Annexes Denmark Kenya Country Programme

Transcription

1 Annexes Denmark Kenya Country Programme

2 Table of contents Annex 1 Summary of Development Engagements... 1 Annex 2 Country Policy Paper Annex 3 Results framework at output level Annex 4 Budget Annex 5 Risk management matrix Annex 6 Approved response to summary of appraisal recommendations Annex 7 List of supplementary material Annex 8 Documents available upon request Map of the 47 counties according to the 2010 Constitution ii

3 Annex 1 Summary of Development Engagements Summary of the DEs in the Governance TP DE Gov. 1 Outcome Outputs Public Financial Management Reform (PFMR) Budget The Danish contribution is DKK 45 million. GoK funding is estimated at DKK 220 million. Management arrangements A public finance system that promotes transparency, accountability, equity, fiscal discipline and efficiency in the management and use of public resources Partner The National Treasury, more particularly the PFMR secretariat Enhanced revenue collection Accurate accessible and timely governmentwide financial information and reports with clear accountability Accurate, user-friendly and timely independent audit reports based on a riskbased approach Strengthened capacity for public procurement and disposal oversight A functional monitoring and evaluation framework for the PFMR strategy Denmark will contribute to a basket fund managed by the PFMR Secretariat. Currently only Denmark and Sweden are using this arrangement. The funds are available for all aspects of the reform and will be committed through three year rolling Annual Work plans decided in the PFM Reform Strategy Steering Committee. Description The PFMR strategy is structured along themes: Resource mobilization, resource allocation, budget execution, accounting, reporting and review, independent audit and oversight, fiscal decentralization and intergovernmental fiscal relations, legal and institutional framework, and IFMIS re-engineering. Implementation is done by the relevant PFM stakeholders, such as the Kenya Revenue Authority, the Office of the Auditor General, and several units of the Treasury. The PFMR Secretariat coordinates and manages the reform. The activities consist inter alia of training and systems development within the implementing organisations. DE Gov. 2 Outcome Outputs Kenya Accountable Devolution Programme (KADP) Budget The Danish support amounts to DKK 30 million The overall budget of the Trust Fund, based on current firm commitments, but including Danish funds, is DKK 81 million. Management arrangements Strengthened devolved governance systems at both national and county level regarding Public Financial Management, Monitoring and Evaluation (M&E) and Planning, Human Resource Management as well as citizen engagement/public participation Partner The World Bank; more particularly the devolution team Other development partners (DPs) contributing to the Multi-Donor Trust Fund are: DFID, EU, Finland, Sweden and USAID. Increased capacity to mitigate the fiscal risks of devolution. Strengthened County Public Financial Management capacity. Enhanced performance management of counties Policymaking informed by analysis, evidence and practical experiences of citizen engagement from Kenya and globally. KADP is funded through a Multi-Donor Trust Fund (MDTF) managed by the World Bank. The KADP governance structure includes a Steering Committee (SC), comprising of the WB and contributing development partners. This committee consists of the heads of the DP agencies in Kenya and the World Bank Country Director. The Government of Kenya can be invited to attend SC meetings but is not a standing member of the SC. Description The programme provides support to capacity development by providing short and long term Technical Assistance (TA), training as well as it may commission analytical work to and for the stakeholders of devolution, such as the Ministry of Devolution and Planning and the Council of Governors. Parts of the support will be in the shape of Recipient Executed Trust Funds where funds are forwarded to institutions like the Kenya School of Government. The programme includes the following components and activities: Analysing and managing the macro fiscal impacts of devolution building understanding of sub-national expenditures for assessing how devolved public expenditure management is affecting county and national fiscal health; Support Public Financial Management, Procurement, and Public Sector Management capacity building - development of PFM training modules and operational manuals; Develop performance management systems strengthening M&E and performance management of the counties; Strengthen mechanisms and capacity for engagement of citizens in local service delivery - providing analysis and TA for the county governments to set standards and build mechanisms and capacity to manage public participation; and Enhance service delivery in devolved sectors provision of support to conduct analysis, TA, capacity development, and knowledge sharing that should improve the delivery of devolved services, e.g. health, agriculture, water & sanitation and private sector development. 1

4 DE Gov. 3 Outcome Outputs Support to Electoral Processes in Kenya Budget The Danish contribution is DKK 15 million. The total budget for the EISA programme is about DKK 24.2 million. Management arrangements Enhanced credibility of the electoral process in Kenya Partner Electoral Institute for Sustainable Democracy in Africa (EISA), a South Africa based non-governmental organization with field offices across Africa. Capacity of citizens to participate in the electoral process enhanced. Electoral dispute resolution in Kenya strengthened. Capacity of the Independent Electoral and Boundaries Commission (IEBC) to effectively undertake its mandate enhanced. Denmark will provide core funding for EISA s strategic plan for Kenya. EISA Kenya office is headed by a Country Director who reports to a Board of Directors. The IEBC has also constituted a technical assistance providers forum which EISA is a part of and that will work with the Commission in a coordinated manner and avoid duplication. Denmark is in discussion with the US, UK, Sweden and Finland to have EISA come up with a joint results framework and project document that we can all align to. Description The support to electoral processes seeks to provide continuous strengthening of the electoral cycle in a coordinated effort with other development partners and stakeholders. EISA will provide technical assistance (TA) to IEBC based on the IEBC s needs assessment and strategic plan, and avoiding duplication of other TA support. Focus will be on IEBC s dispute resolution mandate and legal reforms. EISA will also provide TA to the Political Parties Dispute Tribunal based at the Judiciary (the custodian of Tribunals). Finally, EISA will provide technical assistance to domestic observation in Kenya, covering the role of the IEBC and that of non-state actors. DE Gov. 4 Outcome Outputs Support to Human Rights, Access to Justice and Equality Budget The Danish contribution is DKK 25 million. USAID will also provide funding to IDLO of DKK 13.6 million Management arrangements - Enhanced access to justice facilitated by effective, sustain-able judicial reforms and increased use of alternative dispute resolution and other alternative justice systems - Strengthened institutional and legal mechanisms for the advance-ment of gender equality and rights of vulnerable people Partner International Development Law Organization (IDLO) an international non-governmental organisation. Improved formal and informal justice mechanisms for access to justice. Strengthened capacity for key judiciary offices to enhance access to justice for the most marginalised. Strengthened capacity to administer gender justice within the Judiciary. Strengthened capacity of the Judiciary for efficient electoral dispute resolution. Strengthened human rights framework at county and national levels to advance gender equality and non-discrimination. Strengthened institutional capacity to mainstream gender equality and nondiscrimination Denmark will provide core funding for IDLO s Kenya Country Strategy. IDLO will manage the programme. IDLO sits in two Donor Groups on Judicial reforms and Gender as well as two stakeholder groups Judicial reform and Gender Sector Coordination Groups - and this will ensure coordination and harmonization with development partners, government and civil society. Description The support to Human Rights, Access to Justice and Equality will build on DANIDA s strong credentials in this area of democratic governance. IDLO will provide technical assistance to key state organs that need to be strengthened to mainstream and guarantee rights, justice and equality. These include the Judiciary (Gender and Electoral Justice; Capacity Building of Judicial Officers; justicerelated policy and legal reform; jurisprudence documentation), the Gender Directorate of the Ministry of Devolution and Planning (MODP) and the National Gender and Equality Commission - NGEC (Gender Policy and legal reforms; capacity building of gender officers; monitoring of state compliance with national and international gender commitments) and the Kenya National Commission on Human Rights - KNCHR (policy and legal reforms on rights protection generally and specifically for vulnerable people and groups; institutional strengthening). KNCHR has the pivotal role of promoting respect of human rights, advising the government on its responsibilities from the UPR and facilitating civil society to check government on the same. NGEC and Gender Directorate of MODP constitute the state gender machinery at the national level. The Judiciary is key to the promotion and protection of the constitutional principles of human rights, gender equality and justice in line with Chapter Ten of the Constitution. 2

5 DE Gov. 5 Outcome Outputs Support to Women s Rights and Empowerment Budget The Danish Contribution is DKK 15 million. The total estimated FIDA budget amounts to DKK 111 million. Management arrangements Increased realization of women s and girls constitutional rights in Kenya Partner Federation of Women Lawyers Kenya Chapter (FIDA Kenya) a nongovernmental organization based in Kenya Successful advocacy for gender responsive laws, policies and institutional systems. Provision of legal aid services to survivors of women s rights violations. Research and documentation of women s rights concerns to guide interventions by public and private institutions. Denmark will provide core funding for FIDA s Strategic Plan and its successor document. FIDA will undertake the day-today management of the project. FIDA will convene annual meetings to bring together their development partners. FIDA will use a joint reporting framework for donors to have a clear appreciation of impact, challenges and attribution. Description FIDA will continue with the work that DANIDA has been supporting, taking advantage of the new opportunities provided by the 2010 Constitution and Bill of Rights. FIDA will primarily focus on advocating for laws and policies that are gender sensitive and that empower women. They will do this by engaging with Parliament, the Executive and the Judiciary. FIDA will also build on its strong reputation as a provider of quality legal aid services to poor women who are unable to access justice. FIDA will document the gains and challenges that women face in realizing their rights and will use the findings of their studies to inform their advocacy and to share best practice. DE Gov. 6 Outcome Outputs Support to Civil Society Budget The Danish contribution is DKK 55 million to a total budget of DKK 200 million. Management arrangements - Increased participation, engagement and oversight by civil society in governance at the national and county level. - Increased citizen participation and engagement in governance processes and in monitoring performance of county governments. Partner The URAIA Trust is a registered Kenyan civil society trust supporting Kenya s democratic transformation. Increased capacity of civil society organizations (CSOs) to participate in governance at county and national levels. Secure and expanded national and county spaces (statutory and others) for civil society engagement. Increased civic awareness on the Constitution of Kenya 2010 and the devolved system of government in the target counties CSOs facilitating citizens including women, youth and minorities to carry out social accountability on governance processes at county level. Denmark will provide basket funding to URAIA alongside other donors as has been the practice for the last 15 years. Current URAIA donors include Denmark, Finland, USAID, Canada and DFID. URAIA is managed by an executive Director who reports to a Board of Trustees of eminent personalities drawn from academia, civil society, private sector and faith based organizations and manages a programme and administration secretariat with field staff in the 47 counties of Kenya. Description URAIA is a Kiswahili word meaning citizenship. URAIA will under this engagement manage funds for civil society that will include core budget support to three national strategic CSOs covering key thematic areas of environmental governance, human rights and public financial management and county-based civil society organisations whose capacity will be strengthened to hold county governments to account and enhance civic engagement of county citizens. URAIA will use its unrivalled national grassroots presence and national network to facilitate country wide civic education on devolved governance and voter education approaching the 2017 general elections. 3

6 DE Gov. 7 Outcome Outputs Peace, Security and Stability Budget The Danish contribution is 30 million DKK. USAID also provides support to civil society organizations (CSOs) in the Coastal region through ACT, of approximately 35 million DKK. Management arrangements Improved capacity and effectiveness of CSOs, government and security oversight bodies to counter violent extremism, prevent political and natural resource conflicts in Kenya Partner Act Change Transform (ACT!) a registered Kenyan non-governmental organisation (NGO). The capacity of local level CSOs to address emerging conflicts and forestall violence enhanced. Increased women engagement in leadership roles in peace and security activities in the engagement areas. Collaboration between CSOs and government agencies in addressing conflicts and extremism enhanced. Increased use of local information by relevant national and county government agents to develop and implement coherent national security policies, action plans and strategies. Strengthened evidence based research informing policy frameworks and decision making to promote peace and stability. Denmark will provide funding to the third strategic objective of the ACT! Strategic Plan which is improved coexistence and peaceful resolution of conflicts. ACT has comprehensive experience as grant manager and will convene donor roundtables around their entire strategy whose components are: Environment and natural resources management; Democracy, human rights and governance; Peacebuilding and conflict transformation and Livelihoods. Denmark and USAID are currently the envisaged donors for the Peace building and conflict transformation thematic area. ACT is managed by an executive Director who reports to a Board of Directors and manages a programme and administration secretariat in Nairobi and Mombasa cities. Field staff is also strategically placed around the country. Description ACT will continue its primary tasks and as grant manager provide core funding to civil society organizations whose core mandates and strategic plans falls within the objective of this engagement. There will be three engagements areas. The first area and major part of the budget will comprise of a civil society granting and capacity building facility to CSOs that work at county and community level in the area of conflict prevention, peace building and anti-radicalization. ACT will use its existing competitive selection procedure and directly manage the selected civil society organizations based on its experience as grant manager for similar activities. The second area will be the provision of technical assistance (TA) to key government and security oversight agencies such as the Ministry of Interior, the County Policing Authority, the Parliamentary Committee on Security and the National Cohesion and Integration Commission. ACT will use its strategic relationships with these agencies. The third area will focus on research and policy support as well as strengthening the capacity of state crime and security research agencies. The Centre for Human Rights and Policy Studies (CHRIPS) will receive core funding as a sub-partner of ACT to implement this research support. 4

7 Summary of the DEs in the Green Growth and Employment TP DE GGE 1 Outcome Outputs Value Chain Greening and Financing programme Budget The Danish contribution is DKK 70 million - Jobs created especially for women and youth - Improved competitiveness of value chains and targeted businesses - Improved resource efficiency and increased access to and uptake of clean technology and climate sensitive solutions Partner Micro Enterprises Support Programme Trust (MESPT), a registered Trust Market and business linkages created for enhanced value chain and MSME profitability Improved access to financial services for value chain and business development Enhanced certification of MSMEs for domestic and export markets Improved access to resource efficient, clean and climate sensitive technologies Management arrangements MESPT will receive funds from the Kenya Country Programme, administered through the Royal Danish Embassy in Kenya, to implement the value chain greening and financing programme. A programme team based in six satellite offices (in 6 counties) will be responsible for programme implementation, with coordination undertaken by a core team in MESPT Nairobi Headquarters. A Board of Trustees, to which Denmark is a member, provides oversight in both financial management and implementation. Description MESPT will intervene in five growth oriented agricultural value chains with significant potential for pro-poor focus and green growth. The MESPT engagement will facilitate growth by enhancing competitiveness of these value chains. The value chains will adopt resource and cost-efficient systems of production enabled by access to tailored credit facilities and non-financial services. Access to domestic, regional and export markets will be enhanced. Increased market demand will stimulate increase in primary and secondary production, which will consequently create employment and income opportunities for poor farmers, unemployed youth and women. With utilization of climate friendly technologies, resilience of poor farmers will be enhanced. Infrastructure that is critical for competitiveness will be established through public private partnerships. DE GGE 2 Outcome Outputs Private Sector Green Growth Programme Budget The Danish contribution is DKK 40.5 million; DKK 25.5 from the Danish Climate Envelope administered through the Royal Danish Embassy in Kenya, while the balance will be allocated from the Kenya Country Programme Management arrangements Increased private sector engagement in inclusive green growth facilitated by improved business environment and the adoption of sustainable business practices Partner Kenya Association of Manufacturers (KAM), a Business Membership Organization Enhanced private sector investment in Energy and Resource Efficiency Policies, legislation and institutions supportive of private sector investments in renewable energy, energy and resource efficiency Enhanced technical capacity and awareness creation on Renewable Energy, Energy and Resources Efficiency Improved private sector awareness on UN Global Compact ethical and sustainable business practices KAM will receive funds to support KAM s Business Plan ( ) which identifies the strategic intervention of developing the market and financing for energy efficiency, process improvement, alternative and renewable energy in East Africa as crucial in support of private sector competitiveness. The intervention is executed by KAM s Centre for Energy Efficiency and Conservation which is headed by a Coordinator working with in-house team and complemented by a team of associates. The KAM Board will oversee programme implementation. Description This engagement will institutionalize low carbon climate resilient practices within Kenya s private sector. Core to this will be establishment of a market-driven energy and resource efficiency sector. Through this engagement the pool of competent local energy and resource auditors will be increased and special financial products to support energy & resource efficiency shall be developed and offered by various financial institutions. KAM will work both at national and sub-national levels to support counties in ensuring suitable policies in energy and resource efficiency are implemented and to sensitize and support private companies to commit to United Nations Global Compact practices. 5

8 DE GGE 3 Outcome Outputs Community resilience and rangeland management Budget Denmark s contribution is DKK 40 million drawn from the Danish Climate Envelope. Management arrangements Enhanced performance of community conservancies that transform lives, secure peace and conserve natural resources Partner Northern Rangelands Trust (NRT), a registered Trust and a member-based umbrella organisation for community conservancies. Enhanced resilience of pastoral livelihoods Improved rangelands productivity Improved governance of community conservancies Enhanced peace and security among pastoral communities Increased area under conservancies Conservancy enterprises established Improved conservation of biodiversity Denmark will contribute core funding to NRT and hence support all the interlinked goals and outputs of the organisation. An executive team led by a Chief Executive Office and working under the guidance and directions of a Board of Trustees representing community, government and professional interests manages NRT. The organization has an overarching governance structure with a council of elders comprising all chairmen of the 27 member conservancies. Joint donor meetings are held twice a year to discuss workplans, progress, impact and audits. Denmark participates in these meetings. Description Denmark has since 2012 supported NRT under the special climate envelope initiative. Under the thematic programme, NRT will seek to enhance pastoral livelihoods in the harsh ASAL in Northern Kenya. It will address the key challenges that undermine the resilience of marginalized and vulnerable communities in this region created by lack of water and pastureland. With support from Danida, this engagement aims to improve rangelands management under the land use of pastoralism and wildlife conservation, diversify livelihoods by creating new enterprises, establish lasting peace and security among Northern Kenya communities, and contribute to the longneglected human capacity development by investing in health, education and water infrastructure and services. Complementary to this, structures for good governance of conservancies will be established and efforts made to expand coverage of conservancies. DE GGE 4 Outcome Outputs Access to and management of water resources in the arid and semi arid lands (ASALs) Budget The Danish contribution is DKK 65 million. Management arrangements Enhanced water resources management and investments in selected ASAL counties for improved and sustained access by communities and households to water and sanitation for their domestic and productive needs Partner Water Services Trust Fund (WSTF) a Kenyan State Corporation under Ministry of Water and Irrigation Services ASAL county capacity and engagement in water related planning improved. Improved access to sustainable sources of water in the ASALs Sustainable and community-based management of water resources improved Improved capacity of and engagement by implementing agents (WRUAs, CBOs and Water Services Providers) for planning and efficient water service delivery Enhanced experience for promoting public private partnerships in water provision in the ASALs Strengthened institutional performance of WSTF Denmark will contribute support to a strategic area of intervention within WSTF Strategic Plan ( ). Funds will be managed in accordance with established WSTF procedures common for all partner support. As a State Corporation legally mandated to provide financing for access to water, a Board of Trustees has been appointed to provide oversight in both financial management and implementation. WSTF Management develops annual work plans and budgets which are approved by the Board. Denmark participates in a dedicated steering committee encompassing all water sector development partners. Description Denmark has since 2011 supported WSTF to provide water in the ASALs. Continued support through this engagement will enable WSTF to reach out to underserved ASAL counties with provision of water and sanitation services to communities and with associated investments in management of water catchment areas. Capacity development for counties and implementing agents and community involvement will focus on integrated water resource management and planning for water resources and implementation. The support from Denmark will positively impact accessibility of domestic and productive water by ASAL communities, including the poorest and underserved segments. Strategic water planning and provision will facilitate efficient service delivery, and green growth opportunities specifically within the pastoral communities in the ASALs. 6

9 DE GGE 5 Outcome Outputs Greening Kenya s development pathway Budget The Danish contribution is DKK 40 million out of a total estimated budget of DKK million. Management arrangements A greener development pathway Partner The National Environment Management Authority (NEMA) Enhanced capacity of counties to undertake devolved environmental functions Reduced environmental crime Environmental performance targets integrated in ministries, departments and agencies (MDAs) operations within and reported back to the Performance Contracting Secretariat Enhanced private sector adoption of green technologies and practices through public private partnerships Denmark will contribute funds for activities that are part of NEMA s Strategic Plan for NEMA shall provide a programme manager and other staff and overheads and will implement the activities through its regular organisational set-up. The oversight role of the programme will rest with the NEMA Board of Directors. Description Danish support will enable NEMA to work with different stakeholders to shift Kenya s brown economic growth trajectory to a greener path. NEMA will work with the private sector to create PPPs that encourage the private sector s uptake of cleaner production processes such as waste recycling and reuse as well as resource and energy efficiency. It will build the capacity of counties on devolved environmental functions such as waste management and noise pollution, in addition to integrating strategic environmental assessment into CIDPs. The institution will also support environmentally relevant MDAs, such as ministries dealing with infrastructure to integrate environmental management programmes into their core activities. Lastly, NEMA will continue to enforce compliance with environmental standards and regulations. DE GGE 6 Outcome Outputs Creating an enabling environment for green growth Budget The Danish contribution is DKK 20 million and the Kenyan Government will provide 10% of the Danish contribution in counterpart funding. Management arrangements Enhanced enabling environment for green growth and sustainable natural resources management Partner The Ministry of Environment and Natural Resources (MENR) Improved public policy environment for private sector engagement in green growth, sustainable environment and natural resources management Green procurement of goods and services undertaken by public entities Green growth integrated into County Integrated Development Plans (CIDPs) by counties Improved use of weather and climate data in economic planning and disaster risk mitigation Denmark will contribute funds for activities that are part of the ministry s Strategic Plan for A programme manager, other staff and overheads shall be provided by MENR. The activities will be implemented by MENR through existing organisational arrangements. The oversight role will rest with the Principal Secretary in MENR. Description The Danish contribution will support the Ministry to enable implementation of the normative green growth framework. MENR will build the capacity of counties to integrate green growth into CIDPs. It will engage the private sector to reach, through dialogue, green growth relevant policy decisions such as tax rebates for less polluting industries. Such dialogue will be complemented by media awareness and campaigns for wider outreach and uptake. An engagement with the Public Procurement Oversight Authority will result in green procurement guidelines that will inform the public sector s procurement of green products and services. Lastly, acquisition of additional weather monitoring equipment will enhance the provision of accurate weather and climate information to various end users, thereby enabling knowledge based decision-making. 7

10 DE GGE 7 Outcome Outputs Improving the business climate for greener growth and sustainable development Budget Danish contribution is DKK 68 million Management arrangements - Business Membership Organisations (BMOs) and Civil Society Organisations (CSOs) have developed effective working relationships with public sector policy makers - Media will have improved their coverage of business enabling environment and green growth issues Partner Business Advocacy Fund (BAF) a project initiated by Danida in 2006 BMOs and CSOs have improved their skills and capabilities to engage with government and participate effectively in dialogue and advocacy on a sustainable basis BMOs and MDAs have worked together to achieve changes in public policy Knowledge and information related to regulation, regulatory reform, government data and good practice in dialogue is more widely available The media is more aware and has improved coverage of business enabling environment and green growth issues A Fund Manager will be appointed through a competitive tender to be responsible of the operations of the Fund. A BAF Board will be appointed by the Embassy. The Board will be responsible for approving grants under the fund and for the overall monitoring of supported activities and outputs. Description Danida has supported BAF since 2006 through BAF-I and BAF-II. Support has been extended to Business Membership Organisations (BMO) and others to engage in public-private dialogue and advocacy with the objective of delivering policies, laws and regulations for an improved business climate at national and county level. BAF-I funded advocacy proposals and training support to build advocacy competence; BAF-II extended the scope with sustainability support to BMOs and pilot support to media. This current support to, BAF-III will expand the media support and add a fifth component on knowledge management. BAF-I and II have fostered a whole range of results to improve the business climate in Kenya, and the return on investment in further support to BAF is still high. BAF- III will include an explicit focus on improving the policy and regulatory framework for a green economy. In this way BAF-III will directly address the objective of the TP and underpin the work of the other DEs. DE GGE 8 Outcome Outputs Environmentally Sustainable Trade Growth in the East African Community (EAC) Budget This Danish contribution is DKK 75 million. Management arrangements - Increase in physical access to markets in an environmentally sustainable manner - Improve business competitiveness Partner Trade Mark East Africa (TMEA) Not-for profit Company Limited by Guarantee Transport mode interface (road vs standard gauge railway) requirements developed and implemented Road side stations completed Mombasa green port policy developed and implemented Kenya s regional integration strategy and policy enacted and implemented Private sector and public sector organisations (PSO/CSOs) commitments in the Port Charter implemented Certification of farmer groups Women traders capacity in cross border trade strengthened Denmark will support TMEA through a basket fund that also receives regional funds from seven other donors. The Danish funds, together with funds from two other donors, are earmarked for TMEA s Kenya Country Programme. The Danish support will be managed by TMEA in accordance with the organisation s own management systems and governance structure. Danida will have representation at the TMEA Council and the National Oversight Committee (NOC). The Council is TMEAs highest oversight organ and covers all EAC countries. The NOCs in each of the five EAC countries will review project proposals and business plans and will recommend to the Board for approval. Description TMEA Kenya Country Programme Strategy, which is part of TMEA s overall Medium Term Strategy, is designed to provide strategic support to Kenya to strengthen the country s role as the driver of East Africa s integration. The goal is trade facilitation by driving down the high costs of doing business, creating a larger market for Kenyan goods and services across the East African region and thus attracting more domestic and foreign investment. TMEA will focus its activities through predominantly physical infrastructure investments at the port of Mombasa and the various border posts. Although the Danish contribution to the overall TMEA budget is small, by supporting TMEA, Denmark will ensure that the company maintains the green focus and also improves the lives of the poor, in particular through the planned women in trade interventions at the border posts, while implementing the larger program. 8

11 DE GGE 9 Outcome Outputs Supporting cleaner technologies and innovative business models Budget DKK 50 million Management arrangements - Increased commercialization and scaleup of locally relevant climate technologies - Increased employment for women and youth Partner Kenya Climate Innovation Centre (KCIC, a company limited by guarantee. Growth in revenue for KCIC clients Number of green-technology clients incubated to increase Percentage of KCIC incubated clients that have commercialized to rise Number of KCIC clients supported with proof-of-concept and seed funds to increase Number of full time equivalent jobs created by KCIC clients to rise The Danish funds will be provided as core funding. KCIC is a company limited by guarantee KCIC s Chief Executive Officer leads the daily management and a Board of Directors governs the Centre. Danida is a board member. The Board is responsible for strategic direction and will oversee the development of a plan for sustainability and growth. Description KCIC is providing incubation services, provision of proof of concept, grants and seed funding with the purpose of scaling up innovations, and supporting climate mitigation and adaptation. The purpose is to allow locally adopted solutions to be scaled up and become sustainable and profitable businesses creating jobs. The support will create opportunities for Kenya s private sector to expand the country s agriculture, energy, and water infrastructure to serve the needs of the growing population in a climate smart way, while improving living standards. KCIC has been in operation for the past three years and has so far supported over 110 innovations. As a major donor, Danida s new contribution will allow KCIC to pursue its strategic objective while embracing an inclusive and gender balanced strategy, with an increased focus on climate adaptation and mitigation. KCIC intends to become sustainable over the next 10 years, with an aim of 70 % sustainability interventions obtained in particular from the returns of the seed financing and charging for service provisions. 9

12 Summary of the DEs in the Health TP DE Health 1 Outcome Outputs Strengthening Health Systems in Kenya Budget DKK 35 million Management arrangements A stronger health system at county and national level for providing and improving equitable access to quality health services Partner Ministry of Health (MoH) A Policy on a New Regulatory Framework for the Health Sector approved Improved capacities for policy development at Ministry of Health Enhanced M&E of annual performance of the health sector Improved capacity of County Governments to submit, approve and review programmebased health sector budgets and annual work plans Referral Strategy rolled out to counties Denmark will provide funding for the implementation of the national MoH s strategic plan. A Steering Committee (SC) comprising MoH and the Embassy of Denmark will oversee the implementation of the engagement. MoH Department of Policy, Planning and Health Care Financing (PPF) will undertake the day-to-day management, supported by two long-term Danida advisers. The SC will meet bi-annually and there will be quarterly meetings between the PPF and Embassy of Denmark. To coordinate with other development partners, the Embassy health team will participate in meetings at the Development Partners for Health in Kenya group. Description Investing in health systems strengthening is one of the single most important factors to improve health status of people. The support to MoH will be centred on two areas: (1) improving health policy and regulatory environments; and (2) building capacity for effective policy implementation. The support will enhance central level (MoH) capacity in the areas of regulation, health policy development and overall sector M&E. The counties will be strengthened by MoH capacity building in the areas of budgeting and planning and roll out of the new referral strategy. Two long-term advisers in the areas of health policy planning and M&E, embedded in MoH, will further assist in building this capacity and in facilitating implementation of the engagement. DE Health 2 Outcome Outputs Universal Health Care operational funding of all gazetted level 2 pct3 GoK health facilities, County Departments of Health and County Treasuries Health systems strengthening at county and health facility levels Budget Denmark: DKK 140 million Management arrangements Improved access to quality health services Partner Treasury on behalf of 47 County Governments Improved per capita outpatient utilization rate Improved client satisfaction Strengthened county capacity for coordination, planning, supervision and monitoring and evaluation for primary health care services Denmark s support will be on-budget and must be included in the 47 Counties annual work plans and budgets. A basket arrangement for joint donor support is under preparation and expected to be ready by the end of Denmark will disburse the funding through the Government system to National Treasury for onward disbursement through IFMIS and the basket arrangement to the 47 Counties for support for operational costs for eligible health facilities and to County supervision and facilitation of accounting and auditing. Description Improved public health service delivery will be supported through transferring additional funds to support operational and maintenance expenditure at primary health care facility level and with financial support to Counties for supervision and facilitation of accounting and internal auditing. This includes quarterly transfers to all gazetted dispensaries (level 2) and health centres (level 3) making up approximately 4000 facilities. 10

13 DE Health 3 Outcome Outputs Reducing Preventable Maternal, Newborn and Child Deaths Budget Increased utilisation of integrated quality Reproductive, Maternal, Newborn, Child and Adolescent Health (RMNCAH) and HIV services in counties with high maternal mortality burden, to contribute to the reduction of maternal and newborn mortality Partner Denmark: DKK 40 million UNFPA and United Nations H4+ agencies Management arrangements Improved access to and quality of integrated RMNCAH and HIV services Increased demand for RMNCAH and HIV services Strengthened county and national capacity for coordination, planning, supervision and monitoring and evaluation for RMNCAH and HIV services Danida will provide core funding of a new RMNCAH Joint UN Programme. UNFPA will ensure daily management as lead agency of the UN H4+ agencies. Oversight will be ensured by the RMNCAH Programme Steering Committee Technical guidance will be provided by the National Technical Working Group on Mother and Child Health, chaired by the Ministry of Health in close coordination with the Inter-Governmental coordination structure Description The support will be provided to a number of key priority areas related to RMNCAH. The government health facilities capacity to provide a comprehensive package of services in Reproductive, Maternal, Newborn, Child and Adolescent Health, including family planning and HIV, at health facility and community level, will be strengthened. This will include an increased focus on adolescent girls and young women, through targeted, evidence-based, girl-centred interventions in multiple sectors, addressing drivers for early sexual debut among adolescent girls and boys, early childbearing and early marriage, and advocating for keeping girls in schools. Strengthening of county capacity for coordination, planning, supervision and monitoring and evaluation for RMNCAH and HIV services and for integrating RMNCAH into county health sector annual work plans as well as into integrated multi-sector work plans will be another support area. DE Health 4 Outcome Outputs Enhancing services and advocacy on Gender-Based Violence Budget Denmark: DKK 10 million Management arrangements Increased utilisation of comprehensive gender-based violence response services by survivors, as well as scale-up of prevention and advocacy interventions Partner Gender Violence Recovery Centre (GVRC) Nairobi Women s Hospital Improved demand for and access to GBV response services through centres of excellence Strengthened prevention of GBV through behaviour change Strengthened advocacy on GBV amongst decision-makers at county and national levels for legal and policy reforms GVRC will receive core support for the implementation of its five-year strategic plan. The engagement will be overseen by the annual GVRC partners meeting, comprised of representatives of the GVRC Board and of contributing development partners, including the Danish Embassy. GVRC will coordinate closely with the counties where the GBV support will take place, as well as the national GBV coordination institutions, including the Gender Directorate of the Ministry of Devolution, the National Gender and Equality Commission, and the Technical Working Group on Mother and Child Health, chaired by the National Ministry of Health. Description The implementation of GVRC s five-year strategic plan will focus on provision of medical, psycho-social and legal support to survivors of gender-based violence and their families, as well as on the scale up of awareness raising amongst communities and service providers and the expansion of advocacy efforts amongst decision makers. 11

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50 Annex 3 Results framework at output level Country programme gender indicator Country programme Overall Gender Indicator 1 Gender Inequality Index of the Human Development Index 1 (the lower the score, the better) Baseline Year Target Year Governance TP The following results framework presents the expected impact and outcomes and associated indicators that will measure the Governance thematic programme objective 3 and outcomes achievement. Thematic Programme Thematic Programme objective Governance Implementation of the Constitution and consolidation of an accountable, inclusive, and participatory democracy based on increased stability Impact indicator 1 Participation & Human rights indicator from the Ibrahim Index of African Governance (IIAG) 4 Baseline Year (on a scale ranging from 0-100, the higher the better) Target Year Impact indicator 2 Safety and Rule of Law indicator from the Ibrahim Index of African Governance (IIAG) 5 Baseline Year (on a scale ranging from 0-100, the higher the better) Target Year Impact indicator 3 Share of Kenyans who are satisfied with the way democracy works in Kenya, gender disaggregated (from Afrobarometer) 6 Baseline Year % of Kenyans are fairly (35%) or very (12%) satisfied - 42% of Kenyan women are fairly or very satisfied, 53 % of Kenyan men are fairly or very satisfied Target Year % of all Kenyans are fairly or very satisfied - No difference between perceptions of men and women Impact indicator 4 Group Grievance indicator from the Fragile States Index 7 1 The indicator was chosen as it is apt as an overall indicator, being a composite measure reflecting inequality in achievements between women and men in three dimensions: reproductive health, empowerment and the labour market. It also allows comparisons over time. See 2 The target is set against the trend; (2000), (2005), (2010) and (2013), that suggests an accelerated improvement since Ideally the indicators would have been chosen from the national monitoring framework. In this case it means the Political Pillar of the Medium Term Plan II ( ) for the implementation of the Kenya vision However it does not contain indicators. The indicators are chosen with regards to the objective statement as such (hence PFMR and the devolution process public sector management performance per se are not reflected on the impact level) as well as taking the composition of the Governance TP DE portfolio into consideration. 4 The indicator measures aspects of participation and is linked to the human rights support (within the area of improved democratic practices). The indicator is updated annually since The participation & human rights indicator contains the following sub-categories: Participation, Rights and Gender. As a benchmark, the score was 53.6 in The overall Governance indicator is made up of the following categories (further subdivided into sub-categories): Safety & Rule of Law; Participation & Human Rights; Sustainable Economic Opportunity; and Human Development The indicator measures aspects of accountability (and rule of law), wwithin the area of improved democratic practices) as well as it covers aspects of stability. The indicator is updated annually since The safety & rule of law indicator contains the following sub-categories: Rule of law, accountability, personal safety and national security. As a benchmark, the score was 49.5 in The indicator is a proxy indicator intended to measure the degree of inclusive democracy based on the assumption that the level of satisfaction reflects the sense of inclusion. The indicator is constructed from the Afrobarometer round 6 survey in Kenya (survey conducted in November- December, 2014) question 41: Overall, how satisfied are you with the way democracy works in Kenya?. The Afrobarometer research project has been collecting data since The previous survey (round 5) was conducted in Kenya in November 2011 (then question 43).As benchmark, in 2011: overall were 47 % either fairly or very satisfied (Women: 44%: Men: 51% ) 48

51 Baseline Year (scale of 1-10, the lower the better) 8 Target Year (scale of 1-10, the lower the better ) 9 Public Financial Management Reform Engagement Title: Public Financial Management Reform (PFMR) (DE. Gov. 1) Outcome A public finance system that promotes transparency, accountability, equity, fiscal discipline and efficiency in the management and use of public resources Outcome indicator 1 Improved Public Expenditure and Financial Accountability (PEFA) Assessment ratings Baseline Year PEFA Performance Indicators (PI) were rated as [C], and 9 PEFA PIs were rated as [D] Target Year 2020 All PEFA PIs rated as [C] are rated as [B] or higher, and all PEFA PIs rated as [D] are rated as [C] or higher Output 1 1. Enhanced revenue collection Output indicator 1.1 Taxes as % of GDP Baseline Year ,1% Target Year ,6% Output 2 2. Accurate accessible and timely government wide financial information and reports with clear accountability Output indicator 2.1 Timely, accurate and reliable financial data for managers and reports as per legal requirements 10 Baseline Year % (functional classification and reporting utilised, county reporting in place) Target Year % accurate and reliable Output 3 Output indicator Accurate, user-friendly and timely independent audit reports based on a risk-based approach Risk-based audit approach (methodology) implemented Baseline Year % of all audits are done based on a risk-based methodology Target Year % of all audits are done based on a risk-based methodology Output 4 Output indicator Strengthened capacity for public procurement and disposal oversight Share of Government Procurement Entities (PEs) using electronic procurement (e-procurement) Baseline Year 2013 No Government Procurement Entities using electronic procurement (eprocurement) Target Year % of Government Procurement Entities on e-procurement Output 5 5. A functional monitoring and evaluation framework for the PFMR strategy 7 This indicator measures the stability aspect of the Thematic Programme Objective. The Fragile States Index is based on twelve social, economic and political indicators of the CAST methodology (Conflict Assessment System Tool ), developed by The Fund for Peace. The Group Grievance indicator deals with tension and violence between groups and the state s ability to provide security. It measures aspects related to: Discrimination, Powerlessness, Ethnic Violence, Communal Violence, Sectarian violence and Religious violence. 8 A score of 9 is defined as Group grievance is extremely deep and generates systematic acts of violent retribution combined with frequent spontaneous outbursts of group-based violence. As a point of reference the scores were 8.9 in 2010 and 6.7 in There is thus a negative trend. 9 A score of 4 is defined as Group grievances are diminishing as mechanisms for addressing them are being institutionalized 10 Source of data will be OAG and CoB reports. 49

52 Output indicator 5.1 A functional monitoring and evaluation framework for the PFMR strategy 11 Baseline Year 2015 Not in place 12 Target Year 2017 A functional monitoring and evaluation framework for the PFMR strategy in place Kenya Accountable Devolution Programme Engagement Title: (DE. Gov. 2) Outcome Kenya Accountable Devolution Programme (KADP) Strengthened devolved governance systems at both national and county level regarding Public Financial Management, Monitoring and Evaluation (M&E) and Planning, Human Resource Management as well as citizen engagement/public participation. 13 Outcome indicator 1 Adherence by counties to fiscal discipline rules and regulations (measured by increased credibility of the budget, e.g. discrepancy between planned and executed budget outturn). Baseline Year % improvement in aggregate (compared with 2015) Target Year % improvement in aggregate (compared with 2016) Outcome indicator 2 Share of counties using the County Performance Monitoring Tool (updates system with timely data including gender disaggregation where applicable, produces progress reports, hold regular meetings) Baseline Year % Target Year % Outcome indicator 3 Counties with integrated citizen participation in planning, budgeting, procurement and M&E processes. Baseline Year % Target Year % Output 1 Output indicator 1.1 Increased capacity to mitigate the fiscal risks of devolution. Subnational Public Expenditure Reviews (PER)s undertaken (with gender equity focus included) 14 Baseline Year 2016 Prepare county IFMIS data for loading into BOOST Target Year 2017 Tool developed and all counties with adequate IFMIS data Output indicator 1.2 Framework for tracking county poverty, growth and the nexus with jobs Baseline Year 2016 Subnational GDP estimated and model for linking jobs and GDP finalized 11 Source: The service provider of the Danida Management Monitoring and Evaluation Framework shall provide the assessment in its reporting. 12 A results matrix has been developed but has not been implemented. 13 This is derived from the KADP intermediate outcome statement: Strengthened core devolved governance systems at both national and county level where the meaning of core is defined as Public Financial Management, Monitoring and Evaluation (M&E) and Planning, Human Resource Management as well as citizen engagement/public participation. 14 Using the BOOST platform that is integrated with IFMIS and showing fiscal discipline indicators 50

53 Target Year 2017 Report on poverty, growth and jobs published. Output 2 Output indicator 2.1 Strengthened County Public Financial Management capacity Centre for Devolution Studies (at Kenya School of Government) PFM capacity developed Baseline Year 2016 CDS PFM faculty operational Target Year 2017 CDS PFM courses being offered to county staff Output 3 Output indicator 3.1 Enhanced performance management of counties Common core county performance indicators, with gender data where applicable published on time Baseline Year % Target Year % Output 4 Output indicator 4.1 Policymaking informed by analysis, evidence and practical experiences of citizen engagement from Kenya and globally National standards and policies on public participation developed and rolled out Baseline Year 2016 National guidelines and standards inform public participation frameworks in 10 counties Target Year 2017 National guidelines and standards inform public participation frameworks in 20 counties Support to Electoral Processes in Kenya Engagement Title: Support to Electoral Processes in Kenya (Electoral Institute for Sustainable Democracy (DE. Gov. 3) in Africa EISA) Outcome Enhanced Credibility of the Electoral process in Kenya Outcome indicator 1 Credibility assessment of the 2017 elections Baseline Year elections were ranked largely compliant 15 Target Year 2017 Elections deemed Fully compliant (FC) or largely compliant, with a score higher than 3 16, with international standards for credible elections 17 Outcome indicator 2 Ranking of the country in the Freedom House Index 18 Baseline Year score: Partly free with a rating of 4 for Political rights and civil liberties (with 1 representing the most free and 7 the least free) Target Year 2020 Kenya ranked free with a rating of below 4 ( with 1 representing the most free and 7 the least free) Outcome indicator 3 Share of elective and nominative election positions (MPs, Senators, Governors and MCAs) who are women Source: EISA s Elections Assessment Scorecard 16 EISA s assessment of the 2013 elections in Kenya was largely compliant with a score of EISA Elections Assessment Scorecard formulated on the principles listed in Principles for Election Management, Monitoring and Observations. Rating: 1 = Not compliant, 2 = Partly compliant, 3 = Largely compliant, 4 = Fully compliant 18 Source: Freedom House Freedom in the World Survey. Ratings of 1 to 7, with 1 representing the most free and 7 the least free Source IEBC official report of the elections 51

54 Baseline Year 2013 Women took up 31.8% in the 2013 elections (848 of a total of 2663 positions, both elective and nominative), as follows: MPs (19%), Senators (27%), MCAs (34.6%) and Governors (0%). Target Year 2017 At least 30% women (elected/ nominated) in each of the various elective positions 20 Outcome indicator 4 Level of public confidence in the target democratic institutions in Kenya 21 Baseline Year 2016 To be determined through a survey commissioned at the beginning of the project Target Year 2020 Increase in public confidence of the target democratic institutions by 50% Output 1 Capacity of citizens to participate in the electoral process enhanced Output indicator 1.1 No. of target citizens (Voting Age Population (VAP)) with an enhanced understanding of the electoral process. 22 Baseline Year 2016 At the beginning of each of the related interventions 23 questionnaires before and after (target group entry and exit questionnaires) will establish the knowledge baseline. Target Year ,000,000 citizens in the VAP have an increased understanding of the electoral process Output indicator 1.2 Status of citizen understanding of Parallel Voter Tabulation (PVT) 24 method of citizen election observation 25 Baseline Year 2016 To be determined through a survey conducted at the beginning of the Development Engagement period. Target Year 2020 Increase by at least 60% in citizen understanding of the PVT election observation methodology. Output indicator 1.3 Level of public confidence in the oversight role of citizen observers 26 Baseline Year 2015 To be determined through a survey commissioned at the beginning of the Development Engagement period. Target Year 2020 Increase in public confidence in oversight role of citizen observers by 60%. Output 2 Electoral Dispute Resolution in Kenya strengthened Output indicator 2.1 Proportion of pre and post-election 27 disputes resolved within the legally stipulated timelines 28 Baseline Year 2013 The IEBC resolved 2000 disputes revolving around party Lists and more than 200 decisions touching on internal Political Parties nominations. 188 petitions were filed in courts. PPDT presided over 30 cases dealing with nominations in the run up to the 2013 general elections. All the disputes and cases, which were not dismissed before hearing, were resolved within the 20Article 81 (b) of the Constitution states that, not more than 2/3 of members of elective public bodies shall be of the same gender. Although this does not apply to Governors, it is applicable to the other elective positions of MPs, Senators and MCAs. Through the project, more so through civic education, EISA will strive to encourage participation of women as contesters and voting of women by both women and men in view of domination of patriarchy in the country. 21 Source: EISA commissioned surveys 22 EISA developed entry and exit questionnaires. 23 By related interventions is meant the various EISA supported civic and voter education activities throughout the country. 24 Parallel Vote Tabulation (PVT) is an election observation methodology used for independent verification of election results. It involves observation of the voting and counting of ballots at the polling stations, collection of official polling station results and independent tabulation of these results, parallel to the election authorities. 25 Source: EISA commissioned surveys at the beginning and end of the project. 26 Source: EISA commissioned surveys to be undertaken at the beginning and end of the project The surveys will collect data for several indicators under the project. This will mean in the entire project, a total of two or three surveys will be conducted at intervals. 27 Definition: Pre-election disputes are disputes that occur before the elections and are can be placed in five general and overlapping categories; disputes specifically within and between political parties; electoral offences and illegal practices; voter registration disputes; disputes arising from the nomination of candidates; disputes related to violation of the Code of Electoral Conduct. Institutions mainly mandated with their resolution are the PPDT, IEBC and the partly the ORPP through investigation of complaints received under the Political Parties Act. Appeals from the decisions of the Registrar and his/ her agent lie to the PPDT. Post-election disputes are mainly disputes subsequent to the declaration of election results including election petitions. Mandate of their resolution is vested in the judiciary. 28 Source: IEBC, PPDT and Judiciary reports 52

55 legally stipulated timelines. Target Year % of disputes resolved within the legally stipulated timelines. Output indicator 2.2 Increase in the capacity of IEBC, PPDT and Judiciary in EDR ahead of and after the 2017 elections. 29 Baseline Year 2015 With EISA s support, the three institutions undertook post-election evaluations of their conduct during the 2013 elections and came up with a number of recommendations aimed at improving their performance as well as EDR in Kenya. The recommendations need to be implemented to ensure enhanced competence. Target Year 2020 At least 70% of the recommendations are adopted and implemented by the institutions. Output indicator 2.3 % of reversal of appeals from the decisions of the ORPP, PPDT and IEBC dispute resolution committee. 30 Baseline Year 2013 To be determined through a research to be undertaken at the beginning of the programme Target Year 2017 Decrease in the number of reversals of appeals from the decisions of the ORPP, PPDT and IEBC by 50%. Output 3 Capacity of the IEBC to effectively undertake its mandate enhanced Output indicator 3.1 Percentage reduction in incidence of disputed elections. 31 Baseline Year 2013 With reference to the 2013 General Elections, a total of 190 election petitions were filed in the High Court and in the Magistrates Court. Resulting from this process, 100 appeals were filed with some being second appeals to the Court of Appeal and Supreme Court. Target Year 2020 At least 60% reduction in incidences of disputed election (i.e. election petitions). Output indicator 3.2 Reduction in proportion of polling stations with reports of malpractices or major logistical challenges 32 Baseline Year % of the polling stations throughout the country were reported for malpractices or for having major logistical challenges. Target Year 2020 Less than 40% of the polling stations have no reports of malpractice or major logistical challenges. Output indicator 3.3 Increase in the number of registered voters in the 2017 elections 33 Baseline Year 2013 A total of 14,352,533 million voters (64.7% out of a total of 22,177,678 million in the VAP registered as voters for the 2013 elections). Target Year 2020 Increase in no. of registered voters to 20,560,000 (80% of the expected VAP of 25,700,000 by 2017). Support to Human Rights, Access to Justice and Equality Engagement Title: (DE. Gov. 4) Outcome 1 Outcome indicator 1.1 Support to Human Rights, Access to Justice and Equality (International Development Law Organization - IDLO) Enhanced access to justice facilitated by effective, sustainable judicial reforms and increased use of alternative dispute resolution and other alternative justice systems. Number of cases lodged brought by the public to informal and formal justice mechanisms Source: EISA, ORPP, PPDT, Judiciary reports. 30 Source: ORPP, PPDT and IEBC official reports. 31 Source: IEBC and Judiciary reports 32 Source: Media reports, IEBC reports, International and citizen observer reports 33 Source: IEBC and Kenya National Bureau of Statistics official reports 34 State of the Judiciary and the Administration of Justice Report

56 Baseline Year ,754 new cases filed in courts across Kenya and 190,093 cases were determined by the courts, yet 657,670 remained pending.. Target Year % of case backlog determined by the courts and other dispute resolution mechanisms. Outcome 2 Strengthened institutional and legal mechanisms for the advancement of gender equality and rights of vulnerable people. Outcome indicator 2.1 Number of related initiatives undertaken by MODP Gender Directorate, NGEC and KNCHR Baseline Year 2015 Key policies and legislation on gender equality protection of rights of vulnerable people and non-discrimination as stipulated by the 2010 constitution not in place (e.g. Legislation on the realisation of the not more than two-thirds gender principle, national equality policy, Law of Succession Act). 35 Target Year 2020 Key Policies and laws on gender equality, protection of rights of vulnerable people and non-discrimination in line with 2010 Constitution in place Output 1 Improved formal and informal justice mechanisms for access to justice Output indicator 1.1 Number of initiatives by judiciary and other justice stakeholders. Baseline Year 2015 Weak court systems and process; minimal entrenchment of informal justice or ADR mechanisms. 36 Target Year 2020 Improved court administration systems and processes; increased efforts to popularise informal justice mechanisms with the public. Output 2 Strengthened capacity for key judiciary offices to enhance access to justice for the most marginalised Output indicator 2.1 Number of initiatives by the Office of the Chief Justice (OCJ), the Chief Registrar of the Judiciary (CRJ), National Council for the Administration of Justice (NCAJ) and JTI promoting access to justice; increased processes and systems established on access to justice 37. Baseline Year 2015 Weak institutional capacities and lack of adequate technical staff in the 4 offices Target Year 2020 Improved capacity of OCJ, CRJ, NCAJ and JTI to dispense their mandate regarding access to justice, illustrated by improved processes and systems established. Output 3 Strengthened capacity to administer gender justice within the Judiciary Output indicator 3.1 Number of initiatives undertaken by Judiciary aimed at gender justice reforms Baseline Year 2015 Weak capacity of judiciary to adequately address gender issues especially on issues of succession (due to backlog, overburdened Family Division) and SGBV (backlog of cases); State of the Judiciary and the Administration of Justice Report Target Year 2020 Increased initiatives by judiciary towards addressing gender justice reforms, which includes improved access to justice by women, and number of cases dispensed by Courts. Output 4 Strengthened human rights framework at county and national levels to advance gender equality and non-discrimination. 35 Source: NGEC Annual Report , NGEC Strategic Plan ; KNCHR Annual Report , MODP Strategic Plan 2013/2014) 36 State of the Judiciary and the Administration of Justice Report State of the Judiciary and the Administration of Justice Report

57 Output indicator 5.1 Number of policies and laws drafted and enacted at county/national level embodying principles of gender equality, protection of rights of vulnerable people and nondiscrimination. Baseline Year 2015 Most existing and proposed laws and policies fail to effectively comply with the constitutional principles of gender equality, human rights and nondiscrimination Target Year 2020 Increase in key laws and policies on gender equality, protection of vulnerable people and freedom from discrimination in place and reviewed for constitutional compliance Output 5 Strengthened institutional capacity to mainstream gender equality and non- Output indicator 6.1 discrimination Number, types and effectiveness of capacity strengthening initiatives undertaken by NGEC, MoDP-Gender Directorate and KNCHR Baseline Year 2015 Weak institutional capacity of NGEC, MoDP-Gender Directorate and KNCHR (lack of adequate senior technical expertise, weak coordination mechanisms, weak communication mechanisms). 39 Target Year 2020 Improved capacity of NGEC, MoDP-Gender Directorate and KNCHR to fulfil their organizational mandate especially as it pertains to mainstreaming gender equality and non-discrimination Support to Women s Rights and Empowerment Engagement Title: (DE. Gov. 5) Support to Women s Rights and Empowerment (Federation of Women Lawyers - Kenya) Outcome 1: Increased realization of women s and girls Constitutional gains/rights in Kenya. Outcome indicator Improved implementation of the provisions of the Kenyan Constitution regarding gender legislation 40 Baseline Year 2015 Gender legislation that does not respect the Constitution is passed (threshold example the Matrimonial Property Act ) Target Year 2020 Enactment of gender responsive laws, policies and practices includes 2/3 rd gender principle legislation; Output 1.1 Repeal of unconstitutional laws and policies. Successful advocacy for gender responsive laws, policies and institutional systems. Output indicator Increased awareness of women (and men) of their rights Baseline Year 2015 Poor ( 20%) public understanding and acknowledgement on concept of women rights - measured by opinion polls 42 Target Year 2020 Improved understanding and acknowledgment by public on women rights (60%) measured by opinion polls Output 1.2 Output Indicator Increased political participation of women and overall decision making Increased number of women in public offices 38 Source: CIC Annual Report 2014, NGEC Annual Report , KNCHR Annual Report Source: NGEC Annual Report , NGEC Strategic Plan ; KNCHR Annual Report , MODP Strategic Plan 2013/ Source: FIDA reports. 41 The Matrimonial Property Act passed by parliament in 2014 provides for proof of contribution by spouses to matrimonial property, contrary to the Constitution that provides for equal share of property during marriage and at dissolution of marriage. FIDA Kenya has moved the courts to declare this Act unconstitutional. 42 FIDA Kenya works in partnership national research companies to carry our opinion polls on issues related to women s rights in Kenya. One example of research company that FIDA Kenya works with is IPSOS Synovate Kenya. 55

58 Baseline Year 2015 Kenyan Parliament and other public institution falls below the Constitutional commitment of 33% (the so called 2/3 Gender Principle ) 43 Target Year 2020 At least 33% representation of women in parliament and other public institutions Outcome 2: Increased no. of elected women Increased access to justice by women and girls in Kenya Outcome Indicator Non-discrimination in access to both formal and informal justice systems Baseline Year 2016 Underrepresentation of women both in formal and informal justice system 44 Target Year 2020 Increased representation of women both in formal and informal justice system Output 2.1 Provision of legal aid services to women and girls exposed to women s rights violations Output indicator Number of cases successfully concluded (through legal representation, pro bono lawyers, self-representation, Informal justice systems and strategic impact litigation) Baseline Year 2015 No Strategic impact cases individual concluded matters /per year Target Year Strategic Impact cases concluded with progressive judgments (over the 5 years) Output 2.2 Less than 350 cases proceeding to court per year 46 - out of court settlement/per year Research and Documentation of Women rights concerns to guide interventions by public and private Institutions 47 Output indicator Increased provision of material feeding into evidence based programming Baseline Year 2015 Between 1 and 2 publications on different thematic issues on women s rights were published yearly 48 Baseline for number of visits on the FIDA website (making reference to organisation publications) to be established 43 Kenyan Constitution Article 27(8) provides that the state shall take legislative and other measures to implement the principle that not more than two-thirds of the members of elective or appointive bodies shall be of the same gender. Article 81(b) further provides that not more than two thirds of the members of the elective public bodies shall be of the same gender. In the 2013 General Elections, only 16 women of the 290 Members were elected to the National Assembly. No woman was elected in the positions of the 47 Governors and 47 senators. Of the 47 Deputy Governors, only 8 are women. Only 76 of the 1450 elected Members of County Assemblies (MCAs) are women. All the 18 women in the Senate were nominated on the account of affirmative action. Baselines: Senate - no woman elected out of 47 senators; Governors - no woman elected out of 47 Governors; Deputy Governors - 6 women elected out of 47 Deputy Governors; County Assembly Wards - 82 women out the total 1,450 County Assembly Ward Representatives; MPs - 16 women elected out of 290 constituency Members of National Assembly. 44 Exact baselines are not available, but will be developed. As an example, in the formal sector such as the Supreme Court out of 7 judges only 2 are women. An example of informal setup is the Luo Council of Elders who have only allowed 3 women out of over twenty elders. 45 A strategic litigation impact case is one whose results change the condition of communities of women as opposed to welfare litigation that targets single persons. This approach is aimed at making the legal system gender responsive, and in creating precedence or case law. The strategy also fills in gaps in law, to align domestic laws to international standards, and to increase the Gender sensitivity in the legal system 46 FIDA Kenya success is measured by number of cases concluded outside court amicable settlement, faster and cheaper for women and girls in Kenya 47 FIDA Kenya relies both on internal and external research to collect findings of projects: lessons learn provide evidence and advise improved programming by the organization publications on different thematic issues on women rights were published the years (an average of 1.7 publications / year). 56

59 Baseline for number of downloads of publications on the FIDA website to be established Target Year 2020 At least 2 publications on women rights issues/year Support to Civil Society Engagement Title (DE. Gov. 6) Outcome 1 Outcome indicator 1.1 Increased number of visits on the FIDA website making reference to organisation publications Increased number of downloads of publications on the FIDA website Support to Civil Society (The URAIA Trust) Increased participation, engagement and oversight by civil society in governance at the national and county level. No. of CSOs participating in governance processes (such as county planning and budgeting, bills formulation, submission of memorandum, vetting and public hearings). Baseline Year 2016 To be determined through baseline survey Target Year 2020 At least one CSO in each target county. Outcome indicator 1.2 No. of oversight reports generated by CSO s and submitted to county governments (such as budget expenditure reports, budget tracking, and CIDP 49 implementation status. Baseline Year CSO report as at December Target Year 2020 At least two reports generated by each of the target CSOs URAIA s will be working with every year. Outcome 2 Increased citizen participation and engagement in governance processes and in monitoring performance of county governments. Outcome indicator 2.1 Percentage increase in number of local communities participating in county planning and budget making processes. Baseline Year % 51 Target Year % Outcome indicator 2.2 % increase in number of women in targeted communities that are participating in county planning and budget making processes. Baseline Year 2016 To be determined through baseline survey 52 Target Year % increase from the baseline figure Output 1.1 Output indicator Increased capacity of CSOs to participate in governance at county and national levels 80% of the target CSOs supported by URAIA redesign their governance programming and position themselves as change agents. Baseline Year % of URAIA s current partners have redesigned their programmes Target Year % of URAIA s partners expected to have redesigned their programmes. Output indicator No. of CSOs participating in governance processes at national and county level (such as National policy reform initiatives, county planning and budgeting, bills formulation, 49 County Integrated Development Plans (CIPD) are mandatory documents without which county governments cannot receive their equitable share of revenue from the National government 50 URAIA Annual report National Democratic Institute 2014 All - county survey 52 URAIA is currently conducting a survey on the participation of women in governance and decision making processes. 57

60 Baseline Year submission of memorandum, vetting and public hearings). Target Year Output 1.2 Output indicator Secure and expanded national and county spaces (statutory and others) for civil society engagement. No. of local level platforms created and operationalised to allow for constructive engagement between CSOs and county governments structures. Baseline Year platforms in two target counties Target Year platforms in the target counties (1 operational platform pr county) Output 2.1 Increased civic awareness on the Constitution of Kenya 2010 and the devolved system of government in the target counties Output indicator Percentage increase 53 in level of civic awareness. 54 Baseline Year % 55 Target Year % Output indicator Percentage increase in number of women and minority groups who received knowledge and skills to participate in county governance and decision-making. Baseline Year 2016 Tbd during baseline 56 Target Year 2020 At least 50 % increase. Output 2.2 Output indicator CSOs facilitating citizens including women, youth and minorities to carry out social accountability on governance processes at county level 57 Increase in number of citizens formations that are actively engaging in monitoring of government service delivery Baseline Year 2016 Two citizen accountability formations per target county Target Year 2020 Target: At 8 citizen accountability formations per target county Output indicator No. of county government services evaluated using civil society social accountability tools. Baseline Year 2016 Two county government services monitored in the target counties Target Year 2020 Target: at least four services per county per year. Peace, Security and Stability Engagement Title: (DE. Gov. 7) Peace, Security and Stability (Act, Change, Transform ACT!) 53 Percentage increase will be measured using knowledge, attitude and practice (KAPs) survey 54 Civic awareness is the foundation that makes a citizen be an active participant in the fabric of their community/society 55 URAIA End-term Evaluation Report for the Uchaguzi Bora Initiative (2013) 56 URAIA is currently conducting a survey on the participation of women in governance and decision making processes. 57 Baseline data as per URAIA s 2015 mid-term report. 58

61 Outcome Outcome indicator 1 Improved capacity and effectiveness of CSOs, government and security oversight bodies to counter violent extremism, prevent political and natural resource conflicts in Kenya Level of CSO effectiveness in addressing issues of peace, stability and countering violence in relation to extremism, politics and natural resources in the selected counties by Baseline Year 2015 To be determined by baseline study Target Year % of CSOs move at least one level Outcome indicator 2 Rating of effectiveness of government actors at national level and in the selected counties in addressing peace, stability and countering violence in relation to extremism, politics and natural resources by 2020 as measured using citizen s report card (disaggregated by county). Baseline Year 2015 To be determined during baseline Target Year 2020 At least 5 of the 7 Counties reach the Good level Outcome indicator 3 Rating of collaboration between CSOs, government and security oversight bodies in the selected counties in countering violent extremism, preventing political and natural resource conflicts by 2020 as measured using citizen s report card (disaggregated by county). Baseline Year 2015 To be determined during baseline Target Year 2020 At least 4 of the 7 counties reach Good level Output 1 Output 1 indicator The capacity of local level CSOs to address emerging conflicts and forestall violence enhanced Change in average Score on CSO partner Organizational Capacity Assessment (OCA) as a result of management capacity support through the project Baseline Year 2015 To be determined after baseline OCA for each CSO Target Year Output 2 Increased women engagement in leadership roles in peace and security activities in the project areas Output 2 indicator # of women engaged in leadership roles in peace and security activities as a result of the project Baseline Year 2015 To be determined after CSO engagement in the counties Target Year Output 3 Collaboration between CSOs and government agencies in addressing conflicts and extremism enhanced Output 3 indicator Baseline Year Target Year # of successful peace building initiatives and forums jointly undertaken by local CSOs and government agencies working in a structured way to prevent conflict and violence 58 2 initiatives per year in each of the 7 targeted counties, for 5 years 59

62 Output 4 Output 4 indicator Increased use of local information by relevant national and county government agencies to develop and implement coherent national security policies, action plans and strategies. # of successful joint dialogue forums (between oversight bodies such as the National Assembly, Senate, County Assemblies, County Policing Authorities, and county administration) discussing and using local security information that is relevant for security matters Baseline Year Target Year Output 5 Strengthened evidence based research informing policy frameworks and decision making to promote peace and stability Output 5 indicator # of peace and conflict policies papers produced through research and security information from local databases to inform peace and security strategies and practices Baseline Year Target Year Green Growth and Employment TP The following results framework presents the expected impact and outcomes and associated indicators that will measure the Green Growth and Employment thematic programme objective and outcomes achievement. Thematic Programme objective Inclusive greener growth with higher employment Impact indicator 1 Economic growth, as measured by absolute value of GDP Baseline Year 2014 KES 5.4 trillion (55.24 Billion USD) 61 Target Year Billion USD Impact indicator 2 Sustainability of economic growth, as measured by average National carbon intensity Baseline Year Metric Tons of Carbon Dioxide per Thousand U.S. Dollars (Year 2005) Target Year 2020 Tbd with Treasury and NEMA Impact indicator 3 Cumulative employment, as measured by number of jobs created Baseline Year ,000 jobs created Target Year 2020 Tbd with Treasury Impact indicator 4 State of key environmental assets as highlighted in National State of Environment (SoE) report and disaggregated by forestry and accessibility to water sources 59 4 dialogues per year per county for 7 counties for 5 years 60 Two issues per year 61 Kenya National Bureau of Statistics 62 Reference for Carbon Intensity using Market Exchange Rates 60

63 Baseline Year Forest coverage 6.6 % Access to improved water source: 59 % Target Year 2020 Forest Coverage 10 % Access to improved water source: 72 % Value Chain Greening and Financing Programme Engagement Title: (DE. GGE. 1) Value Chain Greening and Financing Programme (Micro Enterprises Support Programme Trust MESPT) 63 Outcome 1 Outcome indicator Jobs created especially for women and youth Net additional, full time equivalent jobs created in target enterprises as a result of the programme, cumulatively. Baseline Year ,000 jobs Target Year ,000 jobs Outcome Outcome indicator Improved competitiveness of value chains and targeted businesses Consolidated sales turnover of value chains and targeted businesses in USD Baseline Year 2014 USD 25 Million Target Year 2020 USD 43 Million Output 1 Output indicator 1.1 Market and business linkages created for enhanced value chain and MSME profitability Number of farmers linked to markets Baseline Year ,000 farmers Target Year ,000 farmers Output indicator 1.2 Net additional volume of commodities linked to markets Baseline Year ,200 MT Target Year ,000 MT Output 2 Output indicator 2.1 Improved access to financial services for value chain and business development Number of MSMEs which can access financial services for value chain and business development Baseline Year ,000 MSMEs 63 All target figures are additional to the baseline figures The baseline and target indicators are based on the projected figures at the end of the BSPSII programme in 2015 and shall be reviewed at the end of the programme. MSMEs in this context refers to micro, small, and medium enterprises in the targeted value chains operating as individuals, sole proprietors, partnerships, private limited companies and farmer associations. 61

64 Target Year ,000 MSMEs Output indicator 2.2 Number of financial products available to MSMEs, disaggregated by green growth, value chain and business development Baseline Year financial products Target Year financial products Output 3 Output indicator Enhanced certification of MSMEs for domestic and export markets Number of MSMEs certified globally and locally recognized standards and certifications Baseline Year MSMEs certified Target Year MSMEs certified Outcome 2 Outcome indicator Improved resource efficiency and increased access to and uptake of clean technology and climate sensitive solutions Change in percentage of value chain actors adopting resource efficient, clean and climate sensitive solutions. Baseline Year 2014 (TBC) Target Year % (to be validated) Output 4 Output indicator 4.1 Improved access to resource efficient, clean and climate sensitive technologies Number of MSMEs reached through awareness initiatives on resource efficient, clean and climate sensitive technologies Baseline Year ,000 MSMEs Target Year ,000 MSMEs Output indicator 4.2 Number of MSMEs enrolled as local service and input providers for resource efficient, clean and climate sensitive technologies, disaggregated by region. Baseline Year MSMEs Target Year MSMEs Output indicator 4.3 Number of MSMEs which can access financial services for resource efficient, clean and climate sensitive technologies Baseline Year ,000 MSMEs Target Year ,000 MSMEs Private Sector Green Growth Programme Engagement Title: (DE. GGE. 2) Private Sector Green Growth Programme (Kenya Association of Manufacturers KAM) KAM, NEMA and MEWNR will collaborate in the activities contributing to this specific result, as indicated in Section 5.3 of this DED as well as the NEMA and MEWNR DEDs. Hence the results shall be attributable to these three engagements 62

65 Outcome Outcome indicator Increased private sector engagement in inclusive green growth facilitated by improved business environment and the adoption of sustainable business practices % of private sector players undertaking/implementing green growth measures Baseline Year % of private sector engaged in green growth measures Target Year % of private sector engaged in green growth measures Output 1 Enhanced private sector investment in energy and resource efficiency Output indicator 1.1 Number of energy and resource audits carried out disaggregated by type (i.e. energy, water, waste water etc.) Baseline Year Audits (350 energy audits; 4 water and waste water) Target Year Additional Audits (650 energy audits; 50 water and waste water) Output indicator 1.2 Number of feasibility studies carried out for Energy and Resource Efficiency Baseline Year feasibility studies Target Year feasibility studies Output indicator 1.3 Number of affordable and earmarked Energy and Resource Efficiency credit facilities accessible by private sector companies Baseline Credit Facility (AfD) with 99Million Euros Target Additional Credit Facilities, with additional 300Million Euros Output 2 Policies, legislation and institutions supportive of private sector investments in renewable energy, energy and resource efficiency Output indicator 2.1 Number of contributions made towards policies, regulations and legislation to advance renewable energy, energy and resource efficiency*** Baseline Year contributions made to 4 policies and regulations Target Year additional contributions made to 9 policies and regulations Output indicator 2.2 *Number of decision makers from county governments trained and sensitized on policies, regulations and legislation supportive of renewable energy, energy and resource efficiency, disaggregated by counties. Baseline Year decision makers in 7 Counties Target Year decision makers in 20 additional Counties Output 3 Output indicator 3.1 Enhanced technical capacity and awareness creation on renewable energy, energy and resource efficiency Number of individuals trained for CEM and CMVP certifications Baseline Year CEMs and 10 CMVPs Target Year 2020 Additional 205 CEMs and 25 CMVPs Output indicator 3.2 Number of individuals from financial institutions trained and sensitized on renewable energy, energy and resource efficiency projects financing Baseline Year individuals from 2 financial institutions sensitized on EE/RE financing Target Year individuals from 10 financial institutions sensitized on EE/RE financing Output indicator 3.3 Number of energy and resource auditors able to access audit tool leasing service 63

66 Baseline Target Auditors Output 4 Improved private sector awareness on UN Global Compact ethical and sustainable business practices. Output indicator 4.1 Number of individuals from private sector reached through training and awareness on UN Global Compact ethical and sustainable business practices. Baseline individuals Target individuals Output indicator 4.2 Number of private sector companies signing up to the UN Global Compact Principles as a result of awareness carried out. Baseline Year Companies Target Year additional companies Improving Community Resilience and Rangeland Management Engagement Title: (DE. GGE. 3) Improving Community Resilience and Rangeland Management(Northern Rangelands Trust NRT) Outcome Enhanced performance of community conservancies that transform lives, secure peace and conserve natural resources Outcome indicator % of community members reporting improved socio-economic status (includes measures of voice, peace and security, financial and non-financial benefits and income reliability) Baseline Year 2014 Baseline to be determined in year 1 through Social-COMMS Target Year % Outcome indicator Proportion of communities in conservancies that feel safe and secure. Baseline Year % Target Year % Outcome indicator Proportion of rangelands highly degraded Baseline Year % Target Year % Output 1 Well-governed conservancies Output indicator Average governance index of all member conservancies (composite index designed for measuring individual conservancy performance on e.g. board performance, financial management and operational capability, partner relations etc) Baseline Year /100 Target Year /100 Output 2 Output indicator Resilient livelihoods Proportion of Conservancy revenues committed to education, health and water Baseline Year % 64

67 Target Year % Output 3 Output indicator Improved peace and security Number of security incidences Baseline Year Target Year Output 4 Output indicator Productive ecosystems Area of land under improved management Baseline Year million ha Target Year million ha Output 5 Growing enterprises Output indicator Increase in amount of (i) conservancy income, and (ii) conservancy related household income Baseline Year 2014 (i) Ksh 58 million, and (ii) Baseline to be established in first year of project implementation Target Year 2020 (i) Ksh 200 million, and (ii) 5% increase per year Access to and Management of Water Resources Engagement Title: (DE. GGE. 4) Outcome Outcome indicator Access to and Management of Water Resources (Water Services Trust Fund WSTF) Enhanced water resources management and investments in selected ASAL counties for improved and sustained access by communities and households to water and sanitation for their domestic and productive needs (i) Number of people with sustained coverage for improved water and sanitation services in eight ASAL counties (ii) Areas under improved water resource management in eight ASAL counties Baseline Year 2015 (i) To be developed in Year 1 reflecting updated on-the-ground water and sanitation coverage (ii) 4000 km 2 Target Year 2020 (i) 150,000 new consumers reached with sustained water and sanitation services (ii) 9600 km 2 Output 1 ASAL counties capacity and engagement in water related planning improved Output indicator Counties effectively using water and sanitation data for planning in CIDPs and perform their regulatory functions Baseline Year 2015 No water and sanitation data available and limited capacity for using data and regulating services Target Year counties using and updating water and sanitation data for improved planning and follow up and perform regulatory function Output 2 Water and sanitation access and deficit in the ASALs addressed Output indicator (i) Number of people with new services from WSTF in this engagement (ii) Number of people receiving an improved and sustained service from WSTF in this engagement as a % of new people reached 65

68 Baseline Year 2015 (i) 0 (ii) 0 Target Year 2020 (i) 56 projects reaching 150,000 new consumers (ii) 80% Output 3 Sustainable and community based management of water resources improved Output indicator Number of WRUAs graduating to next level of performance for water resource management Baseline Year WRUAs at different level of performance Target Year WRUAs are able to move to the next (higher) level of funding and implementation of SCMP activities (including new and existing WRUAs) Output 4 Capacity of implementing agents (WRUAs, CBOs and WUs) improved Output indicator (i) Number of successfully implemented projects by WRUAs and WUs (ii) Revenues collected as a percentage of operating cost by WUs Baseline Year 2015 (i) 54 WRUA projects and 68 WU projects (ii) Baseline to be developed Year 1 Target Year 2020 (i) 110 WRUA projects and 114 WU projects (ii) Progressive improvement that are reported (% to be established) Output 5 Output indicator Experience generated from public private partnerships in water provision in the ASALs (i) Number of innovative funding and management approaches reflected in WSTF programme (ii) Difference in amount of revenue collected in comparison to that of projects with normal approaches Baseline Year 2015 To be established in Year 1 Target Year 2020 Increased number of approaches established and with wide application Output 6 Strengthened institutional performance of WSTF Output indicator WSTF has access to and able to analyse regularly updated data on water and sanitation coverage in counties Baseline Year 2015 Baseline data on WSTF implemented projects and some data on county coverage exist Target Year 2020 Full updated overview of coverage in the counties Greening Kenya s Development Pathway Engagement Title: (DE. GGE. 5) Outcome Greening Kenya s Development Pathway (National Environment Management Authority NEMA) A greener development pathway for Kenya Outcome indicator Environmental Performance Index (EPI) 65 Baselin Year Target Year Output 1 Enhanced capacity of counties to undertake devolved environmental functions 65 Both NEMA and MENR (see next DE) will track performance using the same indicator the Environmental Performance Indicator (EPI ). The two partners will be operating in the same space, but using different approaches focusing on preserving environmental quality. The Environmental Performance Indicator (EPI) is an environmental performance or quality measure that tracks how well a country performs on environmental management against two overriding issues or objectives: Environmental Health (measures the protection of human health from environmental harm) and Ecosystem Vitality (measures ecosystem protection and resource management). These two objectives are further divided into nine issue categories that span high-priority environmental policy issues, including air quality, forests, fisheries, and climate and energy, among others. See for more details 66

69 Output indicator Level of implementation of devolved environmental functions Baseline Year 2014 No county environment committees in place 4 county environmental action plans (CEAPs) being developed 6 green points providing green growth linkages between communities and technology and information providers 5 ecosystems requiring management plans identified 2 CIDPs subjected to SEA (Nairobi and Machakos) Limited capacity of counties to undertake devolved environmental functions Target Year effective county environment committees established and functional 47 CEAPs developed and implemented (**measurement on targets such as water quality, waste management, etc) 11 providing green growth linkages between communities and technology and information providers At least 15 CIDPs subjected to SEA 5 ecosystems requiring management plans 47 counties capable of effectively implementing selected devolved environmental functions i.e. waste management, noise pollution and environmental planning (inspections, enforcements, licensing and permitting) Output 2 Reduced environmental crime Output indicator Level of environmental crime as measured with the environmental crime/incidences index Baseline Year licenses/permits issued (excluding noise & waste) annually 4000 environmental audits submitted to NEMA annually 2 control audits of high risk facilities annually No rapid response framework for environmental incidents Environmental crime incidence index under development Target Year licenses/permits issued (excluding noise & waste) annually 5500 environmental audits submitted to NEMA annually 5 control audits of high risk facilities annually A rapid response framework in place (target to be developed) Environmental crime index in place and used to track environmental crimes Output 3 Environmental functions mainstreamed in MDAs and their implementation reported back to the PCS Output indicator No. of MDAs with and implementing their environmental policies and action plans Baseline Year MDAs with operational institutional level environmental policies and action plans Limited knowledge by MDAs on green growth and sustainable development issues Limited capacity and knowledge by MDAs on their role environmental crime monitoring and reporting Target Year MDAs with operational environmental policies/ action plans 50 percent of MDAs practising sustainable production and consumption as a result of increased knowledge and awareness facilitated by NEMA MDAs supporting environmental crime prevention by reporting cases to NEMA Output 4 Enhanced private sector adoption of green technologies and practices through PPPs Output indicator No. of PPPs established to support implementation of green technologies and other practices Baseline Year institutions (manufacturing; building, and construction) participating in 67

70 a voluntary environmental compliance scheme/cleaner production scheme Draft Economic Instruments Guidelines in place Target Year institutions (manufacturing; building, and construction) participating in a voluntary environmental compliance scheme/cleaner production scheme Implementation of economic instruments guidelines (targets: privatisation of solid waste management in selected municipalities; royalty charges; and user fees, etc). Creating an Enabling Environment for Green Growth Engagement Title: (DE. GGE. 6) Outcome Creating an Enabling Environment for Green Growth (Ministry of Environment and Natural Resources MENR Enhanced enabling environment for green growth and sustainable natural resource management Outcome indicator Environmental Performance Index (EPI) 66 Baseline Year Target Year Output 1 Improved public policy environment for the private sector s engagement in green growth and sustainable environment and natural resources management Output 1 indicator No. of decisions(such as tax exemptions on green products, energy efficiency use, media coverage on green growth, and use/manufacture of environmental friendly products) implemented Baseline Year 2014 Discussion on double taxation (by both NEMA and WRMA) of industries on effluent discharge Discussions on single license fee for drilling of boreholes Discussions on alignment of County and National policies Target Year green growth related decisions implemented Output2 Green procurement of goods and services undertaken by public entities (through an engagement with the Public Procurement and Oversight Authority-PPOA-2 Green Procurement Circulars produced) Output 2 indicator No. of public entities undertaking green procurement (Criteria for green procurement defined)** Baseline Year Target Year Output 3 Output 3 indicator Green growth and sustainable environment and natural resource management mainstreamed by counties through the County Integrated Development Plans (CIDPs) and other county plans No. of county level projects informed by national level policies Baseline Year (initial steps towards understanding green growth opportunities undertaken by some counties) Target Year county level projects 66 Both NEMA and MENR (see next DE) will track performance using the same indicator the Environmental Performance Indicator (EPI ). The two partners will be operating in the same space, but using different approaches focusing on preserving environmental quality. The Environmental Performance Indicator (EPI) is an environmental performance or quality measure that tracks how well a country performs on environmental management against two overriding issues or objectives: Environmental Health (measures the protection of human health from environmental harm) and Ecosystem Vitality (measures ecosystem protection and resource management). These two objectives are further divided into nine issue categories that span high-priority environmental policy issues, including air quality, forests, fisheries, and climate and energy, among others. See for more details 68

71 Output 4 Improved use of climate data in economic planning and disaster risk mitigation Output 4 indicator No. and type of end-users such as small scale farmers and health policy planners applying climate data and information in their operations Baseline Year 2014 Small scale farmers- No. to be determined Health surveillance systems related to climate change-no. to be determined Target Year 2020 Small scale farmers- No. to be determined Health surveillance systems related to climate change-no. to be determined Improving the Business Climate for Greener Growth and Sustainable Development Engagement Title: (DE. GGE. 7) Improving the Business Climate for Greener Growth and Sustainable Development (Business Advocacy Fund BAF) Outcome 1 BMOs and CSOs have developed effective working relationships with public sector policy makers Outcome indicator 1.1 Number of BMOS and CSOs that have engaged in policy dialogue Baseline Year (during the year) Target Year (over the period of BAF3) Outcome indicator 1.2 Number of BMOs presenting policy proposals to government Baseline Year (during the year) Target Year (over the period of BAF3) Outcome indicator 1.3 Changes in public policy Baseline Year (56 in BAF1 and 101 to date in BAF2) Target Year (over the period of BAF3) Output 1 Output indicator A.1 BMOs will have improved their skills and capabilities to engage with government and participate effectively in dialogue and advocacy on a sustainable basis Research reports published Baseline Year 2013/4 21 (average per year) Target Year (of higher quality: all will include a discussion on gender and human rights issues) Output indicator A.2 Policy position papers published Baseline Year 2013/4 29 (average per year) Target Year (annually: all will include reference to gender and human rights issues) Output indicator A.3 BMOs will be earning sufficient revenue to cover all their expenditure. Baseline Year Target Year (during BAF3) Output 2 BMOs and MDAs have worked together to achieve change in public policy Output indicator BMOs and MDAs will have jointly commissioned reviews, research or policy positions B.1 Baseline Year 2015 [This has not been an objective previously; there is some evidence that it is beginning to happen but no detail] Target Year (during BAF3) 69

72 Outcome 2 Media will have improved their coverage of business enabling environment and green growth issues Outcome indicator 2.1 Media coverage has raised awareness amongst policy makers Baseline Year Target Year % of policy makers surveyed say that they saw press coverage about relevant issues Output 3 Knowledge and information related to regulation, regulatory reform, government data and good practice in dialogue and green growth is more widely available Output indicator C.1 Number of resources provided through knowledge portal Baseline Year 2015 Zero Target Year Output indicator C.2 Number of times resources accessed from knowledge portal by BMOs Baseline Year 2015 Zero Target Year Output indicator C.3 Number of times resources accessed from knowledge portal by policy makers and media Baseline Year 2015 Zero Target Year ,000 Output 4 Media is more aware of business enabling environment and green growth issues Output indicator D.1 Number of articles in the media at the initiative of journalists (rather than responding to BMOs) Baseline Year 2015 Zero Target Year 2020 Tbd Output indicator D.2 BMOs will have achieved press coverage Baseline Year 2014 BMOs achieved 499 press articles, 145 radio articles and 138 TV articles (over the period of BAF2) Target Year 2020 BMOs achieved 900 press articles, 300 radio articles and 300 TV articles (over the period of BAF3) Environmentally Sustainable Trade Growth in the East African Community Engagement Title: (DE. GGE. 8) Environmentally Sustainable Trade Growth in the East African Community (TradeMark East Africa TMEA) Outcome 1 Outcome indicator (1) Increase in physical access to Markets in an environmentally sustainable manner. -Transit time from Mombasa to Northern Corridor border (e.g. Malaba or Busia) -Average time to import/export goods through the ports of Mombasa Green Port policy developed and implemented Baseline Year Transit time 3.2 days ; 70

73 -Time taken to import goods through Mombasa Port days - Green Port policy action plan developed Target Year Transit time 1 day -Time taken to import goods through Mombasa Port 2.3 days. - 80% Green Port policy plan implemented. Output indicator (1.1) % of interface requirements operationalised (against planned) Baseline Year % no interface requirements have been developed Target Year % requirements implemented Output indicator (1.2) No of road side stations completed Baseline Year Target Year Output indicator (1.3) % of green port policy action plan implemented Baseline Year % - green port policy and action plan only developed Target Year % implementation of the action plan Outcome 2 Outcome Indicator (2) Increased compliance with signed trade protocols regulations -% implementation of the Bali TFA -% of EPA agreement concluded Baseline Year % (Bali TFA needs assessment completed) - 80% concluded (agreement initialled, awaiting ratification Target Year % implementation - 100% (EPA ratified) and used to report progress to the EAC-EU EPA council Output indicator (2.1) % timely implementation of the, National Trade Facilitation committee action plan Baseline Year 2015 Action plan developed; 5% implementation. Target Year % of action plan implemented. Output indicator (2.2) % of NTBS eliminated within the set deadlines Baseline Year % of NTB eliminated within the set time limits Target Year % of NTB eliminated within the set time limits Output indicator (2.3) NTB reporting System developed ; % of NTBs reported through the system Baseline Year Target Year % of NTBS reported through the system. 71

74 Outcome 3 Outcome Indicator (3) To improve business competitiveness Processes and standards for traders/farmers. Time spent crossing the border for small traders, women traders and No. of farmer groups accessing new markets disaggregated by gender. Baseline Year minutes to cross border one way. 50 farmer groups accessing new markets Target Year minutes to cross border one way. 250 farmer groups (30% women groups) accessing new markets. Output indicator (3.1) % implementation of PSO/CSO commitments in implementation of the Mombasa Port Charter that governs the engagements of all stakeholders operating at the Mombasa port. Baseline Year % of the port charter implemented. Target Year % of the port charter implemented. Output indicator (3.2) No. of new farmer groups certified Baseline Year farmer groups Target Year farmer groups Supporting Cleaner Technologies and Innovative Business Models Engagement Title: (DE. GGE. 9) Supporting Cleaner Technologies and Innovative Business Models (Kenya Climate Innovation Centre KCIC) Outcome Increased commercialization and scale-up of locally relevant climate technologies Outcome Indicator 1 Revenue for KCIC clients 67 Baseline Year Target Year USD 1,928,556 USD 4, 820,000 Output Output indicator 1.1 Increased support for green technologies and innovative business. Number of green-technology clients incubated. Baseline Year Target Year Output indicator 1.2 Percentage of KCIC incubated clients that have commercialized. Baseline Year % Target Year % 67 I.e. the entrepreneurs incubated by the organization. 72

75 Output Indicator 1.3 Number of KCIC clients supported with proof-of-concept and seed funds. Baseline Year Target Year Output Indicator 1.4 Number of full time equivalent jobs created by KCIC clients. 2 Baseline Year Target Year Health TP The following results framework presents the expected impact 68 and outcomes and associated indicators that will measure the Health thematic programme objective and outcomes achievement. It should be noted that the current strategic plans for the health sector ends in 2018, and hence targets beyond that are not available. The targets will be updated before programme start. Thematic Programme objective Provision of equitable access to quality health care Impact indicator 1 Maternal Mortality Ratio (per 100,000 live births) 69 Baseline Year Target Year Target Year 2020 Tbd (current Kenyan Strategic Plans end in 2018) Impact indicator 2 Under Five Mortality Ratio (per 1,000 live births) 71 Baseline Year Target Year Target Year 2020 Tbd (current Kenyan Strategic Plans end in 2018) Strengthening Health Systems in Kenya Engagement Title: Strengthening Health Systems in Kenya (Ministry of Health MoH) (DE. Health 1) Outcome A stronger health system at county and national level for providing and improving 68 The very ambitious target as expressed with impact indicator 1 of reducing Maternal Mortality is a Kenyan political high priority target that it may very well be difficult to reach in the foreseen short time. It is also difficult to measure. Nevertheless it is commendable that the Kenyan Government is doing a massive effort in this direction and Danida along with other DPs agree to pursue this ambition. The most relevant outcome indicator for reducing maternal mortality is increase in deliveries conducted by skilled attendant (DE3) in this area Kenya has made great progress at national level during the last few years up from 44 % in 2009 to 62 % in Data source: Kenya National Bureau of Statistics. National impact indicators of the KHSSP 70 The very ambitious target as expressed with impact indicator 1 of reducing Maternal Mortality is a Kenyan political high priority target that it may very well be difficult to reach in the foreseen short time. It is also difficult to measure. Nevertheless it is commendable that the Kenyan Government is doing a massive effort in this direction and Danida along with other DPs agree to pursue this ambition. The most relevant outcome indicator for reducing maternal mortality is increase in deliveries conducted by skilled attendant (DE3) in this area Kenya has made great progress at national level during the last few years up from 44 % in 2009 to 62 % in Data source: Kenya National Bureau of Statistics. National impact indicators of the KHSSP 73

76 equitable access to quality health services Outcome indicator Infant Mortality Rate (IMR under one year deaths per 1,000) Baseline Year (MTP II) Baseline Year (Demographic and Health Survey 2014) Target Year (MTP II) Target Year 2020 Tbd Output 1 Output indicator A Policy on a New Regulatory Framework for the Health Sector approved, including institutionalized Health Technology Assessment that guides evidence-based selection and use of HPT The Policy on a new regulatory framework for the health sector Baseline Year 2016 n/a Target Year Output 2 Output indicator Improved capacities for policy development at Ministry of Health Percent of new policies audited per annum Baseline Year percent (MSP) Target Year percent (MSP) Output 3 Output indicator Enhanced M&E of annual performance of the health sector and relate technical performance to key variables Tbd Baseline Year 2016 Tbd Target Year 2020 Tbd Output 4 Output indicator Improved capacity of County Governments to submit, approve and review programmebased health sector budgets and annual work plans that are likely to improve the provision of, and access to, quality health services Number of county governments with annual plans as per agreed standards Baseline Year 2016 n/a Target Year Output 5 Output indicator Referral Strategy rolled out to X counties Number of counties to where National Referral Strategy was rolled out during programme implementation period out of number planned Baseline Year 2016 [status as of end 2016] Target Year 2020 tbd 74

77 Operational funding of all gazetted level 2 and 3 GoK health facilities Engagement Title: 72 (DE. Health 2) Outcome Outcome indicator Operational funding of all gazetted level 2 and 3 GoK health facilities (The National Treasury on behalf of counties) Improved access to quality health services Per capita outpatient (OPD) utilization rate annually Baseline Year Target Year Target Year 2020 Tbd (current Kenyan Strategic Plans end in 2018) Reducing Preventable Maternal, Newborn and Child Deaths Engagement Title: (DE. Health 3) Outcome Outcome Indicator 1 Reducing Preventable Maternal, Newborn and Child Deaths (United Nations Population Fund UNFPA) Increased utilisation of integrated quality Reproductive, Maternal, Newborn, Child and Adolescent Health (RMNCAH) and HIV services in counties with high maternal mortality burden, to contribute to the reduction of maternal and newborn mortality. % of deliveries conducted by skilled attendant (national level) Baseline Year % 73 Target Year % 74 Outcome Indicator 2 Maternal mortality ratio 75 Baseline Year (per 100,000 live births) Target Year (per 100,000 live births) Target Year 2020 TBD Output 1 Improved access to and quality of integrated RMNCAH and HIV services Output indicator 1 % of facilities providing basic emergency obstetric and newborn care by county (existing national indicator) Baseline Year (national target from the KHSSP ) Target Year (source: KHSSP ) Target Year (source: KHSSP ) Target Year 2020 to be determined (source: next KHSSP ) 72 The DE as such remains to be developed; hence it does not yet encompass the output level. 73 Kenya Demographic and Health Survey, Kenya Health Sector Strategic & Investment Plan 2014/ / Source: KHSSP

78 Output indicator 2 % of facilities with no stock-out of FP commodities by County (new national indicator to be introduced by National MoH) Baseline Year % (to be confirmed by annual National Stock-out Assessment available end 2015 Target Year 2020 To be determined (source: annual National Stock-out Assessment) Output 2 Output indicator 3 Increased demand for RMNCAH and HIV services Number of Women of Reproductive Age receiving modern family planning (new users) by county and by age Baseline Year ,890 (DHIS) 76 Target Year ,000 increase of 20% (DHIS) Output indicator 4 Number of (unmarried) adolescents supported to return to school after pregnancy by county (new national indicator of the education sector to be established) Baseline Year 2016 Baseline to be determined (Ministry of Education) Target Year 2020 To be determined - increase by 30% (MoE) Output 3 Output indicator 5 Strengthened county and national capacity for coordination, planning, supervision and monitoring and evaluation for RMNCAH and HIV services Number of counties who budgeted for RMNCAH and HIV interventions Baseline Year (programme reports) Target Year (programme reports) Output indicator 6 Number of counties with functional maternal and perinatal death surveillance and response system (MPDSR) system Baseline Year (programme reports) Target Year (programme reports) Enhancing Services and Advocacy on Gender-Based Violence in Kenya Engagement Title: (DE. Health 4) Outcome Outcome indicator Enhancing Services and Advocacy on Gender-Based Violence in Kenya (Gender Violence Recovery Centre GVRC) Increased utilisation of comprehensive Gender-Based Violence response services by survivors, as well as scale-up of prevention and advocacy interventions % new outpatient cases in health facilities attributed to gender based violence (national indicator of the KHSSP ) 77 Baseline Year 2013 < 1% (source: KHSSP survey and programme reports) 76 DHIS = District Health Information System; routine health sector information system 77 Kenya Health Sector Strategic Plan

79 Target Year 2018 < 2% (source KHSSP) Target Year 2020 To be determined (next KHSSP) Output 1 Output indicator 1 Improved demand for and access to GBV response services through centres of excellence Number of clients having accessed medical and psychological services in GVRC centres per year Baseline Year ,247 Target Year ,700 Output 2 Output indicator 2 Strengthened prevention of GBV through behaviour change Number of service providers and community members reached with awareness raising and primary prevention activities / behavioural change communication by GVRC per year Baseline Year ,772 Target Year ,772 Output 3 Output indicator 3 Strengthened advocacy on GBV amongst decision-makers at county and national levels for legal and policy reforms Number of decision makers at community, county and national levels reached with advocacy activities by GVRC Baseline Year Target Year

80 Annex 4 Budget See chapter 7 in CPD. 78

81 Annex 5 Risk management matrix Risk factor Likelihood Background to assessment Impact Background to assessment Risk response if applicable / potential effect on development cooperation in context Contextual risk factor 1: Decreased political stability, deteriorating security and increasing conflicts related to land and natural resources and political contestation. The elections in 2017 constitute a particular event that may lead to violent political disputes Likely Kenya remains politically divided along ethnic lines and tensions from national to village level risks escalating threats to national stability, as seen in the postelection violence in Major Increasing instability pose immediate risks to human security and impacts on quality of life. Insecurity and instability constitute critical challenges to the country programme at all levels. Would the circumstance occur it could impede on attracting investment and getting foreign businesses to engage long-term in the country thus affecting economic growth etc. as well as holding the potential for undermining sustained political commitment to reforms based on the 2010 constitution. Response: Acceptance, and preparedness to act.. -Political and security situation is closely monitored with partners and the Strategic Monitoring Team shall factor in the contextual development in its reporting to the Embassy. - Mid-term review in 2018 to take stock of CP relevance and design in relation to then prevailing situation. Potential Effect: The desired program effects and the sustainability of the results jeopardised. Program implementation in peril to a certain extent 79

82 Contextual risk factor 2 : Increase in number and scale of terrorist acts. Contextual risk factor 3: Significant delays and/ or inadequacy in implementing devolution, due to shortage of resources, inadequate capacity development or conflicts of interest Likely Likely There is an increasing intensity and number of terror attacks indicating a negative trend. Insecurity may spill over to general political instability ad tensions between communities, regions etc (thus closely related to contextual risk factor 1). Transfer of power to local levels of government involves potential resistance from central levels of government, conflict of interests between different actors (on the national level e.g. between the two houses of parliament,, national vs county level etc) that can paralyse the process or parts of it. Political instability could potentially exacerbate a process that is inherently vulnerable to conflicts of interest. However to date, devolution as prescribed by the Constitution of 2010 appears Major Major Increasing number of terror attacks lead to human insecurity and impacts on the quality of life and human rights. Would the circumstances occur they could impede on attracting investment and getting foreign businesses to engage long-term in the country thus affecting economic growth, as well as undermine the prerequisites for sustained political commitment to reforms based on the 2010 constitution. Interventions to promote equitable access to health service rely on the effective functioning of the new counties and Public Sector Management interventions are designed to facilitate the effective operation of new devolved structures at county level. Response: Acceptance, but preparedness to act. Programme flexibility and unallocated funds enable timely response -Political and security situation is closely monitored with partners and the Strategic Monitoring Team shall factor in the contextual development in its reporting to the Embassy. - Mid-term review in 2018 to take stock of CP relevance and design in relation to then prevailing situation. Potential Effect: The desired program effects and the sustainability of the results jeopardised. Program implementation in peril, but to a lesser extent compared to risk 1. Response: Acceptance and sharing with other development partners (in joint programmes). DANIDA takes the risk to engage with support to counties, as does the development partner community at large, in order for to contribute to increased chances for it to succeed.. The country programme will be designed with provision of financial and technical inputs aim at building administrative capacities at local level to assume the new role of the 47 counties. - Regular assessments of the devolution progress will be made. -Mid-term review in 2018 to take stock of CP relevance and design in relation to then prevailing situation. 80

83 Contextual risk factor 4: Deteriorating relations between Government, civil society and development partners. Contextual risk factor 5: Sustained or even increased level of corruption Unlikely Likely to progress, although with delays. Legislation deemed to limit the democratic space for civil society, and the rights of minority groups as well as challenges relating to cases at the International Criminal Court, are examples of areas that hold the potential for a negative shift regarding relations. Kenya has over time been ranked at the lower end of corruption indexes 78. In the Transparency International Corruption Perception index 2014 Kenya is ranked 145 th out of 175 assessed countries, with a score of 25 out of a possible 100. Although Kenya has seen some positive developments with regard to curbing corruption over the last few years 79 there are indications Minor Minor Amical and solid relations between development partners, civil society and Government is a success factor for programme implementation and effectiveness. The relevance and design of the Country Program would be in question. It would further erode the confidence in the political system and the public sector and might have a negative effect on the social fabric and exacerbate social tensions. The risk outcome would however not have direct impacts on the CP in its totality. Potential Effect: The potential impact of delays to the process of devolution is major, not least in thematic programmes for health and governance. Response: Mitigation/reduction and sharing with other development partners (through joint cooperation). Open and honest dialogue where positions are presented and views are exchanged. Potential effect: It would impact on the whole program but most directly on the Governance Program Response: On the contextual risk level the Embassy accepts the risk. Whereas for the DEs, where the real risks lie, preventive measures (audit instruments, M&E support team as Early Warning System) are deployed as well as the Embassy will not accept the risk outcome and would treat any incidence of corruption as per MFA rules and procedures (zero tolerance). In addition there are mitigation/reduction measures: The Country Programme contains support, public financial management and 78 See for instance Transparency International s (TPI) Corruption Perception Index (CPI) ( In the TPI CPI of 2014 Kenya is ranked 145 th out of 175 assessed countries, with a score of 25 out of a possible 100. The country consistently performs poorly in Transparency International s Corruption Perceptions Index. Kenya has expressed a commitment to anti-corruption measures for more than 30 years but the actual achievement of corruption elimination is low. Kenya s anti-corruption policy and hence high-level legislative framework appears to be good but the actual implementation is however generally poor. 79 See for instance the Business Anti-corruption portal ( 81

84 Governance Programme Programmatic risks Risk factor Waning political and administrative commitment to major parts of the Governance reforms. Likelihood Background to assessment Unlikely of a reversed trend 80. Worrying signs are that sectors receiving considerable attention in the reform process since the promulgation of the Constitution in 2010, such as National Police Service, Lands and the Judiciary are the sectors that come out as those worst affected by corruption in the East African Bribery index. The County Administration is new on the fifth place 81. To date there has been strong political ownership and commitment to the Governance reforms and the implementation of the constitution Impact Major Background to assessment Would the circumstance occur it would have major negative impact on the Public Sector Management part of the program in particular but it would also impact negatively on other parts of the portfolio, although to Risk response improved governance management on the subnational level, that should contribute to creating the preconditions for decreased level of corruptions. Potential effect: The risk outcome would negatively affect the potential for the impact and sustainability of the Programme and in the shorter to medium term it means poorer efficiency and less value for Danish funds. Acceptance and monitoring in combination with reduction (through intensified dialogue) and sharing of risk with other development partners. Combined residual risk Minor 80 See for instance Ipsos 1st Quarter SPEC Social, Political, Economic and Cultural (SPEC) Survey, as well as the East African Bribery Index, where 54% of the respondents thinks that corruption has increased the last year and 22% thinks it has remained the same and the Afrbarometer where 64 % of the respondents think that corruption has increased ( somewhat or a lot ), 81See East African Bribery Index, pp The ranking is done in an aggregate index based on five survey indicators (likelihood of encountering bribery, prevalence of bribery, average size of bribe, share of national bribe and impact of bribery). As for the county administration the position is the same as for the City and Local Council (prior to devolution). 82

85 a lesser extent. That the division of labour and roles and responsibilities are not made clear in relation to the devolution process, and that there is increased tension between central and local level Governments. Unlikely The devolution process is steadily progressing, although with some delays and not all issues are ironed out. Major The devolution process is pivotal in the Governance TP and serious damage or disruption would put relevance in question as well as chances for effectiveness. Mitigation/Reduction The Embassy is supporting the devolution process as such. The MTR will take stock of relevance and design and prospects for effectiveness of CP and the TP. The external monitoring team will provide continuous and structured information Minor Delay or even nonallocation of resources and that the transfer of responsibilities are not matched with transfer of adequate resources and appropriate and adequate capacity development support. Likely The last financial year saw a stalemate around the Finance Bill and reports of delays in transfers to the Counties are frequent as well as the level of funds to date are not adequate. Minor Although the devolution process is pivotal in the Governance TP this would not affect the TP objectives as such to a larger degree, and all TP areas would not be affected. However it would mean decreased value for money of the Danish support Acceptance, The Embassy accepts the risk factor but will closely monitor the potential risk outcome and will engage the various stakeholders in a dialogue on the best use of Danish, and other, funds. In addition the Danish support contains a substantial share of capacity development. Minor Civil society given less space as a governance stakeholder Likely There are indications that the space for civil society may be decreasing. Major This would hamper implementation and dent the chances for effectiveness as CSOs are important channels for the DANIDA support as well as some expected results are about Mitigation/Reduction and sharing through dialogue with the government jointly with fellow donors Major 83

86 Lower-thanexpected capacity of partners to make good use of inputs provided and deliver results Misappropriation of funds causing disruption in funding and implementation (Fiduciary risk) Duplication of efforts due to numerous stakeholders and Unlikely Unlikely Unlikely The capacity of the different partners has been carefully assessed. This notwithstanding an optimism bias cannot be ruled out. To date there has not been any known incidence within the current support. However, based on available knowledge and indicators it has to be recognised that it is a risk prone environment. The context is complex with a number actors but there are also a number of coordination forums Minor Major Minor increased space for civil society. If, where and when the circumstance occurs it would have a negative impact on certain DE outcomes as well as affect the achievement of the TP objective negatively. However it would most likely e limited to an intervention area and/or a few DEs, and would not affect the whole Governance TP. Would an event occur it would hamper implementation and would cause decreased efficiency, and would most likely lead to decreased effectiveness. Although it would have major or significant impact on the DE affected, it would not entail serious or massive damage or disruption for the whole TP. Non-optimal use of resources means poorer efficiency and less value for money. Mitigation/Reduction by close monitoring and risk-based frequency of dialogue with partners by Embassy. Capacity development is also a major part of much support. The External Monitoring Support will provide continuous and systematic information. Mitigation/Reduction by regular attention by Embassy to compliance with agreed financial procedures and monitoring of the internal control and steering environment through the audit instrument. The external monitoring service will function as an Early Warning System Mitigation/Reduction by participation in harmonization and coordination fora (applying the Aid Insignificant Minor Insignificant 84

87 weakening coordination Institutional risks allowing structured and informed choices. Effectiveness agenda) Risk factor Likelihood Background to assessment Impact Background to assessment Risk response Combined residual risk Major set-backs in reform implementation, e.g. financial scandals or radically changed political agenda linked to devolution. Unlikely To date the reforms have been implemented, although perhaps not according to plan and with delays. There are no signs of that any major political forces would try to reverse the Governance reform process, in particular regarding devolution does there appear to be consensus (although varying degrees of support). Significant Would the basis for the reforms be undermined it may lead to serious damage or disruption of the Governance TP as currently designed. Acceptance (as no preventive measures) and monitoring: allowing quick reaction in terms of cooperation modalities. The MTR will provide an occasion for adjustments, if need be. Major Misappropriation of funds (Fiduciary risk translating into reputational risk ). Unlikely To date there has not been any known incidence within the current support. However, based on available knowledge and indicators it has to be recognised that it is a risk prone environment regarding fiduciary risk). Major Would affect Denmark and concerned partner. Would mean significant damage or disruption to concerned DE but not necessarily to the overall Governance TP. Mitigation/reduction: Monitoring in order to act swiftly in accordance with DANIDA guidelines (zero acceptance of corruption) if need be. The external monitoring team will function as an Early Warning System. Minor 85

88 Green Growth and Employment Programme Programmatic risks Risk factor Likelihood Background to assessment Impact Background to assessment Risk response Combined residual risk The Government may lack political will to advance the Green Growth Agenda, and its real commitment to the green-growth agenda and natural resource sustainability may decline and translate into negative regulatory/policy changes and/or weak policy implementation. Unlikely The Government may have a policy shift/roll back to brown economic policies and invest more in extractive industry; e.g. fossil fuels which in the short term is perceived to be less costly to invest in. Major Such a shift will compromise the enabling environment for GGEP. This is based on the fact that this Programme has been aligned to Government priorities. If, these priorities shift then the programme will be affected accordingly. Mitigation/reduction: Intense dialogue with the Government as well as playing a proactive role in providing evidence and advocating for the development of conducive regulations and policies. Major Duplication of efforts by donors and other stakeholders Likely Similar to DANIDA, many donors align their priorities with those of the Government. It is therefore highly probable that a number of donors may be engaging in certain thematic areas at one time. This is more since Danida s focus areas (greener growth and Minor This is bound to increase transactional cost but not necessarily affect the attainment of the expected impact. There is also the likelihood that poor coordination by the said donors will lead to overstretching the capacity of the programme Mitigation/reduction: Active participation in donor coordination groups and integrated approach to donor programme synergies Minor 86

89 Increased political instability and/or conflicts in parts of Northern and Coastal regions Likely employment) are considered high priority both by the Government and other donors. Kenya has over the past years experienced terror related attacks especially in Northern and Coastal regions as well as Nairobi. Furthermore, land ownership rights have led to a number of armed conflicts especially in the Coastal regions e.g. Lamu. Major implementing partners. The security situation may hamper efficient implementation of programme activities in parts of Kenya and may negatively affect the programme thus reducing private sector willingness to invest and take risks, especially in ASAL areas. This will have a direct bearing on the implementation of engagements with NRT, WSTF, CIC and MESPT. Mitigation/reduction: During period of instability or conflict, the programme activities may be temporarily put on hold or programme achievements reduced. In case of a prolonged period of instability and conflict efforts may be redirected to alternative areas. The MTR will make an inventory and give recommendations. Major Misappropriation of funds causing disruption in funding and implementation (Fiduciary risk) Unlikely To date there has not been any known incidence within the current support. However, based on available knowledge and indicators it has to be recognised that it is a risk prone environment. Minor Would an event occur it would hamper implementation and would cause decreased efficiency, and would most likely lead to decreased effectiveness. Although it would have major or significant impact on the DE affected, it would not entail serious or massive damage or disruption for the whole TP. Mitigation/Reduction by regular attention by Embassy to compliance with agreed financial procedures and monitoring of the internal control and steering environment through the audit instrument. The external monitoring service will function as an Early Warning System Insignificant 87

90 Risk factor Likelihood Background to assessment Impact Background to assessment Risk response Combined residual risk Policy advocacy for brown economy by some implementing partners i.e. partners promote certain activities that compromise efforts for green economy. Unlikely Some of the implementing partners have members who engage in activities that may not be in line with the objectives of the Programme. Implementing partners may be swayed by such members to shift their priorities. Major Such a policy/priority shift will challenge the efforts and compromise the goodwill that the beneficiaries and those who provide the funds have over DANIDA. Mitigation/reduction: Increase public diplomacy through the media as well as participating in board meetings of the implementing partners. Participating in the board meetings allowing informed oversight, steering and programme portfolio management. Minor Misappropriation of funds (Fiduciary risk translating into reputational risk ). Unlikely To date there has not been any known incidence within the current support. However, based on available knowledge and indicators it has to be recognised that it is a risk prone environment regarding fiduciary risk). Major Would affect Denmark and concerned partner. Would mean significant damage or disruption to concerned DE but not necessarily to the overall Governance TP. Mitigation/reduction: Monitoring in order to act swiftly in accordance with DANIDA guidelines (zero acceptance of corruption) if need be. The external monitoring team will function as an Early Warning System. Minor Health Programme Programmatic risks Risk factor Likelihood Background to assessment Impact Background to assessment Risk response Combined residual 88

91 risk Government allocation to the health sector funding is not significantly increased (due to lack of commitment to increase Government health sector funding). likely Government allocation to the health sector has remained constant (5-6%), as opposed to the Abuja target of 15% to total government spending Minor No major domestic resources being invested in the health sector, hence the sector highly dependent on donor support Mitigation/reduction: Active engagement of the Embassy in policy dialogue advocating for adequate funding for the health sector jointly with other DPs through the Development Partners for Health in Kenya forum Minor Weak PFM systems to deliver expected results for support through country, including counties, systems to primary health facilities Lower-thanexpected capacity of Likely Unlikely Using country systems for operational funding of health facilities will introduce bottlenecks that will delay disbursement of funds to health facilities. Weak capacity in counties can make reporting and accounting challenging resulting in delays and nontriggering of funding for subsequent quarters Experience has shown that the capacity of the Major Minor Health facilities may be without operational funding for some time and funds may be delayed Funds may not be utilised or utilised efficiently resulting Mitigation/reduction: PFM strengthening through Governance TP and ongoing support to training activities. Close dialogue with National Treasury/ Director General for the Accounting Services and CoG. Flow of funds monitoring tool developed during previous phase will highlight problem areas Mitigation/reduction: Close monitoring and risk-based frequency of Major Minor 89

92 partners to make good use of inputs provided and deliver results selected partners to implement varies. Weaknesses are especially seen at MoH, Counties and GVRC. in weak results. dialogue with partners by Embassy; Use of long-term advisers (especially in MoH and at county level) to mitigate risk. Misappropriation of funds by DE partners (including counties) causing disruption in funding and implementation Duplication of efforts due to numerous Unlikely Likely The support for operational funding of health facilities will be channelled to facilities using national systems. Hence there is no ring-fencing of funding. Counties may use the conditional grants for health facilities to support other priorities when they face financial constraints. 47 counties are supported and irregularities are expected Donor coordination remains a challenge involving duplication Major Minor Health facilities may be without funding and cut off from further funding. Facilities are only eligible for support if funds for previous quarters are accounted for. Flow of funds can be tracked in the national IFMIS system. Hence in case of irregularities flow of funds will stop for the involved facilities/counties and only commence when funds utilised for intended purpose and these have been accounted for. Poor coordination means less promotion of Selected strategic use of short-term TA Mitigation/reduction: Use of existing rolling audit and value-formoney assessments undertaken jointly with World Bank. Regular attention by Embassy to compliance with agreed financial procedures through established Embassy monitoring tool for flow of funds Mitigation/reduction: Insistence by the Embassy on its agenda Minor Minor 90

93 stakeholders and weakening coordination of effort and transaction costs. Coordination between implementing partners is also found to have potential for improvements. inclusive health services. Competition for resources and narrow agendas risk standing in the way of achieving programme results and optimising synergies between perspectives of partners. of harmonisation and coordination and ongoing active participation of Embassy Health Team in Development Partners for Health in Kenya (DPHK) monthly meetings Bilateral coordination with key DPs (World Bank, JICA, UNFPA) Institutional risks Risk factor Likelyhood Background to assessment Impact Background to assessment Risk response Combined residual risk Major set-backs in reform implementation, e.g. financial or political, linked to devolution Unlikely To date the reforms have been implemented, although perhaps not according to plan and with delays. There are no signs of that any major political forces trying to reverse the process of devolution (although varying degrees of support). Major Would the basis for the reforms be undermined it may lead to serious damage or disruption of the Health TP as currently designed (devolution is pivotal). Acceptance: No preventive measures available to Embassy; quick reaction in terms of cooperation modalities. The MTR will provide strategic guidance based on the then prevailing situation. Major Misappropriation Unlikely The support for Major Would affect Mitigation/reduction: Minor 91

94 of funds by counties or other DE partners (Fiduciary risk translating into reputational risk ) operational funding of health facilities will be channelled to facilities using national systems. Hence there is no ring-fencing of funding. Counties may use the conditional grants for health facilities to support other priorities when they face financial constraints. 47 counties are supported and irregularities are expected Denmark and concerned partner. Would mean significant damage or disruption to concerned DE but not necessarily to the overall Thematic TP. The impact would probably be the most damaging if it would it would affect the support to the counties and the Danida model Use of existing rolling audit and value-formoney assessments undertaken jointly with other development partners Regular and close monitoring and attention by Embassy to compliance with agreed financial procedures through established Embassy monitoring tool for flow of funds 92

95 Annex 6 Approved response to summary of appraisal recommendations 93

96 94

97 95

98 96

99 97

100 98