UK Aid Match Annual Review

The Annual Review is part of a continuous process of review and improvement throughout the project cycle. At each formal review, the performance and ongoing relevance of the project are assessed. This is a point for assessing whether changes need to be made to the project, although this can also be done at other times during the reporting year if necessary.

Please complete each section of the review template. Expand boxes as required. Guiding notes are provided in red italics. Please delete guidance notes before submitting.

The Annual Review assesses and rates outputs using the following rating scale.

Description ScaleOutputs substantially exceeded expectation A++Outputs moderately exceeded expectation A+Outputs met expectation AOutputs moderately did not meet expectation BOutputs substantially did not meet expectation C

A: SUMMARY

Name of grant holder: Islamic Relief Project title: Climate Resilience Livelihoods For Pastoralists Communities (CRLPC)

Project Value: £1,000,000 (DfID contribution £500,000)

Review Date: 1st April 2015

Start Date: 1st April 2013 End Date: 31st March 2016

Summary of progress since last reviewDuring this reporting period, the project has made significant progress towards achieving its purpose and impact. Anecdotal information shows that the project has improved the prospects of poor and vulnerable people in the targeted communities. The project progress can be summarised below.

30 community groups; among them Farmers, micro enterprise and other community groups were established and strengthened. Within the project, they’ve acted as vehicles in disseminating new technologies, knowledge and resources. One of the farmers group’s benefitting from greenhouse technology, consisting of 20 members in Wagalla has already finished harvesting their first season’s produce.

The project has built the resilience of 6,487 vulnerable people from sudden onset weather change and economic shocks. 808 HH’s have benefited from the mass vaccination and treatment exercise and 70,334 livestock have been vaccinated since the last review.

The project has fostered institutional collaborations that have enabled the transformation of the project approach into viable livelihood activities. The project sustainability is anchored on this participatory model.

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During the next reporting period, the project will fast track the remaining activities, however attention will shift back to efforts and strategies that will sustain the gains and results of the project so far.

Summary of lessons learnt since last review

Micro finance as a tool for livelihood enhancement is proving to be a successful model in providing socio-economic empowerment for women from marginalised pastoral communities in Northern Kenya. Micro finance gives women the freedom to manage and make decisions on their own economic welfare, as opposed to the usual over-reliance on livestock which is traditionally a male-dominated area. Their decision-making opportunities on livestock issues are limited, and therefore restricts chances to improve their socio-economic status in this way.

Women have proven to be better custodians of resources, this has been demonstrated by the micro finance activity where the repayment rates have been extremely high. If the trend of high repayment rates continues the revolving funds can be used to benefit more women after the project.

The integration of interventions maximizes the impact towards addressing community vulnerability. The experiences in this region has proven that for effective and efficient resource use, communities need to constantly prioritize their needs and develop action plans to withstand shocks. The setting up of Community Disaster Management committees ensures that there is a structure and space for the community to plan and prioritise their needs.

IR approaches all projects with coordination and dialogue with key and relevant stakeholders to enable smooth implementation of the project. The new devolved structure of government in place has enabled a strong partnership with local ministries and ensured sustainability of the project.

When clans share resources, the risk of inter-clan conflict is minimized; women’s groups composing of different clans were able to act as agents for peace at a time when the clans were clashing in Rhamu. Women are often the victims in a conflict situation; however we have found that the joint membership of groups can be used to foster peace among warring clans and also ensure that projects are not adversely affected by conflict.

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Summarise any changes that need to be made to the project plan

The project team is adjusting the project work plan to manage activities that are ahead of schedule and those behind schedule to ensure that the project is completed by March, 2016 as earlier planned without any extension. The adjustment will be incorporated in the year 3 implementation plan during quarter 1 of year 3.

B: PERFORMANCE AND CONCLUSIONS

B.1 Outcome statement: 9,085 households (54,510 individuals) from marginalised communities in Mandera and Wajir have increased resilience in the face of climatic variability.

B.2 Performance

IndicatorYear 2

Milestone Achievement

Number of targeted households with improved and diversified diet

4,361 (48%) (male 2,573 and female 1,788) of the targeted HHs have diversified diets

6,187 HHs 68% (male 3,970 and female 2,217) of the targeted HHs have diversified diets

Number of HH’s engaged in drought management and mitigation

5,451 (60%) (male 3,216 and female 2,235) of the targeted HHs are engaged in drought management

6,487 HHs 71% (male 4,136 and female 2,351) of the targeted HHs are engaged in drought management

During the second year of the project the planned milestones have been achieved, the planned milestone for year 2 for both indicator 1 and 2 have slightly exceeded the target. This was possible due to robust stakeholder support and coordination, particularly the government support in animal health services from the department of veterinary services.

The project has reached 6,487 households within the targeted communities who are now engaged in drought management and mitigation practices; this includes 6,187 of them who are now directly involved in alternative livelihood activities. The households are now able to produce their own food from their farms to complement the animal products, which was initially the sole diet for the pastoral communities. Additionally through income generation activities, the households are able to access and afford a variety of foods to ensure their diets are diversified. There has been an improvement in their incomes with better coping strategies by adopting alternative livelihood options in light of the drought and other hazards. The achievement so far is an indication that the project is on track towards achieving the overall target.

B.3 (If applicable) Are there any changes you will make to the project to achieve this outcome?

N/A

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C: DETAILED OUTPUT SCORING

C.1Output statement 1 Target communities supported with adaptive livelihood interventions

Output number 1 Output Score A

Risk: Medium Impact weighting (%): 30%

Risk revised since last AR?

No Impact weighting % revised since last AR?

No

C.2

IndicatorYear

Milestone Achievement

1.1. Number of agro-pastoralist farmers have access to alternative sources of food production

1,455 (male 958 and female 497) of agro pastoralist farmers access alternative sources of food production

1,455 (male 877 and female 578) of agro pastoralist farmers access alternative sources of food production

1.2. Number of HH's adopt green house agriculture as an alternative source of livelihoods

80 HHs (male 30 and female 50) adopt green house agriculture

60 HHs (male 20 and 40 female) adopt green house agriculture

1.3. Number of targeted farmers storing food for four months or more after harvesting

10% (male 200 and female 100) of targeted farmers store food

10% (166 males and 134 female) of targeted farmers store food

1.4. Number of women whose capacity has been built to establish and manage income generating activities

165 women trained to manage IGA's and received credit facility

165 beneficiaries (155 women and 10 men) trained to manage IGA’s and 120 received credit facility

C.3 Comments on progress towards output targets

Indicator 1.11455 (male 877 and female 578) farmers successfully adopted crop farming along the riverine as their alternative livelihood option; they rely on the outputs from the farm to live. 90% of these agro-pastoralists have also been supported by the project to plant and harvest fodder to help them cope with the adverse effects of climate change. This has resulted in the reduction of animal death due to drought compared to pure pastoralists who do not practice farming. This milestone is 100% achieved.

Indicator 1.260 farmers’ capacity has been built using greenhouse technology management. Three green houses have been installed benefiting 3 groups; one group consisting of 20 members in Wagalla has already finished harvesting the first season’s produce. They are now preparing the bed for the second round. This milestone has been 75% achieved and is on track to reach its overall target by the end of year 3.

Indicator 1.3Two cereal stores have been constructed and handed over to farmers in Mandera. Completion and handover of two more cereal stores is expected to be completed and handed over by April 2015. This milestone is at 100%.

Indicator 1.4165 women have been fully trained on basic business management skills and 120 have been supported with sharia compliant micro credit facilities, the remaining 45 will receive their credit in the next quarter.

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There were delays in this activity due to the suspension of the registration of new groups by the county governments following the new dispensation of the devolved government. The activity could not proceed since the criteria requires the groups to be registered before being supported, this has been lifted now and the project is continuing. This milestone is 85% achieved and is expected to reach more beneficiaries by September 2015.

Although the original milestone targeted only women, during the project 10 men who were classed as vulnerable due to taking care of orphans or women (with long term illnesses) also benefited from this activity.

C.4 Describe how have you addressed feedback from DFID on this output following your last report or 6 monthly review meeting?

Under Output 1.4 although the original target was 300, this was found to be too ambitious, so the figure was reviewed to 165. Following feedback from DFID and upon further review we are adjusting this target to reach 195 beneficiaries by the end of the project.

C.5 Are there any changes you will make to achieve this output?

The only change in implementation will affect the timelines for Output indicator 1.2. “Number of HH's adopt green house agriculture as an alternative source of livelihoods”. One greenhouse that was to be installed in year 2 will be done alongside the three planned in year 3. The installation was delayed to give room for the project team to learn from the initial green houses before scaling up the activity in other areas.

C.1Output statement 1 Households engaged in cash programming interventions

Output number 2 Output Score B

Risk: Medium Impact weighting (%): 15%

Risk revised since last AR?

No Impact weighting % revised since last AR?

No

C.2

IndicatorYear

Milestone Achievement

2.1. Community infrastructure/assets rehabilitated and maintained

Four community infrastructures rehabilitated

Five community infrastructures rehabilitated

2.2. Households undertake cash for work activities

2,100 HHs (male 1,050 and female 1,050) undertake CFW activities

1,340HHs (male 735 and female 605) undertake CFW activities

C.3 Comments on progress towards output targets

Indicator 2.15 community infrastructures have been rehabilitated such as fencing water pans and clearing community access routes. Heavy rain interfered with the rehabilitation of community infrastructure which made the planned de-silting of Hadado water pan impossible. The community later met to reprioritise their needs and identified a need for fencing of the same water pan which is currently on-going. This milestone has been 125% achieved.

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Indicator 2.21,340HHs (male 735 and female 605) participated in the cash-for-work activity. The purchasing power of the targeted HH’s has increased as the status of the community facility improves. An additional 500HHs have been mobilized and sensitized to participate in the cash for work initiative in the form of rehabilitation of the community water point in Wajir.

The low target achievement was as a result of inter clan conflict in Mandera North and Lafey sub-counties which forced the project to stop the activities for a while and join partners in peace building and responding to emergency initiatives to stabilise the security situation before restarting implementation. The milestone has been achieved by 64% at the year two reporting stage but is on track to reach the overall target in year 3.

C.4 Describe how have you addressed feedback from DFID on this output following your last report or 6 monthly review meeting?

In order to achieve the underachieved year 2 targets in year 3 more activities have been planned under this output to fast track the activity.

C.5 Are there any changes you will make to achieve this output?

There are no significant changes required in the work plan for achieving the indicator targets as the project has already mobilised 500 more beneficiaries and the cash for work activities in Wajir. This activity shall be implemented in the first week of April 2015 (Yr3Q1). – this is currently ongoing, the process started in the first week of April.

C.1Output statement 1 Livestock support services provided to drought affected households

Output number 3 Output Score A+

Risk: Medium Impact weighting (%): 20%

Risk revised since last AR?

No Impact weighting % revised since last AR?

No

C.2

IndicatorYear

Milestone Achievement

3.1. District Veterinary Officers (DVO's) provided with equipment to increase their coverage in the delivery of services effectively

Four district veterinary offices supplied with appropriate veterinary equipment and other supplies

Five District Veterinary Officers supported to undertake twelve livestock disease surveillance and four mass campaigns for animal treatment and de-worming done

3.2. Households supported with deworming, mass vaccination and treatment

2,386 (1,775 male and 611 female) households supported with de-worming, mass vaccination and treatment

2,901 HHs (2,232 male and 769 female) households supported with de-worming, mass vaccination and treatment

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C.3 Comments on progress towards output targets

Indicator 3.1

Indicator 3.22,901HHs (male 2,232 and female 769) have benefitted from the mass vaccination and treatment exercise affected by disease outbreaks where a total of 346,970 livestock, both large and small have been vaccinated.

The project is about to hit the target in this output indicator as a result of the active and robust support from the government department of veterinary services and the high priority the county government has given to the livestock sector in this region given the fact that livestock is the key source of livelihood to the communities in both Wajir and Mandera. The indicator is achieved by 130%.

C.4 Describe how have you addressed feedback from DFID on this output following your last report or 6 monthly review meeting?

N/A

C.5 Are there any changes you will make to achieve this output?

N/A

C.1Output statement 1 Capacity improved to manage disasters at community level

Output number 4 Output ScoreB

Risk: Medium Impact weighting (%): 20%

Risk revised since last AR?

No Impact weighting % revised since last AR?

No

C.2

IndicatorYear

Milestone Achievement

4.1. Local government staff and community leaders capacity built on CMDRR and early warning systems

157 (119 male and 38 female) people trained in CMDRR and early warning

130 (96 male and 34 female) people trained in CMDRR and early warning

4.2. Villages with disaster response committees and action plans

4 CMDRR action plans by 4 DRCs

4 CMDRR committees formed with 4 action plans

C.3 Comments on progress towards output targets

Indicator 4.1An additional 30 participants have been mobilised and sensitized to participate in CMDRR training. We

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had to ensure that the committees trained and with action plans formed are monitored to ensure that they are functioning well. This was priority before forming more committees and doing training, in order to capture learning for improvement. The intervention has a balance of 50 beneficiaries to be reached and this will be easily achieved in year 3, this activity made substantial progress in year 1 and part of year 2. This milestone has been 83% achieved.

Indicator 4.24 active Community Disaster Management Committees with action plans formed in the four villages. This approach has created strong links between the communities, DRR actors and relevant government agencies for future coordination and support. This milestone has been achieved by 100%.

C.4 Describe how have you addressed feedback from DFID on this output following your last report or 6 monthly review meeting?

More activities have been planned for year 3 under this output to fast track the activity since the year 2 targets were not met. There will also be a review of the community action plans to improve on their implementation by the community.

C.5 Are there any changes you will make to achieve this output?

N/A

C.1Output statement 1 Staff capacity built on DRR and CCA programming and mainstreaming

Output number 5 Output Score C

Risk: Low Impact weighting (%): 15%

Risk revised since last AR?

No Impact weighting % revised since last AR?

No

C.2

IndicatorYear

Milestone Achievement

5.1. IRK staff from country and field offices trained on DRR

30 staff (21 male and 9 female) able to mainstream DRR in their programmes

16 staff (12 male and 4 female) able to mainstream DRR in their programmes

5.2. DRR and CCA mainstreaming strategy developed and adopted by IRK

One DRR and CCA strategy adopted and applied

Not Achieved

C.3 Comments on progress towards output targets

Indicator 5.116 (12 male and 4 female) IRK staff trained on Disaster Risk Reduction and Emergency Response, both at the country and regional level at a disaster response simulation workshop in Ethiopia. The staff are now equipped with skills to successfully develop and implement programmes with mainstreamed DRR components.

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Additional staff could not be trained as planned in year 2 due to the unavailability of core staff who were required to participate in the training, this is because during the planned period we had the Annual programme review which was a priority and where all core staff had to participate. We have rescheduled this to take place during the first quarter of year 3. This milestone has been achieved by 53%.

Indicator 5.2 is dependent on the above activity 5.1 so could not be completed, but will be completed during the third year of the project. The project has planned for a capacity building workshop in the first quarter of year three which will culminate in the development of the DRR mainstreaming strategy for IRK. The milestone has been 0% achieved this year, but will be completed during the third year of the project.

C.4 Describe how have you addressed feedback from DFID on this output following your last report or 6 monthly review meeting?

The feedback enquired if the project could increase the indicator figures, however this was not possible since this is a one off activity and will only be done once as budgeted for.

C.5 Are there any changes you will make to achieve this output?

The project has planned for a capacity building workshop in the first quarter of year three which will culminate in the development of the DRR mainstreaming strategy for IRK. This activity was initially planned for year I.

Add boxes C. 1 – C. 5 for each output in your logframe as required.

D: VALUE FOR MONEY

D.1 Economy: What has been done this year to drive down costs of project inputs while maintaining the required standards of quality?

Project activities were designed and reviewed with complete consultation with communities to ensure widespread impact within communities rather than to benefit a few individuals.

Islamic Relief’s existing programming in the target areas has ensured cost effectiveness by integrating activities with other projects through sharing of resources such as transportation, personnel and operation cost; this has significantly contributed to cost minimization.

IRK adheres to the IR procurement procedures and all project materials and services are acquired through a competitive procurement process that is based on the current market rates to ensure that IRK gets value for money for all the goods and services offered by the relevant service providers. Some of the services and goods engaged or acquired during the project period are procurement of animal drugs and vaccines, farm inputs, engagement of consultants, recruitment of personnel and hiring of project vehicles among others.

Under output indicator 5.1 the costs for this activity were shared with another DRR project which reduced costs whilst also maintaining high standards.

IRK throughout has ensured that the cost per unit of input are minimised or at least kept within reasonable bounds. Salaries and allowances are compliant to the Kenyan NGO sector

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D.2 Efficiency: How do you ensure resources (inputs) are used efficiently to maximise the results achieved?

The project ensured efficiency by ensuring that the cost per output (e.g. delivered complete service or product, completed structure, person attended to and training course completed) are minimised and kept within an acceptable range. This has been done in an open and transparent manner as strictly stipulated in Islamic Relief Worldwide procurement policy. Each expenditure is approved by the country director.During the reported implementation period, the project made good use of the available public resources at the community level to minimize the cost of some activities like animal health and CMDRR where the project use the existing resources from the local government.

IRK partnership with National Drought Management Authority (NDMA) has further improved the efficiency of the project delivery; IRK used NDMA experts to train leaders on Community Managed Disaster Risk Reduction at a negotiated cost rather than engaging an external consultant which would otherwise have required a higher expenditure.

The project has also taken advantage of the existing government personnel in the veterinary services and ministry of agriculture to carry out animal health activities and training of farmers with minimal cost. Additionally engaging partners has ensured that the efficiency is increased since the partners have the core mandate to offer these services although they have gaps in resource availability.

IRK piloted three green houses to allow learning and taking corrective measures while scaling up by installing the remaining kits. This was purposefully done to minimize wastage due to any risk of failure. This is expected to improve the efficiency in the delivery of the remaining green house kits.

D.3 Are there multiplier effects from this project?

The project activities, specifically irrigated agriculture, mass livestock vaccination and green house technology have drawn massive interest from the county government following the new devolved structure. In Mandera for example using IRK model, the county government is supporting additional farmers along the river Daua with irrigated agriculture to produce food and fodder. The farmers are further motivated by the government offer to provide a market for their surplus farm produce as a result of the support of IRK project in the area.

Following the introduction of greenhouse technology by IRK, the government is replicating the activity with additional pastoralists in the dryland with access to water bodies like boreholes to produce food and become food secure. Currently both Mandera and Wajir county governments are supporting mass animal vaccination and treatment which builds synergy to the work the project is currently doing.

The provision of micro credit facilities have long term impacts as the model of revolving the money in the community has the potential of reaching more beneficiaries beyond the project period.

E. SUSTAINABILITY

E.1 What have you done during this reporting period to ensure that positive changes to peoples’ lives will be sustained beyond the lifetime of the grant? What additional plans are there for the next reporting period to increase sustainability? The project used a participatory approach by involving all of the relevant stakeholders in the project implementation and monitoring to ensure ownership. This approach is designed to ensure the continuity of the interventions led by the community themselves after the project phase-out. The cooperation of county government and community leaders has provided a positive contribution to the project in terms of

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replication of some of the activities and supervision.

The beneficiaries were selected through a well-structured, mutually agreed, inclusive and gender sensitive criteria. Communities were sensitized on the project importance, involvement and ownership for sustainability. The beneficiaries included all classification of the vulnerable groups including women, men and youth. The beneficiary list for different project components was then verified and validated at a public meeting within the target communities. This has ensured ownership of the project and the ability to be sustained beyond the project period.

The project has also integrated other government departments, NGOs and community leaders in the implementation of initiatives including the NDMA, Ministry of Agriculture employees and Livestock Officers. IRK also has a tri-partite agreement with the government department of Agriculture that will facilitate a smooth handing over and sustainability of the project. The agreement with IRK, MoA & farmers ensures a seamless transition and continuous technical support to farmers.

Through the project, the communities targeted by Community Managed Disaster Risk Reduction (CMDRR) training have been able to form their own disaster response committees and develop action plans. This initiative has gone towards building an empowered community that is able to identify and prioritize their needs, capacities and local resources for their own response without waiting for any external support during emergencies. This will create communities that are able to be the first responders to their problems. The project also links the community with the County government to create demand driven development from government resources allocated to the county under the new constitution. Close coordination with concerned line departments is another indicator for longevity.

Further for sustainability the project will build the capacity of the committees on resource mobilization skills to enable them to implement the action plans they have developed.

Through microcredit the women have been capacity built on business management skills and granted start-up capital to enable them to expand their business and sustain them into the future. Additionally the department of veterinary services has been equipped with essential equipment donated for animal health to enable them to effectively deliver services to the livestock farmers.

The project has also adopted an integrated approach to ensure sustainable and long-lasting structures are developed in the target areas that will continue to run effectively even after IRK pulls out from this intervention. Stable and organized groups, committees, co-operatives and women’s selp-help groups have been formed and linked with county government for continued consideration, support and engagement in prevailing socio-economic activities. These groups have by-laws that govern their activities and members.

E.2 If the project is introducing new or improved services that need to continue beyond the life of the grant, what have you done / what are the plans to ensure the sustainability of the service?The new services introduced were the green house and storage facilities. The project has a well planned exit strategy; this essentially consists of working intensively with both government authorities and communities through partnership agreements that will facilitate the handing over of these assets to the community. The government will carry out a supervisory role and offer technical assistance to the community. The government and the community themselves have also taken the management and monitoring role of the project interventions.

The project team has also been constantly conducting progress analysis on the outcome of the interventions, and based on the gaps identified, relevant projects will be developed to ensure gains made are consolidated. The formation of groups under different activities ensures that services will continue long after the project end. This has been one of the key project elements to ensure long term behaviour change.

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F. EQUITY (GENDER & DIVERSITY)

F.1 How are you ensuring that marginalised groups are benefitting from your project (e.g. landless, disabled, elderly)?This project has specifically given special focus to women and at the same time the other vulnerable groups such as the poor, disabled in the society. This is done by some intervention being targeted to women like micro credit, green house and cash for work. Additionally the project ensures participation of women in key committees and group leadership at the community level.

The vulnerable groups such as the very poor, orphaned households, households with elderly, disabled and sick people are given priority during beneficiary selection for activities like cash for work to enable these households to meet their immediate need. Some of the mother's support groups (MSGs), who are mothers who are pregnant and lactating are also targeted with green houses and micro credit to help them access nutritious food for themselves and their children.

F.2 How are you ensuring that women and girls are benefiting?Women take a primary role in some of the project activities, micro credit for businesses is categorically targeting women beneficiaries to ensure that they improve their income since women play both a production and reproduction role which includes the care of children and external research shows that child health and nutrition are positively linked to the skills, education and income of women.

The project has targeted women in the cash for work interventions and micro finance to ensure that the income of these women is improved by their active participation in these activities. Women are also included in the leadership of the farmer groups to ensure their concerns and interests are taken care of during decision making forums.

F.3 How are you encouraging beneficiaries to participate in decision making in this project? The project has adopted a participatory approach in implementation and the beneficiaries themselves have identified their priority needs, they participate in the selection and validation of the right beneficiaries for each of the activities. The project has also engaged the beneficiaries in the monitoring and evaluation of the project by getting their views and concerns to gauge their level of satisfaction and feedback.

The project has adhered to the IR beneficiary feedback and compliance framework by ensuring that the feedback and complaints from the beneficiaries are received and acted upon by the relevant personnel.Formation of community committees has been very useful in ensuring that the communities participate in decision making since the committees are able to identify community priorities, resources and work with the relevant stakeholders in addressing these needs.

G: RISK

G.1 What actions have been taken to mitigate against identified risks this year? Were any risks realised, and what actions did you take ? Challenge How IRK Mitigated/Managed the challenge

Insecurity Through the IRK security sector, the staff were capacity built on the culture of security awareness and discipline through observing security procedures. IRK built a strong working relationship with the community and ensured that community acceptance was enhanced as a security measure. In some instances, working in project location along the porous Kenya- Somalia required the use of security escorts whenever necessary. Throughout the project

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period there was regular security updates to the staff and also collaboration with other stakeholders by sharing information.

Inter-clan conflict

IRK engaged in conflict resolution and management with the community and other relevant stakeholders like the county government. During the community mobilization, such conflicts were addressed and MoUs signed with the community thus assuring that peace and security will be maintained during the project period and engaging peace committees at community level that have a direct link with county/local government.The project brought different clans together by involving them in the same interventions through the membership of groups, for example micro credit women’s groups in some areas composed of mothers from different clans.

Occurrence of other hazards like flash floods

IRK worked with other actors and the county government to respond to hazards by conducting rapid assessments and engaging in emergency response to prevent damage of crops in the farms. IRK worked with the NDMA to provide early warning information to farmers, through seasonal calendars to ensure that critical crop cycle does not fall within the same periods as hazards.IRK carried out a joint monthly supervision of farm activities to ensure that farmers exposure to hazards are minimized.

Land ownership

Active community mobilization and sensitization involving village elders and local administration. Formation of homogenous farmer groups i.e. groups from same villages.

G.2 Have any new risks emerged and if so, what has been done to mitigate against them?N/A

G.3 Have you identified significant new risks in the next reporting period that would affect successful delivery of the expected results? N/A

G.4 Has the overall level of risk changed, if so how and why?N/A

G.5 What have you done to implement the recommendations of the DFID Due Diligence assessment and what action is outstanding? N/A

G.6 Describe any incidents of alleged fraud or corruption N/A

G.7 Quality of financial managementIRK is directly implementing this project and has no local delivery partners which are funded by IRK to implement the project activities. However, the financial team has effectively managed the fund through having high level controls and also building the capacity of the staff on high level controls and IRK anti fraud policy. Through the finance department various audits have been carried out to ensure transparency and accountability of the funds management. The 2014 audit report is currently in a draft form.

G.8 Have there been any changes to your asset register?The only assets that are part of this project were office furniture, laptops and camera for the project purchased at the project start. There have been no additional assets purchased and no more planned during the project period.

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H: MONITORING & EVALUATION

H.1What have you learnt during this reporting period about how best to achieve project outputs and outcome from the following sources of information?

If applicable, what will you do differently as a result?

Routine Project MonitoringIntensify routine monitoring especially to women groups benefiting from the business micro credit fund.

Intensify on-farm joint support supervision with Ministry of Agriculture officials.

It is very important to carry continues onsite progress monitoring especially for the micro credit, farmers and green house beneficiaries to ensure that the trainings are being put into practice, it is also an opportunity for further onsite training.Routine monitoring also help mitigate defaulting payments by the micro credit beneficiaries.Internal or independent evaluations/reviews you have commissioned (please attach these to your annual review).Review forums are a good opportunity to take stock of the project and take corrective measures. IRK conducted a programme review for all the projects being implemented at the end of 2014.Beneficiary feedback There is a need to provide more sensitization

to project staff on IR beneficiary feedback and accountability framework.

Beneficiary feedback acts as useful information to build and strengthen the project sustainability and exit strategy.

Other evidence/research about the effectiveness of the type of project you are undertaking.

More research needs to be done on how to integrate indigenous knowledge with new technologies in development.

Beneficiaries are now embracing development programmes as opposed to relief as initially was the case with the county government supporting these initiatives.

H.2 Are there any changes you would you like to make to the project logframe? Please explain any changes you would like to make? 1) ‘Number of’ has been added to the output indicator statements in the log frame

2) Under output 1.4 following DFID feedback and review of the activities we have amended the milestone for year 3 to 195 beneficiaries.

3) Under output indicator 3.1 we have added the milestone for year 2 to be ‘6 district veterinary offices supplied with appropriate veterinary equipment and other supplies’.

H.3 Have you made any changes to your Monitoring and Evaluation Plan ? N/A

I: COMMUNICATIONSPlease ask your Communications lead to complete this section for year 1 reports, and for subsequent reports where applicable.

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Reporting back to the UK public

Have you delivered the commitments you set out in your visibility statement?

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