Turkana, Marsabit, Mandera, Wajir NDMA

April 2014

THE HUNGER SAFETY NET PROGRAMME

(HSNP)

HUMANITARIAN PARTNERSHIP CONFERENCE, NAIROBI, 15TH

TO 18TH SEPTEMBER, 2014

SUNYA ORRE, DIRECTOR TECHNICAL SERVICES

NDMA KENYA

Overview

1. Context: ASALs

2. Objectives of HSNP

3. Phase 1: 2008-12/13

4. Results from Phase 1

5. Lessons on targeting

6. Phase 2: 2013-17

7. Expected results

8. Role of NDMA

9. Links to NSNP

10. Key issues going forwards

11. Questions?

Context: ASALs

1. ASALs: 84% of land mass;

36% of the population.

2. Chronic poverty, drought

prone & historically

marginalised.

3. Low scores against national

development indicators.

4. Integrated and dynamic

challenges.

Objectives of HSNP

HSNP is an unconditional cash transfer programme, geographically focused in the ASALs.

Aim: To reduce poverty, food insecurity and malnutrition, and promote asset retention and accumulation in poor HHs.

Uses biometric smart card to make payments via a private sector payment provider (Equity Phase 1).

Operated under Ministry of State for the Development of Northern Kenya and Other Arid Lands.

Financial support from DFID & AusAID.

4 counties: Turkana,

Marsabit, Mandera and

Wajir

Phase 1: 2008-12/13 (£40.5m)

Targets: 69,000 of the poorest HH or 496,800 of the poorest people in the 4 counties.

Beneficiaries receive regular, predictable cash transfers:

Currently Ksh 1,750 (approx. £13) per HH, per month (Ksh 3,500 every payment cycle).

HSNP 1: primarily a safety net for the chronically poor: with ability to scale up in emergencies (it increased payment value in the 2011 drought).

Phase 1: How implemented?

National and county coordination via the HSNP Secretariat under the Ministry of State for Northern Kenya and other Arid Lands.

5 components:

1. Administration: identification & registration of beneficiaries;

2. Management Information System: database of beneficiaries;

3. Payments: transfer of cash to beneficiaries;

4. M&E: monitoring & evaluation of results; and

5. Grievance procedures: feedback system for beneficiaries.

Enhanced drought

coping capacities

Increased food consumption &

dietary diversity Increased asset retention

Coping with disability Improving child welfare

Increased financial inclusion

in the ASALs: Starting a

business

How it makes a difference…

Economic empowerment for

women

Dignity for PWDs Help in old age (1)

Women as leaders Support to HIV + people Help in old age (2)

Reaching vulnerable groups…

Independently evaluated impacts

KEY MESSAGE:

HSNP is helping families to: be more food secure; hold onto their assets during shocks; and spend more on health. It is even enabling children to perform better in school. HSNP is successfully acting as safety net. It slows the slide into poverty, particularly in crisis years (e.g. drought 2011).

Mixed methods; Randomised Control Trials (2009-12)

Increased poverty reduction for HSNP HHs, compared to control group:

HSNP HHs are 10% less likely to fall into the poorest decile nationally.

Control HHs are 7% poorer on average than HSNP HHs.

The severity of poverty for control HHs is also more pronounced, to the tune of 7%.

Primary impacts: Poverty/consumption; Food security; Asset retention.

Secondary impacts: Increased health & education expenditure; Livelihoods opportunities; increased saving, borrowing, credit; reduced vulnerability to shocks; Empowerment of women; improved well-being of children and old persons.

Unintended impacts: Dependency (labour participation); Prices; Informal transfers; Social tensions; Mobility patterns.

Results after two years

Household poverty rates at baseline and follow-up 2 by

treatment status

HSNP: Lessons on targeting

Phase 1: piloted 3 approaches:

Community Based Targeting (CBT)

Social Pensions (SP)

Dependency Ratio (DR)

Findings : CBT best…but not perfect!

Proxy Means Test (PMT) more useful but not perfect!

Phase 2: will combine CBT & PMT and evaluate

the effectiveness of this approach.

HSNP: Phase 1 Key Challenges

GoK: Insecurity in ASALs; poor infrastructure network; lack of MoU; lack of a single registry

across CT programmes.

Beneficiaries: Mobile populations; missed payments; lack of ID cards; Sharing of the benefit

reducing its impact.

Administration (NGOs): Coordination of implementing partners and roles and responsibilities in

the field.

MIS: QA of data in and out; capacity to use and analyse.

Payments: Timeliness of payments; technology and technical skills of agents and beneficiaries.

M&E: Ethical issues on use of controls.

Grievance and redressal: Channels to direct complaints; scope of issues raised; and sustainability

of rights committees.

Donors: Coordination of components and partners; QA and ownership of data; QA of partner

communications.

Phase 2 : 2013/14-17 (£85.59m)

Builds on and expands Phase 1:

CHRONIC: Safety net for the chronically poor: By EoP, cash transfers for up

to 100,000HH (720,000 people) of approx. Ksh 2,700 or £19 a month paid

(5,400 per cycle) into beneficiaries bank account.

Women: approx. 52% women beneficiaries with 66% of beneficiary HHs

women headed.

ACUTE: Scalable safety net in response to crisis: 375,000 HH (reaching

approx. 2.1m people) will be carded and provided with bank accounts and

can be reached with emergency payments.

Impact: Reduce poverty, hunger and vulnerability for the poor in

Kenya’s Arid, Semi-Arid lands.

Outcome: Create better and more sustainable safety nets for poor

and vulnerable households, particularly for households in the ASALs.

Phase 2 : Expected results

Outputs:

GoK supports cash transfers for chronic and acute responses in the arid and semi-

arid lands, which are integrated within the wider National Safety Net

Programme; and

HSNP households receive timely, predictable electronic cash transfers for both

chronic and acute responses.

Key results by 2016/17:

Sustainability

Coverage and women beneficiaries

Poverty impact

Scalable safety nets for early crisis response

Relationship to NSNP

HSNP key to the delivery of NSNP results:

GoK funds HSNP in line with EDE MTP.

Targeting and expansion plans.

Strengthening MIS.

100% payments use 2 factor authentication.

Grievance & redressal mechanisms.

M&E.

Scalability.

ISSUES RAISED: NDMA

Lists of beneficiaries to receive accounts in the field

Operations manual update:

General HSNP 2

Scalability component

Complaints & Grievances Procedures Categorisation by county/ type

Reporting procedures & processes

Resolution procedures & processes (county/ central)

Clarifying R&R of diff stakeholders in the above

Reporting and M&E of on complaints received & resolved online

Training of NDMA staff

MIS use & analysis

C&G procedures

M&E

Scalability component

ISSUES RAISED: HAI

Contract discussions:

Beneficiary lists for working in the field – Sct approved list (PISP diff list?)

Staffing and capacity (HQ and field)

Support to the county technical working group/ NDMA in the field

R&G moving from paperbased MIS to electronic

Tracking and reporting on complaint resolution

ID issues and their resolution

Budget

Transition to the KHRC/ ombudsman role

Fiduciary risks with IPRS

ISSUES RAISED: FSD/ EB

Mop up of the group 1 pending accounts

List by sub-location & village by end of the week

Working with NDMA & HAI to mobilise

Will not be charged & accounts ongoing

Accounts opened cards in pocket 10%

Coordination of work plans

Communication

Complaints

IDs

275K HHs

Lessons learned

Explaining the targeting methodology

Verification of the final lists

Distribution of accurate beneficiary lists with EB

account holders

Beneficiary mobilisation

Route planning

HSNP2 2014-2017

Presented by:

HSNP2- PHASE 2 : 2013/14-17 BUDGET:

KSH.15BILLION.

Builds on and expands Phase 1: CHRONIC: Safety net for the chronically poor: By EoP, cash

transfers for up to 100,000HH (720,000 people) of approx. Ksh 2,700 or £19 a month paid (5,400 per cycle) into beneficiaries bank accounts.

Women: approx. 52% women beneficiaries with 66% of beneficiary HHs women headed.

ACUTE: Scalable safety net in response to crisis: 375,000 HH (reaching approx. 2.7m people) will be carded and provided with bank accounts and can be reached with emergency payments.

Impact: Reduce poverty, hunger and vulnerability for the poor in Kenya’s Arid, Semi-Arid lands.

Outcome: Create better and more sustainable safety nets for poor and vulnerable households, particularly for households in the ASALs.

HSNP2: EXPECTED RESULTS

Outputs:

GoK supports cash transfers for chronic and acute

responses in the arid and semi-arid lands, which are

integrated within the wider National Safety Net

Programme; and

HSNP households receive timely, predictable electronic

cash transfers for both chronic and acute responses.

Key results by 2016/17:

Sustainability

Coverage and women beneficiaries

Poverty impact

Scalable safety nets for early crisis response

THE IMPLEMENTING STRUCTURE- PILU

An internationally procured Project Implementation and

Learning Unit (PILU) within the National Drought

Management Authority (NDMA) and Accountable to CEO

NDMA and appropriately staffed with NDMA civil servants

and PILU TA team counterparts.

OBJECTIVES:

To ensure the effective management of HSNP 2 in conjunction with the National Drought Management Authority (NDMA).

To build capacity in GoK (NDMA) to implement HSNP 2 within its own structure by 2017

HSNP2 WITHIN THE NDMA

Board of Directors

CEO

Policy, Planning & Research

Resource Mobilisation &

Advocacy

Technical Services

HSNP2

Support Services

HUNGER SAFETY NET PROGRAMME N

DM

A

Programme Implementation & Learning Unit (HNSP)

County Drought Coordinators (NDMA)

County Coordinators & Sub-County Coordinators (HSNP)

Rights (HelpAge) Mobilisation,

Rights & Grievances

Payment Service Manager (FSD)

Payment Service Provider

Independent Evaluation

HSNP NATIONAL COORDINATION

Steering Committee

Quarterly

Chaired by NDMA CEO

Membership:

NDMA, DFID, PILU, FSD, HAI, NSNP, WB, DFAT

Technical Coordination Group

Weekly Chaired by PILU

Monthly

Chaired by Drought Response Manager

Membership:

NDMA, PILU, FSD, EB, HAI

Plus DFID

HSNP COUNTY COORDINATION COUNTY

COORDINATION

County Steering Group

Quarterly

Chaired by NDMA CDC

NDMA, EB, SPR/HAI, other

development partners

County Technical Coordination Group

Weekly

Chaired by CDC

HSNP County Coordinator

NDMA Drought Response Officer (DRO)

NDMA Drought Information (as needed)

SPR Partner County Coordinator

Equity Bank HSNP Supervisor/Branch Manager

PROGRAMME IMPLEMENTATION & LEARNING UNIT PILU Te

am L

ead

er Operations

Manager

MIS Specialist

Monitoring Specialist

Coordinator Communications

Specialist

Finance Manager

Finance Officer

Project Administrator

ROLES OF PILU

Management and Monitoring of HSNP2, sourcing and procurement of short term Technical Assistance. This includes Working with GoK, DFID, in the oversight of Payment Component run by the Financial Sector Deepening (FSD) Trust in Kenya.

Evaluation Component: Oversight of an independently and internationally procured and independently governed evaluation.

Rights and Grievances Component: Implemented by Help Age International (HAI)

TORS OF HSNP PILU STAFF

Team Leader oversees the PILU;

HSNP Coordinator provides liaison with NDMA and

other GoK agencies,

HSNP Operations Manager is responsible for

overseeing and managing core operational tasks at the

National level and manages HSNP County and Sub-

County Coordinators;

MIS Specialist manages the programme MIS and

provide technical support to the MIS across the

programme;

Monitoring Specialist oversees the monitoring of the

HSNP and is responsible for overseeing the evaluation of

the programme, which will be undertaken by a separate

Managing Contractor;

PILU TORS CONT’D

Communications Specialist oversees both internal

communications within the programme to HSNP2

target audience, to developing and implementing an

externally focused communications strategy;

Finance and Administration Team that provides

all necessary logistical and financial support to the

PILU;

Four County Coordinators who are responsible for

the implementation and coordination of the HSNP at

the County level- Turkana, Wajir, Marsabit and

Mandera.

Twelve Sub-County Coordinators will be

recruited across the four Programme Counties

ROLE OF THE NDMA

Oversight of implementation of HSNP &

PILU in NDMA

Ensuring GoK financing to HSNP (in line with

NSNP and EDE MTP)

Scalable safety net responses (HSNP and

National Drought Contingency Fund)

2013/14 2014/15 2015/16 2016/17 TOTAL GoK contribution to

HSNP (million Kshs) 312 624 1,248 2,496 4,680

NDMA ROLE CONT…

Reaching targeted beneficiaries

Beneficiary mobilisation

Coordination (within & between County &

National)

Directing complaints to R&G component

Monitoring Project implementation with PILU

Monitoring officer

Financing (National and County)

Scalable safety net responses (HSNP & NDCF)

Communication

RELATIONSHIP WITH NSNP

HSNP key to the delivery of NSNP results:

o GoK funds HSNP in line with EDE MTP. HSNP works closely with NSNP in achieving set indicators (DLIs) under the Programme 4 Results (P4R);

o Targeting and expansion plans must be in line with NSPN’s.

o Strengthening MIS to improve fiduciary controls and monitoring. Single registry with programme MIS’s interlinked and agreed standards for payroll controls – setting the NSNP benchmark.

o 100% of payments being made through 2 factor authentication: bank card + biometrics.

o Grievance & redress: Functioning grievance and appeals mechanisms: provided via NGO HelpAge Intl.

o Monitoring: Regular and comprehensive Monitoring and reporting

o Scalability: Working to build scalable safety nets that can respond effectively to crises

HSNP2: ACHIEVEMENTS

Registration: 381,800HHs registered across the four Counties of Turkana, Marsabit, Mandera & Wajir. 374,806HH had complete data by June 2013.

Targeting: 100,000HHs already targeted across the four Counties using modified CRA formula to distribute across the Counties. PMT and CBT was used to distribute within the Counties by October 2013.

Posting and notification of HHs already taken place across the Counties by December 2013.

IDs of targeted 100,000 HHs already take through the IPRS for validation.

Bank A/C opening began in January 2014. So far 64,258 accounts have been opened in the four Counties. Target timeline of completion is December 2014.

Payment of cycles 7: Bank A/Cs of 61,854 beneficiaries have been credited with 7 cycle payments (arrears) totaling over Kshs. 2.011billion by 20th august 2014. Bi-monthly cash value increased from Kshs. 4,600 in 2013/14 to 4,900 in 2014/15.

HSNP2 ACHIEVEMENT CONT…

Social Protection rights:

Already recruited Rights Committees across all the Counties;

National ID registration strategy for HHs without already in place, to work with NRB

C&G resolution process developed and initiated

Governance

PILU staff both National and County recruited and already working

PILU office now housed at NDMA offices

o HSNP2 Operational Manual developed and training of staff taking place.

o Communication strategy and implementation plan in its final stage of completion

o Data Sharing Protocols developed and shared with INGOs

Q&A!