Download KLMC Advocacy Plan - Kenya livestock Marketing Council

SNV V4CP Inception report –November2016
Kenya Resilience – Advocacy plan
Advocacy plan
The Resilience Thematic Group’s Advocacy Plan outlines the engagement strategy, the activities
and the monitoring and evaluation framework that will be used in the project to advocate for
climate change issues affecting pastoralists. This is elaborated in visual format followed by a
detailed narrative which explains the inter-relations between the visually presented strategies,
outputs, outcomes and impact.
1. Problem description
The policy environment in Kenya is robust with Climate Change laws and institutional frameworks
newly established to build economic, social and environmental resilience of communities and
individuals to climate change shocks. The policy frameworks are however devoid of a strong
pastoralist agenda which leaves pastoralists and their mainstay livestock economic system
vulnerable.
Appropriate policies are a key component of stabilising the livelihoods of pastoral systems
especially those that are geared towards climate change mitigation. Policies that are well
formulated and are adaptive to the needs of pastoral communities, incorporating indigenous
knowledge and recognising the role of customary institutions will foster a robust business
environment that supports businesses and investments in pastoral systems resulting in
communities with enhanced ability to cope with climate change. Civil society participation in
platforms and policy frameworks will open (legal) avenues to comprehensively address economic,
political, social and environmental issues affecting vulnerability of pastoralist communities to
climate change.
2. Goal
The long term goal of this project is to achieve climate resilient pastoralists’ communities with
strengthened voice and participation in climate change policy making processes in Kenya. This goal
will be attained by realization of the project’s long term outcomes such as enactment and
implementation of inclusive legal frameworks (county livestock policies, sales yard bills, county
integrated development plans, county climate change bills and CMMs) and Integration of pastoralists’
representatives in structures and processes of climate change decision making (county steering
groups and county climate planning committee). The resulting improved environment will promote
greater allocation of national and county resources addressing climate change with specific
recognition to reduce the burden on pastoralist communities and women and encourage growth of
business and private financial investment in products and services (insurance, credit facilities) for
pastoralists.
3. Context analysis
Pastoralism is the dominant economic sector in ASALs. The pastoral economy and community
livelihood strategies in drylands are heavily dependent on natural resources. Climate Change acts
on these natural resources that are important to the survival of pastoralists making them
vulnerable. A number of factors influence the vulnerability of Pastoralists to climate shocks and are
summarized in the table below.
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SNV V4CP Inception report –October 2016
Kenya Resilience – Advocacy plan
Factor
Nature of influence
Political factors


Lack of political goodwill with regard to pastoralists’ issues
Lack of adequate involvement of the Pastoral communities in the
policy formulation process
Economic factors



Environmental
factors


Inadequate market structures for livestock trade
Limited access to export market opportunities
Limited access to affordable credit facilities for livestock traders and
producers
Inefficiency in the livestock marketing chain because of too many
brokers and middlemen
Inter-community conflicts over limited resources (Pasture and Water)
Extra burden on women in caring for their families and small livestock
in the face of limited water and pasture
Lack of capacity to adopt new breeding technologies
Poor mobile network coverage in pastoral areas to support financial
transactions
Poor livestock market prices as a result of the absence of a fully
functional Livestock Market Information Management System
Floods increasing the spread of livestock diseases
Deforestation and degradation of land used by pastoralists
Legal factors

Conflicting legislations within the sector

Social factors


Technological
factors



In order to achieve its overall goal, the project will engage with relevant actors and institutions.
More specifically, the project will partner with the county governments (department of climate
change, livestock , environment and natural resources management and water); national
government (relevant ministries, National Drought Management Authority, National Environment
Management Authority, Kenya Meteorological Services, Kenya national bureau of statistics); private
sector (financial institutions, marketing associations, and investors); research institutions ( IFPRI,
Kenya Institute of Public Policy Research and Analysis, The University of Nairobi, ILRI); Civil
Society Organizations (League of Pastoralist Women of Kenya, Kenya climate working group,
Adaptation consortium, Merti Integrated Development Program, Ward Adaptation planning
committee, Dedha); and International Agencies (USAID, EU, CORDAID, OXFAM, CARE).
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SNV V4CP Inception report –November2016
Kenya Resilience – Advocacy plan
Institutional
Capacity
Development
CSOs
Institutional
capacity
improved
(A)
Improved
accountability
mechanism
Increased CSO
(CEMIRIDE/RAP/
KLMC)participation
in
issues surrounding
pastoralism and
climate change at
meetings, multistakeholder
platforms and
alliances (CSO Climate
(national and county
budget process,
legislative process)
(G)
Growth of inclusive business, public and
private financial investment in products
and services (insurance, credit facilities)
for pastoralists with deliberate focus on
gender (I)
Change Coalition, KCCWG, PLF,
DLCI, ASAL Forum, KLMC and
ADA)with
governments (NDMA,
Evidence
Generation
Evidence
appropriately
packaged and
disseminated
for policy
advocacy
(B)
NEMA and Ministries
(livestock, Environment and
water))and
the private
sector(KEPSA, KNCC and
Kenya Leather Development
Council)
(D)
Increased
collaboration
between CSOs,
Private Sector and
Government
(CSO Climate Change
Coalition, KCCWG, PLF, DLCI,
ASAL Forum, KLMC, ADA
Consortium, NDMA,
Ministries, KEPSA,
KNCC,Kenya Leather
DevelopmentCouncil)(F)
Strategic
Policy
Advocacy
STRATEGIES OUTPUTS
Advocacy
plans and
strategies
available
(C)
Increased Influence of
CSOs in Climate Change
Policy processes (Co-
Appropriate allocation of
national and county
resources addressing
climate change, with the
burden on pastoralist
communities and women
given specific recognition
(J)
Improved
political will at
national and
county levels
in addressing
climate
change and
change in
public attitude
towards
pastoralism
(H)
Inclusive policies,
regulations and
frameworks developed,
adopted and implemented
or detrimental policies
prevented
Improved
service
delivery to
pastoralists by
government
and private
sector in
addressing
challenges of
climate change
(L)
(Including Customary Bills, , County
Emergency Bills, County Climate Change
Adaptation Fund Bill, Co-management
policy, salesyards bills, NLMP, CC Strategy,
Action Plan, NCAct 2016)
Pastoralist communities resilient to climate
change
4. Contextualized Theory of Change
(K)
management, CIs and
related national policies)
(E)
SHORT-TERM OUTCOMES
MID-TERM OUTCOMES
LONG-TERM OUTCOMES
IMPACT
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SNV V4CP Inception report –November2016
Kenya Resilience – Advocacy plan
5. Monitoring &Evaluation
Our PME approach supports learning, steering as well as accountability, and monitoring is an ongoing
practise throughout the duration of the project. To allow for project-wide reporting, learning and comparison
between countries and themes, a harmonised Monitoring and Evaluation (M&E) framework has been
developed by SNV Corporate. The harmonised M&E framework contains harmonised outcomes, outputs,
indicators and monitoring methods that all country themes apply.
The below M&E framework is based on our theme-specific Theory of Change (ToC). For each result in the
ToC we have defined indicators and methods of measurement. To the extent possible we have made use of
harmonised indicators and methods of measurement; these are complemented with new theme-specific
indicators and methods of measurement.
Recognising that our project develops over time as the context changes and lessons are learned, we value
regular reflection on which project elements we are (not) going to plan and why (not) based on collected
data on progress. SNV and the CSOs will organize regular opportunities to reflect on the progress of the
project and where needed our theory of change, strategies, and targets will be updated. The method,
outcome harvesting will be used to guide these learning processes in 2017 and further.
Detailed information about the harmonised M&E framework, including the various standardised monitoring
methods, can be found in the document Harmonised PME framework.
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SNV V4CP Inception report –November2016
Kenya Resilience – Advocacy plan
Output/
Outcomes
Indicator
Baseline
Target
2017
Measurement
method
A. CSO
capacities
improved
A1. Average score for leadership per
theme
2.8
3
CSO assessment
A2. Average score for advocacy
2.5
3
Action for Global
Team
A3. Average score for knowledge of theme
2.3
3
Action for Global
Team
B1. No. of portals and websites accessible
for CSOs
B2. No. of policy briefs supportive to
advocacy plan
0
3
0
10
C1. Annual advocacy plans developed
yes
1
C2. No. of CSO activity plans developed vs
No. of CSOs involved (in %)
100%
100%
D1. No. of formal and informal encounters
with government and business per CSO
2
6
D2. No. of verbal interventions at relevant
encounters per CSO
D3. No. of research products shared with
relevant stakeholders per CSO
2
5
KLMC/RAP/CEMIRIDE
0
5
KLMC/RAP/CEMIRIDE
E1. degree of CSO influence on climate
change policy processes
0
1
B. Evidence
Available
C. Advocacy
strategies and
plans available
per theme
D Increased CSO
(CEMIRIDE/RAP/
KLMC)participation
in
issues surrounding
pastoralism and
climate change at
meetings, multistakeholder
platforms and
alliances (CSO Climate
SNV Staff Logbook
Measureme
nt
frequency
Yearly
Yearly
Responsible
Action for Global
Team
KLMC/RAP/CEMIRIDE
KLMC/RAP/CEMIRIDE
SNV Staff Logbook
Bi-yearly
KLMC/RAP/CEMIRIDE
KLMC/RAP/CEMIRIDE
CSO logbook
(contextualised)
Bi- Annually
KLMC/RAP/CEMIRIDE
Change Coalition, KCCWG, PLF,
DLCI, ASAL Forum, KLMC and
ADA)with
governments (NDMA,
NEMA and Ministries
(livestock, Environment and
water))and
the
private sector(KEPSA,
KNCC and Kenya Leather
Development Council)
E.
Increased
Influence of CSOs in
Climate Change
Scoring rubric
CSO logbook
Bi-yearly
KLMC/RAP/CEMIRIDE
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SNV V4CP Inception report –October 2016
Kenya Resilience – Advocacy plan
(contextualised)
Policy processes (Comanagement, CIs and
related national
policies)
F. Increased
collaboration
between CSOs,
Private Sector and
Government
F1. Degree of collaboration between CSOs,
Governments and Businesses
1
2
CSO logbook
(contextualised)
Scoring Rubric
Bi- yearly
KLMC/RAP/CEMIRIDE
G. Improved
G1. Degree to which accountability
mechanisms are functional
1
2
CSO logbook
(contextualised)
Scoring Rubric
SNV Staff logbook
Yearly
KLMC/RAP/CEMIRIDE
H. Improved
political will at
national and county
levels in addressing
climate change and
change in public
attitude towards
pastoralism
H1. Degree to which policy
makers/decision makers (CEC Climate
Change/Environment; CEC
Livestock/Agriculture/Pastoral livelihood;
CEC Finance and Planning; MCAs Committee on Agriculture, Livestock,
Environment and Natural resources;
Cabinet Secretaries for Agriculture,
Livestock, Environment, Devolution and
Planning) support improvement of
pastoralists’ voice in climate change policy
processes
2
3
Policy maker ratings
Yearly
KLMC/RAP/CEMIRIDE
I. Growth in
inclusive
business and
private financial
investment in
products and
I1.Number of new Public Private
Partnerships signed between KLMC and
County Government under Comanagement model
I2.Number of by-laws enacted to support
the MoUs
2
3
CSO logbook
(contextualised)
Annually
KLMC/RAP/CEMIRIDE
0
2
CSO logbook
(contextualised)
(CSO Climate Change Coalition,
KCCWG, PLF, DLCI, ASAL
Forum, KLMC, ADA Consortium,
NDMA, Ministries, KEPSA,
KNCC,Kenya Leather
DevelopmentCouncil)
accountability
mechanism (national and
county budget process,
legislative process)
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SNV V4CP Inception report –October 2016
Kenya Resilience – Advocacy plan
services
(insurance, credit
facilities) for
pastoralists with
deliberate focus
on gender
J. Appropriate
allocation of
national and county
resources
addressing climate
change, with the
burden on
pastoralist
communities and
women given
specific recognition
K. Inclusive policies,
regulations and
frameworks
developed, adopted
and implemented or
detrimental policies
prevented
(Including Customary Bills, ,
County Emergency Bills, County
Climate Change Adaptation Fund
Bill, Co-management policy,
salesyards bills, NLMP, CC
Strategy, Action Plan, NCAct
2016)
L. Improved
service delivery to
pastoralists by
government and
private sector in
addressing
challenges of
climate change
I3. Number of new Livestock insurance
products targeting Pastoralists
1
2
CSO logbook
(contextualised)
J1. % Increase of annual budget allocation
for Livestock and Water departments
4%
4.5%
Scoring Rubric
J2. % Increase in annual expenditure on
livestock and water infrastructure
KLMC/RAP/CEMIRIDE
Annually
KLMC/RAP/CEMIRIDE
KLMC/RAP/CEMIRIDE
62%
5%
K1. No. of New/adjusted inclusive policies,
Laws and regulations enacted and
reviewed (Sales Yard, NLP, Climate
Change framework Policy, Climate Change
Act, Customary and Climate Change
legislations)
K2. Progress in implementing inclusive
policies, Laws and regulations related to
climate change resilience at national and
county level
K3. New/adjusted inclusive policies ,
regulations, or frameworks detrimental to
interest of CSO have been prevented from
developing, adoption and implementation
L1. Number of livestock markets
employing core management model
1
2
Scoring Rubric
Bellwether method
Yearly
KLMC/RAP/CEMIRIDE
1
2
KLMC/RAP/CEMIRIDE
1
2
KLMC/RAP/CEMIRIDE
6
8
CSO logbook
(contextualised)
Yearly
KLMC/RAP/CEMIRIDE
L2. Improved quality services offered
(markets and veterinary services)
1
2
Scoring rubric
Yearly
KLMC/RAP/CEMIRIDE
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SNV V4CP Inception report –October 2016
Kenya Resilience – Advocacy plan
6. Engagement strategy
Target audience
Barriers
ASAL
Legislators/County
Government staffs



International
Agencies



CSOs



Research
institutions/


Private Sector



Desired change
Absence of inclusive policies to enhance
climate adaptation and improve livestock
markets management
Lack of political will to enhance
pastoralists participation in climate
related discussions
Resource related community conflicts in
the ASAL counties
lack of synergy and common advocacy
platform
Inadequate information sharing
platforms/mechanisms
Insufficient investment in climate change
and pastoralism

lack of synergy and common advocacy
platform
Inadequate advocacy capacity to
undertake multi stakeholders policy
discussions
Inadequate information sharing
platforms/mechanisms

Lack of understanding of pastoralists way
of life
Poor flow of climate related information
to the public

Lack of understanding of pastoralists way
of life
Insecurity in pastoral areas
Lack of financial institutions in pastoral
towns









Key messages
Seamless partnership between the
livestock producers/traders and
county governments in livestock
markets management
Improve political orientation in
climate resilience and adaptation

Improved partnerships with other
stakeholders
Increased flow of climate
information and financial support to
pastoralists’ resilience to climate
change

Informed CSOs with the capacity to
effectively engage policy makers in
climate change dialogues
Improved partnerships between
CSOs and other partners
Increased flow of climate
information and financial support to
pastoralists’ resilience to climate
change
Enhanced partnership between
research institutions and local CSOs
Increased research in pastoral
climate resilience field


Lack of evidence hinders the
formulation of inclusive policies
related to climate change
Seamless partnership between the
private sector and livestock
producers/traders
livestock producers/traders in
livestock markets management
Increase investment by Private
Sector in pastoral resilience
initiatives

Investment in livestock farming
and related production activities is
a viable venture



Livestock contributes 12 % of the
National GDP and adverse climate
shocks is a major threat to this
Policy formulation processes
exclude the input of pastoral
communities
There is need for coordinated
efforts towards climate change
resilience
Insufficient investment in climate
resilience increases pastoralist
vulnerability
There is need for coordinated
efforts towards climate change
resilience
There is need for collaborative
advocacy strategies on climate
change policies addressing
pastoralists’ concerns
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SNV V4CP Inception report –October 2016
Kenya Resilience – Advocacy plan
7. Activity and resource planning
7.1 Activities and resource planning for 2017
Output/
outcome
Activity
Result of activity
Brief description
Timelin
e
Who is
involved
Time
allocation
Output A:
CSOs Institutional
capacity improved
A.1 Organizational
Capacity
Assessment (OCA)
Organizational strength and weaknesses
identified
Consultant
/SNV Advisor
to meet at
organizations’ offices
for OCA
Consultant /SNV
Advisor to visit
organisations offices
for policy development
Tbd SNV
SNV/RAP/
KLMC/
CEMIRIDE
Tbd - SNV
Tbd SNV
SNV/RAP/
KLMC/
CEMIRIDE
Tbd - SNV
Consultant /SNV
Advisor to conduct
retreat with
organisations and their
stakeholders to
develop Strategic Plans
Consultant /SNV
Advisor to visit
organisations offices
for policy development
SNV will support
organisations to set up
a website that will
share information
about studies under
research, facilitate blog
and discussion forums
on key issues, and
provide up-to-date
information about
resources and events
relevant to pastoralist
resilience to climate
change
Tbd SNV
SNV/RAP/
KLMC/
CEMIRIDE
Tbd - SNV
Tbd SNV
SNV/RAP/
KLMC/
CEMIRIDE
Tbd - SNV
Tbd SNV
SNV/RAP/
KLMC/
CEMIRIDE
Tbd - SNV
Capacity enhancement initiatives identified
A.2 Review and
develop
organisational
internal governance
systems and
procedures
A.3 Organisational
Strategic Planning
Essential organisation policies and
procedures put in place including HR,
Finance and Gender Policies
A.4 Organisational
Business/Resource
Mobilisation
Planning
Ä.5 Institutional ICT
Development
Organisational Business/Resource
Mobilisation Plans
Organisational Strategic Plans (2017-2020)
Organisational ICT Systems
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SNV V4CP Inception report –October 2016
Kenya Resilience – Advocacy plan
Output B:
Evidence appropriately
packaged and
disseminated for
policy advocacy
A.6 Organizational
capacity building
trainings–
(including M&E and
development of
Indicators, policy
advocacy and
Evidence Based
Research)
B.1 Evidence
generation: What
are the gaps and
opportunities in the
legal frameworks
for promotion of
pastoralists voice
(factoring gender
and inclusivity) in
climate change
B.2 Evidence
generation: The
importance of the
role of pastoralists’
traditional/cultural
institutions in
climate change
resilience
B.3 Evidence
generation: How
can comanagement
improve the
resilience and
sustainability of
markets
CSOs capacities in leadership, advocacy,
utilisation of data and evidence, knowledge
in climate change resilience and business
development built
Consultant /SNV
Advisor to conduct inhouse and other
modes of trainings on
a continuous basis for
each organisation
Tbd SNV
SNV/RAP/
KLMC/
CEMIRIDE
Tbd - SNV
Generation of Evidence-Based information
on policy gaps and opportunities in existing
and draft legal frameworks on promotion of
pastoralists’ voice in climate change
processes to inform advocacy strategies.
IFPRI will spearhead
research with support
of CEMIRIDE (as
agreed with IFPRI)
Tbd –
SNV/IFP
RI
SNV/IFPRI/
CEMIRIDE
Tbd - SNV
Information on the roles of cultural
institutions in building pastoral
communities’ resilience to effects of climate
change made available and used for
advocacy
IFPRI will spearhead
research with support
of RAP (as agreed with
IFPRI)
Tbd –
SNV/IFP
RI
SNV/IFPRI/
RAP
Tbd - SNV
Information on how co-management
markets model improves the economic
resilience of pastoralists made available
used for advocacy
IFPRI will spearhead
research with support
of KLMC (as agreed
with IFPRI)
Tbd –
SNV/IFP
RI
SNV/IFPRI/
KLMC
Tbd - SNV
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SNV V4CP Inception report –October 2016
Kenya Resilience – Advocacy plan
Output C:
Advocacy plans and
strategies developed
B.4 Evidence
generation: Trends
of Budget allocation
and utilisation in
Livestock sector in
ASAL
Counties(focusing
on investments in
climate change
resilience)
B.5Evidence
generation: Client
satisfaction/market
surveys to
determine degree
of improvement in
delivery of service
(outcome L)
B.6 Research
finding
disseminations/laun
ch
Information on investments trends in
climate change resiliencemade available
used for advocacy
KLMC to conduct
desktop research
Feb 2017
SNV/KLMC
Information on degree of improvement in
delivery of service (outcome L)made
available and used for monitoring and
evaluation
CEMIRIDE to conduct
desktop research at
National level while
KLMC and RAP will
conduct surveys
county level
Jan 2017
IFPRI/SNV/
RAP/
KLMC/
CEMIRIDE
Targeted stakeholders briefed on research
publication as an advocacy strategy for
their support of accompanying
recommendations.
Stakeholders meetings
to launch the reports
and disseminate copies
Tbd SNV
IFPRI/SNV/
RAP/
KLMC/
CEMIRIDE
Tbd - SNV
C.1 Policy briefing
Notes
Briefing notes on;
1. The gaps and opportunities in the legal
frameworks for promotion of
pastoralists voice (factoring gender and
inclusivity) in climate change
2. The importance of the role of
pastoralists’ traditional/cultural
institutions in climate change resilience
3. How co-management improves the
resilience and sustainability of markets
4. Trends of Budget allocation and
utilisation in Livestock sector in ASAL
Counties (focusing on investments in
climate change resilience)
Radio talk shows on climate change policy
processes
Briefing notes used to
lobby/and influence
enactment and
implementation of
policies to support
areas developed
Tbd
SNV/RAP/
KLMC/
CEMIRIDE
Tbd - SNV
RAP/KLMC hold talk
shows at County Level
targeting policymakers
and general public on
climate change policy
Tbd
SNV/RAP/
KLMC
Tbd
C.2 Media
Campaigns
Tbd - SNV
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SNV V4CP Inception report –October 2016
Kenya Resilience – Advocacy plan
processes
Social media campaign week
C3. Targeted
lobbying meetings
with the Pastoralist
Leadership Forum
Outcome D
Increased CSO
participation in issues
surrounding
pastoralism and
climate change at
meetings, multistakeholder platforms
and alliances with
government
and the private
sector
Outcome E
Increased Influence of
CSOs in Climate
Change Policy
 Improved political will at national and
county levels in addressing climate change
and change in public attitude towards
pastoralism (Outcome H)
 Inclusive policies, regulations and
frameworks developed, adopted and
implemented or detrimental policies
prevented (Including Customary Bills, ,
County Emergency Bills, County Climate
Change Adaptation Fund Bill, Comanagement policy, salesyards bills, NLMP,
CC Strategy, Action Plan, NCAct 2016)
(Outcome K)
 Appropriate allocation of national and
county resources addressing climate
change, with the burden on pastoralist
communities and women given specific
recognition (Outcome J)
D1. Engagements

Increased CSO visibility and buy-in on
with National and
promoting pastoralists voice in climate
County government
change policy processes

Evidence based knowledge/research
policy technocrats
products shared and discussed with
National and County government policy
technocrats
E1. Cross-sector
joint meetings – at
County and
National Levels

Increased CSO interactions with key
stakeholders in government and/or the
private sector
One week advocacy
campaign on social
media to advocate for
pastoralists’ voice in
climate change
processes
Co-convene and cofacilitate the annual
Pastoralists Leadership
Forum, Kenya
Pastoralists Week
/ASAL Forum and
Pastoralists County
Leadership Forum,
ADA Consortium
Meeting
Nov
2016
Jun 2017
Nov
2017
SNV/RAP/
KLMC/
CEMIRIDE
3
Meetings
per Year
RAP/
KLMC/
CEMIRIDE
84 Days
per
organisatio
n
(1Weekplanning,
implement
ation &
reporting)
 Workshops,
hearings, public
debates, round
tables,
commissions,
discussions, etc.
 Presentations,
comments on
statements/
documents, asking
for clarifications,
briefings, etc.
 Workshops,
hearings, public
debates, round
tables,
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SNV V4CP Inception report –October 2016
Kenya Resilience – Advocacy plan
processes


Outcome F
Increased
collaboration between
CSOs, Private Sector
and Government
F1. Joint and
collaborative
engagement with
CSOs, government
and private sector



Increased opportunity availed for CSOs
to highlight pastoralists’ climate change
issues and influence key stakeholders in
government and/or the private sector
CSO’s interests are ‘put on the agenda’
and are discussed among stakeholders in
government and/or the private sector
Formation of coalitions and alliances
Joint planning between CSOs,
government and private sector
Signed MoUs
commissions,
discussions, etc.
 Presentations,
comments on
statements/
documents, asking
for clarifications,
briefings, etc.
 Formal and informal
meetings
 Structured
engagements and
interactions
between CSOs,
government and
private sector
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SNV V4CP Inception report –November2016
Kenya Resilience – Advocacy plan
7.2 Outlook activities 2018
The Advocacy plan for 2017 will mainly implement activities that will ensure short-term outcomes are
realized. The lessons and experiences that the implementation of this advocacy plan will generate will be
incorporated into the review process of this plan by the end of 2017. The rich lessons learnt will inform on
whether some activities will be scaled up or the otherwise in 2018.
However, some of the activities captured in this advocacy plan might take a little longer in creating the
expected impacts or results. These activities are those related to influencing the existing policies of even
creating the desired polices that are expected to improve service delivery and allow livestock producers and
traders to participate in the climate policy discussions. The political nature and intrigues that surround policy
formulation and policy implementation might be some of the reasons that can cause such delay.
8. Assumptions, risks & mitigation
Assumptions
The resilience thematic group considers the following assumptions in undertaking this voice for change
partnership project:





That regular meetings with stakeholders will lead to collaborative policy advocacy initiatives such as
new relevant networks/partnerships developed to amplify the voice of pastoralists in the climate
change agenda
That policies enacted and /or reviewed will be implemented fully to promote pastoralist voice in
climate change dialogue
That gender and intergenerational issues will be considered in pastoralists’ participation in climate
change resilience initiatives.
Implementing partners will receive adequate support in a timely manner from SNV to implement
planned activities
That policy makers and bureaucrats will be responsive to our policy campaigns of amplifying
pastoralists’ voice.
Risks& mitigations

There is risk that the upcoming 2017 general election may record incidences of unrest, alter policy
development focus and thereby affect implementation of some activities during the campaign and
election period. As a mitigation strategy, project action plans will factor in the activities in the
elections and campaign calendar to take advantage of complimentary events and minimise conflicts
accordingly.

Powerful and influential actors from non-pastoralist communities may oppose or even fight initiatives
to amplify pastoralists’ voice in climate change agenda. To mitigate this, the project partners will
work with the pastoralist leaders’ forum (PLF) which provides a strong united front for advocacy of
pastoralists’ issues.

Newly elected and appointed leaders/civil servants following 2017 elections may discontinue
collaborating with the program as predecessor did. However, partners will work closely with senior
officials at ministries as well, employed by public service board and not appointed by president to
ensure continuity.
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