco new 33

82

ANNEX 6: SMALL GRANT APPLICATION PROFILES

Isiolo Small Grants:

Name Purpose of Award In-kind Award Amount (Ksh.)

Grantee Cost Share Amount (Ksh.)

Total Award

Ksh.

1 Umaimma Chicken World

Proposes to increase supply of local bird species, which is preferred by local consumers, compared to exotic birds. If approved, AA1 will procure cold storage equipment to aid hygienic preservation of the group’s chicken meat. AA1 will also procure a medium-scale hatchery to aid in production of two-week old chicks for other local producers.

195,356 20,098 215,453

2 Nelly Poultry Farm Proposes to expand production and supply of broilers in Burat ward. If approved, AA1 will procure hatchery for the group to improve access to two-week old chicks for other local farmers with interest in poultry production.

299,450 29,998 329,448

3 Nabulaa RAAP Poultry Farm

Proposes to increase supply of two-week old chick to farmers in Oldonyiro. Her goal is to train the community especially women, on poultry production and act as a driver of rural micro-economic growth. If approved, AA1 will procure hatchery for the group to aid in production.

314,824 31,478 346,301

4 Nameyan Poultry Farm

Proposes to stock chicken cuts at affordable prices, allowing those who cannot afford whole capon to buy. If approved, AA1 will procure cold storage fridge for preserving fresh chicken meat. Additionally, linkage will be done to Kulamawe Poultry farm, a chicken processing factory to slaughter and process the group’s chicken.

148,981 15,794 164,775

5 Katamnae kilimo Biashara Poultry Farm

Proposes to expand production and supply of indigenous chicken to the community and businesses within Isiolo county. If approved, AA1 will procure chicken crates and chicken display cages for the group. Display cages allow customers to see and select birds with ease thus increasing sales.

72,808 7,869 80,678

83

Marsabit Small Grants:

6 Eregz Poultry Farm Proposes to expand production and supply of broilers in Burat ward. The group seeks a solar freezer which will aid in preservation of fresh chicken meat.

242,778 25,211 267,989

Total Ksh. 1,274,197 Ksh. 130,448 Ksh. 1,404,644

Name Purpose of Award Inkind Award Amount

Ksh.

Grantee Cost Share Amount

Ksh.

Total Award

Ksh.

1 Amina Ibrahim Mohamed

To expand production and marketing of fodder in Dabel Moyale sub county; this will be through partial mechanization equipment that will reduce production costs and improve operation efficiency. By increasing production and improving harvesting efficiency, Amina will contribute to increased throughput of fodder in Marsabit. She will also evolve into an anchor fodder farmer, encouraging other women to pick up similar or related enterprises.

303,816 30,000 333,816

2 Tullu Pasture/ Fodder Producers and Livestock Marketing Co-op Society Ltd

Proposes to expand production and marketing of fodder in Sololo Moyale sub county; through partial mechanization equipment that will lead to expansion of acreage under fodder production. This cooperative is expected to make similar contributions into the livestock market systems as Amina Ibrahim above, in Marsabit county.

345,922 35,000 380,922

3 Mt- Marsabit Dairy Women Group

To support improved milk quality and increased volumes for aggregation and marketing in Karare sub county. The group requires electric freezer, milk testing equipment and hygienic milk aluminum cans for use during transportation.

348,284 36,948 385,232

4 Songa Women Group

To support improved milk quality and increased volumes for aggregation and marketing in Songa, Saku sub county. The group also requires electric freezer, milk testing equipment and hygienic milk aluminum cans for use during transportation. The group has been incurring up to 40 percent normal loss on raw milk from inefficient storage. With potential to grow membership, milk production and milk by-products supply into the market, Songa Women Group provides a platform for women to increase their incomes.

349,676 36,948 386,624

84

Turkana Small Grants:

5 Salad Abdullahi Dida

To expand production and marketing of fodder in Dabel, Moyale sub county; this will be through provision of partial mechanization equipment that will lead to expansion of acreage under fodder production. This will make similar impact in Marsabit as Tulu Pasture Coop and Amina Mohamed above.

303,816 30,000 333,816

6 Fatuma Guyo (Kinisa Moringa Project)

To support production of Moringa Oleifera tree as a source of animal feed. Moringa leaves provides a good source of digestible protein and energy supplement for livestock. The applicant intends to plant Moringa tree which matures in six months, harvest Moringa leaves, dry and grind the leaves into powder in Kinisa, Moyale sub county. This project has the potential to influence how pastoralists enrich nutrient intake of their animals, by gradually introducing moringa into feeds.

346,800 34,835 381,635

Total Ksh. 1,998,314.00

Ksh. 203,731.00

Ksh.2,202,045.00

Name Purpose of Award In-kind Award Amount Ksh.

Grantee Cost Share Amount

Ksh.

Total Award

Ksh.

1 Etic women group Proposes to expand supply of fortified cereals flour enriched with micronutrients such as vitamins and minerals in Turkana. The group requires a specific milling equipment for fortification. This business will contribute to expanding local cereals market for small scale producers. This should gradually contribute to increasing household incomes.

290,216 34,800 325,016

2 Aredena Honey Proposes to expand production & processing of honey in Loima sub county. The group seeks modern honey processing equipment. Improving honey handling and throughput will allow Aredena Honey to buy more raw honey from other local producers. Improved harvesting equipment will also help build quality and customer satisfaction, incentivizing increased production of honey.

345,611 34,429 380,040

85

3 Mchanganyo Mills Proposes to support provision of quality mixed mineral formulated feed for livestock in Turkwel ward and beyond, hence the groups will require cutting, mixing and silage making equipment. This business will contribute to building resilience around livestock feed for pastoralists by availing increased and improved quantities of good quality animal feed for small stock.

319,349 45,000 364,349

4 Owjay Consulting Ltd

Seeks to increase milk production in dairy animals through provision of nutritious animal feeds comprised of prosopis pods and grass in Turkwel ward, hence the business seeks a feed milling equipment. Additionally, by outsourcing prosopis pods from local farmers, this business will expand local market and contribute to increasing incomes from an alternative livelihood.

283,283 34,800 318,083

Total Ksh. 1,238,459

Ksh.

149,029

Ksh. 1,387,488

86

ANNEX 7: SUMMARY OF LIVESTOCK PRODUCTIVITY AND

ANIMAL HEALTH SERVICES BY SIDAI AFRICA IN Y2 Q2

S/N Indicator Description Y2Q2 results Narrative Remarks

1. Value of sales of products and vaccines in six months $91,653

This is sales of all products sold through the five company run stores in

the quarter (Jan-March 2019).

2. MoUs with the County Governments 3 MoUs with Wajir, Isiolo and Marsabit County government for collaboration in livestock service delivery.

3. Number of livestock vaccinated 9,154 Vaccinated against CCPP and enterotoxaemia, S&G for camels, sheep, goats and cattle

4. Number of lead herders recruited during the project 20 Lead herders play a role model for other pastoral farmers especially in embracing animal vaccination and livestock management practices

5. Number of franchisees and agrovet owners trained in practical and business skills 14 Stockist and Franchisee in Wajir, Turkana and Garissa counties

6. Value of poultry inputs sold during the project period $51,917 Inputs sold to poultry farmers

7.

Estimated number of pastoralists receiving messages on livestock health management on local radio stations (50 percent of the population in the target area) 687,784

Radio messages on livestock management in Marsabit, Isiolo, Garissa and Wajir counties

8. Number of interns/students on attachment who gained practical skills through Sidai network 6 Continued internship from 2018

9.

Estimated number of pastoralists/farmers accessing inputs and

services from Sidai Hubs & franchisees 781

About 781 recorded via receipts at franchisee hubs level but 1580 pastoralist at stockiest level. These are Producer small holder and non-smallholder accessing animal products

10. Value of sales to the franchisees and other agrovets $21,709 Value of sales at Franchisee and Stockist

11. Number of herders practicing routine livestock vaccinations 36 Pastoralist in Northern Kenya

12. Number of franchisees/agrovet owners who have received technical/credit support from Sidai 41 In Northern Kenya

13. Number of poultry farmers and percentage of women poultry farmers who have benefited from inputs and services 18 Poultry farmers

14. Number of poultry farmers trained 82 Poultry farmers in Garissa and Turkana

15. Number of jobs created through Sidai network 0 None

87

ANNEX 8: STATUS OF ENVIRONMENTAL ASSESSMENT AND

COMPLIANCE OF LARGE GRANTS IN ALL THE COUNTIES

County Proposed Project Location and Coordinates ERRs Status EIAs, Status

1. Garissa 1. Filayi Bee-keeping and honey processing

- 0.24158,39.47913 Drafted and submitted for review and approval

Planned for April 2019

2. Ridwan Hajji Sadik & Abdisalam Poultry production

- 0.397452, 39.689895 Work in progress Planned

3. Sanjab feed lot and fodder production

0.070902, 40.063835 Work in process Planned

4. Frontier Camel zero graze unit.

- 0.359348,39.626177 (Frontier Camel production farm)

Drafted and submitted for review and approval

Completed and submitted to Garissa NEMA Office

5. Young farmers fodder production under irrigation and conservation

- 0.758765,39.823877(Young Farmers Fodder Production Farm)

- 0.753958,39.83509 (proposed site for Young farmers hay barn)

Drafted and submitted for review and approval

Completed and submitted to Garissa NEMA Office

2. Marsabit 6. Loyongalani fish cage farming at lake Turkana for songoyo

2.776545,36.704607 Completed submitted and approved

Done and submitted to Marsabit NEMA office for review and issuance of EIA license by end of April 19

7. Jeyjey dairy farm 2.243462,38.027252 Completed and submitted for review and approval

Planned to be done in April 19

8. Jirime poultry production (layers and broilers)

2.361813,38.00503 Completed and submitted= disapproved

9. Moyale Animal Feed Ltd 3.522017,39.066927 Completed and submitted for review and approval

Planned to be conducted

88

3. Isiolo 10. Fish farming (aquaculture) by Ecotex venture Ltd

0.34570556, 37.56331389

Work in progress by end of April 2019

Planned

11. Dairy and feedlot production for the Yussuf

0.394628, 37.58583 Completed and approved

Done and submitted to NEMA for review and issuance of EIA license by end of April 2019

4. Wajir 12. Al-Maaruf- Fodder production, conservation (hay barn) and Animal feed meals

1.743621,40.028081- Wajir east sub-county

Work in progress by end of April 2019

Planned

13. SGT-Fodder production and conservation (Hay Barn)

0.861491,39.559174 Habaswein Work in progress. New land identified

Planned

14. Sheikh A.A., Dokono Fodder production and conservation (Hay Barn)

3.353033,39.424558 Wajir North Bute Completed and approved


15. El- harar- Fodder production under irrigation and conservation (Hay barn)

1,755831,40.112502 wajir east sub-county

Completed and approved


16. Ahmed. H., Bee keeping and honey processing

3.365321,39.397875in Bute

Work in progress Planned

17. Nomads nourishing Milk processing and marketing

Planned for identification and assessment – Wajir east sub-county

Initial environmental examination (IEE) planned

Done privately by the proponent. EIA License already issued

5. Turkana 18. Nasiger Butchery park 3°21'29.42"N, 35°26'35.28"E- Nasigery Work in progress Planned

19. Marian Johns Company Ltd- Aquaponic poultry farming

Nawoitorong village, Kataboi

center, Lake zone Ward, Turkana East (Lokitaung) sub-county in

Turkana County. Coordinates: (-

 30 44’29” N, 350 49’38” E)

Completed and submitted for review and approval

Completed and submitted to Turkana NEMA Office for review and issuance of EIA license

20. Victoria Foods- Turkana ice production and animal feed processing plant

Loropio village, Kalinapus ward

in Kataboi, Turkana central Sub-county Turkana County, Latitude (LAT):


Completed and submitted Turkana NEMA Office for review and issuance of EIA license

89

3.65595 N 3°39'21.41136" Longitude

(LONG): 35.82511 E 35°49'30.4032

ANNEX 9: STATUS OF ENVIRONMENTAL ASSESSMENT OF SMALL

GRANTS IN ALL THE COUNTIES

County Proposed project Location and Coordinates ERRs STATUS

1. Garissa No project for assessment

2. Marsabit Procurement of milk supply and value addition equipment for Songa and Mt. Marsabit dairy women group

Karare Ward, Saku Sub County

• Songa women group 2014’32.31’’N,38000’14.21’’E (2.24230833,38.00394722) at 1,000m

Elevation. 

• Mt. Marsabit Women group 2012’54.18’’N, 37053’17.97’’E, (2.21505000,37.8883250) 1088m elevation


Purchase of Fodder Production and Hay Baling Tools

and Equipment  

Salad Abdullahi Dida’s Hay Fam, Amina

Ibrahim Mohamed and Tulu Pasture/Fodder Producers and Livestock

Marketing Cooperative Society Ltd  

• Dabel village, Golbo ward, Moyale sub-

county,  (for Salad and Amina-3026’20’’N, 39011’44’’E).

• Garbi village, Sololo ward, Moyale sub

county  (Tullu) 3032’51’’N, 38039’00.31’’E  


Moringa Farm Kinisa Project on Production of Moringa as Animal Feed Supplements

• Kinisa Village, Hellu Ward, Moyale Sub-

County,  3028’38’’N, 39007’15’’E   


3. Isiolo Poultry (Broilers) Production and Marketing for Eregz Priscilla Rukoo

• Kambi ya Turkana — LMD. 0.34777778, 37.56194444.


Nameyan Poultry Farms- David EKal Nameyan • Game villages, Burat ward, Burat sub-county. 0.38194444,37.58833333.


Improved Local (Kienyeji) Chicken Production and marketing for Kitamnae, Kilimo Biashara Poultry Farm Sabina Adong’a

• Kakili village, Burat ward, Burat sub-county -0.320725,37.550103.


90

Procurement of Poultry Hatchery and Broiler Production equipment for Nelly Poultry Farm Kuresha Bille

• Kambi Sheikh Village, Kambi Ya Juu Market Ward, Burat Sub-county. 0.382268,37.588569.


4. Wajir Gurai Koche sellers — Muktar 3.36528167,39.42214833.

Altitude 714.9m A.S.L Bute

Completed, submitted and approved

Nathaf butchery. Procurement of equipment for butchery- Habiba-

3.36121167,39.41737167.

660.7 m. A.S.L Bute

Completed, submitted and approved

Maziwa women group — procurement of solar powered milk cooling and bulking equipment- Mohamed Ali

2.79095000,39.50178833,

515.4m - Buna


Manza milk traders —procurement of milk equipment- Ibrahim Hassan-

2.53237667,40.22360500.

Altitude 581.3 m ASL in Tarbaj – Manza


5. Turkana Procurement of Fodder Crushing and Milling Machine for Owjay Consulting Limited

Turkwel ward and Loima sub-county, -2.95421667,35.4071333


Procurement of Animal feed supplement processing equipment for Mchanganyo Mills

Napetet 2 village, Turkwel ward Loima sub-county, 2.91666667,35.39750000


Procurement of dehulling machine for milling and fortification of cereals (maize, sorghum, millet, wheat)

Nadapal village, Turkwel ward and Loima sub-county 3.07902833,35.50860167


Proposed Honey processing equipment for Aredena honey

Napetet 2 village, Turkwel ward and Loima sub-county, 2.9191000, 35,40169833,


91

ANNEX 10: INDICATOR PERFORMANCE TRACKING

TABLE Indicator Number

Indicator Title FY2019_Target FY2019_Q1_Results FY2019_Q2_Results

AA1 AA2 Total AA1 AA2 Total AA1 AA2 Total

1 EG.3.2 Number of individuals participating in USG food security programs [IM-level]

26,143 16,051 42,194 2,109 - 2,109 1293 651 1,944

2 ES.5-1 Number of USG social assistance beneficiaries participating in productive safety nets [IM-level]

4,641 13,272 17,913 3,843 2,394 6,237 3,843 2,684 6,527

5 EG.4.2-7: Number of individuals participating in group-based savings, micro-finance or lending programs with USG assistance

2,346 6,216 8,562 390 148 538 390 230 620

8 LMS Custom 1: Number of individuals who have received USG-supported short-term productivity, food security training or nutrition-related training

9,660 10,025 19,685 2,585 1036 3,621 187 736 923

14 LMS Custom 3: Number of organizations and groups receiving USG-funded technical assistance to improve performance

1,920 515 2,435 894 69 963 45 41 86

92

ANNEX 11: LMS KEY MESSAGE FLYER USED

BY LMS TO MARK THE 2019

INTERNATIONAL WOMEN’S DAY

#BalanceforBetter

The Kenya Livestock Market Systems Activity (LMS), which improves the status of women, and promotes

gender equity and empowerment in Northern Kenya, joins the rest of the world to mark the 2019

International Women’s Day.

LMS supports 5,460 women facing gender inequality that limits them from fully participating in economic

activities in engaging in small businesses as a way of increasing households’ income. In addition, LMS also

provides pregnant and lactating women, and children during the first 1,000 days of life who face

malnutrition with improved and sustained health, nutrition and hygiene practices.

The Kenya Livestock Market Systems Activity is a USAID - funded program that is part of the Feed the

Future initiative for addressing global hunger, food security, and agricultural livelihoods. It is implemented

by ACDI/VOCA in consortium with Mercy Corps, The BOMA Project, and Smart Regional Consultants.

93

Regional Consultants.ANNEX 9. MAP - FEED THE FUTURE KENYA

LIVESTOCK MARKET SYSTEMS Figure 15: Map of Kenya

www.feedthefuture.gov www.feedthefuture.gov

kenya livestock market systems activity

Documents