1. BY A.M. FARAH ARID LANDS RESOURCE MANAGEMENT PROJECT
LINKING EARLY WARNING TO EARLY REPONSE: A CASE STUDY IN GARISSA DISTRICT: BY
A.M. FARAH
ARID LANDS RESOURCE MANAGEMENT PROJECT

2. EARLY WARNING SYSTEM
IS DEFINED AS A SYSTEM OF DATA COLLECTION AND ANALYSIS TO MONITOR PEOPLES WELL BEING IN ORDER TO PROVIDE TIMELY NOTICE WHEN AN EMERGENCY THREATENS AND TRIGGER EARLY AND APPROPRIATE RESPONSE

3. OBJECTIVES OF DROUGHT EARLY WARNING SYSTEM
TO PROVIDE EARLY WARNING INFORMATION ON THE ONSET OF DROUGHT AND ITS EFFECTS ON FOOD SECURITY IN ORDER TO TRIGGER TIMELY RESPONSE.
TO PROVIDE INFORMATION ON FOOD AVAILABILITY DURING DROUGHT IN ORDER TO BETTER INFORM AUTHORITIES ON TIMING AND TARGETING OF DROUGHT RESPONSE BY INSTITUTIONS

4. THE KENYAN EWS IS HOUSED IN ALRMP IN THE OFFICE OF THE PRESIDENT

5. INDICATORS USED BY EWS ENVIRONMENTAL INDICATORS
RAINFALL DISTRIBUTION AND QUANTITY
WATER SOURCES, DISTANCE TO WATER FOR BOTH HOUSEHOLD AND LIVESTOCK, VEGETATION, PASTURE CONDITION AND AVAILABILITY, MIGRATION
RURAL ECONOMIC INDICATORS
LIVESTOCK BODY CONDITION, LIVESTOCK PRODUCTION, LIVESTOCK MORTALITY, LIVESTOCK SALES AND PRICES, SLAUGHTER, MILK PRODUCTION, MILK CONSUMPTION, LIVESTOCK HEALTH AND DISEASESCEREAL PRICES,
CROP PRODUCTION
CROP CONDITION, HARVESTS, PESTS AND DISEASES
HUMAN WELFARE INDICATORS:
NUTRITION STATUS OF CHILDREN UNDER FIVE YEARS, HUMAN DISEASES, COPING STRATEGIES,

6. DATA COLLECTION
IN EVERY DISTRICT THERE AT LEAST 10 FIELD MONITORS WHO ARE ENGAGED TO COLLECT DATA ON A MONTHLY BASIS.
THE MONITORS ARE FROM WITHIN THE COMMUNITY.
EACH MONITOR ADMINISTERS 30 QUESTIONAIRES TO HOUSE HOLDS AND AT LEAST CONDUCTS FOUR KEY INFORMANTS INTERVIEWS
DATA ONCE COLLECTED IN THE FIELD IT IS ANALYSED IN THE OFFICE BY INDIVIDUAL DISTRICTS
DROUGHT MONITORING BULLETINS ARE PRODUCED ON A MONTHLY BASIS FOR THE DISTRICT.
THE BULLETINS ARE PRESENTED TO THE DSG FOR ENDORSEMENT.
THE BULLETIN ARE SENT TO HEADQUATERS.
THE DSG MAY SEND ASSESMENT TEAM TO THE FIELD.

7. DROUGHT WARNING STAGES:
IN ORDER TO INDICATE THE TRENDS IN FOOD SECURITY, THE FOLLOWING WARNING STAGES ARE USED.
-NORMAL
-ALERT
-ALARM
-EMERGENCY
ESSENTIALLY THE WARNING STAGES INDICATE DEGREE OF VULNERABILITY CORRESPONDING TO INCREASING RISK OF FAMINE AND IMPLYING DIFFERENT LEVELS OF RESPONSE.

8. NORMAL
ENVIRONMENTAL, LIVESTOCK AND PASTORAL WELFARE INDICATORS SHOW NO UNUSUAL FLUCTUATIONS AND REMAIN IN THE EXPECTED SEASONAL RANGE.
ALERT
ENVIRONMENTAL INDICATORS SHOW UNUSUAL FLUCTUATIONS OUTSIDE EXPECTED SEASONAL RANGES. THIS OCCURS WITHIN THE ENTIRE DISTRICT, OR WITHIN LOCALIZED REGIONS;
OR: ASSET LEVELS OF HOUSEHOLDS ARE STILL TOO LOW TO PROVIDE AN ADEQUATE SUBSISTENCE LEVEL AND VULNERABILITY OF FOOD INSECURITY IS STILL HIGH.

9. ALARM
ENVIRONMENTAL AND LIVESTOCK/AGRICULTURE INDICATORS FLUCTUATE OUTSIDE EXPECTED SEASONAL RANGES, AFFECTING THE LOCAL ECONOMY.
THIS CONDITION OCCURS IN MOST PARTS OF THE DISTRICT, AND DIRECTLY AND INDIRECTLY THREATENS FOOD SECURITY OF PASTORALISTS.
EMERGENCY
ALL INDICATORS ARE FLUCTUATING OUTSIDE NORMAL RANGES. LOCAL PRODUCTION SYSTEMS ARE COLLAPSED AS WELL AS THE DOMINANT ECONOMY WITHIN THE DISTRICT.
THIS SITUATION AFFECTS THE ASSET STATUS AND PURCHASING POWER OF THE POPULATION TO AN EXTENT THAT WELFARE LEVELS HAVE BEEN SERIOUSLY WORSENED RESULTING IN FAMINE THREAT.

10. ACTIVITIES UNDERTAKEN IN THE VARIOUS STAGES OF THE DROUGHT CYCLE

11. NORMAL: CONTINGENCY PLANNING PREPARATION
COMMUNITY DEVELOPMENT i.e. LONG TERM DEVELOPMENT TO REDUCE VULNERABILITY AND STRENGTHEN PASTORAL COPING STRATEGIES e.g. WATER POINT DEVELOPMENT, PROVISION OF SOCIAL SERVICES( HUMAN HEALTH, VETERINARY SERVICES-(ROUTINE VACCINATION), DEVELOPMENT OF INFRASTUCTURE (ROADS).
BUILD UP THE CAPACITY OF THE DSG AND PARTNER AGENCIES.

12. ALERT SERVICING AND MAINTENANCE OF BOREHOLES. VACCINATION OF LIVESTOCK
ENCOURAGE LIVESTOCK OFF TAKE
CONFLICT PREVENTION ACTIVITIES.

13. ALARM
EMERGENCY TREATMENT OF LIVESTOCK( INTERNAL AND EXTERNAL PARASITES)
EMERGENCY LIVESTOCK OFFTAKE
CONFLICT PREVENTION ACTIVITIES INTENSIFIED.
ASSIST IN MIGRATION IN SEARCH OF FORAGE AND WATER.
HUMAN HEALTH INTERVENTION( MEASLES VACCINATION)

14. RECOVERY EMERGENCY EMERGENCY DESTOCKING EMERGENCY FODDER PROVISION.
PROVIDING EMERGENCY WATER SUPPLIES IN STRATEGIC LOCATIONS.
HUMAN HEALTH INTERVENTIONS
CONFLICT MITIGATION ACTIVITIES.
RECOVERY
RESTOCKING PROGRAMMES.
FOOD/CASH FOR WORK
CAPACITY BUILDING
NATURAL RESOURCE MANAGEMENT

15. THE OBJECTIVE OF EARLY WARNING SYSTEM IS TO SAVE LIVELIHOODS, NOT JUST LIVES.
IF WE DON’T INTERVENE BEFORE LIVELIHOODS ARE DESTROYED, THEN THE RECOVERY WILL BE DIFFICULT.
THE TIMING OF RESPONSE IS CRITICAL.
IF THERE IS NO RESPONSE OR A LATE RESPONSE IT IS EASY TO REACH A POINT OF DESTITUTION.

16. THREE KEY INGREDIENTS OF AN EFFECTIVE EARLY WARNING AND EARLY RESPONSE SYSTEMS ARE:
RELIABLY, TIMELY AND CONSISTENT EARLY WARNING INFORMATION. THERE MUST BE GOOD INFORMATION THAT DELIVERS.
CLEAR PROCESSES FOR FEEDING INFORMATION TO DECISIONS ABOUT HOW AND WHY TO RESPONSE.
CLEAR AND RAPID RESPONSE MECHANISM IN PLACE AND THE POLITICAL WILL TO RESPOND.

17. COORDINATION OF DROUGHT MANAGEMENTIN KENYA

18. KENYA FOOD SECURITY COORDINATION STRUCTURE
NATIONAL FOOD SECURITY EXECUTIVE COMMITTEE
CABINET LEVEL-CHAIR THE PRESIDENT
NATIONAL FOOD SECURITY COORDINATING COMMITTEE
MEMBERS PERMANENT SECRETARIES-CHAIR HEAD OF CIVIL SERVICE
SECTORAL WORKING GROUPS
Agriculture and Livestock
Water and Sanitation
Health and Nutrition
Disaster Management
KENYA FOOD SECURITY MEETING
Members-GOK,UN AGENCIES, ,NGOs Other FOOD Security partners
KENYA FOOD SECURITYSTEERING GROUP
Members- ALRMP, WFP, FEWS-NET, MOA, Other technical Departments
TECHNICAL SUB COMMITTEE
ALRMP
MOA
WFP
FEWS NET
Provincial Disaster Management Committee
TECHNICAL SUBCOMMITEE
GoK Technical Departments
NGOs
Projects
DISTRICT STEERING GROUP
Members- Heads of departments, Civil Society, Religious organizations
COMMUNITIES
EWS, Rapid Assessments

19. DEVELOPMENT OF DROUGHT CONTINGENCY PLANS IN GARISSA.
THIS WAS DONE THROUGH A 5-DAY PARTICIPATORY PLANNING WORKSHOP WHICH INVOLVED:-
A REVIEW AND PRESENTATION OF DROUGHT AND FAMINE EXPERIENCES OF THE DISTRICT AND PREVIOUS GOVERNMENT/DONOR RESPONSES.
PRESENTATION OF EARLY WARNING SYSTEM AND HOW IT OPERATES WITH REGARD TO TRIGGERING RESPONSE.

20. PRESENTATION AND DISCUSSION OF RELEVANT INFORMATION COLLECTED PRIOR TO THE WORKSHOP AND AGREEMENT OF HOW SUCH INFORMATION WILL BE USED.
IDENTIFICATION OF AREAS/ASPECTS IN WHICH PLANS OUGHT TO BE DEVELOPED.
DEVELOPING SPECIFIC PLANS.

21. WHO PARTICIPATED IN THE PLANNING ?
PROVINCIAL ADMINISTRATION INCLUDING DISTRICT OFFICERS FROM THE DIVISIONS.
REPRESENTATIVES FROM THE LOCAL COMMUNITIES.
RELEVANT GOK LINE DEPARTMENTS.
RELEVANT NGOS AND CBOS
DISTRICT STEERING GROUP MEMBERS.
THIS GIVES A TOTAL OF ABOUT 25 PARTICIPANTS.

22. AREAS/ASPECTS IN WHICH CONTINGENCY PLANS WERE DEVELOPED
ANIMAL HEALTH INTERVENTION.
EMERGENCY LIVESTOCK OFFTAKE
EMERGENCY WATER SUPPLY
PROVISION OF LIVESTOCK FEED
PROVISION OF HUMAN HEALTH SERVICES.
RESTOCKING

23. TRIGGERS
THE ACTIVATION OF THE CONTINGENCY PLANS ARE TIED TO TRIGGERS WHICH ARE INDICATED BY THE EARLY WARNNG SYSTEM.
EXAMPLE:
INCREASE IN CEREAL PRICES
DECREASE IN LIVESTOCK PRICES
COMBAINED TOTAL FAILURE OR DEVIATION OF NORMAL AMOUNT OF RAINFALL IN THE LONG AND SHORT RAINS SEASON IN ANY GIVEN YEAR WILL LEAD TO SHORTAGE OF PASTURE AND WATER AVAILABILTY.

24. CHALLENGES
INADEQUATE AND LATE RESPONSE TO DROUGHT EMERGENCIES DUE TO LIMITED DROUGHT CONTINGENCY FUNDS.
LENGTHY PROCEDURES TAKEN BY DONORS IN SCREENING AND APPROVING PROPOSALS AND ALSO SLOW RELEASE OF TRANCHES.
OVER EMPHASIS ON SHORT TERM RELIEF FOOD AID AS A SOLUTION TO CHRONIC AND EMERGENCY FOOD INSECURITY;
STRINGENT PROCUREMENT PROCEDURES CAUSES DELAY IN TIMELY RESPONSE TO EMERGENCIES

25. LESSONS LEARNT
THERE IS NEED TO ESTABLISH A FRAME WORK THROUGH WHICH FUNDS FOR EMERGENCY INTERVENTIONS ARE POOLED AND MANAGED CENTRALLY IN ORDER TO RESPOND ON TIME, TO ALLOCATE RESOURCES ACCORDING TO NEEDS AND HARMONIZE FIELD OPERATIONS.
A STRONG LINK WITH DISTRICT BASED LEAD AGENCIES AND EFFECTIVE INVOLVEMENT AND PARTICIPATION OF TARGET GROUPS AND BENEFICIARIES ARE KEY TO SUCCESS OF EMERGENCY INTERVENTIONS

26. LESSONS LEARNT
EFFECTIVE DROUGHT MANAGEMENT SYSTEM MUST INCLUDE ALL STAKEHOLDERS IN A MULTI SECTORAL APPROACH.
ALL THE STAKEHOLDERS IN THE DISTRICT ACKNOWLEDGE THAT DROUGHT MANAGEMENT WAS NOT RESPOSIBILTY OF ANY ONE ORGANIZATION. IT WAS WITH THIS IN MIND THAT ALL THE STAKEHOLDERS SET OUT TO ADDRESS THE ISSUE OF DROUGHT.
CONSEQUENTLY THIS JOINT VENTURE APPROACH ENHANCED THE MITIGATION OF THE DROUGHT.

27. LESSONS LEARNT(CONT’D)
FOR EMERGENCY INTERVENTIONS, PROCUREMENT PROCEDURES SHOULD BE KEPT VERY SIMPLE AND PURCHASES SHOULD BE MADE LOCALLY BY THE RELEVANT AND APPROPRIATE AGENCIES.
EMERGENCY ACTIVITIES TAKE PLACE WITHIN A CULTURAL AND TRADITIONAL CONTEXT WHICH MUST RESPECTED AND ADJUSTED TO; IF NOT INTERVENTIONS MAY BE GOING AGAINIST CULTURAL NORMS.
WHEN WORKING THROUGH PARTNERS IT IS IMPORTANT THAT ALL PARTNERS ARE INDUCED INTO OVERALL PROGRAMME AT THE ONSET.
DURING IMPLEMENTATION IT IS IMPORTANT THAT LESSON –LEARNING WORKSHOPS ARE HELD WITH ALL THE PARTNERS FOR PEER REVIEW AND INFORMATION ECHANGE ON BEST PRACTICES.