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County Mechanism The Kenya County Climate Change Fund (CCCF) Mechanism: Five county governments - Garissa, Isiolo, Kitui, Makueni and Wajir - have established County Climate Change Funds (CCCFs) that identify, prioritize and finance investments to reduce climate risk and achieve adaptation priorities. They improve a counties readiness to access and disburse national and global climate finance to support community-prioritised investments to build climate resilience. The CCCFs are aligned with national priorities set out in Kenya’s NAP, and enable these county governments to strengthen and reinforce national climate change policies while delivering on local adaptation priorities. Under the policy and regulatory framework of the National Climate Change Adaptations Plan (NCCAP), the priority enabling action of ‘support alignment of county legislation to the Climate Change Act’ is being delivered by; assisting county governments to develop CCCF regulations which are linked to the national Climate Change Fund. All five pilot counties have fully institutionalised CCCF within their planning and budgeting processes, committing 1-2% of their development budgets to supporting the implementation of CCCF investments and operationalising structures to govern the fund. This ensures the mechanism is sustainable, with CCCF funding coming from the government
exchequer. Post-CCCF, communities demand accountability and strongly influence the choice of investments financed by county development budgets.29 The expansion of the CCCF across the country is one of the priorities in the Kenya National Climate Change Action Plan, 2018-2022.
4.3. Recommendations for Capacity Building The Municipal managers and other municipality staff will be responsible for the overall management and delivery of the SUED value chain and infrastructure projects. Ensuring that these staff have sufficient capacity and skills will thus be of critical importance to the success of the SUED project. The following recommendations have been made based on interactions with municipality staff to date. Municipal managers could benefit from capacity building on project management and delivery of large projects (as relevant to the UEP) and the community engagement required; Aside from capacity building of the municipal managers, developing a consolidated project preparation, delivery and monitoring office within the municipality would be beneficial. Municipality staff could be trained to work in this office and the office would function
as a “horizontal” capability, providing specialised project management assistance to projects across all sectors. There are potential capacity building synergies to be realised in conjunction with the World Banks Kenyan Urban Support Programme (KUSP) which is also considering related capacity building activities; As the SUED value chain and climate resilient infrastructure projects involve diverse stakeholder backgrounds and representations, strong governance and strong institutions will be required to effectively manage all stakeholders. Technical assistance and capacity building to support governance and institutional strengthening is thus also recommended. In order to progress the SUED value chain and climate resilient infrastructure projects, additional investment will need to be secured from a range of public and private sources. Currently, the investment sourcing and investment coordination capacities of the municipality is limited. Some amount of capacity building efforts should focus on this issue as well as revenue generation and collection activities. The municipality could also benefit from general commercial development capacity building. While the training does not need to be sector specific and it would useful to give particular attention to tourism development requirements, and should cover: › Engaging with business;
29 https://adaconsortium.org/index.php/component/content/article/95-blogs/320-supporting-adaptation-through-local-level-climate-finance-lessons-from-kenya?Itemid=437
› Developing business linkages; › Developing commercial prospectus; › Building and testing business cases. Strategic recommendations on how inclusion will be achieved in the implementation of the Malindi UEP Developing Malindi into a sustainable Municipality will require Urban Economic Planners and Social Inclusion Experts to make decisions that promote nondiscrimination. Part of that in Malindi will involve inclusion of Special Interest Groups strategically categorised under the umbrella of all gender, all adult-age persons and PWDs; but specifically identified at Municipal level as PWDs, the LGBT community, women, youth, and persons recovering from substance abuse. To fully harness the potential of sustainable urban development in Malindi, social inclusion is a basic prerequisite that will be achieved by: 1. Stakeholder engagement Commitment to always engage SIGs throughout the Programme’s life in Malindi to give them a chance to be informed, to contribute to decision making, and actively give views on and participate in matters that affect them; 2. Age, gender and PWDs-responsive planning - Commitment to promote age, gender and PWDs-responsive
