pen annual report 2016...

ANNUALREPORT2016

1PENAnnualReport2016

May312017

TableofContents

ListofAbbreviationsandAcronyms...............................2

ExecutiveSummary........................................................3

FromtheExecutiveDirector...........................................5

1.Background.................................................................7

2.1DemocracyandGovernanceProgram......................9

2.1.1CSOSelfIntrospections..........................................9

2.1.2LeadershipandIntegrityBuilding........................11

2.1.3SupportToSlumBasedMediaOrganisations......15

2.2NaturalResourceManagementProgramme..........17

3.LessonsLearnt&Recommendation.........................25

4.FinancialReport........................................................26

5.Staff...........................................................................29


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ListofAbbreviationsandAcronymsCBOs CommunityBasedOrganizations

CIDP CountyIntegratedDevelopmentPlan

CS CabinetSecretary

CSOs CivilSocietyOrganizations

CSRG CivilSocietyOrganizationsReferenceGroup

GOK GovernmentofKenya

INGOs InternationalNon-GovernmentalOrganizations

NANGOS NationalNon-GovernmentalOrganizations

NDI NationalDemocraticInstitute

NGOs Non-GovernmentalOrganizations

PBO PublicBenefitOrganization

PBOs PublicBenefitOrganizations

PEN PovertyEradicationNetwork


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ExecutiveSummary

The drive for an enabling environment for civil society was a critical engagement for PEN in2016.Thisisaprocessthathascontinuedwithmuchintensityinthepast3yearsinvolvingmorethan 100 CSOs in advocating for commencement of PBO Act as a means of enhancing theenablingenvironmentforCSOsandothercitizen’sorganizations.

TheCivil Sector inKenya is going througha criticalphasewithvarious challengesand threatsfrombothwithinthesectorandalsofromwithout.TherefusaloftheGovernmenttoimplementtheprogressive2013PBOActisnottheonlychallenge.Thereducingfundingtothesectorandcontinuedintimidationofthemembersofthesectorbythestate,fragmentationofthesectorandweakleadersdenythesectorthevoiceandvibrancythatwasitsdomainsin1990s.

UnderGovernance and Democracy and Sustainable Livelihoods, PENworking in collaborationwiththeCivilSocietyReferenceGroup(CSRG)advocatedforincreasedrespectforhumanrights,genderequalityandstrengtheneddemocraticspaceatnationalandcountylevelsthatfocusedon improving enabling environment for CSOs with increased access to justice through keyinstitutions within the justice sector. There is increased cohesion of CSOs workingcollaboratively tochallengevarious legalandadministrative roadblocks thathinder realizationoffullliberationofthesector.

PENcoordinatedvariouscapacitybuildingactivitiescontained in2016–2019CSRG’sstrategicplanaimedatfullycapacitatingthesector.Keyamongthemwasthedesigningofa leadershipandintegritycurriculum,whichistobeusedtotrainCSOsleaderstobringbackeffectiveness,growthandimpacttothesector.Cumulatively,wecarriedouttwotrainingsof50participantseachfrom3countiesusingthiscurriculum.

In addition, CSO leaders held a number ofmeetings to discuss policies and issues facing thesector and planned for activities under the Democracy and Governance program. At countylevel,meetingswereorganizedbetweentheCountyExecutiveandCountyAssembliesinKajiadoKakamega, andMachakos leading to development of collaborative frameworks between CivilSocietyandrespectivedepartmentofCountyGovernmentsastheinitialactiontodevolvingtheimplementationofCivilSocietyReferenceGroup(CSRG)strategicplan2016–2019.

UndertheNaturalResourceSector,projectsinLowerEasternKenyacontinuedwithprotectionofwater resources – sand dams,wells and springs – that have been going on in the past 10years. These projects had been commissioned by PEN in the previous years and we havecontinued tosupportcommunitiesand their committees inmaintenanceandprotection.Asaresult,householdshavebeenabletointroducenewlivelihoodactivitiessuchasgreengardensandimprovedlivestockbreeds(dairygoatsforinstance).AnewwaterprojectwascommencedinMutulani,Makueni Countywhich supportedbothMutulani Secondary andPrimary Schoolswithwatertanks.Aboreholeistobesunkin2017toprovidewaterto1500households.

OnenotableimpactintheNaturalResourceSectoriswithprojectsstartedwiththehelpofPENmorethan10yearsagothatcontinuetooperatesustainablyunderthecommunity leadershipdeliveringintendedbenefitsandreducingpovertyamongstthetargetpopulation.PENisintheprocessofcarryingoutex-postevaluationontheseprojectstodocumentimpact,andtogatherlessonsthatwouldsupportscalingupofsimilarinitiativesinotherpartsofthecountry.

Webelievethatmostofourprojectshavepassedpilotandtest-to-scalephasesandrequiretobescaledupinotherareastodeliverthesamebenefits.ThisisPEN’sfocusinthecomingyears.


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ImplementationofthePBOAct(2013)willsignificantlystrengthenPublicBenefitOrganizations(PBOs)Accountabilitysystemstothesectoringeneral,andtoGovernments,DonorsandCitizens.ImplementationoftheActhasbeenacriticalengagementoftheCSOsectorsincethelawwasapprovedin2013.


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FromtheExecutiveDirectorWearehappythat2016hassuccessfullyendedimplementingthefifthstrategicplanningcyclesince PEN was established in 2001. With more than 15 years of operation, we have seentremendous changes in the civil society and communities, most of which have impactedpositively on theperformanceof the sector and community livelihoods. PEN’s projects in thenaturalresourcesectorcontinuestodeliverbenefitstocommunitiesmorethan10yearsafterthey were handed over, while themomentum to reform the NGO Act 1990, started by CivilSocietyActorsandcoordinatedbyPENhasbeena rallyingcall forall in thesector,enhancingunityofpurposethroughandcoordinationthroughCivilSocietyReferenceGroup(CSRG),nowwithmorethan100PBOpartners.

Thegreatestachievementbycivil society inKenyawasthepassageof thenewconstitution in2010aftermorethan20yearsofcampaignsbycitizens,civilsocietyandpoliticalparties.Billedas the greatest achievement in civil liberties since Kenya gained independence in 1963, itsimplementationhashowevernotbeenwithoutchallenges,withcorruptionandimpunityatalllevelsofgovernancesabotagingitsnobleprovisions.

Although the civil society in Kenya is viewed as one of the most progressive in Africa, itsinfluenceonnationalandgrassrootsagendahasbeenonarapiddeclineovertheyears.Manyofthe vibrant leaders that led the sector in1990/2000have retiredor joinedGovernment afterelectionsof2002,andmostrecentlyin2013,leavingthesectorwithyoungandlessexperiencedleaders. Furthermore, fragmentation of leadership into competing chapters has criticallywatereddowntheCSOagenda,makingitineffectiveinpushingforcriticalchangesandauditingofNationalandCountyGovernments’developmentagendas.

ThisisoneofthereasonswhyPENplacescapacitybuildingandnetworkingofCSOsasaprioritywithnurturanceof fresh leadership, strengthened self-regulationandgovernance,networkingandcoalitionbuilding.PEN,workingwithotherCSOsanddevelopmentpartners,campaignedtorepeal the 1990NGOAct and replace itwith 2013 PBOAct, as ameans of resuscitating andrevampingthesector.

Non-commencement of this Act by the Government is now the greatest hindrance to theperformance of the sector with the Government planning to amend it even before it isimplemented.Theproposedamendmentsaredeemedharmfulandwouldchangetheletterandspirit of the PBO Act as it was signed into law in 2013. There are views that 16 out of 54proposedamendmentsproposedin2015wouldactuallykillthesectorifpassed.

As we move ahead to a new strategic planning phase (2017-2019), we want to workcollaborativelywithallstakeholderstostrengthennetworkingandcreatingplatformsforCSOsandcitizenstoactdecisivelyinallthe47countiestoensurethatweachieveafullycapacitated,transparentandaccountablesectorworkingwithinanenablingenvironment.Wealsowanttoensure that innovative projects started in earlier strategy years are scaled up to reachmorepeopleandcontributedinendingpovertyinKenya.

Thankyouallforyourcontinuedsupport.Wewelcomeyoutojoinusinournextstrategicphase2017–2019aswestrivetostrengthendemocraticandcitizens’rightsagendaandcampaigntoendpovertyinKenyaandacrosstheregion.

ChrisMbiti,ExecutiveDirector.


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PBOAct(2013)asapproved,encouragesandBuildsPartnershipbetween

Government,PrivateSectorandPBOsforbetterservicedeliverytocitizens

bothatnationalandcountylevels.Thequestionmanywithinthesectorhaveis

whetheritwilleverbeimplemented.


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1.Background

There were signs towards the end of 2016 that the Cabinet Secretary for Devolution andPlanning was ready to commence the PBO Act (2013) as approved and in line with CSOsadvocacyagenda.

Thechoreographyoftheatricshowever,dominatedwithdifferentarmsofgovernment issuingcontradictoryinstructions.TheHighCourtissuedarulingthatthelawbecommencedwithin14days starting from 30th October 2016. It even lifted another of its own earlier injunctionsstopping the implementation of the law. The executive arm of government did however notrespectthisruling.Instead,theCSOdocketwassuddenlytransferredtotheMinistryofInteriorleavingthe initialmomentumandengagementwithcivil society ina limbo. It isourviewthatthe transfer was done partly to render the court order ineffective and defeat the course ofjustice.

TheCSOReferenceGroup(CSRG)coordinatedthroughPENsubsequentlywentbacktoCourttosue both the Minister and the Attorney General for contempt of court through one of itsmembers,andthematterwasstillpendingincourtbycloseoftheyear.

Stateharassmentofcivilsocietyactorshascontinuedwithmuchimpunity.SeveralCSOactorshavebeenputontheradarofharassmentsendingaclearindicationthattheGovernmentisnotkeen at respecting human rights, particularly the provisions for self-regulation as clearlystipulatedinthePBOAct(2013).TheNGOCoordinationBoardissuedacircularin2016warningexpatriatesworkingwithNGOsthatitwillnolongerberecommendingforrenewaloftheirworkpermits, citing sections of the NGO Coordination Act of 1990 that the PBO Act is meant torepeal.

The NGO Board has recently leveled accusations against CSOs in the country and givingdirectives to Government officials at sub-national levels to demand for instant production ofregistrationcertificateswhenevertheyarefoundcarryingoutanyactivity.

The road ahead is still fraught with many challenges and we call for all organizations andindividualsofgoodwillinKenyaandabroadtoworktogethertorescuethesectorfromapparentstrangulation.

KenyaneedsavibrantcivilsocietysectorthatisabletokeepGovernmentsincheckandthatisable tocontinuallypush foreffectivegovernance, transparencyandaccountability throughoutthe devolved system of government. This is one agenda that PEN seeks to pursue further toensurethatPublicBenefitOrganizations (PBOs)areoperatingwithinanenablingenvironmenttoensurethatcitizens’rightsaredeliveredatalllevels.

TheimpetusbuiltovertheyearsthroughtheCSOReferenceGroup(CSRG)needstocontinuetocreate effective CSO lobbies at county and national levels with enhanced capacity and civicagenda. Civil Society and communities have comeupwith innovations in various sectors thathavedemonstratedeffectivenessandefficacyandwewanttoworktogetherwithPBOActorsand communities to scale of these innovations with the objective of delivering sustainablebenefitstopoorpeople


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PBOActwasinitiatedbyCSOsas‘lifesaver’tothePBOsectorin2009andwasassentedbythethenPresidentofKenyaMr.MwaiKibakibeforeheleftofficein2013.Thewaittosee

thelawimplementedhastakenanother4yearsandthejourney

aheadisstillfraughtwithchallenges.


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2.KeyAchievementsandMilestones

2.1DemocracyandGovernanceProgramPEN,throughCivilSocietyReferenceGroup(CSRG),carriedoutanumberofactivitiestowardspromotion of human rights, gender equality and strengthened democratic governance atnationalandcountylevelsinordertocreateanenablingenvironmentforCSOsintheCountry.ALeadershipand Integrity trainingcurriculumwasdesigned tosupport inbuildingcapacityofCSO leaders fromthecounties.Pilot trainingcourseswereheld forCSO leaders fromNairobi,Kisii,KajiadoandKakamegacounties.

Newelections for theOversightCommittee forCSRGwerecarriedoutand thenewmembersorientedontheirresponsibilitiesandtasksahead.ThecommitteethenmetanddevelopedanactionplanthatwasimplementedandfundedthroughPEN.

AnNGOweekwassuccessfullyconvenedinKajiadoCountywhereKajiado-basedOrganizationsused the platform to showcase their work. Both the County Executive led by the Governorgraced the event and the County Assembly led by the Speaker resulting into improvedrelationshipbetweentheCountyGovernmentandcivilsocietyactors.

Amendments to the PBO Act (2013) and delay at commencing the Act by the NationalGovernment are a pending agenda for all CSOs, particularly the more than 100 that aremembersofCSRG.There isneedforstrengthenedengagementand increasedcollaborationatthe County level between County CSOs and the County Governments in deepening rights tocitizens,democracyandimplementingtheconstitution.

The membership of CSRG continued tracking and monitoring Government’s responses tomultiprongedadvocacyagendamountedbyCSOsonthePBOAct,withPENprovidingmonthlyupdatesandnextplansofaction.

AcasefiledbyCSRGispendingincourttoresolveGovernmentunwillingnessandtheatricsoverthePBOAct (2013).Keycomplains includethetransferofNGOdepartmenttotheMinistryofInteriorfromMinistryofDevolutionandPlanning,andnon-compliancetorecentcourtorderstoimplement the Act. This is a process we will continue to keep a close watch on and buildcoalitionswithvariousstakeholderstoensurethattheGovernmentlivesuptoitsownpromisetofullyabidebytheconstitution.

2.1.1CSOSelfIntrospections

PEN, in collaborationwith theCSRG,organizeda self-introspection (self-review)workshop formembersofcivilsocietytoreviewtheirperformancesasCSOsinthesectorandtogether,planhowto respondwhen thePBOAct iseventuallyenacted.TheworkshopalsodevelopedplansandmechanismofengagingCountyGovernmentsintheirvariousdimensionsofwork.

The self-reflection process resulted in increased engagement with devolved governmentsystemsinfourcounties–Machakos,Kajiado,KakamegaandNairobi.Weanticipate increaseddemand for capacitybuilding services to the sector asorganizationsdeepenandbroaden thescopeofengagementthroughthedevolvedsystem.Thisisaprocessweplantoengagemoreinthecomingyears.


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Self-retrospectionisalearningprocessthatenablestheCSOsectortostrengthenaccountability

systemstocitizens,particularlyauditing

Government’seffectivenessindeliveringservices.


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PEN,throughtheMachakosoffice,continuedtohosttheMachakosCountyCSONetworkasapilot of how CSOs can engage in other counties. The objective of this is to improve enablingenvironment for Civil SocietyOrganizations in Counties for effective servicedelivery.Workingwith CSOs and County Assembly of Machakos, PEN mobilized members of the public andmemberCSOstoparticipateinpublicengagementforumsthroughouttheCountyasrequiredbytheconstitution.Asaresult,therewasimprovementinawarenessandcontributionbyCSOsandCountyAssemblytocountyintegratedplansandbudgets.

In adrive topush for increased servicedelivery theMachakosnetwork alsoheld round tablemeetingswiththeCountyAssemblyCommitteestodialogueonissuesaffectingtheCountysuchas budget appropriation in 2016 County Fiscal Strategy Paper. This led to inclusion ofmarginalizedpeopleneedsinthebudgetandalsoequityinbudgetshareacrosstheCounty.

The Network also presented a petition on delayed/failure of recruitment of WardAdministrators in Machakos County in accordance to the County Governments Act (2012),resulting into fresh discussions at the CountyAssembly to speed up the recruitment process.This engagement has set an example on how similar initiatives can be carried out in otherCounties and PEN seeks to replicate these processes as a way of strengthening citizens’participationincounty-levelplans,budgetsandactivities.

2.1.2LeadershipandIntegrityBuildingAnumberof key civil society leadershavecontinued to leave the sector, aphenomenon thatbegan in 2003, and this has in a way left a leadership vacuum in the sector and negativelyimpacted its effectiveness. The exodus, coupled with reduced funding to the sector, hasseriously dented the capacity in service delivery and advocacy. Building CSO leaders withcapacityandvisionisthereforeacriticalpillarinenhancingtheeffectivenessofthesector.Ouroverallobjectiveistostrengthenthecapacityofthesectorandbringbackthevibrancythatwasits domain in the 1990s. Interventions are carried out through skills training as well asindividualized coaching and mentorship and coordination of civil society networking andengagementsatcountyandnationallevels.

Asafirststeptoachievethis,PENcoordinatedcapacityneedsassessmentforcounty-levelCSOsto identifyknowledgeandskillsgaps inbroadareasof leadershipandgovernance.Majorityofthe respondents indicated that they had not had any formof leadership trainingwhile thosethat had, required specific and targeted leadership up-skilling. Over 85% of the respondentsexpresseddesire for training in specific leadership skills suchas conflictmanagement, leadingand managing organizational change; setting goals and standards; managing diversity at theworkplace; working effectively with boards and committees; communicating and delegatingeffectivelyandsuccessionplanningamongothers.

Out of this needs assessment, PEN through CSRG carried out two Leadership and IntegrityTrainingsforCSOleadersdrawnfrom4counties-Kakamega,Kisii,Kajiado,andNairobi,withthepurposeofstrengtheningtheleader’sleadershipcapacityforavibrantandrespectedsector.

The leaders felt that the trainingwas timelyandhad significant impacton theparticipantsashighlighted by the case studies below. The training also covered the state of CSO sector -particularly the status of the PBO Act, issues to follow on the implementation of the law,challenges, and threats facing the sector and the need for increased accountability andtransparencyatalllevels.


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PENplanstohavethisasacontinuoustrainingforselectedCSOleadersfromdifferentcountiesin Kenya as well as have it rolled out on the "Train-the-Trainers"module, targeting the CSOmembersasameansofstrengtheningtheireffectiveleadershipandgovernance.

Likeinthe90’sthevibrancyandabilityofCSOsectortoholdgovernmentto

accountisbeingtestedonceagain.Thechallengenowisthatthesectorismorefragmentedthanitwasthen,makingit

moredifficulttodeliverondifficultprojectslikethePBOActthatrequirea

unitedfront


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CaseStudies

JohnAngasa, fromAd-Meloria inKisiiCounty,whoattendedthe firstphasetrainingconvenedon23rdto25thFebruary2016,highlightedhisachievementsafterattendingtheleadershipandintegrity training: He developed training materials on devolution, civic education and publicparticipation; and had been identified by the Kisii County as a consultant and trainer on theaboveissues.

HereportedtohavetrainedtheCountyseniorstaffi.e.DirectorsandSubCountyAdministratorsusingthedevelopedmaterials.HehasalsoheldtrainingsessionswithWardAdministrators.Hereported that he was scheduled to train Chief Officers and a second session for WardAdministrators on the same. Additionally, he reported to have developed a social auditingmanual with guidelines, methods and tools for social audit. He also mentioned that recordkeepinghadimprovedintheorganizationthatheleads.

RoseRhiga,aparticipantfromKakamega,usedtheknowledgegainedtotrainmembersofherCSOnetwork,localprimaryschoolleadershipandmembersoftheCountyAssembly.

WhileMaryMutukuofPENMachakosofficethatattendedthefirstphasetraining,reportedthatshemetwithMachakosCountyCSONetworkCommitteeandprovidedabriefof the trainingcontentandsignificanceofapplyingit indailyoperations.Shealsodeveloped2conceptnotesaimingatsupportingleadershipandintegrityatcountylevel.

Theaboveexamplesandothers,showthattheleadershipdevelopmentprogrammehashad effective change in leadership and this needs to be continued and scaled up toothercounties.


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WorkingwithSlumBasedMediaorganizationhasdemonstratedpossibilitiesthatexistinstrengtheningtheabilityofslumpeopletohavetheirvoicesheardonservicedeliveryandpolicyconcernsinKenya


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2.1.3SupportToSlumBasedMediaOrganisationsPENhassupportedthetwoslumbasedorganisations,MweluFoundationandSlumTV,tosetupfunctional management systems and strong governing bodies committed to fulfilling theirorganisations’missions. Westrengthenedtheircompliancetogoodstandardsofpracticeandreporting guidelines. Organisational development given by PEN went hand in hand with theartisticprogrammedevelopmentwherethetwoorganisationsweresupportedtobecreativeintheirmediaoutputs (Filmsandphotography)thatconveyaspirationsofslumpeople inKenya.PENalsosupportedtheslum-basedorganisationstoimprovedonorcomplianceandreporting.

Through this support, PEN facilitated the formation a network of slum based organisationscalled Alliance of Slum BasedOrganizations (ASMO). ASMOwas created to ensure that SlumBasedMediaorganisationsarewellorganisedandhaveaunitedapproachandvoiceon slumissues.Theorganisations in theASMOconsortium includeSlumFilmFestival,SlumTV,MweluFoundation,MathareFoundation,GreatPotentialAfricanYouthsandK-YouthMediaCentre.So far,ASMOhasdevelopedcertificate level FilmTechnologiesCurriculum to standardizeandimprove quality of training among member organizations and has started a film school inpartnershipwithKenyaCollegeofAccountancy(KCA)andKenyattaUniversity.Thegoalofthefilmschool istosupportyoungslumartists inbuildingvibrantfilmproductionthatareabletocompetenationallyandglobally.Ouraimistocontribute inbuildingavibrantartandfilmeconomyinKenyawhereartistsandproducers are able to create jobs and earn descent incomes from the film industry. Africaliasupportsthisinitiative.ThroughGlobalSouthProgrammeunderOrgutConsulting,PENsupportedcapacitybuildingoffourorganisations:GapLink,YoungLadiesOrganisation(YOLADA),LocalInitiativesDevelopmentAgency (LIDA) andWholistic Empowerment andDevelopment YouthOrganisation (WEYO); allwhichhavedemonstratedimprovedmanagementpracticesandcompliancebothtodonorandbestpracticegovernancestandards.


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PENensuresthatwomenliketheseinMachakosinEasternKenyahave

sustainableandcleanerwaterthroughconstructionofwaterdams,protection

ofspringsandtreeplanting.About1milliontreeshavebeenplantedin

MachakosCountyinthepast10years.


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2.2NaturalResourceManagementProgrammeThe greatest achievement under this pillar is the clear demonstration of sustainabledevelopment inmanyprojects thatwere initiatedbyPENandthatcontinue togive livelihoodsupport to families living under difficult arid conditions more than 10 years after they werehandedover.

DrinkingWaterfromanimprovedwatersourceinMuthumoPrimaryinMachakosCounty

Although the programme was negatively affected by low funding in 2016, PEN continued toactualizetheaimofprovidingsafedrinkingwaterto1,500womenandschoolgoingchildreninMutulaniPrimaryandSecondarySchools.PENalsoraisedfundsandinstalledthree10,000literwater tanks in Mutulani Primary and Mutulani Secondary schools respectively. Increasedavailabilityofcleanwaterhasreducedcasesofdiarrheaandotherwaterbornediseasesamongthebeneficiaries.Schoolattendancehasalsoimprovedamongthechildrenduetolesssicknessin project areas.Mutulani Secondary School also benefitted through a donation of 2 desktopcomputerstosupportinequippingstudentswithITskills.

Inthe lastquarterofyear2016,theprojectreceivedagranttooverseethedevelopmentofaborehole, storage tank anddistribution to serve theMutulani community and its institutions.This project once implemented will ensure improved access to clean and sustainable watersourcetoanentirecommunityofmorethan5000households(approximately30,000people).

PENalsocontinuedmonitoringandtrackingofmore than30projects in theNaturalResourceSectorearlierinitiatedthroughsupportofvariousdonors.


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Improvedmanagementoftheenvironmentplusitswatersourcesis

criticalforfoodproductionandsurvivalofcropsandlivestock.Famersin

KangundoMachakosCountybeingtaughtcropmanagement


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FarmersLearningTreeCraftinginKivavaSelfHelp-GroupsEasternKenya

Wearehappytonotethat80%oftheprojectsstartedinpreviousyearsarestillinoperation,impactingonthelivesofthepoorparticularlyofwomenandchildren.Thefollowingfurtherillustratedevelopmentchangesreportedin2016:

• In the advocacy for sustainable sand harvesting, community members continued toenforcemechanismofmanaginguncontrolled sandharvesting through formation andstrengtheningofsandharvestingsocietiesandmoreconservationgroupsinKangundo,Mwala and Kalama in Machakos. PEN particularly supported the development ofmutually agreed home grown rules on sand harvesting whereby harvesting is onlyallowed for community development projects and for individuals domestic use. As aresultthereismuchreductioninenvironmentalabusethroughunsustainableharvestingofsand.Thecommunitiesarealsoabletokeepakeeneyeandmanagetheexploitationofthisexhaustibleresourcewithimprovedenvironmentalprotection.

• Through the capacity building on the various legislations governing natural resourcesmanagement, the community members continued to lobby and petition relevantinstitutionssuchasNEMAregardingthemanagementoflocalenvironmentalresources.


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ConservingWaterandenvironmentusingSand-Dams


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Sanddamslikethis(oppositepage)helpinconservingfloodwaterandinreducingerosionanddestructionof

theenvironmentdownstream(bottompictures).Theyarealsovitalreservoirsthatconservefloodwaters

duringraintobeusedbyhouseholds’livestockandforcropfarmingduringdryspells.PENhas

supportedconstructionandmanagementofmorethan30suchwaterstructuresinlowerEastern

Kenya.


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• Community members also continued to mobilize resources for construction of sanddamsacross thedegraded rivers and streams,which act aswater reservoirs that alsohelpintrappingsandandinraisingthewatertables.Over20groupsformedinMwala,Kangundo and Kalama actively engaged in conservation activities of promoting soil,water and forest resourcesmanagement through construction of gabions, sand damsandtreeplantingcampaigns.

PENhasplantedmorethan1milliontreesinthepast10years;TreeNurseryinKyevalukiinKangundo.

• There is enhanced partnership with relevant ministries and departments such as

MinistryofWaterand Irrigation,NEMA,MinistryofAgriculture,KenyaForestServicesamong others to provide services to communities towards improving environmentalconditions.

• Overthisperiodthecommunitygroupsinvolvedinafforestationactivitiescontinuedtoplantmorethan1milliontreesinpublicplaces,degradedhills,andriparianareasthatwereplantedinearlieryears.


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What they said…. ”Since 2006 when we started partnering in tree planting activities with PEN, the environment has never looked better. There is so much change and the people are now able to organize events on environment conservation like planting trees along river banks and in public places like hospitals and schools. No commercial sand harvesting activities in our areas have been reported and we have now embarked in construction of sand dams and protecting water catchment areas”.

Elizabeth Mule committee member of KADEG CBO in Kalama

“PEN has been instrumental in promoting tree planting culture among the rural communities in Lower-Eastern Region thus contributing to increased tree cover now estimated at 6.5% .The support given to community groups in form of tools and trainings to establish and manage tree nursery is good practice in promoting seedlings availability during the seasonal tree planting campaigns. Our Kenya Forest Services department will continue partnering with PEN in enhancing conservation of the forest resources by community and avert severe climatic conditions”

Jemimah Buyana, District Forest Officer (DFO) Kangundo District


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Sandharvestingisavaluableyetenvironmentallycontroversialresource.

ItemploysmanyyouthsandhelpsconstructcitieslikeNairobibutifuncontrolled,itcreatesmassive

environmentaldamagesuchaslossofvitalplantsandanimalspecies,soilerosionandlossofgroundwater.


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3.LessonsLearnt&RecommendationThePBOAct (2013) isacritical instrumentofrevampingthevibrancyandtransparencyof thePublic Benefit Organizations (PBOs) in Kenya and we are grateful we have reached thismilestonedespiteGovernment’srefusaltocommencethelaw.

ThereisneedforcontinuedsupporttothecivilsocietyinengagingdifferentplayerswithinandoutsideGovernmentforfullandunequivocalcommencementofthePBOAct.This iscritical inordertomoveforwardwiththestrategicagendaunderCivilSocietyReferenceGroup(CSRG)tooverhaul CSOs dynamics in the country with enhanced transparency, accountability andvibrancy.

Keyamongthesewillbetheimplementationofthetrainingprogrammestartedin2016toreachall47counties.FurthersupportisalsorequiredtohelpCountyCSOrepresentativestointerpretthe policy documents, Bills, Acts and other documents to simpler versions that the commoncitizens can understand and to develop engagement plans with respective counties wherecritical service delivery targeting citizens takes place. The strength of civil society to engageGovernments,tonetworkandsharewitheachotherwilldefinitelybetestedatcountylevel.

ThereisacknowledgementthatPENhascarriedouttransformativeactivitieswithcommunitiesand civil society throughout the country in theNatural Resources and Livelihoods sectors andsomeof thesepilot initiativesneed tobe scaledup.Documentationof these case studies forlesson learning and wider sharing with stakeholders would be an important first step. ThiscomprehensivedocumentationshouldlookintoPEN’s10-15yearsachievementsandsignificantchanges that have been brought by the projects on the environment, livelihoods, communityassets, socialmobilizationandcapacitybuildingaswellaspeoples’ incomesandemployment.We are convinced thatmost of implementations in the previous strategic cycles have passedproofof concept (pilot) stageandneed tobe tested to scaleor scaled-upnationallywith theobjectivesofexpandingPEN’sworkandmandatetootherareasinKenyaandEastAfricaregion.

TheengagementwithcivilsocietyundertheDemocracyandGovernancePillar isalsoacaseinpointthatneedscleardocumentationonwhathasworkedandwhathasn’tincludingproposingengagementapproachestocarryouteffectivereformswithinthecivilsocietysector.Webelievethat experiences of PEN through the CSRG since 2009 will offer vital lessons to civil societysectorinKenyaandbeyond.Thisshouldincludedocumentationoftheprocessesusedtoarriveatapprovalof2013PBOActonfilmandprintandsharedforwiderlearningandposterityoftheCivil Society Sector in Africa. We believe and are convinced that we have actually createdtransformativeprocessesinourworkinKenya.


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4.FinancialReportWewanttoexpressourappreciationtoourdevelopmentpartnersfortheirsupportin2016andinthepreviousyears.WereceivedatotalofKshs.28,748,029(USD0.29million)frommorethanfivedonorsasshownin2016(Figure1),whichwasspentwithasmalloverspentonthebudget(Figure2).

Figure1:IncomeSourcesforyear2016(28,748,029)

Figure2:ExpensesforYear2016


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TheNaturalResourceProgrammehasbeennegativelyaffectedbydecliningfundingsituationinKenyaasstatedinthebackgroundofthisreportandthishasaffectedoverallfundingtotheorganization.

Wearegratifiedhowever,tonotethatwehavemanagedtokeepourspendingwithinbudgetinthepast14yearsasshownunderfigure3below,aoutcomeoftightfinancialcontrolswithintheorganization.

Figure3:IncomeandexpenditureTrends2001-2016


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OurStaff2016


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5.StaffPENhasasmallsecretariatof6staffmembersand4fulltimeassociateconsultantsworkingforsisterconsultancyfirm,PMDC.Theentireteamconsistsof5womenand5men,whichisagoodgendermix.HoweverinPEN,thegendermixis2menand4women,atrendweareinprocessof rectifying. Figure 4 shows gendermix over the last 10 years,while Figure 5 is a functionalanalysis of staff mix (between Programme and Support). Support functions currentlyoutbalance Programme because most of the engagements are subcontracted to CSRG forimplementation.AtthesametimethecurrentstaffprovidesadequateprogrammesupportandPMDCprovidestechnicalexpertisewhenneeded.PENhasaboardof7members(2womenand5men).TheboardiscurrentlybeingrenewedandPENhopestoimprovethegendermixto2/3majoritytomeetconstitutionalbenchmarks.Figure5:


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Figure6:

pen annual report 2016...

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