KLMC Advocacy Plan

SNV V4CP Inception report –October 2016

Kenya Resilience – Advocacy plan

Advocacy planThe Resilience Thematic Group’s Advocacy Plan outlines the engagement strategy, the activities and the monitoring and evaluation framework that will be used in the project to advocate for climate change issues affecting pastoralists. This is elaborated in visual format followed by a detailed narrative which explains the inter-relations between the visually presented strategies, outputs, outcomes and impact.

1. Problem description

The policy environment in Kenya is robust with Climate Change laws and institutional frameworks newly established to build economic, social and environmental resilience of communities and individuals to climate change shocks. The policy frameworks are however devoid of a strong pastoralist agenda which leaves pastoralists and their mainstay livestock economic system vulnerable.

Appropriate policies are a key component of stabilising the livelihoods of pastoral systems especially those that are geared towards climate change mitigation. Policies that are well formulated and are adaptive to the needs of pastoral communities, incorporating indigenous knowledge and recognising the role of customary institutions will foster a robust business environment that supports businesses and investments in pastoral systems resulting in communities with enhanced ability to cope with climate change. Civil society participation in platforms and policy frameworks will open (legal) avenues to comprehensively address economic, political, social and environmental issues affecting vulnerability of pastoralist communities to climate change.

2. Goal

The long term goal of this project is to achieve climate resilient pastoralists’ communities with strengthened voice and participation in climate change policy making processes in Kenya. This goal will be attained by realization of the project’s long term outcomes such as enactment and implementation of inclusive legal frameworks (county livestock policies, sales yard bills, county integrated development plans, county climate change bills and CMMs) and Integration of pastoralists’ representatives in structures and processes of climate change decision making (county steering groups and county climate planning committee).The resulting improved environment will promotegreater allocation of national and county resources addressing climate change with specific recognition to reduce the burden on pastoralist communities and women and encourage growth of business and private financial investment in products and services (insurance, credit facilities) for pastoralists.

3. Context analysis

Pastoralism is the dominant economic sector in ASALs. The pastoral economy and community livelihood strategies in drylands are heavily dependent on natural resources. Climate Change acts on these natural resources that are important to the survival of pastoralists making them vulnerable. A number of factors influence the vulnerability of Pastoralists to climate shocks and are summarized in the table below.

Factor / Nature of influence
Political factors /

Lack of political goodwill with regard to pastoralists’ issues
Lack of adequate involvement of the Pastoral communities in the policy formulation process

Economic factors /

Inadequate market structures for livestock trade
Limited access to export market opportunities
Limited access to affordable credit facilities for livestock traders and producers
Inefficiency in the livestock marketing chain because of too many brokers and middlemen

Social factors /

Inter-community conflicts over limited resources (Pasture and Water)
Extra burden on women in caring for their families and small livestock in the face of limited water and pasture

Technological factors /

Lack of capacity to adopt new breeding technologies
Poor mobile network coverage in pastoral areas to support financial transactions
Poor livestock market prices as a result of the absence of a fully functional Livestock Market Information Management System

Environmental factors /

Floods increasing the spread of livestock diseases
Deforestation and degradation of land used by pastoralists

Legal factors /

Conflicting legislations within the sector

In order to achieve its overall goal, the project will engage with relevant actors and institutions. More specifically, the project will partner with the county governments (department of climate change, livestock , environment and natural resources management and water); national government (relevant ministries, National Drought Management Authority, National Environment Management Authority, Kenya Meteorological Services, Kenya national bureau of statistics); private sector (financial institutions, marketing associations, and investors); research institutions ( IFPRI, Kenya Institute of Public Policy Research and Analysis, The University of Nairobi, ILRI); Civil Society Organizations (League of Pastoralist Women of Kenya, Kenya climate working group, Adaptation consortium, Merti Integrated Development Program, Ward Adaptation planning committee, Dedha); and International Agencies (USAID, EU, CORDAID, OXFAM, CARE).

SNV V4CP Inception report –October 2016

Kenya Resilience – Advocacy plan

4. Contextualized Theory of Change

STRATEGIESOUTPUTSSHORT-TERM OUTCOMES MID-TERM OUTCOMES LONG-TERM OUTCOMES IMPACT

SNV V4CP Inception report –October 2016

Kenya Resilience – Advocacy plan

5. Monitoring &Evaluation

Our PME approach supports learning, steering as well as accountability, and monitoring is an ongoing practise throughout the duration of the project. To allow for project-wide reporting, learning and comparison between countries and themes, a harmonised Monitoring and Evaluation (M&E) framework has been developed by SNV Corporate. The harmonised M&E framework contains harmonised outcomes, outputs, indicators and monitoring methods that all country themes apply.

The below M&E framework is based on our theme-specific Theory of Change (ToC). For each result in the ToC we have defined indicators and methods of measurement. To the extent possible we have made use of harmonised indicators and methods of measurement; these are complemented with new theme-specific indicators and methods of measurement.

Recognising that our project develops over time as the context changes and lessons are learned, we value regular reflection on which project elements we are (not) going to plan and why (not) based on collected data on progress. SNV and the CSOs will organize regular opportunities to reflect on the progress of the project and where needed our theory of change, strategies, and targets will be updated. The method, outcome harvesting will be used to guide these learning processes in 2017 and further.

Detailed information about the harmonised M&E framework, including the various standardised monitoring methods, can be found in the document Harmonised PME framework.

SNV V4CP Inception report –October 2016

Kenya Resilience – Advocacy plan

Output/
Outcomes / Indicator / Baseline / Target
2017 / Measurement method / Measurement frequency / Responsible
A. CSO capacities improved / A1. Average score for leadership per theme / 2.8 / 3 / CSO assessment / Yearly / Action for Global Team
A2. Average score for advocacy / 2.5 / 3 / Action for Global Team
A3. Average score for knowledge of theme / 2.3 / 3 / Action for Global Team
B. Evidence Available / B1. No. of portals and websites accessible for CSOs / 0 / 3 / SNV Staff Logbook / Yearly / KLMC/RAP/CEMIRIDE
B2. No. of policy briefs supportive to advocacy plan / 0 / 10 / KLMC/RAP/CEMIRIDE
C. Advocacy strategies and plans available per theme / C1. Annual advocacy plans developed / yes / 1 / SNV Staff Logbook / Bi-yearly / KLMC/RAP/CEMIRIDE
C2. No. of CSO activity plans developed vs No. of CSOs involved (in %) / 100% / 100% / KLMC/RAP/CEMIRIDE
D Increased CSO (CEMIRIDE/RAP/
KLMC)participation in issues surrounding pastoralism and climate change at meetings, multi-stakeholder platforms and alliances (CSO Climate Change Coalition, KCCWG, PLF, DLCI, ASAL Forum, KLMC and ADA)with governments (NDMA, NEMA and Ministries
(livestock, Environment and water))and the private sector(KEPSA, KNCC and Kenya Leather Development Council) / D1. No. of formal and informal encounters with government and business per CSO / 2 / 6 / CSO logbook (contextualised) / Bi- Annually / KLMC/RAP/CEMIRIDE
D2. No. of verbal interventions at relevant encounters per CSO / 2 / 5 / KLMC/RAP/CEMIRIDE
D3. No. of research products shared with relevant stakeholders per CSO / 0 / 5 / KLMC/RAP/CEMIRIDE
E.Increased Influence of CSOs in Climate Change Policy processes (Co-management, CIs and related national policies) / E1. degree of CSO influence on climate change policy processes / 0 / 1 / Scoring rubric
CSO logbook (contextualised) / Bi-yearly / KLMC/RAP/CEMIRIDE
F.Increased collaboration between CSOs, Private Sector and Government
(CSO Climate Change Coalition, KCCWG, PLF, DLCI, ASAL Forum, KLMC, ADA Consortium, NDMA, Ministries, KEPSA, KNCC,Kenya Leather DevelopmentCouncil) / F1. Degree of collaboration between CSOs, Governments and Businesses / 1 / 2 / CSO logbook (contextualised)
Scoring Rubric / Bi- yearly / KLMC/RAP/CEMIRIDE
G. Improved accountability mechanism (national and county budget process, legislative process) / G1. Degree to which accountability mechanisms are functional / 1 / 2 / CSO logbook (contextualised)
Scoring Rubric
SNV Staff logbook / Yearly / KLMC/RAP/CEMIRIDE
H.Improved political will at national and county levels in addressing climate change and change in public attitude towards pastoralism / H1. Degree to which policy makers/decision makers (CEC Climate Change/Environment; CEC Livestock/Agriculture/Pastoral livelihood; CEC Finance and Planning; MCAs - Committee on Agriculture, Livestock, Environment and Natural resources; Cabinet Secretaries for Agriculture, Livestock, Environment, Devolution and Planning) support improvement of pastoralists’ voice in climate change policy processes / 2 / 3 / Policy maker ratings / Yearly / KLMC/RAP/CEMIRIDE
I. Growth in inclusive business and private financial investment in products and services (insurance, credit facilities) for pastoralists with deliberate focus on gender / I1.Numberof new Public Private Partnerships signed between KLMC and County Government under Co-management model / 2 / 3 / CSO logbook(contextualised) / Annually / KLMC/RAP/CEMIRIDE
I2.Numberof by-laws enacted to support the MoUs / 0 / 2 / CSO logbook (contextualised)
I3. Number of new Livestock insurance products targeting Pastoralists / 1 / 2 / CSO logbook (contextualised) / KLMC/RAP/CEMIRIDE
J. Appropriate allocation of national and county resources addressing climate change, with the burden on pastoralist communities and women given specific recognition / J1. % Increase of annual budget allocation for Livestock and Water departments / 4% / 4.5% / Scoring Rubric / Annually / KLMC/RAP/CEMIRIDE
J2. % Increase in annual expenditure on livestock andwaterinfrastructure / 62% / 5% / KLMC/RAP/CEMIRIDE
K. Inclusive policies, regulations and frameworks developed, adopted and implemented or detrimental policies prevented
(Including Customary Bills, , County Emergency Bills, County Climate Change Adaptation Fund Bill, Co-management policy, salesyards bills, NLMP, CC Strategy, Action Plan, NCAct 2016) / K1. No. of New/adjusted inclusive policies, Laws and regulations enacted and reviewed (Sales Yard, NLP, Climate Change framework Policy, Climate Change Act, Customary and Climate Change legislations) / 1 / 2 / Scoring Rubric
Bellwether method / Yearly / KLMC/RAP/CEMIRIDE
K2. Progress in implementing inclusive policies, Laws and regulations related to climate change resilience at national and county level / 1 / 2 / KLMC/RAP/CEMIRIDE
K3. New/adjusted inclusive policies , regulations, or frameworks detrimental to interest of CSO have been prevented from developing, adoption and implementation / 1 / 2 / KLMC/RAP/CEMIRIDE
L. Improved service delivery to pastoralists by government and private sector in addressing challenges of climate change / L1. Number of livestock markets employing core management model / 6 / 8 / CSO logbook (contextualised) / Yearly / KLMC/RAP/CEMIRIDE
L2. Improved quality services offered (markets and veterinary services) / 1 / 2 / Scoring rubric / Yearly / KLMC/RAP/CEMIRIDE

6. Engagement strategy

Target audience / Barriers / Desired change / Key messages
ASAL Legislators/County Government staffs /

Absence of inclusive policies to enhance climate adaptation and improve livestock markets management
Lack of political will to enhance pastoralists participation in climate related discussions
Resource related community conflicts in the ASAL counties

Seamless partnership between the livestock producers/traders and county governments in livestock markets management
Improve political orientation in climate resilience and adaptation

Livestock contributes 12 % of the National GDP and adverse climate shocks is a major threat to this
Policy formulation processes exclude the input of pastoral communities

International Agencies /

lack of synergy and common advocacy platform

Inadequate information sharing platforms/mechanisms
Insufficient investment in climate change and pastoralism

Improved partnerships with other stakeholders

Increased flow of climate information and financial support to pastoralists’ resilience to climate change

There is need for coordinated efforts towards climate change resilience
Insufficient investment in climate resilience increases pastoralist vulnerability

CSOs /

lack of synergy and common advocacy platform
Inadequate advocacy capacity to undertake multi stakeholders policy discussions

Inadequate information sharing platforms/mechanisms

Informed CSOs with the capacity to effectively engage policy makers in climate change dialogues
Improved partnerships between CSOs and other partners
Increased flow of climate information and financial support to pastoralists’ resilience to climate change

There is need for coordinated efforts towards climate change resilience
There is need for collaborative advocacy strategies on climate change policies addressing pastoralists’ concerns

Research institutions/ /

Lack of understanding of pastoralists way of life

Poor flow of climate related information to the public

Enhanced partnership between research institutions and local CSOs
Increased research in pastoral climate resilience field

Lack of evidence hinders the formulation of inclusive policies related to climate change

Private Sector /

Lack of understanding of pastoralists way of life
Insecurity in pastoral areas
Lack of financial institutions in pastoral towns

Seamless partnership between the private sector and livestock producers/traders
livestock producers/traders in livestock markets management

Increase investment by Private Sector in pastoral resilience initiatives

Investment in livestock farming and related productionactivities is a viable venture

7. Activity and resource planning

7.1 Activities and resource planning for 2017

Output/
outcome / Activity / Result of activity / Brief description / Timeline / Who is involved / Time allocation
Output A:
CSOs Institutional capacity improved / A.1 Organizational Capacity Assessment (OCA) / Organizational strength and weaknesses identified
Capacity enhancement initiatives identified / Consultant
/SNV Advisor
to meet at organizations’ offices for OCA / Tbd - SNV / SNV/RAP/
KLMC/
CEMIRIDE / Tbd - SNV
A.2 Review and develop organisational internal governance systems and procedures / Essential organisation policies and procedures put in place including HR, Finance and Gender Policies / Consultant /SNV Advisor to visit organisations offices for policy development / Tbd- SNV / SNV/RAP/
KLMC/
CEMIRIDE / Tbd- SNV
A.3 Organisational Strategic Planning / Organisational Strategic Plans (2017-2020) / Consultant /SNV Advisor to conduct retreat with organisations and their stakeholders to develop Strategic Plans / Tbd- SNV / SNV/RAP/
KLMC/
CEMIRIDE / Tbd- SNV
A.4 Organisational Business/Resource Mobilisation Planning / Organisational Business/Resource Mobilisation Plans / Consultant /SNV Advisor to visit organisations offices for policy development / Tbd- SNV / SNV/RAP/
KLMC/
CEMIRIDE / Tbd- SNV
Ä.5 Institutional ICT Development / Organisational ICT Systems / SNV will support organisations to set up a websitethat will share information about studies under research, facilitate blog and discussion forums on key issues, and provide up-to-date information about resources and events relevant to pastoralist resilience to climate change / Tbd- SNV / SNV/RAP/
KLMC/
CEMIRIDE / Tbd- SNV
A.6 Organizational capacity building trainings– (including M&E and development of Indicators, policy advocacy and Evidence Based Research) / CSOs capacities in leadership, advocacy, utilisation of data and evidence, knowledge in climate change resilience and business development built / Consultant /SNV Advisor to conduct in-house and other modes of trainings on a continuous basis for each organisation / Tbd - SNV / SNV/RAP/
KLMC/
CEMIRIDE / Tbd - SNV
Output B:
Evidence appropriately packaged and disseminated for policy advocacy / B.1 Evidence generation: What are the gaps and opportunities in the legal frameworks for promotion of pastoralists voice (factoring gender and inclusivity) in climate change / Generation of Evidence-Based information on policy gaps and opportunities in existing and draft legal frameworks on promotion of pastoralists’ voice in climate change processes to inform advocacy strategies. / IFPRI will spearhead research with support of CEMIRIDE (as agreed with IFPRI) / Tbd– SNV/IFPRI / SNV/IFPRI/CEMIRIDE / Tbd- SNV
B.2 Evidence generation: The importance of the role of pastoralists’ traditional/cultural institutions in climate change resilience / Information on the roles of cultural institutions in building pastoral communities’ resilience to effects of climate change made available and used for advocacy / IFPRI will spearhead research with support of RAP (as agreed with IFPRI) / Tbd– SNV/IFPRI / SNV/IFPRI/RAP / Tbd- SNV
B.3 Evidence generation: How can co-management improve the resilience and sustainability of markets / Information on how co-management markets model improves the economic resilience of pastoralists made available used for advocacy / IFPRI will spearhead research with support of KLMC (as agreed with IFPRI) / Tbd– SNV/IFPRI / SNV/IFPRI/KLMC / Tbd- SNV
B.4 Evidence generation: Trends of Budget allocation and utilisation in Livestock sector in ASAL Counties(focusing on investments in climate change resilience) / Information on investments trends in climate change resiliencemade available used for advocacy / KLMCto conduct desktop research / Feb 2017 / SNV/KLMC / Tbd- SNV
B.5Evidence generation: Client satisfaction/market surveys to determine degree of improvement in delivery of service (outcome L) / Information on degree of improvement in delivery of service (outcome L)made available and used for monitoring and evaluation / CEMIRIDE to conduct desktop research at National level while KLMC and RAP will conduct surveys county level / Jan 2017 / IFPRI/SNV/RAP/
KLMC/
CEMIRIDE
B.6 Research finding disseminations/launch / Targeted stakeholders briefed on research publication as an advocacy strategy for their support of accompanying recommendations. / Stakeholders meetings to launch the reports and disseminate copies / Tbd- SNV / IFPRI/SNV/RAP/
KLMC/
CEMIRIDE / Tbd- SNV
Output C:
Advocacy plans and strategies developed / C.1 Policy briefing Notes / Briefing notes on;

The gaps and opportunities in the legal frameworks for promotion of pastoralists voice (factoring gender and inclusivity) in climate change
The importance of the role of pastoralists’ traditional/cultural institutions in climate change resilience
How co-management improves the resilience and sustainability of markets
Trends of Budget allocation and utilisation in Livestock sector in ASAL Counties (focusing on investments in climate change resilience)

/ Briefing notes used to lobby/and influence enactment and implementation of policies to support areas developed / Tbd / SNV/RAP/
KLMC/
CEMIRIDE / Tbd- SNV
C.2 Media Campaigns / Radio talk shows on climate change policy processes / RAP/KLMC hold talk shows at County Level targeting policymakers and general public on climate change policy processes / Tbd / SNV/RAP/
KLMC / Tbd
Social media campaign week / One week advocacy campaign on social media to advocate for pastoralists’ voice in climate change processes / Nov 2016
Jun 2017
Nov 2017 / SNV/RAP/
KLMC/
CEMIRIDE
C3. Targeted lobbying meetings with the Pastoralist Leadership Forum /

Improved political will at national and county levels in addressing climate change and change in public attitude towards pastoralism (Outcome H)
Inclusive policies, regulations and frameworks developed, adopted and implemented or detrimental policies prevented (Including Customary Bills, , County Emergency Bills, County Climate Change Adaptation Fund Bill, Co-management policy, salesyards bills, NLMP, CC Strategy, Action Plan, NCAct 2016) (Outcome K)

Appropriate allocation of national and county resources addressing climate change, with the burden on pastoralist communities and women given specific recognition (Outcome J)

/ Co-convene and co-facilitate the annual Pastoralists Leadership Forum, Kenya Pastoralists Week /ASAL Forum and Pastoralists County Leadership Forum, ADA Consortium Meeting / 3 Meetings per Year / RAP/
KLMC/
CEMIRIDE / 84 Days per organisation
(1Week- planning, implementation & reporting)
Outcome D
Increased CSO
participation in issues surrounding pastoralism and climate change at meetings, multi-stakeholder platforms and alliances with government
and the private sector / D1. Engagements with National and County government policy technocrats /

Increased CSO visibility and buy-in on promoting pastoralists voice in climate change policy processes

Evidence based knowledge/research products shared and discussed with National and County government policy technocrats

Workshops, hearings, public debates, round tables, commissions, discussions, etc.

Presentations, comments on statements/ documents, asking for clarifications, briefings, etc.

Outcome E
Increased Influence of CSOs in Climate Change Policy processes / E1. Cross-sector joint meetings – at County and National Levels /

Increased CSO interactions with key stakeholders in government and/or the private sector
Increased opportunity availed for CSOs to highlight pastoralists’ climate change issues and influence key stakeholders in government and/or the private sector

CSO’sinterests are ‘put on the agenda’ and are discussed among stakeholders in government and/or the private sector

Workshops, hearings, public debates, round tables, commissions, discussions, etc.
Presentations, comments on statements/ documents, asking for clarifications, briefings, etc.

Outcome F
Increased collaboration between CSOs, Private Sector and Government / F1. Joint and collaborative engagement with CSOs, government and private sector /

Formation of coalitions and alliances
Joint planning between CSOs, government and private sector
Signed MoUs

Formal and informal meetings
Structured engagements and interactions between CSOs, government and private sector