4.3 Recommendations for Capacity Building

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.

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; › 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

planning and implementation by enabling full and meaningful participation of all the identified special interest groups in planning for and implementation of the VC and supportive infrastructure projects; 3. Capacity building and job creation - Commitment to ensure that for all emerging capacity building and / or employment opportunities available, special interest groups are given equal and fair opportunities to be engaged in training and employment; › The capacity building trainings offered should be related to the town’s value chain and / or infrastructure projects, and mostly dwell on entrepreneurship and skills development. Entrepreneurship and skills development are in line with Malindi ISUDP’s Vision of tackling illiteracy and increasing youth’s employability; › This will have a ripple effect of earning the youth an income, and therefore reducing prostitution, drug abuse and crime which is good for Malindi’s business health. e.g. If a fishing-related project is chosen for Malindi, capacity build youth’s skills around the fishing value chain so that they can tap in to the opportunities that will emerge. The MEDA - Foundation and Omari Project are some of the private sector players tackling substance abuse and PWDs in Malindi. They already have youth empowerment programmes that the SUED Programme can partner with; 4. Equal access to urban infrastructure by all - Commitment to facilitate access especially for PWDs and women on an equal basis with others to basic physical and social infrastructure without any form of discrimination; 5. Safe, green urban infrastructure - Commitment to develop safe, accessible, green infrastructure projects that promote all people living safely together; 6. Social Inclusion Awareness Creation - Commitment to build the Social

Inclusion capacity of all the UEP players/stakeholders right from

DFID, Coffey, Atkins, Municipal and

County Staff in Malindi so that nondiscrimination becomes part of their

DNA; This will be achieved by Coffey creating awareness about Social

Inclusion amongst the larger pool of the Programme’s stakeholders, as they cannot implement a concept, they are not familiar with; 7. Monitoring and evaluation of Inclusion

Progress - The Programme should develop a Monitoring and Evaluation framework to measure social inclusion progress throughout the project cycle.

Some of the aspects to be checked include and are not limited to:

› Number of SIGs invited to the

Programme’s workshops; › Number of SIGs recruited into the Programme’s capacity building initiative; › Number of SIGs employed by the Programme; › Attitudinal changes (if any) in the Programme Stakeholders’ perspectives after Social Inclusion workshops etc; 8. Programme’s focus should be on

Gender (both male and female), Age (all adult age groups including the elderly and youth) and PWDs. These 3categories provide an intersectionality that will ensure involvement of the special interest groups identified for

Malindi Municipality and; 9. All social inclusion interventions should strictly be applicable to adults of between 18 and 35 years. Therefore, for the teen mothers, the Programme should only engage with those between 18 and 19 years old, as below that would be dealing with minors; 10. On the LGBT community, the

Consultant recommends involvement of this group in non-explicit ways for safety reasons and to avoid conflict with the host community. For instance, through them being covered under other SIGs such as the PWDs. This recommendation is based on the findings that: › Some of the Malindi Municipal Board Members do not want the Group mentioned in the report terming theirs as an ‘unacceptable and foreign culture’; › There have been reports of violent attacks on health sector - development workshops in Malindi, that tried to incorporate the LGBT community in their stakeholder engagement meetings in the past; › The LGBT community at the Kenyan Coast including in Kilifi County faces constant violence and inadequate protection according to a 2015 Human Rights Watch Report and; › Kenya’s penal code in sections 162, 163 and 165 criminalizes same sex relations; 11. Overall, the Programme should be guided by the principles of Inclusive growth and inclusive infrastructure development.

Institutional capacity for enhancing resilience to climate change

Overview

Climate change is a policy priority for Kenya. Key climate change policies and strategies include Kenya’s Climate Change Act and National Climate Change Framework Policy, NAP 2015-2030, National Climate Change Action Plan 2018-2022 and Vision 2030.

Climate change has also been embedded in both national and county level policies and strategies. Kenya’s NAP presents the country’s vision on adaptation, key climate vulnerabilities, priority adaptation actions and outlines national and county level responsibilities. Implementation efforts encompass all sectors of the economy and provide mechanisms for mainstreaming Climate Action.

The implementation of the NAP is focused on both national and county level action (Figure 52). While national level actors provide the overarching co-ordination of implementation mechanism, County Governments are responsible for the mainstreaming and implementation of Climate Action at a county level.

Figure 52 - Climate change institutional coordination structures (Kenya National Adaptation Plan, 2016)

NCCC (Chair=President) To provide overarching national climate change coordination mechanism Parliament Enabling legislation

Ministry (Climate Change Affairs) CS=Secretary to NCCC

Climate Change Directorate 1. Principle Government agency on national climate change actions 2. To serve as the Secretariat to the NCCC

Mainstreaming of Climate Change

National Government Sectoral Agencies (MDAs) Mainstreaming at national level

County Governments NEMA Monitor and enforce compliance

Council of Governors

County Assemblies

County Government Sectorial Agencies Mainstreaming at national level

The National Livestock policy 2008 is meant to create a favourable environment for the private sector by capacity building, supervision, regulation and improved access to market information. The Arid and Semi-arid Land Policy (ASALs 2007) is meant to revitalise ASALs by supporting livelihood opportunities in the drylands. Other policies are National Irrigation Policy -draft 2014, Kenya Adaptation to Climate Change in Arid and Semi-Arid Lands (KACCAL) which has introduced interventions within beekeeping. The Kenya Cereals Enhancement Programme-Climate Resilient Agricultural livelihoods window (KCEP-CRAL) is a new government initiative aimed at increasing rural household’s resilience to climate change.30 Functions

Malindi Town is part of Kilifi County where climate variability has been accompanied with a significant increase in attendant risks. Various state and non-state institutions collaborate to implement climate risk management and adaptation strategies for the county. The most influential state actors are: the Agriculture department, Livestock and Fisheries department, the Kenya meteorological Department (KMD), KALRO, the Kenya Forestry Service (KFS), together with its research arm the Kenya Forestry Research Institute (KEFRI), the Water Department, the National Drought Management Authority (NDMA) and the NEMA.31

The NDMA is a crucial institute in Kilifi county that leads climate risk management by serving as convener of the stakeholder’s meetings and collaborating key state and non-state players.32 The NDMA through the revised early warning and analysis system (REWAS) initiative generates, consolidates and disseminates information on drought management and climate change adaptation. The system provides credible early warning information on drought risks and coordinates action across sectors and agencies at all stages of the drought cycle, at both national and county level. The farmers have also formed groups / cooperatives to facilitate the achievement of inputs, improve on-farm activities and support marketing as a response to climate change threats. Adaptive Capacity Enhancing the adaptive capacity of Malindi County will be crucial for its successful climate resilience building overall. This will complement the identification of climate change adaptation measures and the assessment of their costs and benefits. Currently, farmers are implementing on-farm adaptation options like drought resistant crops, introduction of shortmaturity crops, as well as harvesting or conserving water e.g. through water pans, drip irrigation, Zai-pits, negarims and sunken beds.33 Soil conservation practices are also introduced as a strategy to mitigate drought effects. It is recognised that a gradual and phased approach over time will be required to bridge the gap (through investments and action) from the existing capacity to the required level. To support this process, Malindi could apply the National Adaptive Capacity (NAC) Framework34 at their county level.35

The NAC framework provides a practical approach for understanding the institutional aspects of adaptive capacity. It enables its users to systematically assess institutional strengths and weaknesses that may help or hinder adaptation. Adaptation plans can then be better designed to make the greatest use of strengths and remedy weaknesses. The NAC framework evaluates the performance of institutions against five key functions critical to adaptation: assessment, prioritisation, coordination, information management, and climate risk management. Table 4 provides an overview of an Adaptive Capacity Building SWOT36 analysis for Malindi based on literature review.

30, 31, 32 & 33 https://cgspace.cgiar.org/bitstream/handle/10568/80453/Kilifi_Climate%20Risk%20Profile.pdf 34 https://wriorg.s3.amazonaws.com/s3fs-public/pdf/ready_or_not.pdf 35 The pilot applications of the framework in Bolivia, Ireland, and Nepal suggest that the NAC framework is useful across a range of countries and that it can be tailored to specific country contexts. 36 Strengths, Weaknesses, Opportunities and Threats with the following factors in consideration – human, socio-economic, natural, physical and financial.