Kenya

FY 2001 Program Description and Activity Data Sheets

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FY 2001 Program The FY 2001 program focuses on three of the most critical development problems in Kenya, namely, good governance, economic growth focusing on the smallholder farmer, and reduction of population growth. USAID is committed to ensuring Kenya graduates from U.S. assistance by the year 2020. In the democracy and governance program during FY 2001, USAID will continue to support civil society organizations and selected public institutions. Our aim is to support demand for sustainable reforms and improved governance in order to improve the balance of power among the institutions of governance, thereby contributing to the Agency's goal of strengthening democracy. In FY 2001, USAID will continue to focus on smallholder agriculture and agriculture markets to improve trade and efficiency. USAID still puts agricultural enterprise sub-sectors at the forefront, reflecting the great importance agriculture and private sector plays in Kenya's economic growth. While USAID aims to increase rural incomes, the Agency intends to do so by assisting selected agri-business sub-sectors, which are either in the rural areas or have strong links to the rural sector and micro, small and medium enterprises. The program will continue to emphasize microenterprise growth as the major strategy for reducing poverty and improving food security. This program is linked to the Agency goal of encouraging broad-based economic growth. USAID will use P.L. 480 Title II program to respond to Kenya's frequent drought and emergency situations. USAID support has contributed to the populations served by the P.L. 480 Title II program improving their coping strategies, which decreases the need of vulnerable populations putting their productive assets at risk in times of stress. The population-related activities will include support for clinic and community-based family planning service delivery; support for training, clinical family planning services and logistics systems; and improved reproductive health supervision systems. Child Survival and Disease fund (CSD) activities will include significant HIV/AIDS prevention, care and support activities, including selected prevention programs among targeted populations; condom social marketing; policy; research; and community-based care activities. Pilot activities designed to prevent and treat malaria, and promoted integrated management of childhood illnesses will continue. It is expected that health sector reform activities will focus on strengthening and expanding the cost sharing system. Funds from all accounts, chiefly CSD, will be used to support these efforts as they are essential to ensuring that sub-sectoral services like family planning and AIDS, are fully supported by the overall health care system. USAID natural resource management (NRM) efforts focus on development and adoption of new NRM technologies/tools/initiatives; creation of nature-based businesses; improvement of decision-making based on monitoring and analysis; and strengthening capacity of environmental advocacy groups. FY 2001 funds will be used to improve conservation of Kenya's natural resource base and effect a positive change in the behavior of stakeholders in the in management and wise use of natural resources in targeted biodiverse areas. Finally, FY 2001 funds will continue to implement programs aimed at reducing the economic impact of the August 7, 1998 bombing of the American Embassy, help all persons injured in the bombing to receive adequate medical care, and strengthen disaster response and preparedness programs. In FY2000, USAID/Kenya will submit a new Country Strategic Plan for Agency-wide review. The proposed strategy will expand the democracy and governance strategic objective. It will also split economic growth into two objectives, one dealing with agriculture and rural employment and the other with natural resource management. [an error occurred while processing this directive] ACTIVITY DATA SHEET PROGRAM: Kenya TITLE AND NUMBER: Effective Demand for Sustainable Political, Constitutional and Legal Reform Created, 615-001 PLANNED FY 2000 OBLIGATION AND ACCOUNT: $3,000,000 (DA) PROPOSED FY 2001 OBLIGATION AND ACCOUNT: : $3,000,000 (DFA) STATUS: Continuing INITIAL OBLIGATION: FY 1995 ESTIMATED COMPLETION DATE: FY 2001 Summary: USAID's democracy and governance (DG) program contributes to U.S. national security by furthering the Agency's Goal 2, Democracy and Good Governance Strengthened and the Mission Performance Plan Goal of Democratic Reform in Kenya. The strategic objective (SO) pursues two related tracks to achieve positive political reform in Kenya. USAID support for strengthening civil society organizations (CSOs) helps them to mobilize the public awareness and information needed to lobby and advocate effectively for political reforms. Simultaneously, the SO continues its focus on making the electoral process more transparent. The elections in 2002 will require President Moi to step down marking a critical juncture in the democratic evolution of Kenya. Cross cutting the SO is an emphasis on increasing women's participation, both within civil society, in the formal political arena and in conflict resolution. Key Results: Four intermediate results are necessary to achieve this objective: 1) Effective demand: The capacity of civil society groups to effectively demand political, constitutional, and legal reform must continue to improve. This effectiveness will be demonstrated by the quality of information marshaled by civil society and by its persistence and ability to pressure the government toward desired reforms; 2) Civic education: 75% of USAID-funded organizations offer civic education programs; 3) Number of regional/rural networks in existence: Organizational and outreach capacity of civil society expanded to 10 networks by 2002, and 4) Conflict resolution trainers: 250 trainers trained and deployed in target areas hit by previous ethic or religious conflict. Performance and Prospects: Due to USAID assistance, CSOs are now stronger and more active than they were five years ago and are pressuring the government to respond to their demands for constitutional and legal reforms. USAID support in the last three years has enabled CSOs to play more effectively their watchdog and enforcement role and respond equally effectively to ill-informed policies and illegal or ill-advised government actions. A clear example of this effectiveness is their response to the government-sponsored ethnic clashes of 1998. To guard against further spread of violence, CSOs together with opposition politicians correctly anticipated and uncovered preparations for clashes and promptly informed the public through the media of the areas of potential violence. This forced the Government to take preventive actions and even to initiate a series of peace-meetings. The appropriation of Karura forest, a public forest that was secretly allocated to individuals without due process involving public comment or information, has highlighted the extent to which civil society, in concert with opposition politicians, continues to insist on transparency and to demand corrective action from the government. CSOs condemned the practice of allocating Karura forest, demanded action from the government, invaded a development site at the forest and dominated the newspaper headlines for several weeks. As a result, development of a housing estate was stopped. Last year, USAID-funded CSOs and opposition politicians increasingly challenged public institutions and their officeholders for public accountability. Some of these events are unprecedented in Kenyan politics like the two momentous parliamentary non-confidence motions submitted for discussion against President Moi in 1998 and 1999, which underscored the vulnerability of the incumbent government and provided an opportunity to further expose its failings. The fact that the motion were tabled, spawned wide debate outside parliament and got the vote of some ruling party Members of Parliament is strong testimony to USAID's strategy for creating demand for sustained reform. In the wake of the August 7, 1998 American Embassy bombing, the Disaster and Emergency Response Caucus was formed. Formation of this coalition attest to CSOs' readiness to respond to critical events and readiness to press appropriate demands for reforms. The growing confidence and effectiveness of CSOs to demand reforms is supported by a recent USAID survey. On a scale of 1 to 5 (5 representing highest capacity) 20%, 60%, and 71% of respondents rated the capacity of CSOs to effectively lobby for reforms at 4-5 in 1992, 1997, and 1998 respectively. USAID's DG program places special emphasis on women. Women remain largely excluded from mainstream public institutions. With this reality in mind, the number of USAID-funded CSOs last year offering civic education focusing on women's involvement rose by 60%, exceeding the target of 40%. Together with the other donors who provided similar support, USAID can thus claim credit for the much higher visibility of various women's organizations in public life, even if their representation in most formal bodies remains meager. Within the public sector, one potentially significant achievement is the recent creation of a Parliamentary Service Commission (PSC). Members of the Commission were chosen on the last day of the current legislative session (December 16, 1999). If the Act authorizing it is fully implemented, and the Commission itself takes its mandate seriously, the National Assembly could achieve meaningful independence from the executive for the first time in Kenya's history. This could allow it to play a meaningful government oversight role while giving MPs in all parties more influence over the course of events during the transition period. Additional proposed amendments, including the removal of presidential discretion regarding the parliamentary calendar (including preemptory dissolution, leading to a "snap-election") would strengthen such institutional independence still further. Our underlying assumption here is that a more powerful legislature will not only serve to check Executive power, but will also attract much more input from the public in terms of both specific interest groups and individual citizens. Possible Adjustments to Plans: As noted, since 1995, USAID's DG program has focussed on strengthening CSOs to effectively demand political, constitutional, and legal reform. This focus was based on USAID's evaluation that public institutions were insufficiently independent of the Executive power so that efforts aimed at strengthening them would at best have no democratizing impact, and at worst serve only to further concentrate power and authority. Over time, and particularly since the re-introduction of competitive politics in 1992, the environment (aside from northern Kenya where insecurity issues appear to remain largely intractable) relevant to civil liberties has improved substantially. Civil society has now become a key player in national politics. This political advancement encouraged broader participation of citizens in the 1997 elections, which, despite misuse of state resources to the ruling party's advantage, reduced the government's parliamentary majority and - together with the uncertainties associated with succession - ushered in an era in which parliamentary processes have become more meaningful. Central here is the creation of an independent Parliamentary Service Commission, described above, as well as the more energetic performance of particular parliamentary committees. USAID will therefore look with greater interest at particular public institutions as they evolve, and evaluate whether they can be assisted directly or through several of our existing (or possible new) civil society partners. The DG strategic objective may therefore be revised to incorporate activities in support of public institutions and linkage mechanisms. The proposed new objective is "sustainable reforms and accountable governance strengthened to improve balance of power among institutions of governance." USAID hopes to take a targeted approach in its support for the public sector. It will closely monitor selected government institutions (such as the parliament and the judiciary) and provide support only if it can be confirmed that the foundations for and commitment to genuine autonomy are in place. USAID will also continue to support a robust civil society as the ultimate glue that binds citizens to the government and allows the latter to act accountably. The civil society strategy will therefore focus on mobilizing support from both the public at large and from "opinion leaders" within the Government so as to strengthen democratic governance while continuing to build CSO capacity. Other Donor Programs: There are about 15 donors in Kenya investing in DG programs. In terms of funds channeled through government institutions, the World Bank, the European Union, and United Nations Development Program lead. The leading bilateral donors are the United States and the United Kingdom. Among the remaining DG donors, the Netherlands, Sweden, Denmark, Finland, Canada and several German foundations are especially active. Principal Contractors, Grantees or Agencies: The major Kenyan grantees are: the Kenya Human Rights Commission, Institute of Policy Analysis and Research, Center for Governance and Development, National Council of Women of Kenya, the Anglican Church of Kenya, National Council of Churches and the Catholic Church. The Marquette University is a major grantee who provides a D/G training program for Kenyans in Washington, DC. Selected Performance Measures: Baseline (1997) Actual (1998) Target (2001) Weighted Effective Demand Index Increases1 3.0 3.5 4.0 Percent of USAID-supported organizations offering civic education programs focusing on women involvement 0 (1992) 51   70   Number of NGO regional/rural networks in existence   0 (1992) 7   10   Number of conflict resolution trainers trained and deployed in target areas 128   250   350   1This index is calculated by summing up the weighted values assigned to the following factors, on a scale of one to five, one being the lowest and five the highest possible score: interest groups initiate debate; local groups respond quickly to adverse actions/condition; and, relevant interest groups form coalitions. U.S. Finance Table (Microsoft Excel file) ACTIVITY DATA SHEET PROGRAM: Kenya TITLE AND NUMBER: Increased Commercialization of Smallholder Agriculture and Natural Resource Management, 615-002 PLANNED FY 2000 OBLIGATION AND ACCOUNT: $8,296,000 (DA) PROPOSED FY 2001 OBLIGATION AND ACCOUNT: $7,589,000 (DFA) STATUS: Continuing INITIAL OBLIGATION: FY 1995 ESTIMATED COMPLETION DATE: FY 2001 Summary: The major challenge currently facing Kenya is the increasing poverty brought about by a declining economy, falling agricultural production, high unemployment and low incomes. This agriculture and natural resource management objective aims to increase agriculture productivity, employment, incomes and foreign exchange earnings through a private-sector led, demand-driven transformation of agriculture from a relatively subsistence orientation to a more market-oriented production. This requires a strengthened and growing private sector that supplies high-yielding agricultural inputs, provides processing and marketing services, and absorbs surplus labor from agriculture. The objective links microenterprise development with small-scale agriculture in recognition of the synergy between the two sectors in Kenya, exemplified by the predominance of agriculture-related firms in the economy. About 78% of all micro and small enterprises (MSE) are located in rural areas and more than one-half of them are directly related to agriculture. The main activities include: 1) strengthening and making agricultural markets more competitive; 2) promoting MSE and natural resource management (NRM) related businesses; 3) increasing non-traditional agricultural exports (NTAE); and 4) promoting sustainable on-farm and other income-generating activities within communities in marginal agricultural areas to enhance their ability to move from relief dependence to development. The objective supports disaster response programs that assist victims of calamities such as floods and drought. The agriculture and natural resource management program focuses on smallholder farmer households, who constitute 80% of Kenyan households and account for 75% of total agriculture production. Included in this group are communities living in areas adjacent to Kenya's parks and reserves as well as those in the marginal agricultural areas. These households, who are predominantly subsistence-based, constitute the majority of Kenya's poor. Women own about 33% of Kenya's smallholdings. The people in the marginal areas, who are victims of chronic food shortages and natural disasters such as droughts and floods, will benefit from the humanitarian assistance and P.L. 480 programs. Key Results: The following key results are necessary to achieve this objective: 1) Strong and competitive agricultural markets: ratio of farmgate to market prices of selected commodities increased to 90%; 2) Growth in MSE employment: a 10% annual employment growth in MSEs, including NRM related businesses; 3) Growth in NTAE: a 7% annual percentage growth in NTAE; and 4) NRM investments: a 25% annual increase in NRM related investments. Performance and Prospects: Research by Tegemeo Institute of Agricultural Policy and Development showed that this program has contributed significantly to commercialization of agriculture. The proportion of maize production marketed was 34% in 1998, a slight drop from 38% in 1997. The drop was due largely to farmers switching to high-value commodities. Private sector participation increased in markets while the government's role diminished significantly. Agricultural markets have become more efficient and competitive. Farmers got better prices as shown by improvement in the farmgate-to-market price ratio for maize from 80% in 1995 to 92% in 1998. The dairy sector recorded a significant level of liberalization. As a result of USAID's grant to the American Breeders Service, milk production improved from 9 liters/cow/day in 1997 to 18 liters in 1998, while imports of U.S. bovine genetics increased by 38% in 1998, from 51,000 units in 1997. The value of horticulture exports, now a major foreign exchange earner in the Kenya, grew by 12% in 1998, exceeding the target growth of 7%. MSE employment grew by 13% exceeding the target of 10%. USAID's success in developing sustainable financial institutions that can serve the poor on a large scale was evident in the transformation of one of Africa's leading microfinance NGOs, Kenya Rural Enterprise Program, into a microfinance bank. The bank was licensed in 1999 and has commenced operations. The value of NRM-related annual investments continued to decline in 1998 due to the downward trend in tourism. However, some very positive results have been achieved due to USAID's success in leveraging investments from the private sector to invest in community-based wildlife conservation. Mwalunganje Sanctuary, located in an important elephant corridor adjacent to Shimba Hills National Reserve, attracted private sector investment of $1 million in 1997/98, while Eselenkei Sanctuary, created by a group ranch within the Amboseli ecosystem, reported a 43% revenue increase in 1998. P.L. 480 Title II program assisted communities in marginal areas to engage in sustainable on-farm activities that enhance their ability to cope with the current drought. In 1998, food-security related activities in agriculture and small enterprises were initiated in 279 communities and the proportion of food obtained from family plots was increased from 7.7% in 1996 to 39.6% in one of the communities assisted under this program. Prior to the 1997/98 El Nino rains, most parts of the country were hit by a severe drought, particularly the marginal agricultural districts of Northern and Eastern Kenya. USAID donated some 5,800 metric tones of food under the emergency program to assist the drought victims. The drought was followed by a devastating flood in the 1997/98 period, and USAID used $7 million to provide more than half a million people in the Eastern and North Eastern provinces of the country with food, medicine, water, veterinary services and restocking of livestock. In FY1998, OFDA contributed $1.0 million to UNICEF for rehabilitation of water and sanitation facilities in areas damaged by the El Nino floods. OFDA also granted Catholic Relief Services close to $500,000 to provide community human and animal health interventions and income generating activities in the Garissa District. The impact has been significant. Many water points for pastoralists have been repaired, enabling the pastoralists to better cope with the subsequent drought that has struck Kenya. In FY1999, OFDA contributed a further $400,000 to UNICEF to extend the water repair program. This funding was done to prepare pastoralists to meet the hardships of the drought gripping parts of the country. Water points in Turkana and Mandera, two areas hardest hit by the drought, have been repaired and improved, providing needed water over a broader area for pastoralists. More functioning water points means less movement for herds, thus conserving animal strength during a time of considerable stress due to reduced forage. The humanitarian program has largely succeeded in improving peoples' access to food, water and sanitation, veterinary services and capacity to manage and monitor activities that decrease vulnerability to disasters. El Nino's widespread damage to infrastructure will continue to negatively affect agriculture and the largely rural-based MSE sectors. Past gains made on the efficiency of agricultural markets have been dampened by the increased costs of transportation and the painfully slow pace of infrastructure rehabilitation is postponing any hopes for respite. Moreover, rainfall in the last two cropping seasons has been below normal and drought conditions are expected to persist into the future. These will have a negative impact on performance in the coming years. On the other hand, the Government of Kenya's trade liberalization has improved the environment for private sector participation in agricultural markets. This will have positive impact on performance, which emphasizes increased private sector capacity to drive agricultural growth. Possible Adjustments to Plans: To build on past successes and address emerging challenges in the two complementary but different sectors of agriculture and environment, this objective proposes to split into two separate strategic objectives. The proposed added objective is "Improved natural resource management (NRM) in targeted biodiverse areas by and for stakeholders." It will more explicitly link investment in the NRM sector and USAID's broader environmental objective and support more sustainable management of Kenya's vital natural resources, such as wildlife, water and forests. The existing objective will continue its focus on agriculture and rural employment, but will be modified to "Increased rural household incomes." It will retain the same direction and build on our current investments, but identify critical areas for investment in the next five years to further strengthen private sector led agricultural growth to result in increased rural household incomes. Other Donor Programs: The World Bank and the European Union are major donors in agriculture. The United Kingdom, Germany, the Netherlands and Japan support applied agricultural research, agricultural policy analysis, infrastructure development, macroeconomic stabilization, biodiversity and microenterprise. USAID is the leading donor in microenterprise sector and ranked third in agriculture. Principal Contractors, Grantees, or Agencies: Winrock International, Tegemeo Institute, Kenya Agricultural Research Institute, Food for the Hungry, Catholic Relief Services, World Vision, CARE, Adventist Day Relief Agency, Development Alternatives, Inc., Technoserve, Fresh Produce Exporters Association of Kenya, Kenya Rural Enterprise Program, Kenya Management Assistance Program, American Business Services, Appropriate Technologies for Enterprise Creation, the International Center for Economic Growth, Cooperative Bank of Kenya, Heifer Project International, Land O'Lakes, Kenya Plant Health Inspection Services Nutribusiness/ University of Pennsylvania and Sustainable Community-Oriented Development Programme (SCODP). Selected Performance Measures: Baseline (1997) Actual (1998) Target (2001) Target (2002) Percentage of smallholder maize production marketed 38% 34% 40% 50% Farm gate to market price ratio 80% 92% 92% 92% Employment in MSE (millions) 1.5 1.8 1.8 1.9 U.S. Finance Table (Microsoft Excel file) ACTIVITY DATA SHEET PROGRAM: Kenya TITLE AND NUMBER: Reduce Fertility and the Risk of HIV/AIDS Transmission through Sustainable, Integrated Family Planning and Health Services, 615-003 PLANNED FY 2000 OBLIGATION AND ACCOUNT: $8,350,000 (CSD), $6,300,000 (DA) PROPOSED FY 2001 OBLIGATION AND ACCOUNT: $9,300,000 (CSD), $8,000,000 (DFA) STATUS: Continuing INITIAL OBLIGATION: FY 1995 ESTIMATED COMPLETION DATE: FY 2005 Summary: USAID is the leading donor to Kenya's population and health program. Over the last two decades, we have provided technical, commodity and financial assistance to the national family planning program. The country's total fertility rate has dropped, from an average of eight children born to each woman in the late 1970s to 4.5 children in 1999, the most spectacular decline in fertility ever recorded in Africa. Knowledge of contraception is nearly universal and of currently married women, 39% are now using contraception. The population growth rate has decreased from 4.1% in 1980-85 to an estimated 2.2% in 1999. Had the growth rate prevailing in the early 1980s persisted, by the year 2020 Kenya's population would be 58 million versus the 41 million now projected. In spite of these achievements, the health sector in Kenya is still faced with major challenges: a large number of women have entered the reproductive age due to the high fertility rates of the 1970s and 1980s; HIV sero-prevalence has risen from 3.5% of the population in 1990 to 13.9% of all adults in early 1999; under-five mortality rates have worsened in the 1990s with child mortality increasing by some 40% during the period between the late 1980s and the mid-1990s, immunizations of children aged 12-23 months have dropped to 60% in 1998, from 79% in 1993, and; the re-emergence of infectious diseases such as malaria continue to be a major challenge to the program. These trends can only be reversed through continued vigilance and investments in health. Kenya's technical and financial capacities, in combination with resources provided by other donor partners are still inadequate to address these problems; hence, a compelling need for continued USAID presence in Kenya. The beneficiaries of this program are an estimated 14.8 million men and women of reproductive age and an estimated 4.8 million children under five years of age. Key Results: Three linked intermediate results work to achieve this: 1) Increased sector resources: improved government and coordination leads to equitable allocation of financial inputs; 2) Improved financial and management capacity of service providing institutions: increasingly market-oriented and self-reliant service providers are necessary to assure the availability of quality health care; and 3) Increased customer use of integrated family planning, HIV/AIDS, and child survival services: effective supply and demand for services must be guaranteed and sustained. Performance and Prospects: In FY 1999, a mid-term review was conducted showing that performance of USAID's bilateral population and health program is on track and continues to yield significant results from investments made to family planning, HIV/AIDS and child survival programs. USAID technical assistance to the Family Planning Logistics Unit, working within the Ministry of Health (MOH), continues to ensure timely delivery of contraceptives, vaccines and sexually transmitted infections (STI) drugs to both government and NGO service delivery points. Almost 100 million condoms were distributed during the past 12 months, and 39% of currently married women are using contraception. USAID's leadership led to the completion and dissemination of the third Kenya Demographic and Health Survey (KDHS) and use of its results is evident in current MOH program planning. For instance, the National Health Sector Strategic Plan: 1999-2004 uses KDHS family planning and child health indicators; and, a recently launched $2.6 million National Action Plan for the Elimination of Female Genital Mutilation derives its targets from the 1998 KDHS results. USAID child survival funds assisted the Government of Kenya implement the new malaria policy in target districts. USAID financial assistance to the national family planning program has also ensured sustained decline in fertility - from 8.1 in 1976 to 4.5 children per woman (one of the fastest consistent fertility declines in the world). In spite of these achievements, a gap persists between actual number of children women will bear, 4.7, and their ideal, or desired family size of 3.7 children; 24% married women in Kenya wish to stop childbearing or delay their next pregnancy but are not using family planning; one in 10 births is unintended and one in three mistimed. These show that there is still considerable unmet need for family planning and reproductive health services. As a result of active USAID engagement and support for Kenya's health reform efforts, during the year, the MOH completed its first-ever five-year National Health Sector Strategic Plan. Following this, the MOH and donors jointly commissioned a study on decentralization, the recommendations of which are currently under review at policy levels. The HIV/AIDS epidemic continues to grow, with surveillance data showing that 13.9 percent of adults 15-49 are HIV positive. President Moi, who has not previously been outspoken on AIDS, made several strong public statements in 1999 calling AIDS "a national disaster" and also giving explicit approval to condom use as a prevention measure. The President has gazetted the National AIDS Council, which was proposed in the AIDS Sessional Paper in 1997, but never implemented due to political disinterest and lack of funding. Sales of socially marketed condoms have increased to an average one million per month in 1999. Based on a new HIV/AIDS strategy developed in 1998, geographically focused community prevention programs and innovative community-based care and support programs were initiated in 1999. Possible Adjustments to Plans: In July 1998, the mission's five-year bilateral health project was extended to 10 years, to end in September 2005 with a life of project budget of $132 million. In FY1999, a collaborative mid-term review of the project was conducted with partners, stakeholders and beneficiaries. The review recommended improvements and adjustments to the original AIDS, population and health integrated assistance project. This may include a more focused geographic approach to reproductive health service delivery, more emphasis on innovative community-based child survival and increased HIV/AIDS interventions, in addition to continued engagement with GOK to move health sector reforms forward. Implementation of some of these recommendations will be reflected in the proposed 2000-2005 Country Strategic Plan. Other Donor Programs: USAID is the leading donor to Kenya's population and health program. USAID continues to work closely with other bilateral donors. The GOK, the UN Population Fund and the United Kingdom's Department for International Development (DFID) provide most of the technical and commodity support. These donors support both public and private sector reproductive health services. In HIV/AIDS, DFID, UNAIDS and the World Bank work together to support AIDS prevention programs. DFID for example, provides the condoms for USAID's "Trust" social marketing program, and USAID worked closely with UNAIDS to develop terms of reference for an Expanded Theme Group that now includes bilateral donors as well as UN Agencies. USAID also participated actively in the development of a new World Bank health sector support program that will provide major HIV/AIDS support. Under the U.S.-Japan Common Agenda, work was completed at Kenya's second largest public hospital in the area of financial management and improved infrastructure. Bilateral meetings at the ambassadorial level in New York and in Kenya during the year focused on ways the Common Agenda in Kenya could be further strengthened. Following this, a series of technical meetings produced an analytical framework for cooperation that will be refined by a Joint Project Formulation team in Couple-Year 2000. Finally, new reproductive health and child survival activities will be developed jointly with DFID in the next fiscal year. Principal Contractors, Grantees or Agencies: USAID implements activities through the GOK, 13 international private voluntary organizations/universities, and several dozen Kenyan NGOs. The local NGOs include the Family Planning Association of Kenya, Marie Stopes/Kenya, Maendeleo ya Wanawake, Kenya AIDS NGOs' Consortium and the Anglican Church of Kenya. Selected Performance Measures: Baseline (1997) Actual (1999) Target (2000) Target (2001) Total Fertility Rate 4.7 4.5 4.4 4.2 Cost-sharing revenue in the public sector (million/year) $8.5   $10.0   $11.0   $12.0   National Couple-Years of Protection (CYP) increased 1.6   2.3   2.8   3.3   Private sector condom sales (average monthly sales) 549,000 959,000 1.5m 1.8m U.S. Finance Table (Microsoft Excel file) ACTIVITY DATA SHEET PROGRAM: Kenya TITLE AND NUMBER: Meet the Critical Needs of Kenyans Affected by the Nairobi Bombing and Build Capacity to Address Future Disasters 615-004 PLANNED FY 2000 OBLIGATION AND ACCOUNT: $0 PROPOSED FY 2001 OBLIGATION AND ACCOUNT: $0 STATUS: Continuing INITIAL OBLIGATION: FY 1999 ESTIMATED COMPLETION DATE: FY 2001 Summary: On August 7, 1998, a terrorist bomb was detonated outside the American Embassy in Nairobi. The blast killed 213, including 12 Americans and 36 Kenyan staff, injured over 5,000, destroyed one building, and severely damaged many more. Effects of the bombing are widespread. Short- and long-term health and social needs include medical and hospital care, reconstructive and plastic surgeries, rehabilitation and training of the blind and disabled, and trauma counseling. Businesses were damaged and destroyed. The explosion also revealed critical weaknesses in emergency response and medical response systems. USAID designed a special objective to meet critical needs of Kenyans affected by the Nairobi bombing. Three approaches are being used: (1) reducing the economic impact of the bombing by assisting private businesses affected by the bombing, including rehabilitation and reconstruction of damaged infrastructure; (2) making it possible for all persons injured in the bombing to receive adequate medical attention by reimbursing Nairobi area hospitals for treatment cost incurred but not otherwise recoverable, and by coordinating and financing medical follow-up and rehabilitation; and (3) strengthening disaster response and preparedness programs by providing funds and/or technical assistance to local organizations. USAID will rebuild or acquire a new building for Ufundi House, which was completely destroyed and will rehabilitate the Cooperative Bank Building, which was severely damaged. Grant mechanisms are being used to meet the needs of private business owners. Additionally, USAID is reimbursing Nairobi-area hospitals for the costs (aside from bills otherwise paid) connected with the treatment of inpatient and outpatient victims of the bombing. Funding follow-up medical care includes: reconstructive surgery (mainly cranial and facial), ophthalmic surgery, orthopedic treatment, long-term psychosocial counseling, and rehabilitation. A comprehensive program of socioeconomic assistance to victims and their families is being undertaken through an umbrella grant that will allow for centralized planning for each case and sub-grants to support services and payment of benefits. Finally, blood transfusion services, capacities of Government of Kenya (GOK) and local institutions in disaster planning, coordination, and emergency medical response will be strengthened. Beneficiaries are victims requiring medical, rehabilitation, and trauma counseling services. Other beneficiaries are the Government of Kenya (GOK), businesses with damaged buildings, equipment, and infrastructure and institutions which provide emergency response and blood transfusion services. Key Results: Four key intermediate results are necessary for achieving this special objective: (1) emergency medical needs of victims met: 100% of the emergency medical needs of the bomb victims met; (2) businesses destroyed restored to operation: 80% of the micro, small and medium businesses destroyed by the bombing restored to operation; (3) counseling and follow-up services: counseling and follow-up medical services provided to about 10,000 bombing victims; and (4) disaster preparedness: ten organizations and hospitals have disaster preparedness capability. Performance and Prospects: FY 1999 funds that were appropriated for this activity have recently been made available for expenditure. USAID provided a grant to Operation Recovery (OR) immediately after the bombing and competitively bid a grant to International Federation of the Red Cross (IFRC) to provide trauma counseling and other services for victims of the Embassy bombing. IFRC and OR have provided counseling services to approximately seven thousand individuals, and from that group have an ongoing caseload. Outreach to individuals is still in process. The grants include special programs for children, outreach, and documentation. Review of programs to date indicates provision of high quality services, aggressive outreach to individuals and the business community, and well-documented cases. USAID continues to lay special emphasis on the recovery of victims receiving medical treatment and counseling services; upgrading blood supply and transfusion services; the resumption of business by small enterprises damaged by the bombing; the rebuilding and rehabilitation of damaged buildings: and the establishment of disaster preparedness systems in the GOK and organizations such as Africa Medical Research Foundation (AMREF), the Kenyan Red Cross, ambulance services and the hospitals. As a result, we have provided support to AMREF to provide follow-up medical services to bomb victims for two years. In addition to arranging for medical treatment in Kenya, AMREF has sent patients to South Africa for specialized orthopedic surgery, and to Germany for eye surgery. Three hundred eighty-eight reconstructive surgeries were successfully carried out at Kenyatta National Hospital in Nairobi. Additionally USAID is working with the Adventist Development and Relief Agency (ADRA) to provide physical therapy and vocational training to persons who became disabled as a result of the bomb blast. Family Health International was awarded a grant to improve blood safety in Kenya, and USAID is presently soliciting bids for the construction of two blood safety centers as part of this program. USAID is also assisting in paying primary and secondary school fees for three years for the children of those either killed or severely disabled by the bombing. USAID has provided grant assistance to nearly 250 small and medium-sized businesses to help them replace lost and damaged fixed assets and to restart their businesses. Grants have also been given to more than thirty of the over sixty damaged buildings assessed for assistance, and the remainder should be completed soon. A contract was awarded to rehabilitate the Co-operative Bank House, with a completion date scheduled for mid-2002. The search for purchase of a replacement building for the Ufundi Cooperative continues, and should be completed in the next months. Possible Adjustments to Plans: None Other Donor Programs: This activity complements the humanitarian and reconstruction efforts undertaken by other development partners like the United Nations Development Program, the International Federation of the Red Cross, United Kingdom, Japan, Israel, Germany, private and public hospitals, the private sector and the GOK. Principal Contractors, Grantees, or Agencies: Principal grantees include the Adventist Development Relief Agency, International Federation of the Red Cross, AMREF, Operation Recovery, and Family Health International. Selected Performance Measures: Baseline (1999) Actual (2000) Target (2001) Percent of bomb blast victims with emergency medical needs met 10 100 100 Percent of small businesses destroyed restored to operation 0 70 80 Number of bomb blast victims receiving counseling and follow-up medical services 5,000 7,000 1,000 Number of organizations and hospitals with disaster preparedness capability 5 10 -- U.S. Finance Table (Microsoft Excel file) ACTIVITY DATA SHEET PROGRAM: Kenya TITLE AND NUMBER: Improved Natural Resources Management in Targeted Biodiverse Areas by and for the Stakeholders 615-XXX PLANNED FY 2000 OBLIGATION AND ACCOUNT: $2,407,000 (DA) PROPOSED FY 2001 OBLIGATION AND ACCOUNT: $4,000,000 (DFA) STATUS: New INITIAL OBLIGATION: FY 2001 ESTIMATED COMPLETION DATE: FY 2005 Summary: Kenya's natural resources, including wildlife, are one of the country's greatest biological and economic assets. Land degradation, loss of wildlife habitat and human encroachment are posing a serious strain on the resource base, and wildlife numbers are declining in the northeast areas due to rangeland degradation. However, the numbers appear stable on the mesic savannas, particularly where community-based conservation activities have been taking place. The purpose of this proposed objective is to protect and improve management of Kenya's natural resource base in targeted biodiverse areas through profitable community management. The program will work with communities outside protected areas to effect positive changes in stakeholders' behavior and management use of natural resources. It will adopt an integrated approach, departing from the USAID's principal focus on wildlife management as a means to income and employment generation. It builds on USAID's past experience in natural resources management and addresses emerging challenges to the environment. The proposed strategy is consistent with USAID's current NRM best practices and policies of empowering local communities and the private sector to participate in, and benefit from, the wise use of natural resources. The main activities to be undertaken under the proposed objective include: 1) development and adoption of new NRM technologies/tools/initiatives; 2) creation of nature-based businesses; 3) improvement of decision-making based on monitoring and analysis; and 4) strengthening capacity of environmental advocacy groups. In addition, USAID will collaborate with the Government of Kenya, donors and other stakeholders, who will take the primary responsibility in complementary activities such as reducing encroachment and subdivision of land; improving NRM in protected areas; and improving NRM policy environment and regulatory framework. Key Results: 1) Appropriate NRM tools/technologies adopted: Percentage of key stakeholders having adopted appropriate tools/technologies; 2) Improved local decision-making based on monitoring and analysis: Percentage of target decision-makers who report using data/information provided; 3) Nature-focused business practices improved: Percentage of businesses adopting improved business practices; 4) Improved availability and analysis of data for decision-making: Number of information outputs for decision-making; and 5) Constituencies for NRM conservation established: Number of constituency groups established. The performance monitoring plan for this NRM objective has not been completed and both indicator baselines and targets have not yet been determined. Performance and Prospects: Community-based efforts for wildlife conservation have been under the SO2 program for the past five years. Results have been mixed but are showing signs of improvement despite continued difficulties in Kenya's tourism sector. The value of NRM-related annual investments in 1998, through the Wildlife for Development Fund, was $236,000, a continuation of the 1997 downward trend due to the decline in tourism caused by political violence, El Nino-induced infrastructural damage and the overall negative international press coverage of Kenya. The decline in NRM related investments, however, mask some very positive results achieved in the first five years of the program. A total of $480,000 was generated in revenue for communities and nearly 2 million hectares brought under community-based conservation management schemes between 1996 and 1998. Strong performance of several sanctuaries illustrates USAID's success in leveraging investments from the private sector to achieve community-based wildlife conservation. Community sanctuaries in key wildlife areas like Il Ngwesi, Mwaluganje, Eselenkei and Kimana, have strengthened partnerships with the private sector. The Mwalunganje Sanctuary attracted private sector investment of $1 million in 1997/98, while Eselenkei Sanctuary, created by a group ranch, reported a 43% revenue increase in 1998. All have successfully leveraged USAID's early investments with substantial private sector resources that increase benefits to communities living with wildlife. Major private tour operators see high growth potential opportunities in the community areas not found elsewhere in Kenya. The NRM objective will ensure that the required expertise is brought to bear on developing mutually beneficial partnerships between communities and the private sector. Achievement of this objective will be measured by the improvement of natural resources management within the targeted biodiverse areas and the engagement of stakeholders. Prospects for performance are very good. This objective's multi-institutional approach emphasizes the complementary strengths of key public and private sector organizations. There is a growing popular demand in Kenya for improved NRM and better governance of natural resources. At local levels, communities are realizing the benefits of their active participation in wisely managing their resources. Local constituencies for wildlife conservation have grown. Kenya's infrastructure is recovering, albeit slowly, and there are signs that the tourism sector, particularly inland wildlife tourism, is also slowly recovering. These favorable developments will have positive impacts on this new strategic objective's performance. Possible Adjustment to Plans: The most significant change is the separation of the NRM activities from the Mission's existing agriculture and natural resources management strategic objective to become a new one. This proposed change is based on the critical importance of natural resources to the Kenyan economy and the past USAID success and experience. The Mission will submit the proposed NRM strategic objective to USAID/W in FY2000 for approval. Allocation of resources under the NRM objective will begin in FY 2001. Other Donor Programs: USAID is a small donor in the environment sector in Kenya. The European Union, the lead donor, has been participating with USAID in community wildlife conservation programs. Other donors include The World Bank, United Kingdom, Japan, European Union and the Netherlands. The UNDP/Global Environment Fund supports a program to reduce loss of biodiversity and to build institutional capacity in biodiversity conservation. Finland and Belgium both work in forestry, and the Netherlands working on wetlands preservation. Principal Contractors, Grantees or Agencies: Kenya Wildlife Services, African Wildlife Foundation, Pact, Inc., and Laikipia Wildlife Foundation. Other grantees and contractors will be brought on board as implementation proceeds. Selected Performance Measures: Baseline (1999) Target (2001) Target (2002) Percentage of decision-makers who report using data/information provided TBD TBD TBD No. of businesses adopting improved business practice TBD TBD TBD No. of NRM constituency groups established TBD TBD TBD Percentage of stakeholders having Adopted NRM tools TBD TBD TBD U.S. Finance Table (Microsoft Excel file)

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