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REPUBLIC OF KENYA

MINISTRY OF AGRICULTURE LIVESTOCK AND FISHERIES

AGRICULTURAL SECTOR DEVELOPMENT SUPPORT PROGRAMME

(ASDSP)

ASDSP ANNUAL WORKPLAN & BUDGET

JULY 2014-JUNE 2015

Nairobi June 2014

Contents

1. INTRODUCTION ................................................................................................................................ 6

2 BACKGROUND INFORMATION ON ASDSP ................................................................................ 8

3: WORK PLANNING AND BUDGETING PROCESS 2014/15 ...................................................... 12

3.1: Overall approach to work planning and budgeting ........................................................................ 12

3.2: Operational budget ......................................................................................................................... 12

3.3: Intervention budgets ...................................................................................................................... 13

4. 2014/15 INTERVENTION FOCUS ................................................................................................... 16

4.1: Overall direction ............................................................................................................................ 16

4.2 Proposed output targets for the F Y 2014/15 ................................................................................. 17

4.3: Component 1: Sector coordination ................................................................................................ 27

Subcomponent 1.1: Sector wide coordination and joint programming ............................................. 27

Subcomponent 1.2: Sector institutions and capacities strengthened ........................................ 32

Sub component 1.3: Linkages between Sector Stakeholders’ Improved .................................. 34

Subcomponent 1.4: Sector-wide M&E and information management systems developed

and supported .................................................................................................................................. 38

Sub-component 1.5 - Sector policies, strategies and regulations ............................................... 41

4.4: Component two: Strengthening Environmental Resilience and Social Inclusion for Value

Chain Development. .............................................................................................................. 42

Sub-component 2.1: Environmental resilience strengthened for value chain actors,

including vulnerable groups .......................................................................................................... 42

Sub-component 2.2. Basic Socio-Economic and Organizational Conditions That Enable

Vulnerable Groups to Engage In VC Developed ......................................................................... 45

4.5: Component 3: Value chain Development component........................................................... 47

Sub component 3.1; Inclusive value chain organizations developed ................................................. 48

Sub-component 3.2: Public and private investment in VC development increased .............. 50

Sub component 3.3 equitable access to market increased .......................................................... 52

Subcomponent: 3.4 Access to affordable financial and insurance services for value chain

actors improved ................................................................................................................................ 54

Subcomponent: 3.5 Innovative and inclusive Value Chains and Value Chain technologies

up scaled and out scaled ................................................................................................................. 55

5.0 ASDSP COORDINATION AND MANAGEMENT ................................................................... 58

6. ASDSP INPUTS AND BUDGET ...................................................................................................... 63

6.1 2014 /15 budget ............................................................................................................................. 63

Budget source ................................................................................................................................... 63

Budget Distribution ......................................................................................................................... 63

6.2 Procurement of goods and services ................................................................................................. 73

7. FINANCIAL ARRANGEMENTS .................................................................................................... 78

7.1 Institutional Arrangements ................................................................................................. 78

7.2 Funds Disbursement procedures ............................................................................................... 78

7.3 Financial audit arrangement ...................................................................................................... 79

7.4 Financial Reporting and Monitoring .................................................................................. 79

7.5 Integrity and financial discipline ............................................................................................... 80

7.6. Budget revision ........................................................................................................................... 81

8.ANNEXES ............................................................................................................................................ 82

ANNEX 1 TA Plan 2014/15 Financial Year ..................................................................................... 82

ACRONYMS

ARD Agriculture and Rural Development

ASCU Agricultural Sector Coordination Unit

ASDS Agricultural Sector Development strategy

ASDSP Agricultural Sector Development Support Programme

CAADP Comprehensive African Agricultural Programme

CC Climate Change

CCU County Coordination Unit

CEC County Executive Committee

CIG Common Interest Group

CoC Code of conduct

CPF Common Programme Framework

CSC County Steering Committee

DPs Developmegnt Partners

FY Financial Year

GoK Government of Kenya

GoS Government of Sweden

GSI Gender and Socio Inclusion

ICC, Inter-ministerial Coordination Committee-

KIT Knowledge, Information and Technology

MoALF Ministry of Agriculture Livestock and Fisheries

MoU Memorandum of Understanding

MTIP Medium-term Investment Plan

NPS National Programme Secretariat

NRM Natural Resource Management

PPPs Public Private Partnerships

PSC Programmer Steering Committee

SCA Sector coordination Advisor

TA Technical assistance

TC Technical Committee

TDD Trans -Displinary Dialogue

TWG Thematic Working Group

VC Value Chain

VCAs Value Chain Actors

VCCGs Value Chain Core Group

VCF Value Chain Forum

VCG Value chain Group

VCP Value chain Platform

1. INTRODUCTION

This workplan presents the national and county level planned activities and budget of

the Agricultural Sector Development Support Programme (ASDSP) for the period July

2014 to June 2015. It is the 3rd workplan of the programme since inception in in 2012.

The FY 2014/15 workplan has been designed to support the ASDSP theme for the year

“Strong Stakeholder Organizations and Partnerships for Inclusive Value Chain (VC)

Development and Sector Coordination

ASDSP is a sectoral designed programme implemented by the Government of Kenya

(GoK) in collaboration with interested development partners. The overall aim of the

programme is to support the implementation of the Agricultural Sector Development

Strategy 2010–2020 (ASDS). The purpose of the programmme is to increase equitable

income, employment and improved food security of male and female target groups as a

result of improved production and productivity in the rural smallholder farm and off-

farm sectors. The ASDSP supports programme coordination within its primary outcome

areas (environmentally resilient and socially inclusive value chain development and

associated sector coordination) at national and county levels.

Currently, ASDSP is being financed jointly by the Government of Kenya (GOK) and

government of Sweden .It is a national programme but implementation is devolved to

the counties in accordance with the articles of the constitution on devolution. The role

of the national office is to support and facilitate the counties implement their priorities.

In addition to the introduction chapter, this workplan is organized into 6 chapters.

Chapter two provides the ASDSP background information including the goal purpose,

core intervention areas, implementation strategies and approaches.

Chapter three outlines work planning and budgeting process. Specifically the chapter

presents the overall approach to work planning and budgeting including the directions

for determination of indicative budgets and the establishment of intervention proposals

and budgets.

The intervention focus for the year is presented in chapter four. The chapter outlines the

annual outputs targets and planned activities aimed at reaching the targets.

Chapter five defines the roles and responsibilities of respective players in ASDSP

coordination and management at both national and county levels while:

Chapter six outlines the ASDSP inputs and budget required for the implementation of

this plan. The distribution of the Kenya Shillings (KES) one billion budget from the

GOK and Government of Sweden (GOS) and the annual procurement plan of goods

and services is presented in this chapter.

Chapter seven presents the financial arrangement in terms of Institutional, Funds

Disbursement procedures, audit, reporting and monitoring and Integrity and financial

discipline and budget revision procedures

2 BACKGROUND INFORMATION ON ASDSP

ASDSP is aligned with the Government’s commitments to the agricultural sector

through the Agricultural Sector Development Strategy (ASDS) and the Kenya

Comprehensive African Agricultural Programme (CAADP) Compact. The programme

will, through its activities, contribute to the realization of Kenya’s wider development

goals as expressed in the Millennium Development Goals/Sustainable Development

Goals (MDGs/SDGs), Vision 2030, and the Constitution of Kenya, 2010.

The goal of ASDSP is: to support the transformation of Kenya’s agricultural sector into an

innovative, commercially oriented, competitive and modern industry that will contribute to

poverty reduction and improved food security in rural and urban Kenya, and the purpose; to

increase equitable income, employment and improved food security of male and female target

groups as a result of improved production and productivity in the rural smallholder farm and

off-farm sectors.

The programme has 3 core intervention areas:

1. Development of a transparent system for improved agricultural sector

coordination and harmonization and an enabling policy and institutional

environment for the realization of the ASDS

2. Strengthening of the environmental resilience and social inclusion of Value

Chains(VC)

3. Promotion of viable and equitable commercialization of the agricultural sector

through Value Chain Development(VCD)

ASDSP is implemented in all 47 counties as well as at national level. The programme

has no particular geographical focus in the counties, but focus on selected value-chains

and related groups and organizations.

The programme budget comprises part of the ASDS Medium-term Investment Plan

(MTIP) standing at KES 247 billion, of which the GOS contribution is about at KES 5.087

billion. This is divided into KES 3.587 billion towards the implementation of the

programme and KES 1.500 billion as agricultural credit guarantee implemented and

managed by four financial service providers, Kenya Commercial Bank, Kenya Women

Finance Trust, Small Microenterprise Programme and Micro Africa Finance. GoK will

directly contribute KES 1 billion towards the implementation of the programme. Funds

will be channeled through the government financial system and be accounted for as

part of the Kenyan development budget.

The following programmatic principles and intervention strategies inform the

governance, management and implementation of the ASDSP:

Government execution- the Government of Kenya is responsible for the execution

of the ASDSP while the Government of Sweden and other interested

Development Partners (DPs) provide co-funding;

Aligned and harmonized Programme governance, management and funding-the

ASDSP is fully integrated into the ASDS coordination mechanism, aligned with

the new constitutional dispensation and applies GoK procedures;

Transparency and accountability-ASDSP provides clear, equitable and

information about its interventions and finances, by engaging stakeholders and

partners at all levels in decision-making and implementation;

Sector-wide and partnership-based-the ASDSP conforms to the sector-wide

approach adopted by the GoK and its development partners for the agricultural

sector. The programme also serves as a framework for co-financing by multiple

development partners and other sector agents, including by the private sector;

Demand-driven and stakeholder-led VC needs identification and gap-filling: A

primary role and responsibility of the ASDSP is to convene and network primary

value chain stakeholders and facilitate them define key VC gaps and priorities,

and;

Rights-based approach to gender, equity, diversity and socio-economic

inclusion-ASDSP promotes gender, economic and Socio-economic equality and

rights in all aspects of its work.

The private and commercial sectors are involved and engaged through the following

mechanisms, among others:

Value chain organizations at different levels

Capacity development support to private and commercial sectors

Public–private partnerships to invest in improving value chains.

Private provision of extension service, support and inputs

The existing institutions within the ASDS coordination mechanism, including the Inter-

ministerial Coordination Committee- ICC, the Technical Committee-TC, and the

Thematic Working Groups-TWSs perform critical governance, steering and advisory

functions in relation to the Programme.

ASDSP coordination and management structures consist of the following bodies:

1. Programmer Steering Committee (PSC) at the national level

2. The National Programme Secretariat (NPS)

3. County Steering Committees (CSC) in each county

4. County Coordination Units (CCU) in each of the 47 counties

ASDSP Implementation approach

The work planning and budgeting considered the following aspects of the programme:

1. The Programme will not have a particular geographical focus in the counties, but

will focus on the selected value-chains and related groups and organizations.

2. The planning process will identify opportunities and actors for three programme

components

3. Identification of action priorities will take into account needs and circumstances

of men, women and the youth and vulnerable groups.

4. The core operational approach of the Programme is to facilitate collaboration and

coordination with key stakeholders engaged in VC development to identify gaps

in institutional mechanisms and service delivery, and to agree on how the

involved stakeholders may collectively address identified bottlenecks through

coordinated action.

5. The Programme consequently applies a demand-driven and stakeholder-led

approach to definition, implementation and monitoring of interventions.

6. ASDSP relies on the establishment of operational partnerships with national and

decentralized agencies, sector programmes and other sector stakeholders for the

provision of support towards interventions identified by stakeholders.

7. The ASDSP consequently will only engage in “direct implementation” if the

concerned VC stakeholders and/or other VC support actors are not available or

in a position to address identified bottlenecks. As a matter of principle technical

and financial support provided directly from ASDSP will therefore be

complementary. Any direct ASDSP support should also be defined and

delivered collaboratively.

8. The coordinating and supporting role of the CCUs will include support to

ensuring that support from state agencies sought by the VCP/VCGs are included

in county level GoK planning/reflected in GoK regulations, as needed.

9. The demand-driven and stakeholder-led approach to definition and

implementation of VC support interventions implies that ASDSP annual work

planning and budgeting need to be flexible, so as to ensure that the approach to

work planning and budgeting does not pre-empt partnership-based

implementation related decision-making during the year.

10. The Programme will apply GoK cost norms for its operations as part of Code of

Conduct implementation unless otherwise explicitly agreed by competent

authorities

3: WORK PLANNING AND BUDGETING PROCESS 2014/15

The National Programme Secretariat (NPS) is responsible for coordinating the workplan

and budget for the programme. Development of the plans and budget is guided by an

inclusive and needs-based approach, based on bottom–up and partnership-based

planning coordinated by the NPS but undertaken by the CCUs in consultation with the

stakeholders. Guidelines on the overall approach to work planning and budgeting was

developed to assist the counties prepare stakeholder based activity budget plans.

At the county level the CCUs facilitated stakeholder consultative meetings to develop

the county work plan and budget. The NPS held three regional forums to review the

work plan ad budget presented by the CCUs on behalf of the county stakeholders.

3.1: Overall approach to work planning and budgeting

Given that stakeholder’s intervention preferences and potential partnership

arrangements are not always known at the point of initiating the 2014/15 budgeting

process, it was not possible to determine detailed intervention budgets upfront for the

year 2014/15. The detailed definition of interventions will then be done at the

intervention/project planning stage in consultation with VC stakeholders and

implementing partners, with quality control being provided by the CCUs and NPS.

Activities that do not lend themselves towards stakeholder-led and partnership-based

implementation, such as internal management-related activities (operations) was

planned and budgeted for in more detail.

3.2: Operational budget

The operational budgets were established on a bottom-up and as-needed basis at the

county as well as national level (i.e. not based on pre-established allocations. The

allocation of operating budgets to individual counties was based on detailed budgeting

of operations by each county and NPS in consultation with stakeholders.

Under the operational budget, the coordination and harmonization activities mostly in

component one ‘’Development of a transparent system for improved agricultural sector

coordination and harmonization and an enabling policy and institutional environment

for the realization of the ASDSP ‘’

Within the operational, each county will be provided with a lump-sum budget to

conduct:

1. Development of partnerships as in the partnership guidelines.

2. Development of intervention concepts –for details refers to the proposal

development guidelines.

The CCU will be responsible for detailed work planning and budgeting for this

allocation.

3.3: Intervention budgets

The planning and budgeting for county level interventions will be done in a two-tier

process, In the first tier each county in consultation with VC stakeholder organizations

and potential partners prepare a brief indicative annual intervention plan and budget.

This will list prioritized interventions and indicative lump-sum budgets for each of

these priorities. This indicative intervention plan and budget is subject to assessment

and approval by the NPS.

In tier two the detailed definition of interventions will be done subsequently at the

implementation planning stage in consultation with programme stakeholders and

partners. This will be done through the preparation of detailed intervention proposals

and budgets. These proposals (or “projects”) will be subject to assessment and approval

by the NPS. This two-tier approach will facilitate genuine pursuit of the Programme’s

demand-driven, stakeholder-led and partnership-based intervention approach as it will

ensure that detailed intervention planning will only take place after programme

stakeholders have defined priorities and preferred interventions, and after suitable

operational partners have been identified. This approach will also enable differentiation

of programme interventions in each county and consequently help each CCU to define

interventions that reflect the particular needs and profile of their county.

The process of preparing concepts and detailed proposals are contained in the

‘ASDSP proposal development guidelines, 2013’

Directions for determination of annual indicative county intervention plan and budget:

The counties will prepare a brief indicative annual county intervention plan and budget

at the onset of the annual work planning and budgeting cycle. For the 2014/15 financial

year this plan will be submitted to the CSC for approval and submission to the national

level (NPS) by the end of March 2014. The annual plan will be prepared in close

consultation with county level stakeholders and potential partners identified at this

initial point in the planning cycle.

The annual indicative plan will list prioritized intervention concepts and indicative

lump-sum budgets for each of these. In order to provide an incentive for careful

prioritization of interventions, each county will only be allowed to include a maximum

of 10 concepts in the plan.

The indicative annual plan will provide very brief description of the overall nature of

the proposed intervention concepts and include an overall estimate budget for the

proposed intervention. The description of each concept should be limited to a

maximum of 10 lines while the concept budget estimates should be limited to a

maximum of 3-5 overall budget items using standard cost norms and lump sum

allocations to the extent possible. The preparation of the indicative budget estimates

will be facilitated by standard activity cost norms to be provided by the NPS.

The indicative annual county intervention plan and budget is subject to endorsement by

the NPS and inclusion in the consolidated national ASDSP budget for approval by the

PSC before the end of April 2014. The indicative plan for national level interventions

will be prepared by the NPS and included in the consolidated plan for PSC approval.

The allocation provided to ASCU under component one will be included in the national

indicative plan.

Any variation between the original annual indicative plan and the detailed project

proposals / budgets will be adjusted in the quarterly budget updates and disbursement

estimates. The quarterly budget updates and disbursement estimates will also reflect

the cancellation of planned projects and/or adoption of unforeseen projects.

Directions for establishment of detailed county intervention proposals and budgets:

Detailed project proposals and budgets will be prepared in close consultation with

relevant stakeholders and partners, and referring to the initial planning contained in the

indicative annual plan. This means that detailed intervention planning will only take

place after the stakeholder-led determination of action priorities, after the identification

of implementing partners and after initial agreement between the ASDSP and these

partners on the division of work and financial contributions pertaining to individual

projects has been made.

The Proposal Guidelines provides detailed direction for the preparation and approval

of intervention concepts and detailed proposals and budgets.

The county intervention budget of KES 333 million for proposals (or “projects”) will be

retained at the NPS account. The counties will only access the funds upon submission of

eligible proposals developed as indicated above.

4. 2014/15 INTERVENTION FOCUS

ASDSP will be implemented in all 47 counties as well as at national level. The

programme will not have a particular geographical focus in the counties, but focus on

selected value-chains and related groups and organizations. The actual level and type of

activities on the ground may differ from one county to another depending on identified

needs from the grassroots and the presence of VCD programmes and other support

actors.

4.1: Overall direction

The previous year 2013/14 centred on rolling out sector-wide approaches and

establishing partnerships following the laying of programmme foundation in year

one.

The focus for FY2014/15 will be: Strong stakeholder organizations and

partnerships for inclusive environmental sustainable VC development and sector

coordination. This will entail support to further strengthen the operations of VC

stakeholder organizations and the application of partnerships as a means to making

value chains more inclusive and effective. The Programme will also continue to

support the County Government in their efforts to strengthen sector coordination

mechanisms within their respective counties and to establish strong coordination

linkages between the counties and national sector coordination mechanisms. Table

one summarizes the expected targets for the year by outputs. The targets will be

reviewed upon completion of baseline survey reports by the end of 2013/14.

4.2 Proposed output targets for the F Y 2014/15

SUB –COMPONENT OUTPUT Indicators Targets Budget KES (M )

Component 1: Sector coordination

1.1: Sector-wide

coordination

and joint

programming

improved

2013/14 2014/15

1.1.1 ASDS coordination

institutions strengthened

1.1.1.1: % completion of review and

strengthening of operational

mandates and procedures for

coordinating structures/institutions

100% - 65

1.1.2 soliciting funding for

operation of ASDS coordination

mechanism supported

1.1.2.1: Amount of funding

allocated to ASDS coordination

from GoK and DP sources

KES

800 M

KES

1 B

1.1.3 joint sector programming

and financing mechanisms

established

1.1.3.1: % completion of

development of Joint sector

programming and financing

mechanism

100 -

1.1.3.2: No. of DPs funding ASDSP 2 4

1.1.4 DP adherence with Code of

Conduct strengthened

1.1.4.1: No. of programmes

adhering to CoC

10 15

1.1.5: ASDSP coordinating

structures established and

operationalized


establishment of ASDSP steering,

coordination and management

100% -


structures that are functioning in

accordance with sector-wide

approach ( CSC, CCU)


development of Operational

procedures and guidelines

reflecting ASDSP’s sector-wide

approach

100% -


establishment of Technical and

operational capacity

100 -

Sub-Component

1.2:.Sector

institutions

and capacities

at all levels

strengthened

1.2.1 Capacity of ASDSP

coordinating structures

strengthened (individual

/Organizational/ Contextual)

1.2.1.1 No. of ASDSP stakeholders

expressing satisfaction with

programme performance

3290 4700 251

1.2.1.2 :No. of posts filled by

qualified staff

40 -

1.2.2: Capacity of selected sector

institutions of relevance to ASDSP

mandate strengthened (individual

/Organizational/ Contextual)

1.2.2.1: No. of institutions’ by

categories stakeholders expressing

satisfaction with the institutions’

performance categories

188 235


1.2.2.2: No. of posts filled by

qualified staff

47 47

1.2.2.3: No. of institutional capacity

plans being implemented

47 47

Sub-Component 1.3:

Linkages

between

sector

stakeholders

improved

1.3.1: Issued-based partnerships

supported

1.3.1.1: No. and types of functional

partnerships

47 49 40

1.3.2: Appropriate technologies

developed

1.3.2.1:. No. of technological

packages adopted by VC actors

84 112

1.3.3: Collaboration between key

sector agencies and programmes

established

1.3.3.1: No. and types of

partnerships

96 96

1.3.3.2: No. of sector programmes

integrating operations( understand

the sector programmes

48 48


development of functioning TWGs

100% -

Sub-Component 1.4:

Sector-wide

M&E and

1.4.1: establishment of sector-

wide M&E and information

systems supported.


establishment of Functional sector-

wide M&E and information

100% - 40


information

management

systems

developed and

supported

systems.

1.4.2: ASDSP M&E and

information system established


establishment of Functional ASDSP

M&E and information system

100% -

1.4.3 Selected sector information

management systems

strengthened


establishment of Functional

communication mechanisms

including interactive ICT platforms

to provide agricultural information.

100% -

Sub-component 1.5:

Appropriate

sector-wide

policies,

strategies and

regulations

supported

1.5.1: Sector-wide policies,

strategies and regulations

prepared and rolled –out

1.5.1.1: No and types of polices,

strategies and regulations prepared

and rolled out

48

48 20

1.5.1.2: No and types of

frameworks established and in use

24 24


Component 2: Environmental resilience and social inclusion

Sub-component 2.1:

Environmenta

l resilience

strengthened

for value

chain actors,

including

vulnerable

groups

2.1.1: Awareness, knowledge and

appreciation of NRM and CC

causes/risks enhanced among VC

stakeholders in general and

vulnerable groups in particular

2.1.1.1:No. of public and private

service providers involved in

training VC actors on NRM and

CC related risks

48 96 75

2.1.1.2: No. of VC actors trained on

NRM and CC – related risks, by

gender and vulnerability

11,000 12,000

2.1.1.3: No. of VC actors’ trained by

early warning agents, by gender

and vulnerability

5,000 6,000,

2.1.2: Equitable access to and use

of NRM/weather/CC adaptation

advisory services and appropriate

technologies enhanced,

particularly for vulnerable groups

2.1.2.1: No. of VC actors using

weather, seasonal forecasting and /

or climate scenarios information,,

by gender and vulnerability

7,000 8,000


2.1.2.2:No. of VC actors using

climate smart technology inputs

and /or land management

resources, by gender and

vulnerability

4,000 6,000

2.1.3: Equitable engagement in

local NRM/CC planning

promoted

2.1.3.1: No. of VC actors trained in

local NRM/CC planning, by gender

and vulnerability

2820 2820

2.1.3.2: No of VC actors involved

in climate risk management plans

development at local level, by

gender and vulnerability

1880 2820

2.1.3.3: No. of NRM/CC related

elements in approved plans that

can be attributed to advocacy by

ASDSP supported VC groups

376 564


Sub-component 2.2

Conditions

that enable

vulnerable

groups to

engage in

value chain

development

strengthened

2.2.1: Access to social protection

and security services by

vulnerable groups improved


social protection and security

services by gender and

vulnerability

9400 18800 30

2.2.1.2: No. of service providers

providing social protection and

security services

235 470

2.2.1.3: No. and range of social

protection services/products

provided

235 470

2.2.3: Community action

capability enhanced through

support to establishment and

functioning of community

groups/links to local Civil society

(CS) agents

2.2.3.1: No. of VC actors involved

in decision-making at local level ,

by gender and vulnerability

14100 28200

2.2.3.2: No. of functional CIGs

linked to VCs

4230 7050

2.2.3.3: No. of community

organizations with internal

governance systems

2115 3525


Component 3: Value chain development

3.1: Inclusive value

chain

organizations

developed

3.1.1: Inclusive linkages along the

VCs improved (vertical and

horizontal

3.1.1.1: No. and types of VC

organizations

14100 18800 75

3.1.1.2: Number of VC actors who

are members of VC organizations,

by gender and vulnerability.

141000 169200

3.1.1.3: Number of VC

organizations with functional

linkages

564 940

3.1.2: Value chain organizations’

advocacy and lobbying capacity

strengthened

3.1.2.1: No. and types of issues

from the VC platforms addressed

in regulations, plans and budgets

282 564

3.1.4: VC actors’ business

management skills enhanced.

3.1.4.1: Number of VC actors

implementing viable business

plans, by gender and vulnerability

70500 141000

3.2: Public and

private

investment in

VC

3.2.1: PPPs developed 3.2.1.1: No., type and coverage of

infrastructure projects established

under PPP

47 141 325


development

increased 3.2.2: VC actors’ investment

increased

3.2.2.1: No., type and coverage of

projects by VC actors

282 564

3.3: Equitable access

to market

increased

3.3.1: Access to market

information improved


market information, by gender and

vulnerability

42300 126900 20

3.3.1.2: No. of VC actors

participating in formal market

arrangement

21,000 60 800

3.3.2 Technical capacity for pre-

and post-production management

improved

3.3.2.1: No. of VC actors

undertaking value added

initiatives, by gender and

vulnerability

28200 42300


improved pre and post production

management practices, by gender

and vulnerability

70500 84600

3.4: Access to

affordable

financial and

3.4.1: Access to socially inclusive

financial services strengthened

3.4.1.1: Number of VC actors using

financial services, by gender and

vulnerability

14100 16920 16


insurance

services for

value chain

actors

improved

3.4.1.2: Number of financial service

providers and type of products

470 470

3.4.2: Access to agricultural

insurance services strengthened

3.4.2.1: Number of VC actors using

insurance services

705 1175

3.4.2.2: Number of agricultural

insurance service providers and

type of products

235 282

3.5: Innovative and

inclusive

value chains

and VC

technologies

up-scaled and

out-scaled.

3.5.1: Capacity of VC actors to

identify promising VCs and VC

technologies strengthened,\

3.5.1.1: No. of promising VCs

identified

47 47 52

3. 5.2 : Support mechanism for up-

scaling and out-scaling

established

3.5.2.1: No. of VCs and best-

practice VC technologies piloted

28/ 28 47/47

3.5.2.2: No. and type of VCs and

best-practice VC technologies used

28/28 24/24

4.3: Component 1: Sector coordination

This Component supports an efficient, transparent and inclusive framework for

realizing the ASDS through support to sector coordination and harmonization, and

creation of an enabling policy and institutional environment for the implementation of

ASDS. This is achieved through: 1) support towards sector-wide coordination and joint

programming; 2) capacity building of key sector institutions and institutionalization of

the ASDSP at the national and county levels; 3) strengthening of horizontal and vertical

linkages between key sector institutions, 4) operationalization of the ASDSP M&E

mechanism and support to establishment of sector M&E and information management

systems, and; 5) support to development of an enabling policy and regulatory

framework for the sector.

ASCU is expected to play a lead and facilitating role in the implementation of this

component, in close collaboration with the National Programme Secretariat (NPS) and

CCUs. However, in early 2014 Sweden, in consultation with MoALF and other DPs

supporting the sector, initiated procedures to channel the Programme’s sector

coordination support towards the ‘MoALF Transformation Initiative’ jointly supported

by a range of the DP within the Agriculture and Rural Development (ARD) Group

members.

Subcomponent 1.1: Sector wide coordination and joint programming

This is the subcomponent which will be most severely affected by the changed

circumstances for the delivery of ASDSP’s sector coordination support described above.

However, it is expected that the revised delivery mechanisms will enhance the

efficiency of result delivery under the subcomponent. To contribute to the realization of

sector wide coordination and joint programming, the following strategies will be used:

strengthen sector coordination institutions, to solicite funding for operation of ASDS

coordination mechanism, to establish joint sector programming and financing

mechanisms, support in strengthening DP adherence with CoC and complete the

establishment and operationalization of ASDSP structures.

Output 1.1.1: Sector coordination institutions strengthened

During the plan period, activities will focus on continuation to strengthen operational

mandates and procedures of the ASDS structures at all levels, To achieve this, the

following initiatives will be pursued in the context of the MoALF Transformation

Initiative under this output during FY2014/15 with Sweden/ASDSP being lead support

agent:

1. Targeting the MoALF Inter-governmental Support Unit; it is anticipated that

the Sector Coordinating Advisor(SCA) on a part time basis will be assigned to

this Unit):

i. Expansion of the mandate of the MoALF Inter-governmental(IG) Support

Unit to include external relations with other sector ministries, private

sector agents and development partners.

ii. Capacity building inputs for Inter-Governmental Unit staff

iii. Support to initiatives aimed at facilitating inter-governmental

coordination (e.g. establishment of MoALF ‘hotline’ or other information

management systems for provision of sector-related information to

counties)

iv. Support to intergovernmental consultation initiatives (meetings, events,

etc.)

v. Support to establishment of mechanisms for consultation and

harmonization of effort with other sector ministries, private sector agents

and development partners. This will include support to establishment and

operation of reformed TWGs and/or similar consultation platforms,

revision of the current Code of Conduct for development partners to

reflect the new institutional reality in the sector, etc.

vi. Support to cooperation initiatives with other sector ministries, private

sector agents and development partners, to be determined by the involved

parties

2. Targeting inter-county inter-governmental consultation structures

i. Targeted Technical Assistance (TA) and capacity building support will be

provided to inter-county intergovernmental consultation bodies such as

the Caucus of County Executives and the emerging associations of County

Chief Officers responsible for county sector ministries. To the extent it is

considered appropriate, the Agricultural Committee of the Governors’

Council may also be targeted. The exact nature of this support can only be

determined following further consultation with the relevant IG structures.

However, this may include development of sector-related guidelines for

county governments, to be rolled-out through the various caucuses and

associations.

3. Targeting county institutions pursuing county and inter-county sector

coordination initiatives:

i. This support will be provided through the CCUs. The ASDSP Guideline

for Sector Coordination Support to Counties will be finalized, validated

and rolled-out to CCUs. CSCs will also be sensitized on the sector

coordination support which may be provided by the ASDSP to counties,

the potential role of the CSCs therein.

ii. Individual County Government sector coordination initiatives, including

inter-county initiatives, will be supported through the standard ASDSP

partnership-based implementation mechanism. The type and volume of

such initiatives will be determined through the CCU activity/partnership

planning process. However this may include capacity support to county-

level application of guidelines rolled-out through the County Executive

Committee (CEC) Caucus (refer above)

Output 1.1.2: Increased funding for sector coordination operations and initiatives

The initiation of the MoALF Transformation Initiative towards the end of FY2013/14

constitutes realignment and more efficient targeting of funding support from the

participating development partners towards sector coordination operations and

initiatives. During the FY2014/15 period, Sweden/ASDSP in collaboration with the other

currently engaged development partners (EU and Germany) will actively pursue

engagement and co-funding of the MoALF Transformation Initiative from other

members of the DP ARD Group, as well as from MoALF itself to the tune of 1 B KES.

Currently in particular USAID and the World Bank have expressed interest.

Output 1.1.3: Establishment of joint sector programming and financing mechanisms

Pursuit if more efficient delivery of operational results within the sector through

establishment of joint coordination mechanisms for existing programmes and a

common programme framework for new programmes constitutes a core element of the

MoALF Transformation Initiative. Related initiatives which will be pursued during the

FY 2014/15 period include the following:

1. Consolidation of the MoALF Project Coordination Unit mandate and

operations (Germany lead support agent, with Sweden/ASDSP supporting):

i. The mandate newly established MoALF Project Coordination Unit will be

adapted to include the functions required to pursue the interventions

outlined in the following bullets. This may be complemented by capacity

building support to Unit staff. It is anticipated that the SCA will be

associated with this Unit on a part time basis to support those of the

interventions outlined in the bullets below for which Sweden/ASDSP will

act as the lead support agent).

2. Coordination and harmonization of existing programmes (EU is lead DP agent,

with Sweden/ASDSP taking a supporting role):

i. Establishment of joint programme steering mechanism: This mechanism

will cover programmes currently being implemented under the auspices

of the MoALF. It is anticipated that the mechanism will be structured

according to the MTIP investment pillars, with achievements of

programmes supporting individual MTIP investment pillars being

analysed against MTIP pillar targets for each of the MTIP investment

pillars in separate sessions. This will then be complemented by

programme specific sessions reviewing management issues relating to

each individual programme.

ii. The joint programme steering initiative will be complemented by the

establishment of a MoALF-wide monitoring, evaluation and reporting

initiative for which Sweden/ASDSP will take on the lead support role.

This is described in more detail under subcomponent 1.4 below.

iii. Mapping and analysis of alignment between MoALF/county plan

priorities and actual programme investments. This effort, which will

jointly be supported by the EU and Sweden/ASDSP, will build on the ToR

prepared during the last reporting period by the SCA.

iv. Establishment of platforms for practical management and technical

coordination and alignment between programme clusters. During

FY3014/15, the Platform for Coordination and Harmonization of VCD

Programmes for which the ASDSP and other interested programmes

developed ToR during the last reporting period will be operationalized.

Other parties may establish similar mechanisms for other programming

clusters.

3. Establishment of Common Programme Framework (CPF) for new programmes

(Sweden/ASDSP is lead support agent, with other DPs/programmes supporting):

The CPF will comprise joint prioritization and definition of programme

priorities, joint steering of programme elements and joint monitoring, evaluation

and reporting arrangements: This establishment of the CPF, which was initiated

by the end of the FY2013/14 reporting period, comprises the following 7 stage

process (stage 1 to 6 expected to be completed by the end of 2014):

Stage 1: Preliminary definition of CPF focus and priorities - to

define CPF programme priorities aligned with GoK planning and

programme priorities and national service obligations.

Stage 2: County consultations - to ensure CPF focus and priorities

correlate with County Integrated Development Plan priorities.

Stage 3: Private sector consultations - to ensure alignment between

CPF and private sector priorities and to estimate resource

contributions from private sector – defined by county and/or value

chain.

Stage 4: Preparation of CFP zero draft - to prepare CFP document

which is aligned with national, county and private sector priorities

and includes estimated resource contributions from all parties.

Stage 5: Achieving consensus on zero draft CPF - to validate CFP

focus and resource estimates and ensure high level political buy-in

and resource commitments from GoK, counties and private sector.

Stage 6: Launch of final CFP document- to provide the basis for

implementation of the CFP.

Stage 7: Initiate CFP implementation - to provide service delivery

results in efficient manner.

Output 1.1.4: Strengthening of DP adherence with the ASDS Code of Conduct

As mentioned under output 1.1.1 above, revision of the current Code of Conduct for

development partners will be pursued to reflect the new institutional reality in the

sector. It is planned that 15 programmes will adhere to COC.

Output 1.1.5: ASDSP coordinating structures established and operationalized

This output aims to establish of ASDSP steering, coordination and management

structures that are functioning in accordance with sector-wide approach and to develop

operational procedures and guidelines reflecting ASDSP’s sector-wide approach. In

the previous year the 100% completion of the structures and procedures and guidelines

was achieved. During the year the programme will and continues to support ASDSP

steering, coordination and management structures through the following activities

National level activities

Convene quarterly national programme steering committee meetings ( to be

harmonized with meetings on review under output 1.4.2

Convene 2 semiannual management meetings for CCU and NPS ( CC budgetary

support from the CCU budget ( to be harmonized with meetings on review under

output 1.4.2

Convene a retreat to review and update the programme operational procedures

and guidelines

County level activities

Convene 4 quarterly county steering committee meetings

Convene 4 quarterly meetings CCU management meetings.

Convene a retreat to review and update the programme operational procedures

and guidelines in consultation with NPS

Carry out 2 consultative meetings out /within the county

Subcomponent 1.2: Sector institutions and capacities strengthened

The main focus of this sub-component is to develop capacity to drive sector-wide

coordination and to implement the ASDSP with the aim of improving performance of

sector institutions and of ASDSP governing and coordinating bodies

During the plan period, the programmme will strengthen Capacity of ASDSP

coordinating structures and selected sector institutions of relevance to ASDSP mandate

Output 1.2.1 Capacity of ASDSP governing coordinating structures strengthened

(individual /Organizational/ Contextual)

The ASDSP management and coordination institutions established in 2012/13 financial

year will continue to receive support in both operational and technical areas. This is

intended to enhance performance of these institutions to offer services to the

satisfaction of stakeholders. While in the long run, these capacities should translate into

a better operating environment for value chain development. To realize this, it is

planned that 4700 ASDSP stakeholders will express satisfaction with programme

performance and 40 of posts in ASDSP filled by qualified staff.

In the short term, various activities have been earmarked to build capacities at national

and county levels in the next financial year as mentioned below.

NATIONAL LEVEL ACTIVITIES

Coordinate with respective specialists 5 day workshops on emerging issues and

innovations on capacity and institutional development, Research and

Extension(R&E), Gender and socio –inclusion (GSI), Natural Resource Management

(NRM), VCD/ partnerships and M&E for CCU officers. CCU officers to use county

budget for accommodation and travel)

Coordinate 2 (international / regional )study exchange visit for the NPS and CCU

on the programmme themes ( refer to respective subcomponent for the

areas/themes proposed for study visits)

Establish and update capacity assessment hosting platforms nationally and

establishment of networks

Support trainings on emerging issues and innovations on capacity and

institutional development, Gender and socio –inclusion , NRM, VCD, partnerships

M&E, finance for NPS staff

Support symposia/conferences/professional meetings

Conduct periodic Customer satisfaction surveys – refer to output 1.4.2

COUNTY LEVEL ACTIVITIES

Attend professional meeting/Symposia relevant to ASDSP for 5 staff/county within

the country (programme to support the officers for one meeting on travel and

accommodation cost only)

Carry out 4 quarterly ICD technical working group meetings

Document 3 success stories based on Trans-Ddisciplinary Dialogues (TDD) in

readiness for scale up( refer to subcomponent 1.4 for harmonization)

Conduct periodic Customer satisfaction surveys

Output 1.2.2.Capacity of selected sector institutions of relevance to ASDSP mandate

strengthened (individual /Organizational/ Contextual

This output seeks to improve performance of selected sector institutions of relevance to

ASDSP mandate. To realize this, it is planned that 470 institutions of relevance to

ASDSP mandate will express satisfaction with institutions ‘performance and 47 of posts

in the institution will be filled by qualified staff and 47 institutional capacity plans being

implemented

NATIONAL LEVEL ACTIVITIES

Publish national capacity assessments and development plans ( 500 copies/CDs)

Develop and roll out proposal writing and resource mobilization guidelines

Completion and roll out the CD model to the national selected sector institutions

of relevance to ASDSP mandate including training institutions and service providers

Follow-up on transdisciplinary dialogues plans ( to be harmonized with the follow-

up visits

County levels

Develop 5 Proposals on TDD action areas

Convene a forum to present TDD intervention to CSCS VCPs, VCGs, county

government and development partners( at least 25 persons )

Provide information on capacity assessment quarterly to hosting platforms at

counties , ASDSP website and other established of networks,

Conduct Capacity assessments and call backs as identified by the TDD groups

Publish county capacity assessments and development plans( 200 copies)

Roll out the proposal writing and resource mobilization guidelines developed to

the stakeholders

Rollout the CD model to the model selected sector institutions of relevance to

ASDSP mandate

Sub component 1.3: Linkages between Sector Stakeholders’ Improved

The purpose of this sub-component is to strengthen and create platforms for

coordination among programmes and a broad range of value chain (VC) actors at sector

level leading to improvement in agricultural production and food security.The direct

impacts are expected to be: (a) Improved access to agricultural services and

infrastructure by VC actors, (b) improved VC actors’ satisfaction with agricultural

services and infrastructure, and c) sustained use of relevant technologies and assets by

VC actors. The final impact is expected to be increased productivity and equity for male

and female crop and livestock producers and fisher-folk.

During the plan period, the programmme will support the establishment of functional

Issue-based partnerships, develop appropriate technologies, and strengthen

Collaboration between key sector agencies and programmes established & strengthened

Output 1.3.1: Issue-based partnerships supported

This output seeks to establish functional issue based partnerships with the aim to

improve access to agricultural services and infrastructure by value chain actors. To

implement this output, it is planned that the following functional issue based

partnerships projects/interventions will be established at national and county levels.

National level

One national functional research & extension based partnerships projects

One functional partnerships in M&E products and services based partnerships

projects/interventions

Thirteen(13) functional national NRM based partnership projects/interventions

One(1) national capacity building based partnership projects/interventions

Two(2) national agricultural financial based partnership projects/interventions

One(1) on social protection and services partnership projects/interventions

County levels

47 functional research & extension based partnerships( one per county )

47 functional partnerships in M&E products and services based partnerships one per

county )

141 functional national NRM based partnerships( 3 per county)

94 national capacity building based partnerships( 2/county)

94 national agricultural financial based partnerships ( 2/county)

47 functional social inclusion based partnerships( one per county)

Below are planned Activities that will contribute towards the realization of the set

partnership targets at national and county levels

The national level

Support 2 semi- annual consultative meetings with the potential partners and

/or / review the implementation of the MoU in each of the of the areas of

partnerships and identify new areas/projects of partnership

Support quarterly retreat to review and approve the partnership projects

submitted by the counties

The county level activities

Facilitate 2 Semi- annual consultative meetings with potential partners and/or to

review the implementation of the MoU in each of the of the areas of partnership

and identify new areas projects of partnership

In consultation with VCPs Develop proposals to support some partnership

projects in line with ASDSP proposal guidelines 2013

Output 1.3.2: Appropriate Technologies Developed

This output seeks to facilitate a sustained use of relevant technologies and assets by the

VC actors. To realize this, it is planned that 470 technology packages will be promoted

and adopted by the VC actors.

The following activities that will contribute to the set targets:

National level

Develop guidelines to help identify and package and disseminate smart

knowledge, information and technology (KIT) for priority VC actors;

Develop a national database of best – fit KIT and disseminate to VCAs through

the website, NAFIS, VC micro website and other communication mechanisms

Develop ToR to support the development of ASDSP KIT repository

Convene a retreat to Consolidate the county inventories on technology and

innovations in use by priority VC actors;

The county level

Hold a retreat to Review technology and innovations in use on priority VC (use

baseline data, where available);

Roll out the guidelines developed by NPS to VCPs to help identify best fit

priority VCs KIT dissemination approaches and programmes. This can be done

during the scheduled VCP meetings

Develop a database of best – fit KIT and disseminate to the VCPs- to disseminate

during the VCP scheduled meetings or any other forum

Output 1.3.3: Collaboration between key sector agencies and programmes established

&strengthened.

This outputs seeks to improve the Collaboration between key sector agencies and

programmes.to achieve this it is planned that 96 partnerships be established , 47 sector

programmes integrating operations and 100% completion of development of

functioning TWGs. Towards this targets the following activities at national and county

levels will be implemented.


Continuously Update national inventory of key sector agencies and programmes

Support 2 semi-annual national meetings with the sector programmes and

agencies to review the functionalities of the partnerships/ to identify potential

partners and new areas of partnerships

Carry out 2 semi-annual Follow-ups visits on the partnership activities ( to be

harmonized with the follow-up visits)

County level

Continuously Update on the national inventory of key sector agencies and

programmes

Support quarterly consultative meetings with the sector programmes and

agencies to review the functionalities of the partnerships/ to identify potential

partners

Coordinate the quarterly meetings of the technical working groups( see

respective sections elsewhere in this report (VCD/Partnership , ICD, R&E ,

NRM, M&E, SI

Facilitate quarterly Follow-ups visits on the partnership activities to (be

harmonized with the quarterly follow-up visits )

Subcomponent 1.4: Sector-wide M&E and information management systems

developed and supported

The purpose of this sub-component is to enhance sector information and

communication systems. The direct impacts are expected to be: (a) Sustained use of

sector-wide M&E services by sector stakeholders, and (b) enhanced accountability

relationships among stakeholders. The final impact will be: improved stakeholder

satisfaction with sector-wide M&E services.

During the plan period, the programmme will support the establishment of the sector

M&E and information management system, establish ASDSP M&E and IMIS and

strengthen selected sector information management systems.

Output 1.4.1.1: ASCU’s establishment of sector-wide M&E and information systems

supported

Upon implementation of this output 100% completion of establishment of Functional

M&E and information systems for the sector will be achieved. In the last two years the

sector M&E framework and system have been developed

In the context of the MoALF Transformation initiative, the following interventions will

be pursued during FY2014/15

Adaptation of the final draft implementation framework for the sector M&E

framework prepared during FY2013/14, to concern the functional area covered by

MoALF.

Initiation of the piloting of the system, according to the implementation schedules

contained in the Implementation Framework. This will subsequently be followed by

full institutionalization/roll-out of the system in FY2015/16.

Output 1.4.2.2: ASDSP M&E and information system established

Under this output ASDSP seeks to have functional M&E and information system with

the aim of increasing stakeholder’s access to sector-wide M&E services for various uses,

including planning, decision making.

The plan for the year is to achieve 100% completion of the establishment Functional

ASDSP M&E and information system.Thus, the programme will focus on the following

activities to facilitate sustained use of ASDSP M&E services and products


Provide M&E infrastructural and technical support in data collection, analysis and

application of M&E data by procuring System developer (and TA Assistance) as

need arises.

Integrate mobile telephony in collecting M&E data in the M&E /MIS.

Review/analyse (quarterly) the asdsp M&E/MIS products generated with the

national M&E technical working group

Support (semi-annually) forum for the network of organizations responsible for

M&E Teams at the national to share/ disseminate the M&E/MIS products generated.

Establish one national functional partnership on M&E services/products

Facilitate Program review, evaluation and surveys for determining ASDSP ‘overall

performance, cost effectiveness and impact:

Set national performance targets for the year

Conduct one NPS Staff performance appraisal

Carry out Client satisfaction survey (internal and External)-refer to

output 1.2.1

Convene two bilateral review meetings ( semi and annual) with

donors and other stakeholders

Convene four programme Planning/review meetings for NPS

(quarterly)-refer to 1.1.5

Attend scheduled meetings with DPs

Coordinate 2 semi-annual Follow-ups visits ( by NPS and

collaborators) to 47 counties and other implementing units supported

by ASDSP

Facilitate programmme rolling audits to track workplan /budget and

input use

Conduct 3 Partnership Surveys/studies to generate data for M&E

Conduct one Midterm evaluation Review (MTR) for the programme

Document lessons learnt best practices and case studies- Convene 2 semi-annual

retreats

Develop 2015/16 annual work plan and budget :( Hold 3 regional workshop with the

CCUs ( CCU to draw travel and accommodation allowance from the county budget)


Review/analyse (quarterly) the asdsp M&E/MIS products generated with the

county M&E technical working group

Facilitate (semi-annually) forum for the network of organizations responsible for

M&E Teams to share/ disseminate the M&E/MIS products generated.

Establish 2 county functional partnership for M&E services/products

Facilitate Program review, evaluation and surveys for determining a ASDSP ‘overall

performance, cost effectiveness and impact:

Set CCU performance targets for the year

Conduct County Staff performance appraisal

Carry one Client satisfaction survey (internal and External) county

level- refer to output 1.2.1

Coordinate Quarterly Follow-ups visits( for CCUs, CSC, and

collaborators to the Value chain platforms and partnerships projects

/interventions supported by ASDSP . 4 persons per visit

Conduct 3 Partnership VC based surveys to generate M&E data in

consultation with NPS – refer to other sections and harmonize

Document lessons learnt , best practices and studies.

Develop county 2015/16 annual work plan and budget in consultation with

stakeholders.

Output: 1.4.3 Selected sector information management systems strengthened

This output aims at putting in place Functional communication mechanisms including

interactive ICT platforms to provide agricultural information.

The plan for the year is to achieve 100% completion of the establishment of Functional

communication mechanisms including interactive ICT platforms to provide agricultural

information. ASDSP will therefore focus on activities that will strengthen the

communication mechanisms to create and share information on the sector and

programme with stakeholders at the national and county levels .The following

summarizes the key planned activities towards this objective:


Develop value chain micro-website in the ASDSP website

Integrate NAFIS in the ASDSP website

Integrate Agro-weather tool onto website and NAFIS.

Restructure NAFIS to provide timely agricultural information by introducing

the use of mobile telephony (IVRs and SMS platforms) in disseminating

extension messages to the Value chain actors.

Convene two semi-annual national workshops to share programme results with

the stakeholders including the development partners

Develop brochures/pamphlet /bulletins on the programme results , innovations

etc. ( 500 copies).

Produce bi-annual ASDSP programme newsletter.

Hold 2 national radio talk shows on the programme success stories, case studies,

VC innovations, best practices.


Package programmme information for uploading into the ASDSP website.

Produce video documentary on the programme lessons learnt and experiences.

Support non –ICT communication mechanisms by:

o Convene two semi –annual county workshops to share programme

results with the stakeholders including the development partners

o Develop 2 semi -annual brochures/pamphlet/bulletins on the programme

results , innovations etc. ( 1000 copies)

o Hold 2 local language FM radio talk shows on success stories, best

practices case studies, VC innovations( harmonize the proposed areas in

all the themes )

o Share programme information during the planned meetings/forum under

output 1.4.2. above .

Sub-component 1.5 - Sector policies, strategies and regulations:

The following initiatives will be pursued in the context of the MoALF Transformation

Initiative (Germany lead support agent, Sweden/ASDSP supporting role):

Identification of MoALF policy priorities (Sweden ASDSP lead): This process was

initiated at the end of FY2013/14 by the MoALF Transformation Initiative Joint

TWG, with the aim to identify policy gaps/priorities in line with the Jubilee

Manifesto and other relevant strategic frameworks. This effort is supported by the

SCA.

Fielding of policy support TA team and preparation of agreed policies: Germany will

act as lead support agent, with possible support of Sweden/ASDSP for policy areas of

specific relevance to value chain development

4.4: Component two: Strengthening Environmental Resilience and Social Inclusion

for Value Chain Development.

This Component supports interventions aimed at ensuring that the efforts to

strengthening priority value chains in the context of value chain development are

environmentally sound and resilient to climate fluctuations, and that women, youth

and economically and socially vulnerable groups are able to participate effectively in

and benefitting from the improved value chains.

The major outcome of this component is strengthened environmental resilience and

social inclusion of the promoted value chains. The specific outcomes of the component

are:

Sub-component 2.1: Environmental resilience for value chain actors, including

vulnerable groups strengthened

Sub-component 2.2: Basic socio-economic and organizational conditions that

enable vulnerable groups to engage in value chain development strengthened.

Sub-component 2.1: Environmental resilience strengthened for value chain actors,

including vulnerable groups

Interventions under this sub-component aim to raise the level of awareness among

value chain actors on natural resources management and climate change issues, and

strengthening and mainstreaming of communication systems to transmit information

about climate change and climatic fluctuations to local communities.

Specifically, awareness creation and capacity building will continue for value chain

stakeholders on Natural Resource Management and climate change.

This will be achieved through:

Awareness, knowledge and appreciation of NRM and CC causes/risks

enhanced among VC stakeholders in general and vulnerable groups in

particular

Equitable access to and use of NRM/weather/CC adaptation advisory services

and appropriate technologies enhanced, particularly for vulnerable groups

Equitable engagement in local NRM/CC planning promoted

Output: 2.1.1 Awareness, knowledge and appreciation of NRM and CC causes/risks

enhanced among VC stakeholders in general and vulnerable groups in particular

To achieve this output, it’s planned that 48 public and private service providers will be

involved in training value chain actors, 12,000VCA will be trained on NRM and CC

related risks and 6,000 VCA will be trained by early warning agents. The following

activities will be carried out at the national as well as the county level to achieve these

targets:

The following activities will be carried out at the county:

Develop one resource map per county by December 2015

Review and harmonize manuals for Capacity building on Payment for

Environmental Services and REDD+

Establish linkages of VC actors to NRM and CC adaptation initiatives

Hold 2 local radio adverts to disseminate of Climate Change and Early

Warning information to Stakeholders per county by June 2015.

Hold quarterly NRM technical group meetings

2.1.2 Equitable access to and use of NRM/weather/CC adaptation advisory services

and appropriate technologies enhanced, particularly for vulnerable groups

This output aims at improving access to information on Natural resource management,

weather and climate change by value chain stakeholders in order to improve their

planning in face of the rapidly changing climatic conditions

National level Activities

Attend two regional climate outlook workshops for the October ,November

,December(OND)2014 season and the March ,April, May (MAM) season 2015

convene two national agro-weather advisories development meetings- one

each for the October ,November ,December(OND)2014 season and the March

,April, May (MAM) season 2015 – refer to 1.2.1

identify and establish a partnership for participatory scenario planning

process in all the 47 counties for the October ,November ,December (OND)

2014 season and the March ,April, May (MAM) season 2015

Study tour to Ghana and Malawi for three NPS staff by March 2015( to be

harmonized with tours in output 1.2.1

Capacity building to 20 FM station broadcasters on weather information

dissemination by September 2014

development of Climate Smart Technology hand book by April 2015


These are the activities during the year:

Conduct a study to Assess the level of access and use of weather

information in all the 47 counties by June 2015

Link 4 vulnerable groups to NRM/CC information in all the 47 counties

Disseminate at least 2 Climate Smart and environmentally sound

technologies, per prioritized value chain , especially for the vulnerable in all

the 47 counties

Hold quarterly NRM technical group meetings

o Review the Natural Resource Management knowledge Gaps identification for

the 3 priority Value Chains- to be done during the scheduled VCP and VCCG

meetings in output 3.1.1

Equitable engagement in local NRM/CC planning promoted

This output aims at supporting the capacity of stakeholders to sustainably manage their

natural resources. This will be done through acquisition of knowledge and skills

pertaining to resources prevalent in the counties and disseminating the same to

stakeholders

Activities at the NPS

Support two NPS staff and three county staff to attend a three weeks

international workshop on wetlands management in Naivasha ,Kenya by

December 2014.

Convene a national information workshop with the forest department on

the implementation of farm forestry rules by February 2015

Support 7 NPS staff to attend international workshop on Conservation

Agriculture in Lusaka Zambia by April 2015(to be harmonized with output

1.2.1)

convene one national workshop on conservation Agriculture for 47

stakeholders ( one per county) in the PVC participants

Support follow up of Strategic Environmental Assessment recommendation

by holding 2 regional discussion workshops


Identify resources under risk of degradation and develop intervention

measures in all the 47 counties by march 2015-

Support capacity building of local resource users of 2 resources facing the

greatest threat of degradation in all the 47 counties by June 2015

Support implementation of farm forestry rules in at least 200 farms per

county by June 2015

Support the follow up of Strategic Environmental Assessment

recommendation for each of the three priority value chains per county by

June 2015

To domesticate the SEA report, specifically to address environmental

challenges in the prioritized value chains

Sub-component 2.2. Basic Socio-Economic and Organizational Conditions That

Enable Vulnerable Groups to Engage In VC Developed

The sub-component aims at supporting the provision of basic socio – economic

services to enable the resource poor and other vulnerable producers to become

economic agents in value chain development. The objectives of the sub component

are:

Improved access to social protection and security services by the

vulnerable groups;

Enhanced community action capability.

Output 2.2.1: Access to Social Protection and Security Services by the Vulnerable

Groups Improved

This output seeks to increase use of social protection by the vulnerable groups for

increased engagement in value chain development. It is planned that 168 VC actors

will be using social protection services, 470 service providers will be providing

social protection and security services and that 470 social protection products will be

provided.

The national level activities that will contribute towards the realization of the set

targets are:

Continuously update social protection and security service providers’

national inventory and disseminate through the ASDSP/sector

communication mechanisms and VCP/F

Consolidate and roll out GSI capacity needs assessment report;


Update social protection and security service providers’ inventory and

disseminate through the ASDSP/sector communication mechanisms and

VCP meetings

facilitate the development/review of county GSI capacity needs

assessment report;

Hold 4 quarterly GSI technical committee meetings to facilitate essential

links between social protection and security service providers’ and

strategic action plan for GSI;

Output 2.2.2: Community Action Capability Enhanced

This output seeks to improve the involvement of the resource poor and vulnerable

groups in decision making bodies at various levels. It is planned that 168 VC actors

will be involved in decision making at local level, 7050 producer CIGs will be linked

to the priority value chains and that 3525 community organizations will be with

internal governance systems.

The national and county level activities that will contribute towards the realization

of the set targets are:


o Develop a tool to facilitate internal Gender and Social Inclusion assessment

for ASDSP structures and partners;

o Develop a group dynamics training manual;


o Coordinate the implementation of county strategic action plan for GSI;

o Roll out social inclusion internal assessment tool to ASDSP structures and GSI

partners; (by printing and distributing 200 copies) to the VCAs/VCPs

o Hold quarterly GSI technical committee meetings to facilitate participatory

monitoring of the implementation of county strategic action plan for GSI(refer

to output 2..2.1

o Roll out the group dynamics training manual to the VCAs

Counties are encouraged to establish mechanisms and processes that give

community VC actor’s voice to participate and reap the benefits from the VC

segment of choice. The focus is towards mapping the disadvantaged and excluded

vulnerable groups onto the priority VC cycle, integrating them into community

organizations and building linkages with GSI partners to unlock the issues that

exacerbate their disadvantage and exclusion from VCD.

4.5: Component 3: Value chain Development component

This component is the core of the programmme with the other two components

designed to support its development.. It focuses on equitable commercialization of

the agricultural sector. It is envisaged that the component will play a key role in

improving on and off farm production and productivity leading to increased and

equitable incomes, employment and food security for a large majority of people.

This developmental goal will be realized firstly through the following strategies;

development of inclusive value chains, increased public and private investment in

value chain development, increase equitable access to market, increase access to

affordable financial and insurance services for value chain actors and up-scaling and

out scaling innovative and inclusive value chains and value chain technologies.

In line with the above, the component should apply an integrated approach

comprising five inter-related sub components /outcomes as outlined below;

1) Inclusive value chain organization developed

2) Public and private investment in value chain development increased

3) Equitable access to market increase

4) Access to affordable financial and insurance services for value chain actors

increase

5) Innovative and inclusive Value Chains and Value Chain technologies up scaled

and out scaled

Sub component 3.1; Inclusive value chain organizations developed

The overall aim here is to build the capacity of value chain organizations to operate

from a position of strength through networking and collaboration. This will be

achieved through improved inclusive linkages along the Value chains (vertical and

horizontal), strengthened advocacy and lobbying capacity of value chain

organizations and enhanced business management skills of VC actors.

The idea here is to ensure that value chain organizations benefit from organized

bargaining and business operations such as bulk purchases, joint marketing of

produce, sharing of support services, lobbying and advocacy and increased

bargaining power etc.

By definition, the term “value chain organizations” refers to all groupings of various

actors operating along a value chain e.g. producer associations, market traders

associations, agro dealers associations etc, including value chain platforms. Hence,

whilst the specific associations bring together actors engaged in similar activities, the

Value Chain Platforms provide the space where representatives of various

associations and service provide (extension, financial service providers etc) interact

thereby enabling the establishment of functional linkages between the different

partners.

3.1.1. Inclusive linkages along the Value chains improved (vertical and horizontal)

The objective of this output area is to ensure greater cooperation and exploitation of

synergies between different businesses and actors within the prioritized value

chains that will result in cost efficiencies for individual enterprises, improved and

consistent product quality and volumes inter alia

It is planned that during the year, 36 value chain organizations will be in place, 16,

920 VCAs will be members of the VC organizations value and 20 of value chain

organizations with functional linkages. The following activities are planned at the

county and at the national level to reach these targets:

National activities;

Convene annual national VCF to address general issues related to value chains

and agricultural sector growth in the context of the ASDSP.

County activities

support 2 biannual meetings for each of the 3 Value Chain Platform meetings

(12)

support 24 meetings for the VCCG( 2meetings/quarter meetings for each of

the 3 VCs)

Support annual county VCF to address general issues related value chains at the

county level.

3.1.2 Value chain actors’ advocacy and lobbying capacity strengthened

The objective of this output is to ensure that the capacity of various value chain

organization undertake lobbying and advocacy is enhanced. Issues that require

advocacy and lobbying ideally should arise from the value chain platforms and should

be lobbied to various state organs. Such issues could be review of market cess,

allocation of market space to special groups, review policies etc.

The plan is that 84 of issues from the VC platforms will be addressed in regulations,

plans and budgets during the year.

Activities to be undertaken towards achievement of this output are as follows;

National level

Convene 2 semi-annual consultative meetings with value chain groups to

package the VCF identified issues for lobbying and advocacy

Support meetings to facilitate lobbying and advocacy of issues identified

from VCF

County level activities;

Convene 2 semi-annual consultative with value chain groups and VCCGs

to package the VCP identified issues for lobbying and advocacy.

Support meetings to facilitate lobbying and advocacy of issues identified

from VCP

3.1.3 VC actors’ business management skills enhanced

The objective here is to improve the capabilities of value chain actors to function as

businesses. This is to be achieved by linking VC actors with service providers with

competence in business development services (BDS). Specifically, this will ease the

task of VC actors’ assessing their own business potential and will encourage more

lending and help reduce cost inefficiencies along the value chain.

The plan for the year is that 141,000 VCA s will implement viable business plan

Activities to be undertaken towards achievement of this output are as follows

National level

Develop and roll out broad guidelines on business management capacity

building model

County level:

Roll out the guidelines on business management capacity building model by

printing and distributing 200 copies to VCAs

Sensitize the VCAs on the on business management capacity building model- to

be done during the scheduled VCP meetings

Sub-component 3.2: Public and private investment in VC development increased

Achieving the investments needed to effectively support the objective of a more

productive, commercial and market-oriented agricultural sector will require strong

partnerships between the Government, the private sector, development partners and

other non-state actors. Government and private sector co-investments are particularly

needed for investment areas where risks are high and where public good investments

could benefit from private sector management. Possible areas of investment may

include infrastructure in cool chain, rehabilitation and management of market centers,

electricity generation and distribution, warehousing etc. this will be achieved through

developing PPPs and increasing VC actors’ investment

Output 3.2.1: PPPs developed

Activities outlined for the 2014/15 FY will include:

National level

o Develop and roll out implementation guidelines for PPPs

o update register for the priotized VC infrastructural needs and disseminate to the

identified potential partners including DPs

o Hold 2 semi -annual consultative meetings with the potential partners to

review the priotized VC infrastructural need and implementation of the MoU

o Support 3 feasibility studies for prioritized PPPs projects

County level

Roll out the implementation guidelines for PPP to potential partners

profiling of potential PPPs investors along the prioritized VCs

update register for the priotized VC infrastructural needs and disseminate to the

identified potential partners including DPs

Hold2 semi -annual consultative meetings with the potential partners to review

the priotized VC infrastructural need and implementation of the MoU

Output 3.2.2: VC actors’ investment increased

The programme support PPP investment initiatives by supporting direct investments or

establish joint venture arrangement s among local authorities, development partners

and private agents. The NPS will collaborate closely with Kenya investment Authority

in the Ministry of Industrialization on identification and creating a data bank for

potential investors and also to capacity building staff on investment promotion

opportunities.

The plan for the year is to have 564 different types of projects by VCAs

National Level

Support a national conference on investment promotion opportunities of VC actors

Update data bank of possible PPP investments and potential investors,

County level

Support a 1 day county conference on investment promotion opportunities of VC

actors

Update data bank of potential PPP investments and potential investors and

distribute to potential partners and make MOUs on PPPs

Roll out the databank on potential PPP investments to potential investors

CCUs to document potential investment opportunities of the prioritized value

chains

Sub component 3.3 equitable access to market increased

This sub component aims at increase market access through support to “soft “ market

access interventions e.g. improved market information, support to building the

technical capacity of value chains in pre and post production management(food

standards, reduction of post-harvest losses etc). Activities will largely be undertaken at

the county level with support from the NPS.

Output 3.3.1: Access to Market Information Improved

This output seeks to improve business for the value chain actors. To realize this, it is

planned that 126,900 value chain actors will be using market information and that

112,800 actors will be participating in formal market arrangement.

The national level activities that will contribute towards the realization of the set targets

are:

National level

Review the existing value chains market information and dissemination systems

Update the VC value chain micro-website and other asdsp /sector

communication mechanisms with market information.

Package social and market access-related constraints during production,

processing and marketing analyzed at national VCF for lobbying and

advocacy_-refer to 3.1.2

Convene consultative meeting with stakeholders in the sector and beyond the

agricultural sector to address input and output markets related constraints

Develop and roll out a simplified market research tool

County level

Consolidate input and output markets constraints during production,

processing and marketing analyzed at county VCPs and VCF for lobbying and

advocacy

Convene annual consultative meetings with stakeholders in the sector and

beyond including the county planners to plan and address the social, legal and

market access-related constraints along the value chain.

With partners develop existing media on market information sources to value

chain actors

Roll out the tool for VC market research tool to VCAs

3.3.2 Technical capacity for pre and post production management improved

The objective here is to promote good agricultural practices to reduce product losses

and improve pre and post production efficiencies along the value chain. The plan of the

year is to have 28,200 VC actors undertaking value added initiatives and 70,500 VC

actors using improved post production management practices. To realize this target the

following activities will be implemented.

National Level;

Support the printing of materials on good agricultural practices on need basis

County level

Support partnership projects on Up-scaling and out-scaling of sustainable pre-

production and post-harvest technologies, including off-farm processing

techniques.

Facilitate capacity building of VC actors in market oriented pre and post-

harvest technologies- to be done in the scheduled VC meetings

Support dissemination of good agricultural through media proposals

Facilitate sensitization of value chain actors on standards i.e. health and safety

standards- during the VCP meetings/ VCCGs

Subcomponent: 3.4 Access to affordable financial and insurance services for value chain

actors improved

Under this subcomponent ASDSP will not function as a credit programme but will

facilitate access and availability to financial services to enable value chain development.

This will be achieved by improving access to financial and insurances services.

3.4.1 Improving access to financial services

The objective is to improve the range and accessibility of financial services and products

for VC actors. The plan for this year to have 16,920 VCA s using financial services and

470 service providers offering different types of financial products

The following activities will be undertaken collaboration with financial service

providers in order to achieve these targets at national and county levels

National Level

Convene 2 semiannual consultative meeting with financial service providers to

review the existing products and on development of new products

County level

Convene 2 semiannual meetings between agro finance service providers and

direct VC actors for sensitization/review on existing financial products

In collaboration with the financial service providers develop and circulate

brochures/pamphlets financial literacy, savings and business planning to VCAs:

(200copies).

Facilitate linkage meetings between VC actors and BDS providers on financial

literacy, savings and business planning( to be incorporated the VCP scheduled

meetings

Convene 2 semi-annual meetings with banks, grass root formal and informal financial

intermediaries and VCAs to address the financial access related issues along the VCs

identified by the VCPs.

3.4.1 Improving access to insurance services

The objective is to increase the range and robustness of insurance products for small

agro business. The plan for the year 1175 VCAs will be using insurance services and 47

insurance providers in place .This will be achieved by implementing the following

activities at national and county levels.

National level

Convene 2 semiannual consultative meeting with insurance service providers to

review the existing products and on development of new products

Support studies to identify and profile risks for development of new insurance

products

Finalize the development of a framework for agro insurance services

County level

.Facilitate sensitization on agro insurance for VC actors- to be done during the

VCP, VCCG , VCF meetings

Subcomponent: 3.5 Innovative and inclusive Value Chains and Value Chain

technologies up scaled and out scaled

The aim if this subcomponent is to establish a sector level of ‘ideas bank” of innovative,

promising and novel value chains, technologies and practices for testing and is if

successful, support their up scaling and out scaling. This will be achieved by

strengthening the Capacity of VC actors to identify promising VC technologies and VCs

and establishing Support mechanism for the up scaling and out scaling

Output 3.5.1 Capacity of VC actors to identify promising VC technologies and VCs

strengthened

This output seeks to identify promising VC. The plan for the year is to identify

The objective here is to identify 47 promising VC by implementing the following

activities at the county and national levels

National level

Review mechanism/guidelines to evaluate information on promising VC

technologies or Value chains

Update the national inventory of promising VCs and best practice technologies

identified and distribute to potential partners

County level

Roll out the reviewed mechanisms/ guidelines to VCAs

Profile the promising VCs and best practice technologies identified and

distribute to potential partners

Output 3.5.2: Support Mechanism for Assisting Up-scaling and Out-scaling

Established

This output seeks to enhance the capacity of value chain actors to source, generate,

disseminate and apply VC chain technologies and innovations for increased

productivity. To realize this, it is planned that, 47 of promising VCs and 47 best-practice

VC technologies will be piloted and that 50 % of the piloted best-practice VC

technologies used

The national and county level activities that will contribute towards the realization of

the set targets are:


Develop and roll out mechanisms to support up scaling and out scaling of

promising VCs and best practice technologies


o Roll out the mechanisms to support up scaling and out scaling of promising

VCs and best practice technologies to the VCAs

o Support establishment of county VC incubation centre to nurture and

strengthen local capacities for VCD in consultation with NPS and DPs

identified including those identified in output 1.1.3

o Support 3 viable proposals (one in each of the 3 PVC/ county) on up scaling

and out scaling of best practice technologies

o Sensitize VCAs onbest – fit VC technologies and innovation (VC incubation

center model) for buy –to be incorporated in the scheduled platform meetings o Hold quarterly participatory monitoring on incubation center model.

5.0 ASDSP COORDINATION AND MANAGEMENT

The overall coordination and budgetary responsibility for the programme will be vested

in the Ministry of Agriculture, Livestock and Fisheries. The day-to-day management of

the programme will rest with the National Programme Secretariat (NPS) which will

receive guidance on policy issues and programme steering from the ASDSP Steering

Committee (ASDSP-SC) and the ASDS coordinating .NIRAS, TA firm will playa major

management and technical advisory role on the capacity and organization needed to

implement the programme in a sector-wide approach and other key policy and

technical issues.

At the county level the CSCs will provide guidance on the application of national

policies at the county level; direction on efforts to coordinate the implementation of

sector programmes as envisaged in the sector-wide approach, and act as liaison

between the ASDSP and local and national sector stakeholders. The CCUs will

coordinate all ASDSP activities at the county level.A detailed description of the roles

and a responsibility of the different bodies in relation to the Programme is given below.

The ASDSP Steering Committee

The ASDSP-SC comprises representatives of sector ministries and the private sector and

provides overall policy guidance and oversight of the implementation of the ASDSP.

This in particular includes approval of Programme implementation frameworks,

regular progress and financial reports; follow up to monitoring and evaluation

activities, and; guidance of the use of programme resources. The SC also functions as

liaison between the Programmesthe sector permanent secretaries and as a channel for

connection between the ASDSP and GoK line ministries.

County Steering Committees

At the county level, ASDS and ASDSP governance are spearheaded by the County

Steering Committees (CSC). The CSCs thus perform governing and coordinating

functions similar to the functions of the ASDSP-SC at the national level. The CSCs

comprise county sector directors, parastatal chiefs, private sector representatives and

training and research institutions.

Specifically, the CSCs provide guidance on the application of national policies at the

county level; direction on efforts to coordinate the implementation of sector

programmes as envisaged in the sector-wide approach, and act as liaison between the

ASDSP and local and national sector stakeholders. In terms of internal Programme

governance and oversight, the CSCs will consider overall Programme approaches and

monitor progress within the counties; review and approve annual work plans, budgets

and progress and financial reports; coordinate and follow up on monitoring and

evaluation activities; and provide guidance on the use of Programme resources

Technical Assistance Support to the ASDSP (NIRAS)

NIRAS firm was competitively recruited to provide continuous inputs for

development of the capacity and organization needed to implement the programme in

a sector-wide fashion, for ongoing support to programme management and for support

to the establishment of an enabling sector-wide environment

The end of 2014 will also mark the end of Phase I for the NIRAS TA support to ASDSP

which included support towards the inception phase and to Phase I up to December

2014. However, the contract between NIRAS and MOALF allows an extension into

Phase II, i.e. from January 2015 to December 2016.

In the ToR for TA support to ASDSP (supporting document to the tender) it was

assumed that the demand for TA support would decrease during the last year of Phase

I, and that therefore the TA input would be reduced as follows during Phase II,

compared to the Phase I input:

Programme Adviser and Sector Coordination Adviser from full-time input to

50%

International short term advisers reduced with 40%

National short term consultants reduced with 30 %

The FY 2014/15 TA Plan has been designed to support the ASDSP theme for the year

“Strong Stakeholder Organizations and Partnerships for Inclusive VC Development and

Sector Coordination”. Until now the TA has mainly been directed towards initiation

and consolidation of ASDSP operations and processes. This means that the TA has

focused on support to development of strategies and operational guidelines,

mainstreaming of these within the programme, supporting the establishment and roll-

out of programme management systems, etc.

The FY2014/15 TA plan has been prepared on the backdrop of the longer-than-

anticipated time needed to consolidate programme operations. It recognizes that ‘the

groundwork is now done’ and most of the basis for fully-fledged roll-out of programme

activities is now by and large in place. The TA can therefore now be directed towards

assisting this roll-out of interventions and ensuring that activities are implemented in

according to the Programme’s demand-driven, stakeholder-led and partnership-based

intervention strategies.

In light thereof, the TA input during FY2014/15 will be focused on the following

support areas:

Support the full roll-out of the Programme’s capacity development efforts

Operationalization of mechanisms for more efficient provision of technical and

operational support from NPS specialists to the CCUs.

Strengthening of private sector agents in all aspects of the programme’s

operations. This includes development of a PPP strategy and action plan,

identification of incentives for increased participation of private actors in the

prioritized value chains, and identification of the role to be played by ASDSP in

national efforts to pursue market-led solutions in the sector.

Development of the ASDSP information management strategy and action plan

Support to the establishment of incubation centers

Support to the Operationalisation of the social inclusion strategy

Mainstreaming and full application of the ASDSP M&E system

Initiation of interventions for financial and insurance inclusion

Strengthening of the CCUs support to sector coordination initiatives by County

Governments

Re-alignment of the sector coordination TA input towards the Joint MoALF

Transformation Initiative. This includes provision of support towards of:

Establishment of efficient inter-governmental coordination between

MoALF and the counties

Establishment of improved ‘external relations’ mechanisms between

MoALF and other sector ministries, development partners and private

sector agents

Establishment of systems for more efficient steering and coordinated

implementation of existing programmes

Establishment of a Common Programme Framework for new

programmes

Establishment of a MoALF-wide M&E system

Positioning of the CCUs as core entry points for county consultations

pertaining to the Common Programme Framework initiative.

Annexes xxx provides details on the TA

The ASDSP National Programme Secretariat

The NPS is responsible for the overall management of ASDSP implementation at both

the national and local levels. The secretariat is composed of the programme

coordinator, programme advisor, 6 specialists and support and administrative staff as

detailed in Annex xx.

Specifically NPS will continue to perform the following critical functions:

The NPS is responsible for the establishment of ASDSP programme planning,

financial management, implementation, reporting and M&E frameworks; overall

programme management, monitoring and quality assurance; preparation of regular

progress and financial reports, and; oversight of CCU adherence to ASDSP

procedures/management of ASDSP resources.

Maintaining consultative linkages between the ASDSP and the ASDS coordination

mechanism institutions, sector line ministries, existing national level programmes,

private sector and farmer association representatives, Civil Society Organizations

(CSOs) and other key national level sector stakeholders. The NPS will also facilitate

consultative linkages between such national level institutions and the CSCs/CCUs

and local level stakeholders

NPS Specialists and Technical Advisors also provides direct advisory and

implementation support to the ASDS coordinating mechanisms , the CCUs and

other actors engaged in the implementation of ASDSP sponsored activities..

County coordinating units (CCUs)

The CCUs coordinate all ASDSP activities at the county level, support the establishment

of platforms for local stakeholder-led identification and implementation of VC

development initiatives, and provide networking support as needed to secure technical

and financial support towards these stakeholder-led VC development initiatives. The

county coordinator leads a team of 4 technical officers and 5 administrative and support

staff

Specifically, CCU will be responsible for:

The CCUs act as the secretariat for the CSCs and are responsible for county-level

application of ASDSP programme planning, finance management, procurement,

implementation supervision, and reporting and M&E frameworks in accordance

with ASDSP procedures.

The CCUs also provide management oversight of the partner agencies’

adherence to operational partnership agreements that involves technical and/or

financial support from the ASDSP.

Ensure that there is broad consensus among relevant stakeholders with respect

to the mandate, incorporation, operational procedures and membership of these

county level VC development stakeholder platforms

The CCUs will primarily play a coordinating and convening role vis-à-vis local GoK

agencies, existing programmes and national level players (e.g. GoK ministries,

TWGs, research and training institutions, private companies, international

programmes, etc.) to ensure that technical and financial support towards local

capacity building and VC development activities prioritized by the VCP and

VCGs is provided in a harmonized and coordinated manner and based on the principle

of comparative advantage (i.e. support should be provided by the support agent

who is best positioned and resourced to do so).

The CCUs are responsible for entering operational partnering agreements with

VC stakeholders and support agents who agree to take on responsibilities for

implementing activities addressing specific VC gaps or for provision of technical

and financial support from support agents towards this stakeholder-led activity

implementation.

Value Chain Platforms (VCP)

These are vertical Value chain stakeholder bodies that bring together VC Groups with a

similar commodity focus. A value chain platform would comprise representatives of

producers, processors, traders, wholesalers, retailers, researchers, microfinance, NGOs,

etc.

The CCUs in collaboration with other VC support agents have established 141value VC

platforms that are functional.

The VCPs are well positioned as a forum for:

For bringing together stakeholders engaged in a single value chain either in the

county, region or nationally

for negotiating and promoting efficiencies that require broader agreement and

cooperation along the value chain (e.g. quality standards), and for addressing

disputes among the various value chain constituencies.

6. ASDSP INPUTS AND BUDGET

6.1 2014 /15 budget

Budget source

The five year budget for the ASDSP is KES 6.087 billion, with KES 5.087 billion

including a credit guarantee of about KES 1.2 billion being provided from the

Government of Sweden and KES 1 billion from the Government of Kenya.

A budget of KES 1,000,000,000 is proposed to support the 3rd year 2014/2015 support

the planned herein interventions towards the theme for the year “Strong Stakeholder

The Government of Sweden and GoK are expected to contribute the 800 million and

KES 200 million respectively. A summary of the budget is provided in table xx, with

more details in annex xxxx. The Ministry of Agriculture, Livestock and Fisheries

maintains the fiduciary responsibility for the ASDSP. The NPS will be responsible for

the accounting and budgeting of ASDSP funds.

Budget Distribution

The funds KES one billion will be distributed in to 3 implementing units. 262,641,839

will be allocated to the NPS for the planned national level activities and procurement of

goods and services, the 47 counties will be allocated 356,041,768 for the county level

activities. 65,000,000 will be disbursed to the ASDS coordinating mechanisms for the

sector wide coordination and joint programming. KES 316,337,693 is reserved for the

county partnership projects upon submission of viable proposals developed as per the

ASDSP proposal guidelines, 2013. Table xx summarizes the distribution of funds by

implementing units and sources

Table xxx: Distribution of funds by implementing units

IMPLEMENTING UNITS SIDA (KSH) GOK (KSH) TOTAL(KSH)

NPS Budget 238,678,210 23,963,629 262,641,839

ASDS coordinating mechanisms support 60,000,000 5,000,000 65,000,000

Counties - operation and coordination 185005, 397 171,036,371 356,041,768

Counties - partnership projects) 316,337,693 - 316,337,693

TOTAL BUDGET 800,000,000 200,000,000 1,000,000,000

Figure 1: Distribution of funds by implementing units

Table xx : Distribution of funds by subcomponents for 2014/2015

Component 1:Sector coordination

Sida

ksh(milli

ons)

millinM

millions

GoK (million)

1.1 Sector-wide coordination and joint

programming improved 60 5

1.2 Sector institutions and capacities at all levels

strengthened 56 195

1.3 Linkages between sector stakeholders improved 40

1.4 Sector-wide M&E and information management

systems developed and supported 40

1.5 Appropriate sector-wide policies, strategies and

regulations supported 20

Sector coordination total 216

200

component 2:Environmental resilience and social

inclusion

2.1: Environmental resilience strengthened for value

chain

actors, including vulnerable groups

50

2.2 Conditions that enable vulnerable groups to

engage in value chain development strengthened 30

Environmental resilience and social inclusion total 80

Component 3:Value chain development

2014/15 carryover budget

The programmme attained 80 % of the total funds received. The underutilization was due to late

disbursement of funds among other challenges hence some key activities initiated were not

achieved by the end of the year. Table xx shows the activities proposed for carryover to

this year

Table xx carryover activities and budget

Activities Budget Source of

funds

Capacity needs assessment completion 30,000,000 Sida

Capacity building activities ( 6 areas) 12,000,000 Sida

Study tour / conferences 10,500,000 Sida

Procurement of ICT equipment 34,000,000 Sida

Sensitizing CCUs on guidelines 10,000,000 Sida

Assessment of ASDSP risk and mitigation 10,000,000 Sida

M&E /MIS development 30,000,000 Sida

Review of NAFIS content 1,000,000 Sida

Value chain market survey 50,000,000 Sida

Baseline survey completion 30,341,440 Sida

Assessment of PPP performance 1,500,000 Sida

Printing of guidelines and reports/booklets 15,000,000 Sida

Partnership projects 275,000,000 Sida

Technical based services 29,000,000 Sida

3.1: Inclusive value chain organizations developed 75

3.2: Public and private investment in VC

development increased 325

3.3: Equitable access to market increased 40

3.4: Access to affordable financial and insurance

services for value chain actors improved 16

3.5: Innovative and inclusive value chains and VC

technologies up-scaled and out-scaled. 52

Value chain development total 504

ASDSP Total for 2014/2015 800

200

538,341,440 Sida

Table ; total itemized 2014/15 budget (Gok and Sida )

ASDSP 2015/2015 BUDGET

SIDA GOK TOTAL

1 Utilities, Supplies and Services 2210100 - 2,014,900 2,014,900

Electricity 2210101 - 1,114,500 1,114,500

Water and Sewerage Charges 2210102 - 527,400 527,400

Gas Expenses 2210103 - 373,000 373,000

2 Communication- 2210200 3,550,200 13,535,900 17,086,100

Tel. Telex. Facsmile and Mobile phones serv. 2210201 454,000 12,177,500 12,631,500

Internet Conections 2210202 2,990,200 452,000 3,442,200

Courier and postal services 2210203 106,000 906,400 1,012,400

3 Domestic Travel and Subsist, 2210300 31,474,372 131,365,484 162,763,134

Travel cost 2210301 4,330,350 692,560 5,022,910

Night Out 2210302 14,204,422 3,434,140 17,638,562

Daily subsistence allowance 2210303 12,862,900 127,238,762 140,101,662

4 2210400 10,500,000 - 10,500,000

Air, Bus, Train 2210401 3,000,000 - 3,000,000

Accommodation 2210402 1,000,000 - 1,000,000

DSA Per diem 2210403 6,000,000 - 6,000,000

Sundry items 2210404 500,000 - 500,000

5 Printing, Advertising and Information Supplies and Services 2210500 23,401,085 1,117,050 24,518,135

Publishing and Printing services 2210502 8,846,910 287,250 9,134,160

Subscription to Periodicals 2210503 1,747,160 284,800 2,031,960

Advertising and Publicity Campaigns 2210504 9,760,015 485,000 10,245,015

Development of promotional materials 2210507 3,047,000 60,000 3,107,000

6 Rentals of Produced Assets 2210600 - - -

Hire of transport, Eq. Plant & Mach. 2210604 - - -

7 Training Expenses 2210700 45,416,526 1,407,380 46,823,906

Trav. Accom, Tuition and train allow 2210701 23,066,657 590,378 23,657,035

Remuneration of instructors 2210702 586,000 - 586,000

Production and Printing of Training Materials 2210703 2,244,050 8,000 2,252,050

Hire of training facilities and equip. 2210704 1,393,204 299,000 1,692,204

Trainer Allowance 2210708 745,500 37,502 783,002

Accomodation allowance 2210710 17,874,915 360,000 18,234,915

8 Hospitality, Supplies and Services 2210800 2,749,800 17,278,320 20,028,120

Catering Services, Accom, Foods and Gifts 2210801 1,269,800 2,965,620 4,235,420

Expenses of Boards, Committees and Seminars 2210802 1,480,000 13,934,700 15,414,700

2210900 1,200,000 - 1,200,000

Motor vehicle insurance 2210904 1,200,000 - 1,200,000

9 Specialised Materials and Supplies 2211000 989,600 5,000 994,600

Purchase of agric materials ,supplies and equipts 2211007 25,000 - 25,000

Purchase of Education and Library Supplies 2211009 964,600 5,000 969,600

10 Office Gen.Suppl & Serv. 2211100 8,538,485 1,337,403 9,875,888

General office supplies 2211101 5,195,898 252,073 5,447,971

ASDSP 2015/2015 BUDGET

SIDA GOK TOTAL

Supplies & accessories for computer & Printer 2211102 3,299,150 68,000 3,367,150

Sanitary and Cleaning Materials 2211103 43,437 1,063,530 1,106,967

11 Fuel Oils & Lubricants 2211200 10,348,391 3,617,127 13,965,518

Refined Fuels and Lubs. For Transp. 2211201 10,348,391 3,617,127 13,965,518

12 Other Oper. Expenses 2211300 171,625,000 340,000 171,965,000

Bank Charges 2211301 625,000 340,000 965,000

Technical service(county projects) 2211310 61,000,000 - 61,000,000

Professional Services 2211311 110,000,000 - 110,000,000

13 Routine Maint. Vehicles 2220100 10,721,198 3,787,757 14,508,955

Maint. Expences - Motor Vehicles 2220101 11,411,062 3,787,757 15,198,819

14 Routine Maint.- Other Assets 2220200 1,963,500 4,371,416 6,334,916

Maint plant/machine/equipm. 2220201 - 155,106 155,106

Maint office furniture/equipm. 2220202 - 779,300 779,300

Maint. of buildings and stations - non resid 2220205 50,000 1,967,000 2,017,000

Minor alterations to buildings 2220209 - 140,000 140,000

Maint Computers/ soft ware/ communic. Equipm. 2220210 1,933,500 230,000 2,163,500

Rentals of Offices - 1,100,000

15 Refurbishment of Buildings 3110300 - 2,091,000 2,091,000

Refurbishment of Non- Residential buildings 3110302 - 2,091,000 2,091,000

3110700 9,653,429 9,653,429

Purchase of motor vehicles 3110701 9,653,429 9,653,429

3110800 4,000,000 500,000 4,500,000

Overhaul vehicles 3110801 4,000,000 500,000 4,500,000

16 Purch. Of Spec Equip. 3111100 12,853,001 2,725,000 15,578,001

Purchase of office furniture and fittings 3111001 - 2,778,000 2,778,000

Purchase of Computers, Printers and other IT Equipment 3111002 9,000,000 -

Agric. Machine/equip 3111103 752,000 37,000 789,000

Educational aids related equipm. 3111109 624,501 10,000 634,501

Purchase of ICT Networking and Comm. Equipt 3111111 1,487,500 50,000 1,537,500

Purchase of software 3111112 1,000,000 - 1,000,000

17 Research, Feasibility Studies, Project Preparation and Design, Project Supervision 3111400 - - -

Pre-feasibility ,feasibility and appraisals studies 3111401 - - -

18 Rehabilitation and renovation of plant, machinery and equipment 3111200 - - -

Overhaul of plant, machinery and equipment 3111201 - - -

Sub-total TOTAL ( NPS and County- operations and coordination 339,900,140 195,000,000 534,900,140

Budget for ASDS Coordinating mechanisms 60,000,000 5,000,000 65,000,000

County Budget for developing partnerships and proposal development 83,762,167 75,866,167

county partnership projects 316,337,693 -

TOTAL BUDGET 800,000,000 200,000,000 1,000,000,000

Table: PS Itemized budget (Sida and GoK)

NPS BUDGET ASDSP 2015/2015

SIDA GOK TOTAL

1 Utilities, Supplies and Services 2210100

Electricity 2210101 - - -

Water and Sewerage Charges 2210102 - - -

Gas Expenses 2210103 - - -

2 Communication- 2210200 700,000 550,000 1,250,000

Tel. Telex. Facsmile and Mobile phones serv. 2210201 100,000 500,000 600,000

Internet Conections 2210202 500,000 500,000

Courier and postal services 2210203 100,000 50,000 150,000


Travel cost 2210301 800,000 100,000 900,000

Night Out 2210302 1,500,000 20,000 1,520,000


4 2210400 10,500,000 - 10,500,000

Air, Bus, Train 2210401 3,000,000 - 3,000,000

Accommodation 2210402 1,000,000 - 1,000,000

DSA Per diem 2210403 6,000,000 - 6,000,000

Sundry items 2210404 500,000 - 500,000

5 Printing, Advertising and Information Supplies and Services 2210500 12,100,000 100,000 12,200,000

Publishing and Printing services 2210502 4,800,000 - 4,800,000

Subscription to Periodicals 2210503 300,000 100,000 400,000

Advertising and Publicity Campaigns 2210504 5,000,000 5,000,000

Development of promotional materials 2210507 2,000,000 2,000,000

6 Rentals of Produced Assets 2210600 - - -

Hire of transport, Eq. Plant & Mach. 2210604 - - -

6 Training Expenses 2210700 13,400,000 200,000 13,600,000

Trav. Accom, Tuition and train allow 2210701 5,600,000 5,600,000

Remuneration of instructors 2210702 500,000 500,000

Production and Printing of Training Materials 2210703 2,000,000 2,000,000

Hire of training facilities and equip. 2210704 - 200,000 200,000

Trainer Allowance 2210708 - -

Accomodation allowance 2210710 5,300,000 - 5,300,000

7 Hospitality, Supplies and Services 2210800 2,000,000 650,000 2,650,000

Catering Services, Accom, Foods and Gifts 2210801 1,000,000 200,000 1,200,000

Expenses of Boards, Committees and Seminars 2210802 1,000,000 450,000 1,450,000

2210900 1,200,000 - 1,200,000

Motor vehicle insurance 2210904 1,200,000 1,200,000

8 Specialised Materials and Supplies 2211000 -

Purchase of agric materials ,supplies and equipts 2211007 -

Purchase of Education and Library Supplies 2211009 -

NPS BUDGET ASDSP 2015/2015

SIDA GOK TOTAL

9 Office Gen.Suppl & Serv. 2211100 2,228,210 600,000 2,828,210


Supplies & accessories for computer & Printer 2211102 1,000,000 1,000,000

Sanitary and Cleaning Materials 2211103 400,000 400,000

10 Fuel Oils & Lubricants 2211200 1,000,000 400,000 1,400,000

Refined Fuels and Lubs. For Transp. 2211201 1,000,000 400,000 1,400,000

11 Other Oper. Expenses 2211300 171,250,000 300,000 171,550,000

Bank Charges 2211301 250,000 300,000 550,000

Technical service 2211310 61,000,000 61,000,000

Professional Services 2211311 110,000,000 110,000,000

12 Routine Maint. Vehicles 2220100 4,000,000 520,000 4,520,000

Maint. Expences - Motor Vehicles 2220101 4,000,000 520,000 4,520,000

13 Routine Maint.- Other Assets 2220200 1,000,000 2,300,000 3,300,000

Maint plant/machine/equipm. 2220201 -

Maint office furniture/equipm. 2220202 -

Maint. of buildings and stations - non resid 2220205 1,100,000 1,100,000

Minor alterations to buildings 2220209 -

Maint Computers/ software/ communic. Equipm. 2220210 1,000,000 100,000 1,100,000

Rentals of Offices - 1,100,000

14 Refurbishment of Buildings 3110300 -

Refurbishment of Non- Residential buildings 3110302 -

Purchase of Vehicles and Other Transport Equipment 3110700 9,653,429 9,653,429

Purchase of motor vehicles 3110701 9,653,429 9,653,429

Overhaul of Vehicles and Other Transport Equipment 3110800 4,000,000 500,000 4,500,000

Overhaul vehicles 3110801 4,000,000 500,000 4,500,000

15 Purch. Of Spec Equip. 3111100 11,000,000 70,000 11,070,000

Purchase of office furniture and fittings 3111001 70,000 70,000

Purchase of Computers, Printers and other IT Equipment 3111002 9,000,000

Purchase of ICT Networking and Comm. Equipt 3111111 1,000,000 1,000,000

Purchase of software 3111112 1,000,000 1,000,000

TOTAL NPS Budget 238,678,210 23,963,629 262,641,839

ASDS Coordinating mechanisms 60,000,000 5,000,000 65,000,000

Table: total Counties itemized budget (Sida and GoK)

TOTAL COUNTIES

SIDA GOK TOTAL

1 Utilities, Supplies and Services 2210100 0 2,014,900 2,014,900

Electricity 2210101 0 1,114,500 1,114,500

Water and Sewerage Charges 2210102 0 527,400 527,400

Gas Expenses 2210103 0 373,000 373,000

2 Communication- 2210200 2,850,200 12,985,900 15,836,100

Tel. Telex. Facsmile and Mobile phones serv. 2210201 354,000 11,677,500 12,031,500

Internet Connections 2210202 2,490,200 452,000 2,942,200

Courier and postal services 2210203 6,000 856,400 862,400


Travel cost 2210301 3,530,350 592,560 4,122,910

Night Out 2210302 12,704,422 3,414,140 16,118,562


4 Printing, Advertising and Information Supplies and Services 2210500 11,301,085 1,017,050 12,318,135

Publishing and Printing services 2210502 4,046,910 287,250 4,334,160

Subscription to Newspapers, Magazines, 2210503 1,447,160 184,800 1,631,960

Advertising and Publicity Campaigns 2210504 4,760,015 485,000 5,245,015

Development of promotional materials 2210507 1,047,000 60,000 1,107,000

5 Rentals of Produced Assets 2210600 0 0 0

Hire of transport, Eq. Plant & Mach. 2210604 0 0 0

6 Training Expenses 2210700 32,016,526 1,207,380 33,223,906

Trav. Accommodation, Tuition and train allow 2210701 17,466,657 590,378 18,057,035

Remuneration of instructors 2210702 86,000 0 86,000

Production and Printing of Training Materials 2210703 244,050 8,000 252,050

Hire of training facilities and equip. 2210704 1,393,204 99,000 1,492,204

Trainer Allowance 2210708 745,500 37,502 783,002

Accommodation allowance 2210710 12,574,915 360,000 12,934,915

7 Hospitality, Supplies and Services 2210800 749,800 16,628,320 17,378,120

Catering Services, Accom, Foods and Gifts 2210801 269,800 2,765,620 3,035,420

Expenses of Boards, Committees and Seminars 2210802 480,000 13,484,700 13,964,700

8 Specialized Materials and Supplies 2211000 989,600 5,000 994,600

Purchase of agric materials ,supplies and equipments 2211007 25,000 0 25,000

Purchase of Education and Library Supplies 2211009 964,600 5,000 969,600

9 Office Gen.Suppl & Serv. 2211100 6,310,275 737,403 7,047,678


Supplies & accessories for computer & Printer 2211102 2,299,150 68,000 2,367,150

Sanitary and Cleaning Materials 2211103 43,437 663,530 706,967

10 Fuel Oils & Lubricants 2211200 9,348,391 3,217,127 12,565,518

Refined Fuels and Lubs. For Transp. 2211201 9,348,391 3,217,127 12,565,518

11 Other Oper. Expenses 2211300 375,000 40,000 415,000

Bank Charges 2211301 375,000 40,000 415,000

12 Routine Maint. Vehicles 2220100 6,721,198 3,267,757 9,988,955

TOTAL COUNTIES

SIDA GOK TOTAL

Maint. Expences - Motor Vehicles 2220101 7,411,062 3,267,757 10,678,819

13 Routine Maint.- Other Assets 2220200 963,500 2,071,416 3,034,916

Maint plant/machine/equipm. 2220201 0 155,106 155,106

Maint office furniture/equipm. 2220202 0 779,300 779,300

Maint. of buildings and stations - non resid 2220205 50,000 867,000 917,000

Minor alterations to buildings 2220209 0 140,000 140,000

Maint Computers/ soft ware/ communic. Equipm. 2220210 933,500 130,000 1,063,500

14 Refurbishment of Buildings 3110300 0 2,091,000 2,091,000

Refurbishment of Non- Residential buildings 3110302 0 2,091,000 2,091,000

15 Purch. Of Spec Equip. 3111100 1,853,001 2,655,000 4,508,001

Purchase of office furniture and fittings 3111001 0 2,708,000 2,708,000

Agric. Machine/equip 3111103 0 0 0

Educational aids related equipment 3111109 752,000 37,000 789,000

Purchase of ICT Networking and Comm. Equipt 3111111 624,501 10,000 634,501

Purchase of software 3111112 487,500 50,000 537,500

Subtotal operational and coordination 101,243,230 171,036,371 272,279,601

County Budget for developing partnerships and proposal development 83,762,167 0 83,762,167

county partnership projects 316,337,693 - 316,337,693

TOTAL BUDGET 501,343,630 171,036,371 672,379,461

Table: funds distribution by counties

COUNTIES sida GOK TOTAL

BARINGO 4,065,922 3,392,700 7,458,622

BOMET 3,744,330 3,555,000 7,299,330

BUNGOMA 3,743,926 3,779,750 7,523,676

BUSIA 3,689,830 3,793,100 7,482,930

ELGEYO MARAKWE 4,267,530 3,773,540 8,041,070

EMBU 3,601,030 3,788,900 7,389,930

GARISSA 4,273,590 3,385,220 7,658,810

HOMABAY 3,820,320 3,842,360 7,662,680

ISIOLO 4,253,800 3,555,200 7,809,000

KAJIADO 4,187,115 3,587,300 7,774,415

KAKAMEGA 3,635,726 3,949,023 7,584,749

KERICHO 3,636,260 3,741,340 7,377,600

KIAMBU 3,655,000 3,671,520 7,326,520

KILIFI 4,206,658 3,639,700 7,846,358

KIRINYAGA 3,601,280 3,816,900 7,418,180

KISII 3,780,431 3,659,050 7,439,481

KISUMU 3,911,015 3,298,000 7,209,015

KITUI 3,842,040 3,670,300 7,512,340

KWALE 4,190,880 3,777,100 7,967,980

LAIKIPIA 4,253,800 3,555,200 7,809,000

LAMU 4,360,790 3,631,900 7,992,690

MACHAKOS 3,655,910 3,736,180 7,392,090

MAKUENI 3,712,800 3,648,180 7,360,980

MANDERA 4,153,498 3,651,951 7,805,449

MARSABIT 3,870,890 3,918,220 7,789,110

MERU 3,841,795 3,615,010 7,456,805

MIGORI 3,787,524 3,881,182 7,668,706

MOMBASA 4,172,348 3,441,572 7,613,920

MURANGA 3,606,670 3,564,260 7,170,930

NAIROBI 3,665,210 3,415,700 7,080,910

NAKURU 3,916,547 3,568,250 7,484,797

NANDI 3,808,410 3,565,200 7,373,610

NAROK 4,004,650 3,556,400 7,561,050

NYAMIRA 3,936,110 3,623,450 7,559,560

NYANDARUA 3,692,600 3,556,400 7,249,000

NYERI 3,572,375 3,365,060 6,937,435

SAMBURU 4,149,695 3,769,300 7,918,995

SIAYA 3,984,299 3,018,173 7,002,472

TAITA TAVETA 4,179,970 3,853,500 8,033,470

TANA RIVER 4,197,450 3,541,700 7,739,150

THARAKA-NITHI 3,722,610 3,648,280 7,370,890

TRANSZOIA 3,863,863 4,134,100 7,997,963

TURKANA 4,332,250 3,735,720 8,067,970

UASINGISHU 4,028,517 3,429,040 7,457,557

VIHIGA 3,674,250 3,817,380 7,491,630

WAJIR 4,385,953 3,646,660 8,032,613

WESTPOKOT 4,367,930 3,472,400 7,840,330

Total 185,005,397 171,036,371 356,041,768

In addition to the KES 356, 041,768 above another KES 316,337,693 is reserved at the NPS for

supporting the county value chain partnership projects identified by the value chain actors.

6.2 Procurement of goods and services

Procurement under the ASDSP will be carried out in line with the GoK Public

Procurement and Disposal Act 2005 and procurement General Manual of 2009 edition ,

a document that draws authority from Kenya Public Procurement and Oversight

Authority Act (PPOA), 2005. This manual sets out procurement policies and rules

during operations and cover goods, works and consultancy services as agreed upon by

various parties

Table xx outlines Procurement plan for goods and services required to facilitate the

implementation of the planned activities during the year. The plan will be implemented

by the implementing units. All procured items shall be the property of the programme

and they shall be utilized in accordance to the GOK/Sida Agreement.

74

Table xx: procurement plan for ASDSP goods and services Serial

No.

Description of goods Unit Qty Procurem

ent

method SIDA GOK

Estimated Total

Cost (Kshs.)

1.1 ASDSP

1

Audit services No. 1 RFP*

30,000,000 0 30,000,000

2

ASDSP Midterm review consultancy services No. 2 RFP

13,000,000 0 13,000,000

3

TA services (NIRAS) No. 1 RFP

80,000,000 0 80,000,000

4

Technical services for topical studies,

dissemination No. 1 RFP

50,000,000 0 50,000,000

5

Telephone Cards( Safaricom, orange and Airtel) No. RFQ**

454,000 8,237,500 8,691,500

6

Internet Connections No. RFQ

2,990,200 452,000 3,442,200

7

Travel cost ( International) No. RFQ

4,330,350 692,560 5,022,910

8

Air, Bus, Train No. RFQ

3,000,000 0 3,000,000

9

Publishing and Printing No.

28,000 RFQ

13,846,910 0 13,846,910

75

Serial

No.


ent

method SIDA GOK

Estimated Total

Cost (Kshs.)

10

Advertising and Publicity No. RFQ

9,760,015 0 9,760,015

11

Development of promotional materials No. RFQ

3,047,000 0 3,047,000

12

Production and Printing of Training Materials No.

4,500 RFQ

2,244,050 8,000 2,252,050

13

Hire of training facilities and equip. No. RFQ

1,493,204 299,000 1,792,204

14

Motor vehicle insurance No. RFQ

1,200,000 0 1,200,000

15

Purchase of Education and Library Supplies No. RFQ

989,600 5,000 994,600

16

Assorted Stationaries (General office supplies) No. RFQ

5,195,898 252,073 5,447,971

17

Supplies & accessories for computer & Printer No. RFQ

3,299,150 68,000 3,367,150

18

Cleaning Services and Materials No. RFQ

- 1,063,530 1,106,967

19

Refined Fuels and Lubs. No. RFQ

11,348,391 2,574,075 13,922,466

76

Serial

No.


ent

method SIDA GOK

Estimated Total

Cost (Kshs.)

20

Maint. Expences - Motor Vehicles No. RFQ

4,952,092 0 4,952,092

21

Purchase of Motor vehicle tires No. RFQ

6,500,000 0 6,500,000

Purchase of Motor vehicles No. RFQ

0 9,653,429 9,653,429

22

Maint Computers/ software/ communic.

Equipm. No. RFQ

2,433,500 230,000 2,663,500

23

Rentals of Offices No. RFQ

0 1,100,000 1,100,000

24

Refurbishment of Non- Residential buildings No. RFQ

0 1,341,000 1,341,000

25

Overhaul vehicles No. RFQ

4,000,000 0 4,000,000

26

Purchase of Computers, Printers and other IT

Equipment No. RFQ

5,000,000 0 5,000,000

27

Purchase of educational aids related equipm. No. RFQ

624,501 10,000 634,501

28

Purchase of ICT Networking and Comm. Equipt No. RFQ

6,987,500 50,000 7,037,500

77

Serial

No.


ent

method SIDA GOK

Estimated Total

Cost (Kshs.)

29

Operational No. -

156,922,509.00 168,963,833.00 325,886 0,342

30

ASDS coordinating mechanisms support No. RFP/ RFQ

60,000,000 5,000,000 65,000,000

31

County based partnership projects No. RFP

316,337,693 0 316,337,693

Project Total

800,000,000 200,000,000 1,000,000,000

RQP*- request for proposals

RFQ**- Request for Quotations

78

7. FINANCIAL ARRANGEMENTS

7.1 Institutional Arrangements

The Ministry of Agriculture, Livestock and Fisheries maintains the fiduciary

responsibility for the ASDSP. The NPS will be responsible for the accounting and

budgeting of ASDSP funds. The national programme coordinator and the County

Coordinator will be held responsible for any commissions and omissions that may

occur.

7.2 Funds Disbursement procedures

The KES 800,000 million from the Government of Sweden will be channeled to

Treasury two tranches (semiannually and annually) and will be visible in the official

GoK budgeting system. Funds contributed through this mechanism become an

integrated part of the GoK allocation and the use is fully transparent. The Funds will

then flow from Treasury to the Ministry of Agriculture, Livestock and Fisheries from

where transfers will be made to the NPS and the CCUs, as shown in tables’ xxx.

Funds budgeted for the ASDS coordinating mechanisms will be transferred from the

NPS based on agreed output based workplan and budget.

The funds will be t of the GoK printed estimates and will, if needed, be revised at the

middle of the financial year. Funds contributed through this mechanism become an

integrated part of the GoK allocation and the use is fully transparent.

Funds that will remain unused by the end of the financial year will be carried over

as part of the following year’s allocation at the discretion of Sida.

The KES 200,000 GoK contribution will be transferred from the ministry to the NPS

and CCUs as shown table xx

Funds will be channeled towards agreed programme activities either under direct

management by the coordinating ASDSP units (i.e. CCUs or the NPS), through

service contracts with competitively identified service providers or under

cooperation agreements with partner agencies (e.g. MoUs with CSOs, private

agencies, farmer organizations, other programmes). Other implementing partners

will enter into contractual agreements on condition that funds channeled under such

partner collaboration agreements will be paid from the respective units’ accounts

and must comply with agreed financial regulations. Such funds will also be audited

by the PWC

79

7.3 Financial audit arrangement

Funds in the programme will be spent on the various activities as contained in this

annual work plan and budget and the agreed project proposals. Auditing of

programme implementation costs will be used to minimize the level of questioned

costs and thereby enhance efficiency in activity finance management. This is will

done through a system of internal, external and rolling audits.

The Internal Auditors will undertake continuous audits and reports directly to the

Audit Committee within ASDSP where they identify non conformities and suggest

corrective actions. The audit findings are then disclosed in publicly accessible

reports to facilitate timely and effective monitoring and accountability at the

community, county and national levels.

External audit: The responsibility for external audit will vested in the Kenya

National Audit Office (KENAO),

Rolling audit: Besides the regular auditing of programme accounts and financial

reports, a system of rolling audits of the implementing units (such as NPS, CCUs

and other organizations assigned tasks and provided funds under the programme)

will be put in place. The audits will be carried out continuously during the financial

year to verify reporting of expenditure and activities carried out. Price water House

Coopers (PWC), firm of auditors was competitively recruited for this purpose.

Under the planning period, the 2013/14 annual audit and 2014/15 interim audit will

be conducted in the 1st and 3rd quarters respectively.

7.4 Financial Reporting and Monitoring

The Ministry of Agriculture, Livestock and Fisheries’ accounting system will be used

to generate semiannually unaudited Interim Financial Reports (IFRs). The IFRs will

be used as a basis for the disbursement of funds.

The NPS in collaboration with the ASDS mechanisms will maintain an accounting

system designated for the ASDSP funding, with potential to include other

contributions and inputs from development partners in the sector. Based on activity

and financial reports from the implementing agents, such as CCUs and others, the

NPS will prepare activity and financial reports, annual financial statements and

applications for funds replenishment. The ASDSP Steering Committee will oversee

the statutory audit of programme’s financial statements, ensuring that the process is

carried out efficiently and in line with the terms of funding agreements entered with

participating development partners.

80

7.5 Integrity and financial discipline

In accordance with Kenyan Law and the Code of Conduct for Agricultural and rural

sector support, persons engaged in the management and implementations of ASDSP

activities are prohibited from applying any form of corrupt practices. Any such

practice will result in swift legal action to stop, investigate and prosecute in

accordance with applicable law as well as immediate termination of the concerned

activity by GoK and Development Partners including Sida. Integrity Statements will

form part of all partnering agreements and procurement contracts involving ASDSP

funding.

Accountability of ASDSP Funds

ASDSP and collaborating GoK agencies and non-state partners will follow standard

GoK accounting principles for the financial management of ASDSP activities, and

retain all payment vouchers, bank statements and other supporting documents. The

Programme will apply GoK cost norms for its operations unless otherwise explicitly

agreed by competent authorities.

The County Accountants will receive the county designated funds in the County

Bank Account and maintain separate memorandum Cashbooks for ASDSP and

ensure that the funds are spent on the specific activities for which the funds were

budgeted.

Preparation of Statements of Expenditure (SOE)

The Counties will incur expenditure as per AIEs and in accordance with GoK

financial and procurement regulations and procedures and the financing

Agreement. The County Accountant and the County coordinator will prepare and

submit to the Permanent Secretary Ministry of Agriculture, Monthly Statement of

Expenditure (SOEs) with copies to the Treasury. The SOEs will be verified and

certified by both the County accountant and the County Coordinators and

submitted by 10th of the following month

The following documents are mandatory:

Project Bank Account reconciliation statement

Bank Statement for Project account

SOEs signed by AIE holder and district accountant.

Payments as per categories of expenditures.

81

7.6. Budget revision

Preliminary operational and intervention budgets allocated on the basis of the

procedures described above will be subject to revision on a quarterly basis. This will

ensure that the programme budgets at any given point in time reflect:

differences between the original indicative budgets and the detailed proposal

budgets which are ultimately prepared and approved;

changes in intervention priorities resulting from ongoing consultations with

stakeholders concerning their intervention preferences, and;

Agreements with operational partners concerning the division of work and

financial contributions towards funding of agreed interventions.

82

8.ANNEXES

ANNEX 1 TA Plan 2014/15 Financial Year

Technical assistance by NIRAS during FY2014/15

The end of 2014 will also mark the end of Phase I for the NIRAS TA support to

ASDSP which included support towards the inception phase and to Faze I up to

December 2014. However, the contract between NIRAS and MOALF allows an

extension into Phase II, i.e. from January 2015 to December 2016.

In the ToR for TA support to ASDSP (supporting document to the tender) it was

assumed that the demand for TA support would decrease during the last year of

Phase I, and that therefore the TA input would be reduced as follows during Phase

II, compared to the Phase I input:

Programme Adviser and Sector Coordination Adviser from full-time input to

50%

International short term advisers reduced with 40%

National short term consultants reduced with 30 %

The FY 2014/15 TA Plan has been designed to support the ASDSP theme for the year

“Strong Stakeholder Organizations and Partnerships for Inclusive VC Development

and Sector Coordination”. Until now the TA has mainly been directed towards

initiation and consolidation of ASDSP operations and processes. This means that the

TA has focused on support to development of strategies and operational guidelines,

mainstreaming of these within the programme, supporting the establishment and

roll-out of programme management systems, etc.

As evident from the FY2013/14 Annual Report, the initiation and consolidation of

ASDSP operations has required significantly more time and resources than

originally anticipated. Important lessons have been learned from this process

concerning the complexity of setting up a sector-wide programme in a context where

a traditional service-delivery oriented project focus is deeply entrenched among GoK

agencies, development partners and programmes alike. Additionally, the continuous

changes in the ASDSP’s operational environment relating to the formation of county

governments and consolidation of national ministries have severely affected the

operations of the programme, including in particular the prolonged uncertainties

pertaining to the transfer of responsibilities and staffing between the national and

county governments and the uncertainties relating to establishment of an effective

leadership structure in the consolidated MoALF.

83

The FY2014/15 TA plan has been prepared on the backdrop of the longer-than-

anticipated time needed to consolidate programme operations. It recognizes that ‘the

groundwork is now done’ and most of the basis for fully-fledged roll-out of

programme activities is now by and large in place. The TA can therefore now be

directed towards assisting this roll-out of interventions and ensuring that activities

are implemented in according to the Programme’s demand-driven, stakeholder-led

and partnership-based intervention strategies.

The TA Plan also takes cognizance of several premises which has evolved:

Realignment of the sector coordination TA input from a base in ASCU

towards a focus on the “Joint MoALF transformation initiative” described in

section XX.

The devolution process has increased the demand for TA as there is a higher

than expected need for support to the County Governments. In addition to

technical and VCD related support, this includes an increasing demand for

support to county level policy development and intra-county and inter-

county sector coordination. TA is needed to define options for delivery of

support in these areas.

The delivery of the support to counties and establishment of sound inter-

governmental coordination is hampered by the continued politically-imposed

barriers to inter-governmental engagement. However there is increasing

willingness among County Governments and the national government alike

to overcome these teething problems and to pursue more efficient and

technically-focused inter-governmental cooperation. This constitutes ‘major

opportunity’ for the FY2014/15 period and beyond which the Programme

must capitalize on.

The value chain and partnership concepts are still new to many actors.

Extensive TA support to build understanding thereof among multiple

audiences is therefore needed.

M&E continues to require support, especially the sector wide M&E.

Continues need for capacity building and knowledge management

Increased demand for resilience creation, adaptation to climate change and

sustainable use of natural resources

Need to establish the ASDSP as a key supporter of national level VCD and

sector coordination. While the Programme is now recognized as a key player

in most counties, it has not yet been able to ascertain itself at the national

scene. TA is therefore needed to better define and operationalize the ASDSP’s

coordination support role pertaining to VCD, private sector engagement and

84

agri-business development industrialization, CC/NRM and social inclusion in

VCD at the national level.

In light thereof, the TA input during FY2014/15 will be focused on the following

support areas:

Support the full roll-out of the Programme’s capacity development efforts

Operationalization of mechanisms for more efficient provision of technical

and operational support from NPS specialists to the CCUs.

Strengthening of private sector agents in all aspects of the programme’s

operations. This includes development of a PPP strategy and action plan,

identification of incentives for increased participation of private actors in the

prioritized value chains, and identification of the role to be played by ASDSP

in national efforts to pursue market-led solutions in the sector.

Development of the ASDSP information management strategy and action

plan

Support to the establishment of incubation centers

Support to the operationalization of the social inclusion strategy

Mainstreaming and full application of the ASDSP M&E system

Initiation of interventions for financial and insurance inclusion

Strengthening of the CCUs support to sector coordination initiatives by

County Governments

Re-alignment of the sector coordination TA input towards the Joint MoALF

Transformation Initiative. This includes provision of support towards of:

Establishment of efficient inter-governmental coordination between

MoALF and the counties

Establishment of improved ‘external relations’ mechanisms between

MoALF and other sector ministries, development partners and private

sector agents

Establishment of systems for more efficient steering and coordinated

implementation of existing programmes

Establishment of a Common Programme Framework for new

programmes

Establishment of a MoALF-wide M&E system

Positioning of the CCUs as core entry points for county consultations

pertaining to the Common Programme Framework initiative.

In the coming period the PA should gradually be able to focus more on outreach

activities aimed at increasing collaboration with other programmes as well as on

85

increased involvement of the private sector. This will hopefully enable the PA to put

more emphasis on provision of technical inputs. This is on the assumption that the

PA will gradually be able to reduce his input towards general programme

management support which until now has consumed a disproportionate amount of

his time. Important priorities in the early parts of the financial year for the PA

include preparation for the upcoming Mid-term Review and fielding of a QA

mission.

The SCA will be assigned to relevant units in MoALF as part of the coordinated TA

input provided under the Joint MoALF Transformation Initiative. However part of

the SCA’s time will be allocated towards direct support to the ASDSP. SCA inputs

provided under the joint initiative will be coordinated with the TA input provided

by other development partners, with the SCA taking the lead TA responsibility in

intervention areas prioritized in the Component 1 logframe. It is expected that this

will greatly improve the Programme’s ability to deliver results against its sector

coordination objectives.

The short term TA focus will to a great extent be focused towards support of the

Joint MoALF Transformation Initiative. It will also continue to follow up on the

ASDSP capacity needs assessment, support of the M&E and increasing the focus on

knowledge management.

The short term TA activities currently planned for FY2014/15 are (indicative only):

Component 1 Sector Coordination

Subcomponent 1.1 Sector coordination and Joint programming

1. Rapid situation analysis of devolved sector structures and coordination

mechanisms and the role of the CCUs/CSCs in building local sector

structures/coordination mechanisms.

2. Provision of analytical consultant inputs to inform Inter-governmental

collaboration between MoALF and County Governments

3. Support to drafting of zero-draft Common Programme Framework Document

under MoALF Transformation Initiative

Subcomponent 1.1 Sector coordination and Joint programming and 1.2 Strengthening

Sector Institutions and capacities

4. Capacity building of shared MoALF Units

5. Capacity building for MoALF Inter-Governmental Unit

6. Support to associations of County Executives and Chief Officers, etc.

86

7. Finalise and roll-out guidelines for ASDSP support to sector coordination by

county governments.

Subcomponent 1.2 Strengthening Sector Institutions and Capacities

8. Capacity building needs assessment and development of strategy for county

capacity building

9. Compiling the ICD plan

10. Develop Guidelines for Trans disciplinary dialogue and sensitisation on the

model

Subcomponent 1.3 Linkages between key sector stakeholders

11. Develop PPP strategy and action plan for counties including sensitisation of

county staff

Subcomponent 1.4 Sector wide M&E

12. Develop ASDSP information management strategy / plan

13. Support the development of an ASDSP Knowledge Management system

14. Continued support to M&E

15. Support to the MOALF-wide sector M&

16. Support to completion of the base-line reports

Subcomponent 1.4 Sector wide M&E and 1.5 Sector wide Policies

17. Support to continued analysis of ASDSP base-line data.

1.5 Sector wide Policies

18. Support development of Policy Guidelines for County policy makers

Component 2 environmental resilience and social inclusion

Subcomponent 2.1 Environmental Resilience

19. Develop method and TOR for mapping of agricultural natural resources and

appropriate resource use options in the counties

20. Support the development of a menu of climate smart technologies and a

handbook

21. Support the t profiling of Conservation agriculture in Kenya and recommend

a way forward for improved adaptation

87

22. Support development of capacity enhancement tools to support capacity

building on REDD in the counties

23. Evaluation of experiences from the first Participatory Scenario Planning (PSP)

Workshops

Subcomponent 2.2 Enabling Conditions for vulnerable groups

24. Support the facilitation of internal Gender and Social Inclusion assessment for

ASDSP structures and partners

25. Support identification of GSI gaps in institutional frameworks and budgets

for mainstreaming in programmes and projects

Component 3 Value chain development

Subcomponent 3.4 Equitable market access

26. Support market research within Prioritized Value Chains

27. Subcomponent 3.5 Innovative and inclusive value chains

28. Support to facilitation of incubation centres for VCD

Management

29. Quality Assurance mission

30. Organisations capacity support

Additionally TA resources are allocated to unforeseen tasks which might arise

during the year.

The ASDSP is now at the brink of fully rolling-out interventions throughout the 47

counties. As reflected above, substantial TA support, particularly from the long-term

and short term national advisors, will required to ensure that this roll-out adheres to

the Programme’s demand-driven, stakeholder-led and partnership-based

programme principles. At the same time, a concerted TA effort is required to exploit

the momentum created by the Programme’s involvement in the Joint MoALF

Transformation Initiative where the sector coordination TA has been appointed lead

TA agent in intervention areas of critical importance for meeting the Programme’s

sector coordination objectives. Significant ASDSP TA resources have been

committed towards this Initiative.

88

The TA tasks described above are estimated to require full-time input of the long

term TA during FY2014/15 and a total of 590 days of short term national and

international TA (485 national and 105 international). It is recognized that it will be

needed to revisit the volume of the overall TA input for the full Phase II as a

consequence of this projected input for FY2014/15.

89

Short-term Consultancies

Sub

comp

Title Objective TA

person

/days

NPS

Counterpar

t

Status Revised

Objectives/

Comments

Schedule

d

Supports

MoALF

Transformation

Initiative

1:1 Rapid situation analysis of

devolved sector structures

and coordination

mechanisms and the role

of the CCUs/CSCs in

building local sector

structures/coordination

mechanisms.

The overall objective of this

assignment is to review the

current situation in the

counties with regard to the

establishment of sector

institutions and

coordination mechanisms

and to provide

recommendations as to how

the CCUs’ support to sector

coordination initiatives of

County Governments can be

strengthened.

Wilson

Kinyu

a 20

days

Suppo

rted by

SCA

Kennedy Consultanc

y initiated

Consultativ

e

workshops

have been

held

About 15

days used

Objectives

unchanged

To be

finalised

by end

June/

beginnin

g July

Yes

1.1

1.2

Capacity building of

shared MoALF Units

These assignments provide

capacity building support

towards shared MoALF

Units (HR, planning, legal,

Pool

3*10

days

Kennedy Consultants

to be

identified

1

assignme

nt Nov

14 and 2

Yes

90

Sub

comp

Title Objective TA

person

/days

NPS

Counterpar

t

Status Revised

Objectives/

Comments

Schedule

d

Supports

MoALF

Transformation

Initiative

etc.) to guide their

operations in the new

institutional context in the

sector (devolved

implementation /

consolidated MoALF)

assignme

nts Feb-

May 15

1.1

1.2

Capacity building for

MoALF Inter-

Governmental Unit

These assignments aim to

strengthen the operational

capacity of the newly

established MoALF Inter-

Governmental Unit (staff

capacities, strengthening of

procedures and systems).

This complements

equipment support to the

Unit provided by

Germany/EU

Pool

2*10

Days

Kennedy Consultants

to be

identified

October

14 and

Feb 15

Yes

1.1 Provision of analytical

consultant inputs to

These assignments will

provide consultancy

Pool

4*15

Kennedy Consultants

to be

2

assignme

Yes

91

Sub

comp

Title Objective TA

person

/days

NPS

Counterpar

t

Status Revised

Objectives/

Comments

Schedule

d

Supports

MoALF

Transformation

Initiative

inform Inter-

governmental

collaboration between

MoALF and County

Governments

support to analysing

institutional and technical

issues of relevance for

agenda points included in

Inter-governmental Forum

meetings and inter-

governmental technical

consultations between

MoALF and County

Governments

days identified nts

July/Oct

15 and 2

assignme

nts

Feb/April

15

1.1 Support to drafting of

zero-draft Common

Programme Framework

Document under MoALF

Transformation Initiative

This assignment forms part

of ASDSP’s contribution

towards the establishment

of Common Programme

Framework for new

programmes jointly

supported by MoALF,

County Governments, DPs

and private sector agents

Wilson

30

Days

Kennedy August-

Oct 14

Yes

92

Sub

comp

Title Objective TA

person

/days

NPS

Counterpar

t

Status Revised

Objectives/

Comments

Schedule

d

Supports

MoALF

Transformation

Initiative

1.1

1.2

Support to associations of

County Executives and

Chief Officers, etc.

To assist these associations

to analyse sector

coordination issues

pertaining to counties and

develop and roll-out county

sector coordination

instruments

Pool

30

days

15+15

Kennedy Consultants

to be

identified

Oct 14

Feb 15

1:1

1:2

Finalise and roll-out

guidelines for ASDSP

support to sector

coordination by county

governments.

To define focus of, strategies

and operational mechanisms

and procedures for ASDSP

support to sector

coordination by county

governments.

Wilson

Kinyu

a, 10

days

Kennedy Draft

outline of

guidelines

prepared

To be done

after

finalization

of the

snapshot

analysis

July-

August

1:2 Capacity building needs

assessment and

development of strategy

for county capacity

building

Define strategies and

methods for improved

capacity at County Level

based on a needs assessment

undertaken by consultant.

LottaA

delstål

Kennedy CNA

ongoing

To be

completed

FY 13/14 but

follow up

needed- See

next task

Will

more TA

be

needed?

93

Sub

comp

Title Objective TA

person

/days

NPS

Counterpar

t

Status Revised

Objectives/

Comments

Schedule

d

Supports

MoALF

Transformation

Initiative

1:2 Compiling the ICD plan Guide a the capacity needs

assessment team in

compiling the Capacity

needs assessment plans

done at county level

Miron

10

days

Kennedy Not

initiated

ToR needed

NA

July 2014

1:2 Develop Guidelines for

Trans disciplinary

dialogue and sensitisation

on the model

Develop guidelines for how

to address issues in

multidisciplinary teams at

pilot basis and then sensitise

resource people

Lotta

15

days

Kennedy Kennedy to

develop

concept.

TOR for the

consultancy

needed.

August-

Septembe

r 2014

1:3 Develop PPP strategy and

action plan for counties

including sensitisation of

county staff

The PPP unit is developing

Guidelines for PPPs at

county level. These can be

expected to be finalised 2nd

quarter 2014/15 financial

year. The CCUs need to be

exposed to these regulations

and a workable strategy for

Ashfor

d

Njenga

10

days

Maren TOR

Needed

Consultancy

depending

on when the

PPP

guidelines to

counties are

publicised.

Also if the

Dependi

ng on

time for

publicati

on of

regulatio

ns.

Earliest

94

Sub

comp

Title Objective TA

person

/days

NPS

Counterpar

t

Status Revised

Objectives/

Comments

Schedule

d

Supports

MoALF

Transformation

Initiative

the facilitation of PPS at

counties needs to be worked

out.

PPP

approach

can

realistically

be handled

by ASDSP

and

collaborators

.

October

2014

1:4 Develop ASDSP

information management

strategy / plan

Develop a strategy and

action plan for management,

processing and

dissemination of

information generated in the

ASDSP implementation.

Omen

o Suji,

15

days

Rosemary

With

Support

from Adul

ToR To be

developed

Contact Suji,

probable

start work in

June

June-

July 2014

1:4 Support the development

of an ASDSP Knowledge

Management system

Develop Method and TOR

for implementation of an

ASDSP knowledge

management system

To be

identifi

ed, 15

days

Rosemary

Monica

Tor to be

developed

Feb 2015

95

Sub

comp

Title Objective TA

person

/days

NPS

Counterpar

t

Status Revised

Objectives/

Comments

Schedule

d

Supports

MoALF

Transformation

Initiative

1:4 Continued support to

M&E

Continuous support to the

development and

implementation of an

ASDSP M&E system.

Peter

Shimo

n 20

days

Japhet

Kiara

10

days

Rosemary 20 days

Shimon

10 days

Kiara

Focus on

support to

MIS and

M&E plan

Up to

Dec 14

1:4 Support to the MOALF-

wide sector M&E

Support to finalization of

implementation framework

for and piloting of the

MOALF-wide sector M&E

system (builds on the IP

previously prepared for the

sector M&E system)

Peter

Shimo

n

30

days

Wilson

Kinyu

a 5

days

Rosemary Sept –

Dec 14

Jan-Mar

15

Yes

1:4 Support to completion of

the base-line reports

Assist PC and PA in

finalizing the baseline

Peter

Shimo

Rosemary Ongoing

but should

Continuous Expected

up to

96

Sub

comp

Title Objective TA

person

/days

NPS

Counterpar

t

Status Revised

Objectives/

Comments

Schedule

d

Supports

MoALF

Transformation

Initiative

including valuation of

results and scrutiny of

products.

n 10

days

Japhet

Kiara

10

days

have

reached end

In July

July 14

1:4,

1:5

Support to continued

analysis of ASDSP base-

line data.

Review and continue

analysis of data from the

ASDSP base-line study to

extract information, draw

conclusions and issue

recommendations.

Bo

Tengn

äs 10

days

PC

PA

Awaiting

Finalisation

of Baseline

Tor to be

developed

Possibly

August

2014

1:5 Support development of

Policy Guidelines for

County policy makers

To support a team which

can develop guidelines for

policy development under a

devolved system. Develop

training modules for

trainers from national

institutions.

To be

identifi

ed

10

days

Kennedy ToR and

suitable

person to be

identified

There is high

pressure

from the

counties to

support this

October

2014

Yes

97

Sub

comp

Title Objective TA

person

/days

NPS

Counterpar

t

Status Revised

Objectives/

Comments

Schedule

d

Supports

MoALF

Transformation

Initiative

2:1 Develop method and TOR

for mapping of

agricultural natural

resources and appropriate

resource use options in

the counties

Develop TOR and

methodology to define

suitable approach towards

mapping of natural

agricultural resources

(arable land, forest, water

sources, etc.). This will need

strong support from the

county governments.

Orodi

Odhia

mbo

10

days

Nation

al Pool

Shadrack TOR to be

developed

Novembe

r

Decembe

r 2014

2:1 Support the development

of a menu of climate

smart technologies and a

handbook

Support development of a

handbook which can

support increasing the

resilience towards climate

chocks of prioritized value

chains.

Orodi

Odhia

mbo

15

days

Shadrack ToR to be

developed

Relate this to

value chain

action plans

March

April

2015

2:1 Support the t profiling of

Conservation agriculture

in Kenya and recommend

Support development of a a

strategy for increased use of

conservation agriculture in

Orodi

Odhia

mbo

Shadrack Tor To be

developed

February

–March

2015

98

Sub

comp

Title Objective TA

person

/days

NPS

Counterpar

t

Status Revised

Objectives/

Comments

Schedule

d

Supports

MoALF

Transformation

Initiative

a way forward for

improved adaptation

Kenya.

Provide Study methodology

and ToR so that a suitable

organisation can undertake

the study

10

days,

PA

2:1 Support development of

capacity enhancement

tools to support capacity

building on REDD in the

counties

Support the design of a

capacity development

programme on REDD

Orodi

Odhia

mbo 5

days

Shadrack TOR to be

developed

January-

February

2015

2:1 Evaluation of experiences

from the first

Participatory Scenario

Planning (PSP)

Workshops

Evaluate experiences from

the PSP workshops carried

out in anticipation of the

Long Rains 2014.

These experiences will

improve on how the PSPs

for the Short Rains 2014 are

conducted/

To be

identifi

ed

(CARE

/ALP

to

recom

mend)

10

Shadrack Tor To be

developed

Important

that this is

done in

conjunction

with

preparation

of PSP

Guideline

(by CARE)

June 2014

99

Sub

comp

Title Objective TA

person

/days

NPS

Counterpar

t

Status Revised

Objectives/

Comments

Schedule

d

Supports

MoALF

Transformation

Initiative

days and before

August then

the

preparations

for next PSPs

will start.

2:2 Support the facilitation of

internal Gender and Social

Inclusion assessment for

ASDSP structures and

partners

Support the development of

tools for internal assessment

of GSI achievements among

ASDSP structures, partners

and Value chain

organisations

Akinyi

Nzioki

10

days

Monica ToR to be

developed.

October

2014

2:2 Support identification of

GSI gaps in institutional

frameworks and budgets

for mainstreaming in

programmes and projects

Support consolidation of

GSI capacity needs

assessment report

Akinyi

Nzioki

10

days

Monica Tor to be

developed

Septembe

r 2014

3.3 Support market research

within Prioritized Value

Develop method and TOR

for the market research.

Greg

10

Monica

Ndunge

ToR under

developme

July-

Septembe

100

Sub

comp

Title Objective TA

person

/days

NPS

Counterpar

t

Status Revised

Objectives/

Comments

Schedule

d

Supports

MoALF

Transformation

Initiative

Chains Provide quality control

during the implementation

of the study

Days

Orodi

10

days

Ashfor

d 10

days

nt r 2014

3:5 Support to facilitation of

incubation centres for

VCD

Develop models for support

to business development,

from small-scale

opportunities.

Support establishment of 3

training centres for coaching

of selected actors in key

VCs.

Started in Siaya.

Orodi

Odhia

mbo

20

days

Monica TOR to be

developed

on basis of

the Concept

note

Jul 14-

Mar 15

MGT Quality Assurance

mission

Generic ToR plus specific

focus to be developed prior

to the assignment.

To be

identifi

ed 10

PA/PC Should be

done before

MTR in

August

2014

101

Sub

comp

Title Objective TA

person

/days

NPS

Counterpar

t

Status Revised

Objectives/

Comments

Schedule

d

Supports

MoALF

Transformation

Initiative

days September

MGT Organisations capacity Support to the programme

adviser and programme

coordinator management of

TA

Bjorn

Hanss

on 15

days

PA/PC Intermitt

ent

102

Annex 2: Summary of ASDSP staff situation

Staff NPS Establishment Gender

National Programme coordinator 1 Female (F)

Programme advisors(NIRAS) 2 Male (2 M)

Specialists(institutional and capacity

development , NRM, Value chain

development, Research and extension ,

Partnership promotion and M&E

6 6(4 F and 2 M)

ICT 1 1(Male)

Accountants 2 2(Males)

Procurement officers 2 2(1 M and 1 F)

Secretary 2 1(Female )

Drivers 4 4 (males)

Support staff 1 1(female)

County coordinating units(CCUs)

County coordinators 47 47(17F: 30M)

ICD officers 47 45(17F: 28M)

M & E officers 47 47(7F: 40M

NRM officers 47 47(8F: 39 M)

VCD officers 47 47(10F: 37M)

Clerks 47 45(18F: 27M)

Secretaries 47 47(41F: 6M)

Drivers (Counties) 94 81(68M: 13F)

Support staff 47 ( 32F : 15M)

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