Republic of Kenya MINISTRY OF AGRICULTURE, LIVESTOCK, FISHERIES AND COOPERATIVES STATE DEPARTMENT FOR CROP DEVELOPMENT & AGRICULTURAL RESEARCH NATIONAL AGRICULTURAL VALUE CHAIN DEVELOPMENT PROJECT (NAVCDP) STAKEHOLDER ENGAGEMENT PLAN (SEP) 18th February 2022 i TABLE OF CONTENTS ACRONYMS AND ABBREVIATIONS ......................................................................... v EXECUTIVE SUMMARY............................................................................................ vii a. Project Development Objective and Indicators ............................................................................. vii b. Project Components ............................................................................................................................. vii c. Project Beneficiaries ............................................................................................................................. viii d. Objective of SEP and Project areas Requiring Stakeholder Engagement ................................. viii (e) Project Stakeholders............................................................................................................................... xi (f) Engagement of Project Stakeholders .................................................................................................. xi (g) Grievance Management........................................................................................................................ xvi INTRODUCTION ........................................................................................................ 1 1.1 Context and rationale ............................................................................................................................. 1 1.2 National Agricultural Value Chain Development Project (NAVCDP) ........................................ 6 1.3 PROJECT Description ............................................................................................................................. 8 1.3.1 Project Development Objective ....................................................................................................... 8 1.3.2 Project Components ........................................................................................................................ 8 1.3.3 Project Scope .................................................................................................................................. 13 1.3.4 Project Beneficiaries ....................................................................................................................... 14 1.3.5 Implementation and Institutional Arrangements ........................................................................... 14 1.4 Objective of SEP and areas Requiring Engagement ........................................................................ 16 1.5 NAVCDP SCREENING AND COMPLIANCE PROCEDURES ................................................. 19 1.6 Potential Environment and Social Risks ............................................................................................ 22 1.7 STAKEHOLDER IDENTIFICATION AND ANALYSIS ................................................................ 24 1.7.1 Project stakeholders Defined ......................................................................................................... 24 1.7.2 Identification of Stakeholders ......................................................................................................... 25 1.7.3 Stakeholder Analysis ....................................................................................................................... 25 POLICY, LEGAL, AND INSTITUTIONAL FRAMEWORK ....................................... 28 PURPOSE AND TIMING OF STAKEHOLDER ENGAGEMENT ............................ 31 3.1 INTRODUCTION ................................................................................................................................. 31 3.2 VULNERABLE GROUPS ...................................................................................................................... 32 3.3 PURPOSE AND TIMING OF SEP ...................................................................................................... 33 3.4 PREVIOUS STAKEHOLDER ENGAGEMENT ACTIVITIES ........................................................ 33 PUBLIC CONSULTATIONS OF ESMF, RPF, VMGF, SEP, AND PLANS AT IMPLEMENTATION ......................................................................................................... 37 4.1 SEP ACTIVITIES ON DISCLOSURE ................................................................................................. 37 4.2 CONTINUING DISCLOSURES AND CONSULTATIONS ....................................................... 38 TRAINING /CAPACITY BUILDING .......................................................................... 45 RESOURCES AND RESPONSIBILITIES FOR IMPLEMENTING SEP ACTIVITIES 46 6.1 IMPLEMENTATION RESPONSIBILITIES ......................................................................................... 46 6.2 SEP IMPLEMENTATION BUDGET ................................................................................................... 54 STAKEHOLDER PARTICIPATION IN MONITORING AND REPORTING .......... 55 GRIEVANCE MECHANISM ...................................................................................... 57 ii 8.1 INTRODUCTION ................................................................................................................................. 57 8.2 GRIEVANCE MANAGEMENT PROCESS ....................................................................................... 59 8.3 GRIEVANCE PROCESSING................................................................................................................ 61 8.4 GRIEVANCE LOGS ............................................................................................................................... 62 8.5 MONITORING AND REPORTING ON GRIEVANCES ............................................................. 63 8.6 POINTS OF CONTACT FOR STAKEHOLDERS ......................................................................... 63 8.7 WORLD BANK GRIEVANCE REDRESS SYSTEM ........................................................................ 64 ANNEXES .......................................................................................................................... 65 Annex 1: List of Stakeholders Consulted/Issues and Responses .............................................. 65 a.) Indigenous Peoples Organization Reps- 8th November 2021 ............................................................. 65 b.) Day 1: County Reps (CESSCO +2 VMGs Community Reps) ............................................................... 65 c.) Day 2 (Nov 09, 2021): Public and Stakeholder Consultation and Information Disclosure ................... 66 d.) Day 3 (Nov 10, 2021): Public and Stakeholder Consultation and Information Disclosure .................... 68 e.) NAVCDP ESS Frameworks - Stakeholder Consultation Workshop (November 08, 2021): For Communities Meeting the Requirements of ESS7 ...................................................................................... 70 f.) NAVCDP ESS Frameworks - Stakeholder Consultation Workshop (November 09, 2021): For County Line Departments and Other Stakeholders including Farmers ................................................................... 80 g.) NAVCDP ESS Frameworks - Stakeholder Consultation Workshop (November 10, 2021): For National Line Departments Policy Makers and Other Stakeholders including Donors and CSOs. .......................... 83 Annex 2: Value Chain Selection and County Selection ............................................................... 88 Annex 3: Example Grievance Form...................................................................................................... 90 Complaint Log Form ..................................................................................................................................... 91 Annex 4: Grievance Register ..................................................................................................................... 93 iii List of Tables Table 0-1: Project Components and Areas that require Stakeholder Engagement................viii Table 0-2: Project Components and Areas that require Stakeholder Engagement..................xi Table 0-3: Project Components and Areas that require Stakeholder Engagement................xiv Table 1 Project Components and Areas that require Stakeholder Engagement ...................... 17 Table 2 Environmental and Social documentation for NAVCDP and subprojects ................... 20 Table 3 Some of the envisaged project environmental and social impacts/risks ...............Error! 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Table 4 Summary of project stakeholder needs ............................................................................... 25 Table 5 : Policy, Legal, and Institutional Framework analysis ......................................................... 28 Table 6 Summary of Stakeholder Consultation Concerns ............................................................. 34 Table 7 Stakeholder Engagement and Disclosure Methods ........................................................... 38 Table 8 Planned stakeholder engagement activities ......................................................................... 40 Table 9 Proposed Training Module for Stakeholder Engagement ................................................ 45 Table 10 Methods, Tools and Techniques for Stakeholder Engagement .................................... 46 Table 11 SEP Proposed Implementation Budget............................................................................... 54 List of Figure Figure 1 : Map of Selected Counties ......................................... 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Figure 2 Schematic process of GM mechanisms ............................................................................... 59 Figure 3 Typical grievance Redress process ...................................................................................... 60 iv ACRONYMS AND ABBREVIATIONS AFA Agriculture and Food Authority ARAP Abbreviated Resettlement Action Plan C-ESMP Contractor’s Environmental and Social Management Plan CFAs Community Forest Associations CIGs Common Interest Groups CoK Constitution of Kenya COVID-19 Corona Virus Disease CPCU County Project Coordination Unit CPR Comprehensive Project Report CSO Civil Society Organization CTDs County Technical Departments DAPs Differently Abled Persons DAT Disruptive Agricultural Technologies E&S Environmental and Social EHS Environmental Health and Safety EPRP Emergency Preparedness Response Plan ESF Environmental and Social Framework ESIA Environmental and Social Impact Assessment ESMF Environmental and Social Management Framework ESMP Environmental and Social Management Plan ESS Environmental and Social Standards FPIC Free Prior Informed Consultation FPOs Farmer Producer Organizations SEA/SH Sexual Exploitation Abuse and Sexual Harassment GDP Gross Domestic Product GIIP Good International Industry Practice GRC Grievance Redress Committee GM Grievance Mechanism GRMC Grievance Redress Management Committee GRS Grievance Redress Service HCD Horticultural Crops Directorate IAs Implementing Agencies IPMP Integrated Pest Management Plan IPOs Indigenous Peoples Organization IP/SSAHUTLC Indigenous Peoples/Sub-Saharan African Historically Underserved Traditional Local Communities KAGRC Kenya Artificial Genetic Research Centre KALRO Kenya Agriculture and Livestock Research Organization KCSAP Kenya Climate Smart Agriculture Project KEBS Kenya Bureau of Standards KEPHIS Kenya Plant Health Inspectorate Service KEPSA Kenya Private Sector Association KMC Kenya Meat Commission KPIs Key Performance Indicators LMP Labour Management Plan MCIs Multi-Community Investments MoALFC Ministry of Agriculture, Livestock, Fisheries, and Cooperatives NARIGP National Agricultural and Rural Inclusive Growth Project v NAVCDP National Agricultural Value Chain Development Project NEMA National Environment Management Authority NERC National Emergency Response Committee NESSCO National Environment and Social Safeguards Compliance Officer NGOs Non-Governmental Organizations NLC National Land Commission NLP National Land Policy NPC National Project Coordinator NPCU National Project Coordination Unit OHS Occupational Health and Safety PAI Project Area of Influence PAPs Project Affected Persons PDO Project Development Objective PCU Project Coordination Unit PIM Project Implementation manual PoEs Panel of Experts POs Producer Organizations PPP Public Private Partnerships PVC Priority Value Chain Q&A Question and Answers RAP Resettlement Action Plan RPF Resettlement Policy Framework SAIC Social Accountability and Integrity Committee SC Steering Committee SEP Stakeholder Engagement Plan SMP Security Management Plan SPR Summary Project Report STE Short-Term Expert TSA Technical Support Agencies TV Television TWG Technical Working Group VC Value Chain VMG Vulnerable and Marginalized Group VMGF Vulnerable and Marginalized Groups Framework VMGP Vulnerable and Marginalized Groups Plan WMP Waste Management Plan WRUAs Water Resource Users Association vi EXECUTIVE SUMMARY 1) The Stakeholder Engagement Plan (SEP) has been prepared for the National Agricultural Value Chain Development Project (NAVCDP) which is a joint World Bank and Government of Kenya financed project. The executing agency is the Ministry of Agriculture, Livestock Fisheries and Cooperatives (MoALFC), State Department for Crop Development and Agricultural Research while the participating Counties are implementing agencies. A. PROJECT DEVELOPMENT OBJECTIVE AND INDICATORS 2) To increase market participation and value addition for targeted farmers in select value chains in project areas. The PDO level indicators are: i. Farmers reached with agricultural assets or services under the project of which at least 50 % are female farmers ii. Percent increase in farmers selling more than 50 % of their produce in the market. iii. Percent increase in farmers selling produce in value added form (both on farm and off farm). B. PROJECT COMPONENTS 3) NAVCDP will have the following five thematic components: i. Component 1: Building Producer Capacity for Climate Resilient Stronger Value Chains focused on building producer level capacity for enhanced market participation and transition towards commercial agriculture with farmer groups and Farmer Producer Organizations (FPOs) as primary platforms for sustainable productivity enhancement, safe food production, increased market participation and value addition. ii. Component 2: Climate Smart Value Chain Ecosystem Investments that will focus on supporting enabling ecosystem investments identified as part of County level, regional level (spanning several counties) and National value chain development plans that will include Farmer Led Irrigation Development (FLID), Market Infrastructure, Data/Digital Investments and Research, Technical Assistance and enhancing institutional capacity. iii. Component 3: Pilot Safer Urban Food Systems that will rollout urban food system pilots in Nairobi, a major urban cluster in the county, and parts of Kiambu and Machakos bordering the city as the peri-urban areas. iv. Component 4: Project Coordination and Management that will finance National and County-level project coordination, Communication & Citizen Engagement, Fiduciary, Human Resource Management, environmental and social safeguards implementation, monitoring and compliance, development of the MIS and ICT. vii v. Component 5: Contingency Emergency Response: Implementation of rapid response measures to address disaster/emergency and/or catastrophic events impacting the agricultural sector C. PROJECT BENEFICIARIES 4) The project will support 500,000 farmers engaged in 9 value chains across 26 counties. The selection of value chains and counties to be intensively supported under the project is driven by a multi-dimensional criterion detailed in Annex XX. It is envisaged that the 500,000 farmers supported under the project will largely include small scale farmers who will be transitioning from being subsistence farmers to commercial farmers or are selling only a small percentage of their produce commercially. Furthermore, the project will benefit many value chain actors at various levels including extension workers, aggregators, logistics support providers and SMEs operating within the value chain. It is expected that 10,000 jobs will be created through multiple pathways including expansion of FPO operations, expansion of anchor off-takers and SME operations, expansion of Agri tech provider operations, development of Agriprenuers and expansion of urban agri- business linkages. The project will have a strong focus on addressing gender gaps to develop gender smart agri value chains through a range of integrated solutions. 5) The nine (9) value chains that have been prioritized for support are: Dairy, Coffee, Chicken, Fruits (Avocado, Banana, Mango), Vegetables (Irish potatoes, Tomato), Apiculture, Pyrethrum, Cashew nut and Cotton. Further, the 26 participating Counties are: Kilifi, Kwale, Taita Taveta, Kiambu, Trans-Nzoia, Nandi, Uasin Gishu, Narok, Nakuru, Tana River, Kericho, Bomet, Migori, Homabay, Machakos, Kitui, Nyeri, Nyandarua, Kisii, Kakamega, Busia, Embu, Makueni, Kirinyaga, Muranga and Meru. 6) Taking into consideration the VMGs as beneficiaries and bearing in mind the issues and characteristics as set out under ESS7, the following eleven counties have been established to have Indigenous Peoples/Sub-Saharan African Historically Underserved Traditional Local Communities (IP/SSAHUTLC: Kiambu (Ogiek), Nandi (Ogiek), Uasin Gishu, (Ogiek), Trans-Nzoia (Sengwer), Narok (Ogiek), Nakuru (Ogiek), Tana River (Watha), Kilifi (Watha), Kwale (Wasanye), Kericho (Talai and Ogiek). D. OBJECTIVE OF SEP AND PROJECT AREAS REQUIRING STAKEHOLDER ENGAGEMENT 7) The overall objective of the SEP is to define a program to ensure active participation of relevant stakeholders in project activities that includes their identification/mapping, specifying their responsibilities/roles, appropriate participatory methodologies/approaches and the resources required to implement and monitor SEP implementation. In addition, SEP will outline how the project implementers will communicate with stakeholders and includes a mechanism by which target beneficiaries can raise concerns, provide feedback on project implementation. 8) The specific areas for each Project Component/sub-component for the proposed NAVCDP that will require stakeholder engagement are summarized in Table 0-1. viii Table 0-1: Project Components and Areas that require Stakeholder Engagement Component 1: Building Producer Capacity for Areas for Stakeholder Climate Resilient Stronger Value Chains Engagement Farmer level Fund micro-project investments Community mobilization for investments for 20,000 plus CIGs/VMGs selection of investments and mobilized under the existing implementation; criteria for projects selection/profiling CIGs/ VMGs; M&E and Reporting Establishment of an expanded Identification and participation human resources architecture of the human resource. towards delivery of advisory and extension services Support to e-voucher Mobilize beneficiaries to benefit from value chain specific subsidies provided by GoK FPO Level Fund Inclusion Grants and EDPs Community mobilization for Climate Smart for FPOs formed by federation of selection of investments and investments CIGs/VMGs towards improved implementation; criteria for value addition and market access selection/profiling FPOs; M&E and Reporting Strengthen Establish and strengthen Identify partners and other partnerships partnerships with TSAs and other stakeholders; strengthening with Technical best practice institutions to platforms; Support provide strategic support to FPOs Agencies in each of the prioritized value (TSAs) chains Support to Targeted support to national level Identify farmer groups for National level farmer federations and other keys federation; identification of farmer agencies involved in development criteria for federation; etc. federations of FPOs for supported value chains Component 2: Climate Smart Value Chain Areas for Stakeholder Ecosystem Investments Engagement Strengthening Invest in strengthening the County awareness creation County capacity of CTDs to support (County and community Technical community-led investments levels), CTDs identification, Departments under Component 1 and 2 training; identification of (CTDs) community-led investments ix Identification, Provide funding for investments in Identification and planning, and highly relevant multi-community implementation of the multi- implementation investments in National community investments; of MCIs Resources Management (NRM) identification. and market infrastructure development directly linked to supported value chains Establish county level structures Establishment of county level for harmonized delivery of input structures for delivery of subsidies to farmers by rollout of subsidies; e-voucher rollout the e-voucher program and management Component 3: Piloting Safer Urban Food Systems Areas for Stakeholder Engagement This component will support roll out of urban food system Choice of participants; pilots in select urban clusters, focusing on demonstrating a selection of urban clusters; proof of concept by direct linkage of rural FPOs to urban linkage of FPOs to urban consumers through creation of appropriate market consumers; creation of infrastructure and commercial entities that will enhance commercial entities; food the efficiency of food distribution coupled with distribution; food safety interventions that focus on enhanced food safety during stakeholders’ identification aggregation, logistics and distribution and participation; review platforms; etc. Component 4: Project Coordination and Areas for Stakeholder Management Engagement Project Logistical support and capacity Workshops, meetings, venues Coordination enhancements to project and general communication implementation structures at National, County and Community levels Communication, Support to project Formation of structures, Monitoring, implementation structures to training, implementation of Evaluation and ensure successful roll-out of participatory monitoring, ICT participatory monitoring, evaluation and reporting evaluation and reporting Support project implementation Identification of areas for ICT structures including integration, consultations to youth/women as agripreneurs and identify ICT sector players and other beneficiaries to use ICT for enhancement of their capacity enhanced market access and value addition x Component 5: Contingency Emergency Response Contingency Support to identification of Stakeholder engagement to Emergency internal and external stakeholders specify required thresholds to Response for emergency contingency trigger official pronouncement response, coordination of of emergency response, identified stakeholders preparation of emergency triggering protocol (E) PROJECT STAKEHOLDERS 9) Project stakeholders are ‘individuals, farmer groups, communities or other entities who: i. are impacted or likely to be impacted directly or indirectly, positively or adversely, by the project (also known as ‘Project Affected Parties’ (PAPs); ii. may have an interest in the project (‘interested parties’). They include individuals or groups whose interests may be affected by the project and who have the potential to influence the project outcomes in any way; and iii. Vulnerable communities: these include IP/SSAHUTLC hosted by counties that will participate in this project and also Vulnerable and Marginalized Groups such as persons with disabilities, older persons and female headed households. 10) For the purposes of effective and tailored engagement, NAVCDP stakeholders will be divided into the following key categories: a) Project Affected Persons (PAPs)/Households (PAHs) – individuals, VMGs, CIGs, FPOs, and POs and other entities within the Project Area of Influence (PAI) that are directly affected (actually or potentially) by the project and/or have been identified as most susceptible, and who need to be closely engaged in identifying impacts and their significance, as well as in decision-making on mitigation and management measures. b) Other Interested Parties – Line ministries and departments, CSOs, Development Partners in the same sector, individuals, entities that may not experience direct impacts from NAVCDP but who consider or perceive their interests as being affected by the project and/or who could affect the project and the process of its implementation in some way. c) Vulnerable Groups – persons who may be disproportionately impacted or further disadvantaged by the subproject as compared to any other groups due to their vulnerable status, and that may require special engagement efforts to ensure their equal representation in the consultation and decision-making process associated with the project(s). These may include IP/SSAHUTLC, women, Differently Abled Persons (DAP), youth, female and child headed households and squatters. (F) ENGAGEMENT OF PROJECT STAKEHOLDERS 11) Engagement with the different identified categories of stakeholders will help ensure the greatest possible contribution from the stakeholder parties towards the successful implementation of the subproject(s) by drawing on their pre-existing expertise, networks, and agenda. It will also facilitate both the communities’ and institutional endorsement of the project(s) by various parties. A description of the stakeholders and needs is summarized in Table 0-2. xi Table 0-2: Summary of NAVCDP Stakeholder Needs Category Stakeholder Estimated Language Preferred Specific group Membership needs notificati needs on means (accessi (e-mail, bility, phone, large radio, print, letter) childcar e, daytime meeting s) National CS-Ministry of About 7-9 English / Letters, Daytime Project Agriculture, members Kiswahili Phone meetings Steering Livestock, calls, Committee Fisheries and emails, (NPSC) Cooperatives; WhatsAp p PSs-Agriculture, Livestock, Fisheries and Cooperatives, Sector ministries, Non- State Actors National Sector About 15 English / Letters, Daytime Technical Directors, Non- members Kiswahili Phone meetings Advisory State Actors calls, Committee emails, (NTAC) WhatsAp p National Designated 13-14 English / Letters, Daytime Project Experts Specialists Kiswahili Phone meetings Coordinating calls, Unit (NPCU) emails Thematic Panel of Experts Thematic English / Letters, Daytime Groups (PoEs) areas/exper Kiswahili Phone meetings ts based on calls, the nine emails, value chains WhatsAp p County Sector CECs, 7-11 English / Letters, Daytime Project NGOs, persons Kiswahili Phone meetings Steering calls, Committee emails, (CPSC) WhatsAp p xii Category Stakeholder Estimated Language Preferred Specific group Membership needs notificati needs on means (accessi (e-mail, bility, phone, large radio, print, letter) childcar e, daytime meeting s) County Sector County 11-15 English / Letters, Daytime Technical Directors, Non- experts Kiswahili Phone meetings Advisory State Actors, calls, Committee Reps of special SMS, (CTAC) groups emails, WhatsAp p CIGs Registered farmers Numerous English/Kis Letters, Daytime / Pastoralists wahili/local Phone meetings language calls, emails, radio, SMS VMGs Registered VMG Numerous Kiswahili/lo Letters, Daytime farmers / cal Phone meetings, pastoralists language calls, entry point emails, Council of radio, Elders public meetings, group discussions , SMS FPOs Registered and Numerous English/Kis Letters, Daytime practicing members wahili/local Phone meetings language calls, emails, radio, SMS, WhatsApp Value Chain Elected officials by Numerous English/Kis Letters, Community Ecosystem the community; wahili/local Phone barazas Investment community language calls, through Committees members emails, Area Chiefs radio Value chain Representatives Numerous English/ Letters, Daytime Apex Kiswahili Phone meetings Organizations calls, emails, SMS, WhatsApp xiii Category Stakeholder Estimated Language Preferred Specific group Membership needs notificati needs on means (accessi (e-mail, bility, phone, large radio, print, letter) childcar e, daytime meeting s) Industry Players along the Numerous English/ Letters, Daytime relevant value Kiswahili Phone meetings chains calls, emails, Agro-input Players Numerous English/ Letters, Daytime stockists Kiswahili Phone meetings calls, emails, SMS 12) The SEP will remain in the public domain for the entire period of project implementation and will be updated on a regular basis as the project progresses through its various phases, to ensure timely identification of any new stakeholders and interested parties and their involvement in the process of collaboration with the project. The methods of engagement will also be revised periodically to maintain their effectiveness and relevance to the project’s evolving environment. Table 0-3 provides a description of stakeholder engagement and disclosure methods recommended to be implemented during stakeholder engagement process. Table 0-3: Stakeholder Engagement and Disclosure Methods Category of Project Information Shared Means of communication/ Stakeholder disclosure Beneficiary ESMF/ESMP, IPMP, VMGF, RPF, SMP, - Public notices. population in the LMP, and - Electronic publications and press project area. SEP, GM. releases on the project website. Regular updates on project - Hard copies displayed at development. designated public locations. - Press releases in the local media. - Consultation meetings. - Information leaflets and brochures. - Separate focus group meetings with vulnerable groups, as appropriate. xiv Category of Project Information Shared Means of communication/ Stakeholder disclosure NGOs and ESMF/ESMP, IPMP, VMGF, RPF, SMP, - Public notices. CBOs LMP, and - Electronic publications and press SEP, GM. releases on the project/Ministry Regular updates on project website. development. - Dissemination of hard copies at designated public locations. - Press releases in the local media. - Consultation meetings. - Information leaflets and brochures. Government ESMF/ESMP, IPMP, VMGF, RPF, SMP, - Dissemination of hard copies of the authorities and LMP, and ESMF/ESMP, IPMP, VMGF, RPF, SMP, agencies SEP, GM. LMP, SEP and GM. - Regular updates on project - Project status reports. development. - Meetings and roundtables. - Additional project information, if required for the purposes of regulation and permitting. Related SEP and GM - Electronic publications and press businesses and Updates on project development and releases on the project website. enterprises tender/procurement announcements. - Information leaflets and brochures. - Procurement notifications. Project -Employee Grievance Redress - Staff handbook. Employees Mechanism - Email updates covering the Project -Updates on project development. staff and personnel. - Regular meetings with the staff. - Posts on information boards in the offices and on site. - Reports, leaflets. VMGs - Sensitization followed by training -Community/Beneficiaries’ meetings. on the project ESMF/ESMP, IPMP, -Information through Brochures VMGF, RPF, SMP, LMP, SEAH -The following culturally appropriate Prevention and Response Plan, GM methods will be used to inform and and SEP consult with VMGs - Implementation of the project - Language: Kiswahili and vernacular activities languages will be used to facilitate active participation and expression of their opinions xv Category of Project Information Shared Means of communication/ Stakeholder disclosure - Local Council of Elders and Community Based Organizations: Local Council of Elders for IPs and formally registered IP based CBOs would be used for initial engagement/contact. - Men, Women and Youth Consultations: Some IP communities require that men, women and youth are consulted separately. For joint consultations, the issues that can be discussed have to be agreed upon before hand 13) The SEP will be periodically revised and updated as necessary during NAVCDP implementation to ensure that the information presented therein is consistent and is the most recent, and that the identified methods of engagement remain appropriate and effective in relation to the project context and specific phases of the development. Any major changes to the project related activities and to its schedule will be duly reflected in the SEP. The MoALFC will be the main implementing agency for the project and will lead the execution of the activities, including this SEP whose estimated budget is USD. 979,000. (G) GRIEVANCE MANAGEMENT 14) NARIGP/KCSAP have a functional Grievance Mechanism (GM) that will be tailored and customized to NAVCDP within the first six months after the launch of the project. The GM will be accessible to all identified categories and any emerging stakeholders, including affected people, community members, CIGs, VMGs, POs, survivors of SEA/SH, civil society, media, and other interested parties. The stakeholders will use the GM to submit complaints, feedback, queries, suggestions, or even compliments related to the overall management and implementation of the project. The GM is intended to address issues and complaints in an efficient, timely, and cost-effective manner. A dedicated pathway in GM will be available to IP/SSAHUTLC and also to survivors of SEA/SH that require confidentiality. The effectiveness of GM will be reviewed annually by third party and updated accordingly. xvi INTRODUCTION 1.1 CONTEXT AND RATIONALE 1. Kenya has witnessed strong economic growth and declining poverty incidence, but absolute poverty remains high. Since 2011, the Kenyan economy has experienced robust GDP growth averaging 5.8%, catapulting Kenya to a middle-income country and significantly bringing down poverty levels. Kenya’s poverty rate is among the lowest in East African countries, falling from 43.7 percent in 2005/06 to 36.8 percent in 2015/16 and 33.4 percent in 2019, below the Sub-Saharan Africa average. Poverty reduction in Kenya has been accompanied by reduced income inequality, with the Gini index falling from 0.45 in 2005/06 to 0.39 in 2015/16, indicating the country’s success in boosting shared prosperity. Kenya’s Human Development Index value for 2019 is 0.601, which put the country in the medium human development category—positioning it at 143 out of 189 countries and territories. With a score of 0.55, the World Bank Human Capital Index 2020 places Kenya third in Sub-Saharan Africa, after Seychelles and Mauritius. 2. Kenya has recently revised national accounts estimates, updating the base year for its estimates to 2016 (from 2009), resulting in a decadal annual growth rate of GDP at 5.0 percent, 0.8 percentage points lower than the previous estimate1. The rebasing significantly altered historical estimates, with agriculture’s share estimated at 21.2 percent of nominal GDP in 2019, down from the earlier estimate of 34.1 percent. However, despite the lower GDP contribution, movement of employment from agriculture to other sectors stalled between 2016 and 2019. During the COVID-19 pandemic, agriculture absorbed 1.6 million additional workers, increasing its share of employment from 47 percent to 54 percent, indicating the sector’s centrality to employment in Kenya. 3. The agriculture sector is central to long term economic growth and sustainable poverty reduction in Kenya. The agricultural sector contributed about 21 percent of the total GDP and grew at 4.8 percent in 2020. The sector employs nearly 8.5 million Kenyans, equalling 47 percent of the total and 70 percent of rural employment, a trend holding since 2015/16. Between 2005-06 to 2015-16, households with agriculture as the primary source of income (including both crop income, livestock income, and earning of wage workers in the agricultural sector) accounted for 27.6 percent of overall poverty reduction2. Agricultural incomes account for 64 percent of the income of the poor and 53 percent of income for the non-poor3. Agriculture is also responsible for most of the country’s exports, accounting for up to 65 percent of exports in 2017. Agricultural share of value-added only stopped increasing in 2017 and remains the highest among Kenya’s regional and Sub-Saharan Africa Lower Middle Income Country peers. During the covid-19 pandemic, strong performance of the agriculture sector significantly cushioned the blow to the Kenyan economy. 4. With predominantly smallholder-based agriculture production and its associated challenges, productivity levels for major crops in Kenya are stagnating. Kenya’s agricultural total factor productivity (TFP) dropped at least ten percentage points between 2006 and 2013 and stabilized thereafter. Kenya’s TFP growth lags Rwanda, Ethiopia and Tanzania and is well below that of South Asia and South-East Asian countries4. Small-scale 1 Kenya Economic Update, December 2021, The World Bank 2 Kenya Agriculture Sector Growth and Transformation Strategy (ASTGS), 2019-2029 3 Kenya Poverty and Gender Assessment, 2015-16, The World Bank 4 Kenya Economic Update April 2019, Unbundling the slack in private investment, The World Bank 1 production systems (between 0.2 and 3 ha) account for 78% of total agricultural production and 70% of commercial production. Hampered by poor access to credit and extension services, these production systems use limited improved inputs and modern production practices, such as hybrid seeds, concentrated feeds and fertilizer, pesticides, machinery, and irrigation. This is reflected in the value added per worker which has remained relatively stable between 2006-2016 at ~KES 98,000 per year but lags best-in-class countries in Africa by up to 7x: Nigeria, South Africa and Cape Verde have value added per agricultural worker of ~KES 730,000 per year5. 5. Access to credit is a major constraint driving low adoption of quality inputs and technologies. Over the years, lending to the agriculture sector has stayed below 5 percent of total lending. Alliance for a Green Revolution in Africa (AGRA) estimated that in 2015, against the annual credit needs of Ksh 130 billion across key commodity chains only Ksh 40 billion6 were available. In Kenya, the financial inclusion rate (includes bank accounts, mobile money, other types of financial services, etc.) has tripled in 13 years with 83% Kenyans having a formal bank account, However, only 22% Kenyans are financially healthy i.e., having the ability to manage day to day expenses, manage risks and invest in future economic opportunities7. A 2019 study by CGAP and FSD Kenya found that of the 4.2 million local farmers, only 5 percent reported to have received or made a farm related payment digitally, indicating the vast divide between inclusion and meaningful access8. Having access to a farmer’s credit group in the community is associated with high usage rates of inorganic fertilizer in both market-selling and subsistence households This suggests that access to credit helps increase agricultural households’ usage rates of agricultural inputs and in turn make productivity gains. 6. In addition to producer level challenges pertaining to inputs and credit, there is need to address inefficient value chains and low levels of value addition. Major value chains in Kenya are riddled by inefficiencies, with limited post- harvest handling infrastructure, inefficient price discovery mechanisms leading to low farmgate prices and high levels of food wastage. In 2017, over 1.9 million tons of food was wasted to post-harvest losses, while facing a severe drought9. Small farms continue to produce 73.0 per cent of total marketed production, most of which goes to the market in basic form without any value addition10. Only 16 percent of Kenya’s agricultural exports are processed, compared with 57 percent for imports. However, there is potential to significantly ramp up value addition across several agriculture and livestock value chains to boost producer level returns while generating new jobs in the economy. Value addition in context of Kenyan agriculture is also a crucial pathway for climate change adaptation, bringing down producer level wastage and risk and enhancing overall value. 7. Higher productivity and commercialization of agriculture can significantly reduce poverty, enhance farmer incomes and create jobs. Poverty incidence among agriculture households decreases as they start selling produce in markets11. Only 26 percent of market-oriented households (selling some part of output in the market) are poor as compared to 38 percent of subsistence households (producing output only for self- 5 Kenya Agriculture Sector Growth and Transformation Strategy (ASTGS), 2019-2029 6 Kenya Economic Update April 2019, Unbundling the slack in private investment, The World Bank 7 FinAccess Household Survey, 2019 8 ibid 9 Kenya National Bureau of Statistics, 2017 10 Kenya National Bureau of Statistics, 2017 11 Kenya Poverty and Gender Assessment 2015-16 2 consumption). Market participating households have higher usage rate of inorganic fertilizers (66 percent land covered as compared to 53 percent in subsistence households) and irrigation, spend significantly higher on inputs and exhibit higher crop diversity. In 2015/16, about 60 percent of households did not sell any of their produce in the market, while only 4 percent of households sold all their crop production and engaged in purely commercial agriculture12. Only 23 percent of vegetables and 7 percent of fruits produced in Kenya were marketed13. Between 2005/06 and 2015/16, the country’s level of agricultural commercialization increased as measured by households selling a higher share of their production in markets. Considering stagnant agricultural yields, better access to markets because of infrastructure and digital technologies is the likely cause for higher levels of commercialization. Going forward, any sustainable agriculture growth strategy must place a strong focus on aggregation, commercialization and enhancing market participation for farmers esp. subsistence farmers, while boosting productivity through improved access to quality inputs and extension services. 8. Multiple barriers exist to agriculture commercialization for small-holder farmers in Kenya. Market access factors such as better roads, proximity to markets, access to inputs, credit and market information, membership into FPOs and value addition are all key drivers of commercialization. In a survey across 38 counties in 2013-14, only 21 percent of sampled households accessed extension services of which 81 percent were male headed. Most (59 percent) used the public extension system. The ratio of national extension staff to farmers is 1:1,000, compared with the recommended 1:400. Wanyama et al. (2016) found that public extension providers and private for-profit providers were better represented among higher income groups. Lack of high-capacity farmer organization limits small-holder integration into value chains, raising transaction costs and reducing competitiveness. Critical infrastructure gaps that further limit commercialization of value chains include limited availability of processing facilities closer to farm gate that could reduce post-harvest losses, limited access to cold storage and warehousing facilities that can reduce distress sales and lack of market infrastructure that can reduce distance from producer to end consumer. In Africa, 55 percent of fruits and vegetables and 30 percent of food grains are sold through open-air markets, leaving higher scope for food wastage and contamination.14 9. Significant gender gaps persist across all aspects of agriculture value chains in Kenya. Women farmers face significant challenges at all stages including production, aggregation, and marketing. These include proportionately less access to high-quality inputs, equipment and technology, technical information on appropriate usage (e.g., quantity and timing of application), hired labour, and knowledge of modern farming practices. Women provide 80 per cent of Kenya’s farm labour and manage 40 per cent of Kenya’s smallholder farms, yet they own only about 1 per cent of agricultural land and receive just 10 per cent of available credit15. Further, constraints on their time and mobility leaves them reliant on subsistence agriculture without extension services or being up to date with current technologies. As a result, the productivity of women farmers lags behind men at an average of 20-30 per cent16. Women are also less likely to apply for a loan due to self-perceptions of lower credit worthiness of their businesses17. Equal membership in strong farmer organizations can significantly empower women farmers. Research indicates that women 12 Ibid 13 Kenya ASTGS 2019-2029 14 Eastern Africa Grain Council, 2020 15 ‘Women and Men in Kenya – Facts and Figures 2017’, Kenya National Bureau of Statistics, 2017 16 AFDB, 2015 17 AfDB 3 achieve a higher control over key agriculture decisions if any member of the household is a registered member of POs. This effect is even stronger when the woman in the household is a member18. Women play significant roles in production and post-harvest processing esp. in labour intensive value chains. However, these roles are often informal, unacknowledged, or under-resourced. Lack of tailored support and capacity building of women farmers is a missed opportunity in improving competitiveness of value chains. Finally, in downstream roles within value chains such as in transportation, marketing, and sales, women are underrepresented outside local markets, playing limited roles that keep them from gaining from the most profitable portions of the value chains. Gendered value chain mapping can unearth division of labour within agriculture value chains and enable more tailored support to women farmers across all aspects of value chains. Ensuring that women have the same access to assets, inputs, and services in agriculture as men could increase women’s yields on farms by 20–30 percent and potentially reduce the number of hungry people by 12–17 percent. 10. Agriculture Commercialization can boost inclusive job growth for youth in agriculture and contribute to the Jobs and Economic Transformation agenda. In Kenya, between 2015 and 2025, 9 million individuals are expected to enter the labour force. To absorb this “youth bulge�, Kenya needs to create an average of 900,000 jobs every year19. Since structural employment shift out of agriculture has stalled since 2015, a significant number of these jobs are to be generated within emerging value chains. A focused approach to value chain development and agriculture commercialization can unearth new jobs in agriculture support services such as extension services, input supply, aggregation and marketing and new enterprises supporting value. Investment in irrigation can further reduce underemployment in agriculture by reducing the effect of seasonality. Rural youth are also well-placed to benefit from jobs created by ICT innovations connecting small farmers to markets since they are more likely to be first adopters and later providers of financial, training, and extension services delivered through these digital platforms. 11. Irrigation’s potential for increasing farm yields and income and reducing risks from climate variability is currently untapped. Ninety-eight percent of Kenya’s arable land is rainfed, and only 13 percent of the identified irrigation potential has been developed. The irrigation potential for small-holder farmers in Kenya is 240,000 Ha with an additional net profit gain of up to USD 570/ha that can be realized20. Expanded irrigation systems can boost yields, allow for an increase in cropping intensity, and enable farmers to switch to higher-value crops. The Malabo Declaration of 2014 identifies irrigation as a priority investment to end hunger by 2025 in Africa. The Vision 2030 calls for expanding small-scale irrigation at a rate ten times higher than the previous decade. As per a recent diagnostic21 undertaken jointly by Ministry of Water, Government of Kenya and the World Bank, scaling up the FLID approach has a huge potential to enable access to irrigation for a large number of smallholders in Kenya. Furthermore, the diagnostic identified financing, the knowledge system and access to markets as the major obstacles for smallholder farmers to take the initiative in irrigation. While FLID is characterized by individual ownership of technology (petrol-pumps/plastic pipelines etc.), it also includes small groups-based irrigation access. 18 Mercy Mwambi, Jos Bijman, Alessandra Galie, The effect of membership in producer organizations on women's empowerment: Evidence from Kenya, Women's Studies International Forum, Volume 87,2021,102492,ISSN 0277-5395, https://doi.org/10.1016/j.wsif.2021.102492. 19 World Bank's 2018 Kenya Social Protection and Job Programmes Public Expenditure Review, 2018 20 Smart Water for Agriculture, 2019 21 Catalyzing farmer-led small-scale irrigation development in Kenya to achieve the Vision 2030’s goals 4 12. For sustainable income growth, agriculture value chains must align themselves to rapidly evolving urban food systems with greater focus on value addition, food safety and traceability. By 2050, Kenya’s population is expected to double while urban population and cereal demand will likely triple, turning Kenyan cities into major consumption centres creating jobs and income for primary producers as well as agriculture-based SMEs. However, significant challenges are emerging in areas of escalating food prices, food safety and food security. As per World Bank data22, for the lowest segment of Kenya population, 67 percent of their expenses is on Food and Beverages. Food loss is a critical contributing factor to rising food prices. About 36 percent of the food produced in Sub-Saharan Africa is lost or wasted with the largest proportion of the losses occurring at the production and handling stages. According to WHO, Africa currently suffers from the highest per capita rate of food- borne illnesses in the world. In several studies, milk from both formal and informal outlets in Kenya has been found to be frequently contaminated with aflatoxin M123. Food safety issues have an equally critical demand side. Recent studies indicate that Kenyan consumers have low knowledge of food safety and low willingness to pay for it (Hoffman, Moser, and Saak 2019), underlining the need for strong consumer orientation to catalyse demand for safer produce. Ensuring greater integration across value chains and developing efficient, consumer linked peri-urban agriculture value chains that are responsive to emerging dietary patterns and food safety concerns can unlock value for participating smallholder farmers. 13. The Government of Kenya has initiated several forward-looking agriculture sector reforms, supported by the World Bank. As a key policy reform undertaken as part of the World Bank funded Development Policy Operation (DPO) in 2019, GoK is transforming its delivery mechanism of subsidized inputs through e-vouchers, enabling farmers to purchase various agriculture inputs (including fertilizers) from private sector agro-input dealers, providing them freedom of choice for both source and type of inputs, while contributing to better targeting of resources to small holder farmers through electronic verification. GoK has also passed the Warehouse Receipt System (WRS) Act (also as part of the DPO in 2019), paving the way for large scale implementation of a warehouse receipt system which can significantly benefit small-holder farmers through improved access to credit, choice to store or sell and shortening supply chains by bringing processors/institutional buyers directly to farmers. The establishment of a Commodities Exchange can help address inefficiencies in the supply chain resulting from limited storage capacity, lack of post-harvest services and poor access to input markets. Further, the Commodities Exchange complements the warehouse receipt system, as it will require warehouses to be upgraded to approved standards and will help create a liquid market that provides the producers much-needed direct access to buyers, including international buyers. All the above reforms have created an enabling environment for more market driven interventions and for greater private sector participation in Kenyan agriculture. 14. National Agricultural and Rural Inclusive Growth Project (NARIGP) and the Kenya Climate Smart Agriculture Project (KCSAP) have laid down a strong foundation for commercialization of agriculture in Kenya. Cumulatively, the two projects have mobilized nearly 1.1 million farmers, mostly smallholders into nearly 37,000 Common Interest Groups (CIGs) and nearly 500 FPOs. Over 10,000 community level extension workers are supporting tailored training to farmers on 760 Climate Smart Technologies, Innovations and Management Practices (TIMPs) across 21 value chains. These 22https://datatopics.worldbank.org/consumption/sector/Food-and-Beverages 23 Lindahl et al, 2018. 5 climate smart TIMPs have been developed through robust agriculture research linkages with Kenya Agriculture and Livestock Research Organisation (KALRO), which is anchoring 51 adaptive research projects through farmer CIGs to validate TIMPs. More than 450 investments at the county level related to NRM, SLM, Water and market infrastructur e have been supported with the objective of enhancing productivity & market linkages. 10,960 micro- project investments have been funded to the tune of KES 3.4 billion (USD 33.4 m), building farmer capacity for adopting productivity enhancing climate smart TIMPs. At mid-term stage, the project has achieved a 15 % yield increase in the selected priority agricultural value chains supported by the project. Nearly 60% of project supported farmers have been linked to 505 farmer producer organizations (FPOs) including 40 coffee cooperatives. ; 177 FPOs have developed Enterprise Development Plans (EDPs) for leveraging formal finance. 85 public private partnerships have been established between supported POs and private sectors firms to improve service delivery to participating farmers. 25 % of the POs supported by NARIGP have reported increased profitability. The twin projects have also laid significant groundwork for supporting digitally integrated value chains through next phase investments in NAVCDP. KALRO has been supported to develop the Big Data Platform with a rich database of nearly 1.1 million farmers currently covered under KCSAP & NARIGP with spatial data and farmer details being utilized to provide integrated agro weather and market information to farmers and agricultural institutions. The World Bank facilitated Digital Agriculture Conference in 2019 resulted in the formation of a Disruptive Agriculture Technologies (DAT) platform with 14 high potential Ag-tech start-ups signing formal MoUs with 16 select counties. These start- ups are supporting provision of digital solutions in the areas of extension, credit, agro-advisory and market linkage to 180,000 farmers across 16 counties. The platform has now been expanded to include 26 start-ups and partnerships have been facilitated with 10 more counties bringing the cumulative counties to 26. NAVCDP will build on the big data platform and DAT initiative by adopting the approach of universalizing deployment of Ag-tech solutions across selected value chains. 15. Farmers and supply chains supported by NARIGP and KCSAP have been impacted by the COVID-19 pandemic and require support to build back better. Since the first COVID-19 outbreak in Kenya, NARIGP and KCSAP have proactively instituted measures to ensure business continuity in implementation and minimize disruptions in service delivery to farmers. The projects have also carried out rapid assessments of the impact on participating farmers which showed that approximately 25% of the farmers have been severely impacted and require support to build back to their previous agriculture production levels. Other segments of the value chains highly impacted include last-mile inputs distribution system, advisory and extension services delivery, financial services, and linkages to output markets. For stronger value chain recovery, investments across the value chains are required. including those at the farmer level, FPO level, county level and national level. At farmer level, farmers need support for shifting towards commercial models of agriculture and adopting high quality inputs and modern technologies. Similarly, at the FPO level, investments in terms of equipment and working capital and at the county level and national level, ecosystem-based infrastructure investments across supply chains would be needed. 1.2 NATIONAL AGRICULTURAL VALUE CHAIN DEVELOPMENT PROJECT (NAVCDP) 16. NAVCDP will build on the strong foundation laid by NARIGP and KCSAP in term of farmer mobilization, productivity enhancement, climate resilience, water management initiatives and the leveraging of digital technologies across nearly 1.1 million farmers. NAVCDP will mostly 6 work with a sub set of the above farmers that are part of the selected 9 value chains across 26 counties. The project will deepen investments in existing interventions around productivity enhancement, community led farmer extension, water management investments and data driven value chain services. Additionally, the project will introduce intensified infrastructure investments into select value chains, scale up value addition and market linkages with agribusiness off takers & SMES support FLID, enhance access to credit and financial services and develop proof of concept around Urban Food Systems and peri-urban agriculture in select clusters. The project will leverage the strong community level institutions comprising over 37000 farmer CIGs, trained Community Driven Development Committees (CDDCs), 500 FPOs and strong implementation capacity at national and county level. Project investments such as access to credit, climate information services, development of irrigation and market infrastructure are envisaged to be value chain neutral and universally support smallholder transition towards commercial agriculture. The project interventions will focus on enhancing climate adaptation and mitigation via improved practices in soil and land management (Soil conservation, reduced tillage, mulching, residue management, Carbon sequestration and nutrient management), water management (irrigation and water harvesting), crop production24(use of climate resilient seeds, breeds, balanced use of fertilizers, intercropping with legumes, ground cover), livestock production25, agroforestry, crop livestock integration and efficient energy use. The project will also extensively use data and digital technologies to enable access to integrated climate information services, climate smart TIMPs and market advisories to farmers under the project and thereby enhance their adaptive capacity. 17. The proposed project is fully aligned with Kenya’s Vision 2030 for agriculture, the Agricultural Sector Transformation and Growth Strategy (ASTGS) and the Big 4 agenda while complementing ongoing investments in World Bank projects. The project responds to the Vision 2030 objective for agriculture by focusing on revitalizing agriculture and transforming it from subsistence into a more competitive and commercially oriented sector. NAVCDP directly aligns to the first pillar of agriculture transformation, focusing on increased participation of small farmers into commercially oriented value chains, while also responding to the ASTGS goals of enhanced value addition and climate resilience. The sector is also part of the Big 4 priority sectors which are expected to drive the government’s inclusive growth agenda over the medium term. The Big 4 agenda for agriculture is to attain 100 percent nutritional and food security for all Kenyans by 202226. The project will support several key outcomes complementing the GoK’s vision to support small holders transitioning from subsistence to market driven commercial agriculture. These are: (i) Value Chain driven integrated planning (ii) Building producer capacity and creditworthiness for enhanced access to credit and extension services;(iii) Developing and strengthening FPOs to support collective marketing and value addition; (iv) Integration of Digital Agriculture solutions across all segments of value chains; (v) Facilitating roll out and access to Ag reforms like e-vouchers, warehouse receipt and commodity exchange; (vi) Building stronger farmer- consumer market linkages with food systems focused production and marketing in select urban clusters; (vii) Support efficient value chains by linking project supported FPOs and farmer groups with digital aggregators and e-commerce platform like Twiga and (viii) Incorporate CSA practices in the food systems and value chain. This project will complement and build on other interventions by the World Bank that support the government’s Big Four agenda: Kenya Climate Smart Agriculture Project (P154784); National Agricultural and Rural 24 Muller, A., Jawtusch, J., & Gattinger, A. (2011). Mitigating greenhouse gases in agriculture 25 Mbae et al. 2020. The Livestock Sub-sector in Kenya’s NDC: A scoping of gaps and priorities 26 Kenya ASTGS, 2019-2020 7 Inclusive Growth Project (P153349); proposed Kenya Marine Fisheries and Socio-economic Development Project (P163980); and the Program to Strengthen Governance for Enabling Service Delivery and Public Investment in Kenya (P161387). 1.3 PROJECT DESCRIPTION 1.3.1 Project Development Objective 18. PDO Statement To increase market participation and value addition for targetted27 farmers in select value chains in project areas. 19. PDO Level Indicators a. Farmers reached with agricultural assets or services under the project of which at least 50 % are female farmers b. % Increase in farmers selling more than 50 % of their produce in the market –100% c. % Increase in farmers selling produce in value added form (both on farm and off farm) – 30 % 1.3.2 Project Components 20. Component 1: Building Producer capacity for climate resilient stronger value chains- 110 million USD (IDA- 87 million USD): Component 1 is focused on sustainable productivity enhancement, climate resilient and nutrition sensitive production and increased market participation for project farmers through improved access to credit, inputs and digital extension services while linking them to high-capacity Farmer Producer Organizations (FPOs). Inclusion of women smallholders will be a key focus area with at least 50 percent of CIG members supported under the project estimated to be women farmers. 21. Sub-component 1.1: Farmer Capacity Building and E-Voucher support (USD 40 million, USD 32 million IDA): The sub-component will build small farmer capacity for enhanced climate resilience , improved production and market participation through the following major interventions viz. Strong farmer level extension to deliver training on climate smart TIMPs, demonstrative micro-project investments to complement TIMPs training, farmer mobilization and technical assistance to support access to e-vouchers, and small scale infrastructure investments for primary aggregation, small duration storage and value addition. Most activities under this sub-component are being scaled up from earlier investments made under NARIGP and the focus will be on strengthening commercial orientation, inclusion of women farmers and enhanced climate resilience and adaptation. New mobilization of small farmers into CIGs as required, will also be undertaken as part of this component. The project will partner with KALRO to further strengthen and expand the existing inventory of TIMPs with emphasis on climate resilience, nutrition and safer food production practices. 22. Accompanying the training on climate smart TIMPs will be micro project investments at the CIG level for ensuring demonstration sites for the climate smart TIMPs. The sub-component will also support farmers to access e-vouchers as part of the National Value Chain Support Program (NVSP), launched in 2020 by MoALFC. The project will support mobilization and registration of farmers, and provision of technical assistance at the national and county levels 27 The targeted farmers are clearly defined in para 41 8 for the implementation of the program. Finally, the sub-component will also support provision of small-scale infrastructure investment (through micro project investments) needed for primary aggregation and value addition including weighing, grading, cleaning of produce, small duration storage and quality testing equipment. 23. Sub-component 1.2: FPO level climate smart value chain investments (USD 30 million, USD 25 million IDA): This sub-component is focused on nurturing strong, market oriented FPOs that can enhance market participation and value realization for member small farmers and CIGs. The project will leverage the existing FPOs (mostly the best performing) mobilized under KCSAP & NARIGP and also undertake new mobilization of FPOs if required. The sub-component will provide small inclusion grants to eligible FPOs towards the inclusion / recruitment of more members into the FPOs and support the development of and fund climate informed business plans (referred to as the Enterprise Development Plans – EDPs) to enable the FPO and its member farmers access to high quality and climate resilient inputs (e.g., climate resilient seeds, breeds and balanced fertilizers), aggregation and value addition. It will also provide technical assistance to support long term access to formal financing, enable linkages with agribusiness SMEs, e-commerce companies and large ag-tech startups, and build techno-managerial capacity for agribusiness operations. 24. Sub-component 1.3: Improve creditworthiness of CIGs and FPOs (USD 40 million, USD 30 million IDA): This sub-component will focus on addressing both demand and supply side constraints to improve creditworthiness and bankability of CIGs and FPOs. On the demand side, the project will provide initial small grants to the CIGs through the SACCOs (both existing and new) within the CDDCs. These grants will be repaid back by the members to the SACCOs/CDDCs to build a revolving fund and will be primarily targeted towards increased adoption of climate smart TIMPs, access to climate resilient inputs, access to irrigation and improved soil & water management measures among others. The project will enhance financial management capacity of CIG members farmers, SACCOs/CDDCs and also provide technical assistance to FPOs to access finance. Working on the supply side, the project will support development of an FPO rating tool and will engage intensively with commercial banks, SACCOs, Micro-finance institutions and digital financial service providers to build county level, regional and national partnerships for sustainable credit linkages and long-term access to capital. 25. Component-2: Climate Smart Value Chain Ecosystem Investments- USD 90 million (IDA- USD 75 million) : This component will finance the enabling ecosystem investments identified as part of county level, regional level (spanning several counties) and national value chain development plans for each of the nine identified value chains. The following are the sub-components: 26. Sub-component 2.1: Farmer Led Irrigation Development- FLID (USD 20 million, USD 15 million IDA): This sub-component will support Farmer-led irrigation development with a focus on developing water efficient irrigation systems, rehabilitation of irrigation infrastructure, water harvesting and efficient water use, building drought adaptive capacity and climate resilience. The focus will be on where surface and shallow groundwater are readily available to farmers. In terms of water harvesting, the sub-component will support construction of small-size farm ponds and water pans (both construction of new water pans and rehabilitation of existing ones) and other interventions enabling improved water recharge. The FLID interventions will be demand driven and will leverage CIGs and FPOs to motivate individual farmers to access irrigation and use water efficiently. The CIGs and FPO network 9 will also be leveraged to develop Irrigation-centred multi-stakeholder platforms called FLID forums that will emphasise climate resilience and link farmers with irrigation suppliers, financial institutions and other key stakeholders. Lastly, this sub-component will also support deployment of specialized technical resource persons at county level to coordinate with county irrigation development unit (CIDU). The resource persons and the county teams will facilitate technical support to farmers on water harvesting and accessing irrigation including identifying, aggregating, and linking individual farmers with tech-suppliers and financing institutions. 27. Sub-component 2.2: Market Access and Infrastructure development (USD 20 million, USD 15 million IDA): This sub-component will support development of enabling climate resilient market infrastructure (Warehouses, markets etc.) linked to prioritized value chains and on enhancing market linkages for farmers through enabling linkages with agri- business SMEs and other private sector partners. The market infrastructure will include development and upgradation of both new and existing physical markets, aggregation centers (e.g., warehouses, packhouses, cold chain storage facilities, sale yards) and cold-chain infrastructure to reduce post-harvest losses, food spoilage and improve value addition. Investments will be identified by value chain development plans and focus will be on developing co-financing models including Public Private Partnership (PPP) investments, impact investments and multi-county collaborations. Investments will be informed by climate considerations such as increased resilience and reduced emissions across food value chains. It will also actively support initiatives towards maximizing finance for value chain development and crowding in of investments through value chain forums at county, regional and national level aimed at building higher coordination among value chain actors, financing institutions and policy makers. The project will work closely with IFC to develop linkages with anchor off- takers and value chain actors while also identifying and creating a pipeline of investable opportunities for development of crucial market infrastructure in partnership with private sector. In addition, the Kenya Markets Information Systems (KAMIS) will be strengthened to bridge market information asymmetry between producers and other value chain actors. This sub-component will also include a dedicated window for financing new and existing SMEs providing crucial services especially market linkages along the value chains. 28. Sub-component 2.3: Data and Digital Investments (USD 20 million, USD 20 million IDA): This sub-component will support climate adaptation planning through the scaling up of partnership with DAT service providers including mobilization, technical assistance, training and capacity building and digital equipment that enables farmers to access climate information services, climate smart TIMPs, climate resilience inputs (seeds, breeds and balanced fertilizers) , market information, digital finance and e-commerce. It will also support the strengthening of the existing Big Data platform at KALRO as the foundational database for insight-driven, more productive, resource efficient and climate-resilient farming. The Big Data platform will support wide farmer outreach by supporting digitization of more farmers, deepening data around savings, credit, cash flows and access to market at the farmer level and mapping of other key stakeholders to enable access to financial services and market linkages for farmers under the project. Also, under the sub-component, at least 2000 youth (with at least 30 percent women) will be developed as agriculture entrepreneurs (referred to as “Agriprenuers�) that will double up as both the last mile extension service providers and as the human touch point for “bundling� the services (access to climate resilient inputs, climate information services, financial service and market linkages) through the partnership with the various DAT providers. Lastly, county staff and lead farmers will be trained on digital services, data driven decision making and partnership management. 10 29. Sub-component 2.4: Research Linkages, Technical Assistance and Institutional Capacity (USD 30 million, IDA USD 20 million): This sub-component is aimed at providing continued support to KALRO towards further strengthening of climate smart TIMPs, supporting quality technical assistance for value chain development at various levels and placement of and building capacity of county level implementation units to anchor project activities. The subcomponent will support sustained partnership with KALRO and fund the development of TIMPS for the three new value chains-cotton, pyrethrum, and cashew nuts and update inventories of TIMPS for all other value chains developed during the implementation of KSCAP/NARIGP with a focus on further strengthening climate resilience and enhancing value addition. 3-5 TIMPS with the highest potential for impact (through enhanced productivity, profitability, climate resilience, GHG mitigation) for each of the supported value chains will be prioritized. The subcomponent will also support the onboarding of technical support agencies (TSA) across several functional areas including but not limited to TSAs for FPO capacity building, value chain development, financial services and market infrastructure development. Lastly, this sub-component will support deployment of full time dedicated human resources and the procurement of equipment to support their functioning at the county level. A dedicated cell to coordinate closely with private sector players, anchor off takers and public departments will be established. The cell will anchor investment coordination and a reference database of ongoing value chain investments at the county level for prospective new investors. 30. Component 3: Piloting Safer Urban Food Systems- 30 million USD (IDA-23 million): This component will support the rollout of Urban Food System pilots in Nairobi, a major urban cluster in the country, and parts of Kiambu and Machakos bordering the city as the peri-urban areas. The focus will be to demonstrate proof of concept of an efficient, climate smart and safe urban food system. 31. Sub-component 3.1- Urban and Peri-urban agriculture (USD 10 million, USD 8 million IDA): As part of this subcomponent, Urban and peri-urban farmers within certain select production zones (e.g., chicken, potato, tomato, dairy and apiculture among others) will be mobilized into (CIGs/VMGs and FPOs) and supported with micro project investments to promote contextually conducive climate smart agriculture technologies. The use of DAT in urban and peri-urban areas will be ensured leading to more efficient input use matched to climatic trends and reduced GHG emissions. These urban / peri urban production zones will be linked to midstream value chain stakeholders such as processors and logistics providers (nutrition sensitive preservation and processing technologies) to reduce post-harvest losses. New and existing agri-business SMEs supporting such production and marketing practices will be supported through training and linkage with financial service providers. 32. Subcomponent 3.2: Urban Market Infrastructure (USD 15 million, USD 10 million IDA): This subcomponent will support linkages between rural/peri-urban producers and urban consumers by a) Developing tion of climate proof market infrastructure (e physical urban and peri-urban markets) to serve as market hubs for direct farmer-consumer linkages and make them more resilient to climate change and b) Facilitating direct linkages between the CIGs/FPOs under the project and e-commerce platforms and digital aggregators like Twiga Foods. The sub-component will also support Intensive consumer awareness and information campaign to catalyze higher demand and value for safer food produce. 11 1. Sub-component 3.3- Policy and Institutional Strengthening (USD 5 million, USD 5 million IDA): This subcomponent will support the implementation of existing policy & regulatory frameworks, beginning with the Nairobi City County Food System Strategy. The activities to be funded will include: a) Operational costs towards strengthening the coordination and convergence among the various line ministries and departments (e.g. Urban, Agriculture, Health) that are involved in Urban Food Systems and Food Safety both at the national and county level; b) Training and Capacity building costs both at the government level, farmer level and consumer level; and c) Support Policy Analytics and Technical assistance (through appropriate technical experts and agencies) to be provided to the line ministries/departments. 2. Component 4: Project coordination and management (20 million USD) (IDA-15 Million USD): This component will finance activities related to national and county-level project coordination, including planning, fiduciary (financial management and procurement), staffing & human resource (HR) management at the national level, environmental and social safeguards implementation, monitoring and compliance, development of the MIS and ICT, regular M&E, impact evaluation, communication, knowledge management and citizen engagement. 3. Subcomponent 4.1: Project Coordination (USD 15 Million, USD 10 million IDA): This subcomponent will finance the costs of national level project coordination unit (NPCU), including salaries of contract staff, and O&M costs, such as office space rental, fuel and spare parts of vehicles, office equipment, audits, furniture, and tools, among others. It will also finance the costs of project supervision and oversight provided by the National Project Steering Committee (NPSC). It will also support the oversight and inter-governmental coordination provided by the Joint Agriculture Sector Coordination Mechanism (JASCOM/JAS) and the Council of Governors’ (COG) structures for Agriculture (Committee on Agriculture, Caucus of CECMs for Agriculture, and Agriculture Secretariat); support the Agriculture Transformation Office and any other project administration costs. 4. Subcomponent 4.2: Communication, Monitoring & Evaluation and ICT (USD 5 Million, USD 5 million IDA): This subcomponent will finance activities related to communication with all stakeholders includes project beneficiaries, all government officials that are part of the project implementation, key policy makers and the citizens at large. As part of citizen engagement, all civil works will have a notice board displaying contract description, contractor’s name, contract amount, and physical and financial progress. At the community level, posters and pamphlets will be printed and distributed in simple language to uphold the highest integrity in implementing the microprojects, drawing from similar experiences in other successful CDD-type operations. It will also finance activities related to routine M&E functions (e.g., data collection, analysis, and reporting) and development of an ICT-based Agricultural Information Platform for sharing information (e.g., technical or extension and business advisory services, market data, agro-weather, and others); it will also facilitate networking across all components. It will finance baseline, mid-point, and end-of- project impact evaluations. 5. Component 5: Contingency Emergency Response (USD $0 million): This zero- budget subcomponent will finance immediate response activities following natural disasters ( e.g. droughts, floods and or any sudden surge of a crop/livestock pest or disease like the locust or fall army worms) impacting the agricultural sector. The emergency response financing would be triggered upon formal request from the National Treasury (NT) on behalf of GoK. 12 In such cases, funds from project components would be reallocated to finance immediate response activities in the agricultural sector as needed. Procedures for implementing the contingency emergency response will be detailed in the Immediate Response Mechanism Operations Manual (IRM-OM) to be prepared and adopted by GoK within six months of project effectiveness 1.3.3 Project Scope 6. A total of 9 value chains (Dairy, Poultry, Fruits (Banana, Mango and Avocado), Vegetables (Tomato & Potato), Coffee, Cotton, Cashew Nut, Apiculture and Pyrethrum) have been selected for intensive support under the project to be implemented in 26 counties. Final selection of value chains and counties is based on intensive analytics that assessed potential for inclusion and commercialization, ongoing investments in value chains and availability of strong community institutions like CIGs and POs being supported under NARIGP and KCSAP. This will enable the project to build on ongoing investments and capacity to deliver multiplier effects while minimizing duplication. In addition, the potential of CSA practices for each value chain was reviewed and incorporated. The identification process of the value chains considered the three pillars of CSA of increased productivity and incomes, adaptation to climate change and mitigation of GHG emissions. The selected value chains are also largely aligned with the high potential value chains identified under ASTGS. The multi- dimensional criteria and selection process for value chains and counties is detailed in Annex- 4 7. The project will be implemented in the following counties: (1) Meru, (2) Murang’a, (3) Kiambu, (4) Kirinyaga, (5) Embu and (6) Nyeri (Mt. Kenya Region); (7) Machakos, (8) Makueni and (9) Kitui (Lower Eastern); (10) Nandi, (11) Uasin Gishu and (12) Trans Nzoia (North Rift); (13) Bomet, (14) Kericho, (15) Narok, (16) Nyandarua and (17) Nakuru (Central/South Rift); (18) Busia and (19) Kakamega (Western); (20) Kisii, (21) Migori and (22) Homa Bay (Nyanza); and (23) Tana River, (24) Taita Taveta, (25) Kilifi and (26) Kwale (Coast) as shown in Figure below 13 1.3.4 Project Beneficiaries 8. The project will support 500,000 farmers engaged in 9 value chains across 26 counties. The selection of value chains and counties to be intensively supported under the project is driven by a multi-dimensional criterion detailed in Annex-4. It is envisaged that the 500,000 farmers supported under the project will largely include small scale farmers who will be transitioning from being subsistence farmers to commercial farmers or are selling only a small percentage of their produce commercially. Furthermore, the project will benefit many value chain actors at various levels including extension workers, aggregators, logistics support providers and SMEs operating within the value chain. It is expected that 10,000 jobs will be created through multiple pathways including expansion of FPO operations, expansion of anchor off-takers and SME operations, expansion of Agri tech provider operations, development of Agriprenuers and expansion of urban agri-business linkages. 1.3.5 Implementation and Institutional Arrangements 9. NAVCDP will benefit significantly from the existing implementation capacity and strong community institutions developed under NARIGP and KCSAP both at the national level and county level. At the national level, a fully functional National project coordination unit (NPCU) has been established with subject matter specialists, trained financial management, procurement and environment and social safeguard specialists that are supporting county implementation units. All the 26 identified counties have fully functional implementation units at the county level with trained subject matter specialists, financial management, procurement and environment and social safeguard specialists. Strong technical, and fiduciary systems have been developed under NARIGP and KCSAP which will allow NAVCDP to have higher implementation efficiency. The project will also leverage the existing three-tiered community institutional arrangement developed under NARIGP and KCSAP for implementation of NAVCDP. 10. The existing NPCU and CPCUs will be strengthened by bringing in new staff that have the appropriate expertise in the newer focus areas i.e. irrigation access, financial services, data & digital technologies and private sector partnerships. The project will also adopt new innovative practices for bringing in highly qualified young graduates from leading agriculture and management institutions in the country to work on fixed duration, high intensity technical assistance assignments. Additionally, the project will innovatively utilize mechanisms such as internships and community level human resource deployment especially at institutions such as SACCOs and FPOs. 11. Project Oversight, Policy Guidance, Governance and Coordination: At the National Level, the NT will represent GoK, for which the Ministry of Agriculture, Livestock, Fisheries and Cooperatives (MoALFC) will be the main implementing agency. Within MoALFC, the project will be anchored in the State Department for Crop Development and Agriculture Research with coordination mechanisms established with State Departments for Livestock (SDL) and Cooperatives (SDC). Overall project oversight and policy guidance at National and County level will be spearheaded by established steering committees. At national and county level level, the existing NARIGP NPSC and existing County Project Steering Committees 14 (CPSCs) for NARIGP (16 counties) and KCSAP (10 counties) will provide oversights and policy guidance. The steering committees at county and national level will be supported by the existing Technical Advisory Committees at National and County level (NTAC and CTACs, respectively). To enhance linkages and ownership of the project, participating county governments will be fully involved in the decision-making process at the national level, as they will be represented in NPSC and the National Technical Advisory Committee (NTAC) by the Chair of the Agriculture Committee of the Council of Governors (CoGs) and representative CECM’s for Agriculture from participating counties respectively. In addition, county governments through CPSCs will be responsible for decision making/approval of micro- projects and for providing oversight at the county and community levels. Institutional arrangements are further detailed in Figure 2. Figure-2: NAVCDP Organogram 12. Project Implementation: The core implementation roles will be fulfilled by National Project Coordination Unit (NPCU) at the national level, County Project Coordination units (CPCUs) and the community institutions (CIG/VMG/CDDCs/FPO) at the community level. Each of these three tiers have significant pre-existing implementation capacity and systems. The fully functional NPCU, headed by the National Project Coordinator (NPC), established under NARIGP will be responsible for managing day-to-day project implementation. The NPC will also be the secretary to the NPSC and NTAC. Key staff of NPCU will include subject matter specialists including but not limited to community institution specialists, agronomists focusing on productivity enhancement, irrigation specialists, private sector engagement specialists and financial inclusion specialist. It will also include project accountant, Procurement Specialist, an M&E Officer, an Environmental Safeguard specialist, and Social Safeguards Specialist. The NPCU staff will comprise of seconded personnel deployed by the national government and open market recruits to be hired on a contractual basis. The project will also strongly push for inclusion of young graduates from premier knowledge institutions 15 in Kenya, to be deployed for focused, limited tenures. Staffing under the project will be driven by periodic needs assessment based on emerging project outcomes and overall trends within the selected value chains. For effective coordination of research linkages and agriculture digitization, the MoALFC will enter into relevant support mechanism with KALRO to oversee implementation of these activities. 13. At the county level, CPCUs headed by CPC will lead project implementation under the oversights of CPSC. The CPC will serve as the secretary to CPSC. CPCU, which will be embedded into the respective county government structures, will comprise the Country Project Coordinator (CPC), subject matter specialists including but not limited to social development specialist, agronomist focusing on productivity enhancement, irrigation specialist, private sector engagement specialist and financial inclusion Specialist. It will also include project accountant, procurement specialist, an M&E Officer, an Environmental and Social Safeguard Officer. The CPCU staff will comprise of personnel seconded to the project on a full-time basis by the county governments as well as contractual employees hired from open market to respond to specific specialized technical skill gaps. 14. At the community level, the project implementation will be driven by the strong community institution architecture developed under NARIGP and KCSAP. At the cutting edge, CIGs will serve as the primary interface between project interventions and smallholder farmers. The CIGs will play crucial institutional role in delivery of training and extension services, seasonal agriculture planning, mobilization of farmer savings, utilization of revolving funds for TIMPs adoption and collective implementation of micro-project investments. Community Driven Development Committees will function as ward level representative institutions of CIGs with elected leaders (chair, secretary, treasurer, and board members) will represent beneficiaries in the targeted communities. They will also be responsible for identifying vulnerable and marginalized members of the community through participatory targeting approaches. 1.4 OBJECTIVE OF SEP AND AREAS REQUIRING ENGAGEMENT 15. The overall objective of the SEP is to define a program to ensure active participation of relevant stakeholders in project activities that includes their identification/mapping, specifying their responsibilities/roles, appropriate participatory methodologies/approaches and the resources required to implement and monitor SEP implementation. In addition, SEP will outline how the project implementers will communicate with stakeholders and includes a mechanism by which target beneficiaries can raise concerns, provide feedback on project implementation. 16. 17. The SEP also describe, and guide on the applicable, policy, regulatory and other relevant requirements for disclosure. 18. The specific areas for each component/sub-component for the proposed NAVCDP that will require stakeholder engagement are summarized in Table 1. 16 Table 1: Project Components and Areas that require Stakeholder Engagement Component 1: Building Producer Capacity for Climate Areas for Stakeholder Resilient Stronger Value Chains Engagement Farmer level Fund micro-project investments for Community mobilization for investments 20,000 plus CIGs/VMGs mobilized under selection of investments and the existing projects implementation; criteria for selection/profiling CIGs/ VMGs; M&E and Reporting Establishment of an expanded human Identification and participation of the resources architecture towards delivery human resource. of advisory and extension services Support to e-voucher Mobilize beneficiaries to benefit from value chain specific subsidies provided by GoK FPO Level Fund Inclusion Grants and EDPs for Community mobilization for Climate Smart FPOs formed by federation of selection of investments and investments CIGs/VMGs towards improved value implementation; criteria for addition and market access selection/profiling FPOs; M&E and Reporting Strengthen Establish and strengthen partnerships Identify partners and other partnerships with with TSAs and other best practice stakeholders; strengthening Technical Support institutions to provide strategic support platforms; Agencies (TSAs) to FPOs in each of the prioritized value chains Support to Targeted support to national level Identify farmer groups for National level farmer federations and other keys federation; identification of criteria farmer agencies involved in development of for federation; etc. federations FPOs for supported value chains Component 2: Climate Smart Value Chain Ecosystem Areas for Stakeholder Investments Engagement Strengthening Invest in strengthening the capacity of County awareness creation (County County Technical CTDs to support community-led and community levels), CTDs Departments investments under Component 1 and 2 identification, training; identification (CTDs) of community-led investments Identification, Provide funding for investments in highly Identification and implementation of planning, and relevant multi-community investments in the multi-community investments; implementation of National Resources Management (NRM) identification. MCIs and market infrastructure development directly linked to supported value chains 17 Establish county level structures for Establishment of county level harmonized delivery of input subsidies to structures for delivery of subsidies; farmers by rollout of the e-voucher e-voucher rollout and management program Component 3: Piloting Safer Urban Food Systems Areas for Stakeholder Engagement This component will support roll out of urban food system pilots in Choice of participants; selection of select urban clusters, focusing on demonstrating a proof of concept by urban clusters; linkage of FPOs to direct linkage of rural FPOs to urban consumers through creation of urban consumers; creation of appropriate market infrastructure and commercial entities that will commercial entities; food enhance the efficiency of food distribution coupled with interventions distribution; food safety that focus on enhanced food safety during aggregation, logistics and stakeholders’ identification and distribution participation; review platforms; etc. Component 4: Project Coordination and Management Areas for Stakeholder Engagement Project Logistical support and capacity Workshops, meetings, venues and Coordination enhancements to project general communication implementation structures at National, County and Community levels Communication, Support to project implementation Formation of structures, training, Monitoring, structures to ensure successful roll-out implementation of participatory Evaluation and ICT of participatory monitoring, evaluation monitoring, evaluation and reporting and reporting Support project implementation Identification of areas for ICT structures including youth/women as integration, consultations to identify agripreneurs and other beneficiaries to ICT sector players and enhancement use ICT for enhanced market access and of their capacity value addition Component 5: Contingency Emergency Response Contingency Support to identification of internal and Stakeholder engagement to specify Emergency external stakeholders for emergency required thresholds to trigger Response contingency response, coordination of official pronouncement of identified stakeholders emergency response, preparation of emergency triggering protocol 18 1.5 NAVCDP SCREENING AND COMPLIANCE PROCEDURES 19. The NAVCDP is being prepared under the World Bank’s Environment and Social Framework (ESF). Under the ESF, NAVCDP must comply with nine out of ten Environmental and Social Standards (ESSs). All the sub-projects will be subjected to initial participatory screening using the E&S checklist in the ESMF. The project beneficiaries, and the Social Accountability and Integrity Committee (SAIC) will administer the checklist to identify potential environmental and social impacts and determine the appropriate safeguard compliance instruments. 20. Exclusions: The project shall exclude the following types of activities as ineligible for financing under the project: • Activities that have a high probability of causing serious adverse effects to human health and/or the environment. • Activities that may adversely affect lands or rights of Traditional Local Communities or other vulnerable and marginalized groups. • Associated facilities which do not meet the requirements of the ESSs, to the extent that the beneficiaries have control or influence over such associated facilities. • Activities that may have significant adverse social impacts and/ or may give rise to significant social or community conflict. • Sub-project/ activity with either adverse impacts on land or natural resources under traditional/customary use or have risks associated with the relocation of VMGs coupled with any negative impact on their cultural sites/heritage • Activities that may involve involuntary resettlement or land acquisition (physical relocation of PAPs). • Investment on land for which clear ownership document is not available. 21. The Environmental and Social Management Framework (ESMF) is being prepared with an annex of the Integrated Pest Management Framework (IPMF), Sexual Exploitation , Abuse and Harassment (SEAH) prevention and Response Plan and Security Management Plan (SMP). In addition , the Labour Management Procedures (LMP), Resettlement Policy Framework (RPF and the Vulnerable Marginalized Groups Framework (VMGF) are under preparation and submitted for Bank review and approval. These instruments once approved will subsequently be disclosed to public prior to Project effectiveness. All the framework instruments and SEP will be updated in agreement with the World Bank as required within 12 months of project effectiveness to adapt to the project procedures and development plans at county and community level. The ESMF sets out the principles, rules, guidelines and procedures for screening and assessing the environmental and social risks and impacts associated with the project. It specifies measures and plans to reduce, mitigate and/or offset adverse risks and impacts, outline the budget and costs to support the environmental and social measures, , and provides information on the agencies responsible for addressing project environmental and social risks and impacts, including existing capacity at the MoALFC to manage environmental and social risks and impacts. Further, the ESMF specifies information on potential areas where the individual subprojects/ investments are to be sited, including any potential environmental and social vulnerabilities of the areas, and the potential impacts that may occur and mitigation measures that might be expected to be used. 19 22. During Project implementation the MoALFC will prepare sub-project site specific Environmental and Social Impact Assessments (ESIA)/or Environmental and Social Management Plans (ESMPs), Integrated Pest Management Plans (PMPs) and Income Restoration Plans as part of ESMPs in the event of any economic displacement . During project implementation 11 VMGPs will also be prepared specific to County Development Plan for selected value chains where VMGs are present. Social assessment will be part of VMGPs. Table 2 presents the key instruments required for each implementation level. Table 2: Environmental and Social documentation for NAVCDP and subprojects County MCI Farmer Nationa level level PO CIG / Document Federatio l level level Farmer level n level ESMF** X X IPMP** X X X X X X ESS screening X X X X X X checklist ESIAs/SPR X X X X ESIAs/CPR X X X ESMP X X X X X C-ESMP X X X EPRP X X X X WMP X X X EHS/OHS X X X X X X LMP X X X SMP X X X X X X VMGF** X X VMGP X X X X RPF** X X Income restoration X X X Plan Incident /Accident X X X X Register SEA/SH Action Plan X X X X X X Child protection X X Strategy SEP X X X X X X GMC X X X X X X 20 Note: C-ESMP: Contractor’s ESMP CPR: Comprehensive Project Report EHS: Environmental Health and Safety EPRP: Emergency Preparedness Response Plan ESIA: Environmental & Social Impact Assessment ESMF: Environmental and Social Management Framework ESS: Environmental and Social Standards SEA/SH Action Plan: Sexual Exploitation Abuse and Sexual Harrassment Prevention and Response Plan GMC: Grievance Redress Mechanism Committee IPMP: Integrated Pest Management Plan LMP: Labour Management Plan OSH: Occupational Safety and Health ARAP: Abbreviated Resettlement Action Plan RPF: Resettlement Policy Framework SEP: Stakeholder Engagement Plan SMP: Security Management Plan SPR: Summary Project Reports VMGF: Vulnerable and Marginalized Groups Framework VMGP: Vulnerable and Marginalized Groups Plan WMP: Waste Management Plan **indicates separate E&S document to be prepared to meet ESF and other applicable requirements; * identifies present documentation. 21 1.6 POTENTIAL ENVIRONMENT AND SOCIAL RISKS 23. The environmental and social risk rating of NAVCDP is assessed as substantial. Although the potential environmental risks and impacts from the project activities in the targeted project area are expected to be medium in magnitude, temporary, site specific, predictable, and reversible, the vastness of the targeted area made the project to be classified as substantial. 24. The environmental risk rating is assessed as substantial. The typology of sub-projects to be financed under this project are likely to result in environmental risks and impacts that are medium in magnitude and /or in spatial extent (the geographical area and size of the population likely to be affected are medium to small), temporary, site specific, predictable and/or reversible and can easily be mitigated. The Project will cover significant geographical area covering 26 counties and thus making the risk rating substantial. The component will also support other value chain upgrading investments targeted at addressing any gaps identified along all the segments of the value chain for the selected commodities. During implementation of the micro-projects and multi-community investments (under components 2 and 3), these activities are likely to result to potential negative environmental risks and impacts that include soil erosion and soil water pollution, dust emissions, community health and safety risks and occupational, health and safety (OHS) risks, generation of hazardous and non-hazardous wastes as well as potential use of pesticides. These impacts are expected to be temporary, site specific, reversible and easy to mitigate. It is anticipated that the Project will result to positive environmental impacts that include soil and water conservation practices. The potential negative environmental risks and impacts associated minor construction activities financed under this Component 2 include: (i) air pollution, (ii) soil and water pollution; (iii) community health and safety; (iv) occupational, health and safety; and (v) generation of hazardous and non-hazardous waste. These impacts are expected to be temporary, site specific, predictable, reversible and easy to mitigate. The e-voucher program is expected to result to negligible environmental risks and impacts. Instead, it will contribute use of quality farm inputs i.e., through soil testing. Component 3: This component will support roll out of Urban Food System pilots in select urban clusters. The potential negative environmental risks and impacts are associated with the solid waste generation from the spoilt farm produce delivered to the urban centres through the value chains as well as during processing. Given that the sub-projects have not been identified at this stage in Project Preparation, the Project will prepare Environmental and Social Management Framework (ESMF), to provide guidelines and procedures for assessing environmental and social risks and impacts during implementation. Each micro-project infrastructure investment will develop environmental and social management plan to guide management of identified risks and impacts. The project will include a CERC component this might include the financing of the immediate response activities following natural disasters impacting the agricultural sector such as drought, flooding and pest infestation. The ESMF will include environmental and social screening process for the potential activities, the institutional arrangement for the environmental and social due diligence and the generic guidance for implementing the emergency activities. 22 25. The positive social impacts include improved food and nutrition for households, increased involvement of women in the agricultural sector. The social risk rating is assessed as Substantial. This is mainly due to the vastness of the target area across 26 counties, low capacity of project implementation teams, agricultural activities being vulnerable to child labor and forced labor, existing tensions between communities regarding resources (water, community lands); presence of VMGs; evidence that some sub-projects will require agreement and consent from the communities to use community lands (and if VMGs are present on those lands, free prior and informed consent might likely be required); some sub project investments may lead to income loss/economic displacement.. Although the project team has broader understanding of managing social risks and impacts on WB funded projects and experience of implementing NARIGP and KSCAP under safeguards, the NPCU,County teams and community institutions (CIG/VMG/CDDCs/FPO) will require intensive training and technical support. Specially during preparation of County development Plans, applying exclusion criteria and incorporation of social issues such as labor management, meaningful stakeholder engagement in culturally appropriate manner, ascertaining land ownership, management of Economic loss, ensuring VMGs are consulted upon and benefit from the project. There are several social risks associated with the proposed activities under component 1 and 2 including: (i) elite capture – there is a likelihood that more connected people may get involved and push the poor and vulnerable farmers (including VMGs) to the periphery; (ii) discrimination of women from accessing the services given their low literacy levels and limited access to land, which is traditionally owned by men in most communities; (iii) inadequate consultations given the fact that most of the activities will be channeled through the FPOs and CIGs; it is possible that disadvantaged and vulnerable farmers (those from marginalized communities) may not fully benefit from the project investments. (iv) insecure land tenure constraining investments on land for better production or commercial farming. (vii) Children resorting to work in project supported activities owing to economic hardship in the project area and week implementation of labor legislations. (viii) There is risk of Sexual Exploitation and Harassment (SEAH) on the project. Although support to farmers will be channeled through FPOs and CIGs, there is a possibility of women being asked for favors by leaders of these organizations to access services. 26. The negative social impacts that could arise from these activities are: (i) conflict between and among communities due to site selection and investments;; (ii) inadequate input into the selection of value chains and sites for infrastructure investment; (iii) Potential economic loss to occupants of land due to construction of micro-projects and multi-community investments; (iv) interruptions in production and livelihoods – some farmers may shift production towards the commodities being supported by the value chain development; and (v) community health and safety (as outlined above under the Environmental section). The social risks associated with component 3 include: (i) Exclusion of vulnerable and disadvantaged from project benefits; (ii) elite capture of the investments; (iii) potential economic loss to occupants of land to be used for market infrastructureand (iv) exclusion of disadvantaged and vulnerable groups from participating and benefiting from the investments. 23 1.7 STAKEHOLDER IDENTIFICATION AND ANALYSIS 1.7.1 Project stakeholders Defined 27. For the purposes of effective and tailored engagement, stakeholders of the proposed NAVCDP, and subprojects will be divided into the following core categories. a) Project Affected Persons (PAPs)/Households (PAHs) – individuals, VMGs, CIGs, FPOs, and POs and other entities within the project Area of Influence (PAI) that are directly affected (actually or potentially) by the project and/or have been identified as most susceptible, and who need to be closely engaged in identifying impacts and their significance, as well as in decision-making on mitigation and management measures. b) Other Interested Parties – Line ministries and departments, CSOs, development partners in the same sector, individuals, entities that may not experience direct impacts from NAVCDP but who consider or perceive their interests as being affected by the project and/or who could affect the project and the process of its implementation in some way. c) Vulnerable Groups – persons who may be disproportionately impacted or further disadvantaged by the subproject as compared to any other groups due to their vulnerable status28, and that may require special engagement efforts to ensure their equal representation in the consultation and decision-making process associated with the project(s). These may include women, Differently Abled Persons (DAPs), youth, female and child headed households, squatters, among others. 28. Cooperation and negotiation with the stakeholders throughout the project development will often require the identification of persons within the CIGs/VMGs or POs who act as legitimate representatives of their respective stakeholder farmer groups, i.e., the individuals who have been elected and entrusted by their fellow CIG/VMG or any other project group members with the responsibility of advocating for the groups’ interests in the process of engagement with the project. 29. Community representatives, in case of multi-community investments, will provide helpful insights into the local settings and act as main conduits for dissemination of the project-related information and as a primary communication/liaison link between the project and targeted communities and their established networks. The legitimacy of such representatives may stem both from their official elected status and their informal and widely supported standing within the community that allows them to act as focal points of contact in the project’s interaction with its stakeholders. Examples of legitimate stakeholder representatives include but are not limited to: � Elected officials of county and ward levels, and self-governance bodies; � Administrative officials at the community levels including chiefs and assistant chiefs; � Non-elected leaders that have wide recognition within their community, such as chairpersons of local initiative groups, committees, local cooperatives, etc.; � Leaders of community-based organizations, local NGOs, women’s and youth groups; and � Elders and veterans within the affected community; religious leaders, including those representing traditional faiths; teachers; and other respected persons in the local communities, etc. 28 Vulnerable status may stem from an individual’s or group’s race, national, ethnic, or social origin, color, gender, language, religion, political or other opinion, property, age, culture, literacy, sickness, physical or mental disability, poverty or economic disadvantage, and dependence on unique natural resources. 24 1.7.2 Identification of Stakeholders 30. Stakeholder engagement process for the NAVCDP in Kenya will start from identification, mapping, and analysis. It is anticipated that this SEP will help clarify the stakeholder identification procedure at the national level. This will guide NAVCDP and allow compliance with above cited commitments (National and County). The following criteria, adjusted to take account of site-specific conditions, are proposed to be used for the identification of stakeholders: � Liability: project implementation or on-going operations may result in legal, financial, or other liabilities of the proponent to a social group.; � Influence: a social group may be able to substantially influence project implementation or ongoing operations. � Partnership: there are opportunities for building partnership relations between the project developer and a given social group in the framework of the project implementation or on-going operations. � Dependency: project implementation may significantly affect a given social group and may affect vital interests of its representatives if they are dependent on the project’s on-going operations in economic or financial terms. � Representation: a social group may have a right to represent interests about a project or on-going operations, and this right is legitimated through legislation, custom and and/or cultural specifics; and � Expressed interest: a social group and/or individual may express interest to a project or ongoing operations, and this group is not necessarily directly affected by the planned or current activities. 1.7.3 Stakeholder Analysis 31. Engagement with all identified stakeholders will help ensure the greatest possible contribution from the stakeholder parties towards the successful implementation of the subproject(s) and will enable the subproject(s) to draw on their pre-existing expertise, networks, and agendas. It will also facilitate both the communities’ and institutional endorsement of the project(s) by various parties. Access to the local knowledge and experience also becomes possible through the active involvement of stakeholders. A description of the stakeholders and needs is summarized in Table 4. Table 4: Summary of project stakeholder needs Category Stakeholder Estimated Language needs Preferred Specific group Membership notification needs means (e- (accessibi mail, lity, large phone, print, radio, childcare, letter) daytime meetings) National Project PSs-Agriculture, About 7-9 English / Kiswahili Letters, Daytime Steering Livestock, members Phone calls, meetings Committee Fisheries and emails, (NPSC) Cooperatives, WhatsApp Sector ministries, Non- State Actors 25 Category Stakeholder Estimated Language needs Preferred Specific group Membership notification needs means (e- (accessibi mail, lity, large phone, print, radio, childcare, letter) daytime meetings) National Sector About 15 English / Kiswahili Letters, Daytime Technical Directors, Non- members Phone calls, meetings Advisory State Actors emails, Committee WhatsApp (NTAC) National Project Designated 13-14 English / Kiswahili Letters, Daytime Coordinating Experts Specialists Phone calls, meetings Unit (NPCU) emails Thematic Panel of Experts Thematic English / Kiswahili Letters, Daytime Groups (PoEs) areas/expert Phone calls, meetings s based on emails, the nine WhatsApp value chains County Steering Sector CECs, 7-11 persons English / Kiswahili Letters, Daytime Committee NGOs, Phone calls, meetings (CSC) emails, WhatsApp County Sector County 11-15 English / Kiswahili Letters, Daytime Technical Directors, Non- experts Phone calls, meetings Advisory State Actors, SMS, emails, Committee Reps of special WhatsApp (CTAC) groups CIGs Registered Numerous English/Kiswahili/loca Letters, Daytime farmers / l language Phone calls, meetings Pastoralists emails, radio, SMS VMGs Registered VMG Numerous Kiswahili/local Letters, Daytime farmers / language Phone calls, meetings, pastoralists emails, entry radio, public point meetings, Council of group Elders discussions, SMS POs Registered and Numerous English/Kiswahili/loca Letters, Daytime practicing l language Phone calls, meetings members emails, radio, SMS, WhatsApp Multi-community Elected officials Numerous English/Kiswahili/loca Letters, Communit Investment by the l language Phone calls, y barazas Committees community; emails, radio through community Area members Chiefs 26 Category Stakeholder Estimated Language needs Preferred Specific group Membership notification needs means (e- (accessibi mail, lity, large phone, print, radio, childcare, letter) daytime meetings) Value chain Apex Representatives Numerous English/ Kiswahili Letters, Daytime Organizations Phone calls, meetings emails, SMS, WhatsApp Industry Players along the Numerous English/ Kiswahili Letters, Daytime relevant value Phone calls, meetings chains emails, Agro-input Players Numerous English/ Kiswahili Letters, Daytime stockists Phone calls, meetings emails, SMS CSOs CBOs, Players numerous English/Kiswahili Letters, Daytime FBO, especially on Phone calls, meetings advocacy emails, SMS IP/SSAHUTLC VMG inclusion many Kiswahili/English Letters, Daytime Phone calls, meetings emails, SMS 27 POLICY, LEGAL, AND INSTITUTIONAL FRAMEWORK 32. Public participation in decision making follows from the legislation of the Republic of Kenya and obligations under international agreements. The Constitution of Kenya (CoK, 2010) entrenches a wide range of social, political, economic, and cultural rights and revolutionizes the entire system of political governance by devolving authority to county governments and decreeing the need for citizen participation in decision making. It enshrines the right to access of information and makes principles of international laws and treaties ratified by Kenya an integral part of the country’s laws as summarized in Table 5. Table 5: Policy, Legal, and Institutional Framework analysis S/N Policy, Relevancy Application in o Legal & NAVCDP Institutiona l Framework 1 The Article 232 outlines transparency and timely NAVCDP shall adhere Constitution provision to the public of accurate information as to the CoK, 2010 by of Kenya, one of the values and principles of public service. ensuring sustainable 2010 bind all State agencies at both National and County exploitation, utilization, government levels and State corporations to these management, and values and principles. Article 69 outlines the conservation of the obligations of the government in respect to the environment; and environment. chapter 6 is on leadership and natural resources; and integrity; the constitution has entrenched values ensure the equitable and principles that should govern the operations of sharing of the accruing all entities and public officers within the State and project benefits to all requires adherence. A framework on principles of beneficiaries ensuring public finance such as equity, openness and equity by gender. accountability including through public participation in financial matters. 2 Kenya Vision Under the Social Pillar of Vision 2030, i.e., the In use and utilization of 2030 Country’s commitment to invest in the people of resources, NAVCDP Kenya, the country’s journey towards prosperity shall be able to define is envisioned to involve the building of a just and public from private cohesive society, which enjoys equitable social resources including land development in a clean and secure environment. where proper The Political Pillar, moving to the Future as One documentation would Nation, states in part that Kenya is committed to be recommended and “adherence to the rule of law as applicable to a implemented with all the modern, market-based economy in a human rights- strictness it deserves respecting State�. Furthermore, Vision 2030 is anchored on aspirations to better define and clarify land tenure rights and perhaps by extension facilitate the identification of carbon rights and associated equity in accruing benefits29 29 The CoK, 2010; Article 216, CoK; Chapter 12, Article 201. 28 4 The Public The Government of Kenya has developed this The NAVCDP Participation Public Participation Policy as the country’s recognizes that public Policy 2018 overarching framework for public participation. In participation this policy, public participation is conceptualized as strengthens and the process by which citizens, as individuals, legitimizes project groups, or communities (also known as decisions, actions, and stakeholders), take part in the conduct of public development affairs, interact with the state and other non-state interventions, and that it actors to influence decisions, policies, programs, is an important element legislation and provide oversight in service delivery, of good governance and development and other matters concerning their the foundation for a true governance and public interest, either directly or democracy. Therefore, through freely chosen representatives. all envisioned investments shall apply the principles of public participation. 5 Environment This is an Act of Parliament providing for the Applicable where Management establishment of an appropriate legal and NAVCDP will have sub- and institutional framework for the management of the projects where ESIAs Coordination environment and for matters connected therewith and Audits will be Act (No. 8 of and incidental thereto. This Act is divided into 13 required. EMCA 1999), EMCA Parts, demands about 2-3 (Amendment public consultations ) Act 2015 during these studies. 6 Occupational NAVCDP will use it on Health and ▪ Secures safety and health for people legally in work-place accidents, Safety Act, all workplaces by minimization of exposure of dangerous occurrences 2007 workers to hazards (gases, fumes and vapours, and ill health with a view energies, dangerous machinery/equipment, to finding out their temperatures, and biological agents) at their causes and preventing workplaces. similar occurrences in ▪ Prevents employment of children in workplaces future. where their safety and health is at risk. ▪ Encourages entrepreneurs to set achievable safety targets for their enterprises. ▪ Promotes reporting of work-place accidents, dangerous occurrences and ill health with a view to finding out their causes and preventing of similar occurrences in future. ▪ Promotes creation of a safety culture at workplaces through education and training in occupational safety and health. 7 Labour To provide for the registration, regulation, Guideline on Relations Act management and democratisation of trade unions employment of persons 2012 and employers organisations or federations, to on civil works sites. promote sound labour relations through the protection and promotion of freedom of association, the encouragement of effective collective bargaining and promotion of orderly and 29 expeditious dispute settlement, conducive to social justice and economic development and for connected purposes. 8 Employment Both the employment Act 2012, amended 2021, NAVCDP will ensure Act 2012, Part 1 Section 2 and the Children’s Act 2021, Part that no person below amended 1 Section 2 identify a child as any person/human the age of 18 years is 2021, Part 1 being who has not attained the age of 18 years. employed/hired as Section 2 and Children’s act Part 2, Section 10 (1) requires that labour under any of the the every child shall be protected from economic project interventions Children’s exploitation and any work that is likely to be Act 2021, hazardous or interfere with the child’s education, Part 1 Section 2 or to be harmful to the child’s health or physical, mental, spiritual, moral or social development 9 National NEMA exercise general supervision and co- NAVCDP will work Environment ordination over all matters relating to the closely with NEMA in Management environment and to be the principal instrument of order to achieve ESS Authority Government in the implementation of all policies compliance level. (NEMA) relating to the environment. 10 County Contribute to decentralised environmental NAVCDP will work in Environmenta management and enable the participation of local the counties to ensure l Committees communities the Gazetted CECs continue to support investments. 11 World Bank’s Recognizing “the importance of open and NAVCDP will employ ESS10: transparent engagement between the Borrower the tenets of ESS10 Stakeholder and project stakeholders as an essential element of almost in all activities Engagement good international practice� emphasizes that and decision-making and effective stakeholder engagement can significantly processes affecting Information improve the environmental and social sustainability stakeholders. Disclosure of projects, enhance project acceptance, and make a significant contribution to successful project design and implementation. 33. NAVCDP has developed a SEP proportionate to the nature and scale of the project and its potential risks and impacts (paragraph 13). Stakeholders are/will be identified, and their engagement needs, and communication channels defined. The SEP will be disclosed for public review and comment as early as possible ESS10 also requires the development and implementation of a grievance mechanism (GM) that allows project-affected parties and others to raise concerns and provide feedback related to the environmental and social performance of the project and to have those concerns addressed in a timely manner. The NAVCDP has adopted a GM structure that previously worked for other WB supported projects including NARIGP. KCSAP and the Emergency Locust Response Project (ELRP). This will be further detailed in this SEP. 30 PURPOSE AND TIMING OF STAKEHOLDER ENGAGEMENT 3.1 INTRODUCTION 34. NAVCDP will adopt meaningful stakeholder consultations in a manner that will provide stakeholders with opportunities to express their views and concerns on project risks, impacts, and mitigation measures, and allow the project management to consider and respond. Stakeholder engagement and consultation commenced with the preparation of this project and will continue with project implementation as an ongoing process as the nature of issues, impacts, and opportunities emerge. 35. The implementation of the project will require very close engagement with many stakeholders and communities. NAVCDP has prepared a Project Implementation Manual (PIM) which will remain a living document. It will remain open for updating/review as declared in the project ESCP for an update / review of the SEP the project management will submit for clearance by the Bank and subsequent disclosure within 1 year of effectiveness to make sure that there is sufficient guidance for engagement at county level. All stakeholder groups that have a stake in NAVCDP design, implementation, monitoring and evaluation (M&E) will be fully involved through culturally appropriate, gender sensitive and effective participation. As such, a process and institutional structure for full and effective participation will be established and operationalized. The contemplated decision-making and governance structures will pay special attention to women, youth, PADs, minority groups and VMGs. 36. The stakeholder consultation processes will adopt acceptable and accessible procedures to protect all stakeholders from COVID-19 spread by making use of virtual modes/technology such as holding meetings on zoom, Webex, teams and meeting in small groups and observing social distancing, washing hands regularly with soap, and/or use of sanitizer as will be guided by local, national and international protocols. Consultations with VMGs will take into consideration the language and cultural approaches to meetings as detailed in the Vulnerable and Marginalized Framework (VMGF) and application in the VMGPs. At this point, it should be noted that none of the project activities will in any way have an “adverse� impact on land or natural resources or be subject to traditional ownership or under customary use of occupation. The FPIC reference in the ESMF and VMGF is about the consent required from communities before the project undertakes any soil and land improvement measures in areas that are typically on the upstream of a water pan. It therefore refers to the deliberate efforts to be made by the project team to inform the VMGs using the appropriate language about the objectives of undertaking the sub- projects in areas where they inhabit, which do not involve any physical or economic displacements. 31 37. These measures will only further improve the soil and land quality and in no way cause any adverse impacts. It is also envisaged that no project activity will entail the relocation of the VMGs. And further, no activity taken up or approved will lead to physical relocation of such communities. In addition, the project will not take up an activity that will impact on the cultural heritage of the VMGs. These aspects have been addressed in the ESMF, RPF, and VMGF and it is expected that the level of VMGs consultation will be proportional to the scale of the issue. 3.2 VULNERABLE GROUPS 38. The IP/SSAHUTLCs as referred to in the World Bank ESS7, referred to as VMGs in Kenya are in 11 out of 26 NAVCDP. They have identities and aspirations that are distinct from mainstream groups in National societies and often are disadvantaged by traditional models of development. NAVCDP will take special measures to ensure that disadvantaged and vulnerable groups have equal opportunity to access information, provide feedback, or submit grievances at all levels of the project cycle including (design, subproject identification, implementation, M&E, review meetings, etc.). In the project VMGF,11 out of 26 counties host the vulnerable groups. Deliver brochures and informational material to such households in a format and language they understand. Translate awareness creation and training materials into VMG vernacular languages. Involve NGOs/ CBOs /CSOs that represent and speak for respective VMGs. If necessary, NAVCDP will provide transport to public meetings for vulnerable people (if venues get prohibitive. 39. . Other forms of vulnerability such as Differently Abled Persons (DAP); women, single parents, youth, elderly, etc. will also be targeted and included for participation in the NAVCDP. Therefore, NAVCDP will ensure that the development process fosters full respect for affected parties’ human rights, dignity, aspirations, identity, culture, and natural resource - based livelihoods. In addition, ensure all stakeholders may seek for some help from the project all for fulfilment or levels of support and ownership. 32 3.3 PURPOSE AND TIMING OF SEP 40. The aim is an effective engagement process with NAVCDP stakeholders throughout the project cycle - listening, learning, and continuing to improve NAVCDP performance. The SEP recommends use of 5 principles: purposeful; inclusive; timely, transparent; and respectful approaches that are also culturally acceptable and take into consideration concerns of all stakeholders. Proposed Strategy for Information Disclosure 41. Access to, and disclosure of information is an aspect of transparency and accountability that serves as a means of promoting understanding about the project, engendering public trust, and contributing towards informed participation. NAVCDP disclosure of information will relate to the timing, objectivity, and meaningfulness of the shared project related information. NAVCDP will ensure early disclosure of project related information because it is necessary to provide an overall picture of the project for informed decision-making with regards to next steps. Information will be provided to and widely distributed among all stakeholders in an appropriate timing, and format; for the ongoing opportunities will be provided for responding regularly to stakeholders’ feedback, for analysing and addressing comments and concerns. The VMGs will also be consulted regularly using culturally acceptable means. 3.4 PREVIOUS STAKEHOLDER ENGAGEMENT ACTIVITIES 42. The SEP builds on the lessons learnt from the stakeholder consultations held under the ongoing KCSAP & NARIGP projects. These include the following • Broad Engagement of Stakeholders: Previous engagements excluded some key stakeholders and to avoid that for NAVCDP, a thorough stakeholder mapping exercise was undertaken identify all key relevant stakeholders who were actively engaged e.g. IPs, farmers (from prioritized value chains), County Government executives, Policymakers • Engagement of IPs: Past consultations involved representatives from Council of elders and CBOs only. However, the NAVCDP consultation was widened to include IP individual community members • Prior Sharing of Draft ESS Documents: In the past, information on ESS documents was shared during the consultation workshop which prevented meaningful consultation. For NAVCDP, the draft documents were shared beforehand to enable stakeholders make meaningful contributions during consultation workshops • Separation of Stakeholders: Previous engagements mixed up various stakeholders which limited effective consultation. For NAVCDP, different sessions were organized for various stakeholders to facilitate meaningful consultation. 33 43. These lessons have been reflected in the first stakeholder consultation held for the new project from November 8th to 10th (described below) and will be reflected during the future consultations as well. 44. The MoALFC undertook a scoping mission for the new project. Basically, it met sector ministries, line departments and sister World Bank supported projects’ management teams and some beneficiaries. Later the MoALFC presented NAVCDP ESS Frameworks to the key stakeholders. The initial activity entailed stakeholder identification as part of public consultation and more specifically to seek input from the stakeholders on potential environmental and social impacts and mitigation measures. MoALFC provided adequate notice to the stakeholders with respect to the date and time for the consultations (November 08-10, 2021). 45. There were three types of stakeholders for this public consultation: IP/SSAHUTLC/VMGs, county level sector implementers and farmer representatives; and national level sector policy makers. The executive summaries of the draft ESMF, RPF, VMGF, and other plans at framework level were attached to the invitation letters for participants’ perusal. The issues raised by the stakeholders and responses including a list of participants were captured and integrated in the final reports. Key issues raised are summarized in Table 6. Table 6: Summary of Stakeholder Consultation Concerns Concerns Response The project is huge in terms of investments. All stakeholders will be involved in the design and Where will be the place of the VMGs in this implementation of each of the sub-projects, including project? Will we be involved in the design? IP/SSAHUTLC/VMGs in areas where they are present. The project has women and youth as one of the thematic areas; and therefore, a deliberate effort will be made to ensure full inclusivity and participation of all genders including engendered reporting for all project activities. In this project vulnerability is twofold: there are the VMGs as per ESS7 and the Constitution of Kenya 2010 that defines minority and marginalized communities. These communities are the ones being referred to here as vulnerable and marginalized groups (VMGs). These are the communities that have necessitated the coming up of NAVCDP VMGF to ensure these communities are culturally appropriately informed and consulted30 in order to share-in the benefits of the project. This framework is about these communities31. The second category of vulnerability is based on socioeconomic vulnerability and such persons are project beneficiaries as guided under ESMF. 30 In order to meet the requirements of FPIC, effective participation in this context amounts to: agreement with the VMGs communities on any proposed activity, what it is? Community entry point, purpose of the engagement, when it would take place, who would be involved (participants), how will they be selected, activity venue, what are the precautions, mitigation measures, and fears; how will the GM look like, etc? 31 NAVCDP will conduct sensitization and awareness creation of all commencing at their council of elders; council of elders will guide on who to be met next, why? Where? When? For how long? At all consultations ensure men, women and youth each group is met separately in order to give them the opportunity to freely air their views in accordance with their cultures. Occasionally, the project team would be required to use local interpreters to convey the project information in a language understood by the communities. 34 Concerns Response What were the environmental risks, impacts The KCSAP and NARGIP have moderate and challenges encountered in the other environmental and social impacts similar to those projects e.g., KCSAP, NARGIP? Has a anticipated for NAVCDP. ESIA reports were completion report for the past projects been prepared for the subprojects and disclosed. These developed to determine the lessons learned? reports are available online (Kilimo website and World Bank External website). At what level do we undertake the Screening will be undertaken for all the subprojects environmental impacts assessment? There are and a determination of the need for further small and huge projects? environmental and social analysis made based on the screening. We have provided our contributions at this A SEP has been prepared for this project and will stage, and we are glad that we have been ensure that consultation with all stakeholders is consulted. At implementation, will we be undertaken throughout the project implementation consulted? phases. How will the use of pesticides affect the value There is a possibility of pesticide use in one value chains? Use of pesticides in potatoes may end chain adversely impacting another value chain. The up impacting negatively on beekeeping ? IPMP developed will provide a framework for the use of pesticides.; and for specific subproject screening indicate that significant pesticides will be used then subproject specific IPMP will be prepared. How will the project be implemented in areas The project has prepared a Security Management with security issues e.g., Lamu and Boni Forest? Plan (SMP) which provides guidance on managing How will you address the security issues and security related concerns. ensure our safety? Will there be disclosure of this ESMF after The ESMF and other related instruments will be these consultations? disclosed on the websites of MoALFC and World Bank. Impacts associated with GHG emissions from This is noted and will be included in the revised draft. dairy farming and mitigation measures have not been addressed. Consider biogas projects. Pesticide container collections/disposals have The adverse impacts associated with empty not been included in the ESMF. containers and their disposal have been described in the document including mitigation measures. Apiculture: What safeguards exist to manage All subprojects using pesticides and implemented in pesticide use and ensure safety of beehives? areas where bee farming is undertaken will be Some pesticides that are used affect honey required to conduct specific analysis on the potential production, how will that be considered in the impacts of the pesticides on bees and develop new project? adequate mitigation measures including not using the chemicals and seeking other alternatives such as bio pesticides. The pesticides to be used in NAVCDP will be those that are friendly to pollinators with minimum effect on non- targeted organisms. Government has minimum wages for workers A Labour Management Plan (LMP) has been prepared which may be too low and may not attract for the project and will provide guidance on all labour workers. How can you ensure that workers related issues and concerns during project (youth employment) are not paid this low implementation. minimum wage? What can be done concerning the high number NAVCDP has developed an IPMP as one of the of chemicals being used on the farms that framework approaches that will guide pesticide use 35 Concerns Response negatively affects humans through at beneficiary level. Communities will be trained on compromised food safety issues? safe use of chemicals and the management of pesticides, handling, storage, and transportation. How will the project help The project will continue implementing SLM activities IP/SSAHUTLC/VMGs to continue conserving in collaboration with the IP/SSAHUTLC/VMGs the environment? communities and KFS. IP/SSAHUTLC/VMGs are surrounded by other IPs/VMGs will be targeted during project operation communities and the project might not benefit and their CIGs/VMGs/POs will be considered along them making them not respond which may in those of majority communities. turn affect the IPs and cause delays on coming up with responses. Encourage use of solar power in the FLID to Comments noted positively. NAVCDP will engage cut on the cost of energy and reduce pollution further. caused by use of fossil fuels. Some counties have no capacities on E&S. They Counties will be required to hire qualified and go ahead and hire consultants who have no or experienced environmental and social safeguards very little expertise? How will this new project specialists to handle environmental and social issues. help control this gap? Public land and ownership: when such land is The land on which the project will be implemented given to communities to invest; management will be fully documented and due diligence done. issues crop up later and this affects the NLC will also be fully involved to ensure that public progress of such investments. How is land land is properly available for FPO utilization. being handled in this project? 36 PUBLIC CONSULTATIONS OF ESMF, RPF, VMGF, SEP, AND PLANS AT IMPLEMENTATION 4.1 SEP ACTIVITIES ON DISCLOSURE 46. On November 08-10, 2021, draft documents - SEP, ESMF, IPMP, VMGF, GM, SMP, LMP, SEAH Prevention and Response Plan, RPF - were discussed during a validation workshop. Availability of the final documents will be announced in newspapers and on the NAVCDP and World Banks websites. 47. Besides sharing of the draft documents with the stakeholders (and the final documents in near future), project brochures and updates will be posted on the appropriate sites. An easy-to- understand guide to the terminology used in the environmental and social reports or documents will also be posted on the website. In addition, the site will provide details about the GM and contact details for the project. NAVCDP will update and maintain the website regularly during project implementation, at least quarterly. 48. The disclosure process associated with the release of project environmental and social documentation, including the SEP, will be implemented as follows: � Disclosure of the SEP in public domain will take place in February 2022 after clearance by the World Bank � Disclosure of the ESMF, IPMP, VMGF, RPF, , SMP, LMP, SEAH Prevention and Response Plan, in public domain will take place before launch of project andafter clearance by the World Bank; � Public consultation meetings with project affected and other stakeholders to present and discuss findings of the Screening,ESIA and measures proposed in the ESMPs including income restoration plan and VMGPs,; � Public consultation meetings in project affected communities and with other stakeholders to present and discuss the ESS instruments and measures proposed in the ESMPs and other implementation plans; and � Subsequent and appropriate disclosures will be done as the project is being implemented. 49. The SEP will remain in the public domain for the entire period of project implementation and will be updated on a regular basis as the project progresses through its various phases, to ensure timely identification of any new stakeholders and interested parties and their involvement in the process of collaboration with the project. The methods of engagement will also be revised periodically to maintain their effectiveness and relevance to the project’s evolving environment. 37 4.2 CONTINUING DISCLOSURES AND CONSULTATIONS 50. Table 4 (above) summarizes the main stakeholders of the project, types of information to be shared with stakeholder groups, as well as specific means of communication and methods of notification. Table 7 provides a description of stakeholder engagement and disclosure methods recommended to be implemented during stakeholder engagement process. Table 7: Stakeholder Engagement and Disclosure Methods Category of Project Information to be Shared Means of communication/ disclosure Stakeholder Beneficiary ESMF/ESMP, IPMP, VMGF, RPF, SMP, LMP, - Public notices. population in SEAH prevention and Response Plan and - Electronic publications and press the project SEP, GM. releases on the project website. area. Regular updates on project development. - Hard copies displayed at designated Exclusion and screening criteria, project public locations. benefits, eligibility criteria and training - Press releases in the local media. activities - Consultation meetings. - Information leaflets and brochures. - Separate focus group meetings with vulnerable groups, as appropriate. - all civil works will have a notice board displaying contract description, contractor’s name, contract amount, and physical and financial progress. NGOs and ESMF/ESMP, IPMP, VMGF, RPF, SMP, LMP, - Public notices. CBOs SEAH prevention and Response Plan and - Electronic publications and press SEP, GM. releases on the project/Ministry Regular updates on project development. website. Exclusion and screening criteria, project - Dissemination of hard copies at benefits, eligibility criteria and training designated public locations. activities - Press releases in the local media. - Consultation meetings. - Information leaflets and brochures. Government ESMF/ESMP, IPMP, VMGF, RPF, SMP, LMP, - Dissemination of hard copies of authorities and SEAH prevention and Response Plan and the ESMF/ESMP, IPMP, VMGF, RPF, SMP, agencies SEP, GM. LMP, SEP and GM. - Regular updates on project development. - Project status reports. - Exclusion and screening criteria, project - Meetings and roundtables. benefits, eligibility criteria and training activities - Additional project information, if required for the purposes of regulation and permitting. Related SEP and GM - Electronic publications and press businesses and Updates on project development and releases on the project website. enterprises tender/procurement announcements. - Information leaflets and brochures. - Procurement notifications. Project -Employee Grievance Redress Mechanism - Staff handbook. Employees -Updates on project development. - Email updates covering the Project staff and personnel. - Regular meetings with the staff. - Posts on information boards in the offices and on site. 38 Category of Project Information to be Shared Means of communication/ disclosure Stakeholder - Reports, leaflets. VMGs - Sensitization followed by training on the -Community/Beneficiaries’ meetings. project ESMF/ESMP, IPMP, VMGF, RPF, -Information through Brochures SMP, LMP, SEAH Prevention and - The following culturally appropriate Response Plan, GM and SEP methods will be used to inform and - Preparation and implementation of consult with VMGs VMGPs and sub project level investment - Language: Kiswahili and vernacular plans and ESMPs languages will be used to facilitate active - Implementation of the project activities participation and expression of their opinions - Local Council of Elders and Community Based Organizations: Local Council of Elders for IPs and formally registered IP based CBOs would be used for initial engagement/contact. - Men, Women and Youth Consultations: Some IP communities require that men, women and youth are consulted separately. For joint consultations, the issues that can be discussed have to be agreed upon before hand 51. Information and opportunities to voice their views on topics that matter to them as in Table 8. 39 Table 8: Planned stakeholder engagement activities Stage Target stakeholders Topic(s) of engagement Method(s) used Location/frequency Responsibilities Project Affected - ESMF/ESMP, IPMP, VMGF, RPF, - Public meetings, separate - In County disclosure for - NAVCDP teams Persons (PAPs): SMP, LMP, SEAH ACTION meetings for women and Drafts on ESMF / ESMP, (County and - People potentially PLAN, GM and SEP vulnerable IPMP, VMGF, RPF, SMP, National levels) affected by land - Sub Project screening and - Face-to-face meetings LMP, SEAH Action Plan, - Specialists acquisition exclusion criteria - Mass/social media GM, and SEP once. responsible for - People residing in -Land acquisition process communication (as needed) - Continuous land acquisition project area - Assistance in gathering official - Disclosure of written communication through - Technical - Vulnerable households documents for authorized land information: brochures, mass/social media and consultant - Beneficiaries living in uses posters, flyers, website routine interactions. project areas - Compensation rates, Information boards or desks - Throughout VMGP and - VMGs methodology - In-County Grievance ESMP development and - Compensation packages mechanism implementation - Project scope and rationale - NAVCDP monthly - Project benefits and target newsletter - Project E&S principles - For the vulnerable - Income restoration options communities, the message will - Grievance mechanism process be packaged in a culturally acceptable manner and language through the FPIC approach - What about radio? Other Interested - ESMF, ESMP, RPF, VMGF, GM, - Face-to-face meetings - Throughout RAP - NAVCDP E&S Parties SMP, LMP, SEP, disclosures - Joint public/community development as needed Team (External) - Sub Project screening and meetings with PAPs - Project launch meetings - Specialists - County and CSOs in exclusion criteria in Counties. responsible for Kenya - Land acquisition process - Quarterly meetings in land acquisition - Representatives in - Identification of land plots and affected Wards and and other Panel wards uses and impacts Counties. of Experts (PoE) - Beneficiaries living in - Income restoration options (if - Disclosure meetings in - RAP and VMGP project areas needed) Counties and at national consultant - VMGs level. 40 Stage Target stakeholders Topic(s) of engagement Method(s) used Location/frequency Responsibilities - Project scope, rationale, and E&S principles - Grievance mechanism process Other Interested ESMF, ESMP, RPF, VMGF, GM, - Public meetings, trainings / - Project launch meetings - NAVCDP team Parties SMP, LMP, SEP, RAP disclosures workshops (separate meetings in County (External) - Grievance mechanism specifically for women and - Meetings in affected - Press and media - NGOs - Businesses and business Project scope, rationale vulnerable as needed) wards and County as organizations and E&S principles - Mass/social media needed - Workers' organizations communication - Disclosure of - Communication - Academic institutions written information: Brochures, through mass/social - National Government posters, flyers, website. media (as needed) Ministries - Information boards or desks in - Information desks with - Kenya Government County brochures / posters in Departments - Grievance mechanism affected wards - General public, - Notice board for employment (continuous) jobseekers recruitment Other Interested - Legal compliance issues - Face-to-face meetings - Disclosure meetings - NAVCDP team Parties - Project information scope and - Invitations to public / - Reports as required (External) rationale and E&S principles community meetings - Other Government - Coordination activities - Submission of required reports Departments from - Land acquisition process which permissions / - Grievance mechanism process clearances are required. 41 - Other project - ESMF/ESMP/VMGF/SEAH developers, donors ACTION PLAN/RPF/SEP disclosures Other Interested - Project information: scope and - Face-to-face meetings As needed - NAVCDP team Parties rationale and E&S - Trainings/workshops (Internal) principles - Invitations to public / - Other NAVCDP staff - Training ESMF/ESMP community meetings - Supervision Consultants requirements and other ESS - Supervision contractors, management plans sub-contractors, service - Grievance mechanism process providers, suppliers, and - Code of conduct and preventive their workers. and reporting measures for child labor and forced labor - Preventive and reporting mechanism for SEAH cases - E&S requirements - Feedback on consultant/ contractor reports Project Affected People - Grievance redress mechanism - Public meetings, open houses, - Quarterly meetings - NAVCDP - People potentially - Eligibility and income trainings/workshops during construction management affected by land restoration options - Separate meetings as needed for seasons team acquisition - Procedure for Free, Prior and women and vulnerable - Communication through - Supervision and - People residing in project Informed consent in case of - Individual outreach to PAPs as mass/social media as ESIAconsultants area adverse impact needed needed - Contractor/subc - Vulnerable - Health and safety impacts. - Disclosure of written - Notice boards updated ontractors households/persons - Employment opportunities information: brochures, posters, weekly - Project status flyers, website - Routine interactions Information boards in Counties - Brochures in local offices 42 - Notice board(s) at construction sites - Grievance mechanism - NAVCDP monthly newsletter Other Interested - Project scope, rationale and - Face-to-face meetings As needed (monthly during - NAVCDP team Parties E&S principles - Joint public/community meetings construction season) - Supervision and (External) - Grievance mechanism with PAPs ESIA consultants - Governmental - Project status - Contractor/subc committees for land use - Code of conduct and preventive ontractors and compensation and reporting measures for - County and child labor and forced labor representatives in Wards - World Bank compensation requirements Other Interested - Project information - scope and - Public meetings, open houses, Same as for PAPs - NAVCDP team Parties rationale and trainings / workshops (External) E&S principles - Disclosure of written - Press and media - Project status information: brochures, posters, - NGOs - Health and safety impacts flyers, website, - Businesses and business - Employment opportunities Information boards in County organizations - Environmental concerns Notice board(s) at construction - Workers' organizations - Code of conduct and preventive sites - Academic institutions and reporting measures for - Grievance mechanism - National Government child labor and forced labor Ministries and - Preventive and reporting departments mechanism for SEAH cases - General public, - Grievance mechanism process jobseekers Other Interested Project information: scope and - Face-to-face meetings Daily, as needed - NAVCDP team Parties rationale and E&S principles - Trainings/workshops - Supervisors (Internal) - Training on ESMF / ESMP - Invitations to public / - Other NAVCDP requirements and other sub- community meetings stakeholders management plans - Supervision Consultants - Worker grievance mechanism - Contractor, sub- 43 contractors, service providers, suppliers, and their workers Project Affected - Satisfaction with engagement - Outreach to individual PAPs - Outreach as needed - NAVCDP team Persons: activities and GM - NAVCDP website - Meetings in affected - People residing in project - Grievance mechanism process - Grievance mechanism County and Wards (as area - Damage claim process - NAVCDP newsletter needed/requested) - Vulnerable households - Monthly (newsletter) Other Interested - Grievance mechanism process - Grievance mechanism As needed - NAVCDP team & Parties (External) - Issues of concern - NAVCDP website management - Press and media - Status and compliance reports - Face-to-face meetings - NGOs - Submission of reports as - Businesses and business required. organizations - Workers' organizations - Academic institutions - County Government Departments - General public, 44 TRAINING /CAPACITY BUILDING 1) NAVCDP will arrange necessary training associated with the implementation of this SEP that will be provided to the members of staff who, due to their professional duties, may be involved in interactions with the external public, as well as to the senior management. Specialized training will also be provided to the staff appointed to deal with community stakeholder grievances as per the project GM. In addition, community structures implementing the project will also be trained on the operationalization of the GM. 2) Project contractors will also receive necessary instructions for the GM and in relation to the main principles of community interactions. In addition, the stakeholder engagement training module may include but not limited to the areas identified in Table 9. Table 9: Proposed Training Module for Stakeholder Engagement S/No. Module Target 1 Role of a stakeholder in NAVCDP All levels 2 Stakeholder interests in NAVCDP NAVCDP Management 3 Managing stakeholder participation NAVCDP Management 4 Stakeholder negotiation skills All levels 5 Capacity building All in particular community level implementation agents such as CIGs, CDDCs and FPOs 7 Project GM and how it helps stakeholders All in particular community level implementation agents such as CIGs, CDDCs and FPOs, County Manager 45 RESOURCES AND RESPONSIBILITIES FOR IMPLEMENTING SEP ACTIVITIES 6.1 IMPLEMENTATION RESPONSIBILITIES 52. The MoALFC will be the main implementing agency for the project and will lead the execution of the activities, including this SEP. The budget contains adequate funding for the SEP and GM and should be referenced when developing the detailed workplan as under Table 10. The NAVCDP will be responsible for procurement and distribution of inputs. The institutional and implementation arrangements for the project will be as provided in this SEP. 53. The National Committee on COVID-19 in the MoALFC, chaired by the Cabinet Secretary, will provide stewardship and oversight of the project on the expected COVID-19 protocols. The Ministry’s COVID-19 Committee will draw guidance from the National Emergency Response (NERC). The MoALFC COVID-19 Committee is expected to handle and guide on the following: (i) coordinate NAVCDP preparedness and response to COVID-19 including stakeholders; (ii) coordinate capacity building of NAVCDP personnel, service providers, contractors, CIGs, VMGs, POs, and other stakeholders; (iii) enhance imparting the COVID- 19 at all forums before any business is transacted; (iv) coordinate the procurement and supply of COVID-19 preventive measures (hand sanitizer, face masks, soap, gloves (where applicable). 54. The National COVID-19 Committee at the MoALFC will provide technical guidance throughout the project implementation. The Committee will also train the project implementers at some point including the project management. The project NPCU will report to this Committee, and the Committee will report to NERC. The NAVCDP National team will in turn train counties and counties will be expected to the project beneficiaries at county level. Table 1: Methods, Tools and Techniques for Stakeholder Engagement Method/ Tool Description Contents Dissemination Target Responsibilit and Use Method Groups y Information Provision Distribution of Used to convey -Printed Distribution as Households in NPCU/CPCUs printed public information on materials part of project area. materials: the project and present consultation Communities of leaflets, regular updates illustrative and meetings, public Kenya, as well as brochures, fact on its progress written hearings, relevant sheets to local, county, information on discussions, and stakeholders for and national Project meetings with the NAVCDP. stakeholders. activities, stakeholders, as facilities, well as household technologies, visits in remote and design areas. solutions, as Placement at the well as impact offices of local mitigation administration and measures. NGOs, libraries, -Presented and other public contents are venues. concise and 46 Method/ Tool Description Contents Dissemination Target Responsibilit and Use Method Groups y adapted to a layperson reader. Graphics and pictorials are widely used to describe technical aspects. -Information may be presented both in English and Kiswahili for local and national stakeholders, and in English for international audience. Distribution of A newsletter or Important Circulation of the Households in NPCU/CPCUs printed public an update highlights of newsletter or Project Area. materials: circular sent out project update sheet with Public venues in flyers, leaflets, to Project achievements, a specified Project Area – newsletters/ stakeholders on announcements frequency in the local updates a regular basis to of planned Project Area, as administrations, maintain activities, well as to any libraries. awareness of the changes, and other stakeholders Communities in Project overall that expressed project area development. progress. their interest in receiving these periodicals. Means of distribution – post, emailing, texting, electronic subscription, delivery in person. The mailed material can be accompanied by enclosed postage- paid comment / feedback form that a reader can fill in a return to the Project’s specified address. 47 Method/ Tool Description Contents Dissemination Target Responsibilit and Use Method Groups y Printed Inserts, Notification of Community in NPCU/CPCUs advertisement announcements, forthcoming project area Placement of paid s in the media press releases, public events or information in short articles, or commencement local, county, and feature stories in of specific national printed the printed Project media, including media – activities. those intended for newspapers and General general reader and magazines description of specialized the Project and audience its benefits to the community. Radio or Short radio Description of Collaboration with Communities in NPCU/CPCUs television programmes, the project, media producers project area entries video materials project that operate in the or development counties and can documentaries updates, reach local broadcast on solutions for audiences. TV. impact mitigation. Advance announcement of the forthcoming public events or commencement of specific project activities. Visual Visually convey Description of Presentations are Affected NPCU/CPCUs presentations project the project and widely used as part communities in information to related of the public the project affected solutions/impact hearings and other area, communities and management consultation participants of other interested measures. events with the public audiences. Updates on various hearings, project stakeholders. consultations, development. rounds tables, focus group discussions and other forums attended by Project stakeholders. County governments and other governmental bodies. 48 Method/ Tool Description Contents Dissemination Target Responsibilit and Use Method Groups y Notice boards Displays of Advance Printed Directly NPCU/CPCUs printed announcements announcements affected information on of the and notifications communities in notice boards in forthcoming are placed in the project area public places. public events, visible and easily commencement accessible places of specific frequented by the project local public, activities, or including libraries, changes to the ward cultural scheduled centers, post process. offices, shop, local administrations. Information Feedback Information Placement of Various project- Deposition of Directly NPCU repositories project-related related materials in affected accompanied information and materials, ESMF publicly available communities in by a feedback printed materials documentation, places (offices of the project area mechanism in dedicated / environmental local NGOs, local designated and social action administrations, locations that plans. libraries) for the also provide duration of a visitors and disclosure period readers with an or permanently. opportunity to Audience is also leave their given free access comments in a to a register of feedback comments and register. suggestions. Dedicated Setting up a Any issues that Telephone Local NPCU telephone line designated and are of interest or numbers are communities (hotline) manned concern to the specified on the within the telephone line local printed materials project Area. that can be used communities and distributed to Any other by the public to other project stakeholders obtain stakeholders. stakeholders and and interested information, are mentioned parties. make enquiries, during public or provide meetings. feedback on the Project’s project. designated staff Initially, should be assigned telephone to answer and numbers of respond to the project’s calls, and to direct specialized staff callers to specialist can be shared experts or to offer with the public, a call-back if a particularly staff question requires involved in detailed stakeholder consideration. engagement, 49 Method/ Tool Description Contents Dissemination Target Responsibilit and Use Method Groups y public relations, social and environmental concerns. Internet / Launch of Information Affected NPCU Digital Media project website about project communities, (communicatio to promote operators and project n officer) various shareholders, stakeholders information and project and other updates on the development interested overall project, updates, health parties that have impact and safety, access to the assessment and community internet impact relations, resources. management community process, updates, procurement, employment A link to the employment and Project website opportunities, as procurement, should be specified well as on environmental on the printed project’s and social materials engagement aspects. distributed to activities with stakeholders. the public. Other on-line Website should based platforms have a built-in can also be used, feature that such as web allows viewers to conferencing, leave comments webinar or ask questions presentations, about the web-based project. meetings, Internet Website should surveys / polls etc. be available in Limitation: Not all two languages – parties / Kiswahili for the stakeholders have local and national access to the audience, and in internet, especially English for in the remote international areas and in stakeholders. communities 50 Method/ Tool Description Contents Dissemination Target Responsibilit and Use Method Groups y Surveys, The use of public Description of Soliciting Directly NPCU/ CPCUs Interviews and opinion surveys, the proposed participation in affected Questionnaires interviews, and project and surveys/interviews households in questionnaires related with specific the Project Area to obtain solutions / stakeholder of Influence. stakeholder impact groups or Other views and to management community wide. communities complement the measures. Administering within the statutory Questions questionnaires as project Area of process of public targeting part of the Influence. hearings. stakeholder household visits. perception of the project, associated impacts and benefits, concerns, and suggestions. Feedback & A suggestion Any questions, Appropriate Directly NPCU/CPCUs Suggestion box will be used queries, or location for a affected Boxes to encourage concerns, suggestion box households in communities in especially for should be selected the project area. the affected stakeholders in a safe public Other communities to that may have a place to make it communities leave written difficulty readily accessible within the feedback and expressing their for the project area. comments about views and community. the project. issues during Information about Contents of the public meetings. the availability of suggestion box the suggestion shall be checked box should be by designated communicated as project staff on a part of project’s regular basis to regular interaction ensure timely with local collection of stakeholders and input and beneficiaries. response/action, as necessary. Consultation & Participation Public hearings Project Detailed Wide and prior Directly NPCU/CPCUs representatives, information on announcement of affected the affected the activity the public hearing communities in public, and/or facility in and the relevant the project area authorities, question, details, including of influence. regulatory including a notifications in Other bodies, and presentation local, county and communities other and an national mass within the stakeholders for interactive media. project area. detailed Questions & Targeted Communities in discussion on a Answers invitations are sent the project area. 51 Method/ Tool Description Contents Dissemination Target Responsibilit and Use Method Groups y specific activity session with the out to or facility that is audience. stakeholders. planned by the Public disclosure project and of Project which is subject materials and to the statutory associated impact expert review. assessment documentation in advance of the hearing. Viewers/readers of the materials are also given free access to a register of comments and suggestions that is made available during the disclosure period. Household Household/Farm Description of Visits should be Directly NPCU/CPCUs /Farm level visits can the project and conducted by the affected in the visits be conducted to related project's project area. supplement the solutions / designated staff statutory impact with a specified process of public management periodicity. hearings, measures. Limitation: particularly to Any questions, logistical solicit feedback queries, or challenges in from community concerns, reaching members and especially for households/farms vulnerable stakeholders in remote persons who that may have a locations. may be unable to difficulty attend the expressing their formal hearing views and events. issues during formal community- wide meetings. Focus Group Used to facilitate Project’s Announcements of Directly NPCU/ Discussions discussion on specific activities the forthcoming affected CPCUs and Round Project’s specific and plans, design meetings are households/far Table issues that merit solutions and widely circulated ms in the Workshops collective impact to participants in project area, examination with mitigation / advance. youth, elderly, various groups of management Targeted women, and stakeholders. measures that invitations are sent other vulnerable require detailed out to groups. discussion with stakeholders. affected stakeholders. 52 Method/ Tool Description Contents Dissemination Target Responsibilit and Use Method Groups y Information Project’s Project-related Information about Directly NPCU/ CPCUs centres and designated venue materials. the info centre or affected field offices for depositing Any issues that a field office with communities in project-related are of interest open hours for the the project area, information that or concern to public, together and any other also offers open the local with contact stakeholders hours to the communities details, is provided and interested community and and other on the Project’s parties. other members stakeholders. printed materials of the public, distributed to with project staff stakeholders, as available to well as during respond to public meetings queries or and household provide visits. clarifications. Site Tours Visits to Project Demonstration Targeted Local NPCU/CPCUs Site and facilities of specific invitations communities organized for examples of distributed to within the local project’s design selected audiences project area. communities, solutions and offering an Elected officials. county approaches to opportunity to Media groups. governments, managing participate in a visit CSOs and and the media to impacts. to the project site. NGOs and demonstrate Limitation: other initiative project possible safety groups. solutions. restrictions on the Visitors are site access during accompanied by active the project’s staff construction and specialists to works. cover various aspects and to address questions arising from the public during the tour. 53 6.2 SEP IMPLEMENTATION BUDGET 55. The budget in the Table 11 below shall be incorporated in the ESMP for purposes of implementing this SEP. Table 2 SEP Proposed Implementation Budget S/No. Module Target Lumpsum Budget (USD) 1 Awareness creation of the NAVCDP (All levels) 30,000 2 Identification of Line Departments and Line Departments/other 25,000 establishment of project Implementation implementation parties structures 3 NAVCDP launch and dissemination of project Public for visibility 80,000 benefits, grant windows and criteria. 4 Identification, analysis, and mapping of All levels 25,000 stakeholders 5 Capacity Building activities covering the All levels 600,000 following areas • Role of a stakeholder • Managing stakeholder interests • Managing stakeholder participation • Stakeholder negotiation skills • Communication skills • Building relationships for effective stakeholder engagement 6 Establishment and Operationalization of Project All 100,000 GM Committees 7 Info generation, & sharing, communication and ALL 120,000 reporting, Visibility build-up including GM channels for the project at the sub project level in the project counties 8 Stakeholders Quarterly review meetings ALL 20,000 TOTAL 1,000,000 54 STAKEHOLDER PARTICIPATION IN MONITORING AND REPORTING 56. One way to help satisfy stakeholder concerns and promote transparency is to involve project- affected stakeholders in monitoring the implementation of mitigation measures or other environmental and social activities. Such participation, and the flow of information generated through this process, can also encourage local stakeholders to take a greater degree of responsibility for their environment and welfare in relation to the project, and to feel empowered that they can do something practical to address issues that affect their lives. Participatory monitoring also tends to strengthen relationships between the project and its stakeholders. It might be necessary to consider capacity-building and training programs to enable project-affected people or local organizations to acquire the technical skills necessary to participate in effective monitoring. 57. It is in the project proponents’ interests to ensure that any groups monitoring their project have a sound technical understanding of the process, as it leads to more accurate and credible monitoring results and enables informed dialogue. The project proponents should promote participatory monitoring with affected stakeholders. This level of monitoring requires the physical presence of affected individuals at the time that monitoring takes place and involves methods and indicators meaningful to the stakeholders concerned. It is also good practice. In relation to any type of stakeholder involvement in project monitoring, care should be taken in the choice of representatives and the selection process should be transparent. 58. The SEP will be updated within 12 months of project effectiveness and will be subsequently revised and updated as necessary during NAVCDP implementation to ensure that the information presented therein is consistent and is the most recent, and that the identified methods of engagement remain appropriate and effective in relation to the project context and specific phases of the development. Any major changes to the project related activities and to its schedule will be duly reflected in the SEP. 59. Quarterly summaries and internal reports on public grievances, enquiries and related incidents, together with the status of implementation of associated corrective/preventative actions will be collated by responsible staff and referred to the NAVCDP project coordination unit (PCU) (this quarterly report will thus be guided by data obtained and reported monthly at county level). The monthly summaries will provide a mechanism for assessing both the number and the nature of complaints and requests for information, along with the project’s ability to address those in a timely and effective manner. 60. Information on public engagement activities undertaken by the project during the year may be conveyed to the stakeholders in two possible ways: • Publication of a standalone annual report on project’s interaction with the stakeholders; • Several Key Performance Indicators (KPIs) will also be monitored by the project on a regular basis, including the following parameters: - Number of public reviews, consultation meetings and other public discussions/forums conducted within a reporting period (e.g., monthly, quarterly, or annually); - Frequency of public engagement activities; - Geographical coverage of public engagement activities – number of wards, POs and/or MCIs covered by the consultation process; 55 - Number of public grievances and nature received within a reporting period, (e.g., monthly, quarterly, or annually) and number of those resolved within the prescribed timeline; - Number of press materials published/broadcasted in the local, County, and National media in the appropriate form and language; and - Number of project investments in the beneficiary communities in the project area. 56 GRIEVANCE MECHANISM 8.1 INTRODUCTION 61. Project-affected-people and any other stakeholder may submit comments or complaints at any time by using the project’s Grievance Mechanism (GM). The overall objectives of the GM are to: • Provide a transparent process for timely identification and redress of issues affecting the project and people, including issues related to the resettlement and compensation program. • Strengthen accountability to beneficiaries, including project affected persons. • Aim at reducing grievances as well as discourage escalation of grievances through sensitization and training of stakeholders. 62. The GM will be accessible to all external project stakeholders, including affected people, community members, CIGs, VMGs, POs, survivors of SEA/SH, civil society, media, and other interested parties. External stakeholders can use the GM to submit complaints, feedback, queries, suggestions, or even compliments related to the overall management and implementation. The GM is intended to address issues and complaints in an efficient, timely, and cost-effective manner. For victims of SE/AH, they will have a dedicated pathway within the GM due to the confidentiality of their cases for reporting and resolution. Furthermore, the GM shall immediately notify the MoALFC, the World Bank and the GBV desks at the various institutions with the consent of the survivor. Likewise, for the IP/SSAHUTLC, an enhanced pathway will be adopted in the GM to allow resolution of complaints by their council of elders. 63. NAVCDP GM tool is explained in the ESMF, VMGF, RPF, SEA/SH Prevention and Response Plan, LMP, and this SEP. All these versions are consistent in terms of establishment, member composition, training and operationalization. The only difference is each has a special focus and approach. 64. Grievances that are anonymously or media reported are given the same attention based on their relevance to the project. The project management must visit the site to do ground truthing and fact finding. And whatever the findings, the station involved must be retrained to manage this risk in a more proactive manner. At that level efforts must also be made to capture the grievance in the normal log. 65. NAVCDP will be responsible for managing the stakeholder GM, but many or most grievances are likely to result from actions of the construction contractors and so will need to be resolved by the contractors themselves, with NAVCDP oversight. Typical grievances for NAVCDP and construction projects could include issues related to: � Land acquisition and compensation; � Construction damages to property, crops, or animals; � Traffic; � Environmental and social impacts such as erosion; � Nuisances such as dust or noise; � Worker misbehavior; � Reduction in water flows in the river; � Labour issues; 57 � Discrimination in access to resources for VMGs and other disadvantaged and vulnerable groups; and � Inadequate consultation and participation 66. NAVCDP is to be implemented in 26 counties. These counties are also supported by NARIGP and KCSAP where GM Committees are operational. NAVCDP has borrowed a lot from these two World Bank supported projects. Therefore, NAVCDP implementers will be expected to strengthen the existing GM structures by prescribing an additional role and/or training the implementing structures and other stakeholders NAVCDP new responsibilities. The GM will be in place and operational before NAVCDP begins implementation activities and will function until the completion of all construction activities and beyond, at least until the contractor’s defect liability period ends. It is expressly put in the ESCP and RPF that any community investment that after E&S screening that would be deemed to cause physical displacement should be excluded. Therefore, NAVCDP will not anticipate any physical but economic displacements in a small-scale in water-related infrastructures and NRM-related investments where PAPs and PAHs may have encroached on such public land reserved for public utilities. Such PAPs will extensively be persuaded to be willing to relocate because they may also be beneficiaries of the proposed investment. The displacements may also be temporary lasting a few days and not more than 30 days. In such cases, livelihood restoration plans will be prepared to ensure that the project affected persons (PAPs) or project affected households (PAHs) do not incur losses. 67. People who reside near the land and others who may be affected will be informed, in meetings and with brochures, of the GM’s purpose, functions, procedures, timelines and contact persons. Additional measures will be taken to inform those who are determined to be eligible for compensation. 68. The project GM will include three successive tiers of extra-judicial grievance review and Redress: • The first tier will be the NAVCDP E&S teams at ward level, including the community contact person(s) and beneficiaries. They will deal quickly with issues that can be resolved and would always involve direct communication with the person(s) who submitted the grievance. • Any complaint that is SEA/SH related shall not be logged-in but referrals will be made to the alternate channels: a hotline for women—and men—in crisis 1195; Police at the Gender Desk; SGBV Hospitals; Form P3 filled; Medical support; Psycho-social support; Counselling; Referrals; and case continues. SEAH cases will be managed based on what the survivor wants. All actions shall be survivor cantered. • The second tier will be a County Grievance Redress Committee (GRC) that includes representatives of NAVCDP at County level and project technical teams from various sector departments. The GC will deal with issues that could not be resolved in the first tier. • The third tier will be a National Grievance Redress Committee (NGRC) that included one or more senior NAVCDP managers and one or more PAPs and/or leaders, meeting at National level. National level GRC, which is the 3rd Tier may have co-opted County level representation, will resolve issues that could not be resolved by County GRC. Grievances would be handled as described in the sub-section below. 58 8.2 GRIEVANCE MANAGEMENT PROCESS 69. Information about the GM will be publicized as part of the initial disclosure consultations in the participating County and Wards. Brochures/flyers will be distributed during consultations and public meetings, and posters will be displayed in public places such as in government offices, project offices, ward notice boards, community centres, etc. Information about the GM will also be posted online on the NAVCDP platforms/Ministry website. The overall process for the GM will include six steps, as shown on Figure 2 and described below. Source: Agarwal, Sanjay and David Post. 2009. Feedback Matters: Designing Effective Grievance Re dress Mechanisms for Bank - Financed Projects Part I. SDV. World Bank. Figure 1 Schematic process of GM mechanisms Step 1: Uptake. Project stakeholders will be able to provide feedback and report complaints through several channels: in person at offices (ward, County, project, and NAVCDP National offices) and at project sites, and by mail, telephone, face-face; and email (Figure 3). Step 2: Sorting and processing. Complaints and feedback will be compiled by the ESS compliance officer and recorded in a register. Submissions related to the resettlement and compensation program will be referred to the National Land Commission (NLC) for processing and redress. The Department will assign one individual to be responsible for dealing with the complaints (probably the social safeguards officer), including following through within NAVCDP and with the complainant to arrive at a redress, with the goal to resolve complaints within 14 days of receipt. Step 3: Acknowledgement and follow-up. Within seven (7) days of the date a complaint is submitted, the responsible person will communicate with the complainant and provide information on the likely course of action and the anticipated timeframe for redress of the complaint. If complaints are not resolved within 14 days, the responsible person will provide an update about the status of the complaint/question to the complainant and again provide an estimate of how long it will take to resolve the issue. In addition, the NLC will report to the National grievances management committee every two weeks on grievances that have remained unresolved for 30 days or more within the project area. 59 Step 4: Verification, investigation, and action. This step involves gathering information about the grievance to determine the facts surrounding the issue and verifying the complaint’s validity, and then developing a proposed redress, which could include changes of decisions concerning eligibility for compensation, additional compensation or assistance, changes in the program itself, other actions, or no actions. Depending on the nature of the complaint, the process can include site visits, document reviews, a meeting with the complainant (if known and willing to engage), and meetings with others (both those associated with the project and outside) who may have knowledge or can otherwise help resolve the issue. It is expected that many or most grievances would be resolved at this stage. All activities taken during this and the other steps will be fully documented, and any redress logged in the register. Step 5: Monitoring and evaluation. Monitoring refers to the process of tracking grievances and assessing the progress that has been toward redress. The ESS compliance officer will be responsible for consolidating, monitoring, and reporting on complaints, enquiries and other feedback that have been received, resolved, or pending. This will be accomplished by maintaining the grievance register and records of all steps taken to resolve grievances or otherwise respond to feedback and questions. Step 6: Providing Feedback. This step involves informing those to submit complaints, feedback, and questions about how issues were resolved, or providing answers to questions. Whenever possible, complainants should be informed of the proposed redress in person. If the complainant is not satisfied with the redress, he or she will be informed of further options, which would include pursuing remedies through the World Bank, as described below, or through avenues afforded by the Kenyan legal system. On a monthly basis, the county level GMCs under the tutelage of the County GM Chairperson in liaison with County Safeguards / Focal experts will report to the National level NAVCDP PCU on grievances resolved since the previous report and on grievances that remain unresolved, with an explanation as to steps to be taken to resolve grievances that have not been resolved within 30 days. Data on grievances and/or original grievance logs will be made available to World Bank missions on request, and summaries of grievances and redress will be included in periodic reports to the World Bank. Figure 2: Typical grievance Redress process 60 70. NAVCDP will be responsible for coordinating grievances management through all six steps. Step 4 (Verify, investigate and Act) could involve interviews of the aggrieved party, workers, or other stakeholders; review of records; consultation with authorities; and/or other fact- finding activities. If the grievance cannot be resolved to the satisfaction of all parties, it will be referred to GRC, who would retrace Step 4 as needed. The steps following the initial investigation and proposed solution would proceed as follows: 71. Determination of proposed redress or referral to second tier: - If redress is proposed: referral to social focal person for review and approval (including refinements). Once approved, responsible person would communicate redress to complainant and refer to corporate management for implementation. - If referred to second tier, GRC would consider facts determined by initial review and conduct such other fact-finding as needed, including interviews of complainant and others if necessary. 72. GRC recommends redress or refers to GRC 2nd tier: - If redress is proposed: referral to NAVCDP county level for implementation, including communication to complainant. - If referred to third tier, GRC to meet and discuss facts as determined by initial tiers and make determination of proposed redress. 73. GRC recommended redress: referred to NAVCDP PCU level for communication to complainant and implementation of recommended actions (if any). � Complainant would be asked to acknowledge acceptance (or rejection) of the redress. � NAVCDP PCU would then implement actions that are part of the redress (if any). 74. If a person who submits a grievance is not satisfied with the redress at the first or second tiers, he or she may request it be elevated to the next tier. If they are not satisfied with the ultimate redress, they may pursue legal remedies in court or pursue other avenues. Throughout the entire process, NAVCDP will maintain detailed records of all deliberations, investigations, findings, and actions, and will maintain a summary log that tracks the overall process. 8.3 GRIEVANCE PROCESSING 75. Any aggrieved persons can submit a grievance (at all levels to a Focal Person): a) By completing a written grievance form that will be available (a) in the ward; (b) at NAVCDP offices at all levels; and (c) on NAVCDP website/Ministry website. An example of a grievance registration form is provided in Annex 2: Example Grievance Form; and b) By contacting the NAVCDP community structures on GM or staff of the NAVCDP team, either by telephone or in person. In addition, grievances may be communicated to contractor supervisors or to NAVCDP community-lead structures, who will be briefed on receiving and reporting complaints. Grievances received verbally will be recorded by the ESS focal person on a grievance registration form and logged into the grievance register. A copy of the logged grievance will be given to the complainant, giving them the opportunity to alert NAVCDP staff if the grievance has not been noted down correctly. 3) NAVCDP will explain to local communities the possibilities and ways to raise grievances during consultation meetings organized in each ward when this SEP and other project 61 documents are disclosed and then at quarterly meetings thereafter. The GM procedures will be disclosed through the project’s website and will also be described in a brochure or pamphlet made available in ward administration buildings. 4) The NAVCDP community ESS focal person will be responsible for logging and tracking grievances. As noted above, an ESS team will be assigned responsibility for investigating and recommending redress on each grievance, or to recommend referral to a GRC level along the tiers. 5) Information to be recorded in the grievance log will include name, contact details of the complainant, a summary of the grievance, and how and when it was submitted, acknowledged, responded to and closed. All grievances will be acknowledged within 7 days and resolved as quickly as possible and not later than 14 days. If there has been no redress within 30 days, the person assigned responsibility for the grievance will contact the complainant to explain the reason for the delay. A generic flow chart for registering and processing grievances is shown in Figure 2: Typical grievance redress process. The status, number, and trends of grievances will be discussed between the project team at county level and NAVCDP PCU during meetings held at least quarterly and more frequently as needed (in this case County PCUs will share their GRC schedule of meetings with the National PCU). 6) A grievance will be considered “resolved� or “closed� when a redress satisfactory to both parties has been reached, and after any required corrective measures have been successfully implemented. When a proposed solution is agreed by the complainant, the time needed to implement it will depend on the nature of the solution. Once the solution is being implemented or is implemented to the satisfaction of the complainant, the complaint will be closed out and acknowledged in writing by both the complainant and NAVCDP GMCs at respective levels. 7) In certain situations, it may not be possible to reach a satisfactory redress. This could occur if a complaint cannot be substantiated or is proved to be speculative or fraudulent. In such situations, NAVCDP efforts to investigate the grievance and to arrive at a conclusion will be well documented and the complainant advised of the situation. It is also possible that a complainant will not be satisfied with the proposed redress. In such cases, if NAVCDP cannot do more, the complainant will be asked to acknowledge refusal of the proposed redress in writing. NAVCDP will then decide whether to implement the redress without the agreement of the complainant and the complainant will decide whether to pursue legal remedies. 8.4 GRIEVANCE LOGS 76. As noted previously, the National and County offices will maintain grievance logs (as shown in Annex 4). This log will include at least the following set of information. i. Date of the complaint. ii. Individual reference number. iii. Name of the person submitting the complaint, question, or other feedback, address and/or contact information (unless the complaint has been submitted anonymously). iv. Details of the complaint, feedback, or question/her location and details of his / her complaint. v. Name of person assigned to deal with the complaint (acknowledge to the complainant, investigate, propose redress, etc.). 62 vi. Details of proposed redress, including person(s) who will be responsible for authorizing and implementing any corrective actions that are part of the proposed redress. vii. Date when proposed redress was communicated to the complainant (unless anonymous). viii. Date when the complainant acknowledged, in writing if possible, being informed of the proposed redress. ix. Details of whether the complainant was satisfied with the redress, and whether the complaint can be closed. x. If necessary, details of GRCM (ward level) and GRCM (County level) referrals, activities, and decisions. xi. Date when the redress is implemented (if any). 8.5 MONITORING AND REPORTING ON GRIEVANCES 77. Details of monitoring and reporting are described above. Day-to-day implementation of the GM and reporting to the World Bank will be the responsibility of the project NESSCO and Short- Term Expert (STE)-social safeguards and development. To ensure management oversight of grievance handling, the internal audit unit plus STE- social safeguards will be responsible for monitoring the overall process, including verification that agreed redress are implemented. In case of accidents, SEAH, and other complaints with gravity (escalated to the WB), the project management must report to the Bank on progress of resolutions as per the stipulated timelines i.e., before 48 hours after occurrence. 8.6 POINTS OF CONTACT FOR STAKEHOLDERS 78. Information on the project and future stakeholder engagement programs will be available on the Ministry of Agriculture, Livestock, Fisheries, and Cooperatives or project’s website and will be posted on information boards in the Counties and wards where NAVCDP will be implemented. Information can also be obtained from NPCU, Offices in Nairobi, and CPCUs. 79. The national point of contact regarding the stakeholder engagement program is as shown below. Description Contact details Name and position John Kimani, NPC, NAVCDP, Nairobi, Kenya Address: P.O Box 8073-00200 E-mail: info@NARIGP.Com Telephone: +254 020 2715466 Description Contact details Name and position Titus Mutisya, NESSCO, NARIGP, NAIROBI, Kenya Address: P.O Box 8073-00200 E-mail: info@NARIGP.Com Telephone: +254 020 2715466 63 8.7 WORLD BANK GRIEVANCE REDRESS SYSTEM 80. Communities and individuals who believe that they are adversely affected by a project supported by the World Bank may also register complaints directly to the Bank through the Bank’s Grievance Redress Service (GRS) (http://projects-beta.worldbank.org/en/projects- operations/products-and-services/grievanceredress-service). A complaint should be submitted in English, although additional processing time will be needed for complaints that are not in English (Kenya not part of this exception). 81. A complaint can be submitted to the Bank GRS through the following channels: � By email: grievances@worldbank.org � By fax: +1.202.614.7313 � By mail: The World Bank, Grievance Redress Service, MSN MC10-1018, 1818 H Street Northwest, Washington, DC 20433, USA � Through the World Bank Kenya Country Office, Delta Centre, Menengai Road, Upper Hill P.O. Box 30577-00100 Nairobi, Kenya. Tel: + 254 20 2936000 Kenyainfo@worldbank.org 82. The complaint must clearly state the adverse impact(s) allegedly caused or likely to be caused by the Bank-supported project. This should be supported by available documentation and correspondence to the extent possible. The complainant may also indicate the desired outcome of the complaint. Finally, the complaint should identify the complainant(s) or assigned representative/s and provide contact details. Complaints submitted via the GRS are promptly reviewed to allow quick attention to project related concerns. 83. In addition, project-affected communities and individuals may submit complaints to the World Bank’s independent Inspection Panel, which will then determine whether harm occurred, or could occur, because of the World Bank’s non-compliance with its policies, standards, and procedures. Complaints may be submitted to the Inspection Panel at any time after concerns have been brought directly to the World Bank’s attention, and after Bank Management has been given an opportunity to respond. Information on how to submit complaints to the World Bank Inspection Panel may be found at www.inspectionpanel.org. 64 ANNEXES Annex 1: List of Stakeholders Consulted/Issues and Responses a.) Indigenous Peoples Organization Reps- 8th November 2021 S.No Name Tel. Email address Community Region 1 Mohamed Kitete 0715349314 kitetemohamed@gmail.com Indigenous Peoples Coastal region Organization (IPO) Coastal region 2 Yunus Ahmed 0708722698 Yunusahmed90@gmail.com ‘’ ‘’ 3 Ambia Hirsi Dullow 0728546932 ambiadullow@gmail.com ‘’ ‘’ 4 Moses Kachine 0784395546 moseskachike@gmail.com Minority and marginalized Country wide groups affairs- The presidency- Office of the DP 5 John lengoisa 0710212957 jsamorai@ogiekpeoples.org Ogiek Peoples Organization Mau region 6 Jane Machani 0716984618 ‘’ ‘’ 7 John Kisiambai 0758805321 ‘’ ‘’ 8 Milka Chepkorir 0700404454 mctalaa@gmail.com Sengwer Cherangany 9 David yator 0726806100 sengwer@sengwer.org Sengwer b.) Day 1: County Reps (CESSCO +2 VMGs Community Reps) S/No NAME COMMUNITY COUNTY TELEPHONE 1. Fatuma Abdallah Waata Tana-River 0710583088 2. George Wasonga CESSCO Tana-River 0725760206 3. Joseph Mumu CESSCO Kiambu 0721422173 4. Rehema M. Ruwa CESSCO Kilifi 0710586664 5. Agnes Barisa Waata Kilifi 0791402478 6. Jacob Kokani Waata Kilifi 0728044720 65 S/No NAME COMMUNITY COUNTY TELEPHONE 7. Isaac Lagat Ogiek Uasin Gishu 0723411793 8. Richard K.Maina Ogiek Narok 0711828692 9. Naboe Ene Sameri Ogiek Narok 0708958908 10. Meriki Joseph CESSCO Narok 0712803569 11. Wilson K. Kurgat Ogiek Uasin Gishu 0722942038 12. Gilbert Cheruiyot CESSCO Trans Nzoia 0727855330 13. Richard Kipkering CESSCO Nandi 0723462103 14. Isaac Kosgei Sengwer Trans Nzoia 0728519029 15. Philis Mukung Ogiek Trans Nzoia 0740322434 16. Paulo Sang Ogiek Nandi 0790900379 17. William Kibitok Chepkwony Ogiek Nandi 0719537754 18. Japheth Musila CESSCO Kwale 0711655420 19. Bashora Muhindi Guyo Wasanye Kwale 0705474977 20. Salim B. Bonaya Wasanye Kwale 0745934163 21. Quentine Ngati CESSCO Taita taveta 0722797326 22. Khadijah Wakio Waata Taita Taveta 0797179139 23. Guyo S. Hamisi Waata Taita Taveta 0792971597 24. Tony Igwo Elkana Waata Tana River 0724370830 25. Stephen J. Ndung'u Ogiek Kiambu 0721477315 26. Paul W. Njehu Ogiek Kiambu 0721469403 27. Benson K. Gichuki CESSCO Nakuru 0719376601 28. David Barngetuny Ogiek Nakuru 0722101146 29. Francis Ngonino Ogiek Nakuru 0720645692 30. Nixon Kasembeli CESSCO Uasin Gishu 0723846596 c.) Day 2 (Nov 09, 2021): Public and Stakeholder Consultation and Information Disclosure S/NO NAME County/Designation Telephone VC 66 1 John M. Wachira Potato Nyandarua-CPC 0722654423 2 Peter N. Mbutu Nyandarua-Farmer 0728285742 3 Kenduiywa Julius Dairy Bomet-CPC 0721403231 4 Kipsang Sitonik Bomet-Farmer 0728063363 5 Banana James King'ori Njuguna Murang'a-CESSCO 0721571313 6 Alex Kamau Muchoki Murang'a-Farmer 0721311394 7 Coffee Josephine Kananu Kinoti Embu-CESSCO 0724083315 8 Mburugu J.N Mwiti Embu-Farmer 0710459043 9 Banana Patrick Ng'ang'a Meru-CPC 0738376383 10 Dancan Murithi Meru-Farmer 0725262346 11 Chicken Merina A. Adhiaya Kakamega-CPC 0723798401 12 Anne Murunga Kakamega-Farmer 0710809858 13 Dairy Okal Jacob Ohalo Kericho-CESSCO 0720236598 14 Humprey Langat Kericho-Farmer 0721604986 15 Apiculture Peter S. Lirhu Kitui 0701657009 16 Eutichus Kyungu Kitui-Farmer 0724618837 17 Coffee Gachara John Kirinyaga-CPC 0722447079 18 Geoffrey K. Munyagia Kirinyaga-Farmer 0722434101 19 Banana Samuel Oduor Okumu Kisii-CPC 0722551646 20 Ronald Guto Kisii-Farmer 0720253572 21 Chicken Allan F. Ogendo Busia-CPC 0723312854 22 Arnold Okiru Busia-Farmer 0725873139 23 Coffee Alice Wangui Gichuki Nyeri-CPC 0721633225 67 24 Mary Ann Maina Nyeri-Coffee focal person 0721417671 25 Samuel Maina Nyeri-Farmer 0729872414 26 Mango Nicodemus N. Nzombe Machakos 27 Raphael M. Muli Machakos-Farmer 0721493163 28 James Owuor Omondi Cotton Homabay-CESSCO 0714238187 29 Frank Otieno Homabay-Ffarmer 0757364011 30 Cotton Albertina Mercy Achapa Migori-CESSCO 0717283224 31 Mango Peter Mwalyo Kinyenze Makueni- CESSCO 0727515474 32 Benjamin Musungu KEPSA 0714159582 d.) Day 3 (Nov 10, 2021): Public and Stakeholder Consultation and Information Disclosure S.No Name Tel.No. Email address Organization 1 Dr. Jonathan 0722622732 Jmunguti2000@gmail.com KEMFI Munguti 2 Andrew Wambua 0725301465 wambuanzuki@gmail.com Ministry of Landa- Machakos County 3 Elijah Gichuru 0723152655 ekgichuru@gmail.com CRF 4 Juma Mohamed 0722676794 Kibo62@yahoo.com Crop and marketing Directorate 5 Mary Kanyi 0721379470 marywacera@yahoo.com Director, livestock production. 6 Joshua Lodungokiok 0704420301 lodungokiokbon@gmail.com National Treasury 7 Goreti Osur 0733908450 gosur@ngeckenya.org National Gender and Equality Commission 8 Henry Chemjor 0725626763 hchemjor@npck.org Potato Council 9 Ben Musungu 0714159582 bmusungu@kepsa.or.ke KEPSA 10 Patrick Maingi 0727680344 pmaingi@kepsa.or,ke KEPSA 11 Mary Nzisa 0721844088 mnzisa@kagrc.go.ke Kenya Animal Genetic Resource Centre 12 David Kioko 0724691174 david88089070@gmail.com Ministry of Energy 13 Zacharia Njuguna 0721273241 Njugunazakaria2015@yahoo.com Nairobi City County 68 14 Patrick Macharia 0721710746 Patmurumi@gmail.com National Treasury 15 Margarete Njuki 0721262347 Margarete.wainoi.njuki@gmail.com NEMA 16 Maurice Opondo 0721247009 nauropond@hotmail.com Ministry of water, sanitation and irrigation 17 Christine Kalui 0722570466 kaluic@kebs.org KEBS 18 Dr. Gilbert M 0722340651 gilbertmuthee@yahoo.com KCSAP Muthee 19 John Kimani 0721342918 jwkimani@2018@gmail.com NARIGP 69 e.) NAVCDP ESS Frameworks - Stakeholder Consultation Workshop (November 08, 2021): For Communities Meeting the Requirements of ESS7 S/No. Name / Contacts Question/Observation/Comment Answer Provided Community / Institution / County 1 John Samurai 0758805321 a) Funding level of this new project is too a) NAVCDP is targeting VMGs or Kisiambai - high. How much benefit is targeted for communities that satisfy the Mau Region - the VMGs? requirements of the World Bank ESS7 Ogiek Community b) What project indicators will measure because some project counties are a benefits to the VMGs? host to these communities. The specific benefits are through priority value chains for ALL not just the VMGs. The benefitting communities are yet to make their choices along the priority value chains. In addition, NAVCDP will make a deliberate effort to reach-out the VMGs for targeting and inclusion. (b The following are some of the indicators: No. of CIGs supported % of which VMG; Total financial support to CIGs % support to VMGs; Total project beneficiaries (F, M); number of which are VMGs, etc. 2 Isaac Lagat – 0723411793 a) Are our inputs to be taken and acted a) This workshop is a serious process Ogiek upon? along the preparation of the NAVCDP Community, b) The previous and current sister ESS Frameworks and the concerns Uasin Gishu projects did ESIAs/ESMPs, but we think raised will be addressed. The County they are short to recognize emerging frameworks not only serve as a guide in risks and impacts along the mitigation of risks and impacts, but a implementation phase. Will it be the covenant in the Financial Agreement case in NAVCDP? between the National Treasury and the World Bank. 70 S/No. Name / Contacts Question/Observation/Comment Answer Provided Community / Institution / County c) Are all sub-projects supposed to have b) No. NAVCDP will ensure an ESIA/EA report and approved by investments are environmentally friendly NEMA? first by screening all proposed d) VMGs should be involved in the investments through a standard implementation reviews and M&E in checklist; guided by the results in the the course of project implementation checklist ensure the right instrument to process. IPs should not only be mitigate is formulated and implemented involved in the initial stages but also accordingly. In addition, the other WB during implementation. supported projects must have followed e) At what level, do you do specific ESIAs same process including recommending however small? Environmental and Social Audits done f) What strategy is in place to ensure after one year of implementation; and VMGs will be continuously involved. continuously done annually. g) By all means we shouldn’t be lumped (c Not really, but all subprojects must be together with the dominant screened using the standard checklist communities. annexed in the ESMF. d) Yes. Engagement of VMGs throughout the project from preparation to evaluation. e) Sub project level, if after administering the E&S screening checklist, County Director of NEMA guides on the same. f) VMGs support is part of the project deliverable; and therefore, VMGs in the project counties will continuously involved. g) Recommendation is acceptable to some extent but not always i.e., there are value chains where VMGs willingly would work with others. 71 S/No. Name / Contacts Question/Observation/Comment Answer Provided Community / Institution / County 3 Milka Chepkorir- 0700404454; a) Will NAVCDP undertake Social Impact a) Yes, at the initial implementation Sengwer mctalaa@gmail.com Assessment? period. community -Trans b) How do you ensure that the use of b) Any antagonizing VCs shall be Nzoai County pesticides and other form inputs to deliver analyzed in detail and due diligence on one priority of the project does not followed to ensure sustainability issues eliminate the last one on the priority list? are achieved. The Integrated Pest e.g. use of pesticides to control pests on Management (IPM) will be applied to maize, potatoes etc. completely affecting avoid adverse effects to the biodiversity. honey production by indigenous peoples in c) Any project proposed investments to forests. impact on the sensitive ecosystems will c) Biodiversity conservation and be excluded. ecologically sensitive areas. What is the deliberate move of the project to ensure that environmentally sensitive areas are not affected? 4 Joseph Mumu - 0721422173 a) Why are E&S issues handled last (if a) This should not be the case. In the CESSCO lucky) or better miss out in NARIGP? new operation, all staff must be Kiambu County b) How are CESSCOs role going to be sensitized on the seriousness of seen and felt as project implementers but environmental and social safeguards. not process facilitators? b) In the new operation, care should be c) The E&S activities need to be clearly taken to ensure that safeguards are given brought out in the project components; the attention they deserve. how do we harmonize the plan across the c) In the design of the project and during project component? detailing of components, this is when ES d) Develop a decommissioning plan /guide issues are picked, and activities planned for the projects supported for and budgeted for. NAVCDP will relook implementation once the lifetime expires. into the obvious omissions where possible. d) Yes. This comment is true. Attention should be focused on the ESMPs drawn 72 S/No. Name / Contacts Question/Observation/Comment Answer Provided Community / Institution / County whether they include and act on such areas. 5 Phyllis Mukung – 0740322434 a) As the Ogiek community our lives a) Yes, since time in memorial, there has Ogiek community, depend so much on milk and honey been value chains for VMGs Trans Nzoia products. Will there be special value chains communities that are easy to promote County for VMGs like sheep or goat rearing and (value chains that do not make VMGs bee keeping? community vulnerable; and that enhance b) Will the VMGs be allowed to form their VMGs livelihoods). Therefore, own POS? beekeeping will always win support for c) Will IPs and other VMGs be separated implementation by the VMGs from the framework? community. b) Yes. I VMGs community can form own PO, so long as the volumes can sustain the PO operations. c) Yes. In the design of NAVCDP other vulnerable groups: aged, Differently Abled Persons, youth, female headed households, etc. are explained under ESS1 while the VMGs (IP/SSAHUTLC) are addressed guided by ESS7. 6 Mohamed Kitete - 0715349314; -How will security be implemented in areas -NAVCDP has a security management Awer Community, kitetemohamed@gmail.c like Lamu and Tana River County? procedure which will be applied at all Lamu County om times, but the project is not taking over mandate of the Ministry of Internal Security. The project will work in collaboration with all stakeholders to ensure that security issues do not affect productivity and profitability. 73 S/No. Name / Contacts Question/Observation/Comment Answer Provided Community / Institution / County 7 Jacob Kokani - 0728044720 a) Will the frameworks be disclosed? a) Yes. This stakeholder consultation Waata b) It’s my prayer that implementers stop process requires NAVCDP documents community, using derogatory names. including these E&S frameworks Kilifi County disclosed both nationally and in the World Bank External website. b) Yes, noted with humbleness. The team also requests that the VMGs representatives assist in providing the acceptable names for their communities. 8 Francis Ngoninio 0720645692 a) How will VMGs be included in NAVCPD a) Market linkage will be based on the – Ogiek in terms of representation in market priority value chains by these community, linkages? Such gaps were noticed in communities. Nakuru County, NARIGP. b) Yes. The observation is noted. Chairperson b) In NARIGP the facilitation of the Lessons from NARIGP have been CDDC volunteering committee (CDDC) there adopted. were some gaps, kindly look into that for c) Through training of communities, smooth running of NAVCDP. transparency, and accountability of c) How will corruption be eliminated in project implementation structures. NAVCDP? d) Yes, well noted. d) Recommendation As a current CDDC chair from MAU, VMGs under the MOALF NARIGP success was 70%. Therefore, VMGs under the MOALF be given a chance to represent VMGs so that they feel they are part of the NAVCDP project. 9 David Barugetuny 0722101146 a) Will NAVCDP support construction a) The project will support spot – Ogiek of the impassable roads across the infrastructure improvement to community, marginalized community operational enable farmers to deliver their Nakuru County areas? Farmers are facing challenges produce to the market. 74 S/No. Name / Contacts Question/Observation/Comment Answer Provided Community / Institution / County when delivering their produce to the However, it will not take over collection centers or to the market. the road construction since the mandate is in a different Government entity. 11 David Yator 0726806100; a) How will forest indigenous peoples a) NAVCDP is not to offer loans but Kiptum - Sengwer sengwer@sengwer.org benefit from financing institution? (Loans, financial support to target beneficiaries Community, etc.) through formulation of community Trans Nzoia b) Thoroughly build understanding of the proposals for prioritized investments. County project implementation agencies from b) Yes. This is a valid point. NAVCDP ward, sub county, county and National to will aim at ensuring information and avoid misinformation, confusion, and communication is done at all levels and discrimination. disclosure of information to all c) How do you ensure that the IPs are not stakeholders through regularized discriminated in the new project, because stakeholder engagement meetings. during NARIGP we were initially left out in c) NAVCDP borrowed from NARIGP window one and window two, we did not and some of the gaps in NARIGP will be benefit from the multi community addressed in this new operation. investments. d) Two MCIs in the county are in d) So far Sengwer did not benefit from Makuno ward which is inhabited by the multi community investments. A proposal Sengwer (Chesucheki irrigation scheme was approved by CPSC but has not been and the Dairy Farmers of Cherangany funded to date. milk processing plant). e) How will farmer technical expert be The Kapolet MCI – the decision rests on enhanced for access of project the NTAC. There are two counties implementation facing a similar fate: Trans Nzoia and f) The project is silent on building capacity Narok- these two exceeded their of VMGs IPOs, CIG, there is need to build allocations/project ceiling for MCIs (KES their capacity. m 270-350 per county). g) M& E - indigenous people be represented in M& E at all levels. 75 S/No. Name / Contacts Question/Observation/Comment Answer Provided Community / Institution / County h) Project implementation –include VMGs e) Through capacity building of those in project implementation from County to smallholder farmers who will have been national level. affiliated to: CIGs, and POs. f) Capacity building both implementers and beneficiaries is a priority in NAVCDP. A Training schedule will be produced after a training needs assessment. g) OK. This recommendation will be explored. However, NAVCDP has adopted a participatory M&E. (h This will be considered. 12 Milka Chepkorir- 0700404454; a) All Details should be captured in the (a Good suggestion. We will go by it. Sengwer mctalaa@gmail.com project document nothing should be left (b As the project design continues being Community, out and included in the implementation polished; this is also something to be Trans-Nzoia manuals. thought of; now that under the DP County b) Does the National management unit Office there exists an office dealing with include an indigenous representative? if not the indigenous communities; the should be considered. representation structure at national c) Who is putting together the Gender level my be coopted at the NTAC Action Plan? c)The GBCAP for NAVCDP has been drafted by the consultants. During the d) CONCERN subsequent revisions, there will be Being an VMGs is not equal to poverty and further stakeholders’ consultation. marginal listing, VMGs specific indicators d)The matter is noted will never end indigenousness of a people. The project should end the notion of negativity from non-indigenous personnel leading the implementation of this project. 76 S/No. Name / Contacts Question/Observation/Comment Answer Provided Community / Institution / County 13 Wilson K. Kurgat- 0722942038 a) What can be done concerning the high a) NAVCDP is having IPMF as one of Uasin Gishu number of chemicals being used on the the framework approaches that will County farms that negatively affects humans guide pesticide use at beneficiary Chairman, Ogiek through compromised food safety issues? level. Communities will be trained Consortium b) Market issues should be considered to on safe use of chemicals and the maximize profitability. management of pesticides, handling, c) Why have these counties been storage, and transportation. exempted Kericho, Baringo, Laikipia, b) Of course, the NAVCDP PDO is Bungoma, Elgeyo Marakwet. about ‘increased market accessibility’ and ‘enhanced value addition’ c) Kericho, Baringo, Laikipia, Bungoma, Elgeyo Marakwet have been excluded from NAVCDP because they are covered by other projects within the sector funded by World Bank, IFAD and AfDB 14 John Kisiambei – 0758805321; a) How will the project help VMGs to a) The project will continue Ogiek continue conserving the environment? implementing SLM activities in Organization, b) Some pesticides that are used affect collaboration with the VMGs Nakuru County honey production, how will that be communities and KFS considered in the new project? b) The pesticides to be used in NAVCDP will be those that are friendly to pollinators with minimum effect on non- targeted organisms. approved normally a buffer zone is established contamination. 15 Japheth Musila – 0711655420 Comment: a) True. Land issues and especially CESSCO, a) Land department/NLC should be ownership have been a challenge. Kwale County, involved in NAVDP to offer counsel. b) Yes, they will be targeted for inclusion with their priority value chains. 77 S/No. Name / Contacts Question/Observation/Comment Answer Provided Community / Institution / County b) Minority community interests to be brought on board 16 Jane Machani 0716984618 VMGs are surrounded by other VMGs will be targeted during project Ogiek Peoples communities and the project might not operation and their CIGs/VMGs/POs Organization - benefit them making them not respond will be considered along those of Mau Region which may in turn affect the VMGs and majority communities. cause delays on coming up with responses. 17 Isaac Kosgei 0728519029 a) Suggested a differentiation between a) Yes. This is true. It was not easy Segwer VMGF and indigenous people framework under NARIGP but now the Representative. because indigenous people do not like distinction is evident. VMGs are Cherengany, being associated with other VMGs. addressed under ESS1 while Trans Nzoia b) ESS8: Well, captured on cultural sites. IP/SSAHUTLC are addressed under County ESS7 b) Yes, it is necessary here because, in case of any technical hitch’s civil works, the project applies these guidelines. 18 Moses Kachine - 0784395546; a) Nationally, 28 counties with 79 VMGs Well received. Minority and 0722655302; communities. The counties that are marginalized moseskachike@gmail.co not factored here, are in other groups affairs- The m projects i.e., ‘Resilience Project’ presidency- Office b) Invite this new project to come for of the DP more information on IP/SSAHUTLC in this country; the department holds the database. 19 Ambia Hirsi 0728546932; a) The deliberations in this forum are a) The team can’t agree more. Dullow – ambiadullow@gmail.com useful for this country. NAVCDP NAVCDP will strategize to involve Munywoyaya should aim at working with media responsible media coverage in its community - for visibility and media privy to operations. IPO/IP Media 78 S/No. Name / Contacts Question/Observation/Comment Answer Provided Community / Institution / County Coastal Region – issues touching on the Tana River IP/SSAHUTLC in Kenya. County 79 f.) NAVCDP ESS Frameworks - Stakeholder Consultation Workshop (November 09, 2021): For County Line Departments and Other Stakeholders including Farmers S/No. Name / Position / Contacts Question/Observation/Comment Answer Provided Institution / County 1. Peter Kinyenze a) What is the difference between ESMF and ESIA? a) ESMF is a framework approach (CESSCO- Does ESMP apply to all? adopted by the borrower to mitigate Makueni) b) Some projects will require SPRs instead of ESIA, against potential environmental and therefore can the ESMF recognize this and have social risks where site specific SPR appear in the document? investments are not known at project c) Are there written documents on bee safety to appraisal. It is at project preparation agrochemicals which can be used during level, and it carries an ESMP at NAVCDP? framework level. On the other hand, ESIA is a site-specific mitigation instrument normally at implementation phase of the project. It also has a site specific ESMP. b)Yes. According to NEMA Legal Notice 30 and 31 of April 31, 2019, ESIAs are now categorized ‘low-risk projects’ to do a SPR while the more complex investments with ‘high-risk levels’ will undertake Comprehensive Project Report (CPR). c)This documentation on bee safety is not available now but it can be sought. We will endeavor to look for such literature and share accordingly. 2. Peter Liru (Kitui) The document suggests issues of GBAVP especially This is correct. GBV is sensitive in its on sexual harassment be handled by GRM, which I handling, requires special training, and feel it couldn’t handle it exhaustively. Suggested confidentiality. introduction of GBV handling subcommittee of the main. 80 S/No. Name / Position / Contacts Question/Observation/Comment Answer Provided Institution / County 3 John Wachira a) Suggested that there should be consistency on a) The 12 value chains were put into 9 (CPC -KCSAP categories so that the counties are value chains/commodities. Pointed out the following Kirinyaga) documents with conflicting information guided to choose one VC per b) We should not undermine the impact of category. The point is noted and will be ironed out. Pesticides Containers as an impact of waste disposal that requires mitigation measures b) Point noted and to be emphasized c) Pointed out that the monitoring aspect for the during E&S training/sensitization. implementation of the E&S plans was missing c)The M&E aspect may not have been prominent in the summary presented in the meeting but is well captured in the main document 4 James Njuguna a) How will the government minimum wage be -NAVCDP aims at guiding on labour (CESSCO harmonized with the market rates for unskilled management. At the least, ensure the Murang’a) youth employment in SLM? workers do not suffer by getting low wages but also ensuring everything is within law and WB Standards (ESS2) The labour officers will guide the counties on the payments using the rates applicable in the respective counties. 81 S/No. Name / Position / Contacts Question/Observation/Comment Answer Provided Institution / County 5 Francis Otieno a) Why can’t farmers be made to use organic a)This is a good idea and will be (Farmer, Homa fertilizer and pesticides? This would reduce mainstreamed in the project activities. bay) production cost and increase farmers earnings. b) The RPF has given the criteria for b) What criteria will be used to determine the identification and documentation of people to be resettled? the persons to be resettled. c) Mechanization is relevant to making farming c) the point is noted and will be easier and enjoyable. Tractors for ploughing, considered during project operation. harrowing, planting, and spraying. d) Point noted for consideration d) Let the right personnel with knowledge in agriculture and related fields run the project. They should be honest and transparent and each should have a certificate of good conduct. 6 Dr. Muli (Farmer, a) b) Value chains challenges between producers and NAVCDP will enhance market access Machakos) consumers then brokers come and exploit the for farmers and improve linkages market. Yatta multipurpose farmers’ between producers and consumers cooperative society. thereby addressing most of the value chain challenges 7 Eutichus Kyungu a) Project implementation at FPO level. NARIGP Capacity building, provision of (Farmer, Kitui) concentrates much on activity implementation equipment and facilitation of staff from budget but not administration cost/staff cost. relevant county technical departments Hence you find it difficult for committee to involved in the implementation of implement these activities to its member project activities had been considered groups, requesting NARIGP to consider staff in the project cost in its budgets. 82 g.) NAVCDP ESS Frameworks - Stakeholder Consultation Workshop (November 10, 2021): For National Line Departments Policy Makers and Other Stakeholders including Donors and CSOs. S/No. Name / Contacts Question/Observation/Comment Answer Provided Position / Institution / County 1 Joshua 0704420301; (a The VMGs Kiambu, Nandi, Uasin Gishu, The IP communities have been Lodungokiok – lodungokiokbon@gmail.com etc. counties. How have they being fully involved in micro project The National involved in this project? identification and Treasury implementation. In some cases, the IP communities have their own value chains while in other cases, they are recongised as members of the CIG/VMG/PO. They have also been elected into leadership positions in the CIGs/VMG/Po. 2 David Kioko – 0724691174; Comments: -Comments noted positively. Ministry of david88089070@gmail.com - Encouraged use of solar power in the NAVCDP will engage further. Energy FLIP to cut on the cost of energy and reduce pollution caused by use of fossil fuels. -Noted that the NAVCDP will actually be operationalizing the Kenya National Energy Efficiency and Conservation Strategy. and asked the team to download the same for guidance. - The Ministry of Energy is ready to collaborate with the project team to when called upon. 3 Margarete 0721262347; a) As presented this morning, the ESMF a) The point is noted for Njuki, NEMA Margarete.wainoi.njuki@gmail.com ESMP does not consider air pollution emphasis in the ESMF Hqs from VCs especially dairy 83 S/No. Name / Contacts Question/Observation/Comment Answer Provided Position / Institution / County b) Biodiversity concerns: biodiversity is a b) point noted and further complex issue and needs to be integrated engagements with NEMA to in the report because these VCs in a way discuss the issue to be done will lead to lose of biodiversity. during project implementation. 4 Mary Kanyi - 0721379470; marywacera@yahoo.com (a NAVCDP is on fewer VCs and will A) NARIGP and KCSAP have KGRIC cover not all counties previously under elaborate sustainability NARIGP. How will continuity be ensured measures to ensure that the on the communities left out? activities continue after the (b How will NAVCDP integrate with project s. The projects also other projects for synergy? And also fully involve and build the access other benefits i.e. crop and capacities of agriculture livestock insurances? extension staff who will (c Farmers are being exploited along the continue to interact with the VCs. How will this project help reduce farmers after closure of the this exploitation? projects 84 S/No. Name / Contacts Question/Observation/Comment Answer Provided Position / Institution / County 5 Henry 0725626763; hchemjor@npck.org (a) Some counties have no capacities on a) Counties will be advised Chemjor - E&S. They go ahead and hire consultants to hire consultants Potato Council who have no or very little expertise? How handling environmental / will this new project help control this gap? social issues who have the (b Public Lands and ownership: when requisite qualifications and such lands are given to communities to experience invest; management issues crop up later and this affects the progress of such b) The land on which the investments. How is land being handled in project will be this project? implemented will be fully documented and due diligence done. NLC will also be fully involved to ensure that public land is properly availed for FPO utilization. 6 Christine Kalui, 0722570466; kaluic@kebs.org (a The POs: how will they be a) Point noted and the issues strengthened? In my opinion through to be included in the FPO capacity building for ownership and capacity building sustainability. b)ASTGS to be included in the (b Review of Policies: The new E&S documents. Agriculture strategy - Agricultural Sector Transformation and Growth Strategy is not mentioned. Kindly include. 7 Ben Musungu – 0714159582; bmusungu@kepsa.or.ke a) The VCs seem to have dropped from a) The CIGs that are not will 29 to 6. How will the 6 VCs interphase not be included in NAVCDP with the CIGs? will be addressed using the b) BMOs not mentioned here. What role normal extension services. can they play? 85 S/No. Name / Contacts Question/Observation/Comment Answer Provided Position / Institution / County b) The BMOs to be involved as stakeholders during the value chain improvement activities 8 Elijah Gichuru 0723152655; ekgichuru@gmail.com In the presentation of the table with the The table on VMGf mainly vulnerable groups i.e Ogieks, we did see a focused on ESS7. listing of the aged. Why? The aged and other categories of VMGs are addressed in ESS1 under the ESMF. 10 Maurice 0721247009; Agreed on validating the Frameworks but All points well noted and to be Opondo - nauropond@hotmail.com with adjustments: included in the E&S Ministry of - Policies, add the following: Irrigation instruments Water Policy 2019; Irrigation Act 2019; Water Act 2016; Water Act 2021. -Think about catchment conservation and capacity WRUAs to check on water use footprints. -Propose inclusion of Labour Officers as stakeholders. They do have a responsibility in implementation of NAVCDP. 11 Goreti Osur - 0733908450; gosur@ngeckenya.org (a NACVDP should consider inclusion of a) Point noted and to be National gender in its operations. considered Gender and (b Issue of certification – seems to be Equality emphasized at quality at value addition. b) Point noted and GAP Commission Why not along the entire VC? and certification to be included in all the segments of value chains. 86 S/No. Name / Contacts Question/Observation/Comment Answer Provided Position / Institution / County 12 Franscisca a) Data and Digital Space for the youth – a) Point well noted. Kanini – Youth youth seem not well captioned in the Affairs Frameworks because they are boxed c) Climate change issues under the digital space, but we feel they are mainstreamed in should be right from production all project activities decisions. b) Does NAVCDP have climate change activities? 13 Zacharia 0721273241; (a Nairobi County practices urban The issues will be expounded Njuguna – Njugunazakaria2015@yahoo.com farming. To what extend will NAVCDP and considered when Nairobi City support this system? unpacking the activities of Council (b Market/Market Access: Nairobi is the component 3 of NAVCDP for largest consumer of the produce from the Nairobi, Kiambu and rural areas. Is NAVCDP going to support Machakos. infrastructural development and traceability approaches? 87 Annex 2: Value Chain Selection and County Selection 1. The National Agricultural and Rural Inclusive Growth Project (NARIGP) and the Kenya Climate-Smart Agriculture Project (KCSAP) have laid a strong foundation for the commercialization of selected VCs in Kenya. The VCs implemented by the two projects were selected through the Participatory Integrated Community Development (PICD) process. The PICD process was rigorous and incorporated conflict-sensitive programming, inclusiveness of the marginalized, effective participation, gender sensitivity, empowerment, and sustainability. The process ensured communities participated fully in selecting the priority VC. At the end of the process, the forty-five counties in NARIGP and KCSAP prioritized 28 VCs. 2. The following objective criteria was used to identify a short list of 9 VCs to be supported under NAVCDP: • Current and potential production growth potential – quantity/value of production; • Growth potential in domestic and export markets; • Potential for value addition, agro-processing and job creation; • Potential outreach to targeted farmers – actual farmers mobilized & formed into CIGs, POs • Current level of investment by World Bank under NARIGP/KCSAP • Potential for social inclusion – particularly youth, women, VMGs and ASAL counties • Nutrition sensitivity • National strategic importance and alignment with the ASTGS • Investment by other ongoing government/partner development initiatives to build on complementarity 3. Agricultural commercialization is the transformation of smallholder subsistence farming into an innovative, market-oriented, and modern sector. To assess the value chains with the highest commercialization potential, the following approach was adopted. 4. Qualitative VC assessment: The qualitative assessment involved value chain and commodity experts who were requested to assess the commercialization potential of all the listed 28 VCs. Data on the different commodities and their market trends was made available to the experts to establish the most realistic picture. A scale was developed for administering five questions to measure agricultural commercialization including: productivity growth, household incomes, employment, inclusivity, and poverty reduction. Respondents were asked for their extent of agreement with each set of statements, scaled as a five-point Likert Scale. Mean values for each sample group were use in providing inputs for selecting the final VC. 5. Quantitative VC assessment: Data gathered from the projects and other sources was used assess the following quantitative indicators; no of counties prioritizing a VC; no of farmers targeted, no of farmers recruited, no of CIGS/VMGS formed, no of POs that had received Inclusion Grant, POs involved in value addition and agro-processing, no of linkages with major off-takers, and commodity value in Kenya Shilling to provide competitiveness and the total World Bank investment. These data combined with opportunity selection methodology was used to rank the VC according to their commercialization index. The VC were ranked with the highest commercialization index rankings no 1 while VC with the lowest index ranked last. 6. Validation and selection of VC: The qualitative and quantitative VC assessment was followed by validation exercise to ground-truth the outcome. This process involved interviews and discussions with farmers, processors, farmer and processor associations, government officials, and market experts to gain a deeper understanding of the market dynamics affecting VC product flows. 7. Selection of Project Counties : The first step in the selection of counties was to identifying counties covered by the three major project investments to avoid duplication: Kenya Livestock Commercialization Project (IFAD), Drought Resilience and Sustainable Livelihoods Program (AfDB) and DRIVE Project (World Bank). A total of seventeen counties were covered by these projects and therefore not eligible for funding under NAVCDP. The next step was to evaluate the remaining 30 counties for; their potential for production of selected VC, socio- economic development indicators, regional balance, performance under NARIGP/KCSAP, and their potential to contribute to climate change adaptation and mitigation. Additional indicators that were considered included clustering, security, socioeconomic data (such population density, poverty indices, undernutrition levels, and vulnerabilities), vulnerability to climate change risks/fragile ecosystems; human development indicators, such as undernutrition and food insecurity. The following 26 counties were selected by GoK in seven geopolitical clusters in Table 5 below. Table 5: List of Selected Counties for NVCDP Regions Counties Mt Kenya Meru, Muranga, Kiambu, Kirinyaga, Embu & Nyeri Lower Eastern Machakos, Makueni & Kitui North Rift Trans-Nzoia, Nandi, Uasin Gishu Central/South Rift Nakuru, Narok, Bomet, Kericho, Nyandarua Nyanza Kisii, Migori & Homa Bay Western Kakamega and Busia Coast Kilifi, Taita Taveta, Kwale and Tana River Annex 3: Example Grievance Form Grievance Form Grievance reference number (to be completed): Contact details Name (s): (may be submitted Address: anonymously) Telephone: Email: How would you prefer to be By mail/post: By phone: By email contacted (check one) � � � Preferred language � Local � Kiswahili � English Provide details of your grievance. Please describe the problem, who it happened to, when and where it happened, how many times, etc. Describe in as much detail as possible. What is your suggested redress for the grievance if you have one? Is there something you would like NAVCDP or another party/person to do to solve the problem? How have you submitted Online email By hand this form to the project? � � � In person By telephone Other (specify) � � � Who filled out this form (If Name and contact details: not the person named above)? Signature Name of NAVCDP person assigned responsibility Resolved or referred to � � If referred, date: GRC1? Resolved Referred Resolved referred to GRC2? � � If referred, date: Resolved Referred Completion Final redress (briefly describe) Short description Accepte Acknowledgement d? (Y/N) signature 1st proposed solution 2nd proposed solution 3rd proposed solution Complaint Log Form Name of Comment/Grievance Commenter/Aggrieved Number Name of Organization (if applicable Address and Position Telephone/Fax Email Address Method of Grievance Mail Placement Email Phone Walk In (Face to Face) Most effective means to Mail Email Phone send a response Date and Time of Date Time Comment/Grievance Nature and location of Please provide details of grievance. Comment/Grievance What outcome are you seeking? Additional Information Any Supporting Yes No Documents Attached Initial Response details Date of initial response: Resolved/Addressed by: Nature of Resolution: Date of Resolution: Annex 4: Grievance Register Ref D N Ph P E Descri Date One- Happene Ongo Expec Action Da Ta Com If No. at a on os m ption of time d more ing ted identifi te ke plai no, e m e t ail of Griev griev than Resol ed to ta n nant wh e Grieva ance ance once ution/ resolve ke by satis y? nce Redr the n w fied ess grievan ho ce m