1. business and industrial
2. hospitality industry
3. event planning

HSNP2
2014-2017
CONTENT

Context

HSNP2 overview

Expected results

The implementing structure

Role of the NDMA

Relationship to NSNP

Achievements

Questions?
CONTEXT
1. ASALs: 84% of land
mass; 36% Kenya’s
population.
2. Chronic poverty, drought
prone and historically
marginalized.
3. Low scores against
national development
indicators.
4. Integrated and dynamic
challenges.
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
Policy,
Planning &
Research
Resource
Mobilisation &
Advocacy
Board of
Directors
CEO
Technical
Services
Support
Services
HSNP2
HUNGER SAFETY NET PROGRAMME
NDMA
Programme Implementation &
Learning Unit (HNSP)
County Drought
Coordinators (NDMA)
County Coordinators & SubCounty Coordinators (HSNP)
Rights (HelpAge)
Mobilisation,
Rights & Grievances
Payment Service
Manager (FSD)
Payment Service
Provider
Independent Evaluation
HSNP NATIONAL COORDINATION
Steering Committee
Technical
Coordination Group
Weekly Chaired by PILU
Quarterly
Monthly
Chaired by NDMA CEO
Chaired by Drought Response
Manager
Membership:
Membership:
NDMA, DFID, PILU, FSD,
HAI, NSNP, WB, DFAT
NDMA, PILU, FSD, EB, HAI
Plus DFID
HSNP COUNTY COORDINATION COUNTY
COORDINATION
County Steering
Group
County Technical
Coordination Group
Quarterly
Chaired by NDMA
CDC
Weekly
Chaired by CDC
NDMA, EB,
SPR/HAI, other
development partners
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
Team Leader
MIS Specialist
Operations
Manager
Coordinator
Monitoring
Specialist
Communications
Specialist
Finance Officer
Finance Manager
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;
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 levelTurkana, 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)

GoK contribution to
HSNP (million Kshs)

2013/14
312
2014/15
624
2015/16
1,248
2016/17
2,496
Scalable safety net responses (HSNP and
National Drought Contingency Fund)
TOTAL
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
o
o
o
o
o
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);
Targeting and expansion plans must be in line with
NSPN’s.
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.
100% of payments being made through 2 factor
authentication: bank card + biometrics.
Grievance & redress: Functioning grievance and appeals
mechanisms: provided via NGO HelpAge Intl.
Monitoring: Regular and comprehensive Monitoring and
reporting
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. As of 1st October 2014,
65,058 accounts have been opened and carded 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…


o
o
o
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
HSNP2 Operational Manual developed and training of
staff taking place.
Communication strategy and implementation plan in
its final stage of completion
Data Sharing Protocols developed and shared with
INGOs
QUESTIONS?