USAID/World Vision, Inc. 
FINAL EVALUATION 
OF THE 
MORULEM IRRIGATION SCHEME 
PROJECT [PHASE II (1997-2001)] 
A USAID-funded PL480 Title II Program 
 
Evaluation Team: 
 Lokai, Lukas (MIS Farmers) 
 Mugo, George (USAID) 
 Mutuli, Daniel Amedi (LOG Associates) 
 Ndele, Steve (USAID) 
Odhiambo, Fanuel (LOG Associates 
 Gondi, Olum (LOG Associates) 
 Otieno, Wellington (WVK) 
 Owubah, Charles (WVUS) 
Team leader: 
Schmidt, Isabelle (Research Consultancy Services) August 2001 
 
 
 
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ACKNOWLEDGEMENTS 
• We want to thank all the MIS staff that provided statistics and information about 
the project. During the evaluation process they also actively participated in the 
feedback sessions and not only ratified the information collected, but also shared 
their own insights, experiences and ideas 
• We also want to thank the MIS farmers who patiently endured the many group 
discussions, workshops and questionnaire surveys that were carried out during 
the evaluation process. 
 
 
 
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TABLE OF CONTENTS 
 PAGE 
 EXECUTIVE SUMMARY 1 
 
INTRODUCTION & METHODOLOGY 
1.1 Introduction 5 
1.2 Geographical context 5 
1.3 Historical background 7 
1.4 Objectives of the evaluation 11 
1.5 Evaluation methodology 12 
RESOURCES 
2.1 Introduction 14 
2.2 Staffing 14 
2.3 Finances and procurement 18 
2.4 External organizations 20 
2.5 Coordination 20 
STRATEGIES AND METHODS 
3.1 Introduction 22 
3.2 Planning process 22 
3.3 Monitoring and evaluation 23 
3.4 Land tenure and land allocation 24 
3.5 Irrigation and irrigation infrastructure 26 
3.6 Agricultural extension 27 
3.7 Soil 28 
3.8 Agroforestry 29 
3.9 Animal Traction 30 
3.10 Marketing and Income Generating activities 31 
 
 
 
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3.11 Health and nutrition 33 
3.12 Water 34 
3.13 Sanitation 36 
PROJECT IMPACT 
4.1 Introduction 38 
4.2 Conclusions 38 
4.3 Food security achievements and impact 41 
4.4 Achievements and impact on knowledge and skills 49 
 
4.5 Environmental achievements and impact 50 
4.6 Non-beneficiaries: their impact on the scheme and…….. 52 
SUSTAINABILITY 
5.1 Introduction 54 
5.2 Institutional sustainability 54 
5.3 Environmental sustainability 59 
5.4 Infrastructural sustainability 60 
5.5 Financial sustainability 64 
REFERENCES 67 
APPENDIX A: TERMS OF REFERENCE 
APPENDIX B: HOUSEHOLD QUESTIONNAIRE SURVEY METHODOLOGY 
APPENDIX C: DETAILED TABLES 
APPENDIX D: SPECIALIST ASSESSMENTS: LOG CONSULTANTS 
 
 
 
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LIST OF TABLES 
 PAGE 
Table 1: Major milestones in the history of MIS 8 
Table 2: MIS staff occupancy rates 17 
Table 3: Project budgets and expenditure from FY1997 to July FY2001 19 
Table 4: Degree to which recommendations of the mid-term evaluation….. 36 
Table 5: Project Achievements 39 
Table 6: Total grain production per household 45 
Table 7: Direct and indirect beneficiaries of income ……………………….. 47 
Table 8: Numbers and kinds of community volunteers…………………….. 49 
Table 9: Role and function of the SEC MSMCC, BC 56 
Table 10: Non-irrigation infrastructure developed throughout Phase …….. 63 
Table 11: MWUA income 65 
Table 12: MWUA expenditure 66 
LIST OF FIGURES 
Figure 1: Layout of the Morulem Irrigation Scheme 10 
Figure 2: Organizational chart 16 
Figure 3: Morulem Water Users Association 56 
Figure 4: Design modifications made to division boxes 61 
LIST OF MAPS 
Map 1: The project area within the national context 6 
Map 2: Geographical location of the Morulem Irrigation Scheme 7 
 
 
 
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 PAGE 
LIST OF GRAPHS 
Graph 1: Farmer perceptions about the amount of water they get when …. 57 
LIST OF PICTURES 
Picture 1: A division box in Phase II part of the scheme 24 
Picture 2: Maintenance fees paid in kind………………. 31 
Picture 3: A MIS staff member and member of the evaluation team…… 35 
Picture 4: A MIS staff member with a healthy stand of sorghum 44 
Picture 5: Tree seedlings recently transplanted…… 51 
Picture 6: Young trees that were planted a year ago along a drainage ….. 51 
Picture 7: Original intake constructed in the late 1970’s 62 
Picture 8: New intake constructed during Phase II………. 62 
 
 
 
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LIST OF ABBREVIATIONS 
ADP Area Development Plan 
AIC African Inland Church 
ALP Arid Lands Project 
ASAL Arid and semi-arid lands 
CHW Community Health Worker 
CIP Children in Program 
DAP Development Activity Proposal; Title II Food Aid 
DCDO District Cooperative Development Officer 
DLMO District Livestock Marketing Officer 
DLPO District Livestock Production Officer 
DTO District Trade Officer 
FAO Food and Agricultural Organization 
FFW Food for work 
FY Financial Year 
GOK Government of Kenya 
HA Hectares 
IGA Income generating activities 
IWC Irrigation Water Committee 
Ksh Kenya Shillings 
KG’s Kilograms 
LUA Livestock users association 
MED Micro Enterprise Development 
MIS Morulem Irrigation Scheme 
MOALDM Ministry of Agriculture, Livestock Development and Marketing 
MOCD Ministry of Cooperative Development 
MT Metric tons 
MWG Morulem Women’s group 
MWUA Morulem Water Users Association 
N/a Not available 
PRA Participatory Rural Appraisal 
SEC Scheme executive committee 
Shoats Sheep and goats 
STAP South Turkana Agricultural Project (started by AIC) 
TERP Turkana Emergency Relief Program 
UN United Nations 
USAID United States Agency for International Development 
VIP Ventilated improved pit latrine 
WFP World Food Program 
WVK World Vision Kenya 
WVUS World Vision United States 
 
 
 
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EXECUTIVE SUMMARY 
Morulem irrigation scheme (MIS) is situated in the Kerio river basin, in the Lokori division 
of the Turkana district in Kenya. The area is arid and largely inhabited by pastoralists. 
MIS was started in 1979 with the assistance of the African Inland Church (AIC). The 
church withdrew their support in 1984 and in 1990, the Morulem farmers approached 
World Vision to ask for assistance in the rehabilitation and expansion of the scheme. 
Subsequently World Vision secured DAP Title II funding from USAID for the period 
FY1992 to FY1994. During Phase I, existing canals on 150 acres were rehabilitated and 
the scheme was expanded to cover a total area of 307 acres. Not all the goals and 
objectives of Phase I could be achieved within the allocated time. World Vision 
approached USAID for a second time, requesting financial support for an additional four 
years. 
Phase II of the Morulem Irrigation Scheme Project was approved in 1997 by USAID 
(Title II Resources) for the period FY1997 to FY2001. The four main objectives of the 
second phase of the project were: 
o To increase agricultural production to achieve adequate household level 
grain production during years of normal rainfall to supply 80% of 
household food grain needs. 
o To ensure that all households have sufficient land resources (increasing 
the minimum land holding from ¼ to ½ acre) and yields to meet 
household food needs. 
o To maximize the effective utilization of food among Morulem households. 
o To enhance management and maintenance of scheme assets and 
activities by the beneficiaries. 
This report summarizes the results of the Final Evaluation of Phase II of the Morulem 
Irrigation Scheme Project. The general objective of the evaluation was to determine the 
extent to which the original program goals and objectives of Phase II (FY1997-FY2001) 
were met. It was also important to identify best practices and lessons learned in order to 
improve the design, planning and implementation of future programs. 
The Learning Process Approach was used for the evaluation. One of the planned 
outcomes was the production of an evaluation report. However, this was not the main 
focus of the exercise. Far more important was the process that took place during the 
week 16-20 July. During this week, the emphasis was on mutual learning and exchange 
of ideas between the evaluation team, participants and MIS staff. Key words to describe 
this process are: participatory, holistic, multi-disciplinary and inclusive. The evaluation 
was comprehensive and the team looked at resources allocated to the project, strategies 
and methods used during implementation, the achievements and impact of the project 
and its sustainability. Finally, the team reviewed the extent to which the findings of 
previous evaluations have been implemented. 
In general the evaluation team found that MIS has been a successful project. The staff, 
financial and other resources that were allocated to the project were appropriate and 
adequate for project implementation. Staff training and skills development was a big 
priority and the quality of implementation was good. Changes were recommended for 
the engineering, accounting, and Nairobi staff structures. These may help to streamline 
the implementation of similar projects in future. The new position of DAP coordinator 
needs to be filled by a strong individual with good monitoring, evaluation and reporting 
 
 
 
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skills. A few problems related to staff salaries and the procurement of assets, such as for 
example hand-pumps were identified. The team recommended that WVK make a 
distinction between ADP staff members and DAP Title II project staff members in terms 
of their salaries and other benefits. The main motivation for this is that the skills level, 
accountability, responsibility and deadline requirements for these two kinds of 
interventions are significantly different. 
The project cooperated closely with all relevant Government Departments and local 
NGO’s throughout the life of the project. This will undoubtedly contribute towards its 
sustainability. 
One of the strengths of this project is the continuous and meaningful participation of the 
farmers during all stages of planning and implementation. The project team had a 
flexible, learning based approach towards project planning and this made a significant 
contribution towards project success. This approach was also made possible by the 
flexibility of the donor (USAID Title II Resources). The absence of a baseline survey has 
hampered the monitoring and evaluation of this project and has made it very difficult to 
provide reliable and accurate indicator information for the Performance Indicator tracking 
Table. Several suggestions were made towards improving the monitoring and evaluation 
of future projects. 
 
World Vision gave advice on land allocation, but did not interfere in the actual allocation 
process. This is one of the key issues on which the success of this project was built. By 
not changing or interfering with the existing social organization, World Vision harnessed 
the strengths of that system. The high degree of compliance to scheme by-laws is 
undoubtedly the result of an organizational system rooted in traditional methods of social 
control. The evaluation team found that the methods and strategies used to implement 
extension, soil management, agro-forestry, animal traction, water, health and sanitation 
were basically sound and testified of commitment and dedication of the project staff. A 
variety of strengths/best practices that could be replicated in future projects were also 
identified. Some problem areas were highlighted and specific recommendations were 
made. The most important lessons learned and recommendations are: 
• Various appropriate design modifications were made to the irrigation 
infrastructure to solve specific problems and increase project sustainability 
• The possibility of using furrow irrigation and combine several basins need to be 
investigated for future irrigation schemes 
• The extension agents are well trained and motivated. WV should assist them to 
resolve some of the problems related to their relationship with the MWUA before 
withdrawal. In future, consideration should be given to transferring the extension 
agents to the SMC earlier in the life of the project, so that the SMC can ‘practice’ 
being responsible for extension before WV withdrawal 
• World Vision promoted a wide variety of appropriate, sustainable and practical 
methods that could be used by farmers to enhance soil fertility and yields. For 
future projects, composting as an alternative for farmers with a few animals 
should be considered. Before withdrawal, WV needs to ensure that MWUA has 
a mechanism in place that will ensure that the monitoring of soil fertility and 
salinity continues. 
• The implementation of agro-forestry activities was participatory. The use of 
multiple-use trees do not just remove the pressure from existing trees, but also 
serve as a source of income for farmers. The evaluation team recommends that 
trials, testing the suitability of Calliandra spp. And Tithinia spp. should be 
 
 
 
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included in future projects. Bio-degradable bags for tree seedlings can also be 
introduced as an alternative to the black, non-degradable bags used at present. 
• The selection of farmers for animal traction was more successful when selection 
was based on farmer interest and the ownership of donkeys. The evaluation 
team recommends that the committee be assisted with business management 
skills training and that linkages with ASAL be established before withdrawal. The 
possibility of continued support for animal traction (perhaps from the ADP) 
should also be investigated. Animal traction will be an important aspect of the 
future sustainability of the scheme. In future projects, the technology should be 
introduced earlier so that the farmers can get used to the idea long before the 
withdrawal of WV. 
• Even though marketing and income generating activities were not included in the 
key objectives of Phase II, several groups have been established and trained in 
small business management and technical skills. Generally the evaluation team 
feels that business skills, especially pricing, needs strengthening on the part of 
the interest groups and the SEC. Before withdrawal, WV needs to continue to 
establish linkages between the MWUA and potential buyers of the grain that is 
paid in kind as a maintenance fee. 
• A lot has been achieved during Phase II in the field of health, nutrition and 
sanitation. A specific area that needs improvement is the monitoring and 
evaluation of these aspects. 
• The privatization of the handpumps (9 in total) is a good idea, but has not 
progressed as expected. Future projects should ensure that potential operators 
are fully informed by the SMC about the positive and negative implications of the 
venture. There is also a need for mediation (before World Vision withdrawal) 
between MWUA and the Water Committee. The two parties need to establish a 
memorandum that spells out exactly what the responsibilities of each of the 
parties are. Mechanisms that can resolve the problems related to non-payment 
of the water fee by farmers, and the non-payment of rental fees to MWUA by the 
hand-pump attendants, should also be identified. World Vision also needs to 
assist the Pump attendants to develop a lockable system that will protect the 
wells against illegal withdrawal of water by non-payers. 
The most significant project impacts on the farmers and surrounding area can be 
summarized as follows: 
• The scheme has diversified (and will continue to diversify) the local economy by 
creating jobs (part-time and full-time) for both scheme and non-scheme 
members. This is happening in an area where there are no other job creators 
besides the Government, a few local shop owners and the missions. 
• Most scheme farmers are able to produce enough grain to feed their family 
throughout the year. Surpluses are sold on the local market, making grain more 
readily available to non-scheme members than before. 
• Scheme members have security of tenure with the possibility of title deeds in 
future. This may set the precedent for farmers who are members of other similar 
schemes. 
• Vegetables and fruits are being sold on the local market in an area where it has 
never been available before. 
• The large numbers of multiple-use trees planted on the scheme provides fruits 
and by-products that can be used by the farmers and sold on the local market. It 
provides the farmers with an income and makes products e.g. paw-paw, neem 
 
 
 
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available in an area where it has never been available before. Many of the tree 
species planted, especially the nitrogen fixing varieties, are improving and will 
continue to improve soil fertility in the area. 
• Trees are also for sale to non-scheme members and their benefits are available 
to the community at large. A private tree nursery was started as a result of the 
scheme activities. The owner of the nursery also benefited from the technical 
skills taught to scheme members. 
• Large numbers of community motivators and farmers have been trained in a 
variety of technical, management and leadership skills. These skills will continue 
to be of benefit to the farmers and the community at large. 
The main objective of the project, namely to increase household food production so that 
80% of their annual grain requirements be met, has been met and exceeded by World 
Vision. The average household grain production during the past year, supplied 138% of 
the household’s grain needs. The 30% of households with the smallest land sizes (1/2 
acre) managed to produce 72% of their total household grain requirements, in spite of 
the severe drought of the year 2000. Tenure security has been enhanced by the issuing 
of identity cards and land allotments registered in the name of individual farmers. During 
Phase II, a total 1528 farmers (300 more than originally planned) were given access to 
at least 0.5 acres each. 
The main reasons for the consistent yield increases during the life of the project are: 
Consistent training in improved agricultural practices and the high adoption rates of 
these practices by the farmers. As a result of the encouragement given by WV, Farmers 
have also started to a plant a greater variety of different crops and the percentage of 
farmers who sold cash crops increased significantly since the 1999 mid-term survey. 
Cow peas, green grams and tomatoes are the most important cash crops. The agro￾forestry initiative in the project has been particularly successful. A total of 26,394 tree 
seedlings and 16,829 fruit tree (mainly paw-paw) were planted during Phase II. Two 
woodlots, comprising 4 acres in total were also established in the areas where the 
excess irrigation water drains. Significant progress has also been made in the areas of 
nutrition (vegetable and fruit consumption), the provision and use of water from safe 
sources, health and sanitation. The local economy has diversified as a result of the 
investment made in MIS. The project contributed towards the creation of a 
conservatively estimated 938 jobs (full and part-time) in the area. The number of direct 
beneficiaries of the jobs created is estimated at 5630. 
The sustainability of the project was evaluated from four perspectives: institutional, 
environmental, infrastructural and financial. The evaluation team believes that a lot of 
effort has been invested into the training and strengthening of the organizations involved 
in scheme management. The team concluded that the project is institutionally, 
environmentally, infrastructurally and financially sustainable. A few minor concerns were 
identified that may need to be addressed before the end of project, to further ensure that 
the project will continue to function effectively after the withdrawal of World Vision. 
Most of the recommendations of the Final Evaluation of Phase I and the mid-term 
evaluation of Phase II were implemented successfully. The evaluation team also 
concluded that most of the original objectives of the project were met and in some cases 
even exceeded. The project can therefore be regarded as successful. 
 Introduction & Methodology 
 
 
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CHAPTER 1: INTRODUCTION & METHODOLOGY 
1.1 Introduction 
 The Morulem Irrigation Scheme (MIS) was started in 1979 by the residents of 
Morulem, with the assistance of the African Inland church (AIC). The AIC 
withdrew its support in 1984 and the scheme continued to function 
independently. By 1990, the scheme came near collapse due to shortcomings in 
the initial design, ineffective scheme management, lack of technical know-how 
and declining soil fertility. At the time, the community approached World Vision 
for assistance in expanding and rehabilitating the scheme. This assistance was 
formalized in 1992, when the first PL 480 Title II funding was approved for the 
program. Initial activities focused on the rehabilitation and expansion of the 
irrigation scheme and on providing technical assistance. Subsequent activities 
included the introduction of a privately funded child sponsorship program. 
The most recent program period, which is the subject of the present evaluation, 
was approved for FY1997 to FY2001. The key objectives of this period focused 
on increasing household food security and institutionalizing the processes 
needed for the scheme to be self-sustaining in the long-term. This was to be 
achieved through: 
• Expansion of the area under cultivation from 307 to 614 acres in order to 
double the land area allocated to each of the 1228 participating 
households. 
• Technical assistance in the areas of water management, agricultural 
production, marketing, household nutrition and water and sanitation. 
• Strengthening the scheme institutions and management. 
1.2 Geographical context 
The Morulem Irrigation scheme (MIS) is situated in the Lokori Division of the 
Turkana District in Northwestern Kenya (see Map1). It is located in the Kerio river 
basin and is supplied with water by the Kerio river. The river is seasonal and 
passes through a flood plain of alluvium soils for a distance of approximately 40 
km’s until it drains into Lake Turkana. Most of the water in the river comes from 
the highlands that border the Rift Valley. The rainfall in the Lokori division ranges 
between 250-500 mm per annum and the area is classified as arid and semi￾desert. Average daily temperatures are 36.5 degrees C and fairly uniform 
throughout the year. Vegetation is sparse, except along the river margins where 
Acacia trees dominate. The sandy loam soils are slightly to moderately alkaline 
and well supplied with most nutrients, except nitrogen. 
Turkana district has always been known for its nomadic pastoralists and the 
majority of the people in the district still largely depend on their flocks of cattle, 
camels, goats and sheep for survival. Despite its arid nature, the region has also 
been supporting dryland crop cultivation for many generations. As a result of low 
rainfall, this kind of crop production is confined to the flood plains along seasonal 
river basins. Most dryland crop producers in these areas, plant their crops in the 
residual moisture that is left after the river flooded its banks. 
 Introduction & Methodology 
 
 
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 Introduction & Methodology 
 
 
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Map 2: The geographical location of the Morulem Irrigation Scheme 
Source: Microsoft Encarta Computer Software 
Copyright © 1988-2000, Microsoft Corporation and its suppliers. All rights reserved. 
1.3 Historical background of MIS 
1.3.1 General
There are a number of other irrigation schemes along the same river, some of 
which were also started with the assistance of AIC. Of all these schemes, MIS is 
the most upstream. Until now, the WV Lokori ADP has been assisting some of 
the other schemes on a small scale. In May 2001, WVK submitted a FY2002-
FY2006 DAP proposal to USAID for Title II funding to assist the schemes directly 
below MIS (Lokwi and Lokubae). 
 Introduction & Methodology 
 
 
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Table 1: Major milestones in the history of MIS 
Date Major milestone/event 
1976 African Inland Church initiated South Turkana Agricultural Project (STAP) 
1977 Morulem farmers started to expand (clear and level) land for dry land farming 
1979 Digging of the first canals started 
1982 AIC first phase, flood irrigation scheme complete: consist of 85 acres 
1983 Initiation of AIC second phase of the project: scheme expanded to 150 acres; 
1984 Bumper harvest: AIC withdraws its support from the project without establishing 
mechanisms to ensure its sustainability and expansion 
1988 Community seek assistance from WVK to expand the scheme and assist with 
technical problems 
1989 
1990 
WVK conducts feasibility and baseline studies 
1991 Procurement of funding from USAID TITLE II Resources 
1992 October 1991, initiation of First Phase: existing canals on 150 acres rehabilitated; 
1228 farmers 
1993 Scheme expansion from 150 acres to 307 acres 
1994 First Phase complete; plot holdings per farmer increased from 1/8 to 1/4 acres; 
bumper harvest; final evaluation 
1995/ 
1996 
WVK established a child sponsorship program/ADP. USAID suspends1
 its Food Aid 
Title II activities in Kenya. Support to MIS reduced as a result of limited funding. 
1997 Start of Phase II funded by USAID. Implementation delayed due to delayed 
monetization proceeds. 
1999 Reorganization and accommodation of pirate farmers; farmer numbers increase 
from 1228 to 1528; Mid-term evaluation. 
2000 Expansion of scheme from 307 acres to 764 acres complete. First harvest from 
Phase II plots. 
2001 Construction of new inlet complete. End of Phase II. Final evaluation. 
1.3.2 Phase I (FY1992 to FY1994;USAID:Title II Resources)
The initiation of the first phase started in 1992. Its main objective was to develop 
an effective, efficient and sustainable seasonal irrigation scheme on 614 acres. 
This initiative had to modernize and extend the existing scheme in order to 
provide 1228 farmers with a minimum of half an acre each. Other objectives 
included: 
• To strengthen and improve the MIS management to ensure optimal water 
usage 
• To provide MIS with the necessary agricultural technology, skills and 
practices in order to increase average irrigated plot productivity. 
• To introduce sustainable conservation and agro-forestry practices among 
the scheme population. 
• To promote community participation, self-reliance and empowerment 
through training and awareness creation. 
• To drill three shallow boreholes on the MIS. 
 
1 The suspension was related to the taxation of Food Commodities by the GOK. 
 Introduction & Methodology 
 
 
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USAID Title II invested a total of US$ 1,241,109,00 during Phase I. Towards the 
end of the project period, it was realized that it would not be possible to reach all 
these objectives within the time period allocated to the project. USAID Title II 
approved a project extension in principle. This would have allowed WV to 
complete the work started, but national events overtook them. At the time, USAID 
decided to suspend their Food Aid Title II activities for the whole of Kenya. The 
suspension was eventually lifted in the second quarter of FY1997 and World 
Vision managed to secure support for Phase II (FY 1997 to FY 2001) in February 
1997. 
1.3.3 Phase II (FY1997 to FY2001;USAID:Title II funding)
Even though the project funding was approved for FY 1997-FY2000, delays in 
the monetization of Title II food commodities2
, resulted in the first staff being 
appointed in the last quarter of FY1997. Actual implementation only started at the 
beginning of FY1998. As a result of the late start, USAID decided to extend the 
project period with one year, to FY2001. 
The design of Phase II was based on lessons learned during Phase I and aimed 
to build on and complete the work started. The specific objectives and 
interventions of Phase II (FY1997 to FY2001) were: 
Objective one: 
To increase agricultural production to achieve adequate household level grain 
production during years of normal rainfall to supply 80% of household food 
grain needs. 
Main interventions aimed at achieving this objective:
 
1. Increase diffusion and adoption of improved agricultural practices through: 
farmer training, demonstrations, on-farm visits, farmer field days, visits to 
other irrigation schemes, dissemination of extension packages and 
messages to farmers and collaboration with research institutions. 
2. Strengthen scheme management and maintenance institutions in the 
following skills: accounting record-keeping and enforcement of water by￾laws. 
3. Ensure that all FY97-2001 MIS activities are compliant with USAID 
environmental procedures. This is done through collaboration with their 
agencies; establishment of community wood-lots and planting of tree and 
fruit tree seedlings; conducting of training sessions; facilitating and 
promoting activities that would enhance the survival of tree/fruit seedlings; 
establishment of an Environmental Conservation Committee. 
 
2 Title II projects are funded through the sale of donated Title II commodities on the local market. 
North 
Block 1
Block 2 
Block 1 
Block 5 
Block 4 
Block 3
FIGURE 1: 
LAYOUT OF PHASE 1 AND 2 
MOULEM IRRIGATION SCHEME
 PHASE I 
 PHASE II 
Block 3
Block 2
Block 1
FENCE
Passage way
 Introduction & Methodology 
 
 
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Objective two: 
To ensure that all households have sufficient land resources and yields to 
ensure adequate access to food for household needs. 
Main interventions aimed at achieving this objective:
1. Training and mobilizing farmers to start with income generating activities 
2. Formalizing land tenure 
Objective three: 
To maximize effective utilization of food among Morulem households. 
Main interventions aimed at achieving this objective:
1. Training on and demonstration of four key nutritional messages 
2. Improving access to clean drinking water 
3. Promoting improved agricultural storage 
Objective four: 
To enhance management and maintenance of scheme assets and activities by 
the beneficiaries. 
Main interventions aimed at achieving this objective:
1. Promoting farmer participation in project implementation, project review and 
planning sessions, surveys and meetings. 
2. Providing on-going technical support to staff and farmers groups 
3. Promoting networking between project, other NGOS’ and Government 
departments. 
1.4 Objectives of the final evaluation 
1.4.1 General
The general objective of the final project evaluation was to determine to what 
extent the original program goals and objectives of Phase II (FY1997-FY2001) 
have been met. It was also important to identify best practices and lessons 
learned in order to improve the design, planning and implementation of future 
programs. 
1.4.2 Program design
The program design was evaluated in terms of: 
• The appropriateness of the activities in terms of addressing the original 
problems and needs in the community 
• The appropriateness of the monitoring and evaluation system 
• The program’s ability to maximize participation and sustainability 
• Appropriateness of overall annual targets, staff plan information systems, 
remuneration packages and budgets 
1.4.3 Program implementation
The main factors considered in program implementation were: 
 Introduction & Methodology 
 
 
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• Strategies used to accomplish the planned activities 
• Identification of the ways in which strategies had to be modified as a result of 
experience gained in the field. 
• The suitability of the staffing and organizational structure to the demands of 
implementation 
• An analysis of the DAP’S integration and linkages with the Lokori ADP. 
• The degree and effectiveness of coordination and cooperation with 
appropriate Government Departments and officials 
1.4.4 Quality, outcome and sustainability of specific outcomes
Other aspects considered: 
• Degree to which stated objectives and intermediate results have been met 
• Effectiveness of Community mobilization, participation and empowerment 
• Understanding of the project staff/community members of the most important 
components of a sustainable approach 
• An analysis of the possibilities of continued support from the Lokori ADP to 
ensure sustainability 
1.4.5 External and internal factors 
• Positive and negative effects of project activities and applied mitigation 
measures 
• Internal and external factors that affected program implementation and 
outcomes 
• Limitations and potential of the project to overcome negative external forces 
1.5 Evaluation Methodology 
1.5.1 Principles 
 This evaluation was based on the Learning Process Approach. One of the 
planned outcomes was the production of an evaluation report, however, this was 
not the main focus of the exercise. Far more important was the process that took 
place during the week 16-20 July. During this week, the emphasis was on mutual 
learning and exchange of ideas between the evaluation team, participants and 
MIS staff. The focus was on maximizing learning from what has happened during 
the preceding five years. Key words to describe this process are: participatory, 
holistic, multi-disciplinary and inclusive. Individual team members and external 
consultants had to move comfortably between various disciplines (in addition to 
their own). 
1.5.2 Modus operandi 
The week in the field consisted of field visits to inspect project sites and 
interviews with farmers and committee members. Before we went to the field, 
each external consultant was teamed with another team member and each pair 
took responsibility for a specific section of the evaluation questions/groups to be 
covered that day. All outings were preceded by a short brief/background 
introduction (10 minutes) on the aspects that would be covered that day. 
 Introduction & Methodology 
 
 
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The evaluation team was relatively large and not only consisted of external 
consultants, but also of project beneficiaries, several World Vision Staff members 
and two representatives of USAID. This was an important departure from 
conventional evaluations, where a group of external consultants move in, move 
out and present their report. The whole process was participatory and the views 
and contributions of all the team members (and sometimes co-opted team 
members) were consolidated/ integrated during the team’s debriefing sessions. 
These meetings were done each day, after the field visits and were attended by 
the evaluation team, and WV staff members who were co-opted as required (thus 
10-15 people at any time). The role of the external consultants was to give a 
fresh, but also positively critical, perspective on what happened during planning 
and implementation. This however, was done in an interactive manner to 
maximize appropriateness and mutual learning from the evaluation process. The 
team leader had to facilitate the process in such a way that all participants were 
actively engaged and that mutual learning was maximized. It was expected of 
each of the external consultants to produce short 5-7 page reports on their 
specific area of specialization3
. 
1.5.3 Review and analysis of key project documents 
The team studied all key documents that were generated throughout the life of 
the project in order to get some insight into the planning and implementation 
processes. Other documents, such as for example the final evaluation of Phase I 
of the project and the mid-term evaluation report, also formed part of the 
documentation studied. 
1.5.4 Review and interpretation of the household and other survey data 
A Household questionnaire survey was conducted in May 2001. The team used 
the findings of the survey to learn more about the changes that took place at 
household level. Since only a limited amount of baseline information was 
available, the main focus of the impact assessment was on comparative 
questions in the 2001 questionnaire. Farmers were asked to compare their 
present situation, with that of 1996. It was decided against using a control group 
methodology for the questionnaire survey, mainly because it would have been 
practically difficult to identify and locate enough non-participating households in 
Morulem to constitute a valid control group. It would also have significantly 
increased the time and resources needed of the survey. Data from other surveys 
that were conducted between 1994 and 2001 were also used to compare the 
situation before and after project implementation. 
1.5.5 Field visits to project sites 
 
3 All these reports are attached in Appendix D. Unfortunately the report of the economist could 
not be completed, because of problems related to accessing the necessary information about 
Relief in time for the report deadlines. 
 Introduction & Methodology 
 
 
 14
 
 The field visits focused on direct observation of ongoing and completed project 
activities. During the field visits the team held interviews and group discussions 
with committee members, farmers, project staff and stakeholders. 
 Resources 
 
 
 
 15
 
CHAPTER 2:RESOURCES 
2.1 Introduction 
Chapter two describes and analyzes the resources needed to implement the 
project. The resources that will be considered include staff, organizational 
structure, remuneration, financial resources, assistance received from external 
organizations and coordination within World Vision and between World Vision 
and the donor. 
2.2 Staffing
2.2.1 Lessons learned
• The present structure is adequate with the exception of the reporting 
system of MIS Project Manager to Grants Manager and the engineering, 
accounting and Monitoring and Evaluation functions. In the case of 
engineering and monitoring and evaluation, existing staff did not have the 
time to devote to all the duties required. 
• Despite the fact that the qualifications of the project staff was adequate 
for project implementation, a significant amount of time and resources 
was invested in further developing their skills. It is clear that there is a 
wealth of knowledge and practical experience that could be of benefit in 
the development of similar irrigation projects. 
• The community motivators received technical training and their skills will 
continue to be of benefit to the community. 
• Staff salaries and grading has been a problem and are much lower than 
the original budget and staffing plan. 
2.2.2 Recommendations
• In future projects, more authority should be devolved to MIS staff 
members to make them less dependent on the WV Nairobi office. The 
new position of DAP coordinator that was proposed for the Lokubae DAP, 
needs to be a position of authority and filled by a strong person with good 
monitoring, evaluation and reporting skills. 
• The project accountant should be based in Morulem. 
• The inclusion of an irrigation technician to assist the irrigation engineer 
during the early stages of project implementation will greatly enhance the 
implementation of future projects. 
• The evaluation team felt that WVK should seriously consider the 
possibility of having separate grading systems for ADP’s and projects. 
This project is different from an ADP because of: the big 
investment/responsibility, the strict deadlines, the high technical 
requirements of implementation, temporary nature of the project (staff 
have fixed time period contracts) and the importance of having good staff 
members on board. 
 Resources 
 
 
 
 16
 
2.2.3 Organizational structure
The evaluation team felt that the staffing structure was suitable and appropriate 
for the implementation of this project. However, there were four areas where the 
team had some reservations: engineering, grants manager, program accountant 
and monitoring and evaluation. 
• Given the fact that the engineering division was responsible for the 
development of all infrastructure (not only irrigation infrastructure), the 
team felt that the staff structure was a bit thin on the engineering side. 
The inclusion of an engineering technician, during the initial stages of 
project implementation, would have significantly increased the ability of 
the engineer to do his work – especially since he also had to fulfill the 
duties of assistant project manager. This would have freed some time for 
the engineer to devote more attention to other aspects, such as the 
development of maintenance plan for buildings and issues such as the 
privatization of wells. 
• The existing staff did not have adequate time for all the duties required for 
effective Monitoring and Evaluation. 
• Even though frequent visits to Nairobi may be necessary, the team felt 
that the project Accountant should be based in Morulem, rather than 
Nairobi. 
• The reporting structure to WV Head Office in Nairobi did not seem to work 
effectively, with vague reporting lines within the operations division and a 
direct reporting line of the Project Manager to the Grants Manager. Even 
though the project manager did not express serious reservations about 
this structure, USAID became involved on a number of occasions in the 
case of procurement and Human Resources to help get resources from 
WV Head Office to the project. This would not have been necessary if the 
present structure was functioning well. 
2.2.4 Staff qualifications
The evaluation team found that most staff members were adequately qualified 
and competent to fulfill the positions they occupied. Most of the staff also 
attended additional training courses to strengthen their ability to implement the 
project effectively. Training needs were usually identified through training needs 
assessments that were associated with the quarterly performance appraisals. 
Table 1 in Appendix C summarizes the kinds of courses attended by staff. 
Training courses ranged from leadership and management to more technical 
aspects such as gender and development, sustainability and Participatory Rural 
Appraisals amongst other topics. Training has been a priority, with a total of 321 
training weeks4
 spread across a project period consisting of 260 weeks. 
2.2.5 Occupancy rates of staff positions
 
4
 A one week training course attended by five people was counted as five training weeks 
 Resources 
 
 
 
 17
 
With the exception of the agricultural trainer, public health nurse and agronomist, 
the key technical positions were occupied for the biggest part of the 
implementation period. 
 Resources 
 18 
FIGURE 2:MORULEM IRRIGATION PROJECT ORGANIZATIONAL CHART 
GRANT MANAGER 
 1)Chris Muya 
2)Waling’o Cheng’ole
PROGRAM MANAGER
Chris Erukudi 
SECRETARY 
1)Maria Enyaki
2)Janet Tsenga
PROGRAM 
ACCOUNTANT 
1)Joshua Olang
2)James Ndege 
P. HLTH NURSE 
1)Alex Lopungunei 
2)Benson Otieno 
LOGISTICIAN/
ADMIN Jackson 
Eletia
PROGRAM 
ENGINEER/DEP 
.PRG MANAGER 
Daniel Mwebi 
ARIC. TRAINER 
1)JohnMakokha 
2)Vacant
FORESTER 
James Maringa
AGRONOMIST 
1)Samson Okumu 
2)Vacant
PROGRAM OFFICER 
1)Annie Kyoya 
2)Samson Okumo
PROGRAM 
BOOKKEEPER 
Charles Lochodo
CLEANER 
Mary Akeno 
COOKS 
Alfred Wafula 
Jane Longiro
WATCHMEN 
Samal Lokorikeju 
Iria Erebon 
L. Lemakwang 
ASSISTANT CON￾SERVATIONIST 
JohnMark Oyen 
MOTIVATOR 
ENGINEER 
Jackson Ewat
DRIVER/MECHANIC
1)Vacant 
2)Bernard
Lokorikwang
DRIVERS 
Akudinya Esinyon 
Paul Chodokori 
Vacant(Joseph 
Enyang). 
AGRIC. 
EXTENSIONIST 
David Fwamba 
Wilson Mpakaya 
COMMUNITY 
MOTIVATORS 
Philip Iperit 
Chritine Lokai 
Robinson Kotol 
 Resources 
 
 
 
 19
 
The only position where implementation was hampered by vacancies and staff 
changes, was that of the Public Health Nurse5
, whose part of the program only 
really took off after the second incumbent to the position was appointed in the 
third quarter of 1999. 
Support positions that were vacant for four quarters or more, were that of 
secretary and mechanic/driver. Generally MIS Project Management did not find it 
too difficult to fill positions, but when someone gets an offer to work elsewhere, 
they normally accept. The main reason for this is that the living conditions in 
Morulem are difficult. 
Table 2: MIS staff occupancy rates 
Nairobi positions 
MIS positions 
* Most of these positions were filled in the last month (September 1997) of the last quarter. 
2.2.6 Grading and Remuneration
 
5 The project tried to find a Turkana to fill this position. Even though the first incumbent was a 
Turkana, he stayed for a short time and could only be replaced in mid 1999. 
FY97 FY 98 FY99 FY2000 FY2001 
Q
1 
Q
2 
Q
3 
Q*
4 
Q
1 
Q
2 
Q
3 
Q
4 
Q
1 
Q
2 
Q
3 
Q
4 
Q
1 
Q
2 
Q
3 
Q
4 
Q
1 
Q
2 
Q
2 
Q
3 
Grant manager 
Program officer 
Program 
accountant 
 
Program manager 
Program 
bookkeeper 
 
Program 
engineer/assistant 
pgm manager 
 
Agric. Trainer 
Forester 
Agronomist 
Public Health 
Nurse 
 
Logistician/admin 
Motivator/engineer 
 
 
Agricultural 
extensionist 
 
Assistant 
conservationist 
 
 
 
Community 
motivators 
 
Secretary 
Driver/mechanic 
 Resources 
 
 
 
 20
 
There have been problems with the grading and remuneration packages of the 
staff working at the scheme. The main problems revolve around (according to the 
staff) incorrect grading and the fact that WVK considers the positions and grading 
of ADP posts as being the same as Projects such as MIS. The staff felt that the 
Human Resources division does not adequately address their concerns. Even 
though a thorough grading review was done in 1999, and staff grades were 
adjusted during the year 2000, there are still some discrepancies between 
appointment letters and actual positions held. At the time of the evaluation, WVK 
embarked on a salary review and it is expected that the concerns of the staff will 
be addressed. 
At one point, the USAID representative found that the total salary expenditure at 
MIS was only 30% of the approved budgeted amount6
. WVK response to this 
was to reduce the salary budget accordingly and to move the allocated funds to 
other expenditure items. 
 
2.3 Finances and procurement
The nature of monetization funding (usually the sale of donated Title II 
commodities on the local markets), can put certain limitations on project 
implementation. Some of these problems may be related to a low demand for 
Title II commodities on the local market, resulting in slow sales and cash flow 
problems, or the planned prices may not be realized and the project may be 
under-funded. Table 3 summarizes the budget and expenditure from FY1997 to 
July FY2001. During times when there is slow monetization and cash flow 
problems for implementation, World Vision uses its system of internal borrowing 
and private funding to assist projects. According to the USAID representatives on 
the team, World Vision coped well with the demands of monetization. 
The procurement of capital items such as vehicles, computers, radios etc. has 
been a problem. Not only did the procurement process take long, but the WV 
Nairobi office at one time also provided equipment of substandard quality. An 
example of a lengthy process is the two way radio (absolutely essential for 
contact with Nairobi and the outside world) which took nearly two years to be 
installed. When approached for comment, the procurement office said that the 
delays were largely the result of external difficulties. The main reason for the 
delay in the installation of radio equipment was the long time it took for the 
issuance of permits and frequencies. In the case of vehicles, new GOK tax and 
importation regulations that were introduced while the MIS vehicle was being 
shipped to Kenya, resulted in the vehicle being sold to WV Tanzania and by 
allocating a vehicle of another WV project to MIS. Examples of substandard 
equipment include: poor quality hand-pumps and the hiring of consultants that 
did not address the needs of the project nor USAID (for example Marketing 
Survey). Since then, WV in Nairobi has adjusted the system so that specialists 
 
6 According to the Human Resource representative of WVK, some of the variation between 
budgeted and actual expenditure for staff salaries can be attributed to the fact that some positions 
were vacant for some time, medical allowances are paid against actual claims and the cost of 
some Head Office staff, who devote part of their time to the project, was not deducted against 
MIS expenditures. 
 
 Resources 
 
 
 
 21
 
and users are required to review quotations and specifications before any items 
are bought or services contracted. 
Table 3: Project budgets and expenditure from FY1997 to July of FY 2001 
 22 
 Monetiz'n Adjusted Monetiz'n Section Section PVO Funds PVO Funds Local Local Total Total Variance Variance 
Consolidated Line Items Approved Budget Actual 202e Approved 202e Actual (Private) Approved (Private) Actual Gov't Approved Gov't Actual Approved Actual US$ % 
Budget as per actual Expended Budget Expended Budget Expended Budget Expended Budget Expended
LOA
Income 
Received LOA LOA LOA LOA LOA LOA LOA LOA LOA
LOA Opening Balance - - - - - - - - - - - 
Income - new funds 2,893,889 1,971,366 1,971,366 119,576 110,796 139,546 139,546 885,885 160,247 2,381,955 2,381,955 - - 
Income - interest 21,473 59,521 59,521 - - - - - - 59,521 59,521 - - 
Total LOA Income 2,915,362 2,030,887 2,030,887 119,576 110,796 139,546 139,546 885,885 160,247 2,441,476 2,441,476 - - 
Funds Available in LOA 2,915,362 2,030,887 2,030,887 119,576 110,796 139,546 139,546 885,885 160,247 2,441,476 2,441,476 - - 
Expenses - - - 
A. Salaries and Benefits 1,117,898 787,489 449,310 - - - - - - 787,489 449,310 338,179 43 
B. Training 97,084 76,012 96,318 24,231 10,284 - - 83,908 10,750 97,046 117,352 (20,306) (21) 
C. Travel and Transportation 331,497 244,878 326,534 20,882 18,244 - - - - 263,122 344,778 (81,656) (31) 
D. Expendable Commodities 595,273 376,846 822,933 - - - - 703,667 135,497 512,343 958,430 (446,087) (87) 
E. Insurance, Repair & 
Maintenance 46,083 33,970 49,896 - - - - - - 33,970 49,896 (15,926) (47) 
F. Local Office Operating Costs 52,746 37,412 18,609 - - - - - - 37,412 18,609 18,803 50 
G. Other Direct Costs 34,244 26,093 12,295 - - - - - - 26,093 12,295 13,798 53 
H. Professional Fees 38,692 22,382 17,600 60,441 24,265 - - 98,310 14,000 60,647 55,865 4,782 8 
I. Project Audit Fees 37,076 29,895 1,285 - - - - - - 29,895 1,285 28,610 96 
J. Non - Expendable 
Procurement 21,500 17,214 76,598 - - 139,546 115,893 - - 133,107 192,491 (59,384) (45) 
- - - - - - 
sub-total 2,372,093 1,652,191 1,871,378 105,554 52,793 139,546 115,893 885,885 160,247 1,981,124 2,200,311 (219,187) (11) 
NICRA 543,268 378,696 407,045 14,022 15,692 - - - - 394,388 301,232 93,156 24 
LOA Total Expenses 2,915,361 2,030,887 2,278,423 119,576 68,485 139,546 115,893 885,885 160,247 2,375,512 2,623,048 (247,536) (10) 
LOA Closing Balance 1 - (247,536) - 42,311 - 23,653 - - 65,964 (181,572) 247,536 375 
 Resources 
 
 
 
 23
 
2.4 External organizations 
2.4.1 Lessons learned
• The project cooperated closely with all relevant Government Departments 
and local NGO’s throughout the life of the project. This will undoubtedly 
contribute towards the sustainability of the project. 
2.4.2 Situation analysis
The manager of the project is a member of the District Development Committee 
and he attends (when possible) their meetings held in Lodwar. In July the Project 
manager participated in the development of the 2002-2008 district plan. The 
District Commissioner is very positive about the project and the contribution that 
it is making to development in the Lokori Division and the district as a whole. 
The project has cooperated with various Governmental and non-Governmental 
institutions during the past five years. These include the regional and local 
representatives of the Ministry of Agriculture (e.g. sedimentation and siltation 
study; soil survey), Agricultural Engineering for the design of the new inlet, public 
works for the rental of earth moving equipment for canal construction, Ministry of 
Water Affairs for the identification of well sites, Ministry of Health in the training of 
CHW’s and Local Government for land entitlements. 
The evaluation team interviewed a group of stakeholders during the field visits. 
Their main findings were: 
• The stakeholders were all positive about the scheme and its benefits to 
the Morulem community and Lokori division 
• WV was praised for involving the farmers from the very beginning. 
• The project was seen as a way of making people food secure without 
making them dependent on handouts. 
• Some of the stakeholders believe that the settlement provides some 
security – after livestock raids many destitute families move here to find 
food or employment. 
• There has been MOA staff members based at the scheme since 1998. 
However, high turnover rates did not result in continuity and the present 
MOA representative only arrived in the year 2000. It was felt that the 
sustainability of the scheme would have been higher if the same person 
was present from the beginning to the end of implementation. An 
agricultural engineer should also ideally be present during the handover 
phase so that he can continue to assist the community after the 
withdrawal of WV. 
The project is particularly proud of the many University Interns who have done 
their internships there. They usually come during their vacations and stay for 2-3 
months. Since 1999, they had one agricultural extension trainee per year (from 
Egerton); in 1999 and 2000 they had two environmental specialists from 
Kenyatta University and at present there is a civil engineer from Moi University. 
 Resources 
 
 
 
 24
 
2.5 Coordination 
2.5.1 Lessons learned 
• The organizational structure did not give MIS staff a powerful enough 
representation at WV Head Office in Nairobi. Without that, communication 
and coordination problems with specifically HR and procurement 
developed. 
2.5.2 Recommendations 
• In future projects, more power should be devolved to MIS staff members 
to make them less dependent on the WV Nairobi office. The new position 
of DAP coordinator that was proposed for the Lokubae DAP, needs to be 
a position of power and filled by a strong person with good monitoring, 
evaluation and reporting skills. 
2.5.3 Situation analysis
The team could not find evidence that there are any coordination problems 
between WV and the external organizations that it is dealing with. Both MIS 
management and USAID felt that they have open communication lines and a 
good relationship. USAID has been playing a mentoring role towards MIS project 
management and has often confronted WV in Nairobi to try and resolve problems 
on behalf of MIS. Within World Vision, there have been some problems. 
According to MIS, coordination between them and the Operations department in 
Nairobi is good, but they have problems with Human Resources and 
Procurement. 
 Strategies & methods 
 
 
 
 25
 
CHAPTER 3: STRATEGIES & METHODS 
3.1 Introduction 
This chapter describes and evaluates the strategies and methods used to 
implement the project. The findings are based on interviews with project staff, 
farmers and observations in the field. 
3.2 Planning process 
3.2.1 Lessons learned 
• The project team had a flexible, learning based approach towards project 
planning. They relied heavily on lessons learned during implementation when 
modifying existing plans. 
• Participation of a variety of role players, especially the farmers, played a 
central role in the planning process. 
• The flexibility of USAID enabled the project team to follow their flexible, 
learning based approach towards project planning. 
3.2.2 Description of the process
The evaluation team found that the planning process had the following 
characteristics: 
• The planning on which the project proposal was based, was done at short 
notice within a limited time period (see Chapter 1). The actual proposal 
was submitted during the first quarter of FY1997. There was therefore not 
enough time for intensive consultation with farmers. Some key staff 
members were involved in the process and the document was largely 
based on the learning experiences of the first Phase and the 
recommendations of the final evaluation of Phase I. In many ways Phase 
II was just an extension of activities that were already started during 
Phase I. 
• Detailed planning and design was done later, as implementation 
progressed. A variety of stakeholders were involved in planning during 
the different stages of implementation. In most cases the staff and 
community were involved. Sometimes (for example in the siting of the 
new inlet) external and Government consultants were asked to assist. At 
other times, relevant Government Departments were involved, for 
example when leveling had to be done 
• The implementation of plans was hampered by the slow supply of capital 
goods such as vehicles, computers etc. Thus, planning in so far as the 
acquisition of capital goods is concerned, appears to have been 
inadequate. 
• Plans were modified to increase their sustainability and suitability to local 
conditions. The DAP annual amendments gave WV the opportunity to 
modify initial plans based on their experiences in the field. USAID 
exhibited a lot of flexibility in their handling of the DAP amendments. He 
for example allowed the original design to be expanded from 614 to 764 
ha, in order to accommodate 300 more farmers than originally planned. 
 Strategies & methods 
 
 
 
 26
 
3.3 Monitoring and evaluation 
3.3.1 Lessons learned
• A variety of sources were used for the purpose of monitoring. 
• Staff received training in monitoring and evaluation 
• During the life of the project some problems with for example crop cut 
standards were identified and improved with the assistance of internal 
consultants. 
• The absence of a baseline survey has hampered the monitoring and 
evaluation of this project and has made it very difficult to provide reliable 
and accurate indicator information for the Performance Indicator tracking 
Table. 
• Some indicators were not very specific and could not reflect the situation 
on the ground, partly because of the reporting format that was used in the 
records on which they were based. 
• It is important to decide beforehand whether an indicator will be reported 
per household or per farmer. This decision should be based on what will 
give a true reflection of what needs to be measured in order to 
monitor/evaluate whether a specific objective has been met. It should also 
be based on whether it will be practically possible to measure that 
indicator. 
3.3.2 Recommendations
• All documentation, questionnaires, reports and databases related to 
monitoring and evaluation should be stored in a central place and 
safeguarded by one particular individual. 
• If the nutritional status of children is monitored in future projects, it is 
recommended that weight for height measurements be taken before 
rather than after the harvest as it will be more sensitive to changes in the 
length and nature of the hunger period. 
• Since photocopying is a problem in Morulem, all important documents 
and records about the project, should also be kept in Nairobi. 
• For future projects, more mechanisms (similar to that used for the 
monitoring of tree survival) are needed that will enable farmers to monitor 
their own progress after WV has left. 
3.3.3 Monitoring and evaluation system
The following was observed about the system: 
• Information for monitoring was obtained from scheme records, progress 
reports and surveys. 
• No household questionnaire survey (only a household census) was done 
at baseline. 
 Strategies & methods 
 
 
 
 27
 
• Agricultural productivity was measured through crop cuts (WV 1996:43). 
Until 1999, no standard, scientific method was used to determine yields. 
This was identified as a problem and an internal consultant was asked to 
train staff on how to standardize and use an improved method of 
estimating yields. 
• The environmental committee was trained to monitor the planting and 
survival rates of trees planted. This is a good way of building local 
capacity and ensuring that the farmers can continue to monitor their own 
progress after WV has left. 
• Survey reports and questionnaires were not stored in one place, in a 
coherent system. No copies could be found of the survey done in 1994 
during the final evaluation. No copy of the database of the midterm 
survey that was done in 1999, could be found within World Vision. 
• The Morulem record and documentation system was found to be good. 
Project documentation systems in Nairobi need improvement7
. The 
Nairobi archives are used as a depository of documents and there is no 
way of accessing/finding documents. Neither Nairobi nor Morulem had 
complete records of Phase I project documents. 
 
3.3.4 Assessment of monitoring and evaluation indicators and measurements
The main findings on specific indicators were: 
• The data reported in the indicator tracking table was in some cases not 
very specific. For example, indicators aimed at improving an aspect 
related to the household, were reported per farmer rather than per 
household. Examples include: % of household food obtained from the 
farm, % of households with food in the communal grain store, % of 
households paying maintenance fees. 
• Some indicators were not specific enough or the reported figures that did 
not capture the essence of the indicator or the objective being 
monitored/evaluated. For example, the % of households with food in the 
communal grain store. The reported results in the indicator performance 
tracking table (Results report for FY2000) included farmers ‘who stored 
grain paid as maintenance fee’. Once the maintenance fee is paid, the 
grain belongs to the MWUA and can therefore not be regarded as grain 
stored by a household/farmer. 
• Some indicator values/reporting of indicator values did not reflect the true 
situation in the scheme. For example, reportage on the % of household 
food obtained from the farm is based on the assumption that each 
household has ½ acre, whereas in fact 70% of households have more 
than half an acre. 
 
 
7 At the time of the evaluation this problem was identified and some individuals started to collect 
documents in order to improve the situation 
 Strategies & methods 
 
 
 
 28
 
3.4 Land tenure and land allocation 
3.4.1 Lessons learned
• World Vision gave advice on land allocation, but did not interfere in the 
actual allocation process. The farmers made all their own decisions. This 
is one of the key issues on which the success of this project was built. By 
not changing or interfering with the existing social organization, World 
Vision harnessed the strengths of that system (such as sanctions and 
control of group behavior) to be mobilized for the benefit of the scheme. 
• Advising the farmers to group relatives together in one block has 
significantly improved the enforcement of scheme by-laws and the 
optimum use of irrigation infrastructures. Traditional extended family 
obligations are being harnessed to ensure that communal work such as 
the clearing of canals, opening of irrigation gates etc. continue even if a 
farmer is ill or traveling. 
3.4.2 Strategies used
Even before World Vision’s involvement in the scheme, the sizes of the 
landholdings were different for each household. Original allocation was based on 
interest and the amount of land that each household was willing or able to 
cultivate. In a survey that was done in 1992, it was found that 17% of Scheme 
plot holders were dependents living with their parents (WV 1996:11). When the 
scheme was rehabilitated during Phase I, the rehabilitated fields mirrored the 
situation found by World Vision when it arrived. At the time the land belonged to 
the Government and the MWUA was given the right to use the land. 
In the project proposal for Phase II, the following was said about land tenure (WV 
1996:11): 
• It will be ensured that new allocations maximize access for those having 
less than ½ acre per household 
• Scheme registration will issue farmers with identity cards 
• Registration will be accompanied by a series of community meetings to 
build consensus on the need to provide adequately for all scheme 
households. 
During Phase I & Phase II, World Vision gave advice to the farmers before land 
allocation took place. WV basically recommended the following: 
• If relatives are grouped together on a block, the control and enforcement 
of rules and regulations will be easier. 
• Each household should have at least 28 basins or ½ acre 
After that, World Vision did not take part in land allocation. The farmers decided 
jointly who their neighbors will be and how much land each of them will have. 
During the year 2000, World Vision also assisted the MWUA with the issuing of 
farmer identity cards. At present, the holder of an identity card has the right to 
use ½ acre or 28 basins of farmland on the scheme. The farmers have Letters of 
Allocation that were issued by the Turkana County Council. The Council is 
looking at the possibility of issuing title deeds to each card holder. 
 Strategies & methods 
 
 
 
 29
 
3.5 Irrigation and irrigation infrastructure (also see Appendix D) 
3.5.1. Lessons learned 
• The design and quality of the infield-structures and road crossings are good. 
• Modification to the designs were introduced to solve specific problems, e.g. 
lockable gates to reduce problems with unregulated flow. 
• Various design modifications have been made to increase sustainability (see 
section 5.4) 
3.5.2 Recommendations
• The plans to calibrate existing division boxes to convert them into measuring 
structures should be implemented 
• If the new main canal is lined as planned, it will improve the water conveyance 
efficiency 
• For future schemes, the furrow irrigation system, as an alternative to flood 
irrigation be investigated (on the demonstration plots). The main advantage of 
this system is that moisture is conserved. It can also be introduced as an 
improved tillage system alongside the adoption of animal traction. 
• If mechanization is promoted in future irrigation schemes, the possibility of joining 
4 or 5 basins should be considered, as the small basin sizes inhibit the efficient 
mechanization of operations. 
 
Picture 1: A division box in the Phase II part of the scheme. It clearly shows the 
lockable gates and cement re-enforcements to protect the canal banks. 
 Strategies & methods 
 
 
 
 30
 
3.5.3 Observations about planning and implementation
• The quality of the road crossings were judged to be adequate and 
appropriate to the overall scheme design philosophy. 
• The design specifications for the main canal specify that it should be lined, 
but is has not yet been done. 
• Excavated soil has not been moved to some distance from the canal to 
prevent it from falling into the canal 
• The design drawings of in-field structures were found to be good and 
appropriate to the overall scheme design philosophy 
• There are no measuring structures to help with flow-regulation: some 
incidences of scouring just behind division boxes have been noted – this was 
the result of unregulated flow. This problem was corrected by installing locks 
on the gates so that nobody can interfere with the opening and closing of the 
gates. 
• The quality of the construction of the in-field structures is good 
3.6 Agricultural Extension 
3.6.1 Lessons learned 
• The extension agents who were interviewed, appeared to be well trained, 
motivated and equipped for their task. They were also confident about 
how they will continue to operate once World Vision is not there anymore. 
• There appears to be some problems related to the recognition and use of 
the extension agents by the SMC. 
3.6.2 Recommendations
 
• In other similar projects, it may be advisable if the transfer of extension 
agents to the SMC takes place earlier in the life of the project. This will 
give the scheme management an opportunity to practice to be 
‘responsible for their own extension’ in advance of withdrawal. 
• During the phase–out WV should assist the Extension committee to 
clarify and strengthen their working relationship with MWUA. 
3.6.3 Strategies used
 
The thrust of the extension effort revolved around the extension agents and 
contact farmers. These agents are also farmers, but they were selected by their 
colleagues to be extension agents. There are 3 agents per block – giving a total 
of 15 agents for the whole scheme (since being trained one left so there are only 
14 who remained). They were trained for a period of three months at Manor 
House Agricultural Training Center, in Kitale. Their training included the theory 
and practice of a broad range of agricultural practices. 
 Strategies & methods 
 
 
 
 31
 
Their working methods during the past 2-3 years can be summarized as follows: 
• They identified farmer training needs 
• Then they developed a farmer training program for the year with WV staff 
members 
• The extension agents then trained the contact farmers, who in turn train 
the farmers. There are a total of 80 contact farmers (two per secondary 
canal). 
• They also demonstrate improved practices and varieties on the 
demonstration plots and do on-farm trials. 
The extension agents felt that they will be able to continue with the 
demonstration plots and will introduce farmers to new technologies after WV has 
left. According to them they will learn about new technologies from the MOA 
Agricultural Extension Officer, magazines and by attending agricultural shows. 
One of their problems at the moment is that they feel that MWUA is not 
appreciating their work and the contribution that they can make towards the 
development of the scheme. They are concerned that they have to pay a rental 
of Ksh 3000 (38US$)8
 to MWUA for the demonstration plots, whilst they are 
providing a voluntary service to all the farmers. 
3.7 Soil 
3.7.1 Lessons learned
• World Vision promoted a wide variety of appropriate, practical and 
sustainable methods that could be used by the farmers to enhance soil 
fertility and yields. 
3.7.2 Recommendations
• Farmers with only a few animals need an alternative such as composting 
to help them improve their soil quality. In a new scheme this technique 
should be considered as a possible complement to animal manure. 
• A mechanism is needed that will enable MWUA to continue to monitor soil 
fertility and salinity after World Vision’s withdrawal. The next soil survey is 
due in the year 2005 (ideally should be done every 5 years) and can be 
done at a relatively low cost by the Ministry of Agriculture. 
3.7.3 Description of interventions
The maintenance of soil fertility, has been recognized as one of the key factors in 
project sustainability and the maintenance of food production. WV commissioned 
a soil survey in the year 2000. It was executed by the Kenya Soil Survey, which 
is based at the Kenya Agricultural Research Institute (Muya and Gachini 2000). 
They concluded that the levels of salts and sodium in the survey area has not 
exceeded critical levels, but that it may continue to build up beyond the crop 
tolerance limits. The soil fertility was rated as adequate and suitable for the 
cultivation of most crops. 
 
8 The Kenia Shillings (Ksh) /dollar conversion rate used throughout the report is Ksh 78 to 1US$. 
 Strategies & methods 
 
 
 
 32
 
Specific interventions promoted by WV that was aimed at improving/maintaining 
soil fertility were: 
• The multiplication and planting of trees with nitrogen fixing properties. 
• Deep tillage that allows the plant roots to reach for nutrients at all levels 
• Use of crop rotation 
• Intercropping, especially with nitrogen fixing crops 
• Incorporation of crop remains (maize and sorghum stalks) 
• Use of animal manure 
3.8 Agro-forestry (also refer to Appendix C)
3.8.1 Lessons learned
• The implementation of tree planting activities were participatory and the 
community is in full control of these exercises 
• The use of multiple use trees not only reduce the pressure on the existing 
trees, but can also serve as an additional source of income for farmers. 
• Establishing woodlots where excess water drains not only increases their 
chances of survival, but also takes care of the excess water. 
3.8.2 Recommendations
• Trials testing the suitability of Calliandra spp. and Tithonia spp. to the 
area are recommended. Both these species are being promoted by 
ICRAF at the moment and are good nitrogen fixers and drought resistant. 
• The burying of the non-biodegradable plastic bags is not a sustainable 
waste management option. Alternatives such as clear bio-degradable 
bags should be explored. 
 
3.8.3 Description of interventions
The main focus of the agro-forestry initiative has been on the promotion of tree 
planting along the canal banks and in the drainage canals. Two woodlots for 
firewood and fruit production are nearing completion. A community tree nursery, 
with the capacity of producing 25 000 tree seedlings was also established. 
 
The planting of trees was included in the project design for a variety of reasons: 
• Trees can enhance soil fertility. 
• Planted as hedge rows along canal banks they stabilize the banks and 
serve as windbreaks 
• Multiple use trees can provide animal fodder, construction materials and 
firewood. This can be for farmer’s own use and as an additional source of 
income. 
• Fruit trees can assist farmers in improving their diets and could be a 
source of income. 
• Some species promoted, e.g. Moringa spp. and Neem respectively help 
with water purification and pest control. 
 Strategies & methods 
 
 
 
 33
 
The woodlots were established at the point where excess water drains out of the 
irrigation system. A Conservation committee has been trained to collect seed, 
propagate seedlings, monitor and organize tree planting and keep a general eye 
on conservation issues on the scheme. The implementation of all these activities 
was participatory and the conservation committee is in full control of the situation. 
 
3.9 Animal Traction 
 
3.9.1 Lessons learned 
• The initial attempt to get animal traction going was not successful and a 
second attempt that focused on people who owned their own donkeys 
and were really interested, appears to have a bigger chance of success. 
3.9.2 Recommendations
• This initiative is not yet well-rooted and accepted in the community. 
Further support mechanisms are needed for the period after WV 
withdrawal, perhaps in the form of support from the ADP. 
• Animal traction will be an important factor in the long-term sustainability of 
the scheme: its use will enhance the ability of farmers to do deep tillage 
(nut-grass control and better use of nutrients by plants) and to haul 
animal manure from their homesteads to their farms. 
• The Committee needs to be assisted in the development of their business 
skills 
• In future projects, farmers should be exposed early on in the project to 
animal traction, so that there is a longer period of support for the adoption 
of the technology. Opportunities should also be identified/created to build 
animal powered transport into the daily course of events at an early 
stage, so that people will become used to the idea of using donkey carts 
before the end of the project and WV’s withdrawal. 
• Possible linkages with the Arid Land Resource Management Project 
(Office of the President) in relation to the construction of lighter donkey 
carts need further exploration. 
• It is recommended that conservation tillage, using animal drawn-tined 
tools, rather than the animal drawn mould board plough be used. 
 
3.9.2 Description of interventions
The animal traction initiative is relatively new and focuses on the promotion of 
donkeys for transport and ploughing. It was started after some farmers saw 
animal traction in action while visiting another area and showed some interest in 
using it. In the year 2000, World Vision staff and the extension agents trained 20 
farmers in the use of animal traction. The initial group of 20 farmers was not 
really that interested in the technology and little progress was made. In order to 
resolve the impasse, the SEC did a second selection of 10 farmers based on 
farmer interest and donkey ownership. The 10 farmers who form the Animal 
traction committee at the moment, each own at least two donkeys of their own. 
They were taken to Kitale in March 2001 to get practical training on the farm of a 
farmer using oxen for ploughing. 
 Strategies & methods 
 
 
 
 34
 
After their return, they held several demonstrations over a three week period to 
promote animal traction amongst their colleagues. Since 1999, World Vision has 
bought a total of 22 ploughs, 10 sets of harnesses, 3 donkey carts and 12 yokes 
for oxen. These were given to the MWUA with the idea that the Animal traction 
committee will rent the equipment from MWUA. They could then use the 
equipment for their own use or as an income generating opportunity. 
3.10 Marketing and Income generating activities 
3.10.1 Lessons learned 
• Marketing has not been one of the focus areas of the program objectives. 
Its importance has grown as implementation has advanced and the new 
Lokubae DAP makes specific provision for this component. The proposed 
integrated strategy for the marketing of farm produce in the whole region 
will also benefit MIS. 
• The original project proposal only said that alternative income generating 
activities should be explored, however WV has achieved much more than 
that by actively promoting the formation of income generating groups. 
 
 
 
Picture 2: Maintenance fees paid in kind being stored in the communal grain 
store. The isolation of Morulem and relief distributions9
 are two of the most 
important factors that contribute towards the difficulties of finding buyers for the 
grain. 
 
9 Relief distribution to people who do not produce their own grain has depressed the local 
demand for grain. 
 Strategies & methods 
 
 
 
 35
 
3.10.2 Recommendations
• World Vision should continue with its efforts to assist MIS to link with 
potential buyers for grain. 
• Specific recommendations for income generating activities follow under 
the heading for each sub-sector e.g. animal traction, water pump 
attendants etc. 
3.10.3 Description of interventions
The original project proposal made provision for two aspects related to marketing 
(WV 1996:12): 
• The commissioning of a marketing study for FY 1997 to specifically look 
at the feasibility of cooperative marketing and to explore alternative 
marketing mechanisms. 
• The promotion of local marketing through the production and sale of 
vegetables and fruit. 
Consultants were hired to do a marketing study in 1999. Their report was 
subsequently rejected by both MIS management and USAID (also see 
discussion in section 2.3 on finances and procurement). The terms of reference 
for a second marketing study was since then developed, but the study has not 
yet been done. This may be done as part of the Lokubae DAP. 
One of the activities promoted by WV is cash crop (vegetable) production. There 
is quite a good demand for these products on the local market. WV tried to 
stimulate this by making the seeds available and encouraging crop 
diversification. It was also hoped that production and sales would be stimulated 
as a result of the promotion of the consumption of vegetables through the 
nutrition education program. 
The marketing of grain, paid in kind as part of the maintenance fee, has been a 
problem. Since August last year a total of 270 bags of sorghum and 12 bags of 
maize have been received, but the MWUA has not been able to sell much of it. 
The local market, which normally is small, has been depressed even further by 
the distribution of relief food in the area. 
In the case of alternative income generating activities, the original project 
proposal stated that it should ’be explored to mitigate adverse climatic conditions’ 
(WV 1996:7). Alternative income generating activities that have been supported 
by the scheme or developed as a result of the scheme’s presence include: 
• Women’s group: They have a small kiosk (selling soap, biscuits etc.), they 
also sell agricultural produce and improved jiko’s to raise funds. They 
received assistance from WV in the form of training in basic business 
skills and record keeping. 
• Animal traction committee: Even though they have not yet started to earn 
money from their enterprise, it is envisaged that other farmers will use 
their services in the future. They only received technical training. 
 Strategies & methods 
 
 
 
 36
 
• Water pump attendants: the water pumps were privatized and the 
attendants should receive Ksh 50 (0.62US$) per month from each 
household using their services. 
• A small private tree nursery was established. The owner started the 
nursery as a result of seeing the success of the WV agro-forestry initiative 
and he benefited from WV technical expertise. 
• The Posho mill was bought from joint contributions by the farmers and is 
operated by the Posho mill committee (under MWUA) to generate income 
for the Association. 
• The community pharmacy not only give people access to basic 
medicines, but the small profit margin also supply MWUA with some 
income. 
• The MWUA will benefit from rental income from the buildings erected by 
WV in the form of rental e.g. training hall and office. 
3.11 Health and nutrition 
3.11.1 Lessons learned 
• The groundwork has been laid for health and nutrition by the training of 
some of the CHW’s during Phase I. During phase II a lot has been 
achieved in a relatively short time in terms of the acceptance of basic 
health and nutrition messages by the mother’s in the community (also see 
Chapter 4). 
• The close cooperation that this sub-sector had with other Government 
Ministries from the start, will make a significant contribution towards the 
sustainability of this aspect of the project. 
• The establishment of a community Pharmacy has met a very specific 
community need and has been praised by farmers and non-farmers. 
3.11.2 Recommendations
• Specific improvements in the monitoring of the nutritional aspects of the 
program are recommended in the section on monitoring and evaluation 
3.11.3 Description of interventions
 
During Phase I, the officials from the Ministry of Health used to train CHW’s and 
TBA’s. The CHW’s were appointed by the farmers – who basically identified 
volunteers in their blocks. This part of the project’s work only took off after the 
mid-term evaluation in 1999, when Mr. Otieno was appointed into the position of 
Public Health Officer. Before that, there was only limited activity as the position of 
Public Health Officer was filled for a short time period and vacant for 6 months. 
The main functions of the CHW’s and TBA’s are to train mothers (scheme and 
non-scheme participants) on the basic health and nutrition messages, to identify 
cases that need referral to nearby health facilities, to encourage mothers to 
attend antenatal clinics and immunize their children, to inspect pit latrines, train 
community members about safe water supply/ environmental sanitation local 
disease control and basic home economics (e.g. food preservation). 
 Strategies & methods 
 
 
 
 37
 
The four key nutrition and food supply messages taught to mothers are: 
• Utilization of locally available foods 
• Food classification into food groups 
• Nutritional needs of special family members (e.g. children under 5, 
antenatal mothers, post natal mother’s etc.) 
• Nutritional deficiencies (Kwashiorkor, marasmus, marasmic 
kwashiorkor), their long term effects and prevention. 
The program worked closely with the District Home Economist and officials from 
the Ministry of Health. Most of the training of CHW’s and TBA’s was done by 
officials from these Departments. 
3.12 Water 
3.12.1 Lessons learned
• Before privatizing the water pumps, the interested people were not fully 
informed about the venture they entered into. They also did not know 
about its possible positive and negative effects. The lack of information 
may have attracted the wrong kinds of volunteers to this venture. The 
team also questioned the wisdom of making groups of two or three 
people responsible, instead of only one. 
3.12.2 Recommendations
• In the few months ahead, WV should identify ways of trying to help 
resolve the deadlock and problems between MWUA and the hand-pump 
attendants. There should be a clear memorandum of understanding 
between the two parties about the responsibilities of each. Bylaws, 
including issues such as fees charged and what happens when someone 
abandons a well, should also be instituted. 
• Attendants who have abandoned their wells, should be replaced by 
entrepreneurs interested in the venture. 
• The flat rates charged by MWUA for the pump rental should be reviewed 
in the light of the fact that some pumps have more users than others. The 
possibility of pro-rata payments based on good record keeping, should 
also be given consideration. This is another indication that MWUA needs 
some more training in business skills. 
• The evaluation team felt that WV should also assist the attendants to find 
better ways to secure the pumps and protect it against non-payers. 
• Water quality of wells should be tested once more before WV withdrawal. 
 Strategies & methods 
 
 
 
 38
 
3.12.3 Description of interventions
WV installed 3 wells during Phase I and 3 during Phase II. In May 2000, these six 
wells and 3 wells installed by the Government of Kenya, were privatized to 
ensure its maintenance after the withdrawal of World Vision. The 22 people 
responsible for the wells were not told what they were getting into – initially 
MWUA only asked them for volunteers to be trained in hand-pump maintenance. 
Twenty two volunteers (approximately 3 per well) were trained in the 
maintenance and operation of hand-pumps. Thereafter they were told that the 
pumps will be rented to them and they will have to pay a rental fee of Ksh 300 
(3.85US$) per month to the MWUA. The rental fee was only fixed in June 2001 – 
so the whole concept is still relatively new to the committee. Since then only two 
groups have paid their Ksh 300 to MWUA. 
The Water Committee has a variety of problems – most of which are related to 
the fact that there was no proper agreement between them and the MWUA about 
their mutual responsibilities. Some pump attendants feel that MWUA should be 
responsible for spare parts. People also do not pay the Ksh 50 (0.64 US$) per 
household per month for the water and when the committees try to lock the 
pumps, the locks are broken. Some pump attendants (2 of the 9 groups) have 
become so discouraged by their problems that they have abandoned their wells. 
Some people also want to pay in kind rather than with money, but MWUA does 
not accept payment in kind from the pump attendants. 
 
Picture 3: A MIS staff member and member of the evaluation team with 
children who are collecting water from a privatized hand-pump 
 Strategies & methods 
 
 
 
 39
 
3.13 Sanitation 
3.13.1 Lessons learned 
• The sustainability of this intervention will be enhanced by the fact that the 
design was adjusted to local conditions, low cost alternatives have been 
identified and that the use of latrines was promoted by the CHW’s. 
 
3.13.2 Description of interventions
The risk of waterborne diseases and poor sanitation practices in the community 
made sanitation a very important part of the project interventions. The main 
thrust of the sanitation interventions focused on the construction of pit latrines on 
the scheme and the promotion of pit latrines in the settlements. As a result of the 
instability of the sandy soils in the area, the VIP method with culvert/concrete 
blocks being used to stabilize the pit was introduced. The maintenance and 
cleaning of the pit latrines is the responsibility of the CHW’s, who also promote its 
use amongst farmers and mothers. The latrines were handed over to the MWUA 
in April 2001. The acceptance of the idea has been slow (partly because of 
cultural taboos), but has improved over the years. At the moment there is a 
demand for them. The development of low cost alternatives (between Ksh 1000 
(12.82 US$) and Ksh 3000 (38.46 US$) has been a priority, as most of the 
farmers cannot afford the models based on the scheme design. 
3.14 Implementation of the recommendations of the mid-term survey 
Table 4: Degree to which the recommendations of the mid –term (Phase II FY1997-
FY2001) were implemented 
Main Recommendations, Phase II Mid-term evaluation: (Ondolo et 
al. 1999) 
Degree of compliance 
To start with on-farm research to identify more suitable crop varieties 10 conducted since 2000 
To accelerate the engineering activities to complete Phase II Fully 
To standardize the procedures to measure crop cuts Fully 
To measure water flows using flumes/gauging station When new inlet is complete 
To train the scheme management committee in a variety of aspects Done still need strengthening 
in business management 
skills 
To expand the income generating activities and appoint a business 
development/marketing specialist 
Not done 
To conduct a survey to quantify the level of knowledge of mothers about 
health and nutrition 
Done 
To sink three planned wells and rehabilitate the broken well (phase 1) Done 
To identify community counterparts to WV staff and assign 
responsibilities 
Done 
To involve stakeholders such as the ministries of Health and Agriculture 
in order to ensure continuity beyond the project period 
Done 
To hold consultative meetings between stakeholders to provide a forum 
for continued capacity building 
Done 
To adopt exit mechanisms which could be carried out systematically Done 
To establish through a survey the characteristics of in-migrants Done 
 Strategies & methods 
 
 
 
 40
 
The main recommendations of the mid-term survey that was conducted during 
1999, are summarized in Table 4 on the previous page. The recommendation 
that was made to appoint a business development /marketing specialist was not 
implemented, because of other implementation priorities and the fact that Income 
generating Activities and marketing was not one of the major thrusts of the 
original project proposal. The approval of the adjacent Lokubae DAP will enable 
them to do another marketing survey which may indicate whether it is necessary 
to appoint such a specialist.
 Achievements & Impact 
 
 
 41
 
CHAPTER 4:PROJECT ACHIEVEMENTS & IMPACT 
4.1 Introduction 
This chapter discusses two aspects of project impact: 
a) The effect of the project on the scheme participants 
b) Its impact on the wider community or region. 
The discussion is largely based on the findings of the household questionnaire 
survey conducted in May 2001, other surveys conducted by World Vision and 
progress reports. Where possible this is compared with survey data for 1994 and 
1999. In cases where no previous information is available, comparisons are 
made with the situation in 1996 as recalled by the farmers in the May 2001 
survey. The above data is augmented with information from secondary sources 
such as ADP documents, PRA research and Government statistics. 
4.2 Conclusions 
The project impact on the scheme farmers and surrounding area can be 
summarized as follows: 
• The scheme has diversified (and will continue to diversify) the local 
economy by creating jobs (part-time and full-time) for both scheme and 
non-scheme members. This is happening in an area where there are no 
other job creators besides the Government, a few local shop owners and 
the missions. 
• Most scheme farmers are able to produce enough grain to feed their 
family throughout the year. 
• Scheme members are producing surplus grain for sale on the local 
market. 
• As a result of the scheme expansion, a viable alternative to livestock for 
household survival has been created. Even during Phase I, farmers still 
relied heavily on livestock because they produced too little to sustain their 
families. Phase II effectively eliminated their vulnerability and the threat to 
their food security posed by livestock raiders and rustlers. 
• Most farmers know and use the improved agricultural practices that they 
have been taught. They in turn can disseminate this knowledge further to 
other farmers and relatives. 
• Scheme members have security of tenure with the possibility of title 
deeds in future. This may set the precedent for farmers on other similar 
schemes. 
• Vegetables and fruits are being sold on the local market in an area where 
it has never been available before. 
• The consumption of vegetables and fruit amongst farmers is significantly 
higher than it was before Phase II started. 
• Trees are also for sale to non-scheme members and their benefits are 
available to the community at large. A private tree nursery was started as 
a result of the scheme activities. The owner of the nursery also benefited 
from the technical skills taught to scheme members. 
 Achievements & Impact 
 
 
 42
 
• The large numbers of multiple-use trees planted on the scheme provides 
fruits and by-products that can be used by the farmers and sold on the 
local market. It provides the farmers with an income and makes products 
e.g. paw-paw, neem available in an area where it has never been 
available before. 
• Many of the tree species planted, especially the nitrogen fixing varieties, 
are improving and will continue to improve soil fertility in the area. 
• Large numbers of community motivators and farmers have been trained 
in a variety of technical, management and leadership skills. These skills 
will continue to be of benefit to the farmers and the community at large. 
• Mothers (scheme and non-scheme) have been taught basic health and 
nutrition messages. Adoption rates are high. 
• Scheme and non-scheme members have access to safe drinking water. 
The use of unsafe water sources has decreased dramatically since the 
project started. 
• Environmental sanitation and the use of pit latrines have increased 
dramatically since the start of the project. The demand for VIP latrines in 
the villages is increasing steadily. 
Table 5: Project achievements 
Objective Main achievements Comment 
To increase agricultural 
production to achieve 
adequate household level of 
grain production during years 
of normal rainfall to supply 
80% of household grain needs 
by the end of 2001 
The average household grain 
production during the past year 
supplied 138% of the household’s rain 
needs; 
The 30% of households with the 
smallest land sizes (1/2 acre) 
managed to produce 72% of their total 
household grain requirements 
World Vision exceeded 
its original objective. 
This happened against 
the backdrop of severe 
drought and famine 
relief in most of 
Turkana district. 
1528 farmers on the scheme have 
access to at least 0.5 acres. 
300 more farmers 
were accommodated 
than the 1228 in the 
original project 
proposal 
Land allotments have been registered 
in the names of individual farmers and 
identity cards have been issued 
Even though the land 
is still owned by the 
State, rights to tenure 
is more secure than it 
ever was in the history 
of the scheme. 
Yields of especially sorghum have 
increased consistently. Consistent 
training in improved agricultural 
practices and the high adoption rates 
of practices is the main reason for 
these yield increases 
Yields increased 
despite low river 
levels/limited water 
supply during the past 
season. 
To ensure that all family 
households have sufficient 
land resources (at least 0.5 
acres) and yields to ensure 
adequate access to food for 
household needs 
Farmers planted a significantly greater 
variety of different crops compared to 
1999 
 Achievements & Impact 
 
 
 43
 
Table 5 (continued): Project Achievements 
Objective Main Achievements Comment 
The sale of cash crops has increased 
significantly since 1999. 72% of the 
farmers sold at least one crop during 
the past season. Cow peas, green 
grams and tomatoes are the most 
important cash crops 
The sale of grain, 
especially that paid in 
kind as a maintenance 
fee is still a problem. 
Partly because they 
are competing with 
relief distributions, 
which depresses the 
local grain market. 
A total of 26 394 tree seedlings and 
16 829 fruit tree (mainly paw-paw) has 
been planted during Phase II. 
Multiple use trees 
provide fodder, 
firewood, building 
materials, food and 
improve soil quality. 
Thus it increases the 
households resources, 
but can also be a 
source of income 
when sold. 
To ensure that all family 
households have sufficient 
land resources (at least 0.5 
acres) and yields to ensure 
adequate access to food for 
household needs 
The local economy has diversified as 
a result of the investment made in 
MIS. The project contributed towards 
the creation of a conservatively 
estimated 938 jobs (full and part-time) 
in the area. The number of indirect 
beneficiaries is estimated at 5630. 
The local economy 
has been based on 
agriculture, but due to 
the division’s isolation 
and poor transport and 
communication, there 
has been limited 
growth and 
development 
opportunities. Besides 
the Government, WV, 
the missions and shop 
keepers the Lokori 
division has no other 
job creators. 
To maximize the utilization of 
food among Morulem 
households by the end of 
FY2001 
The percentage of households 
growing and consuming vegetables 
and fruits (when in season) has 
increased significantly. The 
percentage, who eat leafy vegetables 
at least once a week when in season 
increased from 13% in 1996 to 81% in 
2001. Legume consumption increased 
from 10 to 60% and fruit consumption 
from 10 to 56%. 
 Achievements & Impact 
 
 
 44
 
Table 5 (continued): Project Achievements 
Objective Main Achievements Comment 
69% of households (compared to 9%) 
in 1996 get their drinking water from a 
safe water source (well fitted with 
hand-pump. 
WV installed a total of 
six wells during Phase 
I&II. There are 6 more 
operational wells in the 
target area that were 
installed by the 
Government. 
91% of mother’s interviewed, know 
and apply the 8 basic health 
messages that formed part of the 
CHW training. 
38 CHW’s have been 
trained since 1999. 
There have been no cases of water 
borne diseases such as cholera and 
bilharzias reported in the area. 
Disease profiles in the scheme area 
are similar to that of the rest of the 
division. 
To maximize the utilization of 
food among Morulem 
households by the end of 
FY2001 
Overall sanitation practices have 
improved significantly. While on the 
scheme, 69% of the farmers reported 
using pit latrines. There is also a 
growing interest to install more VIP in 
the villages. At the moment 17% of 
the farmers have access to a latrine 
near their homesteads. 
WV installed a total of 
30 VIP pit latrines; 
some cultural beliefs 
hamper the adoption 
of this sanitation 
practices. 
 
4.3 Food Security Achievements and Impact 
4.3.1 Introduction
Household Food Security is defined by World Vision (World Vision 1996:7), as a 
situation whereby: 
• Households have adequate access to food 
• Households have sufficient food available to meet household food needs 
• The utilization of food within the household is maximized. 
WV’s proposed interventions aimed at improving Household Food Security 
included (World Vision 1996:8-14): 
a) Food availability: 
• Expansion of food acreage with a minimum of ½ acre per household 
• Agricultural extension and field trial activities to increase farmer yields 
• Improved water and soil management 
b) Access to food: 
• Registration of scheme members and improved security of tenure 
• Food for work was to be used to achieve work tasks on the scheme 
expansion 
 Achievements & Impact 
 
 
 45
 
• Raising of household income through support to the cultivation and 
marketing of horticultural crops, animal traction and small enterprises 
under the management of organized community groups 
c) Utilization of food 
• Promotion of nutrition and health education amongst women 
members of the scheme 
• Completion of modern grain store and the promotion of its use 
• Rehabilitation of three existing wells and installation of three additional 
ones 
• Construction of an additional 12 VIP latrines in the expansion area 
and encouragement of the construction of VIP latrines at household 
level. 
In this section we will firstly look at the food security context around the scheme 
in order to put the achievements of this project into perspective. World Vision’s 
contribution towards diversifying and increasing household income, its impact on 
food consumption and nutrition and finally household food production. 
4.3.2 Food security context
The achievements and impact of this project on household Food Security needs 
to be viewed and evaluated within the context of the food security situation in the 
region as a whole. Even though approximately 60% of the Turkanas are 
pastoralists (ETC 2000:1), the farmers at Morulem have been involved in mixed 
farming systems for many generations. Many of them have always derived a 
proportion of their household food requirements from both livestock and crop 
production. A prominent feature of the district economy and food security system, 
is the loss of life and livestock due to livestock raids by the neighboring Pokot 
and internal rustling by local bandits (Ngorokos) (ETC 2000:2)). If pastoralists 
survive these raids, they become completely destitute as a result of the loss of 
their only means of survival - livestock. The raids and internal rustling appear to 
have increased during the past few years, as a result of the deteriorating 
economic situation and the drought. 
The Turkana district is one of the least developed districts in Kenya with a poor 
road and communications network. The district is also prone to extremes and 
natural disasters. After serious flooding10 in 1997, the whole region entered 
another cycle of drought11. The drought reached its zenith during the year 2000. 
By November 2000, two thirds of the Turkana district and the biggest part of the 
Lokori Division were classified as in the Alarm and to some extent, Emergency
drought stages. In September 2000 over 330,000 people were receiving famine 
relief food aid across the Turkana district (ADP 2000:10). 
 
10 These floods were caused by the El Niño phenomenon. Even though several parts of the 
district were flooded, Morulem and MIS were not affected. 
11 Other recent droughts were experienced in 1984-1985 and 1992-1993. Both these droughts 
resulted in large losses of human life and livestock (World Vision 1996:2) 
 Achievements & Impact 
 
 
 46
 
The WV Lokori Area Development Program (ADP), which surrounds the 
Morrulem Irrigation Scheme, had to convert its normal development resources 
and activities into the mitigation of famine relief (ADP 2000:ii). In March 2000 the 
Lokori ADP was feeding up to 45,000 people in the Lokori, Lomelo and parts of 
Lockichar districts (ADP 2000:10). 
For non-scheme members, the effect of the drought was significant. They were 
affected by a reduction in grazing for livestock and livestock numbers, reduction 
of wild food source availability and if they had dryland crops, crop failure. As a 
consequence, pastoralists started to move to villages and communities where 
they could find water, food and employment. 
MIS farmers were affected by the drought on three levels: Firstly the little rain 
that normally augment irrigation, became significantly less. The river flow was 
also lower than normal, as a result of below average rainfall in the catchment 
areas. As a result of this, some irrigation scheduling and water rationing became 
necessary during the year 2000. The second way in which MIS farmers were 
affected by the drought is through a decrease in fodder availability for their 
livestock. Last, but not least, the in-flow of pastoralists to the area in search of 
food and water for themselves and their livestock, put additional strain on the 
normal coping mechanisms used by MIS farmers. 
4.3.3 Food availability: 
4.3.3.1 Food production 
Program efforts aimed at improving food security focused on increased 
household food production. According to the original proposal, this goal would 
have been achieved using two strategies: increasing the quantity of food 
available by increasing landholdings and secondly, by improving yields through 
the adoption of better agricultural practices. MIS achieved the following during 
the period FY1997-2001: 
• Their efforts to improve food production was internationally recognized in 
October 2000, when they received the World Food Day Award from the Food 
and Agricultural Organization (United Nations) for ‘outstanding 
performance in the field of food production’. 
• Grain yields12, especially that of sorghum, has improved consistently 
throughout the life of the project. Sorghum yields per ½ acre have increased 
from 194 in 1998 to 699 kg’s in 2000 and maize yields per ½ acre increased 
from 428 kg’s to 632 kg’s during the same period (Schmidt 2001). Improved 
yields over the project period can be attributed to extension training, the use 
of certified seeds by the farmers, adoption of deep tillage in order to suppress 
nut-grass and improve nutrient utilization by plant roots, use of proper 
spacing which helped with proper weeding and plant growth and the adoption 
of practices to improve soil fertility. 
 
12 Crop cuts were used to standardize grain yields. The methods used during Phase I of the 
project did not provide reliable statistics and were reviewed and standardized in 1999. More 
details about standards and calculation methods can be founding Schmidt 2001. 
 Achievements & Impact 
 
 
 47
 
• Yields per ½ acre, of both sorghum and maize, came very close13 to the 700 
kg’s that would be needed to satisfy 80% of the household’s grain 
requirements14. This happened despite the fact that the drought in the river 
catchment area in the year 2000 made it necessary to do some water 
rationing at the scheme. 
• 15 extension agents and 80 contact farmers have been trained 
• Crop diversification has taken place. People do not only produce more food, 
but they also produce a greater variety of food. The mean number of different 
crops grown per farmer increased from 4 to 6.8. There has been an increase 
in the percentage of households who grow legume and vegetable crops. The 
biggest increases are visible in15 (1998/1999 compared with 2000/2001): cow 
pea (1 to 94%), onions (15 to 53%), green grams (1 to 87%), tomatoes (8 to 
63%) and watermelon (12 to 86%). 
 
 
Picture 4: A MIS staff member with a healthy stand of sorghum. In the year 2000, 
sorghum yields per ½ acre supplied 80% of the annual grain requirements of a 
household consisting of six people. 
 
13 Sorghum yield/1/2 acre in 2000 was 99.8% of the required 700 kg’s and that of maize was 
90.2%. 
14 The original project proposal aimed to increase agricultural production during years of normal 
rainfall to supply 80% of household grain needs by FY2001. 
15 Source of 1999 data :Kamau 1999:15; Source of 2000 data: Schmidt 2001. 
 Achievements & Impact 
 
 
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4.3.3.2 Cereal self sufficiency 
The table below shows that despite the serious drought experienced during the 
year 2000, and the fact that most of the other inhabitants of Turkana district were 
surviving on Relief distributions, most households in the project area were able to 
produce sufficient food to feed their families. Households with the smallest 
landholdings (30% have ½ acre) managed to produce 72% of their household 
grain requirements during the year 2000/2001. 
Table 6: Total grain production per household in the year 2000/2001 
30% hholds with ½ 
acre 
All households 
GRAIN PRODUCTION 
Grain in 
kg’s 
% of total 
needs16
Grain in 
kg’s 
% of total 
needs 
Mean(SD) kg’s produced per 
household 631(72) 72 1210(664) 138 
Source: Schmidt 2001 
4.3.4 Access to food
4.3.4.1 Landownership and security of tenure 
World Vision has made some significant contributions towards improving 
landownership and security of tenure in the project area. The most significant 
contributions were: 
• Total land under irrigation was expanded from 307 to 764 acres 
(exceeded planned total of 614 acres by 150 acres) 
• The minimum plot size per farmer has increased from a ¼ to ½ acre. 
• The number of farmers increased from 1228 to 1528 (No increase in 
farmer numbers was planned in the original project proposal, but 300 
pirates were accommodated during scheme expansion) 
• Total land area allotted to the MWUA by the Turkana County Council 
is 1500 acres. Prior to Phase II, they were using State land by mutual 
agreement, but no official allotment was made. 
• Security of tenure has improved: each farmer has been registered and 
has a Letter of Allotment from the Turkana County Council. This letter 
gives each of them tenancy rights, as the land is still owned by the 
State (before 1997 there was only an agreement between the MWUA 
and the Turkana County Council) 
• The Government has promised that they will investigate the possibility 
of issuing title deeds. This may open the way for increased security of 
tenure for farmers on other similar irrigation schemes. 
• The land distribution has been uneven even before World Vision was 
approached to assist with the scheme rehabilitation and expansion. 
 
16 Unicef/World Food Program standards of 400g of grain per person, per day was used. Thus at 
MIS, with an average household size of six people, annual needs per household is 876 kg’s. 
 Achievements & Impact 
 
 
 49
 
• World Vision did highlight the skew distribution of resources to the 
farmers, but did not actively interfere with land allocation (one of the 
strengths of the project as pointed out in section 3.4). A comparison of 
the landholdings that the surveyed households were using in 1996 
(retrospective) with the land being used at present, yields some 
interesting results. Even though land distribution is still inequitable, 
some progress has been made in reducing inequality. The 
percentage of households with only the minimum land allotment (0.25 
acres in 1996 and 0.5 acres in 2001) has decreased from 55 to 39% 
(Schmidt 2001). 
4.3.4.2 Household income 
Degree of dependence on various income sources for survival 
During Phase II of the project, the land sizes of the farmers were doubled and in 
a few cases trebled. The first harvest from the increased land sizes was 
harvested during the year 2000, resulting in a change in the relative contribution 
that crop production is making towards household food security and survival. 
This change was confirmed by the findings of the household survey (Schmidt 
2001). It showed that there has been a significant shift, not so much in whether a 
source is contributing to household survival, but in the degree to which the 
source contributes. Generally, households depended less on livestock for 
survival than they did before Phase II of the project was started. 
The main changes since 1996 (recall) are: 
• Livestock: the percentage of farmers for whom livestock contributed a lot 
to survival decreased from 51 to 10% 
• Crops: the percentage for whom crops contributed a lot to survival 
increased from 15 to 42% 
• Relief/ free food distributions: the percentage for whom relief contributes 
a lot, decreased from 25% to 3%. This confirms the fact that scheme 
members have become non-eligible and independent of the relief 
distributions taking place in the district. 
Given that the area is prone to livestock raids and internal rustling, the increased 
security provided by crop production as opposed to, being largely dependent on 
livestock can be seen as positive change for the farmers at MIS. 
 
Employment and income generating activities 
Employment opportunities are limited in the area. The main employers are the 
Government/NGO’s (teachers, nurses and extension agents) and owners of 
small shops. The original project proposal suggested that support measures to 
alternative income generating activities should be explored, in order to cushion 
the impact of periods when adverse climatic conditions reduce agricultural 
production (World Vision 1996:12). Even though this was not the focus of World 
Vision’s efforts, there is some evidence that they have made a direct and indirect 
contribution towards the creation of more income generating opportunities in the 
Lokori division. Table 7 summarizes these opportunities: 
 Achievements & Impact 
 
 
 50
 
Table 7: Direct and indirect beneficiaries of income generating initiatives started 
at MIS 
Activity # of Jobs 
created 
Direct 
beneficiaries
Expanded crop production : increased labor 
requirements 17
840 5042 
Privatization of water pumps 22 132 
Women’s group/loans and income from Kiosk and 
jiko sales 
60 360 
Animal traction 10 60 
Employment created by MWUA 5 30 
Private tree nursery started 1 6 
TOTAL 938 5630 
 
The household survey confirmed the fact that local employment opportunities 
increased and diversified during the past 5 years (Schmidt 2001). There has 
been a 14% increase in the percentage of households who have an employed 
family member (from 13% in 1996 to 27% in 2001) and a 10% increase (from 
10% in 1996 to 20% in 2001) in the percentage of households who are involved 
in self-employment activities. Thirty three percent of the households reported that 
they received remittances from friends or relatives who live/work elsewhere 
during the past year. 
Livestock as a source of household income 
Livestock ownership in the community has not changed dramatically since 1996. 
The percentage of households who own goats and sheep have remained the 
same at 84%. There has been a small reduction in the percentage of households 
who keep cattle and donkeys, whilst the percentage of camel owners has 
dropped from 36 to 22 percent (Schmidt 2001). Even though it is difficult to get 
reliable information on herd sizes, it appears as if there has been a slight 
decrease in the number of livestock owned per household during the 
implementation of Phase II. This may be a result of the drought and decreased 
availability of grazing or it could indicate that farmers are voluntarily reducing 
herds, because their alternative source of food/income, namely crop production 
has increased significantly. 
Crop sales as a source of household income 
There has been a significant increase in the percentages of households who get 
an income from the sale of cash crops. The progress in the sale of cash crops 
since the mid-term survey (1999)18, can be summarized as follows: 
Cow peas (1 to 44%); green grams (1% to 40%); tomatoes (8% to 36%) 
Onions (15 to 25%); watermelon (12% to 24%) 
 17 The survey showed that besides normal assistance within the extended family and 
work parties, 55% of the farmers needed to hire additional labor during the past season. 
If we assumed that each of them only hired one person per season, the number of direct 
beneficiaries are 840. 
18 Source of 1999 data (Kamau 1999)- no data on sales is available, percentages quoted 
here are the percentage of framers who grew the crops in 1999 assuming that the 
percentage who sold will be the same or less; Source of 2001 data (Schmidt 2001) 
 Achievements & Impact 
 
 
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4.3.5 Utilization of food
4.3.5.1 Food Consumption 
Achievements since the start of the first Phase include: 
• There has been a significant increase in the percentage of households 
who consume vegetable and fruit crops (Schmidt 2001). The percentage 
of households who consume leafy vegetables at least once a week or 
more often (when in season) increased from 13 to 81%; the percentage 
who consume legumes with the same frequency increased from 10 to 
60% and the percentage who consume fruits has changed from 10 to 
56%. 
• In a survey that was done amongst a sample of 108 mothers in Morulem, 
it was found that 97% said that they have heard about he nutrition 
messages and an average 87% said that they are using the knowledge 
(Otieno 2001). 
• The reduction of post harvest crop losses can significantly improve food 
security levels. Communal grain store completed in FY1998. The store is 
being used for the storage of farmer grain, Maintenance Fee grain and 
Food For Work grain. 
 
4.3.5.3 Health, water and sanitation 
Achievements to date: 
• 38 community health workers have been trained and they have been 
training mothers in the four basic health messages19. 
• The average adoption rate of the four health messages is 91% (Otieno 
2001). No cases of cholera or bilharzias (disease sometimes associated 
with irrigation schemes) have ever been identified. 
• During Phase I & II, a total of 30 pit latrines were constructed at the 
scheme and are functional – this is six more than originally planned. 
• When at the irrigation scheme, 69% use pit latrines 
• In the villages, 17% of households have access to a pit latrine at or close 
to their homes. 
• World Vision rehabilitated the 3 wells sunk during Phase I, and installed 
3 additional wells with hand-pumps as originally planned. 
• Of the 22 wells sunk in the area by various organizations only 14 (64%) 
are operational. In most cases broken handpumps are given as the 
reason for non-functioning (Source: WV 2001). Nine of the operational 
wells (including the six sunk with USAID Title II resources) have been 
privatized under the auspices of the Water Committee, MWUA. 
• Twenty two water pump attendants were trained in the maintenance of 
hand pumps 
 
19 The four health messages are: environmental sanitation and personal hygiene; use of safe 
water supplies; basic disease prevention (diarrhea, malaria and respiratory tract infections); 
immunization of children under 5. 
 Achievements & Impact 
 
 
 52
 
• Most of the households (69%) are using safe water sources at the 
moment and the use of the river as the main source of water has dropped 
from 67% in 1996(recall) to 16% in 2001 (Schmidt 2001). 
• Seventy eight percent of households felt that there has been a change in 
their household water supply since 1996. The change mentioned by most 
of them, is that the water is cleaner (72%), this was followed by the water 
is nearer (59%) and there is more water (52%) (Schmidt 2001). 
 
4.4 Achievements and impact on Knowledge and skills
4.4.1 Farmer literacy levels
Even though there are no specific schooling objectives for Phase II of this 
project, the project management encouraged and promoted farmer literacy and 
education. The World Vision ADP program has helped with the construction of 
classrooms in the area and through its sponsorship program is paying school￾fees for a number of children from Morulem. In the 2001 survey (Schmidt 2001) 
75% of the farmers interviewed said that they have at least one WV sponsored 
child in their household. Between 1998 and March 2001, MIS also employed 
three full-time adult literacy trainers who gave adult literacy training to the 
community at large. All these efforts are reflected in the fact that the percentage 
of farmers who have neither formal education, nor basic literacy skills has 
decreased from 79% in 1994 (Ondolo et al. 1994) to 58% in 2001 (Schmidt 
2001). 
4.4.2 Community resource person training 
The MIS training and extension approach centered around the training of 
community resource persons, who then in turn trained farmers/mothers. The 
table below illustrates the extent to which local capacity was built during the 
period FY1997 to FY2001. 
Table 8: Numbers and kinds of community volunteers and resource persons 
trained by World Vision 
Kind of community resource 
Person 
Total number 
trained20
Community Health Workers 38 
Extension agents 15 
Contact farmers 80 
Conservation agents 10 
Animal traction 10 
TOTAL 153 
 Source: World Vision records 
 20 The nature of the training received by these volunteers is summarized in Chapter Five.
 Achievements & Impact 
 
 
 53
 
The evaluation team interviewed representatives from all these groups and found 
that they appear to have the skills and knowledge to continue without the 
assistance of World Vision. The only area where all groups and resource persons 
need more training is in business management skills. 
4.4.3 Agricultural extension
Ninety Five Percent of the interviewed farmers reported receiving an on farm-visit 
from someone giving agricultural advice in the year preceding the survey. This 
corresponds well with the reported figure of 93% for the 1999 survey (Kogi￾Makau & Mugo 1999:5). In addition to on-farm training by the extension agents 
and Contact farmers, various other activities were aimed at increasing the 
exposure and experience of farmers. These were (Source: WV records): 
• 66(4%) of the farmers were taken to agricultural shows 
• 112(7%) were taken to similar irrigation schemes 
• Since 1999, 10 on-farm demonstrations and 1 general farmer 
demonstration were held per annum 
The adoption rates reported in the household questionnaire survey indicate that 
most of the farmers are using the agricultural practices that they have learnt. 
Most of the improved agricultural practices that were promoted by WV, are used 
by 85% or more of the farmers. The lowest adoption rates were recorded for 
intercropping (67%), the use of animal manure (79%), agro-forestry (81%) and 
the incorporation of crop remains to improve soil fertility (84%). 
4.5 Environmental achievements and impact (also see Appendix D) 
The design of the second phase incorporated several mitigating measures that 
would prevent negative environmental impacts. All of these have been 
implemented by the scheme. Their achievements since 1997 are: 
• The promotion of the planting of multiple use trees to act as windbreaks, 
protect the canal banks and provide wood for fuel and construction. A 
total of 26,294 tree seedlings and 16,829 fruit seedlings were produced 
and distributed in the scheme so far. The average survival rates of the 
trees are high, with 82% for tree seedlings and 80% for fruit trees. 
• 89% of the farmers reported having planted paw-paw trees and 64% have 
planted other general use trees on the scheme. Eleven per cent of the 
farmers also planted some trees close or near their homes. 
• A private tree nursery was started. The owner of the nursery benefited 
from the technical knowledge taught at the scheme. 
• Ten conservation agents have been trained and the community has been 
effectively involved in all the activities. 
• Excess water from the irrigation plots is drained into the two woodlots (a 
total of 4ha) rather than the river. Thus river water quality further 
downstream is not affected by the scheme. 
• Canals are kept weed free and deep enough for continuous water flow. 
• The silt removed from the canals is used to stabilize the canal banks. 
• The community received health education that sensitize them to the 
danger of water borne diseases and the importance of keeping the canals 
weed free to prevent these diseases. 
 Achievements & Impact 
 
 
 54
 
• The yield increases reported in section 4.3 and the absence of white 
crested soils all give an indication that farmers are using proper soil 
management techniques. 
• The only potential negative impact that could be identified at the time of 
the evaluation, was the disposal of non-biodegradable plastic bags by 
means of burial. It was felt that this is not sustainable in the long-run and 
if not properly done can pose a health risk to especially goats in addition 
to the pollution hazard. 
 
Picture 5: Tree seedlings recently (July 2001) transplanted into drainage canals 
in Phase II of the Project. Note how barren the area is.
 
Picture 6: Young trees that were planted a year ago along a drainage canal in 
Phase II 
 Achievements & Impact 
 
 
 55
 
4.6 Non-beneficiaries: their impact on the scheme and the impact of the 
scheme on them
4.6.1 Introduction
As a result of time-constraints, it was not possible to do a household 
questionnaire survey amongst non-participants. However, the evaluation team 
did interview two groups of non-participants. The one group consisted of nine 
people and the other of ten. The vast majority (84%) of the non-participants came 
to Morulem between 4 and 5 years ago. The remaining sixteen percent arrived 
during the past two years. Most came because of ‘hunger’ and/or because they 
were left destitute as a result of livestock raids. 
They all said that they chose to come to Morulem because they heard that there 
is enough food and that there are some employment opportunities. Most of them 
do not have livestock at the moment. Their main means of survival are: 
• Burning and sale of charcoal 
• Collection and sale of building materials 
• Provision of casual labor both on-farm and as domestic servants 
• Collection and sale of firewood 
• Food donations from farmers on the scheme 
• If there is enough rain, they plant some crops (dryland) along the river 
margins 
4.6.2 Effects of the scheme on non-participants
When they were asked how they are affected by the scheme, they were all 
positive, saying that the scheme has brought many benefits to them. The benefits 
listed by the two groups were: 
• There is enough food in the area (they receive donations from farmers 
and sometimes buy/barter). 
• They are able to get jobs from scheme farmers. They either do domestic 
work or help with farm work. For land preparation, they receive Ksh 30 
(0.39 US$) per basin, for weeding Ksh 20 (0.26 US$) /basin and 5-10 
head of sorghum for harvesting. 
• They can use the Posho mill. 
• The community pharmacy is not only for the scheme farmers, but also for 
the non-members. 
• They benefit from the adult literacy training that was given at the scheme. 
Some of the participating farmer groups were also asked what the potential 
scheme benefits for non-participants are. They identified most of the above 
benefits, but also added that they allow non-scheme members to cut the crop 
residues on their fields to use as livestock fodder or for resale. Some have to pay 
for the residues, while others are allowed to cut for free. 
 Achievements & Impact 
 
 
 56
 
4.6.3 Effects of the non-participants on the scheme
The participants identified a few positive and negative effects that the non￾scheme members may have on the scheme: 
• They provide labor 
• Some break/damage the fences to let their animals graze in the scheme 
• Some break/damage the fences to extend the canals and use pirated 
water for their fields 
• MIS farmers have to provide them with food, as part of their extended 
family obligations 
• The influx of outsiders has increased problems with theft of livestock, 
crops and other goods 
 Sustainability 
 
 
 
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CHAPTER 5: SUSTAINABILITY 
5.1 Introduction 
One of the key objectives of Phase II of the project was to develop and 
strengthen the capacity of the MIS farmers to run and manage the irrigation 
scheme. This would have been done in such a manner that the irrigation scheme 
would continue to function effectively after World Vision’s withdrawal. 
The evaluation team looked at the sustainability of the project from four 
perspectives. These perspectives are: 
• Institutional sustainability 
• Environmental sustainability 
• Infrastructural sustainability 
• Financial sustainability 
5.2 Institutional sustainability 
5.2.1 Lessons learned
• The main institution that is responsible for the day to day running and 
implementation of scheme by-laws and water scheduling, is the block 
committee. WV ensured their success by building on the existing social 
organization and cultural practices. When the farmers allocated plots, WV 
encouraged the idea that relatives should share a block. Thus, social 
mechanisms already used by the extended family to regulate and control 
behavior, are harnessed at block level to regulate and enforce the 
scheme by-laws. 
• The farmers developed the scheme by-laws, determined the fines for their 
transgression and the system that will be used to enforce them. As a 
result, compliance is high and the possibility that it will continue after 
World Vision has left is good. 
• By encouraging the inclusion of a maximum period of two years in any 
one position of leadership and by supporting the development of a wide 
variety of local organizations, WV has succeeded in exposing a large 
number of farmers to positions of leadership and management and also 
provided them with training. 
• World Vision encouraged the farmers to develop a system whereby 
leaders are elected on merit and leadership rather than on gender and as 
a result the gender distribution of the block foremen and SMC is exactly 
50:50, which is quite close to the actual gender distribution within the 
scheme. 
• There was some concern about the ability of the SMC to manage so 
many block and functional committees. However, it appears as if the 
appointment of three permanent staff members (all local community 
members, talented and well suited to their jobs), will go a long way in 
overcoming this possible weakness. 
 Sustainability 
 
 
 
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5.2.2 Recommendations
• Even though business management skills formed part of the training 
program that was followed by World Vision, many committees, especially 
the SMC need further strengthening in this area. 
5.2.3 Approach towards institutional sustainability 
In the original project proposal, it was acknowledged that the single most 
important factor that will determine the sustainability of MIS, will be the capacity 
of member farmers to run the scheme. Compliance to scheme by-laws, payment 
of maintenance fees and the strengthening of the institutional capacity of the 
various organizations active in the scheme, are just some of the ways in which 
sustainability was to be ensured. Most of the routine scheme maintenance during 
Phase II, was organized and done on a voluntary basis by the farmers. Food for 
Work was only used for the opening up and development of new canals. 
The focus of WV’s institution building efforts was on the training and facilitation of 
group formation and development. They encouraged the MWUA to hold regular 
elections and advised them to restrict the maximum term that any farmer can 
hold a specific position of leadership to two terms of one year each. This was 
done to encourage as many people as possible to become involved in the 
management of the scheme and develop leadership skills. During Phase II, a lot 
of attention was also given to the strengthening of existing groups and the 
establishment of new groups e.g. environmental committee, water pump 
committee and the Posho mill committee. Since 1996, the percentage of farmers 
who are committee members, has increased from 8 to 29%. Presently, 17% of 
the farmers are office bearers in some or other committee (Schmidt 2001). 
The general philosophy that WV used, was to let the farmers make their 
decisions themselves, even on controversial issues such as land allocation. One 
of the aspects that WV introduced in order to increase the sustainability of the 
scheme, was to build on existing cultural practices. When the redesign of Phase I 
was complete, the farmers were encouraged to allocate land in such a manner 
that relatives become neighbors within a block. This arrangement ensured that if 
someone had to go away, one of his/her other relatives could be responsible for 
the absentee’s, communal irrigation responsibilities and could take care of their 
fields without significant additional effort. Thus, traditional practices of providing 
support to each other, within the extended family network, are harnessed to 
improve the functioning of the scheme. An additional benefit is that most people 
on a block are related and that disciplinary action related to the transgression of 
scheme by-laws can in many cases be resolved by relatives. 
5.2.4 MWUA institutional structure 
The management structure of the MWUA is depicted in figure 4. It shows that all 
farmers are represented via democratically elected block committees. 
Representatives from these block committees form the scheme management 
committee, who in turn elect a scheme executive committee. The figure is 
followed by a table which shows the function of each committee and the training 
they received. 
 Sustainability 
 
 
 
 59
 
Figure 3: Morulem Water Users Association Management Structure 
Table 9:Role and functions of the SEC, MSMC, BC 
Name of 
the 
committee 
Date 
esta￾blished 
# of 
memb
ers 
Fre￾quency of 
meetings 
Frequency 
of election 
Main functions Training received 
Scheme 
executive 
committee 
1994 6 Once per 
week 
Every two 
years 
Overall management of the 
scheme 
Trained on roles and 
financial management 
Record keeping and 
leadership skills 
Asset management 
Morulem 
Scheme 
manage￾ment 
committee 
1979 78 Once per 
month 
Every two 
years 
Represent the farmers (2 per 
secondary canal: 1 foreman 
and 1 committee) 
Water control /scheduling 
Mobilize farmers for communal 
work 
Report to block committee any 
defaults 
Leadership, record-keeping, 
water management, 
conveyance system 
Block 
committee 
1998 10 (2 
per 
block) 
When 
needed 
Every two 
years 
Overall management of block 
activities 
Water control 
Enforce rules and regulations 
Link between the executive and 
scheme management 
Reports any problems to 
scheme executive 
Trained on their roles, 
record-keeping, water 
management, leadership, 
formation of by-laws 
SCHEME EXECUTIVE 
COMMITTEE 
FUNCTIONAL 
COMMITTEES 
e.g. Health & 
sanitation, etc. 
EX-OFFICIAL 
MEMBERS 
SCHEME MANAGEMENT 
COMMITTEE 
BLOCK1 
COMMITTEE
BLOCK2 
COMMITTEE 
BLOCK3 
COMMITTEE
BLOCK4 
COMMITTEE 
BLOCK5 
COMMITTEE
BLOCK1 
FARMERS 
N=297 
BLOCK2 
FARMERS 
N=373 
BLOCK3 
FARMERS 
N=431
BLOCK4 
FARMERS 
N=304 
BLOCK5 
FARMERS 
N=123 
PAID STAFF: 
COORDINATOR 
ADMIN. SECRET. 
STOCKKEEPER 
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The evaluation team interviewed the scheme executive committee and found that 
the members knew their roles and responsibilities well. There was no indication 
that they would be unable to continue functioning after the departure of World 
Vision. However, there is some evidence that the committee needs some more 
assistance with business management skills. The pricing of for example the 
rental of hand-pumps, demonstration plots and the training hall seems to have 
been done without due consideration of all the factors at play. 
5.2.4 Functioning of block committees, water regulation and scheme by-laws
In terms of the general running of the irrigation scheme and the enforcement of 
scheme bylaws, the ability of the block committees and the SMC to control the 
situation has improved significantly. During the final evaluation of Phase I, some 
problems in regard of water supply and scheduling were identified. Some of 
these problems included (Ondolo 1994:44): 
• Leaving inlet gates open overnight, leading to flooding of plots 
• Collapse of some embankments 
• Problems with irrigation water scheduling 
In 1994, farmers were asked to assess the situation on the scheme in terms of 
water management. At the time, 43% felt that the situation was the same as 
before Phase I started, 40% felt that it was better and 17% said that it was worse 
(Ondolo 1994:44). Since then, the situation has improved dramatically, as shown 
in Graph 4 (Schmidt 2001). The percentage of farmers who get enough water 
when needed, increased from 11% in 1996 (recall) to 86% in 2001. 
Graph 1: Farmer perceptions about the amount of water they get when scheduled to get 
water
 
1 3 11
67 86
10 20
1
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
1996 2001
% of farmers
Always problems
Sometimes problems
Enough when needed
No opinion
 
The fact that the vast majority of farmers (86%) feel that they get enough water, 
when scheduled to get water, is a good reflection of the level of functioning of the 
block committees. The last 2 years had below average rainfall (in Lokori and the 
river catchment area), and some water rationing had to be applied on a demand 
basis. The overall positive response in the survey shows an improvement in 
water management, despite the more complicated scheduling requirements 
 Sustainability 
 
 
 
 61
 
during times of water rationing. Progress has been made on the level of an 
increased understanding for the need to regulate water supply. At present, the 
vast majority of the farmers (95%) rate the performance of the Block Committees 
(irrigation water scheduling) as good or excellent. When these same farmers 
(based on recall) rate the IWC’s functioning before Phase II started, only 21% 
could rate their performance as good or excellent (Schmidt 2001). These findings 
are confirmed by the statistics on income from fines. These statistics show that in 
2000/2001, no farmer has been fined for water related offences. In contrast to 
this, flooding offences earned the MWUA Ksh1705 (21.86 US$) in 1999/2000 
(MWUA Secretary, 2001). 
 
Another indicator of the success of the institutional structures at MIS, is the 
degree of compliance and enforcement of by-laws. First of all, the by-laws and 
fines were developed by the farmers themselves – thus not only do they know 
the by-laws, but they also know the consequences of not adhering to them. 
When considering data on the fines levied at the scheme it becomes clear that 
laws are rarely violated. 21The by-law most frequently transgressed is the one 
prohibiting animals from entering the scheme. During the year 2000/01 the 
MWUA earned, Ksh 1050 (13.46 US$) (21 cows) from the owners of impounded 
cows, Ksh 5910 (75.77 US$) (197 goats) from the owners of impounded goats 
and Ksh 500 (6.41 US$) (10 donkeys) from the owners of impounded donkeys. 
The only other by-law that needed to be enforced via fines, was the refusal to 
assist with the desilting of the canals for which one farmer was fined Ksh 300 
(3.85 US$). The amount of income from livestock related offences nearly 
quadrupled since 1999/2000. The total received for livestock related offences at 
the time was Ksh 1782 (22.85 US$) as opposed to Ksh 7460 (95.64 US$) in 
2000/2001. According to the farmers this is one of the consequences of the 
severe drought in the area, which has left little, if any grazing for the animals 
(MWUA Secretary 2001). 
5.2.5 Functional committees 
Various functional committees were formed by the MWUA and farmers. These 
include: the women’s group, health and sanitation committee, environmental 
committee, Water Committee, Posho mill committee, Animal Traction committee 
and the assets committee. More details on these committees and their functions 
are supplied in Table 2 in Appendix C. The evaluation team found that all the 
functional committees are functioning independently and participated in a variety 
of training courses offered by WV and other institutions. However, some are not 
a strong as others and there are certain aspects, especially those related to 
business management skills that need further attention. 
5.2.6 Gender and leadership
Initially, scheme management was dominated by men in leadership positions. In 
order to make the committees more representative of the farmer gender 
distribution (67% women), WV encouraged the farmers to select leaders based 
on their leadership qualities, abilities and literacy level, rather than on their 
 
21 Fines levied give a good indication of transgressions, because most rule violations are detected 
by the block committees and fined. 
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 62
 
gender. At the moment the ratio men:women amongst the block foremen and the 
SMC is exactly 50:50. According to MIS staff, the general attitude towards 
women in Turkana is very positive. This is encapsulated in a comment made by 
the chairman of the SEC when he said : ‘ women are the front and center of 
development’. 
5.3 Environmental sustainability
5.3.1 Lessons learned
• WV involved the farmers at all stages of planning and implementation – 
this participatory approach is the key to the future environmental 
sustainability of this project. 
• The high degree of sensitivity towards environmental issues is the result 
of appropriate and persistent training 
• The Conservation committee members have been empowered to monitor 
aspects such as tree survival rates. Monitoring and the use of monitoring 
information are important contributors towards environmental 
sustainability. 
5.3.2 Recommendations
• It will be important that mechanisms be put in place (before WV leaves) 
that will ensure that the soil fertility and salinity be checked every five 
years. The Ministry of Agriculture provides this service at low cost. 
• Pest monitoring, during all stages of production including storage, should 
be built into the farm monitoring systems of the extension agents. 
Integrated Pest Management techniques should be applied where 
necessary. 
5.3.3 Discussion
The environmental sustainability of this project has been greatly enhanced by 
the involvement of the farmers from the very beginning. The conservation 
committee was trained and has all the technical knowledge necessary to 
collect/select seeds from mature trees in the area; grow and care for seedlings; 
organize and monitor the transplantation of tree seedlings; monitor the survival 
rates of the trees and control tree cutting. 
At the moment the sedentary community have access to sufficient dead wood 
along the river bank – so there is no need for the cutting of live trees. It is also 
expected that by the time population pressures are such that dead wood 
supplies are no longer sufficient, the two new woodlots that were established (4 
acres) will help to preserve the natural tree cover by supplying firewood. 
The project also successfully promoted the use of energy saving ‘jiko’/stoves. It 
is expected that the demand and use of these stoves will continue to grow and 
will continue to make a contribution towards the conservation of trees. 
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The quality of river water for downstream users is being protected by the fact 
that drain water is not pumped back into the river. Excess drain water is being 
used for the woodlots. Waste management of silt deposits is adequate although 
the evaluation team is concerned about the long-term sustainability of burying 
the black non-biodegradable plastic bags in which the tree seedlings are 
planted. 
The sustainability of the project from an environmental point of view, largely 
depends on the ability of farmers to maintain and improve soil fertility levels and 
prevent salt accumulation. There are no salinity problems at the moment, nor is 
there evidence of nutrient depletion (yields are increasing even under adverse 
irrigation water conditions). The farmers have been taught a variety of 
appropriate and sustainable measures to maintain and improve soil fertility22. All 
indications are there, that they are aware of the potential problems that may 
develop if they do not care for the soil. 
At the moment no chemicals are used in the communal store and there is no 
evidence of pest build-up. The store is kept clean and well-ventilated. However, 
there is a very real possibility that weevil populations may increase as time 
goes on and may start to pose a serious threat to the stored crops. Some 
precautionary measures such as crop dusting may be necessary. 
5.4 Infrastructural sustainability
5.4.1 Lessons learned and recommendations
• In designing the irrigation infrastructure WV included various features that 
will reduce the siltation problem, reduce the labor needed to maintain and 
clean the irrigation system and increase the long-term sustainability of the 
scheme. This can be replicated in other schemes. 
• The engineer trained local persons on masonry skills and irrigation 
technology and they are now able to construct structures and canals with 
little supervision. 
5.4.2 Recommendations
• The transfer of buildings and wells to the SMC is largely complete. The 
SMC has started to implement mechanisms to earn income from these 
structures, but they have not developed a maintenance plan for the 
buildings. The team suggests that World Vision assist the SMC with this 
before withdrawal. 
• The team recommends that WV make sure that all assets are in a good 
condition/good working order before hand-over. 
 
22 The water from the Kerio river always has a silt load, because it is a seasonal river and flows 
over quite steep terrain. In the process, it washes top soil in its path. While no analysis has been 
done to determine the nutrient load of the water, it can be reasonably argued that the muddy 
water deposits essential nutrients on farmer’s plots, thus contributing to the maintenance and 
improvement of soil fertility. 
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 64
 
• The business management skills of the SMC and Asset Committee, in 
relation to the management and determination of the rental rates of 
buildings and wells, needs further strengthening. 
5.4.3 Irrigation infrastructure 
A total of 764 acres of irrigation infrastructure was rehabilitated and developed 
during Phase I and II of this project. One of the problems the project faced, 
before the start of WV involvement in 1992, was the high degree of canal siltation 
and the amount of work needed to keep them clear. One of the contributory 
factors to this problem was the site selected for the main intake from the river. 
The fact that it was located on a bend in the river and on an unstable part of the 
riverbank, increased the amount of silt that was let into the system (MOA 
1998:6). World Vision constructed a new intake approximately 800 upstream 
from the original inlet, at a section of the river that is straight and has more stable 
banks. They also modified the general design of the system in various ways to 
reduce the need for maintenance and increase the sustainability of the system. 
Figure 4: Design modifications made to division boxes to reduce siltation and 
maintenance work 
ORIGINAL CONSTRUCTION PRESENT CONSTRUCTION: 
 GATES & DROP STRUCTURES 
 Direction of Waterflow 
The most important modifications that were made to ensure sustainability, were: 
• The inlet has a settling basin and back-flushing mechanism to reduce the 
amount of silt that enters the system. 
• Division boxes were constructed to eliminate the need for farmers to 
block the canals with soil in order to divert water into their basins. 
• Every division box was equipped with a drop structure. This allows the 
sediment to settle at various points so that less silt is carried as the water 
progresses along the canals. When clearing takes place – it only needs 
to be done at specific points, rather than at the whole length of the canal. 
Drop 
structures
Control 
gate
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 65
 
• Irrigation practices were modified so that irrigation starts at the end 
secondary canals and then move backwards towards the tertiary canals. 
This not only reduces the amount of seepage and losses, but also 
increases the effectiveness of water distribution. 
• Lockable gates reduce tampering with the gates and canal scouring as a 
result of unregulated water flow.
When World Vision started to work in the area, there were no people with 
masonry skills. The engineer trained local people to construct the irrigation 
diversion boxes, canals and even buildings. Their presence will add to the ability 
of MWUA to maintain and repair existing infrastructure. 
 
Picture 7: Original intake constructed in the late 1970’s 
 
Picture 8: New intake constructed during Phase II (FY 1997-FY2001). 
Sustainability features include a settling-basin and back-flush mechanism to 
reduce siltation and maintenance work 
 Sustainability 
 
 
 
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5.4.3 Other scheme infrastructure
During the life of the project, a variety of buildings and other infrastructure were 
developed. Most of these were handed over to the SMC during FY2001. Others, 
such as for example the office building, will only be handed over at the end of 
Phase II. Table 10 summarizes the non-irrigation infrastructure that was 
developed during the life of the project. 
Table 10: Non-irrigation infrastructure developed throughout Phase I and II and 
dates when handover took place 
INFRASTRUCTURE QUANTITY 
WHEN HANDED 
OVER TO SMC REMARKS 
Water wells 9 in total 
3 in Phase I 
3 in Phase II 
3 constructed by 
TRP 
2000 
Operated by 21 
pump attendants on 
behalf of MWUA 
Demonstration plots 3 April 2000 Leased to Manor 
House trained 
farmers/extension 
agents 
VIP latrines 30 in total 
12 in Phase I 
18 in Phase II 
Phase I – 1999 
Phase II – April 
2001 
Health and 
sanitation 
committee 
manages it with the 
CHW’s 
Stores and tools 1 tool store with a 
variety of tools 
April 2001 Hand tools (spades, 
jembes, buckets, 
basins) given to 
farmers, balance is 
kept in store bank 
Agroforestry nursery 1 with assorted 
tools 
April 2001 Conservation 
committee is 
managing 
Training Hall 1 equipped with 
solar energy and 
furniture 
May 2001 Asset committee is 
managing it on 
behalf of MWUA 
Community Pharmacy 1 equipped with 
furniture and 
stocked with 
essential drugs 
April 2001 Health committee 
oversees operation 
on behalf of MWUA 
Grainbank store 1 equipped with 
measuring scale 
2000 Operated by 
MWUA 
Office building 1 September 2001 This will be rented 
by the MWUA to 
the Lokubae DAP 
WV staff 
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The evaluation team found that: 
• An asset committee was elected by the MWUA in March 2001. Their main 
responsibility will be to take care of the assets when WV is not there 
anymore. 
• The SMC (through the Asset Committee) already have mechanisms in 
place to maximize benefits from these buildings, demonstration plots etc. 
through rentals to farmers, committees and outsiders. The SEC 
expressed the intention to use the income from these rentals for the 
maintenance of the non-irrigation infrastructure. 
• There appears to be some problems with the way in which rental prices 
have been developed and the team felt that the business skills of the 
SMC needs further sharpening. 
• The Asset Committee has no maintenance plan in place. 
5.5 Financial sustainability
5.5.1 Lessons learned and recommendations
• A comparison between scheme income and expenditure indicates that 
the scheme is financially viable 
• The main source of income, namely maintenance fee payments, is well 
regulated and compliance is high. This trend is likely to continue beyond 
the withdrawal of WV. 
• The marketing of grain paid in kind is a problem. Finding a solution will be 
important to ensure their financial sustainability. 
• The fact that WV advised the MWUA to involve the District Cooperative 
Officer in audits and budgeting was a good idea as he can continue to 
provide this kind of support after WV’s withdrawal. 
5.5.2 Recommendations
• Before withdrawal WV should actively look at ways to facilitate the 
problems related to grain marketing, linking potential buyers with MWUA. 
5.5.2 General
Since the beginning of FY2001, WV has dramatically reduced its involvement in 
the budgeting process. WV also advised MWUA to commission official audits of 
their books, before the bi-annual elections of officials. The first audit was carried 
out during the first half of 2001by the District Cooperative Auditor (DCA)23. He 
identified a few small problems, but basically concluded that the books are in 
good order. In addition to doing the audit, the DCA also assisted MWUA with the 
budgeting process for the year 2001/2002. 
 23 The DCA works in the Ministry of Cooperatives that resorts under the ministry of 
Agriculture and is based in the Turkana district. 
 Sustainability 
 
 
 
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5.5.3 Actual and expected income
11 summarizes the actual income and expected income of the MWUA for the 
years 2000/2001 and 2001/2002. Since the budget for 2001/2002 was drawn up, 
several changes have occurred: 
• Rental of demonstration plots: Has been reduced from Ksh 5000 (64.10 
US$) per plot to Ksh 3000 (38.46 US$) per plot as a result of complaints 
by the Extension Agents: thus expected income reduced from Ksh 
15,000(192.31 US$) to Ksh 9,000(115.39 US$). 
• The present WV office building will be handed over to MWUA in 
September 2001. The office will then be rented by WV for the 
implementation of another irrigation project downstream (if project is 
officially approved). This will provide a rental income of between Ksh 
40,000 (5112.82 US$) and Ksh 60,000 (769.24 US$). 
• The privatized hand pump system is not operating as planned/expected 
and there still is a lot of confusion about expected roles and 
responsibilities. It is possible that this expected income may not be 
completely realized. Neither the farmers are paying their Ksh 50 per 
month to the attendants, nor are the attendants paying their Ksh 300 to 
MWUA. 
 Table 11: MWUA actual income and expected income for 2000/2001 and 2001/2002 
Actual Expected* 
ITEMS 2000/2001 2001/2002 COMMENTS 
Demonstration plot fee 0 15,000 
Rental paid by extension agents for 3 
demonstration plots in 2000/2001 these 
plots were not yet their property 
Maintenance fee 
1 330,664 1 528,000 2000/2001:Ksh 615 per 1/2 acre 
2001/2002:Ksh1000 per1/2 acre: 
assuming that all farmers pay 
Receipt form debtors 0 34,000 
Donations 180,000 100,000 UNDP or other organizations 
Fines 7,627 4,000 
Receipts from water 2,823 42,000 Supply on commercial basis 
Training hall 0 8,000 2000/2001: not yet the property of 
MWUA 
Posho mill 0 152,000 Ran at a loss in 2000/2001 
Tree nursery 7,617 54,000 New conservation levy of Ksh 30 per 
farmer introduced for 2001/2002 
Community Pharmacy 0 306,600 
Miscellaneous income 0 4,000 Hire of farm implements: initiative 
started in 2001 
Bank interest 21,179 20,000 
TOTAL 1 549,910 2 267,600 
Adjusted expected income 
(see notes below) 
- 
2301,600 
*Source: Official MWUA budget. Their financial is from April 1 to March 30. 
Sixty six percent of the expected income of the MWUA will be derived from the 
maintenance fee. Other sources include fines, hand-pumps etc. The evaluation 
team found that the MWUA has sound mechanisms in place to ensure that 
farmers pay the maintenance fee. Non-payment is usually dealt with by the block 
committees. If a farmer still refuses to pay, the matter is referred to the SEC. 
They then evaluate the situation of a specific farmer. If they find that the farmer 
 Sustainability 
 
 
 
 69
 
could not pay the whole fee (most defaulters pay at least part of the fee), the 
farmer may be exonerated on humanitarian grounds. However, in cases where it 
is clear that the farmer has the ability to pay, he/she can be denied the right to 
continue farming until the fee has been paid. At present, farmers are expected to 
pay Ksh1000 (12.82 US$) per annum per ½ acre land. Those who want to, can 
pay in the form of grain. The grain equivalent of the maintenance fee is 50 kg’s of 
maize or 30kg’s of sorghum. According to the minutes of the AGM of the MWUA 
(March 2001) maintenance fee non-payment rates have increased slightly during 
the past three years. Non-payment rates of maintenance fees are very low. In 
1998/1999 only 2% of the farmers did not pay while 7% did not pay in 1999/2000. 
Payments for 2000/2001 are still not complete. To date 76% of the farmers have 
paid fully, while most of the remainder have paid in part. The deadline for final 
payments for the past year is October 2001. 
Initially, the MWUA found it difficult to convince farmers about the need for a 
maintenance fee. MWUA and MIS staff spent a considerable amount of time 
explaining to the farmers how non-payment will affect their ability to sustain the 
irrigation scheme in the long run. At the time of the survey, 97% of the farmers 
thought that it is necessary to pay maintenance fees. Fifty five percent of those 
who considered the charge as necessary, said that they have no problem with 
the amount charged. Thirty nine percent think that the fee is too high and 5% 
said that it is too low. As explained in Chapter Three in the section about 
marketing, the maintenance fee paid in kind, continues to be a problem, as there 
are not enough local buyers. WV is looking at ways of assisting the farmers to 
establish links with possible buyers in Lodwar and elsewhere. 
5.5.4 Actual and expected expenditure 
 Table 12: MWUA actual and expected expenditure for 2000/2001 and 2001/2002 
Actual @ Expected* 
ITEMS 2000/2001 2001/2002 COMMENTS 
Casual laborers 4,720 80,000 
Repair/maintenance 92,696 132,000 
Stationary 1,660 4,000 
Shows/field days - 47,000 
Gunny bags - 15,000 
Purchase of seeds 2000 360,000 
Transport 300 120,000 
Committee travel/subsidies 12,394 21,000 
Salaries/wages 52,450 468,000 Waterguards, coordinator, stock 
controller, secretary etc. 
Seminars/workshops 0 60,000 
Adult education 0 70,000 
AGM expenses 0 50,000 
Audit fees 0 30,000 
Fuel (posho mill) 2,000 0 
Photocopies 235 570 
Bank charges 3,060 4,600 
Miscellaneous expenses 2,272 60,320 
TOTAL 173,487 1 522,490 
*Source: Official MWUA budget. 
@ Expenditure in 2000/2001 is significantly lower than in the budget for 2001/2002 because a lot of 
these costs have been carried by WV 
 References 
 
 
 70
 
CHAPTER 7: REFERENCES 
ADP 2000 Lokori Area Development Program; Annual 
 Narrative Report. WVK: Nairobi. 
Breldan Consultants 1999 Market survey and feasibility study: WVK: Nairobi. 
Crop cuts 1997 Crop cut estimates for the 1997/1998 harvest. 
 WVK:Nairobi. 
Crop cuts 1998 Crop cut estimates for the 1998/1999 harvest. 
WVK:Nairobi. 
Crop cuts 1999 Crop cut estimates for the 1999/2000 harvest. 
 WVK:Nairobi. 
Crop cuts 2000 Crop cut estimates for the 2000/2001 harvest. 
 WVK:Nairobi. 
Kamau, P.C. 1999 Analysis Report for Morulem Irrigation Scheme 
 Performance Indicators. WVK: Nairobi. 
Kogi-Makau, W. & Mugo J. 1999 Morulem Household Survey: data analysis and 
 tabulation 
MPND 1997 Turkana district development plan; 1997-2001. 
 Office of the President. 
MOA 1998 Sedimentation and Siltation study. Irrigation and 
drainage Branch, Ministry of Agriculture. Provincial 
Irrigation Unit, Rift Valley Province. 
Muya,E.M. & G.N. Gachini 2000 Irrigation suitability and potential of soils of 
Morulem 
 Irrigation Scheme, Lokori Division, Turkana district. 
MWUA 2000 Annual General Meeting and annual elections for 
 2000. MWUA: Morulem. 
Ondolo H.O., Gichuki F.N., 1994 Morulem Irrigation Scheme, Final Evaluation 
Kojino B. Report. WVK: Nairobi. 
Ondolo H.O., Asawo L., 1999 Morulem Irrigation Scheme, Phase II, Mid-term 
Kojino B. Evaluation Report. WVK: Nairobi. 
PRA 2000 PRA Lokori Area Development Program. ETC East 
 Africa. WVK: Nairobi. 
 References 
 
 
 71
 
PRA 2001 Research Consultancy Services. Part of the 
 Household questionnaire survey process. Findings 
 integrated into this report. 
World Vision 1996 Morrulem Irrigation Scheme, P.L. 480 Title II 
 Development Activity Proposal; FY 1997-FY2000; 
 WVK: Nairobi. 
World Vision 1999 Attachment 3; Nutritional monitoring in Morulem 
 Irrigation Scheme. WVK: Nairobi. 
World Vision 2000 Annual Results report for FY 2000. WVK: Nairobi. 
World Vision 2001 Statistical tables compiled by MIS staff members; 
 July 2001. WVK: Nairobi. 
 Appendix A 
 
 
 72
 
APPENDIX A 
TERMS OF REFERENCE 
 Appendix A 
 
 
 73
 
Final Evaluation of the Morulem Irrigation scheme 
Terms of Reference 
World Vision Kenya/USAID 
1. Background 
The original Morulem Irrigation Scheme was started in 1979 by the Morulem residents, with 
assistance from the African Inland church. By 1990, the scheme came near collapse due to 
shortcomings in the initial design, ineffective scheme management, lack of technical know-how 
and declining soil fertility. The community approached World Vision for assistance in 1990. This 
assistance was formalized in 1992, when the first monetized Title II proceeds were awarded to the 
program. Initial activities focused on the rehabilitation and expansion of the irrigation scheme and 
technical assistance. Subsequent activities included the introduction of a privately funded child 
sponsorship program. 
The most recent program period, which will be the subject of the present evaluation, was approved 
for FY97 to FY2001. The key objectives for this period revolved around increasing household 
food security and institutionalizing the processes needed for the scheme to be self-sustaining over 
the long-term. This was to be achieved through: 
• Expansion of the area under cultivation from 307 to 614 acres in order to double the land 
area allocated to each of the 1228 participating households. 
• Technical assistance in the areas of water management, agricultural production, 
marketing, household nutrition and water and sanitation. 
• Strengthening the scheme institutions and management. 
A mid-term evaluation was conducted in 1999 to assess the progress of the project. The main 
recommendations of the mid-term evaluation were: 
• To start with on-farm research to identify more suitable crop varieties 
• To accelerate the engineering activities to complete Phase II 
• To standardize the procedures to measure crop cuts and to measure water flows using 
flumes/gauging station 
• To train the scheme management committee in a variety of aspects 
• To expand the income generating activities and appoint a business 
development/marketing specialist 
• To conduct a survey to quantify the level of knowledge of mothers about 
 health and nutrition 
• To sink three planned wells and rehabilitate the broken well (phase 1) 
• To put mechanisms in place to ensure follow-up and implementation of 
 decisions taken. 
• To identify community counterparts to WV staff and assign responsibilities 
• To involve stakeholders such as the ministries of health and agriculture in 
 order to ensure continuity beyond the project period 
• To hold consultative meetings between stakeholders to provide a forum for 
 continued capacity building 
• To adopt exit mechanisms which could be carried out systematically 
The general objective of the final project evaluation will be to determine to what extent the 
original program goals and objectives have been achieved. It will also be important to identify best 
practices and lessons learned in order to improve the design, planning and implementation of 
future programs. The evaluation team will consist of nine members: One from WVUS, one from 
USAID, two from WVK, one external consultant, three Kenyan based external consultants and a 
representative of the Morrulem Irrigation Scheme. 
 Appendix A 
 
 
 74
 
2. Objectives of the program 
The focus of the evaluation will be on measuring the extent to which the initial objectives of the 
program have been met. These objectives are: 
Objective one: 
To increase agricultural production to achieve adequate household level grain 
production during years of normal rainfall to supply 80% of household food grain needs. 
Specific interventions aimed at achieving this objective:
 
4. Increase diffusion and adoption of improved agricultural practices through: farmer 
training, demonstrations, on-farm visits, farmer field days, visits to other irrigation 
schemes, distribution of extension packages and messages to farmers and collaboration 
with research institutions. 
5. Strengthen scheme management and maintenance institutions in the following skills: 
accounting record-keeping and enforcement of water by-laws. 
6. Ensure that all FY97-2001 MIS activities are compliant with USAID environmental 
procedures. This is done through collaboration with their agencies; establishment of 
community wood-lots and planting of tree and fruit tree seedlings; conducting of training 
sessions; facilitating and promoting activities that would enhance the survival of tree/fruit 
seedlings; Environmental Conservation Committee. 
Objective two: 
To ensure that all households have sufficient land resources and yields to ensure 
adequate access to food for household needs. 
Specific interventions aimed at achieving this objective:
1. Train and mobilize farmers to start with income generating activities 
Objective three: 
To maximize effective utilization of food among Morulem households. 
Specific interventions aimed at achieving this objective:
4. Training on and demonstration of four key nutritional messages 
5. Improve access to clean drinking water 
6. Promoting improved agricultural storage 
Objective four: 
To enhance management and maintenance of scheme assets and activities by the 
beneficiaries. 
Specific interventions aimed at achieving this objective:
4. Farmers are participating actively in project implementation, project review and planning 
sessions, surveys and meetings. 
5. Provision of on-going technical support to staff and farmers groups 
6. Promote networking between project, other NGOS’ and Government departments. 
3. Objectives of the final evaluation 
3.1 Program design 
The program design will be evaluated in terms of: 
• The appropriateness of the activities in terms of addressing the original problems and needs 
in the community 
• The appropriateness of the monitoring and evaluation system 
 Appendix A 
 
 
 75
 
• The program’s ability to maximize participation and sustainability 
• Appropriateness of overall annual targets, staff plan information systems, remuneration 
packages and budgets 
3.2 Program implementation 
• Strategies used to accomplish the planned activities 
• Identification of the ways in which strategies had to be modified as a result of experience 
gained in the field. 
• The suitability of the staffing and organizational structure to the demands of implementation 
• An analysis of the DAP’S integration and linkages with the Lokori ADP. 
• The degree and effectiveness of coordination and cooperation with appropriate Government 
Departments and officials 
3.3 Quality, outcome and sustainability of specific outcomes 
• Degree to which stated objectives and intermediate results have been met 
• Effectiveness of Community mobilization, participation and empowerment 
• Understanding of the project staff/community members of the most important components of 
a sustainable approach 
• An analysis of the possibilities of continued support from the Lokori ADP to ensure 
sustainability 
3.4 External and internal factors 
• Positive and negative effects of project activities and applied mitigation measures 
• Internal and external factors that affected program implementation and outcomes 
• Limitations and potential of the project to overcome negative external forces 
4. Specific questions that will form part of the final evaluation 
4.1 Program design 
• How appropriate were the activities in terms of addressing the original problems and needs in 
the community 
• What project components were missing/redundant 
• Was the Monitoring and Evaluation system appropriate to measure the intended indicators 
• Were the indicators appropriate to the objectives/activities 
• How reliable or what is the quality of the monitoring and evaluation information collected 
during the life of the project 
• To what extent were planned overall annual targets, staff plan information systems and 
budgets appropriate 
• Did the project design take specific recommendations of the final evaluation of Phase I into 
account? 
• What lessons were learnt 
• Recommendations for future project design 
4.2 Program Implementation 
• How appropriate were the strategies used to accomplish the planned activities 
• Was it necessary to modify strategies as a result of experience gained in the field. If yes, in 
what way. 
 Appendix A 
 
 
 76
 
• The suitability of the staffing and organizational structure to the demands of implementation: 
also consider staff turnover 
• What are the linkages between the DAP’S and the Lokori ADP 
• Were the ways in which the monitoring indicators measured, practical and did it provide 
quality information 
• Were the appropriate Government Departments and officials involved 
• Should more/less coordination/collaboration with counterparts be sought, at what level and in 
which areas 
• What are the stakeholders’ opinions about the nature and quality of project implementation 
• How did the project impact on the environment (positive and negative) 
• The extent and quality of the implementation of the recommendations of the mid-term 
evaluation 
• What lessons were learnt 
• Recommendations for future project design 
4.3 Quality, outcome and sustainability of specific outcomes 
• How successful was the project in accomplishing each of the four objectives 
• How well have the various committees been functioning 
• What is the likelihood that these institutions will continue to function after the end of the 
project 
• Was there a commitment to staff capacity building 
• Do all the project staff/committees know the most important components of a sustainable 
approach 
• Do all the project staff/committees use these components/approaches in their interaction with 
farmers 
• Will the Lokori ADP be able to continue to provide networking and technical support when 
needed 
• What lessons were learnt 
• Recommendations for future project design 
4.4 External and internal factors 
• What are the positive and negative effects of the project activities 
• Which measures were taken to identify and reduce the negative effects of the project 
• Which internal and external factors affected the program implementation and outcomes 
• How did WV respond to external factors 
• How did the existence of these factors impact on project implementation 
• What are the limitations and potential of the project to overcome negative external forces 
• What lessons were learnt 
• Recommendations for future project design 
4.5 Lessons learned and recommendations 
• Synthesis of lessons learned from planning, implementation, project outcomes and the way in 
which internal and external factors were identified and dealt with. 
5. Proposed Evaluation Methodology 
5.1 Principles 
 This evaluation will be based on the Learning Process Approach. One of the outcomes of the 
evaluation will be to produce an evaluation report, however, this will not be the main focus of the 
exercise. Far more important will be the process that will take place during the week 16-20 July. 
 Appendix A 
 
 
 77
 
During this week, the emphasis will be on mutual learning and exchange of ideas between the 
evaluation team, participants and MIS staff. The focus will be on maximizing learning from what 
has happened during the past five years, in order to improve on what will/may follow. Key words 
to describe this process are: participatory, holistic, multi-disciplinary and inclusive. Individual 
team members and external consultants will be expected to move comfortably between various 
disciplines, besides their own. The final report will reflect this by focusing on the project as an 
integrated whole, instead of on sectoral or specialist fields. 
5.2 Modus operandi 
The week in the field will basically consist of field visits to inspect project sites and interviews 
with farmers and committee members. Before we go into the field, each external consultant will be 
teamed with another team member and each pair will take responsibility for a specific section of 
the evaluation questions (see section 4). In the field, those sections need to be covered by each 
pair, when they interview farmers inspect sites etc. They can however, also cover other sections if 
they want to. All outings will be preceded by a short brief/background introduction (10 minutes) 
on the aspects that will be covered that day. 
The evaluation team will be relatively large and will not only consist of external consultants, but 
also of project beneficiaries, several World Vision Staff members and a representative of USAID. 
This is an important departure from conventional evaluations, where a group of external 
consultants move in, move out and present their report. The views and contributions of all these 
team members (and sometimes co-opted team members) will be consolidated/integrated during the 
team’s debriefing sessions. These meetings will be done each day, after the field visits and will be 
attended by the evaluation team, and WV staff members that may be co-opted as required (thus 
10-15 people at any time). The role of the external consultants will be to give a fresh, but also 
positively critical, perspective on what has happened during planning and implementation. This 
however, will be done in an interactive manner to maximize appropriateness and mutual learning 
from the evaluation process. The role of the team leader will be to facilitate the process in such a 
way that all participants are actively engaged and that mutual learning can be maximized. 
5.3 Review and analysis of key documents 
All team members will receive a package of documents to be reviewed before the commencement 
of the evaluation. These documents will include the original DAP project proposal, the annual 
result reports, DAP reviews and the mid-term evaluation report. External consultants will be paid 
for two extra days to enable them to study these documents before they go into the field. 
5.4 Review and interpretation of the household and other survey data 
Since the report of the final household questionnaire survey will only be ready at the start of the 
evaluation process, its findings and its discussion will form the basis of the first day of the 
evaluation team’s work. Other reports such as the baseline and nutrition survey reports, will be 
made available to the team members, with other project documentation, so that they can study it 
before the final evaluation commences. 
5.5 Field visits to project sites 
 The field visits will focus on direct observation of ongoing and completed project activities. 
During the field visits interviews and group discussions will be held with committee members, 
farmers, project staff and stakeholders. 
5.6 Writing and presentation of final evaluation report 
A close to final report will be prepared by the team leader whilst the evaluation team will provide 
inputs and comments. The agricultural engineer, economist and environmental expert will be 
 Appendix A 
 
 
 78
 
expected to prepare brief technical evaluations of certain aspects of the project. These technical 
evaluations should be between 5 and 7 pages long and will be added as addenda to the report. The 
specific areas that will be dealt with in the three technical reports are: 
• Agricultural engineer: an evaluation of the appropriateness, sustainability and quality of 
irrigation infrastructure developed during Phase II 
• Economist: an analysis of the costs and benefits of the project in comparison with the feeding 
schemes/food distribution projects that have been implemented in the surrounding areas 
• Environmental specialist: an evaluation of the environmental components of the project, its 
appropriateness and sustainability. The soil survey analysis (2000) and other environmental 
assessments that were done during the life of the project should also be taken into 
consideration. 
The main findings of the draft report will be presented and discussed with WVK staff, USAID and 
other stakeholders. The report will be finalized by 30 July. Hardcopies and computerized copies 
of these reports have to be presented to WVK (3 copies), WVUS (2 copies) and USAID (1 copy). 
Also see section 7.2. 
6. Staffing Plan 
6.1 Proposed team composition 
The proposed evaluation team will consist of nine members. At this stage they will be: 
Dr. Charles Owubah (WVUS) - Natural resource management 
Gerald Wagana - Civil engineer (WVK) 
Dr. W. Oteno - Food security (WVK) 
George Mugo - USAID representative 
Three local external consultants: Agricultural engineer 
 Development economist 
 Environmental specialist 
Isabelle Schmidt - Research/rural development/food security (Evaluation Team Leader) 
6.2 Team member qualifications 
All team members should have at least 7 years rural development/food security experience. Their 
qualifications should at least be a masters degree. All team members should have good 
communication skills and the ability to work in a team. 
The team leader will be responsible for planning and organizing the evaluation and should have 
good planning and organizational skills. The team leader should also have good writing skills as 
she will be preparing the final report. 
6.3 Criteria for consultant selection 
Senior staff from WV Kenya and WV US, in consultation with USAID, will select the 
evaluation team members. Selection will be based on a number of criteria as 
summarized below: 
Number Description Weight 
1 Experience with community based projects 25 
2 Experience with irrigation projects 15 
3 Qualifications 20 
4 Communication skills 15 
5 Ability to work in a team 15 
6 Ability to work and think beyond his/her own 
discipline (multi-disciplinary environment) 
10 
 Appendix A 
 
 
 79
 
7. Deliverables 
7.1 The process 
The process used during this evaluation will be as much an outcome as the final evaluation report. 
As already highlighted in 5.1 and 5.2, the emphasis will be on maximizing learning from what has 
happened during the past five years, in order to improve on what will/may follow. Key words to 
describe this process are: participatory, holistic, multi-disciplinary and inclusive. As a result of the 
method used, most of the findings and recommendations of the report will already be known to, 
accepted and internalized by WVK staff members, even before the report is presented. The actual 
workshop presentation of the findings, will therefore largely be a formality and it will mainly be 
used to ratify the process. 
7.2 Evaluation report 
A close to final report will be prepared by the Coordinator of the Evaluation Team with inputs and 
comments from the evaluation team. The report should address each section of the evaluation 
focus. The main findings of the draft report will be presented and discussed with WVK staff, 
USAID and Government counterparts for their comments and inputs.The content of the overall 
Evaluation report should include at minimum: 
• Executive summary (4 pages) 
• Summary of program/project objectives 
• Evaluation methodology 
• Results 
• Discussion, including lessons learned 
• Conclusions and recommendations 
8. Timeline 
The proposed activities and associated time line is as follows: 
 TASKS Time 
frame 
Dates 
1 Review of project documentation by team members 2 days July 1-15 
2 Travel of evaluation team to Turkana (7 am) 2 hours July 16 
3 Presentation and discussion of the findings of the household questionnaire survey 
(team & MIS staff) 
4 hours July 16 
4 Meeting with WV staff 4 hours July 16 
5 Scheme management committee and site visits focusing on irrigation infrastructure 
and management institutions 
5 hours July 17 
6 Team debriefing on day’s events 2 hours July 17 
7 Agro-forestry, health and sanitation: field visits and meetings with committees 5 hours July 18 
8 Team debriefing on day’s events 2 hours July 18 
9 Meeting with IGS, women’s group & asset committees 3 hours July 19 
10 Meeting with stakeholders 2 hours July 19 
11 Team debriefing on day’s events 2 hours July 19 
12 Team debriefing on week’s events 4 hours July 20 
13 Flight back to Nairobi (3 pm) 2 hours July 20 
14 Preparation of 7 page reports (addenda) by local consultants 2 days July 21-23 
15 Preparation of final evaluation report (IS) 4 days July 21-25 
16 Draft to WVK, USAID for perusal 1 days July 26 
17 Finalization of Household Questionnaire Survey Report incorporating comments 1 day July 26 
18 Workshop presentation of evaluation findings 1 day July 27 
19 Incorporation of comments & finalization of report 2 days July 28-29 
20 Distribution of final report - July 30 
 Appendix B 
 
 
 80
 
 APPENDIX B 
HOUSEHOLD QUESTIONNAIRE SURVEY 
METHODOLOGY 
 Appendix B 
 
 
 81
 
B:Sampling Framework for the questionnaire survey 
B1 Target population
Even though some activities associated with the scheme also benefited the 
Morulem community at large, the main target group for most of the activities and 
expenditure was the 1528 farmers who have plots allocated to them on the irrigation 
scheme. 
B2 Study population
The study population consisted of all the farmers who were issued with identity cards, 
signifying their rights to use 28 basins or ½ acre. 
B3 Sample size
A random proportional sample of 20% of the farmers was selected from each of the five 
blocks. The farmers were selected from farmer lists, using a table of random numbers to 
decide which farmers would be included. The total sample size consisted of 306 farmers 
of the 1528 farmers associated with the scheme. The sample composition was as 
follows: 
Block One: 59 of 297 farmers 
Block Two: 75 of 373 farmers 
Block Three: 86 of 431 farmers 
Block Four: 61 of 304 farmers 
Block Five: 25 of 123 farmers 
Sample size was determined with the following formula: 
 N=d[((Za +Zb)
2
 * (P1(1-P1)+P2(1-P2))/(P2-P1)] 
If one wants to detect a difference of 10% (p2-p1) in a given indicator from a starting 
value of 10%(p1), assuming a design effect of 2.0, using a one tailed test, 95% level of 
significance and 80 percent power, the desired sample size is 309 cases. Since a 20% 
sample would be 306, the sample size was rounded of to 306 for ease of proportional 
calculations. 
If a selected farmer was unavailable for some or other reason, he/she was replaced by 
the next farmer on the list. As a result of other commitments on the part of the farmers, 
32(10%) of the original sample had to be substituted. The substitute group was 
distributed as follows amongst the blocks: five from Block 1, nine from Block 2, seven 
from Block 3, five from Block4 and six from Block 5. The main reasons for substitutions 
were: 
• Unavailability of the farmers 
• Some farmers live far from the scheme and could not be traced 
• Some were skeptical about the survey and did not want to participate 
The representativeness of the final sample is reflected in the gender distribution 
(amongst other variables). Sixty seven percent of the farmers at MIS are women, whilst 
67% of the sampled farmers were females. Other aspects, such as the proportion of 
polygamous household heads (28%) corresponds well with the mid-term survey which 
was conducted in October 1999 and which found that 27% of the household heads had 
more than one wife (Kamau 1999:3). 
 Appendix B 
 
 
 82
 
B4 Questionnaire design 
The questionnaire was designed by the consultant, but with significant contributions from 
MIS staff, the enumerators and the two supervisors. Some of the questions were taken 
as is from the mid-term survey questionnaire or included with slight modifications. Field 
testing and the actual field training of the fieldworkers provided further insights for the 
improvement of the questionnaire. 
B5 Enumerator selection and training 
The questionnaires were completed by a group of 10 fieldworkers. Six of the fieldworkers 
were female and the remaining four male. All of them are inhabitants of the area and 
speak English and Turkana fluently. The group was well suited to the job. They all had: 
• Prior survey experience, some having assisted with the Population Census of 
1999, whilst others helped World Vision with some of its previous surveys. 
• Good communication skills 
• Some knowledge about agriculture and irrigation 
• The ability and willingness to work in the field under difficult/hot conditions 
Training took place over a period of four days, the last of which involved practice in the 
field. During this exercise each enumerator interviewed two farmers. A World Vision staff 
member and one Ministry of Agriculture representative supervised the fieldwork. 
B6 Organization of fieldwork
Since none of the questions had to be verified at the homesteads of the farmers, and 
available time for the there was limited, it was decided to call the sampled farmers on 
specific days, to be interviewed at specific points, by the enumerators. This method 
presented some problems, even though it significantly reduced the distances that 
fieldworkers had to travel between homesteads and therefore reduced the time needed 
for interviews. Firstly, the farmers had to be told that each interview is confidential and 
on-lookers (other farmers waiting to be interviewed) were not welcome. Secondly, some 
farmers came on days that they were not supposed to come. In the beginning they were 
turned away, but the supervisors then realized that if a farmer is asked to come back 
another day, he is very unlikely to come. Thereafter they adopted a policy of interviewing 
all the farmers who came on a particular day, regardless whether they were actually 
called or not. This meant that the fieldworkers completed more than the three 
questionnaires originally allocated to them on some days, whilst they did less on other 
days. The Block officials provided assistance in notifying the selected farmers about 
the survey. The fact that World Vision dedicated a vehicle to the survey also made a 
significant contribution to the effectiveness of the survey. 
 Appendix C 
 
 
 83
 
APPENDIX C 
DETAILED TABLES 
 Appendix C 
 
 
 84
 
Table C1: Staff capacity building that took place between 1997 and 2001 
Nature of course Institution/ 
Organization Date Duration 
No. of 
staff who 
attended 
T.O.T. Irrigation Scheme Management 
and leadership 
Provincial Irrigation Unit 1998 3 weeks 13 
Environmental compliance USAID 1997 2 weeks 2 
Sustainability workshop Lenmac Consultancy 1998 1 week 14 
Linking Relief and Development USAID 1998 1 week 13 
Conflict and conflict resolution MMI 1998 1 week 1 
Proposal writing for donor funding VADA 1998 1 week 2 
Irrigation systems New Mexicostate University 1998 1 month 1 
Gender & development Daystar/Premese 1998-
2000 
2 weeks 5 
Communications for development Daystar University 1998 3 weeks 1 
Preventative maintenance & Road 
safety 
World Vision 1998 1 week 4 
Supervisory course Federation 1998 2 weeks 1 
Strategic management MMI 1998 2 weeks 1 
Rural development management MMI 1998 2 weeks 1 
H. Resources training US University 1998 1 month 1 
Agric. Training US University 1998 1 month 1 
Environmental evaluation USAID 1999 1 week 2 
Sustainability & phase out plan for MIS Life Work Ministry Consultancy 1999 2 weeks 14 
Environmental impact assessment KIA 1999 2 weeks 1 
Development and management of IGA 
projects 
MMI 1999 1 week 2 
Regenerative agriculture MMI 1999 2 weeks 2 
Effective logistics MMI 1999 2 weeks 1 
Bio-intensive agriculture MHAC 1999-
2000 
3 months 2 
Participatory leadership 1999 1 weeks 1 
Stock control and stores management MMI 1999 2 weeks 2 
Fluid mechanics & closed channels land 
surveying 
Moi University 1999 1 month 1 
Organic farming K.O.F 1999 3 weeks 1 
Training needs assessment K.I.A 1999 1 week 1 
Public relations MMI 1999 1 week 1 
Development Activity Proposal WVUS 2000 3 days 16 
Neem awareness workshop ICIPE 2000 1 week 2 
Competency in driving A.A. 2000 2 weeks 5 
Participatory Rural Appraisal Premese 2000 2 weeks 5 
Management of community based 
organizations 
Premese 2000 1 week 5 
Driving A.A 2000 1 month 3 
Leadership challenge course Outward bound 2000 2 weeks 1 
Training of facilitators Premese 2000-
2001 
2 weeks 6 
Community based social development Kenya Institute of social work 2000 1 year 1 
Computer training Moi University 2000- 
2001 
3 weeks 10 
Result oriented project management Premese 2001 2 weeks 6 
Counselling University of Nairobi 2001 4 weeks 1 
TOTAL - - 
+ 321 
WEEKS 
157 
heads 
 Appendix C 
 
 
 85
 
Table C2: Functional committees, their composition ,roles and functions 
Name of the 
functional 
committee 
Date 
esta￾blished 
# of 
members 
Fre￾quency 
of 
meetings 
Frequency of 
election 
Main functions Training received 
Environ￾mental 
committee 
1999 10 
2/block 
Not 
known 
Every year Train farmers in 
conservation 
Manage and run tree 
nursery 
Collect and store tree seeds 
Keep records of trees and 
survival rates 
Enforce bylaws related to 
conservation 
Promote the use of energy 
saving stove 
Environmental conservation
Soil conservation & fertility 
The use of bio-pesticides 
Agro-forestry 
Energy conservation 
Water 
Committee 
2000 22 
approx. 
3/well 
When 
necessary 
Not elected Operate and maintain the 
hand-pumps 
Collect monthly water user 
fee. 
Hand-pump operation and 
management 
Basic sanitation training 
Posho mill 
committee 
1994 4 1/month Every year Coordinate the use and 
maintenance of the Posho 
mill 
Business skills 
Animal 
traction 
committee 
2001 10 1/month Not elected Promote animal traction 
activities 
Provide a contracting 
service in animal powered 
transport and ploughing 
Technical training in the use 
of animal traction 
Assets 
committee 
2001 9 1/month Every year Manage MWUA assets None 
MSMS: enforcement of by laws (number of fines); non-payment of water maintenance fees; 
biggest challenges; 
Women’s 
group 
1994 60 2/year 
1/month 
Every year Generate income from crop 
production & kiosk 
Give credit to members & 
sometimes non-members 
Assist needy members with 
gifts 
Help each other with farm 
work 
Group formation 
Record keeping 
Leadership 
Management of IGA 
Nutrition & Food 
preservation 
Improved jikos 
Health and 
sanitation 
committee 
1999 38 2/month Every year Train mothers basic health 
care, nutrition, food 
preservation, sanitation 
Supervision of VIP latrines 
Run small community 
pharmacy (income 
MOWUA) 
Role of CHW in promotion 
of community based health 
care 
Community based health 
care (health education, safe 
water and sanitation, local 
disease control, nutrition 
and food supply) 
Financial management 
(officials) 
 Appendix C 
 
 
 86
 
RECOMMEDATION OF PHASE I FINAL EVALUATION 
The table below compares the main recommendations of the final evaluation of Phase I 
of the project with the implementation that took place during Phase II. The evaluation 
team found that WV has fully implemented the main recommendations of this study. 
Some of the drainage water is still being used by water pirates. This is a problem that 
will probably always exist as a result of the high demand for land. What is important is 
that the MWUA has the land (a further 700 acres is available for expansion) and 
technical know-how that will enable them to expand the existing system if necessary. 
Table c3: Degree to which the recommendations of the End of Project Evaluation (Phase 
I FY1992-FY1994) were implemented 
Main Recommendations, Phase I final evaluation: (Ondolo et 
al. 1994) 
Degree of 
compliance 
Completion of outstanding project expansion to 614 acres.gf Fully 
Studies should be undertaken to identify ways of improving 
intake works and reduce siltation, a cost benefit analysis of 
shifting the intake upstream should also be undertaken.
Fully 
Construction of regulating structures to facilitate the regulation 
and control of water.
Fully 
Rehabilitation of canal banks, providing sufficient walkways to 
prevent further damage
Fully 
Detailed design documents of the present system should be 
prepared to rationalize future modifications
Fully 
Irrigation scheduling should be improved to increase water use 
efficiency. Implications of inefficient water use should be 
identified and taught to farmers
Fully 
Water user by-laws have to be enforced Fully 
Drainage system is not fully developed and some farmers are 
using the drainage water to irrigate additional area Partially 
A gully developed at the water drainage outlet and it was 
recommended that it should be repaired as soon as possible to 
avoid further expansion. 
Fully 
The training program was constrained by: inconsistencies in 
planning and implementation, inadequate monitoring and 
evaluation mechanisms and weak linkages with affiliated 
organizations at project level. 
Fully 
 
 
 
 87
 
APPENDIX D 
SPECIALIST REPORTS 
ENVIRONMENTAL ASSESSMENT 
IRRIGATION AND IRRIGATION INFRASTRUCTURE 
ASSESSMENT 
WORLD VISION KENYA 
MORULEM IRRIGATION SCHEME 
FINAL EVALUATION EXERCISE 
FINAL TECHNICAL REPORT 
 LOG ASSOCIATES
Log Associates 
First Floor 
Pride Tower 
Woodvale Grove 
Westlands 
P.O. Box 10677 
00100- Nairobi 
Tel: 441746/448065 
Fax:+254-2- 448035 
E-mail: info@logassociates.com
JULY 2001
Table of Contents 
1.0 INTRODUCTION .............................................................................................................. 1 
1.1 Background Information................................................................................................. 1 
1.2 Policy Environment ........................................................................................................ 1
1.3 Justification of Morulem Irrigation Scheme Project....................................................... 1 
1.4 Initial Project Objectives................................................................................................. 2 
1.5 Terms of Reference for Technical Assignment .............................................................. 4 
1.6 Methodology of the Technical Assignment.................................................................... 4 
2.0 EVALUATION OF IRRIGATION INFRASTRUCTURE................................................ 5 
2.1 Background..................................................................................................................... 5 
2.2 Appropriateness and Quality of Irrigation Infrastructure ............................................... 6 
2.2.1 Intake and Siltation Reservoir................................................................................. 6 
2.2.2 Main Canal (New)................................................................................................... 6 
2.2.3 Flushing or Desilting Canal .................................................................................... 7 
2.2.4 Road Crossings ....................................................................................................... 7 
2.2.5 In-field Structures ................................................................................................... 7 
2.2.6 Basins...................................................................................................................... 8 
2.3 Sustainability Issues........................................................................................................ 9 
2.3.1 Scheme Management.............................................................................................. 9 
2.3.2 Water Conservation .............................................................................................. 10 
3.0 ENVIRONMENTAL EVALUATION............................................................................. 11 
3.1 Introduction................................................................................................................... 11 
3.2 Implementation Strategies ............................................................................................ 12 
3.2.1 Conservation Committee ...................................................................................... 12 
3.2.2 Health and Sanitation Committee ......................................................................... 12 
3.2.3 Block Committees................................................................................................. 13 
3.3 Quality and Outcome of Environmental Components.................................................. 13 
3.3.1 Tree Planting......................................................................................................... 13 
3.3.2 Solid Waste Management ..................................................................................... 13 
3.3.3 Energy Use............................................................................................................ 14 
3.3.4 Soil Fertility Management .................................................................................... 14 
3.3.5 Chemical Use........................................................................................................ 14 
3.3.6 Sanitation .............................................................................................................. 15 
3.4 Appropriateness and Sustainability............................................................................... 15 
1 
1.0 INTRODUCTION 
1.1 Background Information 
This technical report from Log Associates presents final evaluation of the World 
Vision/Kenya Morulem Irrigation Scheme in Lokori location of Lokori Division, Turkana 
District. 
The district with 77,000 sq. kilometres is the largest in Kenya and has 17 divisions, 58 
locations and 158 sub-locations. It is situated in Northern Kenya and borders Lake Turkana 
to the East, Samburu, Baringo and West Pokot to the South. It shares international borders 
with Uganda to the West, Ethiopia to the North and Sudan to the North-West. The 1999 
census report shows that the district population is about 450,000 people while in Lokori 
location where the project is situated the population is 7,000 comprising of 3,250 men and 
3,750 women. The location is one of the densely populated in the district. 
The district has both arid and semi-arid land (ASAL) and consists of low lying plains with 
isolated mountains and hill ranges. The rainfall patterns and distribution is unreliable and 
erratic as evidenced from annual figures which range from 19mm to 380mm. The district has 
several rivers with the major ones being Turkwel and Kerio. However, most of the rivers are 
seasonal. 
1.2 Policy Environment 
Poor infrastructure, food insecurity, inadequate supply of water, poor enrollment rate in 
schools, poor sanitation, insecurity and inaccessibility of health services are the major 
constraints to development in ASAL areas of Kenya. The Government of Kenya through its 
various policy documents such as Sessional Paper NO. 4 of 1981 on National Food Policy, 
Sessional Paper No. 1 of 1986 on Economic Management for Renewed Growth, various 
development plans and Poverty Reduction Strategy Paper(PRSP) of the year 2001 has put in 
place strategic development objectives to address these development challenges with the 
ultimate goal of reducing poverty. The strategic objectives include increase of agricultural 
food production and other income generating activities, infrastructure development, 
environmental management, health and sanitation, amongst others. In ASAL districts which 
include Turkana, the Government through participatory process of planning identified key 
priorities to be addressed. These include diversification through introduction of agro￾pastrolalism, development of irrigation schemes, rehabilitation of existing water resources, 
high dropout rates, training of communities on health and sanitation, and management of 
existing water facilities. These strategic objectives are complementary with both USAID and 
World Vision development objectives. Since Morulem Irrigation Scheme was addressing the 
plight of the community to increase their food security and improve on their welfare USAID 
agreed to fund the project, as was requested by WVK. 
1.3 Justification of Morulem Irrigation Scheme Project 
The MIS was started in response to the desire of the community living in the area of Kerio 
River to increase agricultural production. 
2 
The origin of the scheme dates back to the 1970s, when Africa Inland Mission initiated the 
project and later handed it over to the Africa Inland Church (AIC). In 1984 AIC phased out 
its assistance to the scheme thereby leaving Joint Water User=s Association to implement the 
project. The MWUA had no capacity for implementation and by 1988 the scheme almost 
collapsed due to shortcomings in the initial design, ineffective scheme management and lack 
of technical knowledge. In 1990 the Morulem community requested World Visions=s 
assistance to rehabilitate the project. WVK commissioned a feasibility study which found 
that the scheme management system was weak and there was need for rehabilitation of the 
scheme. Between 1992 and 1995 WVK implemented the first phase through USAID 
financing, with the principle objective of developing an effective, efficient and sustainable 
irrigation scheme. The Phase I project benefited 1228 farmers and their households directly 
and the general community of Lokori indirectly. 
1.4 Initial Project Objectives 
The project document clearly spells out that the project goal is to assist the Morulem 
community in establishing and sustaining a seasonal small holder irrigation scheme which 
contributes to food security of the area. This was to be achieved through the establishment of 
an effective and sustainable irrigation scheme, managed on a full cost recovery basis by 
farmers. The processes which were considered essential for meeting the overall project goal 
were that: 
$ the agricultural output must be increased by enlarging the size of farmer 
holdings for all member households and by intensifying agricultural extension 
so that a family of five will produce enough food to sustain itself throughout 
the year 
$ the scheme management institutions must be strong, ensuring ongoing 
maintenance of the scheme and equitable use of resources 
$ health and sanitation must reach a standard which does not compromise 
utilization of food, particularly by vulnerable individuals 
$ other income-earning opportunities must be explored to mitigate adverse 
climatic conditions and provide adequate cash income to ensure that locally 
produced food is not sold 
In pursuit of the overall objective and based on the above processes the specific objectives of 
Phase II of the project were as follows: 
Objective one
To increase agricultural production to achieve adequate household level grain production 
during years of normal rainfall to supply 80% of household food grain needs. 
Specific interventions aimed at achieving this objective: 
3 
1. Increase diffusion and adoption of improved agricultural practices through: 
farmer training, demonstrations, on-farm visits, farmer field days, visits to 
other irrigation schemes, distribution of extension packages and messages to 
farmers and collaboration with research institutions 
2. Strengthen scheme management and maintenance institutions in the following 
skills: accounting record-keeping and enforcement of water by-laws 
3. Ensure that all FY97-2001 MIS activities are compliant with USAID 
environmental procedures. This is done through collaboration with their 
agencies; establishment of community wood-lots and planting of tree and fruit 
tree seedlings; conducting of training sessions; facilitating and promoting 
activities that would enhance the survival of tree/fruit seedlings; 
Environmental Conservation Committee. 
Objective two:
To ensure that all households have sufficient land resources and yields to ensure adequate 
access to food for household needs. 
Specific interventions aimed at achieving this objective: 
1. Train and mobilize farmers to start with income generating activities 
Objective three: 
 
To maximize effective utilization of food among Morulem households. 
Specific interventions aimed at achieving this objective: 
1. Training on and demonstration of 4 key nutritional messages 
2. Improve access to clean drinking water 
3. Promoting improved agricultural storage 
Objective four: 
 
To enhance management and maintenance of the scheme assets and activities by the 
beneficiaries. 
Specific interventions aimed at achieving this objective: 
1. Farmers are participating actively in project implementation, project review and 
planning sessions, surveys and meetings. 
2. Provision of on-going technical support to staff and farmers groups 
3. Promote networking between project, other NGOS’ and Government departments. 
4 
1.5 Terms of Reference for Technical Assignment 
The Terms of Reference outlined the specific areas to be covered in the technical 
evaluation as follows: 
• Evaluation of Irrigation Infrastructure: an evaluation of the appropriateness, 
sustainability and quality of irrigation infrastructure developed during Phase II 
• Cost Benefit Analysis: an analysis of the costs and benefits of the project in 
comparison with the feeding schemes/food distribution projects that have been 
implemented in the surrounding areas
• Environmental Evaluation: an evaluation of the environmental components of the 
project, its appropriateness and sustainability. The soil survey analysis (2000) and 
other environmental assessments that were done during the life of the project 
should also be taken into consideration. 
1.6 Methodology of the Technical Assignment 
The consultant reviewed key documents related to the project that were provided by the 
Client. Data was collected from the field using the following methods 
1. General inspection of the scheme and direct observation of ongoing and completed 
project activities 
2. Structured and unstructured interviews with project staff, farmers and committee 
members as well as stakeholders 
The Terms of Reference required the consultant to undertake comparative analysis of MIS 
and relief schemes food distribution projects in the surrounding areas. This Cost benefit 
analysis has not been included in this report, with the direction of the Client, because the 
required data was not readily available. 
5 
2.0 EVALUATION OF IRRIGATION INFRASTRUCTURE 
2.1 Background 
Morulem irrigation Scheme was started in the 1970's when severe spells of drought drove 
thousands of the inhabitants of the general area into the famine relief camps. The digging of a 
canal along the dead river bed of the Kerio river which was left dry when the river changed 
course about 40 years ago started in 1979 when the African Inland Church (AIC) set out with 
the objective of assisting the farmers with the diversion of the water from the river by use of 
gravity into the farms the inhabitants had cleared. By September 1979, 800m of the main canal 
measuring 3m deep, 3m wide at the bottom and 15m wide at the top, had been dug. The 
clearing of the irrigation area and the construction of the distribution canals was completed in 
1982. Over the years since then, the programme has been assisted by a number of donors with 
the Provincial Irrigation Unit (PIU) at Nakuru closely associated with design and survey work, 
while the number of farmers and acreage has been increasing. The intake and water 
conveyance system was constructed using labour provided by farmers using local materials 
(Except cement) while supervision was provided by the Project Engineer assisted by Engineers 
from the Ministry of Agriculture (PIU). In field, structures i.e. division boxes, box culverts 
e.t.c were constructed using local materials (sand and aggregate), local artisans under the 
supervision of the Project Engineer whereas other materials and specialized inputs were by 
World Vision. In 1999, a mid - term evaluation on the project was conducted and it 
recommended the following, among others: 
ƒ That the project accelerates the engineering activities to complete phase II; 
ƒ That Measurement of water flows using flumes/gauging stations be instituted. 
Therefore, with regard to Infrastructure development, the table below summarizes the 
activities in the years between 1997 – 2001. There does not seem to have been much activity 
in 1997. 
Table 2.1: Irrigation Infrastructure Development between 1997 and 2001 
Activity WORK ACCOMPLISHED 
1997 1998 1999 2000 2001 
Construction of tertiary canals 21,000m 56,500m - 15,000m 
Construction of primary canals 1,220m 3,420m - 600m 
Construction of Secondary canals 7,000m 12,004m - 3,000m 
Construction of basins 17,192 4,200 
Construction of drains 3,440m - 600m 
Main canal extension to phase II area 3,000m - 
Main canal extension (for the new 
intake) 
 - 1,750m 
Construction of new intake 1 - 
Rehabilitation / Cleaning of old inlet 
/ gate done every year to allow water 
to flow into the farms) 
 1 1 1 1 
6 
Other Phase II infrastructure developed include: 
• One main division box 
• 55 division boxes 
• 110 gates 
• 11 Road crossings 
• 59 drop structures 
• 13 foot bridges 
During the implementation and operation of Phase I, a number of lessons were learnt which 
formed the basis of the design and implementation of Irrigation Infrastructure development 
activity in Phase II. These were presented hereunder: - 
• That the river carries a high sediment (mainly silt and sand) load which enters the 
main canal and subsequent parts of the conveyance system hence requiring a lot of 
desilting work for the farmers during maintenance. 
• That ground water available is limited due to low recharge and hence it should 
primarily be used to meet domestic and livestock watering needs. 
• That the Intake works to the scheme was so constructed and located on the bend of the 
river as to render it unstable and inefficient in carrying out its intended task. 
Therefore concerning the high sand and silt intake in the project water conveyance system, it 
was decided that a suitable site be identified at about 800m upstream of the existing intake 
point where the river is straight and a stable bank exists to locate the intake water. 
2.2 Appropriateness and Quality of Irrigation Infrastructure 
2.2.1 Intake and Siltation Reservoir 
The Intake with wing walls was constructed and three (3) steel gates were correctly fixed in 
March 2001 as per the design drawings and specifications, which in our opinion, were 
adequate and appropriate to the overall scheme design philosophy. The Siltation Reservoir was 
being shaped to its designed dimensions and levels. A local Artisan with a work force of 25 
people is progressing on well with this work. The steel gates to the main and flushing canals 
have not been fixed. The walls and lined reservoir bed are yet to be done. It is expected that 
these remaining works shall be completed by the end of July 2001. This structure in the 
existing intake works seems to have been rendered ineffective thus leading to the big problem 
of high sediment deposits in the conveyance system. 
2.2.2 Main Canal (New) 
The excavation work of the 1700m long new main canal was complete. There are small 
sections, which need to be shaped to the designed invert levels and dimensions. The excavated 
7 
materials/soil had not been moved to some distance from the canal to prevent the soil from 
falling back into the canal. Further, the designs specify that the canal will be lined. 
2.2.3 Flushing or Desilting Canal 
The excavation work was going on and it was more than 60% complete. There are three 
artisans with a work force of 21 people each, contracted to do this work. However, the point at 
which the Flushing canal was to discharge is different from the one in the design. The canal 
joins the siltation reservoir as per the design but after 100m, it makes a curve or a bend and 
then it ends in the river at a distance of about 100m downstream of the Intake point. The 
overall length of this canal is about 200m. The riverbed level at the discharge point of the 
flushing canal and bedlevel of the flushing canal at its head is almost the same. However, it is 
expected that once the gates to the main canal are closed and the intake gates opened, there 
will be enough head to make the Decanted silt be flushed back to the river. 
2.2.4 Road Crossings 
There are three (3) road crossings along the main canal. The first one is at a distance of 300m 
form the Intake. The second road crossing is at a distance of 800m from the Intake and the 
third road crossing is on the road connecting Morulem centre and Lokori centre. The three (3) 
road crossings are properly constructed as per the design drawings and specifications, which in 
our opinion, were adequate and appropriate to the overall scheme design philosophy. 
2.2.5 In-field Structures 
The consultants' understanding of the term "in-field structures" should include primary, 
secondary and tertiary canals, main canal, extension to phase II area and the division boxes, 
which also act as drop structures. Table 2.1 has outlined the time and amount of activity 
related to infield structures development (the division boxes are silently included in the 
canals). All in all, a total of 25,150m of canal work (including drains) were constructed 
during the period under review. The consultant has reviewed the design drawings together 
with the accompanying specifications and found them to be appropriate to the overall scheme 
design philosophy, and following the visit to the field, is of the opinion that the quality of 
construction is sound. These structures are important in effecting water control and regulation 
in the project. What was missing to complement the existing structures, are measuring and 
additional control structures. The Project Engineer was of the opinion that the division boxes 
were actually measuring structures of the broad-crested weir type only that they lacked 
calibration marks to assess actual flow rates (or quantities) at the different parts of the project. 
Therefore, the gate openings by foremen/water controllers are set on "gut-feelings". Thus, it 
may not be possible to achieve equitable water distribution to the farmers who have equal plot 
sizes - an important aspect of sustainable irrigation water delivery. Several incidences of 
scouring at the secondary and tertiary canals especially just after the division boxes were 
reported - probably due to unregulated flows. The Project Engineer conceded to this problem 
and reported that the new intake works will have one measuring structure and further that 
efforts will be made to convert existing division boxes into measuring structures by 
calibrating them. He also reported that the water guards seem to know the number of turns on 
the sluice gates control arrangement necessary to effect enough water abstration from the river 
8 
to meet project water requirements. The Engineer kept records emanating from the staff gauge 
and tried to train the foremen/ water managers on record keeping as a management tool but 
this has proved quite hard. Table 2.2 below presents a comparison of scenarios of 1989, 1994 
and 2001. 
Table 2.2: Comparison between the situation before World Vision became involved, 
at the end of Phase I and at the end of Phase II. 
Observation 1989* 1994* 2001 
Desilting of sediment basin Satisfactory Satisfactory Satisfactory 
Maintenance of main and primary 
canals 
Satisfactory Satisfactory Satisfactory 
Maintenance of secondary and tertiary 
canals 
Poor Poor Satisfactory 
Plots left unattended Some None None 
Water logging Some plots Some plots Rare 
Unauthorized and unplanned canals 
from the main and primary canals 
Yes One case None 
Acquisition of abandoned plots Slow No abandoned 
plots 
No abandoned 
plots 
Frequency of clearing of main drain Rarely done Rarely done Rarely done 
State of embankment of tertiary canals Some 
collapsed 
Some 
collapsed 
Satisfactory 
State of embankment of secondary 
canals 
Not reported Some 
collapsed 
Satisfactory 
Inlet gates left open at night Yes Yes No 
Lack of suitable outlet for some plots - 
waterlogged 
Yes Yes None 
* Source: Ondolo et al. 1994 
Further to the observations above, there is need to control and regulate water flow rates to 
deal with the problem of scouring at some points in the project infrastructure. The consultant 
recommends inclusion of several check dams at the main and primary canals to regulate flow 
and help control the problem of sediment load in the water and therefore desilting. 
2.2.6 Basins 
It was observed that each household (farmer) had 14 basins, measuring 3.6m by 25m each, in 
each 1/4 acre plot they had, giving a total of 42784 basins constructed in the project, 21392 at 
which were constructed in the period under review (See Table 2.1). While it is clear that the 
basins offer greater water application control especially when water is not enough during 
periods of low river flows, no one was able to rationalize why 14 basins were created for each 
1/4 acre plot. The number represents more work for the farmer and tends to inhibit efficient 
mechanization of operations especially soil tillage. The consultant therefore recommends that 
the basins be made big by combining several of the existing sizes e.g. 5 or 4. Further in the 
interest of moisture conservation, the furrow system of planting be studied with a view of 
9 
replacing the flooding type of irrigation currently practiced. Even though this represents more 
work to the farmer, the spin-offs in terms of moisture conservation are attractive especially 
given that South Turkana is an arid area where moisture conservation should be a leading 
criterion of achievement. The construction of furrows prior to planting can be considered as 
part of the improved tillage systems that the farmers should adopt alongside the adoption of 
Animal Traction, which should enable farmers to accomplish deep tillage for effective 
seedbed preparation and weed control. By using Animal Traction on the farm, they could 
reduce labour requirements and do the work faster and better. The consultant recommends 
the adoption of conservation tillage alongside animal traction whereby the animal-drawn 
mould board plough should be avoided and replaced with animal-drawn tined tools, which are 
available in the market. Conservation tillage combines both moisture and energy 
conservation by avoiding soil inversion during tillage. 
2.3 Sustainability Issues 
Issues touching on the sustainability of the project rest heavily on those activities that would 
strengthen scheme management and environmental conservation as the World Vision team 
prepares to formerly handover the project to the Morulem community (i.e. institutionalizing 
the processes needed for the scheme to be self-sustaining over the long-term). The level of 
involvement of the Morulem community in the management of the project is a key factor in 
the long-term sustainability of the project. The consultant is satisfied that the foundation for a 
self-reliant irrigation community has been laid. 
2.3.1 Scheme Management 
There is a Scheme Management Committee of the Morulem Water Users Association 
(MWUA), supported by functional committees with grassroots representations which has the 
mandate of coordinating cultivation of crops, repair of infrastructure, desilting of the water 
conveyance system. MWUA is organized into five blocks with each block being run by a 
committee, which supervises the day-to-day operations and maintenance work, as well as 
looking into the farmers’ welfare. The following have been put in place to ensure 
sustainability: - 
• Functional committees have been trained and are now actively involved in the 
activities for their respective sectors, and 112 farmers have visited similar 
irrigation schemes. 
• By-laws have been developed to regulate activities of the scheme members and 
Scheme Management Committee continues to enforce the by-laws with 
defaulters being fined to discourage non-compliance (e.g. being absent from a 
desilting exercise attracts a fine of Kshs. 800.00 for the main canal and Kshs. 
300.00 for secondary and tertiary canals and failure to pay a fine means the 
culprits are denied water). 
• All farmers in the scheme are now paying a maintenance fee of Kshs. 1,000.00 
each either in cash or in kind meant to take care of farm inputs and 
maintenance of infrastructure. 
10 
• Respected and knowledgeable members of the community are elected to 
scheme leadership positions every year to allow wider participation in scheme 
leadership. 
• The maintenance and desilting of the water conveyance system and structures 
is the responsibility of the farmers. They all work together on the main canal 
and as they progress further towards their fields they split into smaller groups 
to work on the primary canals supplying their fields. When they reach the 
tertiary canals feeding their basins, they work on their own. 
• The Government has been involved in the project through provision of staff 
and equipment since the beginning and has pledged to continue this effort by 
undertaking to post key personnel to Lokori District to provide technical 
backstopping 
• 234 scheme leaders have been trained on leadership and management, but 
training to impart entrepreneurial and mechanical skills should be encouraged 
to sharpen their business skills and enable them to support new mechanization 
initiatives like Animal Traction. 
• The Morulem Scheme Management Committee be encouraged to acquire a 
tractor in the long term to assist in the mechanization of farming operations. 
2.3.2 Water Conservation 
Because the area falls under the Arid and Semi-arid climate with an annual average rainfall of 
250–500 m and mean annual temperature of 300
C, water conservation becomes a very 
important contribution to sustainability. Conservation tillage and furrow planting (i.e. 
planting at the furrow bottom) are vital strategies to achieving moisture conservation. It is 
heartening to note that an awareness campaign has already been launched on Animal traction 
and several farmers have been exposed to the technology. Animal traction will make farmers 
achieve the objectives of deep tillage for effective control of weeds and manure incorporation 
while furrow planting is made easier. It is recommended that tined implements be introduced 
and farmer training in the area be intensified. This should improve the water economy in the 
scheme especially during the periods associated with low river flows. The lining of the new 
main canal should further improve the water economy by improving the water conveyance 
efficiency. The system of using siphons to apply water from the tertiary canal into the 
furrowed plots is recommended. Further training on irrigation technologies that promise 
higher water application and conveyance efficiencies like drip irrigation is encouraged. For 
this, the Ministry of Agriculture PIU in Nakuru should be approached. Over-irrigation is 
something that must be avoided at all costs as it would lead to leaching of the nutrients away 
from the plants root zone. Farmers need to be sensitized on this matter and foremen/ water 
controllers be made to remain vigilant that it does not happen. 
11 
3.0 ENVIRONMENTAL EVALUATION 
3.1 Introduction 
The Morulem Irrigation Scheme (MIS) is in Lokori Division, Southern part of Turkana 
District. The project area is mostly flat, consisting mainly of thin layers of recent and 
subrecent alluvial deposits. However, the River Kerio which flows seasonally from South to 
North, influences the topography of the area. Flood plain soils are very deep (i.e. more than 
2.5m) and River water samples have shown that the water is suitable for most locally grown 
crops. 
The inhabitants of the District, the Turkanas, are predominantly pastoralists although a few 
are agro-pastoralists. Livestock keeping is frequently checked by periodic drought and over 
the last 30 years, four major droughts have resulted in widespread famine, diseases and loss of 
large numbers of livestock rendering thousands of people destitute. Agriculture, through both 
rainfed and irrigated crops, is the only major alternative source of food security in the region, 
hence the need to safeguard the environment for prolonged sustainable agricultural 
production. 
Design requirements for environmental conservation should be devoted to the 
accomplishment of the following three goals in the most economical way: 
1. Keeping the natural beauty of the surrounding intact 
2. Creating aesthetically satisfying structures and landscapes 
3. Causing minimum disturbance to the area ecology 
The programs objective was to ensure that the FY 97-2001 activities are compliant with 
USAID environmental procedures. This was to be achieved through establishment of 
woodlots, tree planting (including fruit trees), training sessions, and promoting activities that 
would enhance the survival of these tree seedlings. 
The main activities undertaken in this phase were: 
• Leveling 104 acres of land 
• Leveling and clearing of 203 acres of marginal land with very sparse bush and dry 
wood remains 
• Excavation of 6 km of canal 
• Construction of 20 diversion boxes and 9 road crossings 
• Fencing of 1.5 km of the main canal 
• Flood irrigation of 614 acres (now 764 acres) in both phase 1 and 2 
• Construction of improved demonstration grain store 
• Drilling 3 wells and installation of hand pumps 
• Construction of 12 VIP latrines 
12 
3.2 Implementation Strategies 
The design of the second phase of the MIS incorporated a number of mitigating measures that 
would prevent adverse environmental impacts. Community involvement in all the activities 
has been effectively emphasized. 
The clearing of land area was to be done in such a way that tree shrubs along the canals were 
not cleared for soil erosion control. The community was to be trained on soil conservation 
measures and crop husbandry. 
The river water quality was to be tested every four years as there are no known upstream 
activities that could adversely affect the quality of water. Excess water from the irrigated 
fields is drained into the woodlots which are outside the scheme preventing the possibility of 
contaminating water downstream. Seven and a half percent of the river flow was to be used 
for irrigation for two and a half months. The canals would be kept weed free and deep enough 
with the required minimum gradient to facilitate continuous water flow. 
The community has received health education that has sensitized them on various health 
issues including the need to keep the canals weed free to prevent water borne diseases. A 
storage protection plan was to be prepared and information for pesticide analysis was to be 
assembled. Use of Actellic was deferred until the plan was in place. Farmers were to be 
trained in drying farm grains to the required moisture content. Additional specialized training 
on pesticide handling was also to be effected. 
The environmental conservation activities carried out in the MIS could be broadly broken 
down into Tree planting, Solid Waste management, Energy use, Soil fertility management, 
Sanitation and Chemical use. 
These activities are mainly overseen by the Conservation, Health and Sanitation, and Block 
committees. 
3.2.1 Conservation Committee 
The responsibilities of the conservation committee include: 
• Training and encouraging the farmers to plant trees 
• Keeping records of trees and their survival 
• Collecting seeds 
• Enforcing by-laws related to conservation 
• Managing the tree nursery 
• Coordinating tree planting in the farms 
3.2.2 Health and Sanitation Committee 
The committee comprises a total of 38 members drawn from each block and are involved in 
the following activities: 
13 
• Promoting environmental cleanliness in the homesteads and pit latrines 
• Sensitizing the villagers on water hygiene 
3.2.3 Block Committees 
The scheme comprises 5 blocks in phase I and 3 in phase II. Each block has a committee 
which is headed by an elected block chairman. The activities they undertake include: 
• Monitoring of trees planted within the block 
• Enforcing by-laws related to conservation 
• Effecting block related concerns raised by the conservation committee 
3.3 Quality and Outcome of Environmental Components 
3.3.1 Tree Planting 
Trees are mainly planted as hedge rows along the canals to serve as wind breaks as well as for 
bank stabilization. Reforestation is also being undertaken in two woodlots, covering 
approximately 4 acres which are being established using drainage water from the scheme. 
There is an adequate supply of seedlings from the tree nursery which has a capacity of 25,000 
seedlings. Tree seedlings that are doing well include Azadirachta (Neem), Moringa, Zyziphus, 
Tamarindus, Leucaena, Sesbania, paw paw and local species such as Cordia Sinesis (Edome) 
and Acacia (tortilis, Senegal, and Nilotica). The other seedlings that are still on trial include 
Kei apple, , citrus, mangoes, dates, guava, and bougainvillea, 
The average survival of tree seedlings is 82 % while that of fruit seedlings is 80%. A total of 
26,394 tree seedlings and 16,829 fruit seedlings have been distributed so far. It has been noted 
that survival of the seedlings is better when planted along canal banks. 
3.3.2 Solid Waste Management 
The main solid waste generated directly from the project activities are the plastic bags from 
the tree nursery and the silt from the irrigation canals. 
Seedlings in the tree nursery were originally planted in clear polythene bags which when 
buried degrade faster than the plastic bags. However, due to a delay in opening the new 
scheme there was a shortfall in the clear polythene bags and a number of seedlings were 
transplanted into the plastic bags. This was done with the intention of recycling the used bags 
for other seedlings. The plastic bags which have deteriorated and cannot be used are either 
buried in a pit or thrown into a pit latrine. The farmers have been sensitized on this and are 
aware of the possible harmful effects of these plastic bags. 
Most of the silt removed from the canals is used to stabilize the banks of the canals. 
14 
3.3.3 Energy Use 
The community derives most of the cooking energy from firewood. The law prohibits them 
from cutting down trees in the forest as well as within the scheme. They are however allowed 
to collect the deadwood from the forest of which there is an adequate supply. An energy 
saving ‘jiko’ has also been introduced amongst them and this has greatly reduced the 
consumption of firewood. 
With the afforestation program in the woodlots it is expected that there would be sufficient 
firewood even if the number of farmers would increase within the scheme. 
3.3.4 Soil Fertility Management 
According to the soil survey undertaken by KARI, the soils are generally stratified, deep 
sandy loam to silty clay with platy structure and having pronounced smeary consistence. The 
soil reaction ranges from slightly acid (pH 6.3) to moderately alkaline (pH 8.1). The nitrogen 
levels and organic matter content were also established to be low throughout the project site. 
Soil Fertility Management (SFM) remains one of the key factors in deciding the success of 
irrigation. Optimum agricultural production aims at eliminating the correctable limitations 
that reduce crop production below the desired levels, and this is often achieved through the 
application of technologies or management strategies that address the problems related to the 
adequacy of nutrients and water supply. Based on the detailed soil survey analysis by KARI 
in December 2000, it is recommended that cycling of the nutrients within the farmers' 
household be maximized. 
Towards this end, farmyard manure is extensively used in the farms. Although it is difficult 
to state the exact extent to which it is used, it is estimated that about 70% of the farmers use it 
in their plots. Most farmers collect manure from the homesteads and carry it (on their heads) 
to the farms using metal basins (karais), plastic basins, gunny bags, etc. A few farmers use 
animal carts. 
Generally, manure transportation from the homesteads has been a big challenge due to its 
bulky nature. However, a new trend has emerged which, if well utilized, will help minimize 
this problem. This involves a form of zero grazing where farm refuse is fed to the livestock in 
designated areas outside (of the fenced scheme area). The animal droppings are later 
collected by farmer and used for improving soil fertility in the farms. This has picked very 
well and is now being adopted by majority of the farmers (about 60%). 
There have been no serious problems related to crop yields within the scheme. The problems 
encountered have mainly been solved through training on recommended agronomic practices. 
3.3.5 Chemical Use 
The use of chemicals such as pesticides or inorganic fertilizer has been discouraged in the 
project. Pesticides are not used in the grain store. No problems have been noted in the store so 
far in terms of pests or vermin. The grain is normally well dried to the required moisture 
15 
content and is usually stored for a period not exceeding six months. There has been no notable 
complaint regarding the quality of the grain. 
The soil fertility management measures appear adequate and there is no need for inorganic 
fertilizer at the moment. However, the soils should be monitored closely to ensure that any 
deterioration in fertility would be addressed promptly and adequately. 
Although there have been no cases of infestation by pests such as mites or weevils it is very 
important to monitor the grain store for pests. An integrated pesticide analysis should also be 
undertaken. There should be pest monitoring and crop loss assessment on a regular basis. 
3.3.6 Sanitation 
There are a total of 30 VIP latrines within the scheme. There are 14 latrines in Phase 2 all of 
which are in good condition and well maintained. In Phase 1 13 latrines are in good condition, 
and 3 are not well maintained. The farmers have been sensitized on the need to use them and 
the response has been very good to the extent that some of them have attempted to construct 
their own. Capacity is still being built among them to impart the new technology which is 
more cost effective. The farmers have also maintain these latrines well in terms of cleanliness. 
World vision Kenya has also installed a total of 6 boreholes under the MIS project. Only 4 of 
these boreholes are in operation. Water quality tests are undertaken every two years. The 
water quality tests done in 1999 for two boreholes indicated that the water was unsuitable for 
human consumption. Water samples from all the boreholes should be tested once more and 
results should be well kept. 
3.4 Appropriateness and Sustainability 
The planting of trees along the canals is suitable for bank stabilization and also for wind 
breaking. The woodlots are appropriate for reforestation and future firewood needs. 
Implementation of these activities was participatory and the community is fully in control of 
the exercises. These are sustainable. 
The burying or depositing of plastic bags in pit latrines is not sustainable. The use of clear 
polythene bags should be encouraged. The use of cost effective incinerators for burning these 
bags could also be explored. 
The current use of organic manure is sustainable and the farmers capacity on correct 
agronomic practices has been built up well. Composting of household waste, crop residues, 
weeds, leafy litter, prunings and other plant matter is yet another promising idea although leaf 
litter, crop residue and weeds are currently used for feeding livestock. However, the use of 
this technique is increasing and is particularly important to farmers with few animals and 
hence it is recommended that farmers be trained on composting techniques. 
Agro-forestry is yet another system that provides the opportunity for nutrient cycling. 
Normally an alley of trees are grown and periodically cut for fuel wood and foliage for 
feeding animals. In the project area trees that are presently available and which offer good 
16 
opportunities for agro-forestry are Sesbania Sesban, Leucaena Leucocephala as they are 
leguminous and the decomposed leaves (i.e. Green manure working crop remains into the 
soil) would not only improve the nutrient status of the soil, but also the soil structure. 
Farmers have been trained on the benefits of agro-forests i.e. bio-pesticide, nutrition value and 
soil fertility enhancement and maintenance. Project should consider trials towards 
introducing Calliandra and Tithonia into the area as agro-forestry trees. 
Deep tillage is vital in easing soil strength while preparing the seedbed to allow for adequate 
root proliferation, while at the same time incorporating farmyard manure. This is where 
Animal Traction becomes vital in empowering the farmers to accomplish this object. Tined 
implements associated will conservation tillage should be provided. 
The construction of pit latrines is appropriate in the scheme as it has checked the possibility of 
human waste finding its way into the irrigation canals which would have been a serious health 
hazard. The exercise is sustainable as the required capacity is being developed within the 
community.