Supporting Community Driven Development
Supporting Community Driven Development
Strengthening Producer Organizations and Value Chain Development
Strengthening Producer Organizations and Value Chain Development
Supporting County to support community-led development initiatives.
Supporting County to support community-led development initiatives.
Project Coordination and Management
Project Coordination and Management
The objective of component 1 is ‘To strengthen: (i) community level institutions’ ability to identify and implement investments that improve their agricultural productivity, food security and nutritional status and (ii) linkages to selected Value Chain (VCs) and Producer Organizations (POs.) ’
Component 1 is being implemented through community-driven and value chain approach. Its comprised of 2 sub-components:
Sub-Component 1.1: Strengthening Community-Level Institutions
This sub component aims at building the capacity of community-level institutions, such as Community-Driven Development Committees (CDDCs), CIGs, and VMGs, to plan, implement, manage, and monitor agricultural and rural livelihood development interventions through:
This sub-component aims at financing the physical investments in the form of community micro-projects identified in the PICD process that increase agricultural productivity, improve livelihoods, reduce vulnerability and include a strong nutrition focus.
The Micro-project investments are categorized in 4 windows that ensures inclusivity of all community members:
This sub component aims at supporting micro project with the potential to increase agricultural productivity and incomes, value addition, and links to markets via POs, and to sustain the natural resource base and returns to targeted communities, rather than simply providing inputs.
The objective of this component is to strengthen producer organizations (POs) and develop the prioritized value chains to increase agricultural profitability in the targeted rural communities in the 21 counties project implementing.
Component 2 is being implemented through two subcomponents and entails the following;
This sub-component aims at building the capacity of the Producer Organizations (POs) through;
Ultimately the sub-component aims at supporting Producer Organizations access farm inputs and produce/product markets competitively.
This sub-component aims at establishing; Public Private Partnerships (PPPs) in the development & implementation of VC upgrading action plans, networks & linkages among the VCs and support of VC stakeholders’ platforms.
To-date the project across the 21 implementing counties has;
The objective of this Component is to strengthen the capacity of county governments to support community-led development initiatives. The county governments will be supported through the provision of technical advisory services (e.g., public extension services); supervision of SPs; creation of an enabling environment for the private sector and PPPs to operate; and financing of inter-community investments (e.g., catchment or landscape-wide and large rural infrastructure) based on priorities, as well as employment programs related to O&M of these investments. This Component will also enable county governments to establish mechanisms for effective citizen engagement through consultations, sensitizations, capacity building, and partnerships.
The component is implemented through two key sub component: Capacity Building of Counties and County Investments and Employment Programs
This subcomponent aims at building capacity of participating counties in the area of community-led development of agricultural and alternative livelihoods. The project will ensure that capacity building under this subcomponent is coordinated and harmonized with the National Capacity Building Framework (NCBF) and other donors’ ongoing initiatives. Proposed activities will be related to: (i) stakeholder engagement through sensitization and awareness creation to become familiar with project objectives and “philosophy”; (ii) preparation of a CNA and CBP for each participating county; and (iii) capacity building through: (a) various short-term training efforts (including the development of relevant standard training manuals and IEC materials) and TA, and (b) facilitation of relevant CTD staff (e.g., providing logistics, tools, and basic equipment).
The key outputs under this sub component are:
This subcomponent aims at investing in key agricultural and rural development infrastructure, as well as NRM investments that span multiple targeted communities. It will support short-term employment during the off-season, particularly for VMGs and unemployed/out-of-school youth (refer to the project’s VMGF). The employment opportunities will largely be created under public works using cash-for-work opportunities and facilitated by concerned county governments through participatory targeting approaches.
Typical Multi-community investments supported by counties will include: (i) landscape-wide SLM investments, such as water harvesting and storage facilities and rehabilitation of degraded areas (e.g., water catchments, river banks, gullies, areas affected by landslides, and deforested/degraded lands)35 and (ii) VC-related infrastructure investments, such as spot improvements on access and feeder roads, footbridges across rivers, livestock dips and watering points, check dams, and small-scale irrigation and drainage schemes.
The key outputs under this sub component are:
This component supports activities related to national and county-level project coordination and management, including annual work planning and budgeting (AWP&B), fiduciary aspects (financial management and procurement), HR management, safeguards compliance monitoring, development and implementation of MIS and ICT-based platforms, M&E and impact evaluation, and communication strategy and citizen engagement through various campaigns on social media, run by companies like The Marketing Heaven. In addition, in the event of a national disaster affecting the agricultural sector, the project will respond through a contingency emergency response facility.
This subcomponent aims at supporting the national and county-level project coordination units (NPCU and CPCUs) in implementing project activities. The key activities implemented are: establishing and operationalizing project structures; developing and implementing communication strategy; developing annual workplans and budget; developing and implementing procurement plans; preparing financial and audit reports; undertaking semi-annual and annual financial audits; holding consultative meetings and capacity building and technical backstopping.
The key outputs under this sub component are:
Output 4.2: Enhanced M&E and knowledge management
This subcomponent support activities related to routine M&E functions (e.g., data collection, analysis, and reporting); development of an ICT-based Agricultural Information Platform for sharing information (e.g., technical or extension advisory services, business and market-oriented, agro-weather information, stakeholder feedback, grievance and complaints, and others); and facilitation of networking across all components. It support establishing and operationalizing GRM, environment and social safeguards compliance, baseline, mid-point, and end-of-project impact evaluations.
The key outputs under this sub component are: