TRAINING WORKSHOP FINAL REPORT ON … KFS Traing...TRAINING WORKSHOP FINAL REPORT ON CAPACITY...

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TRAINING WORKSHOP FINAL REPORT

ON

CAPACITY BUILDING OF COMMUNITY FOREST

ASSOCIATIONS MEMBERS TO ENHANCE THEIR CAPACITY TO

ENGAGE IN ORGANIZATIONAL DEVELOPMENT

23 November 2015

Submitted by:

SOCIAL IMPACT INSTITUTE

P.O Box 28405-00100 NAIROBI

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TABLE OF CONTENTS PART 1…………………………………………………………………………………… 3 1. INTRODUCTION…………………………………………………………………… 3 2. BACKGROUND……………………………………………………………………... 3 3. PARTICIPANTS SELECTION……………………………………………………. 3 4. OVERALL OBJECTIVE……………………………………………………………. 4 5. TRAINING METHODOLOGY AND APPROACH…………………………..... 5

5.1 Training Needs Assessment………………...……………………………. 5 5.2 Use of CFA Training Manual……………...……………………………… 5 5.3 Development of Additional Training Materials (Handouts)…………. 6 5.4 Training methods…………………………………...……………………… 6

6. TRAINING INTERVENTION……………………………………………………… 6 6.1. Participants Expectations……….……………………………...………… 6 6.2. Delivery Process…………………..……………………………………….. 8

7. MONITORING AND EVALUATION……………………………………………. 9 7.1. Daily Evaluation of Trainings…………………………...………………... 9

PART II ANALYSIS OF WHAT WAS ACHIEVED……………………...………... 10 8. LESSONS LEARNT……...…………………………………………….……………. 10 9. RECOMMENDATIONS ON FOLLOW UP ACTION……..…………………. 13 10. CONCLUSION……………….…………………………………....……….……… 15 ANNEXES………………………………………………………………………..……..... 17 Annex 1(a) - Agenda for members of CFA executive & management committee members……….…………………………………………………..…………………...… 17 Annex 1(b) – Agenda for CFA user groups (women and youth…………….....… 18 Annex 2 - Participant List…………………………...…….….…………...………….…. 19 Annex 3 - Overview of training sessions on organizational development…..…. 25 Annex 4 Sample Daily Evaluations…………….…………...…………………………. 28 Annex 5 Sample Action Plans………………….……………...……………………….. 31 Annex 6 Pictures of the Trainings……...……...………….…………………………... 36 PART I – OVERVIEW OF THE TRAINING OF TRAINER’S WORKSHOPS 1. INTRODUCTION Kenya has embraced Participatory Forest Management (PFM) as a means of achieving sustainable forest management. The introduction of PFM under the Forests Act, 2005 (hereinafter referred to as the Act) led to the formation of Community Forest Associations (CFAs) countrywide. CFAs are second-level organizations composed of several Community Based Organizations (CBOs) forest-adjacent communities (defined as those situated within five kilometers of the forest reserves) and other actors. The Act provides for an inclusive

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approach to forest management through the establishment of CFAs and it recognizes a role for CFAs in forest management. CFAs are increasingly playing important roles in the protection, conservation, and management of forests in Kenya. However, it is critical that they are able to add value to the management and administration of Kenya’s forests. However, there is an urgent need to strengthen the capacities of CFAs and in particular, ensure they have effective leadership and a sound administrative and management governance framework. The purpose of the consultancy is to enhance the capacity of CFA members in organizational development of their organizations to ensure they add value to the management and administration of Kenya’s forests. 2. BACKGROUND The Governments of Finland and Kenya are executing the Miti Mingi Maisha Bora (MMMB) programme of support to forest sector reform. The objective of the MMMB programme is to reduce poverty by ensuring that the forest sector contributes to improving the lives of the poor, restores the environment and aids the economic recovery and growth of Kenya within the context of Vision 2030. The MMMB programme seeks to, among other things, enhance the capacity of forest-adjacent communities to contribute to management of the forests in which they live. However, a key challenge is to develop co-management approaches that CFAs can use, which are culturally, ecologically, and economically sustainable. A large part of the solution is to find better ways of ensuring that CFAs are not only financially stable and nimble but they have the flexibility and genuine interest in responding to the needs of their members. In 2013, KFS commissioned a consultancy to undertake a study on capacity building of CFAs through organizational development taking cognizance of the lessons learned to better ensure that CFAs add value to the management and administration of Kenya’s forests. SII successfully bid for and was awarded the consultancy in January 2014 to undertake the study. The study sought to review the CFA governance structures and their applicability and usefulness; review the transparency of the CFA administration and decision making process; identify resource needs to ensure effective functionality (value adding) of the CFAs; identify priority needs for building of CFA members; and identify other opportunities for strengthening the role and functions of CFAs in both strategic and operational management and planning processes. 20 forest stations were sampled, including 11 CFAs from the central highlands conservancy (Nyeri, Kiambu, Nyandarua, Murang’a and Laikipia Counties), 7 CFAs from the Mau conservancy (Nakuru and Kericho Counties and Koibatek zone) and 2 CFAs from the eastern conservancy (Meru County). As part of the study, SII was also required to design a training manual to be used in the training workshops. The manual highlights the following topics, which were found to be priority areas for CFAs in terms of organizational development:

Governance and leadership (focusing on the CFA Constitution and Bylaws).

Management (focusing on organizational structure)

Roles/responsibilities of directors and staff (where applicable)

Administrative and financial management policies and procedures

Communication procedures

Resource mobilization (focusing on strategies to ensure effective functionality of CFAs)

Priority needs for capacity building of CFA members focusing on Income Generating Activities and Forest Based Enterprises).

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Partnerships (focusing on networking opportunities for strengthening the role and function of CFAs at the County and national levels.

3. PARTICIPANTS SELECTION According to the Terms of Reference, KFS was responsible for identifying workshop participants who were selected from among the 20 CFAs that had been sampled earlier. The advantage of this approach was that KFS is already familiar with the CFAs and would face fewer constraints in selecting the right participants. The participants who attended the trainings were either representatives from the executive committee or the management committee. See Annex 1 for participant list. 4. OVERALL OBJECTIVE The overall objective of the consultancy was to organize and conduct 10 formal workshops for selected representatives of CFAs for a period of 5 days to enable them to better engage in forestry management from an informed perspective. Using a participatory, practical market led Training of Trainers approach, SII sought to build knowledge, skills and competencies of representatives of selected CFAs in the following topics - organizational development, governance and leadership, human resource management, financial management and resource mobilization. See Annex 2 for the Training Program Agenda. 5. TRAINING METHODOLOGY AND APPROACH 5.1 Training Needs Assessment

Participants were required to complete a training needs assessment (TNA) in the form of a questionnaire before coming to the workshop but this was not done due to logistical problems on how to communicate with participants. As a result, they had to do this immediately the arrived but this interfered with the day’s sessions and kept them very busy. Consequently, the TNAs were done away with. 5.2 Use of CFA Training Manual

SII had previously developed a standardized comprehensive training manual in organizational development of CFAs as part of the previous 2013-2014 Consultancy, which was commissioned by MMMB. The content of the training manual covers several topics, including organizational development and management, governance and leadership, human resource management, financial management and resource mobilization. SII made a deliberate effort to take enough time to explain the material content. Throughout the workshop using the content in the manual, which was frequently referred to each time there was an opportunity to do so. 5.3 Development of Additional Training Materials (Handouts)

SII developed several additional training materials such as handouts, which were used to foster increased understanding. Handouts included lecture notes and role-play materials. These materials were to be used by participants to train their peers and as reference materials for use after the training. See Annex 3 for sample handouts.

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5.4 Training methods

A total of eight (8) training workshops were conducted over a period of 3 months. The workshops were held in three distinct phases – phase 1 was held for 3 CFAs, phase 2 was held for another 3 CFAs and phase 3 focused on women and youth participants. Each workshop was held for a period of five days each and was attended by twenty participants on average. Participatory training methods were used during the workshops, which involved the learners actively. During the training workshops, the following learner-centered training methods were used:

Lectures

Brainstorming

Group discussion

Plenary discussions

Role plays

Exercises

Simulation

Demonstrations

Games and energizers As much as possible, SII stuck to the workshop timetable while at the same time working through materials at the participants pace. In order to accommodate every participant and to allow them to participate freely, a lot of group work was given, which helped to bring out their experiences. 6. TRAINING INTERVENTION 6.1 Participants Expectations

At the start of the workshop, participants were invited to state their expectations. While most participant expectations were aligned with the workshop objectives, there were many who had never participated in such training before and were fairly unclear about what to expect. Given that most expectations were quite similar, the list of expectations has been summarized below:

Know more about KFA and from other CFAs

How are the women involved in management of the CFAs

How the members of CFA will benefit from county governments

Leadership and environmental management

Networking and other developments in other respective CFAs

Learn more about forest conservation

Leadership and environmental management

Knowledge on conservation

Knowledge to improve on the environment

Learn about the elements of a good constitution.

Interaction and know about how far other CFAs have developed and progressed.

Implement good forest management.

Best way to conserve and manage forests for a better environment

Meet friends and share ideas.

Understand the roles and responsibilities of the CFA

Understand how to implement the Participatory Forest Management Plan (PFMP) and Forest Management Agreement (FMA).

Understand the list between CFAs and devolved governments

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Better understanding of benefit sharing.

To get more equipped with knowledge and skills to train other CFA leaders and members

To learn how to be a good leader

To form a good, lasting network with other participants in this workshop

To be committed up to the end of the workshop

To learn how to conduct trainings

To gain more knowledge in financial management and book keeping

To learn more about income generating activities

To able to start a forest based enterprise.

To be able to transfer knowledge to other people in the communities

To learn about keeping good records

How to pass the information on to their peers and other members after the train

How to train and involve other community members meaningfully 6.2 Delivery Process

Representatives from 20 CFAs from the Central Highlands, Mau and Eastern conservancies participated in the training. The training was delivered in three phases. The capacity levels of the various CFAs differed from one to the other, which presented a challenge in the delivery of the trainings. To overcome this challenge, different approaches outlined in section 5.4 above were used. Participants were trained in the following modules and sessions. Module I - Governance and leadership 1. Overview of findings on governance and leadership based on the KFS study, 2014 2. Compliance with statutory and good governance requirements 3. How to develop and use a CFA constitution 4. Leadership skills 5. Roles and responsibilities of the board of directors and management 6. How to hold effective meetings and make decisions 7. Conflict management strategies Module II - Organizational management 1. Overview of findings on organizational management based on the KFS study, 2014 2. Importance of organizational structure 3. Identifying human resource requirements 4. Steps for staff recruitment 5. Staff management – importance of preparing contracts for staff and volunteers Module III - Financial management 1. Overview of findings on financial management based on the KFS study, 2014 2. Financial visioning and sustainability 3. Procedures for handling funds 4. Importance of financial controls 5. How to develop an annual budget 6. Importance of an Audit Committee and its functions Module IV- Organizational sustainability module 1. Overview of findings on organizational sustainability (resource mobilization) based on

the KFS study, 2014

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2. Generating internal funding using the group lending approach (Table Banking model) for user groups

3. How to initiate Income Generating Activities using the value chain approach 4. Importance of external funding by developing proposals for development partners Module V - Networking module 1. Facilitated experience sharing among CFAs that were present 2. Brainstormed on ways to increase networking and alliance building among CFAs from

Central Highlands, Eastern and Mau conservancies. Action Planning: Developed action plans on activities to be implemented after the training and to enable KFS to keep track of progress by the respective CFAs. See Annex 4 for overview of workshop presentations. 7. MONITORING AND EVALUATION 7.1 Daily Evaluation of Trainings

SII conducted daily written evaluations and oral evaluations at the end of each TOT. The purpose of the daily written evaluation exercise was to receive feedback from trainees about the relevance on the sessions and assess whether learning or attitude change has taken place. The end of training evaluation helped to bring out the strengths and weaknesses of the training and will also assist KFS to reflect on follow up actions for participants. Most of the participants indicated that they had learnt a lot and that the trainings should continue. Others noted that they had never participated in such trainings before and that the information provided was completely new to them. See Annex 4 for daily reactions from participants (Daily Evaluation forms). PART II: ANALYSIS OF WHAT WAS ACHIEVED IN THE TRAINING WORKSHOPS 8. LESSONS LEARNT a) Governance

Participants were asked to carry their constitutions, PFMP and management agreements with them to the workshop. During the workshop, the constitution was interrogated at length and It was discovered the CFA leaders present were not familiar with the contents because either they had never contributed to their development or had never the opportunity to read and understand the document. Many were surprised at some of the articles and they admitted to sometimes operating outside of the constitution.

It also became apparent that most provisions in all the constitutions we interrogated were exactly alike and were merely copies with very minor differences.

The chairmen admitted that they were the custodians of the constitutions and hence, they usually locked the documents in a drawer for safekeeping members did not have access.

Although most CFA leaders had participated in the process of developing Participatory Forest Management Plans (PFMPs) and signing Forest Management Agreements (FMAS), they admitted that they did not fully understand the contents and they had no idea

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about how to go about implementing the agreement. In fact, some chairmen thought that signing PFMPs and Mas was a way of securing their right to stay in office beyond their term, simply because their signature was appended on the document.

b) CFA leadership

Participants were cognizant that their leadership may be wanting as evidenced by frequent wrangles between them and the forester, or with CFA members and other political leaders. They indicated that they would really benefit from leadership skills training as they had no frame of reference for good leadership practices due to lack of exposure and training.

A major disconnect in CFAs has to do with the way that CFAs are managed. The executive committee is responsible for the day to day running of the CFAs, while management committee is responsible for supervision of the latter leading to overlap of mandates and responsibilities and consequently, confusion and conflict.

CFAs use the delegates system to elect its leaders and it is done in a very democratic manner that is accepted by member. This being the case, the training proposed CFAs should consider merging members of the executive committee and the management committee to form a single board of directors. The board would have various sub-committees that are relevant to the respective CFA and would work closely with management. The purpose of the board would be decision-making and oversight and it would not be involved in the day-to-day running of the CFA. The participants were also introduced to ‘Mwongozo’ as a good practice on how to run their organization.

c) Organizational management

The organizational structure of CFAs does not make sense because of the issue of leadership raised above where the management committee supervises the executive committee. As a general rule, CFAs are reluctant to recruit Chief Executive Officers or managers because the leaders are worried about ceding control. There is need to have separation of roles with respect to governance, management and operations.

However, it was evident that for a membership organization like a CFA, there is need to have a management structure in place for effective day-to-day running of the organization.

d) Financial management

Participants admitted that their financial planning and management was poor and they do not have policies or procedures to guide them.

Participants had no idea of the budgeting process because they had never developed a budget for their organization. Except for 1 CFA, the rest of the CFAs admitted that they do not usually develop budgets for their organizations to guide them in their spending. Some treasurers complained that for the most part, the chairmen would ask for funds to travel to meetings on behalf of the CFA without presenting supporting documents.

None of the CFAs trained had ever submitted audited accounts to the Registrar of Societies and hence were not in compliance with statutory laws and good governance. Moreover, none had established an audit committee to handle this function in the organization and so members had no idea how their money was used because this information was never shared during the Annual General Meeting.

In terms of accountability and transparency, many CFA leaders were reluctant to open up their financial records with their members because they were afraid of criticism from members. Yet their constitutions had an article that clearly gave members the right to do so.

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Most of the CFAs had a clear idea on the importance of having policies and procedures in place for financial management, including handling funds and internal controls, none of them had written policies and procedures in place.

e) Organizational sustainability (resource mobilization)

Although CFAs complain that they do not have sufficient resources, it became clear that CFAs raise enough money for operational expenses at the very least, by charging membership fees and subscriptions. However, these funds are not sufficient to undertake projects for their members. In this regard, CFAs were trained on how to initiate the table-banking model for user groups as means of generating a revolving fund to provide working capital for income generating activities (IGAs).

Many CFAs expressed interest in starting or strengthening their income generating activities. Very few CFAs have developed IGAs for their members. Consequently, CFAs were provided with an overview of IGAs using the value chain approach in poultry, fruits and vegetables (under PELIS), and honey. Others expressed interest in starting ecotourism project as well as other forest-based enterprises. After the first phase of training, the Chairman of Gathiuru CFA was invited as a resource person in the rest of the trainings to talk about how they have managed to set up successful IGAs. This was a very popular segment of the training. Most expressed interest in setting up a ‘profit making arm’ of the CFA.

Most of the CFAs present had received funding from the Community Development Trust Fund (CDTF). However, when asked to provide details of the projects, only two of the participants were able to articulate how the requirements and process of receiving the funding. Although participants were interested in the process of developing proposals, it proved to be difficult to be a difficult subject for them and we were unable to provide them with sufficient information in the time provided. There is need for further training if CFAs are to be able to fund raise for themselves.

f) Networking and alliance building

It was clear from this session that CFAs are very insular and had not realized that they could network with the public or private sector in their areas of operation. Most had never engaged with the chiefs or county government officials to explain the role of the CFAs in conservation, protection and management of the forest. Others shared they had faced political interference from local leaders and so they were reluctant to engage local leaders. Most had not thought of engaging schools and universities or corporates in implementing participatory forest management.

Many participants expressed poor working relations with foresters. After discussion it was discovered that this is due to an apparent lack of understanding on their role in implementing PFM. This challenge can be addressed with additional trainings such as this one.

Participants were encouraged to network among themselves and to exchange contact details so they can participate in exchange visits after the training. Participants also committed to extend their networking activities to county government officials s well as local institutions such as schools and business in an effort to popularize the CFA and increase membership. To support these activities, CFAs committed to develop websites and brochures to share information on their respective CFAs with the outside world.

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9. RECOMMENDATIONS ON FOLLOW UP ACTIONS a) Governance and leadership

CFA leaders have little understanding about the importance of their governing documents and how they are aligned to Participatory Forest Management Plans and Forest Management Agreements. However, the training showed that with additional training, CFAs be able to run their organizations as stipulated in their constitutions and management agreements.

Some CFA constitutions did not have a vision/mission statement. With continued support, CFA leaders would be able to articulate their organization’s mission and use it to increase the value proposition of CFAs to their members and stakeholders.

Many CFAs were not compliant with statutory requirements such as submitting audited accounts to the Registrar of Societies, or allowing members to look at financial records. After the training, all CFAs committed to setting up an audit committee to handle this matter. There is need to train treasurers who are still not clear about their roles and responsibilities.

b) Establish effective management policies and procedures

CFAs need training to develop simple policies and procedures for the day-to-day management and operations of CFAs. This will go a long way in supporting the implementation of the board’s decisions and plans.

CFAs need hands-on support to able to set up basic operational and management systems appropriate for CFAs.

CFAs need training to develop simple procedures and information systems to be able to coordinate the organization’s activities and thereby reduce conflicts.

c) Human resources management

As a membership organization, CFAs mainly use volunteers to carry out its mandate because they lack adequate resources to employ staff. Volunteers serve on the board and can also act in management positions. CFAs need support to develop and implement a staff or volunteer policy.

To achieve this, CFAs must first identify their human resources (staff and volunteers) needs, required skills and existing opportunities and thereafter determine the critical functions to be performed to achieve its mission and assign tasks.

d) Financial management

CFAs should be trained on how to diversify their funding base by securing multiyear grants and generating their funds through revenue generating projects instead of relying of KFS support.

CFAs should be supported to develop a benefit sharing mechanism (in terms of fees and charges) from its members or through in-kind contributions and/or revenue from income-generating activities.

CFAs need to be trained on how to establish proper financial systems that meet the requirements of donors, lenders, or clients who pay for the goods and services.

To avoid misappropriation of cash and other assets, CFAs should be trained on how to develop proper internal controls such as requiring two signatures on checks, keeping a lock box for petty cash, and authorizing expenditures based on budgets.

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Most CFAs do not have procedures for organizing cash disbursements and receipts, maintaining ledgers/journals and bank accounts, and meeting payroll, petty cash, and daily expenses. They should be supported to develop and implement them.

e) Developing internal and external relations

CFAs need training on how to become more sustainable and self reliant in terms of mobilizing both external and internal resources through proposal development, increased membership, strengthened partnerships and collaboration with their county government, as well as relevant government agencies, private sector organizations, academic institutions, and other stakeholders that are active in the same sectors and geographic areas.

CFAs leaders need a better understanding of the value proposition for their organization. What is it that they are offering their members? The leaders should focus on developing projects that serve and add value to their members and communities.

CFAs need greater exposed by participating in events that link them to the public, private and civil society sectors so they can actively promote participatory forest management.

SII developed an action plan template that participants filled out. See Annex 5 for sample action plans from 4 CFAs. The purpose of the action plans was to enable participants to undertake key actions upon their return to their forest stations, share skills gained from the trainings with their peers, and KFS and MMMB to follow up with the CFAs in the future. See Annex 6 for pictures of the trainings. 10. CONCLUSION SII staff shared their contact details and invited participants to contact them in the event that they had additional questions. Since then five CFAs have contacted SII wanting to be supported on various issues. Some of the requests include: revision and review of their CFA constitutions, development of a logo, development of websites, training in how to set up the table banking model for women and youth groups, training in agribusiness along the poultry and vegetable value chains and business development services.

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ANNEXES Annex 1(a) – Program Agenda for members of CFA executive and management committee members Program Agenda for Training of Trainer’s Workshop for CFA Representatives

Time Day 1 Day 2 Day 3 Day 4 Day 5

8.30 – 9.30 Welcome Getting to know each other Housekeeping

Recap and Feedback of Group work




9.30 – 10.30 Presentation of Key Findings of CFA Study

Overview of Module 2: Human Resource Management

Overview of Module 3: Financial Management

Overview of Module 4: Fundraising & Resource Mobilization

Creating a “Profit Making’ Arm

10.30 – 11.00 T E A B R E A K

11.00 – 12.00 Overview of Module 1: CFA Governance & Leadership

Organizational Structure

Overview of Financial Planning

Introduction to Table Banking (CFA Revolving fund)

Entrepreneurship (The Business Game)

12.00 – 1.00 Legal Registration, Compliance with Statutory and Good Governance Requirements

Roles and Responsibilities of Board members and Management

Procedures for Handling Funds

Table banking cont’d

Value Proposition for Members

12.00 – 1.00 L U N C H B R E A K

3.00 – 4.00 Effective Meetings and Making Decisions Effective Communication Conflict Management

Administrative Issues (e.g., Filing, Record Keeping, ICT)

Financial Statements

Discussion on Income Generating Activities (IGAs)

Community Based Monitoring and Evaluation

4.00 – 4.30 T E A B R E A K

4.30 – 5.30 Group work on revising CFA Constitution

Group work on Refining the organizational structure and Roles

Group work on Preparing an Annual Budget

Discussion on IGAs cont’d

Wrap Up and Way Forward

Evening session

Continuation of group work




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Annex 1(b) – Program Agenda for CFA user groups (women and youth) Program Agenda for Training of Trainers Workshop for CFA User Groups (Women & Youth)

Time Day 1 Day 2 Day 3 Day 4 Day 5

8.30 – 9.30 Welcome Getting to know each other Housekeeping

Recap Recap Recap Recap

9.30 – 10.30 Importance of User Groups in CFAs

How to Manage Inter lending

How to Take up Income Generating Activities

Generating Green Business Ideas in Selected Value Chains

The Business Game Experience

10.30 – 11.00 T E A B R E A K

11.00 – 12.00 How to form successful User Groups

Roles and Responsibilities of Group members

Do you have What it Takes to Become an Entrepreneur

Analyzing Green Business Ideas for User Groups

Discussion of Opportunities in the Poultry Value Chain

12.00 – 1.00 How to frame rules and regulations of a User Group

Bookkeeping and Accounting in User Groups

Do you have What it Takes to Become an Entrepreneur

Analyzing Green Business for User Groups

Development of Action Plans for User Groups

12.00 – 1.00 L U N C H B R E A K

3.00 – 4.00 How to Mobilize and Manage Savings (Table Banking concept)

Developing Leadership in User Groups

Types of Green Businesses in Selected Value Chains

Selecting Green Business Ideas

Wrap Up and Way Forward

4.00 – 4.30 T E A B R E A K

4.30 – 5.30 Group work on User Group Bye-Laws

Developing the Capacity for Conflict Resolution

Group work on IGAs Brainstorming on Green Business ideas

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Annex 2 - Participants List Week 1

No. Name CFA Position

1. Reuel G. Waithagu Ndaragua Secretary

2. Jorum M. undia Ol Bolosat Chairman

3. Jonathan Muga Geta Chairman

4. Langat Kiprotich Sorget Chairman

5. Geofrey Mwangi Sorget Secretary

6. Priscilla Wainaina Sorget Treasurer

7. Alfred Soi Londiani Chairman

8. Paul K. Chepkwonyi Londiani Secretary

9. Mathew K. Langat Londiani Treasurer

10. Wilson Kiragu Chemsusu Chairman

11. JuliusK Cheruiyot Chemsusu Secretary

12. Tecla Chumba Chemsusu Treasurer

13. Patrick K. Mugo Mt. Kenya Nanyuki Chairman

14. Eunice Wanja Mt. Kenya Nanyuki Secretary

15. Joyce Nyawira Mt. Kenya Nanyuki Treasurer

16. Moses Gathuria Gathiuru Chairman

17. Joseph Ngumbi Gathiuru Secretary

18. Patricia W. Gichuru Gathiuru Treasurer

19. Francis Ng'ang'a Masaita Chairman

20. Samuel Sang Masaita Secretary

21. Esther Sang Masaita Treasurer

Week 2


1. Isaac K. Kotut Sabatia Vice Chairman

2. Elijah K. Songol Sabatia Secretary

3. Jecinta W. Kiyai Sabatia Treasurer

4. Peter M. Chege Bahati Chairman

5. Peter M. Kinyumu Bahati Secretary

6. Mary Githeri Bahati Treasurer

7. Sarah Chemiruir Narasha Chairman

8. Gideon Biwott Narasha Secretary

9. Jeniffer Chebet Narasha Treasurer

10 Peter K. Kibugi Naromoro Chairman

11. Elizabeth Nyaguthii Naromoru Treasurer

12. Peter N. Nguru Dundori Chairman

13. Elizabeth W. Waweru Dundori Secretary

14. Kariuki Maino Castle Chairman

15. Stephen M. Amos Castle Secretary

16. Ezekiel G. Mugera Kangaita Chairman

17. Jane W Ndinji Kangaita Treasurer

18. Mofat K. Peter DUCOFA Treasurer

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Week 3


1. Joseph Nderu Kinale Chairman

2. Simon N. Kimani Kinale Secretary

3. Lucy M. Njuguna Kinale Treasurer

4. James N.Mwangi Ragia Chairman

5. Alice W. Kihoro Ragia Secretary

6. Susan W. Kamau Ragia Treasurer

7. Charles Nganga Uplands Chairman

8. John M. Njoroge Uplands Secretary

9. Flasiah W. Mbugua Uplands Treasurer

10 Benson Koskei Baraget Chairman

11. Lang'at Victor Baraget Secretary

12. Jane Cheruiyot Baraget Treasurer

13. Christopher Murape Ragati Chairman

14. David N.Thamaini Ragati Secretary

15. Margaret W. Ndegwa Ragati Treasurer

16. Johanna K. Chelimo Esageri Chairman

17. Moses K. Korir Esageri Secretary

18. Joseph Kiman Masuli Chairman

19. Leah Kimani Masuli Treasurer

20. Joseph M. Nyaini Sururu Secretary

Week 4


1. John K Langat Makutano Chairman

2. Elijah N. Mungai Makutano Secretary

3. Alice C. Soy Makutano Treasurer

4. Ephraim Muriuki Kabaru Chairman

5. Margaret Waweru Kabaru Secretary

6. Douglous M. W Kabaru Treasurer

7. Johnstone Munuhe Chehe Chairman

8. Tabitha Gichere Chehe Treasurer

9. John Keter Maji mazuri Chairman

10. Martin Chege Maji mazuri Secretary

11. Mary Mukami Kuresoi Chairman

12. Samuel K. Keter Kuresoi Secretary

13. Musa K. Chumo Malgat Chairman

14. Judy Koromicha Malgat Treasurer

15. Anthony Nganga Zaina Chairman

16. Salome W. Gichoki Zaina Treasurer

17. Samuel N. Wangui Kiandogoro Secretary

18. Rebeccah W. Waigwa Kiandogoro Treasurer

19. Anne W. Wanyoike Aberdare Chairman

20. Isaac N. Mwangi Aberdare Secretary

21. Lydia O. Okwengo Koibatek Treasurer

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Week 5


1. David Wanjohi Kabage Chairman

2. David N. Maina Kabage Vice chairman

3. G Nduhui Keru Kabage Secretary

4. Kidd G. O North Kinangop Chairman

5. Rebecca W. Njuguna North Kinangop Treasurer

6. Joseph C. Mucheru Hombe Chairman

7. Joseph Kamondo Hombe Secretary

8. James K K Molo visionary Chairman

9. Magdaline Wamaitha Molo visionary Treasurer

10. Abraham K. Wendott Eburru Chairman

11. Alice Njoki Eburru Treasurer

12. Michael N. Macharia Menengai Chairman

13. Mary Nyaguthii Menengai Treasurer

14. Charles K. Kiprono Tulwob Lembus Chairman

15. John G. Kariuki Tulwob Lembus Secretary

16. Amos Maina Kereita Vice Secretary

16. Ruth W. Mwangi Kamae Treasurer

Week 6


1. Steven Mbiru Kamau Kiamakia Chairman

2. Gabithat Wambui Mburu Kiamakia Treasurer

3. Robert Mwangi Ngaruiya Kieni Secretary

4. Simon Ngariuku Njathi Kieni Treasurer

5. John Karoki Wahome Mucheene Chairman

6. Monica Kaguri Njiritu Mucheene Vice Chairman

7. Fridah Karimi Mucheene Vice Secretary

8. Zipporah Gaeri Matumbi MEFECAP Chairman

9. Francis Muthuuri MEFECAP Secretary

10 Hellen Mburugu MEFECAP Treasurer

11. Raphael M Gichuru Othata Zuti Chairman

12. Lawrence Githinji Othata Zuti Secretary

13. Gideon Munene Kirogo Kathandeini Chairman

14. Nancy Wanjiku Mbogo Kathandeini Secretary

15. John Cheruiyot Tendeno Chairman

16. Kariuki David Mwangi Tendeno Secretary

17. Julius Kiplangat Sawe Kiptuget Chairman

18. Monicah Wanjiru Kiptuget Treasurer

19. Daniel Maina Wanjeru Muringato Secretary

20. Susan Wangui Mureithi Njuki-ini West Member

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Week 7

No Name CFA Position

1. Lilian W. Wamugunda Mt. Kenya West Naromoru

2. Susan Kagwira Meefercap Meru

3. Alice N. Macharia Chehe/Karatina

4. Naomi Kuthii Chehe/Ngathengeni

5. Edath Nyambura Sorget

6. Margaret Waweru Kabaru

7. Leah W. Njunguna Londiani TREASURER

8. Lydiah M. Gitonga Ragati CHAIR PERSON

9. Nancy W. Mbogo Kathandeni TREASURER

10 Faith W. Ndungu Muringato

11. Teresia M. Kimani Kereita

12. Tabitha N. Muchiri Gatare

13. Alice W. Ndirangu Mt. Kenya West Nanyuki

Week 8


1. James M. Kingori` Bahati Committee member

2. Joel M. Ndungu Kereita Member

3. Moses Kimenyi Nanyuki Member

4. Julius Cheruiyot Chemususu Vice chairman

5. Francis C. Maina Masaita Member

6. Esther W. Wahome Narumoru Member

7. Samuel N. Githinji Uplands Member

8. Lydia M. Mwangi Gatare Member

9. Rebecca K. Ndirangu Kamae Member

10 Nicholas M. Gitonga Gathiuru Committee

11. Daniel W. Gathiru Menengai Member

12. Priscilla W. Kamau Uplands Member

13. Eric Njogu Gathiuru Member

14. David Njogu Mburu Ragia Member

15. Cynthia C Koskei Londani Member

16. Beatrice M. Muriuki Narumoru Committee

17. Evantus M. Murimi Hombe Member

18. Mackson K. Tonui Makutano Member

19. Weidon Cheruiyot Korir Maji Mazuri Member

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Annex 3 – Overview of training sessions on Organizational Development

Training Sessions on Organizational Development for CFA Representatives

No. Topic Presentation Group work Handouts Role Play

1. Governance and Leadership

Overview of findings on Governance & leadership based on KFS Study

--- --- N/A

Compliance with statutory and good governance requirements

Group work 1: Review and identify compliance matters to be addressed and draw up a plan of action

Handout 1: Legal Notice Handout 2: Information Sheet on Group Registration, pg. 17 Handout 3: Statutory and good governance checklist, pg. 17

N/A

How to make and use a CFA Constitution

Group work 1: Reviewing a CFA constitution Group work 2: Using a CFA constitution

Handout: Sample CFA constitution outline

Role Play to draw out constitutional issues pg. 39

Leadership skills

How do you choose leaders in your CFA Group work: what are the qualities of an effective leader Group work: qualities of an effective Group work: how CFAs choose their leaders

Handout 1: What is leadership Handout 2: Elections Handout 3: Qualities of an effective leader

Role play on different leadership styles

Roles and responsibilities

Group work: Roles and responsibilities of members and officers of a CFA

Handout 1: Roles and responsibilities of members and officers of a CFA

Role play on roles and responsibilities

Effective meetings and making decisions

--- Handout 1: Terminology for holding effective meetings Handout: Tips to good report writing

Role play on how to conduct meetings

Conflict management

Brainstorming Session

Handout 1: Options for reducing

The (20) Twenty-shilling coin

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Causes of Conflicts /steps to minimize pg. 67 Recognizing Behavior within a conflict situation pg. 68

conflicts

pg 66

2. Organizational Management

Overview of findings on Organizational Management (HR) based on KFS Study

--- --- N/A

Importance of organizational structure (GMO)

Identification and analysis of tasks pg. 78

--- N/A

Identifying human resource requirements

What sort of staff does your CFA need

Handout 1: Develop a Staffing plan for your CFA pg. 79

N/A

Steps for staff recruitment

What is the work of the Executive/Management Committee in the recruitment process?

Handout 1: Sample staff recruitment Plan Handout 2:

N/A

Staff management - importance of preparing proper contracts for staff

--- Handout 1: Outline of Staff Terms of Service, pg. 83 Handout 2: Sample Staff Contract, pg. 84

N/A

3. Financial Management

Overview of findings on Financial Management based on KFS Study

--- N/A

Financial sustainability

--- Handout 1: Typical responsibilities of Treasurer

Procedures for Handling Funds

--- Handout 1: Procedures for handling cash

Role play on financial controls

Financial controls

How to identify financial controls that improve CFA accountability Role of audit sub - committee

Handout 1: Need for financial controls Sample Financial Control Plan

Need for proper and regular financial controls, pg. 93

Importance of developing an Annual Budget

How to prepare a sample CFA annual budget, pg. 89

Handout 1: Importance of annual budget

N/A

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How to disseminate, ratify and use the budget, pg. 90

Handout2: Annual budget implications Handout 3: Sample budget

Audit Committee

--- Handout 1: Sample Terms of Reference for Audit Committee

N/A

4 Organizational Sustainability (Resource mobilization)

Overview of findings on Organizational sustainability based on KFS Study

--- N/A

Financial self reliance in CFAs using the group lending model (Table Banking)

--- Handout 1: Proposed group constitution/bye laws Handout 2: Roles and responsibilities of officials Handout 3: Initiating the TB process Handout 4: Disbursement of credit in TB

Table Banking game

Initiating Income Generating Activities using the Value Chain approach

--- Handout 1: Example of IGAs in PFM Handout 2: Value chain example

N/A

5. Networking Facilitate experience sharing and brainstorming among CFAs present

Each CFA to share its own experiences with other

--- N/A

6. Action Planning

Developed action plans on activities to be implemented by CFAs after the training and to enable KFS to keep track of progress by the respective CFAs.

Each CFA to work together to brainstorm on way forward

Action plan template

---

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Annex 4 – Sample Daily Evaluations

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Annex 5 – Sample Action Plans

GETA CFA ACTION PLAN

No. ACTIONS BY WHO BY WHEN

Constitution Review constitution to align it with the Constitution of Kenya, 2010 and fill existing gaps

Chair and executive & management committees and development partner

4th September 2015

Constitute and select a committee to work on the same Chair and executive & management committees

4th September 2015

Hold a special AGM present the constitution Chair & select committee 25th September 2015

Organizational management

Reconstruct the governance structure to differentiate between governance, management and operations

Chair & select committee on constitution review

4th September 2015

Put in place a staff recruitment plan Select committee

Identify the number of staff needed Chair and development partners 1st Nov, 2015

Recruit some staff, e.g., CEO Chair and development partners

Financial management

Establish good financial management policies & procedures (e.g., recruit an accountant)

Chair and executive 16th January 2016

Set up an audit committee; Select committee 1st Nov 2015

Review the existing budget to identify deficit and surplus and give recommendations

Chair, executive & management committees

15t Nov 2015

Sustainability Establish a profit making body in the Geta CFA Chair, executive & management committees

15th November 2015

Develop proposals and identify a partner willing to work with us

Select a committee 1st November 2015

Promote table banking within our user group Chair, executive & management committees

16th January 2016

Create new IGAs to strengthen the existing ones Chair, executive & management committees

16th January 2016

Networking Promote exchange visits among other CFAs Chair, executive & management Immediately

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committees

Identify other partners and stakeholders who work in the same field


16 February 2016

Work with corporates such as Coca-Cola And Safaricom to promote conservation efforts


16 February 2016

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GATHIURU CFA ACTION PLAN


Constitution Review and amend the constitution Executive committees 15th September 2015

For leadership, check the structure of the leadership from the user group to the executive

Executive committee 15th October 2015

Hold AGM to present the amended constitution Executive committee 15th November 2015


Review and amend organizational structure Executive committee 15th October 2015

Advertise for manager and clerk Executive committee 16th January 2016

Recruit manager and clerk Executive committee 16th February 2016


Develop financial policies and procedures Executive committee 15th December 2015

Set up financial controls Executive 15th December 2015

Develop annual budget Executive committee 15th December 2015

Sustainability (Resource mobilization)

Develop additional proposals for funding Executive committee 15th November 2015

Create new IGAs to strengthen the existing ones Executive committee 15th November 2015

Promote table banking within our user group Executive committee 15th December 2015

Form a SACCO and cooperative Executive committee 16th January 2016

Promote value addition of our products Executive committee 16th February 2016

Networking Promote exchange visits among other CFAs Executive committee 16th April 2016

Develop brochures Executive committee 16th January 2016

Develop website Executive committee 16th January 2016

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OL BOLOSAT CFA ACTION PLAN


Constitution Review and make amendments to the constitution where necessary

Executive committee Before 1 year

In leadership, we will elect members who are responsible Executive committee After their terms


Review and reconstruct the governance structure to differentiate between governance, management and operations within the CFA

Identify select committee to review the constitution

Before 1 year

Put in place a staff recruitment plan Select committee

Identify staff needed Select committee

Recruit some staff (e.g., CEO)


Start implementing financial reporting Executive committee

Undertake audits Executive


Develop proposals for funding Executive committee

Create new IGAs to strengthen the existing ones Executive committee

Promote table banking within our user group Executive committee

Networking Promote exchange visits among other CFAs, particularly Gathiuru CFA

Executive committee

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LONDIANI CFA ACTION PLAN


Constitution Hold a workshop to train other CFA leaders Executive committee 15th September 2015

Review CFA constitution Executive committee Oct – Dec. 2015

Evaluate the leadership at various levels to identify weakness and act appropriately

Executive committee 15th November 2015


Review the organizational structure Executive committee 15th November 2015

Identify positions needed to be filled and do a job descriptions Executive committee 15th December 2015

Advertise the position and conduct interviews to recruit the personnel needed

Executive committee 16th January 2016


Prepare a budget for the year 2015/2016 Executive committee 16th January 2016


Develop proposals to donors to request for funding Executive committee 16th February 2016

Mobilize members into small groups to engage in table banking Executive committee 16th February 2016

Form and register groups to engage in IGAs Executive committee 16th March 2016

Networking Organize for exchange visits to Gathiuru CFA to learn more Executive committee 16th March 2016

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Annex 6 – Sample pictures of Training of Trainers Workshops

Training of CFA user groups (women)

TRAINING WORKSHOP FINAL REPORT ON … KFS Traing...TRAINING WORKSHOP FINAL REPORT ON CAPACITY...

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