ANNUAL REPORT & FINANCIAL STATEMENTS 2016
[1] Always There...
[2] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 Always There...
[3] VISION A sustainable, effective and trusted humanitarian organization serving present and future generations. MISSION As auxiliary to the national and county governments, we will work with our communities, volunteers and partners to ensure we prepare for and respond to our humanitarian and development needs. We will focus our collective capabilities and resources to alleviate human suffering and save lives. CORE VALUES • Service to Humanity: Embodying responsibility, accountability and commitment – we will faithfully execute the duties and responsibilities entrusted to us and maintain the highest ethical and professional humanitarian standards. • Integrity: We will be consistent, honest, accountable and transparent in what we say and do. We will safeguard the integrity and dignity of those we serve. • Respect: We will serve with respect, honouring the people we serve, our communities, partners and one another. We will highly value the relationships we build with our communities, partners, stakeholders and each other. • Innovation: For us, this means creating opportunities and creative solutions: we will continue to identify and explore unchartered opportunities for growth and sustainability, mitigate risks, and provide the best humanitarian services that we can. VALUE PROPOSITION “Always There”
[4] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 FUNDAMENTAL PRINCIPLES KRCS’s programmes and projects are designed and implemented according to the International Red Cross and Red Crescent Movement’s fundamental principles:
HUMANITY To prevent and alleviate human suffering wherever it may be found. Our purpose is to protect life and health and ensure respect for the human being. KRCS promotes mutual understanding, friendship, cooperation and lasting peace amongst all people.
IMPARTIALITY KRCS makes no discrimination as to nationality, race, religious beliefs, class or political opinions. It endeavours to relieve the suffering of individuals, being guided solely by their needs, and to give priority to the most urgent cases of distress.
NEUTRALITY In order to continue to enjoy the confidence of all, the Red Cross Movement does not take sides in hostilities or engage at any time in controversies of a political, racial, religious or ideological nature.
INDEPENDENCE The Movement is Independent. The national societies while auxiliaries in the humanitarian services of their Governments and subject to the laws of their respective countries, must always maintain their autonomy so that they are able at all times to act in accordance with the principles of the Movement.
VOLUNTARY SERVICE It is a voluntary relief movement not prompted in any manner by desire for gain.
UNITY There can be only one Red Cross or Red Crescent Society in any one country. It must be open to all. It must carry on its humanitarian work throughout its territory.
UNIVERSALITY The International Red Cross and Red Crescent Movement, in which all Societies have equal status and share equal responsibilities and duties in helping each other, is worldwide.
[5] Contents
[6] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 ABBREVIATIONS 8 ABOUT KRCS 10 STRUCTURE AND ACCOUNTABILITY 12 NATIONAL EXECUTIVE COMMITTEE 14 STATEMENT FROM THE GOVERNOR 16 STATEMENT FROM THE SECRETARY GENERAL 18 HIGHLIGHTS - 2016 CAMPAIGNS AND AWARDS 24
PROGRAMMES 8-55 • Water, Sanitation and Hygiene 30 • Disaster Risk Management 36 • Disaster Management Operations 40 • Organizational Development 44 • Global Fund HIV Grant 48 • Health and Social Services 52 • International Centre for Humanitarian Affairs 56
REGIONS 60-95 • Central 62 • Coast 68 • Lower Eastern 72 • North Eastern 76 • North Rift 78 • South Rift 84 • Upper Eastern 90 • West Kenya 92
SUPPORT UNITS 96-111 • Strategic Partnerships & Resource Mobilisation 98 • Information Communication and Technology 102 • Internal Audit and Risk Management 104 • Legal Department 105 • Logistics and Warehousing 106 • Monitoring, Evaluation, Accountability and Learning 108 • Public Relations and Communications 110
FINANCIAL REPORT 112-138
NEC MEMBER PROFILES 140
KRCS COMMITTEE MEMBERS 142
LIST OF DONORS 144
[7] ABBREVIATIONS
AARs After Action Reviews DOT Digital Opportunity Trust ACF Action Contre la Faim DREAMS Determined, Resilient, Empowered, AIDS ACS American College of Surgeons Free, Mentored and Safe Girls ACTED Agency for Technical Cooperation and DREF Disaster Response Emergency Fund Development DRM Disaster Risk Management AGM Annual General Meeting DRO Daadab Refugee Operation AIDS Acquired Immune Deficiency Syndrome DRR Disaster Risk Reduction ANC Ante Natal Care ECOSEC Economic Security APHIAplus AIDS Population Health Integrated EED EED Advisory Limited Assistance EMR Environment Management and Restoration ASAL Arid and Semi-Arid Lands EU European Union AtC Accountability to Communities FBOs Faith Based Organizations ATLS Advanced Trauma Life Support FSL Food Security and Livelihood AYSRH Adolescence Youth, Sexual and GAM Global Acute Malnutrition Reproductive Health GEC Girl Education Challenge BIDP Bomet Integrated Development Programme HEI HIV Exposed Infants BIHC Boma International Hospitality College HIV Human Immunodeficiency Virus CBET Competency Based Education and Training HSS Health and Social Services CBOs Community Based Organizations IAVE International Association For Volunteer CBRDRT Community Based Regional Disaster Efforts Response Team ICHA International Centre for Humanitarian CCA Climate Change Adaptation Affairs CLTS Community Led Total Sanitation IEBC Independent Electoral and Boundaries CSOs Civil Society Organisations Commission CSR Corporate Social Responsibility IEC Information, Education and Communication CSS Community System Strengthening IFRC International Federation of Red Cross and CTP Cash Transfer Programme Red Crescent Societies CTU Cholera Treatment Unit IFSL Integrated Food Security and Livelihood DFID Department for International Development IGAs Income Generating Activities DHIS District Health Information System IHOP Integrated Health Outreach Project DM Disaster Management KEPSA Kenya Private Sector Alliance DM-Ops Disaster Management-Operations KEWASNET Kenya Water and Sanitation Civil Society Network
[8] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 KHSSP Kenya Health Sector Strategic Investment PR Public Relations Plan PRRO Protracted Relief and Recovery Operations KIRA Kenya Inter-agency Rapid Assessment PRSK Public Relations Society of Kenya KMA Kenya Medical Association PWID People Who Inject Drugs KNASF Kenya National AIDS Strategic Framework RCAT Red Cross Action Team KNBTS Kenya National Blood Transfusion Services RCRC Red Cross Red Cresent KRCS Kenya Red Cross Society RDRT Regional Disaster Response Team Ksh Kenya Shillings RMNCAH Reproductive, Maternal, Newborn, Child M&E Monitoring and Evaluation and Adolescent Health MaPIA Maji Performance and Innovation Awards SAF Safer Access Framework MCI Mass Casualty Incidence SDG Sustainable Development Goal MEAL Monitoring, Evaluation, Accountability and SGBV Sexual Gender Based Violence Learning SIDA Swedish International Development MHM Menstrual Hygiene Management Assistance MIS Management Information System SMS Short Message Service MISP Minimum Initial Service Package SOP Standard Operating Procedures MNCH Maternal, Newborn and Child Health SR Sub Recipient MOH Ministry of Health SSK Surgical Society of Kenya MOU Memorandum of Understanding TB Tuberculosis MOU Memorandum of Understanding TICAD Sixth Tokyo International Conference on MOW Ministry of Water Africa’s Development MSM Men Who Have Sex With Men TVET Technical Vocational Education and Training NCDs Non-Communicable Diseases UNFPA United Nations Population Fund NDMA National Drought Management Authority UNICEF United Nations Children’s Fund NDRT National Disaster Response Team URR Urban Risk Reduction NFIs Non-Food Items VfM Value for Money OD Organizational Development VSO Voluntary Service Overseas ODF Open Defecation Free VSO Voluntary Services Organisation PLHIV People Living With HIV WASH Water, Sanitation and Hygiene PMER Planning, Monitoring, Evaluation, Reporting WFP World Food Programme PMTCT Prevention of Mother to Child Transmission YES Youth Engagement Strategy of HIV PNS Participating National Societies
[9] About Kenya Red Cross Society
[10] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 he Kenya Red Cross Society (KRCS) was established on 21 December 1965 by the Kenya Red Cross Society Act Chapter 256 of the Laws of Kenya, as a Tvoluntary aid Society auxiliary to the public authorities in the humanitarian field. Its Constitution is based on the Geneva Conventions of 1949 and their Additional Protocols of 1977 to which Kenya is a Party. KRCS was also established in accordance with the 1949 Geneva Conventions, and as the only National Red Cross Society, which carries out its activities in the Kenyan territory. In relation to public authorities, the Society maintains an autonomy, which allows it to act at all times in accordance with the Fundamental Principles of the Movement.
[11] Structure And Accountability
The Kenya Red Cross Society (KRCS) is a humanitarian organisation created through an Act of Parliament, Cap 256 of the Laws of Kenya on 21 December 1965, and is auxiliary to the public authorities (national and county governments). It is a voluntary and membership organisation.
OUR STRUCTURE KRCS operates through a network of 64 branches and eight regional offices spread throughout the country. At national level, operations are spearheaded by a management team led by the Secretary General, who reports to a national board. At the county level, KRCS is governed by a board and is administratively managed by a county branch coordinator. Each county branch has several staff and volunteers.
OUR MANDATE The Kenya Red Cross Society is mandated: • To provide relief to victims of catastrophe or disasters. • To carry on and assist in the work for the improvement of health, the prevention of diseases and reduction of suffering in times of peace or war. • To provide aid to the sick, wounded and non-belligerents in times of war, to prisoners of war and civilian and relieve the effects of war. • To promote the Junior Red Cross Movement among the youth of all races. • To propagate the ideals and humanitarian principles of the Red Cross, with a view to developing a feeling of solidarity and mutual understanding among all human beings and all nations.
OUR WORK • Water, Sanitation and Hygiene Department: Focuses on hardware activities, which encompass physical infrastructure development, and Software activities, which encompass community capacity building in hygiene promotion and project management.
[12] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 • Disaster Risk Management Department: Focuses on Disaster Risk Reduction, Climate Change Adaptation, Food Security and Livelihood and Environment Management and Restoration. • Disaster Management-Operations Department: Focuses on Protracted Relief and Recovery Operations (PRRO), Refugee operations in Dadaab and Kalobeyei, Tracing and Restoration of Family Links and Disaster Management Strengthening. • Organizational Development Department: Focuses on Institutional Development and Governance, Youth and Volunteer Management, Membership Management and Dissemination. • Health and Social Services Department: Focus Curative, Preventative and Promotive health care service among the most vulnerable; advocacy and informing policy; demand creation for service uptake; health care services provision; health systems strengthening, including community health systems strengthening, capacity enhancement and infrastructural support, blood donation and nutrition. • International Centre for Humanitarian Affairs: Focuses on Research, Policy and Advocacy, and Training. • Global Fund: Focuses on Prevention of Mother to Child Transmission, Care and Support, Most at Risk Populations, HIV Testing and Services, Post Exposure Prophylaxis and Leadership and Governance • E-Plus Ambulance Services (Affiliate): Focuses on emergency medical services, First Aid training and the sale of First Aid kits.
OUR PARTNERSHIPS Partnerships are the foundation of the work of KRCS. By working with various partners including, multilateral, and bilateral, such as the corporate sector, governmental and individual donors at macro and micro levels, KRCS makes a meaningful contribution to the alleviation of suffering throughout the country. KRCS also drives policy and thought-leadership in the humanitarian field.
OUR COMMITMENT TO ACCOUNTABILITY KRCS is committed to meeting international standards of quality and accountability, while ensuring communities have a say in planning, implementing and evaluating the response. KRCS measures its impact through monitoring activities, as well as conducting internal and external evaluations. In all practices, KRCS works with professionalism and transparency.
[13] NATIONAL EXECUTIVE COMMITTEE
1 DR MOHAMUD SAID 1 DR ABBAS GULLET Governor Secretary
1 LUCY MURIUKI 1 TACHE BONSA 1 EDWARD GAKUMO Committee Member Committee Member Committee Member
1 NASSIR MOHAMMED 1 ROYAL SHISIYA 1 PASCHAL MBECHE Committee Member Committee Member 1st Deputy Governor
[14] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 1 ABDINOOR HUSSEIN 1 DR MUHAMMAD SWAZURI Committee Member Committee Member
JAPHET KOECH 1 JULIANNA KAMAU 1 AARTI CHOTAI National Youth Chairman Treasurer Committee Member
1 HON. GEOFFREY KORIR 1 JOHN KENDUIWO 1 QUINTER ATIENO 2nd Deputy Governor Committee Member Committee Member
[15] STATEMENT FROM THE GOVERNOR
The year 2016 was very successful for the Kenya Red Cross Society (KRCS). I would like to thank all volunteers, members, staff and stakeholders for the support you have offered this organisation.
The year began with the adoption of the new Strategic Plan 2016- 2020, which focuses on delivering humanitarian excellence as its fundamental purpose through a blend of building strategic partnerships, development of human and organizational capacity and ensuring resource and financial sustainability.
As a Board, we took this new strategy seriously and were involved in the rigorous effort of ensuring it is cascaded down to the sub- counties, counties, regional and national committees with support from the KRCS management.
I, therefore, Following the KRCS election of new Board Members from the sub- county to the national levels, governance training sessions were applaud both the conducted across the eight regions of the country with the objective of equipping the newly elected governance Boards to perform their KRCS management roles in the counties and branches. and the This was a very important activity, since the newly elected committee members needed to fully understand the KRCS policies in relation governance teams to their oversight role on internal controls, as well as their roles and responsibilities towards achieving a well-functioning KRCS branch and for their continued eventually play a pivotal role in attaining the KRCS mission and vision. Looking back at the year 2016, KRCS aligned its structure with the commitment to Kenyan Constitution, which outlined the devolution of resources, and governance to the county level, from the branch, regional and building KRCS national level. With this new structure in place, the KRCS county branches were able to work directly with the county governments at as a leading the grassroots level, to implement activities and projects. and reputable This direct collaboration saw various county officials coming on board in 2016 as active volunteers and members of the KRCS county humanitarian branches. This then called for the National Executive Council (NEC), through the office of the Secretary General, to approve counties to organization. install “County Patrons.” This was in line with the auxiliary role that is played by the KRCS to the national and county governments, and also the provision in the
[16] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 Indeed, the presence of KRCS countrywide is marked by the volunteer spirit, which stands out as a KRCS Constitution for a patron in Article symbol of hope to those It is of utmost importance that we 20 (“The National Council may invite any put the humanitarian action at its Kenyan of eminence to accept the office in need of support. right position in today’s challenging of the patron of the Society”). world. A strong national society like ours backed by a strong volunteer network, As a result, various governors were installed youth action, competent staff and quality as County Patrons. These included, H.E. achievement, leadership will attract a strong funding Wycliffe Ambetsa Oparanya, Kakamega impact, potential for lasting base that will propel us to scale up and County Governor, H.E. Isaac Ruto, Bomet positive change and the method in which deliver extensive humanitarian service. County Governor, H.E. Professor Paul activities were performed, that is, with Kiprono Chepkwony, Kericho County creativity and innovation. The independent Our success could not have been achieved Governor, H.E. Dr. Julius Makau Malombe, judges were selected from influential were it not for the harmonious relationships Kitui County Governor, H.E. Cyprian Awiti, personalities, some of whom had participated between the governance and management, Homa Bay County Governor, H.E. Jackson in judging well-known Kenyan events. which read from the same script, but with Mandago, Usain-Gishu County Governor, Indeed, the presence of KRCS countrywide each sector understanding its role. H.E. Christopher Khaemba, Transnzoia is marked by the volunteer spirit, which I take this opportunity to thank the board County Governor, H. E. Simon Kachapin, stands out as a symbol of hope to those in and staff members who have opted to resign West Pokot County Governor, H.E. Josphat need of support. This is one of the key areas in line with our fundamental principles, Koli Nanok, Turkana County Governor, H.E. that receives the full support of the Board. conflict of interest policy and the Society’s Kenneth Lusaka, Bungoma County Governor, I wish to once again thank all volunteers, constitution to pursue political interests, I H.E. Eng. Alex Tolgos, Elgeiyo Marakwet on behalf of the governance team. wish them all the best. Governor, H. E. Amb. Ekur Yatani, Marsabit The year also witnessed a number of County Governor, H. E. Godana Doyo, Isiolo I, therefore, applaud both the KRCS emergencies, among them, the attacks Governor, H. E. Dr. Cleaophas Lagat, Nandi management and the governance teams in Mandera, conflicts in Baringo, Turkana County Governor, H. E. Martin Wambora, for their continued commitment to and West Pokot, drought and floods in Embu County Governor, and H. E. Joshua building KRCS as a leading and reputable various areas across the country, and not Irungu, Laikipia County Governor. humanitarian organization. On behalf of the forgetting the infamous Huruma and Kisii NEC, I thank all the volunteers, members In order to celebrate and appreciate the buildings that collapsed. KRCS responded and staff who continue to work effortlessly volunteering spirit of those who help us to all these emergencies by conducting to deliver services to needy communities. meet our mandate, KRCS also held its third search and rescue operations, treating the edition of the National Volunteer Awards injured and providing counselling services. To our partners and supporters, I encourage 2016 to honor KRCS volunteers, institutions you all to continue supporting us in order Further, KRCS equally played a central and organisations that demonstrate to keep delivering the much needed role, in collaboration with the national leadership and commitment to promote humanitarian services across the country. government, in mobilizing and facilitating volunteerism within the Red Cross Red peace dialogues between communities, Crescent Movement. aimed at seeking a lasting solution to The awards were quite unique, judged continuous conflicts. according to scope, significance of
[17] STATEMENT FROM THE SECRETARY GENERAL
he year 2016 ushered in a new Strategic Plan famously referred to as Strategy 2020, a five-year plan that captures the Taspirations of the Kenya Red Cross Society (KRCS) to deliver humanitarian services in the most efficient, timely and effective manner. The strategy is already being realised through our investment in humanitarian excellence, resource and financial sustainability, strategic partnerships, as well as human and organizational capital.
We successfully held our first elections under our new constitution and elected 89 boards at the branch, region and national levels. This follows decentralization of management where KRCS now has four levels of management, with national, regional, county and sub-county offices. As a result, our programmes and operations are easily and effectively implemented at any level by KRCS staff and volunteers, A total of dedicated teams that are always ready to serve communities. A total of 17,034,174 beneficiaries were reached in 2016; 4,980,279 17,034,174 directly and 12,053,895 indirectly, through cross-sectorial projects that were implemented across the country.
beneficiaries were The Water, Sanitation and Hygiene (WASH) department continued to implement integrated WASH programmes in Bomet, Kilifi, Kwale, Taita reached in 2016; Taveta and Tana River counties, aimed at improving access to clean water, livelihoods, food security, health and nutrition. Eight mega 4,980,279 directly projects were underway in the five counties coupled with rainwater harvesting systems in 15 schools in the counties of Bomet, Kilifi and and 12,053,895 Taita Taveta. More initiatives implemented included the promotion of good hygiene within communities and improvement of sanitation, indirectly, through also in communities and schools. cross-sectorial In the area of Health and Social Services, a total of 40 projects were implemented throughout the year with a total reach of 7,214,844. projects that were They included, the Measles Rubella community mobilization, drug and substance abuse harm reduction, adolescent reproductive implemented project, enhanced maternal and child nutrition, nutrition capacity enhancement, nutrition country programme and polio eradication across the country. CORE group project, among others. Additional health interventions were executed through the Global Fund project that has KRCS as its non-state Principal Recipient. Some of the interventions centred on the prevention of HIV/AIDS among
[18] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 Eight mega projects were underway in the five counties coupled with and capacity development. In July, key populations, testing services, rainwater harvesting systems the KRCS Training School became risk reduction and supporting in 15 schools in the counties the only site in Kenya approved by the wellness centres, initiatives that American College of Surgeons (ACS) to reached 426,593 people living with of Bomet, Kilifi and offer Surgeons and Physicians Advanced HIV or affected by HIV/AIDS across Trauma Life Support (ATLS) course. This 29 counties. Taita Taveta. was done in partnership with the Surgical Society of Kenya and Innovative Canadian Over the years, the national society has losses, for Change, making Kenya the fourth in engaged in proactive projects to curb loss of incomes Africa and the only country in central and some of the common and recurring and conflict over the struggle for resources. eastern Africa accredited by ACS to offer disasters. More efforts in creating resilient The dire drought situation led to the launch ATLS as of now. communities were witnessed in 2016 through of the KRCS drought appeal that targeted 5 the implementation of 12 Integrated Food Youth empowerment remains central to counties (Kilifi, Kwale, Garissa, Tana River Security and Livelihood projects. Such KRCS where multiple projects targeting and Makueni). The affected populations projects are poised to get a boost in the the youth were implemented. We held a were supported through the direct Cash near future following a new partnership successful National Volunteer Awards event Transfer Programme, livestock destocking between KRCS and the Kenya Private Sector that acknowledged the role played by the programme, conditional food vouchers, Alliance that is keen to collaborate with the volunteers, most of whom are dedicated nutrition outreaches and rehabilitation of national society in disaster preparedness. young men and women. More youthful communal watering points. engagements were through the university The year was a busy one as a result of several The year also witnessed the opening of the chapters, income generating initiatives in disasters that occurred in the country. They Kalobeyei Refugee Camp in Turkana and some branches, youth dialogues, youth in included, the cholera outbreak where KRCS voluntary repatriation of refugees at the the Economic Security (ECOSEC) project assisted 11 counties through control and Dadaab Refugee Camp where KRCS was and the Conflict Prevention, Peace and prevention activities. Other disasters were responsible for providing lifesaving services Economic Opportunities for the Youth that the Chikungunya epidemic in Mandera in the camps. The ongoing Protracted Relief supports them to engage in economic County, floods, conflict in Baringo, Turkana and Recovery Operations continues to build opportunities. and West Pokot counties and targeted community resilience through provision attacks in Mandera. The national society In the past years, innovation has been of emergency food and cash to the most also provided support to people affected seen as the improved future for humanity. vulnerable in the arid and semi-arid counties, following the collapse of a residential KRCS has been at the forefront of while Tracing continues to restore family building in Huruma, Nairobi, and another innovations aimed at improving service links between those affected by disasters, commercial building in Kisii town. delivery. KRCS has managed to prototype armed conflicts and violence situations and smart fire sensors, introduce mobile data The 2016 drought crisis saw 1.3 million that which require humanitarian support. collection, map beneficiaries, reach out to people affected across 23 counties following At the International Centre for Humanitarian communities via an SMS platform, thus poor performance of the 2016 long and short Affairs (ICHA), more achievements were saving time and cost, recording responses rains. The situation triggered household witnessed through advocacy initiatives, on dashboards, register refugees using food insecurity, malnutrition and increased policy formulation to guide implementation biometric registrations, among many other risk of disease outbreaks, vegetation deficit, of KRCS programmes, as well as training innovations. The overall goal is to ‘Innovate drying up of water pans, large scale animal
[19] for Humanity’ and improve lives. have earned KRCS accolades from external and evaluation, as we can only move forward actors in recognition of the outstanding when equipped with adequate information The KRCS mobile application is one such commitment to humanitarian issues, and analysis of our performance through innovation launched in April 2016 and and demonstration of excellence in the such annual reports. currently the most advanced humanitarian Information Communication and Technology aid application on mobile Android and iOS As you peruse this report, you will realise that industry. platforms. The platform continues to ease this was a year filled with colossal activities the implementation of our humanitarian All the above engagements were monitored and achievements. KRCS scooped two major work in Kenya and across the borders and evaluated to ensure efficiency, awards during 2016 Public Relations Society by just a click of the button. It empowers effectiveness, impact and sustainability, of Kenya where the national society’s History people to connect, talk and engage with necessities that guide the achievement Book won the best publication of the year the national society through simple, easy of our objectives and progress. KRCS award, while the KRCS mobile app won the to use key features. Such achievements appreciates the importance of monitoring best new media award of the year. We also
[20] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 got nominated in the public relations event Africa tribute event held in November 2016, of the year award for National Volunteers behind MPESA and ahead of Safaricom. Awards where we emerged second. We could not have done it all and thrived The national Society further stood tall and without the support from our partners and As you peruse proud during the first Maji Performance well-wishers, local and international, who and Innovation Awards (MaPIA), where the stood with us throughout 2016. We sincerely this report, you WASH programme emerged overall winners thank you all and look forward to greater will realise that this in the Civil Society Organization category partnerships in 2017. for its exemplary performance through use was a year filled with of approaches that engender innovative solutions. The climax was when KRCS was colossal activities and awarded the second biggest brand in Kenya during the 2015/2016 Super Brand East achievements.
[21] THE YEAR IN NUMBERS
HEALTH AND SOCIAL SERVICES
Male DIRECT Female 1,486,889 BENEFICIARIES 1,428,580 2,915,469
Male Male 217,562 351,946
INDIRECT BENEFICIARIES GLOBAL 1,729,845 DISASTER DIRECT INDIRECT INDIRECT DIRECT FUND HIV BENEFICIARIES BENEFICIARIES BENEFICIARIES BENEFICIARIES EMERGENCY 462,593 2,132,965 3,450,455 690,091 ROUND 10 OPERATIONS
Female Female 209,031 338,145 Total Direct Beneficiaries: 4,980,279
TOTAL NUMBER OF BENEFICIARIES 17,034,174 Total Male Indirect Male 41,326 Beneficiaries: 134,243 12,053,895
Disaster WATER AND DIRECT INDIRECT INDIRECT DIRECT BENEFICIARIES BENEFICIARIES BENEFICIARIES BENEFICIARIES Risk SANITATION 81,032 405,160 INDIRECT 1,316,105 263,221 BENEFICIARIES Management 3,019,365
Female Female 39,706 128,978
Male DIRECT Female 307,975 BENEFICIARIES 295,898 603,873
ORGANISATIONAL DEVELOPMENT AND COUNTY MANAGEMENT
[22] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 [23] HIGHLIGHTS - 2016 CAMPAIGNS AND AWARDS
Superbrands Awards KRCS was awarded the coveted Superbrands, during the Superbrands East Africa 2015/2016 Awards ceremony held in November 2016. KRCS was second behind MPESA, a mobile cash company. The recognition confirmed the KRCS as a solid brand among the top brands in East Africa. This is not the first time that KRCS is appearing among the top ten giant brands in East Africa. KRCS has received recognition since 2011. Superbrands, which is the largest independent arbiter on branding, pays tribute to exceptional brands in over 88 countries globally.
Public Relations Society of Kenya Awards KRCS scooped two major awards in the 2016 Public Relations Society of Kenya (PRSK) Awards held in November 2016. The KRCS History Book won the Best Publication Of The Year Award, while the KRCS Mobile App won the Best New Media Award Of The Year. The national society was also nominated in the Public Relations (PR) Event Of The Year Award, which was won by another organisation.
[24] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 Maji Performance and Innovation Award The Kenya Water and Sanitation Civil Society Network (KEWASNET), the Ministry of Water and Irrigation, the Swedish International Development Assistance (SIDA) and the Kenya Private Sector Alliance (KEPSA) held the first Maji Performance and Innovation Awards (MaPIA) in May 2016. During the event, the KRCS WASH programme emerged overall winners in the CSO category. MaPIA 2016 sought to recognize outstanding contribution by CSOs, government agencies, individuals and private sector for exemplary performance and innovations geared towards increasing access, improving quality, promoting conservation and governance in the water and sanitation sector.
National Volunteer Awards KRCS acknowledges that its volunteers are its backbone and has made great strides in strengthening volunteerism through initiatives that encourage and promote volunteerism as a meaningful undertaking countrywide. As a result, the KRCS Youth and Volunteerism programme hosted the National Volunteer Awards 2016. The event took place in June 2016 at the Boma Hotel, with over 300 guests comprising invited guests, KRCS staff and volunteers and other celebrity personalities.
Eight awardees received awards in the following categories; A. Molu Lifetime Achievement Award, Michael Sululu Volunteer of the Year Award, Youth Volunteer of the Year Award, University Chapters Volunteer Programme Award, Kenya Red Cross Annual Humanitarian Award, A Well-Functioning Branch Award, Community Service Award and Special Recognition Award.
KRCS-NIC Partnership The KRCS, in partnership with NIC Bank, launched a co-branded credit card in March 2016. The Visa-enabled NIC-KRCS Credit Card automatically gives existing and non-existing members the opportunity to sign up and donate to the humanitarian efforts nationwide. The Card also allows users to contribute towards the KRCS humanitarian activities each time they use the card. NIC Bank also generously committed to donating a portion of the revenue generated through its member’s usage of the Card directly to the KRCS disaster kitty. Users of the Card benefit from discounts at selected merchants associated with KRCS, such as E-Plus ambulance services and the Boma Hotels.
[25] CAMPAIGNS End School Fires Campaign Over 100 secondary schools were burnt down between May and July in 2016 across Kenya. The fires, which mostly targeted dormitories, destroyed school supplies and personal belongings and forced thousands of students out of school. KRCS rolled out #EndSchoolFires campaign on social media, which was aimed at bringing a stop to the fire incidences. The #EndschoolFires hashtag was the number one topic in the country on 28 July 2016 and trended for almost 72 hours. Upto 3 million people were reached through the campaign.
Tree Challenge Campaign
The #TreeChallenge campaign geared towards mobilizing Kenyans and individuals living in Kenya to plant five million trees in an hour and set a new Guinness World Record for the most number of trees planted in one hour in multiple locations across Kenya. The November 2016 event focused on contributing to Kenya’s forest cover and building a sense of ownership for the environment among Kenyans. The event did not take place as scheduled, due to the delayed onset of rains that would have resulted to a massive loss of tree seedlings.
Collapse of Huruma Building On 29 April, KRCS received reports of a collapsed six-storey residential building in Huruma, Nairobi. The building with 24 units on each floor, collapsed following the heavy rains trapping unknown number of people who were in the building at the time of collapse. KRCS activated its response teams to support the community members in rescue efforts of people reported to have been trapped under the rubble. Through social media, KRCS was instrumental in sharing updates and keeping Kenyans informed of the situation during the time. KRCS also used its social media platforms to call for donations that saw a lot of support offered by Kenyans. A total of 4.2 million people were reached through social media.
[26] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 Shinda Washinde Raffle In November 2016, KRCS launched a raffle dubbed “Shinda Washinde” which means “Win They Win,” with a goal of raising resources for the KRCS disaster kitty. During 2016, the raffle gave the Kenyan audience an opportunity to play and win, with all proceeds thereafter channeled to Kenyans in need of humanitarian assistance. The raffle included a weekly TV show that created awareness on the multiple roles of the KRCS serves in making a positive difference. There is also a positive social media push to showcase the raffle to various audiences online.
Measles/Rubella Campaign – 19 million children targeted In mid-May 2016, Kenya rolled out a massive nation-wide Measles-Rubella campaign covering all 47 counties in Kenya and targeted 19 million children between 9 months and 14 years of age. The campaign was successful with a 96 per cent reach of the targeted population. KRCS equally employed the used of SMS (text message) broadcasting and social media to raise awareness. Through Airtel, 17 million messages were sent out and 18 million via Safaricom. On social media alone, six million users were reached by the end of the campaign.
[27] PROGRAMMES
[28] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 [29] INTRODUCTION Kenya is a water-scarce country1. The country’s economic and social developments that are anticipated by Vision 2030 requires more high quality water supply than at present. The 2030 vision for water and sanitation is WATER to ensure that improved water and sanitation are available and accessible to all. KRCS continued to play its auxiliary role to the national and county SANITATION governments through supporting the implementation of various strategies with an overall goal of the realization of key milestones under environment, AND HYGIENE water and sanitation pillars of Vision 2030. This includes conforming to sanitation and hygiene policies that have been aligned with the SDGs, whose main goal is to end poverty. Sustainable development cannot be attained without access to safe water for domestic and livelihood uses.
In the year 2016, the Water, Sanitation and Hygiene (WASH) department set out to make the realization of SDGs both likely and sustainable. In the next 15 years, the KRCS shall endeavour to “Ensure availability and sustainable management of water and sanitation for all,” in line with SDG 6. Beyond the provision of WASH services, KRCS shall contribute towards the achievement of multiple SDGs for overall poverty eradication, through its integrated programming.
KRCS is developing eight major water projects across the five counties in collaboration with the Ministry of Water (MOW) under the county governments
[30] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 KEY ACHIEVEMENTS 2.1 Stakeholders and Beneficiaries perspective
2.1.1 Projects
In 2016, KRCS implemented WASH projects in five counties; Bomet, Kilifi, Kwale, Taita Taveta and Tana River. The project summary is as follows:
Project Name Start date End date WASH in Kenya - Bomet Oct 2014 Sept 2017 WASH in Kenya – Taita Taveta and Oct 2015 Sept 2018 Kilifi Kinango IFSL Jan 2016 Dec 2017 Ganze – Dana Delta WASH project Jan 2016 Dec 2017
The department continued to implement integrated WASH programmes with key integration themes, including organizational development, livelihoods, food security, health and nutrition.
Water: To increase water access to the community, KRCS is developing eight major water projects across the five counties in collaboration with the Ministry of Water (MOW) under the county governments. The water system in Kwale County is complete and already being utilized for domestic consumption and irrigation, while the rest are under construction. KRCS is also developing rain water harvesting systems in 15 schools in Bomet, Kilifi and Taita Taveta counties. The systems are complete in Bomet and already benefitting 2,244 pupils (962 boys and 1,282 girls). The systems are still under construction in the other counties. More schools are expected to benefit once the major water pipelines are complete.
[31] Hygiene: KRCS has promoted hygiene through community mobilization, training public health officers, community volunteers and teachers on hygiene promotion, including Menstrual Hygiene Management (MHM) and sanitation marketing, hygiene promotion and cascading through health clubs in schools and communities. Use of re-usable WATER pads has been rolled out in Kilifi County with support from Afripads, with a massive SANITATION reception on the ground. Sanitation: To ensure access to sanitation in communities and schools, KRCS implemented AND HYGIENE the comprehensive sanitation marketing and Community Led Total Sanitation (CLTS). As a result, 493 latrines were constructed by community members across 46 villages in four counties. Three villages were verified as Open Defecation Free (ODF) awaiting (Cont.) certification. KRCS also constructed gender and disability appropriate latrine facilities with handwashing facilities and “talking walls” in some schools.
2.1.2 Strategic partnerships The WASH department worked closely with funding agencies, as well as national and county governments in improving water access, hygiene and sanitation. In 2016, various partnerships were created and existing ones strengthened. KRCS went in partnership with the county governments of Kilifi and Taita Taveta in undertaking various projects. The county governments are expected to boost the project budgets to ensure more people can assess water from an improved source. Each county is expected to inject Ksh 25 million into the WASH in Kenya project. On the other hand, KRCS and the Bomet County Government continued with the development of Sigor Water Pipeline, which is expected to serve more than 50,000 people with water by May 2017.
2.1.3 Community members reached The programme reached 81,032 direct beneficiaries as indicated below:
Number of males reached Number of females reached Total Total reached people living with disabilities ≤5yrs 6 to 13 to 24 25 to ≥60 yrs ≤5yrs 6 to 13 to 24 25 to ≥60 yrs 12yrs yrs 59yrs 12yrs yrs 59yrs 0 8,043 5,612 26,467 16 0 8,033 4,163 28,678 20 81,032 0
2.2 Financial stewardship • Total Planned Budget – Ksh 366,189,195 against a CAS budget of Ksh 526,199,729, representing 70 per cent pledged funds.
• Amount Raised – Ksh 302,856,849, representing 83 per cent of the pledged funds All WASH and 58 per cent against CAS budget. reports were • Amount Utilized – Ksh 267,458,000, representing 73 per cent implementation rate and 88 per cent absorption rate against pledged funds. submitted 2.3 Internal processes perspective timely to the All WASH reports were submitted timely to the donors. This was as a result of concerted effort between the field team, WASH management team and the MEAL unit. The donors. operational research for WASH in Kenya projects was initiated under ICHA to guide in decision-making at a strategic level. Baseline survey for new projects was conducted by external consultants. The MEAL unit conducted a mid-term review in Bomet County that guided project implementation strategies towards the realization of the set milestones.
[32] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 Risk management matrices were developed for each project and updated on a quarterly basis and action taken to mitigate imminent risks to the projects. The projects continuously documented lessons learned and best practices. These were cross- shared among project staff in different projects for learning.
2.4 Learning and Growth perspective Capacity enhancement of staff and volunteers has been key to enhanced quality delivery of services to the community. The software team, including project volunteers, was trained on sanitation marketing to support improvement of sanitation facilities at the community level and CLTS to appraise the community to adapt proper human waste disposal. The team was also trained on behaviour change communication to sensitize the community on the need to change behaviour and adopt proper sanitation and hygiene practices.
The hardware team (engineers) was trained on Bush Proof in Madagascar, while the finance team was also trained on management for Department for International Development (DFID) and EU contracts. The MEAL officer was trained on Real Time Evaluations, as the skills are useful for conducting evaluation during emergencies. The WASH management team was trained on Effective Humanitarian Leadership, as the skills are useful for supporting the management of the WASH projects.
[33] WATER SANITATION AND HYGIENE (Cont.)
The main challenge faced by the department is reduced funding against increased community needs.
[34] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 KEY CHALLENGES AND RECOMMENDATIONS
• The main challenge faced by the department is reduced funding against increased community needs. There are efforts to continue resource mobilizing to ensure there is continued support to needy communities.
• Exchange loss has affected and reduced the amount of resources available to implement current programmes. This has created gaps in the completion of projects, however, partnerships and funding from county governments have linked the gaps in some cases. In collaboration with the KRCS audit and finance departments, strategies have been developed to address the exchange losses.
[35] DISASTER RISK MANAGEMENT
INTRODUCTION The Disaster Risk Management (DRM) Department is responsible for programming in the areas of Disaster Risk Reduction (DRR), Climate Change Adaptation (CCA), Food Security and Livelihood (FSL) and Environment Management and Restoration (EMR). The department contributes to the strengthening of community resilience to future shocks and focuses on building institutional capacity and reducing vulnerabilities of communities affected by disaster events. This is through supporting populations at risk to withstand, cope with, adapt and quickly recover from stresses and shocks without compromising long-term development prospects, with a focus The department on efficient interventions having a lasting impact in a transformative change. The department uses an integrated multi-sectorial approach in enhancing community also initiated resilience and works with other departments at the Kenya Red Cross Society (KRCS) in developing programmes that address underlying vulnerabilities and focus on long discussions term solutions that yield sustainable change and development. This has included a holistic approach in the implementation of projects that address food security and with the Kenya livelihood, nutrition, water and health, while incorporating risk reduction and climate Private Sector change adaptation as integral cross-cutting issues. Alliance (KEPSA) KEY ACHIEVEMENTS In 2016, the department implemented a total of 12 integrated projects, mainly in to formalize a the Arid and Semi-Arid areas (ASAL) that targeted to reach a total of 1,024,206 beneficiaries. In an effort to grow the EMR arm of the department, the Tree Challenge partnership on the was launched in conjunction with the Ministry of Environment aiming to plant five million trees in one hour. Unfortunately, this initiative had to be postponed due to role of the private delay in the onset of the short rains. However, this initiative ignited discussions and partnerships with like-minded organizations and institutions and expanding these sector in DRM efforts will remain a priority for 2017.
[36] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 The department was also awarded funding running since 2012 came to an end in and will inform the development of a from the European Union (EU) Trust September 2016, after which the Urban resilience framework for KRCS. Fund for a four-year project entitled: Resilience project commenced and ‘Conflict Prevention, Peace and Economic will run for four years. The EU-funded 2.1.2 Strategic partnerships Opportunities for the Youth,’ which is being project commenced in early 2016 and will Traditionally, KRCS has received funding implemented in eight counties. These are; conclude in 2020. It will be implemented from the EU through an intermediary Garissa, Mandera, Wajir, Tana River, Lamu, in eight counties in the Coast and North partner. In this year, the KRCS (with Kilifi, Kwale and Mombasa. This project will Eastern regions. These are; Garissa, DRM taking the lead) was secured be implemented for five years and will aim Wajir, Mandera, Kilifi, Kwale, Lamu, Tana funding directly from the EU Trust Fund at engaging and working with youth at risk. River and Mombasa. to empower and support youth at risk in Advocacy remains a key area of growth for Two projects focusing on building internal alternative livelihood options. The EMR the department through policy dialogue capacities on advocacy and policy dialogue unit of the department also established projects and involvement in supporting the were implemented at the national level partnerships with like-minded organization in working with national and through the department. These included, organizations through stakeholder county governments to develop and pass a project supporting KRCS to engage meetings, the commemoration of the the DRM Bill. with the National Adaptation Plans and World Environment Day and the Tree a project on the strengthening of Civil Challenge. The department also initiated 2.1 Stakeholders and Society Organisations (CSOs) capacity discussions with the Kenya Private Beneficiaries perspective in policy. This included supporting the Sector Alliance (KEPSA) to formalize a department in executing training on partnership on the role of the private 2.1.1 Projects policy dialogue through the Strathmore sector in DRM. The private sector is one of the most affected in the event of a disaster During this period, the department University and working with the national and this partnership will enhance their implemented 12 projects, out of which, government to develop the national involvement in disaster preparedness. three were new. This included, Integrated and county government DRM Bill. The The department has continued to partner Food Security and Livelihood (IFSL) department has also been working with Access to Innovation – a network projects implemented in the following closely with the International Centre for of Danish companies and organizations counties: Moyale, Garissa, Kilifi, Makueni, Humanitarian Affairs (ICHA) to complete – to explore opportunities to implement Kitui, Siaya and Turkana. The Urban Risk the ASAL Research, which analyses KRCS innovative solutions with communities in Reduction (URR) project that had been approach to resilience programming Kenya.
[37] DISASTER RISK MANAGEMENT ...the Tree Challenge was (Cont.) launched in conjunction with the Ministry of Environment aiming to plant
2.1.3 Community members reached 2.2 Financial stewardship • Total Planned Budget for this reporting period - Ksh 458,264,392.36 • Amount Raised - Ksh 410,027,597.29 –which is 89 per cent achievement • Amount Utilized – Ksh 282,619,516.77 – which is 69 per cent of amount raised. Number of males reached Number of females reached Total Total people reached living with disabilities ≤5yrs 6 to 13 to 24 25 to ≥60 yrs ≤5yrs 6 to 13 to 24 25 to ≥60 yrs 12yrs yrs 59yrs 12yrs yrs 59yrs 1097 1,0979 24,575 90,736 1,088 1,239 12,768 27,251 92,301 1,204 263,221 117
2.3 Internal processes perspective In 2017, the The department produced an above 90 per cent timeliness in reporting to respective donors. In 2017, the department aims to work with the project teams department will to build their capacity in quality reporting. As per the KRCS Strategic Plan 2016– 2020, the main goal for the national society is to strengthen community resilience. develop a training The department has therefore been supporting a research on resilience projects already implemented, in order to establish good practices and generate learning tracker, which will to inform the KRCS resilience framework. The process will continue to 2017 where look to distribute KRCS resilience framework will be finalized. opportunities 2.4 Learning and Growth perspective The department continues to support capacity building training for staff through equally to many of existing projects. In 2016, the department staff participated in HELP course, policy and advocacy workshops, urban assessment development workshop, regional the project staff to DRR platforms, and Conference of Parties and private sector engagement fora. ensure maximum In addition, opportunities for cross learning were provided, such as organizing departmental workshops that encourage experience sharing. benefit.
[38] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 In 2017, the department will develop a training tracker, which will look to distribute opportunities equally to many of the project staff to ensure maximum benefit. The department will also encourage learning sessions to allow for others to benefit from training to which they were not able to attend.
KEY CHALLENGES AND RECOMMENDATIONS
Challenges Recommendations for 2017 Average quality of reporting Carry out training on quality reporting with each project team. Minimal documentation for the Develop DRM brochures to share with existing and potential partners; develop case studies department to show good practices and lessons learned; share project success stories on the website and other social media platforms. Formalizing strategic Ensure partnerships are established with the private sector partners that can provide partnerships for preparedness resources for strengthening preparedness of communities. Formalize partnerships through signings of Memorandum of Understanding (MoU), which hold both organizations accountable. Resource mobilization for Actively sourcing for non-conventional donors who can support IFSL projects in the value further phases of IFSL projects addition, e.g., access to markets, strengthening community structures, linking to private sector partners in Kenya and globally.
Minimal integration of Enhance environmental management and restoration to be integrated in programming. environment /eco systems into projects.
[39] training to which they were not able to attend.
2 KEY
DISASTER MANAGEMENT OPERATIONS
There was
residential INTRODUCTION building collapses The Disaster Management-Operations (DM-Ops) department deals with disaster preparedness, disaster response and early recovery interventions within KRCS. in Huruma in These range from natural disasters, such as droughts and floods, to human- induced, such as conflicts, acts of violence, road traffic crashes, fires, building Nairobi and collapses, and emergencies such as epidemics. Programmes within the department include; another collapse • PRRO: Implemented in partnership with World Food Programme (WFP) to support communities that are chronically food insecure. The programme of a commercial focuses on building community resilience through provision of emergency food and cash to the most vulnerable in ASAL counties. The programme building under also supports development of community assets through cash for work construction in projects. Kisii town ...
[40] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 • Refugee operations in Dadaab and Kalobeyei: KRCS is providing lifesaving services in the camps, including health and nutrition services (primary, secondary and tertiary health services), supply of portable water and providing hygiene and sanitation services. Other programmes include; SGBV, prevention and response, and support to community livelihoods and rehabilitation of the environment within and in the hosting communities around the camps. • Tracing and Restoration of Family Links: Supports in maintaining and restoring family links between those affected in disasters, armed conflicts, situations of violence and situations that require humanitarian support. It is implemented in the refugee camps in four camps in Dadaab and 2 camps in Kakuma, as well is in major disasters and emergencies in the country. • DM-Strengthening: Aims at strengthening the KRCS disaster preparedness and response capacity, and reduce the impact of disasters on communities.
KEY ACHIEVEMENTS 2.1 Stakeholders and Beneficiaries perspective
In 2016, KRCS was involved in a number of disaster relief operations and emergencies. DM-Ops responded to a Cholera epidemic that affected 30 out of the 47 counties in the country. The epidemic begun in December 2014 and the country experienced sustained transmission for close to two years. KRCS support its prevention and control in 11 counties namely; Mandera, Wajir, Garissa and Baringo, (counties with limited accessibility by other humanitarian actors based on heightened insecurity), as well as Mombasa, Nairobi, Kisumu, Migori, Siaya, Isiolo and Marsabit counties.
KRCS also responded to the Chikungunya epidemic that affected Mandera County, as well as floods in Taita Taveta, Turkana, Nairobi and Kwale counties. Further, the department coordinated response to conflicts in Baringo, Turkana and West Pokot counties as well as targeted attacks by external aggressors in the border county of Mandera. Also, there was residential building collapses in Huruma in Nairobi and another collapse of a commercial building under construction in Kisii town to which a concerted response by KRCS was undertaken. Through these interventions, KRCS reached a total of 690,091 households (approximately 3,450,455 people) affected by the various emergencies.
2.1.1 Projects
New Ongoing Ending Kalobeyei refugee Dadaab Refugees Floods project settlement Operation Floods project PRRO Cholera project OFDA floods project Tracing programme Chikungunya project Drought response DM strengthening Drought response 2016/2017 2016/2017 Cholera project Ganze CTP project Chikungunya project CTP and WASH project
DM-Strengthening: Aims at strengthening the KRCS disaster preparedness and response capacity...
[41] training to which they were not able to attend.
2 KEY
2.1.2 Strategic partnerships: DISASTER • New funding was received from DFID through British Red Cross for El Nino and Cholera responses.
MANAGEMENT • Kalobeyei refugee operation attracted funding from UNHCR and PNSs.
• Floods Disaster Response Emergency Fund (DREF), Chikungunya and drought OPERATIONS brought funds for response through IFRC. A drought appeal was launched in November 2016 and which received funding through local donations, multilateral (Cont.) and bilateral support.
2.1.3 Community members reached
2.2 Financial stewardship
o Total Planned Budget – Ksh 945,800,000 o Amount Raised – Ksh 985,591,499 o Amount Utilized - Ksh 986,107,364 2.3 Internal processes perspective
To improve learning, there was a marked increase in discussion and reflection on how to strengthen practices. Multiple assessments and reviews were completed, reports written and documents shared. Two case studies were published on the KRCS CTP experience and Kitui seed distribution. Much effort was put in the upgrade of the KRCS Navision System to improve the efficiency of KRCS resource management. The upgrade was finalized in April 2017.
There was a huge training primarily focused on county-level RCATs and NDRT, with members based across Kenya. To date, 32 staff and volunteers were trained as RCAT Trainer of Trainers and 654 people trained as RCAT members. A total of 42 staff and volunteers were trained as NDRT members. Through the recently concluded mid-term review for DM strengthening, regions and counties identified training, in particular the RCAT training, as one of the main ‘changes’ they had seen, or one of the main reasons behind other changes.
RCAT management guidelines The strategy behind building staff and volunteers who are able to respond and lead responses focused predominately on workshop and trainings on simulations, building Trainer of Trainers capacity, and encouraging the use of online trainings as a prerequisite for attending in-person trainings.
Through DM strengthening, capacities were built for staff and volunteers in the following areas; 18 Training of Trainers staff and volunteers were trained in KIRA; 255 KRCS regional teams and staff from government and other partner agencies were trained in KIRA; 654 staff and volunteers received RCAT training and another 42 received NDRT training; Six people underwent CTP Training of Trainers, another 122 were trained in online CTP and one other received training in Practical Emergency Cash Transfer; One person was trained in market analysis, while 32 received leadership training; and 170 received training in First Aid in Conflict.
[42] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 Progress was made in developing for KRCS across the globe on the use initial phase of implementation. The policies and guidelines to inform KRCS of cash in emergencies. Strengthening expectations on KRCS in supporting practices. Since the beginning of the assessments and response options response to the two outbreaks was DM strengthening programme, KRCS analysis has been identified as a critical overwhelming, amid the serious developed a Document Management element of improving KRCS response security challenges in north east Framework (the hierarchy of documents), actions. Kenya. reviewed the Kenya national disaster management laws, and developed KEY CHALLENGES AND • There was a noticeable decrease SOPs. The DM Policy, RCAT Guidelines RECOMMENDATIONS in funding for recurrent disasters and Emergency Fund Guidelines were (in this case floods in 2016), which developed, while the MCI is pending Challenges could be a pointer to developing approval but in use. • The decision by the government fatigue among the traditional donors to close down the Dadaab and new approaches to fundraising 2.4 Learning and Growth Refugee Camps affected funding need to be adopted to address this. perspective opportunities for the refugee The year also saw a global crisis programmes, with key donors on migration, and major conflicts KRCS made strides to improve shifting their focus from Dadaab to in South Sudan, Burundi, Syria, evaluations and After Action Reviews other emerging global emergencies. Yemen and Lebanon that increased (AARs), with 44 per cent of responses Funding for the refugee operations pressure on humanitarian funding targeting over 600 people by 2016 having in Dadaab has therefore become available for emergencies in Kenya. some form of review or evaluation highly unpredictable and erratic. Recommendations compared to 0 per cent in 2014. There • The outbreaks of cholera and To enhance organizational funding is a need to strengthen this practice • Chikungunya came at a time when streams for small and medium by involving other sectorial advisers in the counties were struggling with scale emergencies, the national defining the scope of evaluations and frequent industrial actions by level disaster fund needs to be improve the sharing of the findings health workers, and were therefore operationalized at the regional and and use of the recommendations. inadequately prepared to deal national level. This will be followed KRCS utilised cash transfers for the with that scale of emergency. The by increased dissemination to first time using the DREF following outbreak exposed the difficulties regional teams on requirements for the collapse of a residential building in that the devolved system of accessing the funds. Nairobi. This became a learning point governance was going through in its
[43] ORGANIZATIONAL DEVELOPMENT
The youth programme made a great milestone in INTRODUCTION steering the The Organizational Development (OD) department comprises Institutional Development and Governance, Youth and Volunteer Management, Membership Management and youth agenda Dissemination units. These four units working in close collaboration with all other programmes and support units ensured that KRCS embarked on year one of its Strategy forward in line 2020. In the new strategy, OD was centrally placed as the backbone of the organization that ensures KRCS remains relevant to the communities and the country. In 2016, OD with the IFRC focused on six key issues: KRCS elections; governance training and induction courses; strengthening regions and branch coordination role; membership management; youth and the KRCS’ development; asset management and improved strategic partnerships.
commitment to KEY ACHIEVEMENTS The year 2016 was very intensive being an election year for the KRCS. During the making youth reporting period, 89 boards were elected at the branch, region and national levels. All these boards were duly inducted and received governance training, as part of induction contribution to and capacity building. It should be noted that this was the first election after the revised KRCS Constitution, which introduced county and sub county branches, having four levels humanitarian of administration. The TOMS shoes programme, which is coordinated at the national level, saw over 600,000 pairs of shoes distributed by KRCS. The programme targets work more visible school children, people affected by emergencies and persons affected by jiggers. This and worthwhile. partnership has greatly supported the reach of KRCS brand countrywide.
[44] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 The youth programme made a great KRCS was the first country to customize In 2016, the dissemination programme milestone in steering the youth agenda and adapt YES. The department held a embarked on building preparedness to forward in line with the IFRC and the KRCS’ successful National Volunteer Awards guarantee an effective response to any commitment to making youth contribution event that acknowledged the roles played humanitarian situations. The programme, to humanitarian work more visible and by volunteers. KRCS was elected as therefore, carried out capacity enhancement worthwhile. An example is the participation national representative for the International activities to enable staff and volunteers in international youth programmes and Association for Volunteer Efforts (IAVE), identify, evaluate and know how to react national youth camps. In Youth Volunteerism, also playing a key role in the development and respond to different humanitarian key youth documents were printed and of National Volunteerism Policy and now situations. distributed. They include, the Youth Policy, working on the bill. Youth Engagement Strategy (YES) and the The year generally saw a shift towards Youth Handbook, which is a guide to youth Under the membership programme, new training staff at decision-making levels activities within the Red Cross Red Crescent and innovative recruitment platforms were so as to allow the adoption of policies and (RCRC) Movement. established, including the NIC Credit Card practices that will support the preparedness and the KRCS Mobile App. During this agenda, not only at operational level, A number of youth projects were implemented period the online database was established, but also at a policy level. The support to in various parts of the country through giving accurate data on members. Further, county dissemination created a forum university chapters, income generating KRCS exceeded 90,000 members, up from and opportunities for interaction, creating initiatives in some branches led by youth, 70,000, through the new initiatives and synergies and building social relations youth dialogues, youth in Economic Security branch recruitment. among key stakeholders. It provided a (ECOSEC) project supported and the Youth platform for KRCS to advocate for humanity Empowerment and Leadership project. in partnership with different stakeholders.
[45] Safer Access and Emergency Preparedness and Response training were done for all the Red Cross Action Team (RCAT) teams in the hotspot counties to enhance the response capacity of the NS volunteers. Another milestone was the peer to peer support to national ORGANIZATIONAL societies, including Liberia and Zambia in areas of national society development. DEVELOPMENT 2.1 Stakeholders and Beneficiaries perspective (Cont.) 2.1.1 Projects ÅÍnoted below:
PROJECT ENDED 2016 NEW PROJECT 2016 ONGOING TO 2017 County Alignment Project Youth Capacity Building Youth Capacity Building Youth ECOSEC TOMS Shoes Dissemination and Capacity Building - Dissemination and Capacity building EED Advisory Limited Digital Opportunity Trust (DOT) Voluntary Services Organisation (VSO)
2.1.2 Strategic partnerships During the reporting period, no partnerships ended, however, there was the conclusion of some projects. The American Red Cross County Alignment project ended, however, a new phase of Youth Capacity Building was established. A new partnership was formed with the Kitui County Government, through an MoU.
2.1.3 Community members reached
Through the initiatives and projects undertaken under branches, the OD department reached a total of 603,873 community members as indicated below:
Number of males reached Number of females reached Total Total people living with disabilities ≤5yrs 6 to 13 to 24 25 to ≥60 yrs ≤5yrs 6 to 13 to 24 25 to ≥60 yrs 12yrs yrs 59yrs 12yrs yrs 59yrs 14,500 207,000 65,825 3,600 1,000 14,500 215,000 78,190 3,548 1,000 603,873
2.2 Financial stewardship A total of 90 • Total Planned Budget – Ksh 92,325,201 • Amount Raised – Ksh 92,239,692.35 elections were • Amount Utilized – Ksh 92,239,692.35 held ... 2.3 Internal processes perspective A series of training sessions were held, including Emergency Preparedness and Response, First Aid in conflict and security, county dissemination, university club activities and police training. Other training sessions for beneficiaries included, training in Cash Transfer Programme (CTP) under ECOSEC. Staff were also included in the leadership training, executive coaching as a management tool and CTP.
[46] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 2.4 Learning and Growth and the elections. Sensitization and civic education needs to be done for the youth to perspective encourage their participation in the KRCS governance and leadership. The election The KRCS Constitution provides for results are annexed to the report. governance elections to be held every three years, at all levels. Following the review of Following the successful completion of the KRCS Constitution in 2015, there are county and sub-county elections in April 2016, now four levels of governance; sub county, KRCS embarked on enhancing capacity and county, regional and national. induction of the members of the newly elected committees. The capacity enhancement Each level has a corresponding youth was done in the form of handover meetings governance structure. The project, therefore, and governance induction training. Through supported in the elections process by an integrated approach to programming, facilitating the production of election OD sought support of other programmes materials (ballot papers and ballot boxes), to ensure all 31 sub county and 44 county KEY CHALLENGES AND meetings for the election committees, and committees were trained. facilitated the cost of staff seconded by RECOMMENDATIONS the elections committee to oversee the 1. The year was characterized by Access and security lie at the heart of KRCS’ elections in the various levels. Each of the political tension at national and humanitarian operations countrywide, elections were preceded by the Annual county levels. There was also particularly preceding the general elections. General Meeting (AGM) at the branches. an increase in cases of inter- Past and current situations in the country communal clashes witnessed present us with an array of challenges The elections process began with the review throughout the year in various with regard to safer access that need to of the elections rules by the committee, parts of the country. The key be constantly addressed in order to further and thereafter submission of applications challenge noted included national societies acceptance, security and vetting of all candidates. A total of 90 uncertainty in the security and access. elections were held; 33 sub county, 47 county, situation reported in some parts 8 regional and one national election, spanning of the country, which in turn The Safer Access Framework (SAF) initiatives from March to June 2016 respectively. delayed the implementation of thus provided an opportunity for Red Cross KRCS is the only national society that various activities. staff at the national and regional level to engages an independent body to conduct share experiences and explore the measures the elections by using the Independent 2. A compressed governance put in place to deal with emerging risks and Electoral and Boundaries Commission and induction training. The challenges in insecure contexts. Various (IEBC). The IEBC works closely with the recommendation is to spread training sessions targeting KRCS personnel KRCS elections committee to conduct the the financial resources over a have put in place capacity enhancement elections, as part of their Corporate Social longer period of time to cater measures to ensure that the personnel Responsibility (CSR) at minimal cost to the for continuous learning and were equipped with skills needed when national society. monitoring. responding to humanitarian emergencies.
The elections committee supported by 3. On TOM Shoes distribution, there Under ECOSEC project 600 households the secretariat at the KRCS headquarters was a lot of interest generated received unconditional cash transfers, went to the various branches to provide by stakeholders, some of whom while 300 households received conditional oversight during the elections, as well as wanted to be associated with it for cash transfers. Food support was provided responded to requests for constitutional political mileage. However, this for 930 households in conflict prone areas. clarifications. From these elections, a was mitigated by working directly To support capacity enhancement and marked improvement with respect to with schools. sustainability, the project supported the communication, gender representation and purchase of a boat in Lamu and a tractor Limited funding for branch incorporating people with disability was 4. in Mpeketoni Branches, to support income capacity enhancement, which noted. It was, however, noted that women generating activities. reduced the level of support to shied away from key leadership positions, branches. which indicated that more awareness needed to be created. The youth who form a critical mass of KRCS volunteers were equally underrepresented during the AGMs
[47] training to which they were not able to attend.
2 KEY
GLOBAL FUND INTRODUCTION KRCS is the non-state principal recipient for Global Fund (GF) HIV grant. The project priority areas of focus are based on the Kenya National AIDS Strategic HIV GRANT Framework (KNASF) 2014/15–2018/19, which seeks to reduce new Human Immunodeficiency Virus (HIV) infections by 75 per cent and reduce Acquired Immune Deficiency Syndrome (AIDS)-related mortality by 25 per cent by 2019. The goal of the programme is to contribute to achieving Vision 2030 through universal access to comprehensive HIV prevention, treatment and care for all.
KRCS takes this role as a great privilege and an opportunity to enhance access to the much-needed services by the communities involved in HIV prevention, care and support. KRCS is committed to ensuring that the vulnerable communities in the country have access to the services in the most effective and efficient manner.
KEY ACHIEVEMENTS The programme reached 426,593 people living with HIV or affected by HIV/AIDS across 29 high and medium HIV burden counties in Kenya. The main interventions were a combination prevention among the key population to improve access to HIV prevention and biomedical services through hotspot-based outreaches and static wellness centres. The key population cohorts are being maintained with preventive and curative HIV services, including prevention commodities and risk reduction interventions to reduce their vulnerability to HIV infection. The programme is expanding HIV testing services among adolescents and young people aged 15- 24 years to help identify the HIV positive ones and link to care, while supporting the HIV negative ones with prevention messages and commodities to prevent new infections.
The programme also focused on the recruitment of new People Living With HIV (PLHIV) clients to the most “needy” PLHIV clients into the programme, especially newly diagnosed HIV positive people, treatment defaulters, PLHIV who are tuberculosis co-infected, pregnant and lactating PLHIV, as well as children and adolescent living with HIV. On Prevention of Mother to Child Transmission of HIV (PMTCT), the number of deliveries in health facilities doubled as compared to the last reporting period. There was also increased number of pregnant mothers who The programme attend at least four Ante Natal Care (ANC). reached 426,593 2.1 Stakeholders and Beneficiaries perspective people living with 2.1.1 Projects HIV or affected The GF HIV grant started in December 2011 and will end in December 2017. by HIV/AIDS 2.1.2 Strategic partnerships A new partnership was formed in the year 2016 in collaboration with Alliance across 29 high Ukraine, focusing on technical support for harm reduction interventions, aimed at improving service delivery to people who inject drugs. and medium HIV burden counties in Kenya
[48] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 2.1.3 Community members reached In the reporting period, the GF programme reached a total of 426,593 beneficiaries. The highest numbers amongst the beneficiaries were those reached by Community System Strengthening (CSS) component that integrated Tuberculosis (TB), HIV and Malaria. The breakdown of c ategories is indicated below:
Categories of Beneficiaries Total Reached
Young people aged 10–24 years 62,451 Sex workers reached with HIV prevention programmes 27,596 Men who have sex with men (MSM) reached with HIV prevention programmes 8,462 People who Inject Drugs (PWID) reached with HIV prevention programmes 8,494 Pregnant and Lactating Women 110,541 HIV Exposed Infants (HEI) aged 18 months and below 2,747 Adults and children living with HIV 86,104 Rangwe – CSS integrated TB, HIV and Malaria interventions 120,198 TOTAL 426,593
[49] 2.2 Financial stewardship
Total Planned Budget for this reporting period and against all perspective was Ksh 119,394,621. The project achieved 100 per cent of the targeted budget. The Amount utilized against the perspective was 90 per cent, which is Ksh 107,455,159.
2.3 Internal processes perspective
The timeline for reporting within the department is monthly. However, the donor reporting is per semester. In the two semesters of 2016, the grant team reported ten days before the reporting deadline having conducted data quality assessment for all the reportable indicator to ensure quality of data reported.
Key capacity building initiatives have been undertaken to the Sub Recipients (SR) to ensure quality programming, monitoring of activities, sound financial and programme management, as well as complete and adequate financial and narrative reporting. The capacity enhancement approaches have focused on technical competencies to SR staff based on capacity enhancement plans developed by the programme each year. These included, international capacity enhancement workshops, manuals and guidelines development and dissemination, and on-the-job training. Regular and targeted mentorship and support supervision are a major component of the grant management.
2.4 Learning and Growth perspective
The GF staff have been supported to attend local and international workshops and conferences related to their technical areas to ensure the staff are up to date with new developments in HIV programming. In addition, the department has conducted seminars on areas facing gaps, for the relevant staff to support skills development and improve work productivity.
The GF staff have been supported to attend local and international workshops and conferences ...
[50] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 KEY CHALLENGES AND RECOMMENDATIONS
Key Challenge How it has been resolved Key population activities are criminalised in Kenya making the • Collaboration with key stakeholders, including the population hard to reach Ministry of Health (MOH), judiciary, police, prisons and community leaders in the programme to enable them understand the objectives and results of the project. • Regular facilitated dialogues with key stakeholders and population to facilitate collaboration and engagement. Due to mobility of the key population - maintenance and • Targeted peer outreach and coordination among SRs to management of cohort of beneficiaries with regular prevention ensure clients are traced and followed up. services • Clear peer allocation to peer educators with monthly reports on each beneficiary. • Regular updating of the hotspot mapping and re-routing of the mobile wellness vans as required to ensure reach out is well targeted. Low level of commitment to tracking of funds and • Case-by-case basis to identify the reason for delayed programmatic targets by some SRs resulting in delayed disbursement and address them. disbursement, delayed implementation timelines, low • Insist that staff who are 100 per cent funded by GF must absorption and low level of achievement deliver on the GF programme. • Engage with SRs to discuss priority setting regarding competing programmes. Possible duplications of beneficiaries, especially among key • Completed and documented detailed stakeholder population mapping for all implementation areas and regular update through stakeholder meetings. • Invited partners to activities, support supervision visits and active participation in partner activities etc.
[51] training to which they were not able to attend.
2 KEY
HEALTH AND INTRODUCTION The Health and Social Services (HSS) department continued to embrace the integration approach to continuously ensure affordable, accessible and equitable SOCIAL SERVICES community based health care. The interventions are anchored to the KRCS 2010-2015 strategy, Kenya Health Sector Strategic Investment Plan (KHSSP) III, Vision 2030 (the social pillar) and Sustainable Development Goals (SDGs). The health sector embraces the KHSSP mission, ‘To deliberately build progressive, responsive and sustainable technologically driven, evidence-based and client- centered health system for accelerated attainment of highest standard of health to all Kenyans.’
The main focus of the department is to build individual and family resilience through prevention of disease and promotion of overall wellbeing. The department will focus on delivering the following: Curative, Preventative and Promotive health care service among the most vulnerable; advocacy and informing policy; demand creation for service uptake; health care services provision; health systems strengthening, including community health systems strengthening, capacity enhancement and infrastructural support.
KEY ACHIEVEMENTS
2.1 Stakeholders and Beneficiaries perspective 2.1.1 Projects: The HSS department had a total of 40 projects in 2016, of which, 38 were integrated projects. The programme had eight new projects (Determined, Resilient, Empowered, AIDS Free, Mentored and Safe Girls (DREAMS), Measles Rubella community mobilization, Measles Rubella SMS campaign, Special Olympics, drug and substance abuse harm reduction, adolescent reproductive project in Mandera, enhanced maternal and child nutrition in Migori, Maternal, Newborn and Child Health (MNCH) nutrition in Homa Bay) supported by various donors.
The HSS department had a total of 40 projects in 2016, of which, 38 were integrated projects
[52] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 On the other hand, seven projects (Girl Education Challenge (GEC), AIDS Population Health Integrated Assistance (APHIAplus) KAMILI, Special Olympics, Measles Rubella community mobilization, Measles Rubella Short Messaging Service (SMS) campaign, Nutrition Capacity Enhancement, Nutrition Country Programme and Polio Eradication CORE group project) came to an end although two of this will be starting new phases in 2017.
The department is in the process of aligning to the recently approved accountability to communities guidelines of the organization [53] training to which they were not able to attend.
2 KEY
HEALTH AND SOCIAL SERVICES (Cont.)
The department reached a total of 2,915,469 direct beneficiaries and 4,299,375 indirect beneficiaries, largely due to the children aged between 9 months and 14 years that were vaccinated against Measles and Rubella in three counties.
[54] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 Number of males reached Number of females reached Total Total people living with disabilities ≤5yrs 6 to 13 to 24 25 to ≥60 yrs ≤5yrs 6 to 13 to 24 25 to ≥60 yrs 12yrs yrs 59yrs 12yrs yrs 59yrs 513,122 516,039 271,139 99,126 28,570 37,6095 358,602 405,250 3,548 35,570 284
2.1.2 Strategic partnerships: 2.3 Internal processes The department maintained the 21 perspective partnerships that it was working with since The department continues to ensure 2015. This has been through individual that all the running projects submit their feedback sessions with the partners data timely and that the data feeds into and quarterly fora where partners had the District Health Information System a chance to meet and understand the (DHIS), which is the government health activities and programmes of HSS. Two database. As part of ensuring delivery new partnerships were established of services to the most vulnerable, the with MSD through the United Nations department supported the construction Population Fund (UNFPA) private and equipping of a number of health partnership fora and with Micronutrient facilities, ensuring that they are functional Initiative. as per the MoH guidelines.
2.1.3 Community members 2.4 Learning and Growth reached perspective The department reached a total of A total of 350 staff and volunteers have 2,915,469 direct beneficiaries and been sensitized on the internal policies 4,299,375 indirect beneficiaries, largely of the organization that guide health due to the children aged between programming. In addition, 62 staff 9 months and 14 years that were working under the HSS department have vaccinated against Measles and Rubella been briefed in the current MoH policies in three counties. The department is in and guidelines and those related to other the process of aligning to the recently ministries, in line with their specific approved accountability to communities areas of focus. guidelines of the organization. This will improve working relations between the organization and the communities. KEY CHALLENGES AND RECOMMENDATIONS 2.2 Financial stewardship As much as the programme team put lots The team submitted a total of 32 of effort into realizing the annual planned proposals, of which, 12 were successful budget, there was still a small gap. The at the end of the year. This raised a HSS team will employ innovative resource total of Ksh 691,694,802 against an mobilisation approaches to ensure better annual budget of Ksh 905 million. From results in the year 2017. the pledged funds, HSS received Ksh 495,791,929 and spent Ksh 412,322,571. This translated to 71 per cent absorption rate and 60 per cent implementation rates against the total funds raised.
[55] training to which they were not able to attend.
2 KEY
INTERNATIONAL CENTRE FOR HUMANITARIAN AFFAIRS (ICHA)
In the year 2016, the policy unit continued its advocacy INTRODUCTION together with the Over the years, KRCS has developed a rich knowledge database on humanitarian, development action and systems sustainability. KRCS appreciates that it is only government and through history, analysis of trend, knowledge generation and management that it can accumulate foresight to effectively plan and prepare for humanitarian, disaster UN agencies in relief, mitigation and lifting millions out of livelihood vulnerabilities. It is against this backdrop, that having identified the need to ensure efficient and effective knowledge developing the and information management, that KRCS established the International Centre for Humanitarian Affairs (ICHA). ICHA is divided into three units that work in synchrony National Disaster towards effective information management namely: Research, Policy, and Training and Capacity Development.
Risk Management Research: Uses effective knowledge management frameworks that synthesises multiple information technologies to collect, analyze, and manage information and Policy and Bill knowledge for supporting decision-making in humanitarian action, disaster relief and improving community resilience.
[56] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 Policy: Uses frameworks developed KEY ACHIEVEMENTS Management Bill and the National to help identify, specify and quantify Risk Management Policy. information needs, track status of • ICHA has also been involved in drafts • In the year 2016, the policy unit disaster scenarios and provide policy- and reviews of various disaster continued its advocacy together with makers and practitioners with efficient management bills for counties, the government and UN agencies and sustainable recommendations based including Laikipia, Homa Bay in developing the National Disaster on past experience and research based and Kilifi. Capacity enhancement Risk Management Policy and Bill. evidence. sessions and roundtables were ICHA co-hosted advocacy meetings facilitated by ICHA and were also Training and Capacity Development: and write-shops that brought used as avenues for advocacy. Utilizes the same frameworks to identify together policy-makers, members • The policy unit supported in the training gaps within the humanitarian of parliament, members of the reviewing the policy framework field to identify and develop tailor-made Senate, key government agencies, for KRCS. New policies were courses through enhanced collaboration UN agencies and other CSOs, developed in areas such as disaster with other stakeholders internally, within which resulted to updated drafts management, programming, the RCRC Movement and those from the of both the National Disaster Risk finance, fraud and anti-corruption. private and public sector. With this support, KRCS now has a
[57] clear policy framework to support Humanitarian Leadership Academy, ICHA has the role of building the delivery of its mandate. as well as revision of the existing capacity of CSOs through training • During the year under review, the MOU with Masinde Muliro University and workshops and cross learning Training and Capacity Development in order to enhance learning in the sessions. continued to deliver courses humanitarian field based on its key 2. The Partners for Resilience project identified and tailor-made through competencies. (April 2016-December 2020) aims at enhanced collaboration with other • During the year under review, a total building the resilience of beneficiary stakeholders internally, within the of 202 courses were held with 4,533 communities within the focus RCRC Movement and those from the participants trained. counties of Samburu, Laikipia and private and public sector. Isiolo through engaging in policy, • ICHA, in collaboration with key 2.1 Stakeholders and practice and investments domains. partners, facilitated the leadership Beneficiaries perspective The project integrated DRR, CCA development programme with six and Eco-system Management and national society represented, with 2.1.1 Projects Restoration. an aim of scaling up learning at 3. Resilience and early response country level. 1. The CSO project ended in November in Kenya’s ASALs project (2015- • As part of diversification of ICHA’s 2016 and Phase 2 will start from 2017) provides an opportunity to learning offers, 12 participants April 2017 to December 2019. This review and take stock of work undertook the Advanced is a project geared towards building already undertaken by KRCS and Communication and Coach Training. the capacity of CSOs to be able to selected organizations with a view • ICHA signed an MOU with the better engage in policy dialogue. to informing overall KRCS strategy
ICHA was successful in submitting project reports to donors at 90 per cent above the timelines they were due.
[58] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 and guidelines on resilience Centre that has cut across all units of 2.2 Financial stewardship programming. Moreover, knowledge the department. The partnership seeks and evidence on good practice will to strengthen the capacity of ICHA to • Total Planned Budget - Ksh be generated, converted to policy engage more in climate science and 194,608,900 options and used to influence policy other climate related conversations both • Amount Raised – Ksh 69,927,208 (36 nationally and regionally. in the local and global space. Joint events per cent) 4. Operation research project (2015- hosted because of this partnership • Amount Utilized - Ksh 51,624,269 (74 2017) to increase understanding of include, the Raising Risk Awareness per cent) WASH-related issues in Kilifi, Taita workshop, high level policy discussion Taveta, Bomet counties, with a view on attribution science and a public 2.3 Internal processes of informing practice and policy. discussion on the role of climate change perspective 5. Operation research in community for developing countries. perspectives of NCDs in Nairobi and ICHA was successful in submitting project Nyeri counties (2016-2017) explores The year saw the unit continue to work reports to donors at 90 per cent above the community perspectives that closely with hospitals, especially in the timelines they were due. Internal act as drivers of healthy seeking delivery of pre-hospital and hospital processes were further strengthened behaviour and uptake of NCD courses, both in the private and public through development of SOPs in delivery preventive and services. sector. Through partnership with the of services. American College of Surgeons (ACS), 2.1.2 Strategic partnerships the Surgical Society of Kenya (SSK) and 2.4 Learning and Growth KRCS, the KRCS Training Institute was perspective IFRC engaged ICHA in a consultancy promulgated as the only site in Kenya to assess whether national societies accredited to offer the Advanced Trauma ICHA continues to ensure that the had fulfilled the commitments made Life Support (ATLS). In partnership with capacity of all staff is continuously at the 8th Pan-African Conference to BRICS, ICHA was involved in the delivery developed by ensuring that all staff attract investments, foster the auxiliary of the first Competency Based Education undertake at least two of ICHAs courses role, strengthen good governance and Training (CBET) in Technical in the year. Staff took part in the Basic and accountability mechanisms, and Vocational Education and Training Humanitarian Course, the Help Course, set the suitable conditions for more (TVET), for 75 participants in Garissa Advanced Communication and Coach effective engagement in local, regional County. Training, Leadership Development, Basic and international partnerships in order and Occupational First Aid Courses. to efficiently address the evolving The unit supported the DM-Ops in the Beyond trainings and courses, ICHA humanitarian and development development of curriculum and training staff have also attended workshops that challenges across the continent. The guidelines for RCATs and carrying encourage sharing of best practices and th final Report was presented at the 9 Pan out the Training Needs Assessment cross learning activities. African Conference. with recommendations for various courses targeting governance, staff and A key strategic partnership has been volunteers. developed with the Red Cross Climate
KEY CHALLENGES AND RECOMMENDATIONS
KEY CHALLENGES RECOMMENDATIONS Focus on upcoming election year made it hard to do policy ICHA shifted focus to building capacity for KRCS staff in policy engagement engagement as opposed to actual engagement with policy makers. Limited number of participants attending courses offered Blended learning to allow for flexibility for the targeted audience, as well as cost of delivery, offering of part time/ evening courses, enhanced marketing through print and electronic media.
[59] REGIONS
[60] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 [61] training to which they were not able to attend.
2 KEY
CENTRAL REGION
Most of the branches INTRODUCTION lack donor Central region comprises eight counties namely; Kiambu, Murang’a, Nyeri, Kirinyaga, Laikipia, Embu, Tharaka Nithi and Meru. The region has 11 branches made up of five sub-county branches (Limuru, funded Thika, Kiambu, Maragwa and Murang’a branches) and six county branches (Nyeri, Kirinyaga and Laikipia, Embu, Tharaka Nithi and Meru). Laikipia County branch has three sub-branches namely, Nyahururu, Ol- projects, Moran and Rumuruti. The region covers 31,580km2 and approximately 6.5 million people.
with the Most of the branches lack donor funded projects, with the exception of Nyeri branch, which had two funded projects namely, Nyeri DRR project and Prevention and Control of Non-Communicable Diseases exception (NCDs) and Meru branch, which implemented a three-month project targeting children living with intellectual disability. Other cross-cutting projects implemented within the region included, Nutrition of Nyeri Early Action and Scalable Response for Emergencies in Kenya, a project that supported all the counties as per the need and distribution of Tom Shoes to needy children. The GF project, which has SRs in branch... Kiambu, Muranga, Nyeri, Meru and Kirinyaga counties, was also implemented.
[62] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 The region is prone to various emergencies, such as disease outbreaks, conflicts, landslides, jigger menace, floods, alcohol/ drugs abuse, and road traffic T, among others. The regional office responded to a cholera outbreak in Tharaka Nithi County between January and April of 2016, and an inter-community conflict in Laikipia County that effected Laikipia West. Other common emergencies responded to included, fires in schools and residential houses, especially in the urban areas, as well as road traffic crashes. Following such emergencies, the branches conduct effective and timely responses, hence the need for branches to have the required knowledge and skills for response, accompanied by resources to support responders and the procurement of response materials. There was one new project in the region,
KEY ACHIEVEMENTS the Special Olympics in Meru branch,
2.1 Stakeholders and which ran from March to June 2016, as a Beneficiaries perspective partnership between KRCS and Special 2.1.1 Projects New Projects: There was one new project in the region, the Special Olympics in Meru branch, which ran from March to June 2016, as a partnership between KRCS and Special Olympics Kenya.
Ongoing Projects: There were three ongoing projects in the region; Nyeri DRR project, funded by the Nyeri County Government. The first disbursement of Ksh 15 million was exhausted and a request placed for the second disbursement that had not been received by the close of this reporting period. The other project is the prevention and control of NCDs project in Nyeri, a three-year project ending in September 2017. The Toms Shoes distribution was a cross-cutting project that was implemented in all the eight counties supported by the OD department. The region received and distributed 100,487 pairs of canvas and 100,000 pairs of wet weather shoes through all its 11 branches.
The Toms Shoes distribution was a cross-cutting project ... [63] training to which they were not able to attend.
2 KEY
Closed out Projects: Nutrition Early Action and with intellectual disability. This was a three-month Scalable Response for Emergencies in Kenya project that started in March 2016 and ended in CENTRAL supported all the counties as per the need. June 2016. The project supported routine surveillance REGION by volunteers who were attached to nutrition 2.1.3 Community members reached departments of government health facilities across the region. The region, through undertaking both long term and emergency operation projects, reached a total of 157,940 community members. Emergency responses Cholera Outbreak in Tharaka Nithi 2.2 Financial stewardship County After the cholera outbreak was confirmed in Out of Ksh 91,242,868 budgeted for all eight Tharaka Nithi County in January 2016, KRCS counties, Ksh 25,083,010 was realized by end of supported MOH by setting up a Cholera Treatment 2016, mostly through local fundraising initiatives Unit (CTU) and provided a medical team to run by the branches. The expenditure by end of the it. KRCS then conducted health education and year 2016 was Ksh 25,978,756 (over 100 per cent). sensitizations in the community from January to April 2016 after which the outbreak was contained. 2.3 Internal processes perspective
Inter-community Conflict in Laikipia In March, AGMs and elections were conducted County in the five sub-county branches in the region. In In November 2016, an inter-community conflict April, AGMs and elections were conducted in all was reported in parts of Rumuruti in Laikipia West the six county branches including, Meru, Embu, where two communities were involved in a fight Tharaka Nithi, Kirinyaga, Laikipia and Nyeri. All over grazing land. Community members fled their the boards conducted handover meetings with the homes and camped in nearby schools. After an outgoing committee members and assumed office assessment, the Laikipia branch distributed food immediately. stuff to 450 households. Most of the The OD department organized for a two-day Measles and Rubella Campaign governance training for the new board members branches 175 volunteers were recruited, trained, deployed from both sub-counties and counties. The and conduct massive social mobilization training covered dissemination of KRCS policies lack donor throughout the four sub-counties of Tharaka Nithi and manuals. The regional AGM was held on 27 County. Most of the areas were reached and an May 2016 at Boma Inn, Nyeri, where elections funded over achievement was recorded on number of were also conducted and new regional and youth households reached. committees were elected. The training for the projects, regional board was held later in the year at the 2.1.2 Strategic partnerships KRCS headquarters. with the Meru branch entered into a partnership with exception Special Olympics Kenya to implement a project in Meru County targeting children and youths living of Nyeri branch... Out of Ksh 91,242,868 budgeted for all eight counties, Ksh 25,083,010 was realized by end of 2016
[64] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 The region, through undertaking both long term and emergency operation projects, reached a total of 157,940 community members.
[65] CENTRAL REGION
(Cont.) Membership data for the region in the year 2016 was as below:
Membership Data LIFE YOUTH IN SCHOOL YOUTH OUT OF ORDINARY CORPORATE SCHOOL Total Total Total Total Total Total Total Total Gold Bronze Silver Male Female Male Female Male Female Male Female 1110 755 1837 2448 548 504 326 214 0 1 0
2.4 Learning and Growth perspective KIRA Training The Kenya Inter-agency Rapid Assessment (KIRA) is a countrywide mechanism, capable at short notice, to conduct a multi-agency and multi-sector assessment of humanitarian needs to support strategic decision- making in the early stages of any emergency. It is against this background that the region, with support from Disaster Management (DM) strengthening programme, organized for the above training. The five-day training, which was attended by upto 30 regional staff and line stakeholders, aimed at improving the quality of assessments and multi-stakeholder coordination in disaster responses.
MEAL unit, under the support of DM strengthening project, facilitated the regional and counties AtC fora
[66] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 RCAT Trainings KEY CHALLENGES AND RCATs are a group of people trained for RECOMMENDATIONS and prepared to respond to any emergency, There were two major challenges that hampered incident, hazard or disaster, whether natural or proper service delivery in central region, these human-induced. Under the support of the DM were; strengthening project, 30 RCAT members each from Nyeri and Meru branches benefited from 1. Lack of a vehicle to facilitate transport. basic RCAT training. The logistics unit to expedite follow up with insurance to repay the central Accountability to communities region vehicle, which was involved in a crash in 2014. In regards to AtC, MEAL unit, under the support of DM strengthening project, facilitated the 2. There are few funded projects and regional and counties AtC fora. The fora involved most activities by branches and the collection of views from communities, the region are supported through members, governance teams and staff on the insufficient locally mobilized funds. most appropriate feedback and complaint Programmes at headquarters to mechanisms. The regional forum was extended support the region by marketing to include cascading of the KRCS Strategic Plan proposals raised by the region. 2020, as well as preparation of the regional and county score cards and budgets.
[67] ...six counties that cover eight branches namely; Mombasa, Kwale, Kilifi, Malindi, Mpeketoni, Lamu, Tana River and Taita Taveta.
COAST REGION
Programmes implemented in the INTRODUCTION The Coast regional office has been providing support and coordination to six counties that cover eight region aim branches namely; Mombasa, Kwale, Kilifi, Malindi, Mpeketoni, Lamu, Tana River and Taita Taveta. Vulnerabilities in most parts of the region are mainly attributed to the perennial drought, conflicts, floods to address and disease outbreaks. Programmes implemented in the region aim to address the key humanitarian needs broadly focusing on HSS, nutrition, DM-Ops and OD. Within the branches, there exists a number the key of projects funded by different donors. Some of the ongoing projects include: PRRO implemented in the counties of Kwale, Tana River and Kilifi; IFSL project in Kwale; ECOSEC project in Tana River and Lamu humanitarian counties; Integrated community resilience building programme in Tana River and WASH project in Taita needs Taveta and Kilifi. The branches have been engaged in resource mobilization such as hiring off conference halls, tents and broadly chairs, as well as offering catering services in Kwale, Kilifi and Mombasa counties. In Kilifi County, Malindi branch has been engaged in hotel business. During the reporting period, the branch paid back the loan of focusing Ksh 40 million used to acquire Paradise Hotel. on HSS, All the branches conducted AGMs and elections, where branch management and youth committee members were elected, leading to the election of the regional committee and regional youth committee. nutrition, Kwale branch had meetings with the South Coast Residents Association, Base Titanium Company and the county government over the formation of a tripartite agreement for water safety. KRCS was identified to DM-Ops offer First Aid and cardiopulmonary resuscitation to the lifeguards at the beach. and OD. Through Kinango IFSL project in Kwale, farmers were supported to undertake a fourth cropping cycle with the Kwale County Government, providing seeds and KRCS providing other inputs and farming
[68] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 The branch, with support from Total Oil Exploration Kenya, donated laboratory and theatre equipment to Lamu County Hospital and Kizingitini dispensary. subsidies like fuel, system maintenance WASH Kenya project mainly focused on the Emergency Updates and agricultural extension services to community and stakeholder’s mobilization, the farmers. However, provision of seeds as well as the implementation of various The RCAT members were on standby along was not provided to all farmers, as some hardware and software project activities the Indian Ocean over the holiday sessions. were not ready to receive the seeds, while such as; CLTS triggering and follow- The First Aid competition was held from others were still harvesting crops planted ups, construction of sanitation facilities the grassroots to the regional level, and in the last quarter. and rain water harvesting systems, and the volunteers offered continued First Aid designing of water supply projects. services during emergencies. In Lamu County, through the partnership with the county government, the branch KEY ACHIEVEMENTS Partnership and County received a donation of 18 acres of land Engagements to set up a rehabilitation centre at Hindi. Governance Matters The branch, with support from Total Oil The governance training was done for both The Kwale branch, in partnership with Exploration Kenya, donated laboratory main and youth board members across all South Coast Residence Association, and theatre equipment to Lamu County the counties. All the branches conducted established an effective Kwale Rescue Hospital and Kizingitini dispensary. their quarterly board meetings. Election of Partnership programme to curb drowning the regional and branch committees was tragedies. This was achieved through the A CTP initiated in Kilifi County geared to conducted during the AGMs. provision of safety patrol and emergency support the people most hit by the drought. rescue services. The county governments 1,000 households were identified and of Kilifi and Taita Taveta further contributed received Ksh 6,000 per month over a period Ksh 50 million each towards the WASH of four months. In Taita Taveta County,
[69] project. COAST REGION Volunteer and Membership Updates Volunteers supported the distribution of food in parts of Kwale, Kilifi, Taita Taveta and Tana River counties. They also conducted jigger campaigns through the distributing of Tom Shoes to students across the (Cont.) region and blood donation drives.
Regional Resource Mobilization
Malindi branch continued to earn from both its hotels. The loan repayment has been timely throughout the period. Malindi, Kwale, Mombasa and Kilifi branches have enhanced collections from catering services, tents and hall hire. In Kwale, a resource mobilization sub committee was formed from the branch committee to help in resource mobilization.
2.1 Stakeholders and Beneficiaries perspective 2.1.1 Projects In 2016, the Twinning project of Kwale focused on WASH interventions as a way of contributing to the reduction in child and maternal mortality in Vanga villages. Ganze and Tana Delta Community WASH Project was implemented in Kilifi and Tana River counties, the Girl Education Challenge and the MDRTB in Mombasa County ended during this reporting period.
The region Other projects included, the PRRO project implemented in three counties of Kwale, Kilifi and Tana River, the Kinango IFSL project aimed at improving the well-being and livelihoods of the people of Puma benefitted community, the WASH in Kenya project in Kilifi and Taita Taveta counties and the Integrated Community Resilience Building Programme in Kilifi and Tana River counties. The ECOSEC project is implemented from in the counties of Lamu and Tana River, where the Mombasa branch is a SR of the GF, while the MNCH some new project among others are ongoing. The region benefitted from some new projects across the region including, the Conflict Prevention Peace projects and Economic Opportunities for the Youth in Kenya being implemented in Kwale, Mombasa, Tana River, Kilifi and Lamu counties. It aims to enhance peace and stability by empowering the youth. In response to across the the drought situation in Kilifi, Kwale, Ganze, Kaloleni and Kinango drought emergency response projects were implemented, mainly employing the CTP in supporting vulnerable communities. The blood donation region programme received support from branches where potential blood donors were mobilized to donate blood. Tracing activities were also implemented. including, the Conflict 2.1.2 Strategic partnerships KRCS partnered with Base Titanium in the Kinango IFSL project and in conducting First Aid competitions. Prevention In addition, the county governments of Kilifi and Taita Taveta contributed Ksh 50 million each towards WASH projects. Peace and 2.1.3 Community member’s reached Economic During the reporting period, 167,588 community members were reached across the thematic areas below: • Emergency operation programmes - 32,737 people • Health programmes - 11,863 people • Social Services projects - 3,566 people • WASH programmes - 103,432 people
[70] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 • DRM projects - 7,000 people • GF programme – 8,900 people
2.2 Financial stewardship o Total amount raised was Ksh 67,310,937. The expenditure against the income realized was Ksh 47,700,577, which is equivalent to 70.87 per cent of the income
Detailed breakdown against the branches is as indicated below: Name of Sub-County/ County Income Expenditure Kilifi branch 989,839.00 600,839.00 Malindi branch 29,074,971.00 15,643,135.00 Kwale County 5,838,637.00 5,432,302.00 Mpeketoni branch 330,385.00 298,972.00 Lamu branch 793,142.00 978,892.00 Mombasa County 24,512,815.00 16,759,892.00 Taita Taveta County 2,470,282.00 2,028,404.00 Tana River county 1,114,420.00 930,615.00 Coast Region 2,186,446.00 2,027,526.00 67,310,937 44,700,577
2.3 Internal processes perspective • Reporting timelines were achieved at about 70 per cent rate by sub-county and county branches. • Branch focal persons, RCAT and staff were taken through several training on M&E, RCAT and Advanced First Aid. • All branches and regional board elections were successfully conducted followed with regular meetings.
2.4 Learning and Growth perspective
• All newly elected board members both main and youth received training in good governance. • RCAT members in Kilifi and Malindi branches were trained and operationalised. • At least two staff/volunteers per county were trained in gender and diversity. • Six staff and volunteers were trained as NDRT members. • 30 staff and volunteers were trained in Advanced First Aid.
KEY CHALLENGES AND RECOMMENDATIONS
• Lack of documentation on some of the activities particularly in disaster response. There is need for capacity enhancement of the response teams in the use of M&E tools. • There is need for capacity strengthening of smaller branches to enable them meet the minimum standards.
[71] ...five counties namely, Nairobi, Kajiado, Machakos, Makueni and Kitui. Nairobi
INTRODUCTION LOWER Lower Eastern Region covers five counties namely, Nairobi, Kajiado, Machakos, Makueni and Kitui. Nairobi hosts three sub-county branches namely; Nairobi City, Karen-Langata and Parklands, while Kitui EASTERN hosts one sub-county branch namely, Mwingi. Majority of the counties covered by the region, with the exception of Nairobi and Machakos, are classified among the ASALs under the auspices of the National REGION Drought Management Authority (NDMA). Subsequently, drought and drought-related emergencies are very common.
The year 2016 showed mixed results from climate-related emergencies. While most areas reported stress from limited amounts of rainfall, flood were reported in Nairobi triggering structural collapses, displacements and property loss in Nairobi, Kajiado and Machakos counties, as well as damage to farmland infrastructure in Kitui and Makueni counties, respectively.
KRCS has a strong presence in all five counties, with established offices and staff in each of the branches. The teams provided response whenever it was required during emergencies and disasters. The branches conducted elections in line with the KRCS constitution, setting the pace for implementation of the new KRCS strategy 2020.
While most areas reported stress from limited amounts of rainfall, flood were reported in Nairobi triggering structural collapses, displacements and property loss ...
[72] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 2.1 Stakeholders and project in Kitui County. Out of these, 2.1.3 Community members Beneficiaries perspective Kibwezi IFSL and Nairobi’s URR projects reached were ending in the year 2016, while the 2.1.1 Projects others would progress to 2017. During the reporting period, the region reached 264,000 community members. The region implemented eight funded projects including; URR, Urban 2.1.2 Strategic partnerships Financial stewardship Disasters Early Warning Early Action With the impending closure of the IFSL in Nairobi, IFSL projects in Kibwezi/ The region attained 46 per cent of its and URR projects, the long standing (six Makueni and Kitui, Nutrition in annual fundraising targets, compared to years in Makueni and 12 years in Nairobi) emergency 42 per cent in 2015. The region generated Participating National Societies (PNS) programme, Ksh 26,066,578 in 2016 compared with partnerships with Austrian and Danish TOM Shoes Ksh 22,773,203 in 2015. The annual Red Cross would be coming to an end. programme, GF budget for the year 2015 was Ksh Negotiations to extend this partnership programme, 54,321,400 compared to Ksh 57,269,140 are in progress. A Memorandum of Protracted Relief in 2016. The difference between income Understanding (MOU) between KRCS and Recovery and expenditure dropped from Ksh and the Kitui County Government Operations 257,596 in 2015 to Ksh 10,839 in 2016. encompassing strategic partnerships (PRRO) in around food security, training and Kibwezi/Makueni emergency preparedness and response and gender came into effect in the last quarter of based violence 2016.
A total of 140 emergency incidences including, floods, fire outbreaks, road crashes and civil strife incidences were responded to by the re-trained and formulated RCAT teams
KEY ACHIEVEMENTS A total of 140 emergency incidences including, floods, fire outbreaks, road crashes and civil strife incidences were responded to by the re-trained and formulated RCAT teams. The first-ever social protection survey and subsequent implications, and recommendations dialogue was conducted under the auspices of the Kibwezi FSL programme for Masongaleni ward in Kibwezi sub-county. One of its most prominent outcomes was the rolling out of an affordable co-contributory/subsidized universal health protection scheme for Makueni residents.
The setup and roll out of complaints and feedback mechanisms across all operation areas made it possible to receive 1,750 individual feedback, of which 98.8 per cent were handled in good time, and the remaining 2.2 per cent referred to the right channels/agencies. The GF programme donated medical equipment to Machakos and Kajiado counties. In addition, 211,406 pairs of Toms Shoes were donated students in 709 institutions of learning.
[73] LOWER 1.1 Internal processes perspective Upto 126 emergency response volunteers/staff were trained and inducted into respective county elite RCAT response teams across EASTERN the region. Out of this team, ten staff and volunteers qualified from a rigorous selection and training programme to be inducted into the REGION National Disaster Response Team (NDRT). This forms the largest single (Cont.) regional contingent( to the NDRT. Member’s day open events were conducted in Kajiado and Nairobi counties. A Volunteer Awards scheme was rolled out in Makueni County where the long serving and outgoing county treasurer was feted for his contribution to the county branch success. A total of 66 Life Members, 49 Ordinary Members, 508 out of school members, 1,426 in school members, and 109 new institutional chapters were registered during the current period.
2.4 Learning and Growth perspective Continuous weekly response training for Nairobi County RCAT team and bi-weekly training for Makueni, as well as weekly dissemination inductions across all the county branches, realized the highest volunteer capacity enhancement volumes in the period. Specialized training included, the training of two staff members in specialized crisis exercises simulation design. This training was conducted by trainers from the American Embassy.
Most volunteers engaged by branches are youth who are often on transit between secondary school, university and employment.
[74] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 social mobilisation activities leading to insufficient supplies of related KEY CHALLENGES AND products to patients. RECOMMENDATIONS Recommendations: Challenges: 1. On First Aid training, there is need 1. In the last two years a number of to review training costs to remain actors emerged in the First Aid competitive and sustain one of the training sector. While their quality of revenue earners for branches. A total of 222 youth volunteers training may not be to the standards went through online training and of the Red Cross, their charges are 2. Youth need to be engaged more were certified both under the DOT quite low and have hence brought consistently in the branches by programme and through the FedNet a lot of competition, subsequently designing routine events for capacity portal in the region (specifically in diminishing the revenue for a enhancement and humanitarian Kajiado, Machakos and Makueni number of branches. work, such as support to children’s counties). The courses undertaken homes and those of the elderly with included; world of Red Cross, CTP, 2. Most volunteers engaged by a scheme for recognition of service. start up and reach up programmes. branches are youth who are often on transit between secondary 3. Clear position of the organization The quarterly coordination fora school, university and employment. on engagement with national and were used to disseminate/train staff The skills inculcated during regional blood centers on working and volunteers on key management the engagement with them are formulas to be actioned and issues, among them; the cascading transferred to different parts of the communicated from the responsible of the scorecards and strategic country, but not a national society. department. plan, DM and 26 other policies and Standard Operating Procedures 3. Funding challenges affecting the (SOP), and observed good practices blood donation programme in the in the process of programme area of laboratory supplies, hindered implementation.
[75] ...Garissa, Wajir and Mandera
INTRODUCTION NORTH North Eastern Region comprises three autonomous counties namely, Garissa, Wajir and Mandera, in the new KRCS county alignment administrative structure. The region covers an area of 127,358.5km² with a EASTERN population of 2,310,757 people (2009 Census). The region is arid with rainfall between (300-350mm), and is among the most marginalized area of Kenya with poor infrastructure developments. It has the highest REGION Global Acute Malnutrition (GAM) rate with Mandera leading at 32.8 per cent. KRCS runs different projects ranging from health interventions, which include responding to disease outbreaks, nutritional outreach, support to community health units through the MoH and adolescence and reproductive health. The region is also involved in resilience building and climate smart projects to build flourishing communities that can withstand the shocks of numerous hazards and reduce the vulnerability levels at individual and community levels.
KEY ACHIEVEMENTS
2.1 Stakeholders and Beneficiaries perspective 2.1.1 Projects In 2016, KRCS implemented four new projects, which included; Hunger for Resilience targeting Dadaab and Fafi for resilience building, which will end in 2017. Adolescence Youth, Sexual and Reproductive Health (AYSRH) project increases young people’s access to quality sexual and reproductive health in Mandera County. The project is expected to end in 2017. Malaria support supervision was part of the GF initiatives to combat malaria. The KRCS role was limited to supporting the health department in six sub-counties in Garissa County for one-off activities. The project entails monitoring the malaria initiatives at local level. Sexual Gender Based Violence (SGBV) project focused on increased gender sensitive environment, while underpinning the causes of gender-based violence and addressing the missing gap. The project was later KRCS runs mainstreamed within the Garissa IFSL. During the reporting period, two projects ended, one on Nutrition in Dadaab and the other on Polio. different projects ranging from health interventions, which include responding to disease outbreaks, nutritional outreach...
[76] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 2.1.2 Strategic partnerships board included the Iranian Red Crescent, (DRO), the number of refugees reduced which supports the Hunger for Resilience from 50,000 to 35,000 by the end of 2016 KRCS had a strategic partnership with the Project in Dadaab and Fafi. due to voluntary return to their countries MOH in the implementation of the health of origin. programmes. In Mandera and Wajir counties, KRCS played a coordination 2.1.3 Community members role in implementing RAMCH projects reached 2.2 Financial stewardship in partnership with the MOH. Medical During the reporting period, KRCS Total Planned Budget for this reporting outreaches were also conducted reached a total of 99,600 beneficiaries with period and against each perspective through Community Health Units. In a number of projects implemented across was as indicated below. The region is Dadaab, the ECHO project ended due the region. Most of the beneficiaries were yet to analyse the expenditures and to uncertainties over the closure of the those reached with medical outreaches in achievement against the CAS budgets. Dadaab Refugee Camp. KRCS supported Dadaab, Mandera and Garissa counties. the polio project with different partners, The number of beneficiaries under five and which ended in mid-2016 due to lack were 17,216 for females and 18,493 for of funding. Another donor that came on males. In the Dadaab Refugee Operation
Sum of Sum of Financial Sum of Internal Sum of Learning Sum of Total Stakeholder / Stewardship Process and growth Beneficiary Garissa 219,309,715 6,835,000 9,744,300 4,213,000 240,102,015 Mandera 102,000,000 1,540,000 144,000 1,589,000 105,273,000 Wajir 92,370,000 2,200,000 1,296,800 1,501,000 97,367,800 North Eastern Total Ksh 413,679,715 Ksh 10,575,000 Ksh 11,185,100 Ksh 7,303,000 Ksh 442,742,815
2.3 Internal processes perspective KEY CHALLENGES AND In 2016, KRCS introduced a revised reporting system, RECOMMENDATIONS taking into consideration the new regional structures. The staff did not adapt the same in time due to complexities Challenges and the slow nature of learning and uptake of the new • Insecurity, especially along the Kenya-Somalia changes. The reluctance to change was overcome by border hindered implementation. the end of the year. The staff were trained on the use of the revised reporting tools and in third quarter of 2016, • Disease importation (cholera, measles, polio, the region was among the top in timely reporting as per dengue fever) made it difficult to demonstrate MEAL feedback. impact of interventions carried out.
2.4 Learning and Growth perspective • High community expectations, coupled with dependency syndrome. Beneficiaries have In 2016, the regional staff and volunteers were trained on been on relief aid since 2004. RCAT, revised MEAL tools, accountability to beneficiaries and KRCS dissemination workshop in line with new • Dwindling donor funding. policies and strategic directions. Some volunteers were trained on peace building and others on simulation of Recommendation the national response to disasters. • Resource mobilization for community projects.
• Peace building initiatives among warring communities to provide enabling environment for development and prosperity.
[77] ...seven counties namely; Nandi, Uasin Gishu, Trans Nzoia, West Pokot, Bungoma, Turkana, and Elgeyo Marakwet.
INTRODUCTION NORTH North Rift Region covers seven counties namely; Nandi, Uasin Gishu, Trans Nzoia, RIFT West Pokot, Bungoma, Turkana, and Elgeyo Marakwet. Two counties have REGION two sub-branches each and these are; Nandi County, which has Nandi North and Nandi South sub-counties, and Bungoma County, which has Bungoma and Mt. Elgon sub-counties. The region has seven ongoing programmes/projects namely: Kainuk-Kasei community resilience project implemented both in Turkana and West Pokot counties; Shifting the Power a disaster management project implemented in Turkana County; and Tom Shoes project implemented across all the seven counties.
With Others are, Tracing programme implemented in Kakuma Refugee Camp Athletics and all seven counties; Nutrition in Emergency situation implemented in all Kenya, counties; GF implemented in selected counties of Uasin Gishu, Bungoma, Trans Uasin Gishu Nzoia, Turkana and due to workload balancing, Kakamega County, under West Kenya, is part of the GF counties and; mainstreaming disability in emergency operations project implemented in the counties of County Bungoma and Turkana. Other programmes that were implemented during the year included, emergency branch, operations, First Aid training and services, and blood donation activities, though in a small scale.
seven KEY ACHIEVEMENTS county Through coordination and networking the major achievements in the region were as below; • All seven county and four sub county committees, both main and youth, held quarterly and numerous branches consultative meetings. The KRCS governor and regional chair and at least one regional committee held consultative meetings with all seven counties. Key issues discussed were; asset acquisition and four and management, good governance, partnership with county governments, member and volunteer sub-county engagement, communication between the management and governance and accountability. • The region responded to floods in Turkana early in the year and towards the end of the year. The region branches, further experienced inter-ethnic resource-based human conflicts in Elgeyo Marakwet, Turkana, and West Pokot counties spilling out to Baringo County under South Rift Region. The conflicts were in planning coupled with drought, especially in Turkana, and West Pokot counties. Other emergencies included a cholera outbreak between the borders of Nandi and Kisumu counties, fire outbreaks in almost all the the Run for counties, among other human-induced and natural disasters. The affected received food and NFIs, cash transfers and psychosocial support, including awareness creation. The region worked with the Humanity national and county governments to restore peace through dialogue initiatives. half marathon ...
[78] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 Uasin Gishu, Bungoma and Turkana. KRCS governor accompanied by regional and respective branch board and staff graced the occasion where respective county governors and relevant departments received the equipment.
2.1 Stakeholders and Beneficiaries perspective 2.1.1 Projects There were nine funded projects in the region; two ended in 2016 and seven ongoing to 2017, as follows; • Mainstreaming Disability in Emergency implemented in Bungoma and Turkana counties, targetted social-economic inclusion
Key partnership and county engagements were undertaken at various levels, namely:
• Installation of seven county governors as KRCS county patrons in their respective counties namely; Uasin Gishu, West Pokot, Trans Nzoia, Turkana, Nandi, Elgeyo Marakwet and Bungoma. More than 355,334 community • Worked closely with Athletics Kenya, Uasin Gishu County branch, seven county branches and four sub- members were reached with county branches, in planning the Run for Humanity half marathon, varied services either through whose purpose was to raise funds towards humanitarian interventions humanitarian assistance or in the region. community development • The Kainuk–Kasei project was involved in organising peace celebrations among the Turkanas interventions. and Pokots, who have been living in harmony for more than 12 months without any conflict. • Handing over and flagging off of GF supported medical equipment was done in three counties, namely;
[79] of persons living with disabilities into community development and DM. • Kainuk-Kasei livelihood and resilience project implemented in Turkana and West Pokot counties, NORTH focused on empowering affected communities with alternative livelihoods, while integrating WASH and DM. RIFT • Shifting the Power project implemented in Turkana County, focused on placing communities at the center of decision-making in disaster preparedness and response. REGION • Nutrition in emergency, implemented in all seven counties, focused on monitoring nutritional status for children under five years, pregnant and lactating mothers, and responded to malnutrition (Cont.) cases in collaboration with respective county governments. • GF HIV programme, implemented through nine SRs in five counties namely; Uasin Gishu, Trans Nzoia, Turkana, Bungoma and Kakamega. Thematic areas for interventions are; prevention with general population, youth, adolescents, most at risk population, women of reproductive age and PLHIV. • Tom Shoes project, implemented in all seven counties, supported vulnerable school going children, students and community members with Tom Shoes twice a year depending on prevailing weather. • Food and Nutrition Kaikor project, which ended in August 2016, focused on capacity enhancement of communities to adopt alternative livelihoods, and which included integration of maternal health and provision of farm inputs. Kainuk- • Measles and Rubella campaign, implemented in Bungoma County in collaboration with county MOH, focused on community social mobilization, and targetted children under five years for Kasei vaccination. • Tracing family links programme, implemented across the region, mainly in Kenya prisons, refugee livelihood camps and general populations, to restore family links among persons separated from their and families. resilience 2.1.3 Community members reached More than 355,334 community members were reached with varied services either through humanitarian project assistance or community development interventions. Children under five years were mostly reached through measles and rubella campaign, and community based nutrition services targeted through early implemented child education centres, household led social mobilization and maternal child health clinics. Those who in Turkana and West Pokot counties, focused on empowering affected communities with alternative livelihoods ...
[80] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 benefited greatly also were school going children aged 6-12 years, and 13-24 years through Tom Shoes distribution. Both men and women aged 25 years and above, with their entire households, were supported through livelihood and DRR interventions, where issues of WASH, maternal and child care, psychosocial support and peace dialogues interventions were integrated.
2.2 Financial stewardship
• Total planned budget - Ksh 522,595,618.79. • Amount Raised - Ksh 14,697,916.00 representing 3 per cent of the amount raised against the planned budget. • Expenditures against the income realized – Ksh 17,949,966.00, which is 122 per cent.
Detailed breakdown against the branches is as indicated below:
Name of Budget Budget gap Income Expenditures Surplus/Deficit Sub-County/ County North Rift 79,635,475.00 74,749,453.00 4,886,022 6,675,811 (1,789,789) Region Trans-Nzoia 36,519,640.00 36,112,074.00 407,566 501,065 (93,499) Uasin Gishu 4,908,900.00 4,333,454.00 575,446 560,405 15,041 Mt. Elgon 48,553,103.00 44,639,477.00 1,507,902 9,949 1,497,953 Bungoma 2,405,724 2,072,958 332,766 West Pokot 163,642,444.79 163,251,006.79 391,438 4,001,075 (3,609,637) Nandi South 990,714.00 990,714 1,098,967 (108,253) Nandi North 130,369.00 130,369 195,748 (65,379) Turkana 173,597,456.00 170,684,751.00 2,912,705 2,275,892 636,813 Marakwet 15,738,600.00 15,248,570.00 490,030 558,096 (68,066) Total Ksh 522,595,618.79 507,897,702.79 14,697,916.00 17,949,966.00 -3,252,050.00 2.3 Internal processes perspective
Children under five years were mostly reached through measles and rubella campaign
[81] • Timeliness of reporting was fairly Reporting Challenges achieved at about 60 per cent rate Sub-county and county branches have by sub-county and county branches. challenges in utilizing the reporting • Branch focal persons, RCAT and tools by KRCS and those of relevant staff were taken through several government ministries. The focal trainings in M&E, KIRA and DM. persons and some project staff are yet to Quarterly review coordination build up a consistent culture in reporting meetings were also conducted. practices. The source documents are • All four sub-branches and seven rarely utilized, such as, activity reports, branches and regional board terms of reference, mission reports, elections were successfully beneficiary trackers, assessment conducted and the newly elected documents, membership database, board held regular meetings. volunteer database, among others. As a result, this makes it difficult to provide 2.4 Learning and Growth data by segregation. perspective Resource mobilization All newly elected board members, both Almost all the sub-county, county main and youth at all levels, were trained branches and the region had challenges on good governance, while five First Aid in increasing the income base. There is trainers underwent yearly refresher over-reliance on old traditional income course. At least two volunteers per county generating activities (IGAs), which bring branch were trained on Tracing services minimal income, not enough to meet and a further two staff/volunteers per the administrative costs. Attempts to county were trained on gender and venture to commercial IGAs and other diversity. The Regional Manager was ventures require a lot of involvement trained on Regional Disaster Response and commitment of both the individual Team (RDRT) cross-cutting issues and a and the institution. Technical more than 150 volunteers at two project assistance is required to enhance roll sites in Turkana South and East and out of commercialized IGAs. West Pokot were trained on Community Based Regional Disaster Response Team Asset Management (CBRDRT). 150 RCATs from Uasin Gishu, Turkana, West Pokot, Bungoma and Some branches hold onto some KRCS Elgeyo Marakwet were also trained on RCAT guidelines.
KEY CHALLENGES AND RECCOMMENDATIONS
150 RCATs from Uasin Gishu, Turkana, West Pokot, Bungoma and Elgeyo Marakwet were also trained on RCAT guidelines.
[82] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 assets and disregard laid down guidelines and policies on asset management. Some do not release non-functional motorcycles back to headquarters or maintain them or pay for insurance. One branch was reluctant to return mobile phones from a concluded project, and instead, the board sold them as IGAs, without receiving a gift certificate from headquarters. Continuous dissemination of KRCS asset management policies is required to enhance compliance and adherence among board members and volunteers.
[83] SOUTH RIFT REGION
A notable covering; Baringo, Bomet, Kericho, Nyandarua, Nakuru and achievement Narok. was in the INTRODUCTION distribution The South Rift Region started the year well with preparations for the AGM and elections for county and sub-county branches, covering; Baringo, Bomet, Kericho, Nyandarua, Nakuru and Narok. Resource of Tom Shoes, mobilization took centre stage in the reporting period as the region strived to meet its core operating costs. The Humanity Power Walk was a major activity carried out in Nyandarua, Kericho, Nakuru and Bomet where 97,260 county branches, with an income of Ksh 28,117,637 raised, against an expenditure of Ksh 22,057,460. First Aid training reached at least 2,213 participants trained in the region. Membership registration was a key shoes were activity that saw 70 Life Members and 900 Junior Members join the Movement. distributed A notable achievement was in the distribution of Tom Shoes, where 97,260 shoes were distributed through the branches. This activity has been key in linking KRCS with children and adults from vulnerable through the backgrounds. These achievements continued to encourage branches to ensure that their operational systems are effective and efficient in service delivery to the community. The branches, however, need to branches. have extra efforts in resource mobilization towards achieving financial stability.
[84] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 The partnership and stakeholder’s management aspects were remarkable during the year with key partners being the national and county governments...
[85] The KRCS Bomet branch is the lead partner in the management and implementation of the Bomet SOUTH Integrated Development Program (BIDP). The Programme scope covers the sectors of WASH, Health and Agribusiness. The branch works in synergy with the Bomet County Government and other partners to RIFT ensure the project is a success. REGION KEY ACHIEVEMENTS (Cont.) 2.1 Stakeholders and Beneficiaries perspective 2.1.1 Projects
During the year 2016, the Bomet branch hosted and implemented the BIDP. Among the activities conducted included, construction of the water works, intake, treatment works, booster station and the pipelines, hygiene promotion in schools and community, production and distribution of Information, Education and Communication (IEC) materials, marking national health days, and training of famers. The region implements Tracing (reunification of family links), Tom Shoes project across all the counties in the region and GF programme, which is being implemented in Kericho, Nakuru and Bomet through SRs. 2.1.2 Strategic partnerships
The partnership and stakeholder’s management aspects were remarkable during the year with key partners being the national and county governments, who were instrumental in operational support of the branches. New partners were brought on board and included, community based organizations (CBOs) and faith based organizations (FBOs). BIDP is implemented and funded by both the Bomet County Government and KRCS. The programme also worked closely with other partners including, Tenwek Hospital and Dig Deep, to implement WASH-related programmes.
The county alignment meetings led to increased relations between the county government and KRCS in that there has been call for provision of office space and land in Narok and the signing of an MOU with the
The county alignment meetings led to increased relations between the county government and KRCS ...
[86] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 Ministry of Agriculture (MOA) on long term partnership on a greenhouse project whose objective is technology transfer and youth empowerment meant to serve as one of the branch’s income generating activities. Other branches within the region engaged the counties on the need for county disaster management bills and policies, with reports of the same having been tabled in the county assemblies for approval. 2.1.3 Community members reached with different interventions
In the year, the activities within the region, ranging from dissemination sessions, health education (hygiene and sanitation), the four part youth programmes, emergency responses, and project interventions reached 109,023 people as indicated in the table below;
Number of males reached Number of females reached Total Total people reached living with
disabilities ≤5yrs 6 to 13 to 24 25 to ≥60 yrs ≤5yrs 6 to 13 to 24 25 to ≥60 12yrs yrs 59yrs 12yrs yrs 59yrs yrs 5,356 5,321 11,946 21,352 3,777 1,661 21,352 11,318 109,023 674
2.2 Financial Stewardship
In the year 2016, the region developed the plans and budgets for all the donor-funded programmes, in addition to the organization development activities, which were to be funded from the branch income generating activities. The total projections for the year consolidated for all the counties and programmes was Ksh 482,803,282.00. The income and expenditures are as indicated below; • Total Planned Budget – Ksh 482,803,282 • Amount Raised – OD – Ksh 24,175,383 Programmes – Ksh 183,500,000
[87] • Amount Utilized – Ksh writing and documentation. Reports capacity enhancement of its membership 202,782,954.80 were compiled in a timely manner and and volunteers. • Surplus – Ksh 4,892,428.20 submitted, however, it was noted that (Between amount raised and a majority of the focal persons do not 2.4 Learning and Growth amount utilized) provide the source documents such perspective • Deficit from the 2016 planned as activity reports, terms of reference, The DM strengthening programme budget – Ksh 275,127,899 mission reports, beneficiary trackers, supported the region by strengthening assessment documents, membership the RCAT team through trainings that database and volunteer database, led to the formation of RCAT teams in 2.3 Internal processes hence possibilities of losing out on the Nakuru, Baringo and Narok counties. exact numbers of community members perspective The members also received gender and reached. diversity training, while three volunteers The branches held dissemination from the region were trained by ICRC on This challenge was addressed to sessions during KRCS events and other dead body management. public gatherings. More than 5,000 some level through the MEAL training people were reached with dissemination attended by the staff and volunteers Peer, lay counselling and motivational messages and this saw recruitment of in Nakuru, as a key capacity building training were offered to volunteers. First more than 70 Life Members, 500 youth action. More capacity building sessions Aid in emergency, KIRA Assessment in school and 400 youth out of school. were held on targeting volunteers and tool, RCAT training, DM training, fire Currently, the region has 200 active staff in areas of basic accounting skills, safety, radio communication, Mass members and 150 RCAT members. strategic partnership management and Casualty Incidence (MCI), online resource mobilization. Since 2017 is an stock management, NDRT, dead body Reporting: The staff were inducted electioneering year, the region expects on digital reporting, while all active to preposition Non-Food Items (NFIs) as volunteers were mentored on report part of preparedness in addition to RCAT
[88] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 management, emergency, water and sanitation, and safer access trainings were also offered to staff and volunteers. As a way of motivating volunteers in the region, each county branch awarded outstanding volunteers during their AGMs.
KEY CHALLENGES AND RECCOMMENDATIONS
CHALLENGES RECCOMMENDATIONS Branch youth activities were below average as most of the youths Youth leadership to co-opt more members to boost their were engaged in project overshadowing the branch activities. decision making There is need for more disaster response capacity enhancement for Formation of RCAT in all counties in the region, and volunteers and member exchange programmes to facilitate learning. Membership recruitment More production and distribution of IEBC materials for ease in dissemination and membership recruitment.
The branches held dissemination sessions during KRCS events and other public gatherings. More than 5,000 people were reached ...[89] ...Isiolo with a population of 143,294 and which is currently the regional headquarters; Samburu with a population of 223,947; and Marsabit with a population of 291,166, (KDHS, 2009).
INTRODUCTION UPPER Upper Eastern Region comprises three counties namely: Isiolo with a population of 143,294 and which is currently the regional headquarters; Samburu with a population of 223,947; and Marsabit with a EASTERN population of 291,166, (KDHS, 2009). The communities inhabiting the region are nomadic pastoralists, with very insignificant number practicing small scale or mixed farming activities. The region is faced with REGION multiple issues that contribute to the state of livelihoods among the community members, ranging from perennial drought, conflict, floods and disease outbreaks.
During the reporting period, the region was one of the worst hit by the 2016 drought. The drought led to the loss of livelihood of communities, depleted water resources and pasture for animals. The competition over pasture and water points for animals led to armed conflicts between neighbouring communities of Samburu and Isiolo, as well as between communities in Garissa and Isiolo. KRCS provided support through various drought initiatives in saving lives and alleviating suffering through CTP, livestock destocking, relief food distribution and medical outreaches in hard to reach areas.
KRCS provided support through various drought initiatives in saving lives and alleviating suffering through cash transfer programme (CTP) ...
[90] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 KEY ACHIEVEMENTS and Agency for Technical Cooperation and the sub-county to the county level. The Development (ACTED), among others. IEBC coordinators and clerks oversaw 2.1 Stakeholders and elections. All board members were Beneficiaries perspective 2.1.3 Community members taken through capacity enhancement reached training. This has greatly improved the 2.1.1 Projects The region reached 155,502 community relationship between the secretariat and the governance team through increased The region had four active projects. These members, amongst whom 21,080 were trust and interaction among them. are; Integrated Health Outreach Project people living with disabilities. (IHOP) in Garbatulla, Reproductive, KEY CHALLENGES AND Maternal, Newborn, Child and Adolescent 2.2 Financial stewardship Health (RMNCAH) in Moyale and Isiolo, The region raised a total of Ksh 6 million RECOMMENDATIONS Nutrition in Emergencies covering the and Utilized Ksh 5 million. region and the Walda livelihood project in Challenges Moyale. Project activity implementation 2.3 Internal processes • Skills gap in reporting and M&E was achieved in its first year of amongst field staff. implementation of IHOP, RMNCAH and Reporting Walda climate adaptation project. The Monitoring of project activities in the • Inadequate capacity in the AtC project currently supports three hectares region was done on either monthly or approach. of land for crop production that includes quarterly basis. Staff acquired training butternuts, watermelon and onion. A on different MEAL tools. All projects • Delay in funds disbursements total of 240 famers have registered under submitted their reports in time. to the field level. the farmers’ association. Capacity Building • Recommendations RMNCAH (Merti and Moyale) implementation period ended on 31 All the staff in the region were trained • Regional staff should receive December 2016, while the nutrition on MEAL tools. Staff and volunteers also capacity enhancement effort on project’s term was extended by 18 months underwent training in RCAT, KIRA and MEAL function. from December 2016. IHOP and Walda Minimum Initial Service Package and projects will extend to 2017. All projects AtC. • Efficiency in funds disbursements. spent their quarterly budget lines with Functional Branches the implementation of planned activities • Enhance advocacy at county at 100 per cent, with the exception of The region has four functional branches and higher scale to ensure RMNCAH in both Marsabit and Isiolo that include Isiolo, Moyale, Marsabit effective programme and counties, where activities slowed down and Samburu, which are involved in sustainable projects transition due to delay in funding towards the several income generating activities, and exit. project exit period. from food kiosks, mileage recoveries and membership drives. • Maintaining good networking 2.1.2 Strategic partnerships and collaboration between the Membership Partnership with the county governments county assemblies of Marsabit, Samburu and Isiolo, and the of Marsabit, Samburu and Isiolo The region has 1,533 Life Members in executives. stakeholders in the implementation of Isiolo, Samburu and Marsabit counties. projects was achieved. This includes Efforts to increase membership yielded • Multi-sectorial approach to support by counties during emergency fruit with about 7 Life Members and 34 address harmful cultural responses, medical outreaches and youth out of school were recruited. practices that affect uptake of camps and national health days in essential health services among Isiolo and Marsabit, and emergency 2.4 Learning and Growth the pastoral communities. malnutrition surveys in Samburu. Beside perspective county and national governments, • Support in the monitoring of other partners include World Vision, During the year 2016, staff and volunteers drought situation and putting in Action Contre la Faim (ACF), Anglican underwent several training including, place a contingency plan. Development Services and UNFPA, RCAT, KIRA, Minimum Initial Service United Nations Children’s Fund (UNICEF) Package and AtC. All branches mobilized and held their AGMs and elections from
[91] Butere Mumias, Kakamega, Busia, Siaya, Nyando, Kisumu, Migori, Rachuonyo, Homa Bay, Vihiga, Nyamira, Kisii and Lugari.
INTRODUCTION WEST The West Kenya Regional office is headquartered in Kisumu town and comprises 13 branches. These are; Butere Mumias, Kakamega, Busia, Siaya, Nyando, Kisumu, Migori, Rachuonyo, Homa Bay, Vihiga, Nyamira, KENYA Kisii and Lugari, across the nine counties of Kisumu, Kisii, Nyamira, Migori, Siaya, Vihiga, Kakamega, Busia and Homa Bay. The branches within the region have different priorities and demographics. The region REGION records high poverty indices compared to national averages, with Kisumu and Busia being estimated at 60 per cent and 64 per cent, respectively. Frequent outbreaks of cholera, high HIV and AIDS prevalence (25.7 per cent in Homa Bay and 23.7 per cent in Siaya), high malaria positivity, high stunting rates (23-35 per cent against national figures of 26 per cent), high maternal and child mortality (691/100,000 in Siaya compared to 400/100,000 nationally), and food insecurity remains high above the national figures across the region.
During the year, the region expanded its services and reached more beneficiaries through integrated programming and focused on building community resilience. The region strengthened the existing community grassroots’ and county structures to address health challenges. The region technically supported counties to expand KRCS participation in the county platforms for health, and leverage all learning to strengthen the internal strategy and policy guidelines.
Through collaboration with other strategic partners, KRCS implemented integrated programmes on HIV prevention, maternal and child care, nutrition, food security, adolescent reproductive health, emergency health, with a focus on behaviour change and making health services accessible to hard to reach populations. Partnerships with GF HIV funded SRs have been strengthened across the counties.
The region strengthened the existing community grassroots’ and county structures to address health challenges.
[92] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 A blood safety project was implemented in Siaya, Kisumu and KEY ACHIEVEMENTS Kisii counties, with a focus on social mobilization and retention of donors in collaboration with the Kenya National Blood 2.1 Stakeholders and Beneficiaries perspective Transfusion Services (KNBTS).
The county branches positioned themselves as the best 2.1.1 Projects In the reporting period, five new projects were realized, with partner to county governments in the implementation of two ending in 2016 and 16 ongoing into 2017 as outlined projects in healthcare, food security and livelihoods, nutrition below; mainstreaming into the county development plans and The following are the health projects implemented within strengthening departmental synergies that utilize the services • the region; of emergency medical services. o GF malaria in Busia and Kakamega, focusing on home During the year, AGMs were held between March and May management of malaria. across 13 sub-county branches and nine county branches, o RMNCAH implementation in Migori and Homa Bay including regional AGMs, during which elections of members counties. to the branch and regional boards was done. After the board o HIV and AIDS Fisher Folk (Aphia Fisher folk) and elections, governance trainings were conducted to strengthen Kisumu integrated family health project, both the capacity of newly elected board members and youths on implemented in separate sites in Kisumu County. the KRCS policy framework and to enable them carry out their o GF HIV programme implemented by 14 SRs across mandate effectively. The boards across the region conducted seven counties namely; Siaya, Kisii, Kisumu, Homa quarterly board meetings. Bay, Busia, Kakamega and Migori counties. o Minimum Initial Service Package (MISP) was rolled out during floods in Busia and Kisumu counties. o DREAMS project, implemented in Kisumu and Homa Bay counties with large coverage in Homa Bay County. • Two projects implemented under nutrition interventions within the region are; the EU nutrition implemented in three counties and Right Start Micronutrient Initiative being implemented in seven counties. • There are six projects/programmes implemented under DM unit, namely; Siaya IFSL project, DM strengthening, Nutrition in Emergencies, SGBV integrated with IFSL, Tom Shoes and emergency operations. • More than 157,530 persons were reached directly and another 787,650 persons reached indirectly.
2.1.2 Strategic partnerships In the reporting period, eight key partnerships were formalized. These are; two governors became county patrons of the KRCS Homa Bay and Migori counties, while Homa Bay County Government partnered with KRCS on the implementation of Community System Strengthening National Pilot Project under GF HIV. The International Medical Corps partnered with KRCS on the implementation of a holistic county commitment for improved nutritional outcomes in Homa Bay County, Kenya project in Homa Bay County.
KRCS partnered with We World Onlus on the implementation of enhanced maternal and child nutrition in Migori County, through a multi-sectorial approach, that is, local political commitment and population awareness raising project. Micronutrient Initiative partnered with KRCS on the implementation of the right start maternal child and nutrition project in Migori, Homa Bay, Kisumu, Busia, Vihiga and Kakamega counties. Norvatis
[93] Pharmaceutical and Siaya and Kisii 2.1.3 Community members ages 6 to 12 years both male (27,070) and county governments partnered with reached female (32,554). Females aged between KRCS on adopt a clinic initiative to ensure More than 157,530 community members 13 and 24 years reached were 22,514, increased access to affordable and across the region were reached with more than males aged between 25 and friendly MNCH services for communities various humanitarian services and 59 years who were 16,812. There is an around the Benga dispensary in Siaya development interventions. Most increasing need to reach more females County and Matongo dispensary in Kisii beneficiaries reached are those between compared to males. Upto 29 people living County. with disabilities were reached.
The table of the communities reached was as below:
Number of males reached Number of females reached Total Total reached people living with disabilities ≤5yrs 6 to 12yrs 13 to 24 25 to ≥60 ≤5yrs 6 to 12yrs 13 to 24 25 tow ≥60 yrs 59yrs yrs yrs 59yrs yrs 6,603 27,070 8,761 16,812 1,956 3,605 32,554 22,514 34,669 2,986 157,530 29
2.2 Financial stewardship
• Annual budget – Ksh 476,236,156, with 3 per cent of income realized, and a gap of 97 per cent. • Expenditure – Ksh 13,020,430, which is 73 per cent of annual income.
The breakdowns was as below: Name of Sub-County/ Annual Budget Income Gap Expenditures County West Kenya Region 20,000,000.00 6,983,668 13,016,332 4,798,552 Kakamega 37,018,928 520,211 36,498,717 323,368 Siaya 60,664,360 2,394,738 58,269,622 1,624,032 Vihiga 14,357,650 5,000 14,352,650 26,496 Kisumu 73,691,000 1,331,415 72,359,585 1,135,998 Nyamira 14,305,250 99,500 14,205,750 100,345 Homa Bay 103,602,374 197,698 103,404,676 186,810 Busia 58,717,283 270,200 58,447,083 241,261 Kisii 22,284,960 4,000 22,280,960 23,130 Migori 71,594,351 1,214,000 70,380,351 1,103,630 Totals 476,236,156. 13,020,430 463,215,726 9,563,622
2.3 Internal processes audits were conducted for the Kisumu to be addressed to make the branches perspective and Siaya IFSL projects. Key gaps noted functional. Further effort towards a among the project staff is the capacity to well-functioning branch were also made West Kenya Region has 36 staff members, develop project risk management plans. through three regional coordination 30 focal persons, 2,783 volunteers and This was highlighted during the HSS meetings held in Busia, Kisumu 2,746 members. In the reporting period, coordination meeting for follow up with and Homa Bay counties attended by KRCS staff and volunteers were trained the headquarters technical teams. coordinators and projects staff from all in the new KRCS M&E tools. This saw counties who were sensitized. an improvement in the timeliness and Out of the 13 branches in the region, ten quality of reports from the field teams. did not meet the minimum standards Additionally, two routine data quality of a well-functioning branch. This is
[94] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 2.4 Learning and Growth strategic direction and implementation, Recommendations perspective dissemination of the KRCS strategy • Initiate strategic resource was undertaken in three coordination mobilization structures across Staff and volunteers were trained in meetings in 2016. counties in 2017. different courses to enhance their skills • Participatory development of and expertise in quality programming. KEY CHALLENGES AND staff, members and volunteer The trainings supported in the year RECOMMENDATIONS retention strategy. were as follows: 77 participants (35 • Support logistical structures across region, 42 from Siaya) staff and Challenges in the region as part of volunteers were trained in KIRA; 25 The main challenges in the region are: institutional development. were trained in SGBV; 18 were trained in • Low staffing level at regional • Strengthening the regional gender and diversity; ten were trained office and across branches. governance through training on in MISP; 25 were trained in AtC; 150 • Low membership registration leadership and governance. were trained as RCATs across Migori, and ineffective membership • Support branches in county Homa Bay, Kisumu, Siaya and Busia; 42 retention strategy. alignment and streamline committee members from Siaya were • High staff and volunteer turn partnership structures with trained in DRR; and 121 board members over. county governments. (63 county board members, 54 branch • Backlog of payments from board members, and four regional admin and programmes. board members) across the region, were • Prolonged drought that may trained in governance and policy. To increase the risk of epidemics improve staff understanding of the KRCS and poverty level.
More than 157,530 community members across the region were reached with various humanitarian services and development interventions. [95] SUPPORT UNITS
[96] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 [97] training to which they were not able to attend. The strategic partnerships unit focuses on collaborative and consultative relationships that exceed partner, employee and 2 KEY stakeholder expectations.
STRATEGIC A. STRATEGIC PARTNERSHIPS INTRODUCTION PARTNERSHIPS The strategic partnerships unit focuses on collaborative and consultative relationships that exceed partner, employee and stakeholder expectations. It targets the establishment AND RESOURCE of new partnerships and sustaining and enhancing the quality of existing ones. The partnerships are based on mutual benefit between KRCS and external parties, with MOBILISATION value added for both parties as a key consideration. Due to its Superbrand status, and having sustained a great brand image, reliability and trustworthiness among partners, KRCS is therefore a naturally partner to top corporations and institutions, the national and local governments, international organisations, UN agencies and other entities.
KEY ACHIEVEMENTS During 2016, KRCS entered into a number of partnerships with various entities. These partnerships have propelled the implementation of KRCS activities at the headquarters, regions and branches. Some of the partnerships are summarised in the below table;
KRCS entered into a number of partnerships with various entities. These partnerships have propelled the implementation of KRCS activities
[98] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 Organisation/Institution KRCS Unit Area Of Partnership
Kenya Private Sector Alliance DRM Disaster preparedness and funding. Access to Innovation – a network of Danish DRM Innovative solutions with communities in Kenya. companies and organizations Alliance Ukraine GF Harm reduction interventions for improving service delivery to people who inject drugs. South African Monitoring and Evaluation MEAL MEAL topics and interventions. Association Evaluation Society of Kenya MEAL On establishment of Evaluation Society of Kenya in the country. Inter-Agency Accountability Working Group fora MEAL To contribute to the accountability agenda. Kitui County Government OD MOU on implementation of joint programmes. Kilifi and Taita Taveta county governments WASH Assess to water from an improved source and funding support to WASH in Kenya project. Bomet County Government WASH Development of Sigor Water Pipeline. JamboPay Corporate Affairs To raise resources through the JamboPay platform.
KTN Corporate Affairs To show First Aid and other emergency preparedness tips weekly on KTN Africa24 Media Corporate Affairs To support KRCS video coverage during key events and production of special videos and TV shows for airing on TV. Special Olympics Kenya Central Region Targeting children and youths living with intellectual disability. Kitui County Government Lower Eastern Region Food security, training and emergency preparedness and response. South Coast Residence Association Coast Region Establishment of an effective Kwale rescue partnership programme to curb drowning tragedies.
Base Titanium Coast Region In Kinango IFSL project and in conducting First Aid competitions. County governments of Kilifi and Taita Taveta Coast Region Contribute to WASH projects. MOH North Eastern Region Implementation of RAMCH projects and medical outreaches. Iranian Red Crescent North Eastern Region Supporting Hunger for Resilience Project in Dadaab and Fafi. Tenwek Hospital and Dig Deep South Rift Region WASH-related programmes. Narok County Government South Rift Region Provision of office space and land in Narok. Ministry of Agriculture (MOA) South Rift Region Greenhouse project on technology transfer and youth empowerment income generating activities.
Homa Bay and Migori County Governors West Kenya Region Two county governors became county patrons of the branches. Homa Bay County Government West Kenya Region Community System Strengthening National Pilot Project under GF HIV. International Medical Corps West Kenya Region Nutritional outcomes in Homa Bay County. We World Onlus West Kenya Region Enhanced maternal and child nutrition in Migori County, through multi-sectorial approach. Micronutrient Initiative West Kenya Region Right start maternal child and nutrition project in Migori, Homa Bay, Kisumu, Busia, Vihiga and Kakamega counties. Norvatis Pharmaceutical and Siaya and Kisii West Kenya Region Adopt a clinic initiative for access to affordable county governments and friendly MNCH services for communities. American College of Surgeons and Surgical ICHA KRCS Training School promulgated as site in Society of Kenya Kenya, accredited to offer ATLS.
[99] KEY CHALLENGES AND Emergency Fund Guidelines. The guidelines through the mobile platforms mostly are expected to assist KRCS personnel in its during emergencies such as the Naivasha RECOMMENDATIONS fundraising initiatives during disasters. The fire tragedy, Huruma building collapse Challenges guidelines also show that the emergency and the drought, as well as heavily during fund should retain reserves of upto Ksh the Tree Challenge initiative. On a regular Partnerships require constant research and 30 million for emergency response at any day, the public donates to KRCS using review of organisations and institutions that given time. Paybill: 10000, and Account Name: Red could potentially partner with KRCS. Thus, Cross. During emergencies, a customised it takes a lot of time, effort and networking Resource mobilisation strategy: A draft Account Name is created, but using the to secure mutually benefiting partnerships. resource mobilization strategy was developed same Paybill Number. during 2016 to encourage a robust discussion Recommendations within KRCS headquarters, regions and KRCS also raised resources through its It is recommended that an additional branches on the best and effective means traditional means, such as Commercial personnel be recruited at headquarters of raising resources for KRCS operations. First Aid training, sale of First Aid kits, to constantly research and propose new through membership recruitment drives, Fundraising initiatives at headquarters: percentage of project costs allocated to partnerships. During 2016, KRCS headquarters engaged admin for the day to day running costs, in a number of fundraising initiatives that and vehicle mileages costs recoveries. B. RESOURCE MOBILISATION realised some resources. These includes; The Boma Hotels and E-Plus continue to the Gala Night, which is a platform for INTRODUCTION be a key IGA meant to ensure long term fundraising through KRCS partners; Shinda sustainability of KRCS operations. Resources mobilisation is a key component Washinde Raffle, which raises resources of KRCS, especially as defined in the KRCS from members of the public who play the Fundraising initiatives at Branches and Regions: Strategic Plan 2016-2020. It works to raffle; collection tins in supermarkets and Branches and regional offices also undertook leverage financial resources all kinds of shops, and which raises coins that are key a number of fundraising initiatives. These sources for the sustainability and execution to making small payments. included, Branch Gala dinners, humanity of the KRCS mandate. The unit focuses on walks, marathons, hiring of premises for Further, the unit also facilitated fundraising increased value for money to maximise events, collections tins in supermarkets, through mobile phone companies such as available resources. talent shows, as well as through engaging in Safaricom, Airtel and now also EazzyPay. farming, tree nurseries and green houses. KEY ACHIEVEMENTS In partnership with JamboPay, a new platform was opened up for KRCS to Funding from the RCRC Movement: KRCS Emergency Fund Guidelines: During 2016, fundraise to thousands of the corporate receives funding from within the RCRC the resource mobilisation unit finalised the sector organisations. Funds were raised Movement partners through bilateral
[100] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 arrangements with PNSs, as well as Joint funding with county governments: of KRCS personnel do not possess, through the IFRC and ICRC. Funding County governments have interacted with as a core skill set. through these means forms a major bulk KRCS and entered into funding MOUs with • There is no proper database of income to KRCS. The engagements are KRCS at different levels to implement management of all fundraising based on mutual understanding on KRCS developmental projects. information. The information is stored developmental priorities and support during in different excel sheets and difficult to emergencies. Channels for raising resources consolidate and collate. The information Funding from the corporate sector: The During 2016, fundraising efforts were is also resident with different personnel engagement with the corporate sector undertaken in malls, supermarkets, through in the programmes, finance and ICT. in Kenya has been increasing, with most email/post, phone calls, through discussions donating as part of their CSR initiative. The with the corporate sector, face-to-face Recommendation support has been to short term goals to meetings, as well as on social media and • It is recommend that at least one support events and other humanitarian CSR conventional media (radio, television and person is recruited at all branches to initiatives on an annual basis. A number of newspapers). The KRCS Mobile App and fundraise, while at least two people the corporate sector institutions support website were also used to tap Master Card be recruited at the headquarters. It largely during emergencies, but efforts to and Visa holders who have been donating is also recommended that one-off draw them into KRCS long term development through the KRCS online donation portal. secondments are encouraged into programmes is ongoing. Within this scope, KRCS from national societies that KRCS entered into a partnership with KEY CHALLENGES AND have excelled in fundraising. KEPSA, which is an alliance of the corporate RECOMMENDATIONS sector in Kenya. • It is recommended that training Challenges sessions, exchange learning missions Funding from proposals: KRCS has also and participation in fundraising • There is a lack of capacity in terms received funding support through winning conferences are encouraged and of personnel to undertake resource proposals for short and long term projects sponsored. with funding support from international mobilisation at both the headquarters, organisations and other institutions. In regions and branches. • It is recommended that an easy-to-use this regard, KRCS received direct support online software be procured to ensure • Resource mobilisation requires from the European Union to support youth accurate management of updated data specialised skills to which a number initiatives in eight counties. and statistics on fundraising.
Resources mobilisation ... works to leverage financial resources all kinds of sources for the sustainability and execution of the KRCS mandate.
[101] training to which they were not able to attend. ... aim is to ensure efficient and effective operations through the use of 2 KEY leading edge technology that enables KRCS to deliver on core goals and objectives.
INTRODUCTION INFORMATION The department’s aim is to ensure efficient and effective operations through the use COMMUNICATION of leading edge technology that enables KRCS to deliver on core goals and objectives. AND KEY ACHIEVEMENTS 2016 ICT department’s recorded achievements in the following key areas: Infrastructure, TECHNOLOGY Tovuti (Web Development), Applications + mHealth and Mobile App. 1. Infrastructure ICT upgraded the current infrastructure to accommodate the KRCS digital growth by setting up of the new Apollo server infrastructure to host the upgraded Navision and Management Information System (MIS) system. ICT also set up of Fortinet network security solution, which includes intrusion prevention, load balancing, fail over and network manager. This improved the KRCS cyber security amidst a growing number of cyber attacks, as well as improving the reliability of the internet connectivity at the headquarters. Also, ICT provided regionalsupport on both hardware and software and upgraded all computers from windows 7 to windows 10 and joined them to the domain.
2. Tovuti (Websites) The team focused on building and maintenance of the national society’s websites, as well as digital marketing support as follows: Boma International Hospitality College (BIHC) digital advertising; Boma Hotel marketing proposal to be executed in 2017; and KRCS website improvement, which saw the launch of a revamped mobile friendly site as per current trends. Further, ICT also supported the Tree Challenge micro-site; developed and launched a micro-site for the DM-Ops department and the South Rift Regional office; and developed and launched the new Boma Hotel website.
3. Software Applications + mHealth This section focused on innovation of digital solutions that support KRCS’ digitisation efforts. The KRCS’ ERP (Microsoft Dynamics Navision) was upgraded to the latest ICT upgraded version of 2016. This improved efficiencies in the KRCS by improving the workflow setup and hence reducing the turnaround time for business process across various the current departments. The MIS for KRCS programmes was developed and training was completed. ICT also infrastructure to launched RapidPro Messaging platform - a two way messaging system that helps in communicating with beneficiaries, as well as facilitated the measles and rubella SMS accommodate campaign to reach 38 million people. Further, ICT undertook data collection training in the KRCS Mombasa, Moyale, Merti and Somaliland. digital growth 4. mHealth ICT undertook the mapping of mHealth beneficiaries in Isiolo and Moyale on the by setting up Kobo Platform, developed inter-agency dashboard between KRCS and Concern World Wide, held the Kobo Mobile Data collection training for volunteers and staff in of the new Merti, Mombasa and Moyale to facilitate faster data collection and facilitated the API integration between Kobo, Dashboard, Africa’s Talking and the dashboard. Apollo server infrastructure ...
[102] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 5. Mobile App This innovation was launched in April 2016 to further enhance KRCS digital footprint amongst smartphone users. The mobile app is key in resource mobilisation for KRCS and a credible source of incident information to application users. The App included an emergency alerts push notifications feature introduced, Tree Challenge App feature for resource mobilisation, social media app downloads campaign in November that increased number of users, and E-Plus responder app launch and training of users.
In addition, the App also facilitated membership improvement by introducing clickable alerts, shareable content, improved user experience, introduced ticketing tool to help respond promptly to issues and developed App strategy for FY2017.
[103] training to which they were not able to attend. The function also provides advisory services on specific areas as 2 KEY requested by management without compromising on independence in processes of governance, risk management and controls.
INTERNAL INTRODUCTION Internal Audit and Risk Management department provides independent assurance and AUDIT AND RISK consulting activities to assist KRCS and its affiliates to accomplish their objectives through a systematic approach to evaluate and improve effectiveness of risk MANAGEMENT management, control and governance processes. The department provides secretariat services for the Audit and Risk Committee that was established in 2011. The function also provides advisory services on specific areas as requested by management without compromising on independence in processes of governance, risk management and controls.
SUMMARY OF 2016 ACHIEVEMENTS (KEY OUTCOMES)
During the year 2016, the department achieved the following; Internal audit process
Adopted an audit software that was an effective project management tool on audit engagements, as well as data extraction and analysis software used for fraud detection and prevention. The governance and risk management software assisted the KRCS audit at the speed of risk. Innovation and Capability
The department developed a risk management framework for better identification and treatment of risks so as to ensure maximum sustainable value to all the KRCS activities. Further, the department also enhanced the knowledge base system audit work through better appreciation and interrogation of KRCS and its affiliate systems. Adopted an audit Management and audits The department provided an assurance to management on the key risk areas and software that was controls that were not operating effectively across the business units, as well as an effective project coordinated annual external audits for KRCS headquarters, regions and its affiliates. management Audit and Risk Committee The department implemented the risk based audit plan as approved by the audit and tool on audit risk committee. This included completion of approximately 44 audit engagements that related to financial review and controls over restricted and unrestricted funds, stock engagements, counts, compliance to policies, asset verifications and some branch audits. as well as data extraction and analysis software used for fraud detection and prevention.
[104] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 training to which they were not able to attend. ...responsible for the effective provision of legal advisory services and 2 KEY ensuring effective management of contractual and legal risks.
LEGAL INTRODUCTION The Legal department is a support department responsible for the effective provision DEPARTMENT of legal advisory services and ensuring effective management of contractual and legal risks.
SUMMARY OF 2016 ACHIEVEMENTS (KEY OUTCOMES)
During the year 2016, the department achieved the following;
Litigation Management: Managed to dismiss two cases, which were filed against the national society.
Alternative Dispute Resolution: Incorporated an alternative dispute resolution clause in all contracts and agreements with third parties.
Review of contracts, agreements and general legal advice: Developed a standard template for contracts and MOUs to be used by other departments, incorporating standard legal requirements.
Review of contracts, agreements and general legal advice: Developed a standard template for contracts and MOUs to be used by other departments, incorporating standard legal requirements.
[105] training to which they were not able to attend. The unit supported major activities for both programmes and partners across the eight regions, which included efficient distribution of GF 2 KEY health equipment to health facilities, relief food and NFIs in response to emergencies.
LOGISTICS AND INTRODUCTION Logistics and Warehousing is a self-sustainable unit within KRCS, which aims at WAREHOUSING adding value by delivering efficient, effective and quality logistics services. It is responsible for managing fleet and storage services. The unit’s strategic objective is to increase income and resource base for sustainability, manage risks, strengthen partnerships, initiate and diversify resource streams to continue delivering quality and efficient services to KRCS programmes and stakeholders.
SUMMARY OF 2016 ACHIEVEMENTS
During the year 2016, an average of 37 vehicles were operated by the fleet unit covering over 1.2 million kilometers, or an average of over 2,795 km per vehicle per month. The total amount raised for the whole year was 109,582,335 making an average of Ksh 246,807.06 per vehicle per month with over Ksh 12 million being realized from a third party business.
The unit supported major activities for both programmes and partners across the eight regions, which included efficient distribution of GF health equipment to health facilities, relief food and NFIs in response to emergencies. Some of the responses experienced were flash floods, drought, inter-clan conflicts, terrorism, disease outbreaks and other programmatic activities. In enhancing capacity, 13 drivers were trained on heavy commercial and one regional officer was seconded to support the Tanzania Earthquake Operation for a period of six weeks.
In line with the Fleet policy of disposing of vehicles after covering over 150,000km or over 5 years, the unit organized two auctions of motor vehicles sales in 2016 and disposed 56 light vehicle and two trucks. In accident and incident reporting, the unit, through the Finance Committee, managed to seek amendments and approval on health and safety investigation, and incident report forms and have since been adopted in operations.
There was Warehousing and storage experienced improved security, effective handling and storage, increased revenue collection, product classification, improved workplace increased revenues safety, consistent pest control and reduced operating costs. Storage fee earnings increased by 14.3 per cent - from Ksh 31.09 million in the previous year, to Ksh 36.9 of upto 14.8 per million.
cent from the KEY OUTCOMES previous year due Some of the key outcomes included, the recruitment of five Regional Logistics Officers to support regional logistics. There was increased revenues of upto 14.8 per cent from to improved debt the previous year due to improved debt collection and increased number of third parties. Further, the unit noted an enhanced capacity among staff through trainings, exposure collection and in international missions and experience sharing. There was also an increased number of partners through strategic collaboration in logistics and warehousing. The unit also increased number saw an improved efficiency, effective handling, product classification, improved staff safety and reduced operating cost in storage and warehousing both at regional and of third parties. national level.
TOTAL EXPENDITURE 2016
• Planned Budget – Ksh 320,912,800 • Amount Raised – Ksh 146,648,085 • Amount Utilized – Ksh 139,512,350
[106] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 Warehousing and storage experienced improved security, effective handling and storage, increased revenue collection, product classification, improved workplace safety, consistent pest control and reduced operating costs.
[107] training to which they were not able to attend. MEAL also ensures that KRCS is accountable to its stakeholders, 2 KEY including communities and donors.
MONITORING, INTRODUCTION The Monitoring, Evaluation, Accountability and Learning (MEAL) unit in KRCS is EVALUATION, mandated to ensure availability of quality data for decision-making. To enable a functional MEAL system, the unit integrated the MEAL function within the programmes ACCOUNTABILITY cycle, from the design, planning, implementation and evaluation of the projects. Apart from the programmes and operations, the unit monitors the implementation of the AND LEARNING KRCS strategic plan balanced scorecards that were cascaded from the headquarters to regional and county branch levels. The unit upholds participatory approaches in development of tools and frameworks, in data management, reporting, evaluation (MEAL) and learning. MEAL also ensures that KRCS is accountable to its stakeholders, including communities and donors. Accountability is undertaken through participatory monitoring and evaluation (M&E), compliance to reporting requirements and availing complaints and feedback mechanisms for communities.
KEY ACHIEVEMENTS IN 2016
2.1 Stakeholders and Beneficiaries perspective In the year 2016, the unit facilitated development and cascading of the Accountability to Communities’ Framework, which defined six minimum commitments within programmes and at the organizational level. The standards define the KRCS commitment to enhancing community participation, transparent communication, handling complaints and feedback and learning through M&E. The organization commitments ensures that all staff and volunteers hold themselves accountable to each other and to partners. The unit further facilitated the development and operationalization of complaints and feedback guidelines that gives direction to staff and volunteers on how community members’ complaints will be handled within the organization. The determination of the complaints and feedbacks mechanisms were defined by the community members themselves to ensure that the channels are easily On strategic accessible and acceptable. On strategic partnerships, the MEAL unit engaged with the South African Monitoring partnerships, the and Evaluation Association through discussion platforms on key MEAL topics. The unit further engaged with the Evaluation Society of Kenya with a bid to contribute ideas to MEAL unit engaged its establishment in the country. In order to contribute to the accountability agenda, the unit actively participated in the Inter-Agency Accountability Working Group fora. The with the South unit has also continuously engaged MEAL colleagues in the other national societies either through the Planning, Monitoring, Evaluation, Reporting (PMER) unit of the African Monitoring International Federation of Red Cross and Red Crescent Societies (IFRC) network or bilaterally.
and Evaluation The MEAL unit was key in supporting data management across the programmes and operations. With that, the unit documented the numbers of direct community members Association reached by KRCS in the year 2016 at 4,980,279. HSS programme had the highest reach covering 59 per cent of direct community members reached, attributed to the national through discussion Measles and Rubella immunization campaign. platforms on key MEAL topics. 2.2 Financial stewardship In the year 2016, the MEAL unit facilitated development of Value for Money (VfM) tools that would enable both long term programmes and operations to analyse VfM for interventions undertaken. The tools were applied to a number of projects and this has
[108] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 enabled continuous learning amongst and start of the actual design of tools. 2.4 Learning and Growth the programme management teams. The unit continuously supported the perspective The unit also supported the design of The reporting year was a year of growth programme and operations team in successful proposals across different across the organization, as the KRCS new the reporting function, ensuring quality programmes through development of strategic plan 2016-2020 was unveiled. and timeliness of reports. In the last sound M&E frameworks and ensuring The unit supported the cascading of quarter of the reporting year, 85 per adequate resource allocation for the strategic plan and the development cent of donor reports were submitted to MEAL activities within project budgets of regional and county balanced score the donors on time. During the year, the submitted to the donors. cards. The unit also supported the unit also facilitated a routine data quality tracking of targets set at different levels. assessment exercise across selected The unit facilitated technical development 2.3 Internal processes projects, which realized an indicator sessions and trainings for the programme perspective verification factor within a range of 90 per staff and volunteers through different cent to 110 per cent, indicating that KRCS MEAL fields, including Accountability In the interest of improving data data is of good quality. Further measures to Communities (AtC), MEAL tools and management processes, the MEAL unit taken to enhance data quality in the frameworks, Most Significant Change engaged a consulting firm through the year 2016 was the use of mobile data Stories development and use of mobile support of the Global Fund HIV/AIDs round collection approaches for both survey phones for data collection. 10 programme to automate the M&E data and routine data. This made field system. Substantial progress was made data management easy and data analysis in the year 2016 through the development done in real time. of the functional requirements document
KEY CHALLENGES AND RECOMMENDATIONS
Challenge Recommendations While the unit has continuously guided teams on the data 1. Continuous emphasis on the need for disaggregated data. collection tools for community members, supported by the 2. Complete automation of the M&E system that will validate organization, the disaggregation of the data by, especially age, all data entered in the system is still a challenge to the field teams. Management of duplicate data Need to fastrack completion of M&E system automation. Inadequate funds for M&E system automation, especially the Enhance resource mobilization efforts to enable completion of hardware component. automation.
In the interest of improving data management processes, the MEAL unit engaged a consulting firm through the support of the Global Fund HIV/AIDs round 10 programme to automate the M&E system.
[109] training to which they were not able to attend. The unit also ensures proper documentation of KRCS projects and 2 KEY activities through its multi-media unit that produces photos and videos that are shared internally and externally.
PUBLIC INTRODUCTION The KRCS Public Relations and Communications unit’s main role is to disseminate RELATIONS AND information and create awareness about the national society, both internally and externally. The unit supports all internal programmes through a communication COMMUNICATIONS strategy that ensures proper planning and production of IEC materials and coordination of media relations to increase visibility. The unit also ensures proper documentation of KRCS projects and activities through its multi-media unit that produces photos and videos that are shared internally and externally. To guarantee active online presence, the unit has a vibrant social media team that actively updates content on all KRCS online ts.
SUMMARY OF 2016 ACHIEVEMENTS Multi Media Productions Over 50 videos were produced during the reporting period. These include short videos, documentaries and footage shared with the media. Some of the key multi-media events covered included: the national youth dialogue, ECOSEC Lamu, Mandera bus attack evacuation, evacuation of South Sudanese returnees, Sixth Tokyo International Conference on Africa’s Development (TICAD), flood assessment, Dadaab waste The rebranding management project launch, NCDs project launch, Special Olympics project launch, KRCS elections, National Volunteer Awards, ICHA Health Report launch, Dadaab Tree of KRCS IEC Planting, Huruma building collapse, KRCS App launch, KRCS-NIC Credit Card launch, Measles Campaign, Mandera Cholera Response, drought response, and the Gala materials went on Night. throughout the year ... The unit further partnered with Connectik to develop and launch the KRCS mobile application on Android and iOS platforms.
[110] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 Publications Media media is as follows; Twitter – 676 The department continued to document The unit worked closely with the mass 718 Followers, 174,625 Facebook, KRCS activities through multiple media to disseminate and showcase 3,180 Instagram Followers and 500 publications such as the Reach Out all the activities undertaken by the subscriptions on YouTube. magazine, E-Msalaba newsletter, organisation through the year 2016. booklets, Annual Report, among others. This was done through field trips of Campaign Conducted and local and international media, and Reach Branding press briefings. The media was also engaged during events on the KRCS During the reporting period, KRCS The rebranding of KRCS IEC materials mobile App launch, KRCS NIC-Credit undertook a number of campaigns. These went on throughout the year and included Card launch, national youth dialogue, included; #EndSchoolFires, which 3 booklets, brochures, banners, business TICAD, NCDs project launch, National million were reached and with 19 million cards, billboard advertising, t-shirts, Volunteer Awards, ICHA Health Report impressions; #TreeChallenge, were 2 polo shirts, office vision and core values launch. The media promoted KRCS million were reached and with 22 million posters, flyers, bags, stickers, pens, caps, greatly during emergencies such as impressions; KRCS Mobile App which certificates, tape, umbrellas, among the Huruma building collapse, Measles saw 1.7 million reached and 34 million other materials. The unit also supported Rubella Campaign, Mandera cholera and impressions; and the Measles Rubella the KRCS-NIC Credit Card partnership Chikungunya outbreaks, the drought, Campaign, with 6 million reached and 29 through targeted visibility on multiple Naivasha road crash, among others. million impressions. communication platforms before and after its launch. The unit further With the domination of KRCS in the partnered with Connectik to develop and newspapers, television and radio, the KEY OUTCOMES launch the KRCS mobile application on media and the general public is more • There has been increased visibility Android and iOS platforms. aware of the organisation’s mandate. The of KRCS activities on mainstream KRCS media presence has emphasised media through news stories, the importance of preparedness by interviews, feature stories and communities, which in turn encourages documentaries demonstrating decision-makers and those at risk to KRCS providing humanitarian undertake appropriate action to avoid services. future disasters. • Awareness on KRCS activities within the RCRC Movement partners, local Social Media partners and general public. • Increased number of strategic There is increased engagement and media partners. followers on key KRCS social media pages. The KRCS strength on social There is increased engagement and followers on key KRCS social media pages. The KRCS strength on social media is as follows; Twitter – 676 718 Followers, 174,625 Facebook, 3,180 Instagram Followers and 500 subscriptions on YouTube.
[111] FINANCIALS
[112] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 [113] training to which they were not able to attend.
2 KEY
KENYA RED CROSS SOCIETY
ADMINISTRATION AND CO-ORDINATION ACCOUNT
ANNUAL REPORT AND SPECIAL PURPOSE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2016
[114] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 CONTENTS
PAGE
Society information 116
Report of the National Executive Committee 117
Statement of National Executive Committee’s responsibilities 118
Report of the independent auditor 119 - 120
Special purposes financial statements:
Statement of income and expenditure 121
Statement of financial position 122
Statement of changes in reserves and funds 123
Statement of cash flows 124
Notes 125 - 27
[115] Kenya Red Cross Society Administration and Co-ordination Account Annual report and special purpose financial statements For the year ended 31st December 2016
SOCIETY INFORMATION
NATIONAL EXECUTIVE COMMITTEE : Dr. Mohamud Said Governor : Paschal Mbeche First Deputy Governor : Geoffrey Korir Second Deputy Governor : Julianna Njeri Kamau Treasurer : Tache Bonsa Committee Member : Edward Gakumo Committee Member : Abdinoor Hussein Commitee Member : Dr. Muhammad Swazuri Committee Member : Quinter Atieno Ouso Committee Member : Lucy W. Muriuki Committee Member : Royal Abraham Shisia Committee Member : Nassir Said Mohamed Committee Member : John Kenduiwo Committee Member : Aarti Chotai Committee Member : Japheth Kipkoech Ngeno National Youth Chairperson
REGISTERED OFFICE AND PRINCIPAL : L.R. No. 43163 PLACE OF BUSINESS : Red Cross Road, off Popo Road : P.O. Box 40712, 00100 : NAIROBI
INDEPENDENT AUDITOR : PKF Kenya : Cer tified Public Accountants : P.O. Box 14077, 00800 : NAIROBI
PRINCIPAL BANKERS : National Bank of Kenya Limited : NAIROBI
: Barclays Bank of Kenya Limited : NAIROBI
LEGAL ADVISORS : Kaplan and Stratton Advocates : NAIROBI
[116] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 Kenya Red Cross Society Administration and Co-ordination Account Annual report and special purpose financial statements For the year ended 31 December 2016
REPORT OF THE NATIONAL EXECUTIVE COMMITTEE
The National Executive Committee (the “Committee”) submits the audited financial statements of Kenya Red Cross Society, Administration and Co-ordination Account, for the year ended 31 December 2016, which disclose the state of affairs of the Society’s administration and co-ordination activities.
PRINCIPAL ACTIVITY
The Kenya Red Cross Society (KRCS) is a humanitarian relief organisation created through an Act of Parliament, Cap. 256 of the Laws of Kenya on 21 December 1965. Previously, the Society existed as a branch of the British Red Cross between 1939 and 1965. As a voluntary organisation, the Society operates through a network of 8 regions and 64 branches countrywide.
RESULTS 2016 2015 Shs Shs
Surplus for the year 16,046,284 187,171,933
NATIONAL EXECUTIVE COMMITTEE MEMBERS
The Committee members who held office during the year and to the date of this report are shown on page 1.
INDEPENDENT AUDITOR
PKF Kenya has indicated willingness to continue in the office.
BY ORDER OF THE NATIONAL EXECUTIVE COMMITTEE
SECRETARY GENERAL NAIROBI
2017
[117] Kenya Red Cross Society Administration and Co-ordination Account Annual report and special purpose financial statements For the year ended 31st December 2016
Statement Of National Executive Committee’s Responsibilities
It is the responsibility of the National Executive Committee (‘’the Committee’’) of Kenya Red Cross Society (“the Society’’) to prepare the financial statements for each financial year which give a true and fair view of the state of affairs of the of the Society’s Administration and Co-ordination Account as at the end of the financial year and of its surplus or deficit for that year. It is also the Committee’s responsibility to ensure that the Society keeps proper accounting records that are sufficient to show and explain the transactions of the the Society; that disclose, with reasonable accuracy, the financial position of the Society and that enable them to prepare financial statements of the Society that comply the accounting policies stated in note 2 of these financial statements. The Committee is also responsible for safeguarding the assets of the Society and for taking reasonable steps for the prevention and detection of fraud and other irregularities.
The Committee accept responsibility for the preparation and fair presentation of these special purpose financia statements in accordance with the accounting policies stated in note 2. They also accept responsibility for:
i. Designing, implementing and maintaining such internal control as they determine is necessary toenable the preparation of financial statements that are free from material misstatement, whether due to fraud or error; ii. Selecting and applying appropriate accounting policies; and iii. Making accounting estimates and judgements that are reasonable in the circumstances.
The Committee is of the opinion that the financial statements give a true and fair view of the financial position of the Society’s Administration and Co-ordination Account as at 31 December 2016 and of its financial performance and cash flows for the year then ended in accordance with the accounting policies stated in note 2 of these financial statements.
In preparing these financial statements the Committee has assessed the Society’s ability to continue as a going concern. Nothing has come to Committee’s attention to indicate that the Society will not remain a going concern for at least the next twelve months from the date of this statement
The National Executive Committee acknowledges that the independent audit of the Society’s financial statements does not relieve them of their responsibilities.
So far as each of the Committee members is aware, there is no relevant audit information which the auditor is unaware of, and each of the Committee members have taken all the steps that ought to have been taken in order to become aware of any relevant audit information and to establish that the auditor is aware of that information.
Approved by the National Executive Committee on 2017 signed on its behalf by:
GOVERNOR TREASURER
[118] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 Report Of The Independent Auditor To The National Council Of Kenya Red Cross Society On The Administration And Co-Ordination Account
Report Of The Independent Auditor To The National Council Of Kenya Red Cross Society On The Administration And Co-Ordination Account
Opinion
We have audited the accompanying special purpose financial statements of Kenya Red Cross Society’s Administration and Co- ordination Account set out on page 6 to 22, which comprise the statement of financial position as at 31 December 2016, statement of income and expenditure, statement of changes in reserves and funds and statement of cash flows for the year then ended, and a summary of significant accounting policies and other explanatory information.
In our opinion, the accompanying financial statements give a true and fair view of the financial position of Kenya Red Cross Society’s Administration and Co-ordination Account as at 31 December 2016 and of its financial performance and its cash flows for the year then ended in accordance with the accounting policies stated in note 2 of these special purpose financial statements. Basis for Opinion
We conducted our audit in accordance with International Standards on Auditing (ISAs). Our responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Special Purpose Financial Statements section of our report. We are independent of the Society in accordance with the International Ethics Standards Board for Accountants’ Code of Ethics for Professional Accountants (IESBA Code) together with the ethical requirements that are relevant to our audit of the financial statements in Kenya, and we have fulfilled our other ethical responsibilities in accordance with these requirements and the IESBA Code. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.t
Emphasis of matter - Basis on accounting and restriction on use
We draw attention to note 2 of these special purpose financial statements, which describes the basis of accounting.
The special purpose financial statements are prepared to assist Kenya Red Cross Society’s National comply with the financial reporting provisions of the charter creating the Society. As a result, the special purpose finanacial statements may not be suitable for other purpose. Our opinion is not modified in respect to this matter. Other information
The National Executive Committee is responsible for the other information. The other information comprises the report of the National Executive Committee but does not include the financial statements and our auditor’s report thereon.
Our opinion on the financial statements does not cover the other information and we do not express any form of assurance conclusion thereon.
In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit, or otherwise appears to be materially misstated. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard. Responsibilities of National Executive Committee for the financial statements
The National Executive Committee is responsible for the preparation of the financial statements that give a true and fair view in accordance with the Society’s accounting policies stated in note 2 of these special purpose financial statements, and for such internal control as the National Executive Committee determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.
In preparing the financial statements, the National Executive Committee is responsible for assessing the Society’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the National Executive Committee either intend to liquidate the Society or to cease operations, or has no realistic alternative but to do so.
[119] Report Of The Independent Auditor To The National Council Of Kenya Red Cross Society On The Administration And Co-Ordination Account (Continued)
Auditor’s Responsibilities for the Audit of the Special Purpose Financial Statements Our objectives are to obtain reasonable assurance about whether the special purpose financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.
As part of an audit in accordance with ISAs, we exercise professional judgment and maintain professional skepticism throughout the audit. We also:
Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.
Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Society’s internal control.
Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the National Executive Committee.
Conclude on the appropriateness of National Executive Committee’s use of the going concern basis of accounting and based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the company’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the company to cease to continue as a going concern.
Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.
We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.
We also provide those charged with governance with a statement that we have complied with relevant ethical requirements regarding independence, and to communicate with them all relationships and other matters that may reasonably be thought to bear on our independence, and where applicable, related safeguards.
Certified Public Accountants
NAIROBI 2017
...... /17
[120] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 Kenya Red Cross Society Administration and Co-ordination Account Annual report and special purpose financial statements For the year ended 31st December 2016
Statement Of Income And Expenditure
2016 2015
Income
Programme support recoveries 4 (a) 366,524,019 514,069,399
Training income 4 (a) 78,029,173 68,165,377
Grants and donations 4 (a) 6,932,131 40,796,586
Rental income 4 (a) 34,219,764 37,649,755 Interest income 4 (a) 11,324,388 18,477,443
497,029,475 679,158,560
Other income 4 (b) 207,561,181 243,356,063
Total income 704,590,656 765,414,503
Expenditure
Staff costs 5 (a) 429,886,738 344,711,397
Travel and transport 5 (b) 130,511,817 99,936,124
Premises operational cost 5 (c) 20,433,156 16,923,956
Governance and advocacy 5 (d) 23,344,758 30,715,306
Communication 5 (e) 10,464,519 13,270,758
Society’s audit fees 5 (f) 1,300,000 1,300,000
Projects audit fees 5 (g) 7,668,725 16,173,637
Professional services costs 5 (h) 962,710 678,699
Other expenses 5 (i) 50,689,962 40,203,563
Depreciation on property and equipment 6 13,281,988 14,329,129
Total expenditure 688,544,371 578,242,570 Surplus for the year 16,046,284 187,171,933
The notes on pages 10 to 22 form an integral part of these special purpose financial statements. Report of the independent auditor - pages 4 and 5
[121] Kenya Red Cross Society Administration and Co-ordination Account Annual report and special purpose financial statements For the year ended 31st December 2016
Statement Of Financial Position As at 31 December
2016 2015 FUND BALANCES Notes Shs Shs Revaluation reserve 6 (f) 885,022,639 885,022,639 General fund 1,973,101,950 1,957,055,666
2,858,124,589 2,842,078,305
Non-current liabilities Deferred income 12 29,663,142 30,510,660 Unexpended grants 13 19,224,408
29,663,142 49,735,068 2,887,787,731 2,891,813,373
REPRESENTED BY Non-current assets Property and equipment 6 978,044,854 991,326,841 Investment property 7 945,000,000 945,000,000 Equity advances for investment in subsidiaries 8 889,103,955 889,103,955
2,812,148,809 2,825,430,796 Current assets Receivables 9 346,945,136 205,999,652 Cash and cash equivalents - 21,513,678 346,945,136 227,513,330 Current liabilities Borrowings (bank overdraft) 10 2,906,688 Payables 11 268,399,526 161,130,752 271,306,214 161,130,752 Net current assets 75,638,922 66,382,578 2,887,787,731 2,891,813,373
The special purpose financial statements on pages 6 to 22 were approved and authorised for issue by the National Executive
Committee on 30th May 2017 and were signed on its behalf by:
...... GOVERNOR...... TREASURER
The notes on pages 10 to 22 form an integral part of these financial statements.
Report of the independent auditor - pages 4 and 5.
[122] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 Kenya Red Cross Society Administration and Co-ordination Account Annual report and special purpose financial statements For the year ended 31st December 2016
Statement Of Changes In Reserves And Funds
Year ended 31 December 2015 Revaluation reserve Shs General fund Shs Total Shs
At start of year 885,022,639 1,769,883,733 2,654,906,372
Surplus for the year 187,171,933 187,171,933
At end of year 885,022,639 1,957,055,666 2,842,078,305
Year ended 31 December 2016
At start of year 885,022,639 1,957,055,666 2,842,078,305
Surplus for the year 16,046,284 16,046,284
At end of year 885,022,639 1,973,101,950 2,858,124,589
The notes on pages 10 to 22 form an integral part of these special purpose financial stateme
Report of the independent auditor - pages 4 and 5.
[123] Kenya Red Cross Society Administration and Co-ordination Account Annual report and special purpose financial statements For the year ended 31st December 2016
STATEMENT OF CASH FLOWS
Notes 2016 2015 Shs Shs Operating activities
Cash (used in)/from 15 (35,744,754) 65,655,147 operations Interest received 4(a) 11,324,388 18,477,443 Net cash (used in)/from operations operating activities (24,420,366) 84,132,590
Investing activities
Purchase of property and equipment 6 - (1,142,976) Proceeds from disposal of property and equipment - - 229,500 Net cash (used in) investing activities - (913,476) - Financing activities
Increase in equity contribution for investment in (74,322,376) subsidiaries Net cash (used in) financing activities (74,322,376) (Decrease)/increase in cash and cash equivalents (24,420,366) 8,896,738
Movement in cash and cash equivalents
At start of year 21,513,678 12,616,940 (Decrease)/increase (24,420,366) 8,896,738 At end of year 10 (2,906,688) 21,513,678
The notes on pages 10 to 22 form an integral part of these special purpose financial statements. Report of the independent auditor - pages 4 and 5.
[124] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 Kenya Red Cross Society Administration and Co-ordination Account Annual report and special purpose financial statements For the year ended 31st December 2016
NOTES
1. GENERAL INFORMATION Kenya Red Cross Society (KRCS) is registered in Kenya under the Red Cross Society Act Cap. 256. The address of its registered office and principal place of operation is Kenya Red Cross Society Building, Red Cross Road, off Popo Road, P.O. Box 40712, 00100 Nairobi, Kenya. 2. SIGNIFICANT ACCOUNTING POLICIES a) Basis of preparation
The principal accounting policies adopted in the preparation of these special purpose financial statements are set out below. These policies have been consistently applied to all the years presented, unless otherwise stated.
These special purpose financial statements have been prepared under the historical cost convention as modified by the revaluation of the investiment properties.
These special purpose financial statements are in respect of the activities of the KRCS Administration and
Coordination Account only and specifically exclude the following: (i) Results of the Society’s braches; and
(ii) The following project accounts, which have been reported on separately:
American Red Cross Australian Red Cross Multi Donor Australian AID USAID-Aphia Netherlands Red Cross Norcross Red Austria Red Cross Plus Cross Canadian Red Cross Danish Urban Risk Reduction Refugee United of Korea Finnish Red Cross Danish Dadaab Health Safaricom International Committee of the Red Cross Integrated Project IV United Nations Agencies International Federation of the Red Cross Danish NCF/Isiolo German Red Cross Japanese Red Cross Climate Change British Red Cross Danish Damajaley Danish Polio Epidemic
b) Income recognition
Grants and donations income from the donors is recognised when KRCS has entitlement to the funds, the amount can be quantified and there is certainty of receipt. Grants received from donors for specific purpose are treated as unexpected grants and credited to the statement of income and expenditure when the activities for which they were provided for have been undertaken. Any unexpended grants are carried forward as liabilities.
Disasters emergency appeal income is recognised to the extent that resources have been committed on programmes funded through the Disasters Emergency Appeal. Donated assets and services are included at the value to KRCS where this can be reliably ascertained.
Income from recoveries from programme support is recognised when the society has the right to the funds. This is on completion of the agreed scope of work and closure of the project.
Rental income is accrued by reference to time on a straight line basis over the lease term.
Interest income is accrued by reference to time in relation to the principal outstanding and the effective interest rate applicable.
Other income is mainly from self-generating activities such as short term hire/leasing of vehicles to projects and sales of first aid
[125] Kenya Red Cross Society Administration and Co-ordination Account Annual report and special purpose financial statements For the year ended 31st December 2016
NOTES (CONTINUED)
2. SIGNIFICANT ACCOUNTING POLICIES (CONTINUED) c) Deferred income
Funds received for the purchase of property and equipment or assets donated are deferred and recognised as income over the expected useful live of the respective assets. d) Expenditure
Expenditure is recognised on accrual basis. e) Project equipment
Assets purchased through program funds are expensed in the year of purchase in the respective project
income and expenditure statements. f) Property and equipment
All property, plant and equipment (except leasehold improvements) is initially recorded at cost and
thereafter stated at historical cost less depreciation. Historical cost comprises expenditure initially incurred to bring the asset to its location and for condition ready for its intended use.
Revaluations are performed every three years. The revaluation reserve is credited to the statement of changes in reserves and funds.
Freehold land and leasehold land are not depreciated.
Depreciation is calculated on a straight line basis at annual rates as follows:
Rate Building 2% Furniture, fittings and equipment 10% Computer accessories 30% Motor vehicles 25%
The assets residual values and useful lives are reviewed, and adjusted if appropriate, at the end of each reporting period.
An asset’s carrying amount is written down immediately to its recoverable amount if the asset’s carrying amount is greater than its estimated recoverable amount.
Gains and losses on disposal of property and equipment are determined by comparing the proceeds with the carrying amount and are taken into account in determining operating surplus/(deficit). On disposal of revalued assets, amounts in the revaluation reserve relating to that asset are transferred to general fund in the statement of changes in reserves and funds. g) Investment property
Investment property is treated as long term investment and is carried at market value for exsting use as determined every three years by external independent valuers. Changes in their carrying amounts are dealt with in statement of income and expenditure. Investment property is not subject to depreciation.
[126] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 Kenya Red Cross Society Administration and Co-ordination Account Annual report and special purpose financial statements For the year ended 31st December 2016
NOTES (CONTINUED)
2. SIGNIFICANT ACCOUNTING POLICIES (CONTINUED) h) Foreign currency translation
Transaction in foreign currencies during the year are converted into Kenya Shillings at rates ruling on the transaction dates. Assets and liabilities held at the reporting date, which are expressed in foreign currencies, are translated into Kenya Shillings at rates ruling at that date. The resulting differences from conversion and translation are dealt with in the statement of income and expenditure in the year in which they arise. i) Cash and cash equivalents
Cash and cash equivalents comprise cash-in-hand, deposits held at call with banks net of bank overdrafts. Bank overdrafts are payable on demand and from an integral part of the cash management and are included as a component of cash and cash equivalents for the purpose of the statement of cash flows. j) Revaluation reserves
Revaluation reserves represent surplus on revaluation of land and buildings. k) Financial instruments
Financial assets and financial liabilities are recognised in the Society’s statement of financial position when the Society has become a party to the contractual provisions of the instrument. Receivables
Receivables are carried at anticipated realisable value. An estimate is made for doubtful receivables based on a review of all outstanding amounts at year end. Bad debts are written off when all reasonable steps to recover them fail. Payables
Trade payables are recognised initially at the transaction price. They are obligations on the basis of normal credit terms and do not bear interest. Borrowings
Borrowings are recognised initially at the transaction price (that is, the present value of cash payable to the bank, including transaction costs). Borrowings are subsequently stated at amortised cost. Interest expense is recognised on the basis of the effective interest method and is included in finance costs.
Borrowings are classified as current liabilities unless the company has an unconditional right to defer settlement of the liability for at least 12 months after the reporting date.
All borrowing costs are recognised in profit or loss in the period in which they are incurred and amortised over the period of the facility to which it relates. l) Leasehold land
Leasehold land is treated as prepaid operating lease rentals and is amortised over the period of the lease.
[127] Kenya Red Cross Society Administration and Co-ordination Account Annual report and special purpose financial statements For the year ended 31st December 2016
NOTES (CONTINUED)
2. SIGNIFICANT ACCOUNTING POLICIES (CONTINUED) m) Employee benefits Retirement benefit obligations
The Society operates a defined contribution plan under which the Society pays fixed contributions into a separete entity. The society has no obligation, legal or constructive, to pay further contributions if
the scheme does not have sufficient assets to pay all employees the benefits relating to employees service in the current and prior periods. The assets of the scheme are held in a separate trustee administered fund, which is funded by contributions from both the Society and the employees.
In addition, the Society also contributes to the National Social Security Fund, which is a defined contribution scheme registered under the National Social Security Act.
The Society’s contributions to the defined contribution schemes are charged to the income and expenditure in the year in which they relate. Short-term benefits
Short-term employee benefits obligations (e.g. Medical reimbursements and insurance) are measured on an undiscounted basis and are expensed as the related services is provide. n) Accrued leave days
The estimated monetary liability for employees’ accrued annual leave entitlement at the reporting date is recognised as an expense accrual. o) Equity advances for investment in subsidisries
Amounts advanced by the Society to its subsidiaries for equity investment are disclosed as a non-current receivables in the financial statements.
In the opinion of the National Executive Committee, the carrying amounts of these advances approximate to their fair value. p) Investment in subsidiaries
The Society has two fully owned subsidiaries, Red Court Hotel and Emergency Medical Services (EMS), which are companies limited by guarantee. The financial results for these subsidiaries have not been consolidated in these financial statements. q) Comparatives
Where necessary, comparative figures have been adjusted to conform with changes in presentation in the current
[128] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 Kenya Red Cross Society Administration and Co-ordination Account Annual report and special purpose financial statements For the year ended 31st December 2016
NOTES (CONTINUED)
3.(A) SIGNIFICANT JUDGEMENTS BY MANAGEMENT IN APPYING THE SOCIETY’S ACCOUNTING POLICIES In the process of applying the Society’s accounting policies, the management has made judgements, estimates and assumptions about the carrying amounts of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates including expectations of future events that are believed to be reasonable under the circumstances.
The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recogmised in the period in which the estimate is revised if the revision affects only that period or in the period of the revision and future periods if the revision affects both current and future periods.
3.(b) Key sources of estimation uncertainty
The following are the key estimates and judgements concerning the future, and other key sources of estimation uncertainty at the reporting date that have a significant risk of causing material adjustment to the carrying amounts of assets and liabilities within the next financial year: Useful lives of property and equipment
Management reviews the useful lives and residual values of the items of property and equipment on a regular basis. During the financial year, the National Executive Committee determined no significant changes in the useful lives and residual values. Impairment of assets
At each reporting date, the Society reviews the carrying amounts of its assets to determine whether there is any indication that those assets have suffered an impairment loss. If any such indication exists, the recoverable amount of the assets is estimated in order to determine the extent of the impairment loss. Where it is not possible to estimate the recoverable amount of an individual asset, the Society estimates the recoverable amount of the cash generating unit to which the asset belongs. Contingent liabilities
The management evaluates the status of any exposure to contingent liabilities on a regular basis to assess the probability of the Society incurring related liabilities. Provisions are only made in the financial statements where, based on the management’s evaluation, a present obligation has been established. Going concern
The financial statements are prepared on a going concern basis on the belief that donors will continue supporting the society.
4. (a) Income 2016 2015
Shs Shs Programme support recoveries 366,524,019 514,069,399 Training income 78,029,173 68,165,377 Grants and donations 6,932,131 40,796,586 Rental income 34,219,764 37,649,755 Interest earned 11,324,388 18,477,443 497,029,475 679,158,560
[129] Kenya Red Cross Society Administration and Co-ordination Account Annual report and special purpose financial statements For the year ended 31st December 2016
NOTES (CONTINUED) 2016 2015 4 (b). Other income Shs Shs Tender and tin collections 57,002,881 83,518,675 Gain on sale of property and equipment 26,242,980 1,265,000 Amortisation of deferred income (Note 12) 847,518 847,518 Sales of cards 357,000 124,750 Warehouse rent 24,711,460 24,968,737 Project vehicle mileage recharges 98,399,342 132,131,383 Levy from branches - 500,000 207,561,181 243,356,063
5. Expenditure (a). Staff costs Salaries and wages 345,365,547 278,677,948 Other staff costs 84,521,191 66,033,449 429,886,738 344,711,397 (b). Travel and transport
Motor vehicle running expenses 105,767,462 65,677,812 Travelling expenses 17,926,208 31,104,537 Freight, clearing and warehouse costs 6,818,146 3,153,774 130,511,817 99,936,124
(c). Premises operational cost
Water and electricity 8,501,888 5,400,286 Security expenses 4,115,453 7,760,551 Building repairs and maintenance 6,205,662 3,652,411 Other equipment costs 1,610,152 110,708 20,433,156 16,923,956
(d). Governance and advocacy
Governance costs 12,624,934 9,123,338 Public relations expenses 6,422,157 15,020,222 Statutory contributions 4,297,667 6,571,746 23,344,758 30,715,306
(e). Communications
Telephone expenses 7,453,609 6,239,107 E-mail and internet expenses 2,184,927 6,236,887 Postage expense 825,983 794,764 10,464,519 13,270,758
[130] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 Kenya Red Cross Society Administration and Co-ordination Account Annual report and special purpose financial statements For the year ended 31st December 2016
NOTES (CONTINUED) 5. Expenditure (continued) 2016 2015
Shs Shs (f). Society’s audit fees Current year 1,300,000 1,300,000
(g). Projects audit fees Current year 7,668,725 16,173,637 (h). Professional fees Professional service costs 962,710 678,699 (i). Other expenses Printing and stationery costs 12,460,332 29,433,655 General insurance costs 939,515 821,806 Bank charges and commissions 3,142,378 2,320,646 Other expenses 34,147,737 7,594,856 Loss on sale of equipment - 30,500 Foreign exchange losses - 2,100 50,689,962 40,203,563
[131] Kenya Red Cross Society Administration and Co-ordination Account Annual report and special purpose financial statements For the year ended 31st December 2016 54,615,403 13,281,988 41,333,415 1,032,660,257 Shs 991,326,841 978,044,854 Total Total 19,590,544 3,241,163 16,349,381 19,590,544 Shs 3,241,163 Motor Motor vehicles 2,028,562 15,725,263 5,326,148 10,399,116 17,753,825 Shs 7,354,710 Computer Computer accessories 12,107,559 5,046,929 1,715,449 3,331,480 17,154,488 Shs 13,823,008 Furniture, Furniture, fittings and equipme 44,220,831 6,297,199 2,999,228 3,297,971 50,518,030 Shs 47,220,059 Building 91,487,902 7,955,468 7,955,468 99,443,370 Shs improvements 91,487,902 Leasehold Leasehold 825,000,000 - - - 825,000,000 Shs 825,000,000 Leasehold land Leasehold 3,200,000 - - - - 3,200,000 Shs 3,200,000 Freehold Freehold land Net bookNet value 31 December at As 2016 At end of year At Charge for the year for Charge Depreciation startAt of year Cost or valuation Cost startAt and end of year As at 31 December 31 December at As 2015 6. Property (continued) and equipment
[132] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 Kenya Red Cross Society Administration and Co-ordination Account Annual report and special purpose financial statements For the year ended 31st December 2016
6. Property and equipment (continued) a) The freehold land valued at Shs. 3,200,000 comprises a plot in Malindi, intially funded by Swedish
Twunning project.
b) Building for use of the Society (owned premises) were revalued as at 31 December 2013 by registered, independent valuers, Ark Consultants and previously by Metro Cosmos Valuers as at 31
December 2002 on open market value basis by reference to market evidence of recent transactions for similar properties. Prior to 31 December 2002, assets acquired prior to the valuation have been taken in the financial statements at revalued amounts while those acquired after 2003 were carried at cost.
2016 2015 Shs Shs Building comprises of KRCS Belle Vue Headquarters: 42,000,000 42,000,000 Malindi Cottages 4,246,505 4,246,505 Additional improvements 4,271,525 4,271,525 50,518,030 50,518,030 c) The Society has constructed semi-permanent structures (leasehold improvements) to house the Logistics and prothesis Centres on a piece of land leased from the Kenya Wildlife Service. This are classified as leasehold improvements.
2016 2015
Shs Shs
Prothesis Centre 1,980,000 1,980,000 Logistics Centre 97,463,370 97,463,370 99,443,370 99,443,370
d) The Society holds fifteen donated parcels of land located in various parts of the country. The titles of ownership have not been obtained by the Society, and these plots have not been valued for inclusion in the financial statements. e) The Society holds two parcels of leasehold land at the Belle Vue Headquarters. The land was donated to the Society and was revalued by registered, independent valuers, Ark Consultants on open market value basis as at 31 December 2013 and included in the financial statements. Previously, the land was held at nil cost.
[133] Kenya Red Cross Society Administration and Co-ordination Account Annual report and special purpose financial statements For the year ended 31st December 2016
NOTES (CONTINUED) 6. Property and equipment (continued)
f) The Society holds assets worth Shs. 128,565,026 as at December 2016 (December 2015 - Shs.
108,698,847) under various projects. Project accounting requires assets be expensed as incurred. Once the projects are completed and a gift certificate issued by the donors, those assets will be transferred to the main administration financial statements.
7. Investment property 2016 2015 Shs Shs
At start of year 460,875,000 945,000,000 Surplus on revaluation 484,125,000 At end of year 945,000,000 945,000,000
The investment property includes two commercial properties constructed in 2007, located at the KRCS Belle Vue Headquarters. One of the properties is a hotel which has been leased to a related party (Red Court Hotel Limited), a company that is wholly owned by KRCS and limited by guarantee. The second property is a commercial office park. These properties earn the Society rental income. The properties were revalued as at 31 December 2013 by registered, independent valuers, Ark Consultants and previously by Metro Cosmos Valuers as at 31 December 2002 on open market value basis by reference to market evidence of recent transactions for similar properties.
The Society’s headquarters, office park and Red Court Hotel (Boma Inn Nairobi) buildings which stand on (Land Reference Number 209/10203) and the Land on which Boma Nairobi stands on (Land Reference Number 209/12890/1) are pledged for loans to Red Court Hotel Limited, a related party (Note 15). Effective 2011, the Society adopted a fair value model in measuring the carrying amount of
the investment property.
8. Advance against equity for investment in subsidiaries 2016 2015
Shs Shs
Advance from Red Court Hotel Limited 889,103,955 889,103,955
[134] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 Kenya Red Cross Society Administration and Co-ordination Account Annual report and special purpose financial statements For the year ended 31st December 2016
NOTES (CONTINUED) 9. Receivables
2016 2015 Shs Shs Amounts due from projects 96,292,827 102,442,057 Other recievables 35,379,305 62,933,723 Receivable from related parties (Note 16) 215,273,005 40,623,872 346,945,136 205,999,652
The National Executive Committee confirms that the long term due from related parties will not be called for repayment in the next 12 months. In the committee’s assessment, there is no doubt on the recoverability of the amounts from the related parties and no interest will be charged on the amount.
10. Cash and cash equivalents 2016 2015 Shs Shs Cash at bank and in hand - 21,513,678 For the purpose of the statement cash flows, the year end cash and cash equivalents comprise the following Cash at bank and in hand - 21,513,678 Bank overdraft (2,906,688) - (2,906,688) 21,513,678
The Society does not have any overdraft facility with any bank. The bank overdraft reflected in the financial statements was as a result of unpresented cheques at the reporting date.
11. Payables and accrued expenses 2016 2015 Shs Shs Other creditors and accruals 182,799,827 113,648,143 Amounts due to projects 34,242,276 - Payable to related parties (Note 16) 51,357,423 47,482,609 268,399,526 161,130,752
[135] Kenya Red Cross Society Administration and Co-ordination Account Annual report and special purpose financial statements For the year ended 31st December 2016
NOTES (CONTINUED)
12. Deferred income 2016 2015 Shs Shs
At start of year 30,510,660 31,358,178 Amortisation to income (note 4(b)) (847,518) (847,518) At end of year 29,663,142 30,510,660
Donations received in the form of non-current assets are recognised as deferred income in the statement of financial position and transferred to income and expenditure on a systematic and rational basis over the useful lives of the related assets.
13. Unexpended grant
The amounts relate to a grant received from British Red Cross towards the Resilience and Early
Response in Kenya’s Arid and Semi-arid Lands. This was an 18 months program starting from 1
January 2015 and designed to generate evidence to be used to influence policy and practice with the aim of improving resilience in the Arid and Semi-arid Lands of Kenya and beyond. The project was implemented by the International Centre for Research and Advocacy; a unit under the Kenya Red Cross.
14. Taxation
No taxation is provided for in these special purpose financial statements, as the Society is exempt from income tax in Kenya in recognition of its charitable status under Paragraph 10 of First Schedule of the Kenyan Income Tax Act.
15. Reconciliation of surplus before tax to cash (used in)/from operations: 2016 2015 Shs Shs Surplus for the year 16,046,284 187,171,933 Adjustments for: Depreciation on property and equipment (Note 6) 13,281,988 13,104,163 Deferred income (Note 12) (847,518) (847,518) Interest earned (Note 4(a)) (11,324,388) (18,477,443) Loss on disposal of property and equipment - 30,500 Changes in working capital: - amounts due from projects 40,391,506 (37,292,463) - other receivables 27,554,417 (25,246,513) - amounts due from related parties (174,649,133) 60,219,627 - payables and accrued expenses 69,151,683 (72,194,163) - amount due to related party 3,874,814 (40,190,790) - unexpended grants (19,224,408) (622,186) Cash (used in)/from operations (35,744,754) 65,655,147
[136] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 Kenya Red Cross Society Administration and Co-ordination Account Annual report and special purpose financial statements For the year ended 31st December 2016
NOTES (CONTINUED) 16. Related parties a) Related party - subsidiaries
The Society has two fully owned subsidiaries, Red Court Hotel and Emergency Medical Services (EMS), which are companies limited by guarantee. The Society funded the construction of the hotel building and all items of property, plant and equipment. The hotel pays the Society a monthly rent to compensate for the use of the hotel building and items of property, plant and equipment. The Society also provided land to the Red Court Hotel for construction of a five star hotel in Nairobi (Boma hotel) financed by a loan facility from a local banking institution, and another piece of land in Eldoret for the construction of Boma Inn Eldoret (on going) which is financed by a facility secured by the Eldoret property.
EMS offer emergency medical services which include 24-hour ambulance services and sale of first aid kits. The National Excutive Committee opted not to consolidate the financial statements of the two fully owned subsidiaries (Red Court Hotel and Emergency Medical Services), because they may not be relevant to the users of these special purpose financial statements. b) Related party transactions and balances 2016 2015
i) Key management compensation Shs Shs Short term employee benefits - (Secretary general and deputies) 49,100,256 46,882,656 ii) Purchase of goods/services Other related parties 26,971,004 22,191,596 iii) Sale of goods/services Other related parties 114,741,766 86,962,209 Outstanding balances i) Receivable from related parties (Note 9) 215,273,005 40,623,872 i) Payable to related parties (Note 11) 51,357,423 47,482,609
17. Contingent liability a) The Society has provided corporate guarantees and indemnities for the loan facilities advanced to related parties and the Society’s land and buildings are charged to the banks in respect of these facilities as follows:
The Red Court Hotel is a company limited by guarantee wholly owned by Kenya Red Cross Society (the Society). In Novemebr 2009, the hotel obtained a loan facility of USD 16,668,461 from a bank, being a term loan of 10 years for construction of Boma Hotel in Nairobi. In July 2011, a second term loan facility of US$ 6,952,941 was obtained by the hotel bringing the total loan facilities to US$
23,621,402. In an effort to consolidate these facilities and enjoy favorable terms, the Red Court Hotel has obtained re-financing facility with a local bank for a period of 1 year with one year moratorium.
In September 2013, the hotel obtained a loan facility of US$ 6,000,000 from another bank for completion of Boma Inn Eldoret construction. The loan is repayable over a 10 year period with a moratium of two years on principal repayment. b) The Society is defending legal actions brought against it by ex-employees and other parties. While liability is not admitted, if defense against the actions is unsuccessful, the potential exposure of the Society is Shs 3,579,000 (2015 - Shs 3,579,000). Based on legal advice, the National Executive Committee does not expect the outcome of the actions to have a material effect on the Society’s financial position.
18. Currency The special purpose financial statements are presented in Kenya Shillings (Shs).
[137] Kenya Red Cross Society Administration and Co-ordination Account Annual report and special purpose financial statements For the year ended 31st December 2016
SUMMARY INCOME AND EXPENDITURE STATEMENT PER DONOR 2016
DONOR 2016 INCOME EXPENDITURE
American Red Cross 36,790,075.00 41,866,902.00 Austrian Red Cross 16,585,915.40 20,287,447.03 British Red Cross 463,959,313.00 348,726,944.00 County funds 37,893,758.00 66,242,097.00 Danish Red Cross 97,115,069.00 88,001,051.00 EU 143,967,487.00 4,530,789.00 Finnish Red Cross 71,747,503.73 58,516,342.00 Global Fund PMU 1,637,824,081.74 1,583,077,860.81 International Committee of the RC 123,483,701.45 144,953,973.00 International Federation of the RC 328,466,799.00 326,686,739.00 Japanese Red Cross 20,911,708.40 18,618,091.10 Norwegian Red Cross 182,109,576.66 189,110,404.00 Other assorted Donors 260,821,540.00 238,752,602.00 Safaricom 10,000,000.00 7,428,989.00 UN agencies 617,207,590.00 705,963,282.00 USAID 82,705,630.20 85,996,443.28
TOTAL 4,131,589,748.58 3,928,759,956.22
[138] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 Kenya Red Cross Society Administration and Co-ordination Account Annual report and special purpose financial statements For the year ended 31st December 2016
NEC MEMBER PROFILES
KRCS COMMITTEE MEMBERS
LIST OF DONORS
[139] NEC MEMBER PROFILES
Dr. Mohamud Said Governor Dr. Mohamud Said is the Governor of KRCS and a medical doctor by profession. He is the recipient of the Harris Wofford Global Citizen Award 2013, which is the highest honor bestowed upon a Global Leader by the National Peace Corps Association. Dr. Said, a world renowned surgeon, is the former president of the International Rehabilitation Council for Torture Victims, based in Copenhagen and Coordinator of Reconstructive Surgical Camps for Foundation Pedro Cavardas, Spain. He is also the former Vice Chairman of the Independent Mediocolegal Unit Kenya. He served as Chairman of the Kenya Medical Association (KMA) of Human Rights Community and was a member of the KMA Medical Camp Committee. Dr. Said has extensive experience in the KRCS governance, having served both at the branch and regional boards over the years in the North Rift Region.
Paschal Mbeche First Deputy Governor Mr. Paschal Mbeche is the First Deputy Governor of KRCS and is an advocate of the High Court of Kenya. He has a Bachelor of Commerce and two Bachelor of Laws prior to being admitted to the roll of advocates in 1993. He previously severed as the Chairperson of the KRCS South Rift Region, Chairman of Nakuru Branch and is on the Board of Governors of Christ the King, Nakuru.
Hon. Geoffrey Korir Second Deputy Hon. Geoffrey Korir is the Second Deputy Governor of KRCS and an advocate of Governor the High Court of Kenya. He graduated from Moi University with a Bachelor of Law in 2007 and was admitted to the Bar in 2008, at which time he gained his post graduate diploma in law. Hon. Korir is currently the Speaker of Bomet County Assembly, a role he has held since 2013. He joined KRCS in 1999 and is a Life Member of the KRCS Bureti Branch. He served as the National Youth Chairman and a committee member in the KRCS NEC. He is Chairman of the Board of Governors at the Cheptabach Secondary School and Vice Chairman of the Iria Maina Multi-Purpose Cooperation, a community based hydropower project.
Julianne Njeri Kamau Hon. National Mrs. Julianne Kamau has a Bachelor of Arts (Economics, French), and a Masters Treasurer degree in Financial Accounting and Administration. She is the current Finance Manager at Qatar Airways, Kenya. Mrs. Kamau is serving as the Secretary of the Board of Airline Representatives (BAR), attends IATA’s Local Council Advisory Group (LCAC-P) and Agency Passengers Joint Council (APJC). She is the Chairman of the Board of Trustees, Qatar Airways Staff Pension Scheme. Prior to taking up the role of Honorable Treasurer, Mrs. Kamau was a member of the Finance Standing Committee of KRCS.
Japhet N’geno National Youth Mr. Japhet Ngeno is a journalist by profession, having studied Diploma in Chairperson Journalism and Mass Communication. He has worked with Sahara Media Group Limited (Tanzania) and ATG Radio, co-presenting a breakfast show in both companies.
Abdinoor M. Hussein Committee Member Mr. Abdinoor Mohamed Hussein is the County Chief Officer of Wajir in charge of Trade, Co-op, Industry, Tourism and Wildlife. He has been in the teaching profession for many years and gained a number of educational qualifications. He holds a bachelor’s degree in Education and has recently completed a Diploma in Education Management. He also has qualifications in Disaster Preparedness and Management and is greatly involved in the Garissa community.
[140] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 Edward Gakumo Warui Committee Member Mr. Edward Gakumo Warui is a Life Member of KRCS and is currently serving his second term in the NEC as a Committee Member. He is a career banker and has been involved with KRCS since 2007.
Dr. Mohammad Abdallah Swazuri Committee Member Dr. Mohammad Swazuri is a life member and has served the Kwale KRCS branch as its Chairperson, and in several other capacities. He has lectured for and chaired the Department of Real Estate and Construction Management for the University of Nairobi, and is currently the Chairman of the National Land Commission, a constitutional commission in Kenya. He has a Bachelor of Arts, as well as a Master of Arts in Housing Administration. In 1997, he was awarded a Doctor of Philosophy in Land Economics.
Tache Bonsa Gollo Committee Member Mr. Tache Bonsa Gollo has a Bachelor of Education and is currently the Vice Chairperson of the National Gender and Equality Commission, a constitutional commission in Kenya. He is serving his second term as a Committee Member in the NEC. He was previously the Chairperson of the Ewaso Ng’iro North Development Authority, as well as a member of the teaching fraternity for many years.
Nassir Said Mohamed Committee Member Mr. Nassir Said is currently working with the Inchcape Shipping Services Limited, and is the former administrator of Sayyida Fatima Hospital. He has a Diploma in Business Management and Administration and is currently pursuing an online degree course in Business Management from Penn Foster College, USA. He has served KRCS as a Regional Treasurer.
Royal Abraham Shisia Committee Member Mr. Abraham Shisia is the Managing Director, Crochet World International Project-Entrepreneurship Development Capacity Building Network and previous Executive Director and Board Secretary, Bright Future Educational Services. Mr. Abraham Shisia has a Bachelor’s Degree in Commerce (University of Nairobi). He has also had good experience working as Member with the NGO Council of Kenya, Director of the Race Course Educational Centre and Branch Manager at Amedo Centre. Mr. Shisia previously served as a Board Member for KRCS West Kenya Region prior to joining the NEC.
Quinter Atieno Ouso Committee Member Mrs. Quinter Ouso is a teacher by profession and holds a Bachelor of Education from Kampala International University. Currently, she is a tutor at Suba ECDE TTC and Deputy Head Teacher at Waregi Primary School. Among her achievements, she won an award as the best health club patron in Mbita Sub-County and served as a Regional Board Member for KRCS West Kenya Region.
Lucy Muriuki Committee Member Mrs. Lucy Muriuki holds a Bachelor of Education Science from Mt. Kenya University. She has also previously served as volunteer, Central Region, Vice Chairperson and Dissemination Officer. She is currently the principal of Embaringo Secondary School and served as a teacher for different schools since the year 1992.
Aarti Chotai Committee Member
[141] KRCS COMMITTEE MEMBERS
FINANCE COMMITTEE MEMBERS NO NAME DESIGNATION 1 Julianna Njeri Kamau Chairperson 2 Dr. Jacqueline W. Kitulu Committee Member 3 Steve Biko Ouko Committee Member 4 Kevin Lewis Safari Committee Member 5 Nassir Said Mohammed Committee Member Mr. Francis Koech Commitee Member
AUDIT & RISK COMMITTEE MEMBERS NO NAME DESIGNATION 1 John Kenduiwo Chairperson 2 William Mibei Committee Member 3 Mohamud Salat Committee Member 4 Robert Mbarani Committee Member 5 Hildah Nduati Committee Member
DEVELOPMENT COMMITTEE MEMBERS NO NAME DESIGNATION 1 Paschal Mbeche Chairperson 2 Paul Ouma Vice Chairperson 3 Quinter Atieno Ouso Committee Member 4 Edward Gakumo Committee Member 5 Tache Bonsa Committee Member 6 Francis Masika Committee Member 7 Geoffrey Korir Committee Member 8 Lucy W Muriuki Committee Member 9 Royal Abraham Shisia Committee Member 10 Japheth Kipkoech Ngeno National Youth Chairperson
[142] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 PROGRAMMES STANDING COMMITTEE MEMBERS NO NAME DESIGNATION 1 Dr . Benjamin Ombito Chairperson 2 Dr. Lilian Kimani Committee Member 3 Mr Thomas Masandu Committee Member 4 Abdinoor Hussein Committee Member 5 Dr. Amin Ali Sheikh Committee Member 6 Lorna Obiri Commitee Member 7 Dr. Henry Simiyu Commitee Member 8 Dr. Sultani Matendechero Commitee Member
YOUTH BOARD NO NAME DESIGNATION 1 Japheth Kipkotech Ngeno National Youth Chairperson 2 Calvine Kibet Kitur National Youth Vice Chairperson 3 Allan Carlson Lodenyao National Youth Treasurer 4 Shadrack Musyoka* National Youth Secretary 5 Teresa Njeri Youth chairperson 6 Maureen Kanana Youth chairperson 7 Akui Mike Youth chairperson 8 Emma Taiyana Youth chairperson 9 Omondi Austine Youth chairperson 10 John Basweti Youth chairperson 11 Mark Kangau Youth chairperson
[143] LIST OF DONORS
Adopt A Light Limited Doshi and Company (H) Limited Africa24 Media Emergency Ambulance Medical Services (E-Plus) AIC Milimani Church European Union/ECHO Airtel Evans Kidero Foundation All Tymes Farmers Choice Limited Alpha Medical Manufacturers Finnish Red Cross American Red Cross General Public (Individuals) AMIRAN Kenya Geokarma Construction Limited AMREF Kenya Limited German Red Cross Angelica Medical Services Global Fund Ausi AID HP Insurance Austria Red Cross HP Insurance Brokers Limited Avenue Park Estate Hydro Water Kenya Belgian Red Cross - Flanders I Choose Life - ICL Africa Boma Hotels International Committee of the Red Cross Boma International Hospitality College International Federation of Red Cross and Red Crescent Societies Bomet County Government International Medical Corps British Red Cross International Organisation for Migration Canadian Red Cross Italian Red Cross CARE International Japanese Red Cross Catholic Relief Service Jhpiego Chandaria Foundation Josfirm Engineering and Construction Company Limited CHF International Kenbright Insurance Brokers Christoffel Blinden Mission Kenchic Coca Cola Kenya Commercial Bank Foundation College of Insurance Kenya Commercial Bank Limited Connectik Kenya Pipeline Company Limited Covercraft Kericho Gold DAI/BRICS Kevian Kenya Limited Daly and Figgis King Baudouin Foundation – USA Danish Red Cross KPMG East Africa Davis and Shirtliff Limited Kulgraphics Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) Leisure Lodge Development Alternatives Inc. Little Ride DK Engineering Limited Mambo Italia Dormans Mater Hospital
[144] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 Micronutrient Initiative Smart printers Mission of Hope Spartan Mitchell Cotts Super Loaf Bakery MMP Communications, Outreach and PR consultants Swedish Red Cross – Bilateral and Projects Morphosis Limited Swiss Development Cooperation MPESA Foundation Taita Taveta County Government Muwasa Tamarind Group Nairobi Bottlers (Coca Cola) Techno Relief Services Limited Nairobi Lighthouse Church The Hive Nakumatt Supermarkets Tullow Oil National Bank of Kenya Uber National Police Service United Nations Children’s Fund Netherland Red Cross United Nations Entity for Gender Equality and the Empowerment of Women NIC Bank United Nations High Commissioner for Refugees Norvatis Access United Nations Office for the Coordination of Humanitarian Affairs Norwegian Red Cross United Nations Population Fund Nyeri County Government United States Agency for International Development Office of the President Urgent Cargo Ole Sereni Wells Fargo Limited PAN Africa Insurance Holdings World Food Programme PKF Kenya World Temple Church PriceWaterhouseCoopers Zambia High Commission Programme for Appropriate Technology in Health Purpose Centre Church Q 1/Mcheza Qatar Airways Qatar Red Crescent Rainmaker Redeemed Gospel Church Refugees United RiqKonzert Safaricom Foundation Safaricom Limited Sameer Agriculture and Livestock Kenya Limited Sanlam Life Insurance Limited Sarova Hotels
[145] First in, Last out
[146] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 First in, Last out
[147] KENYA RED CROSS SOCIETY Red Cross Rd. Off Popo Rd P.O. Box 40712, 00100 -GPO. Nairobi, Kenya Tel: (+254-20) 6003593, 6008681/13 3950000 Fax: (+254-20) 603589 Email: [email protected] Website: www.redcross.or.ke
[148] ANNUAL REPORT AND FINANCIAL STATEMENTS 2016