Kenya Forest Service Customers Final Report.pdf · 3.5.1 Questionnaire Administration ... NTFP Non-...

BREINSCOPE CONSULTANTS LIMITED Nairobi Office: 16th Floor, View Park Towers, Utalii Lane, P.O. Box 74656 - 00200, Nairobi, KENYA. Western Region Office: 10th Floor, Varsity Plaza, P.O. Box 084- Mega City-40123, Kisumu, KENYA. Tel: +254 (0)20-218 6424 Cell: +254 (0)729-325577 Email: [email protected] Web: www.breinscope.com

Kenya Forest Service

“Doing Best What Matters Most”

Customer Satisfaction Survey

REPORT

November, 2010

Report Prepared By:

Samwel Mwai Msc. (Lead Consultant)

Team Members: Hezbourne Ouma Ong’elleh (M.A)

Caroline Nyambura (Msc) Willis Odhiambo Okul

Francis Ogot Conrad Siteyi

Zablon Onyango Wagalla Angela Kamakil

Kenya Forest Service Customer Satisfaction Survey

Page | 2

ACKNOWLEDGEMENTS Research involving persons of different disciplinary and professional orientation is often a daunting and delicate exercise. We wish in this spirit to pay great compliments to all those who made this exercise a resounding success. Special thanks are extended to the Key Informants who accepted to provide the requisite information through interviews and one on one discussion. These included the Customers and staff members of the Kenya Forest Service across all the Conservancies, Institutional and Corporate Entities, Line Ministries and Government Departments and last but not least, Community Groups or Associations. It may not be possible to mention everyone who has contributed to the success of this survey. We similarly acknowledge the numerous silent contributors, who may not have been mentioned here, but played a significant role in making the survey possible. Thanks to the Corporate Services Department headed by Lucy Kiboi with assistance from Abraham Wata, and field officers for ensuring that all the logistics were available when and where needed particularly in the mobilization process, administering questionnaires, data collection, facilitating all relevant literature and report sharing and dissemination sessions. It is worth noting that the unique people skills exhibited during the moments of interaction were the mirror image of the capacity strengthening conducted by KFS. We recognize the organization initiated by the entire KFS Staff. We were elated by the pivotal role played by all staff in ensuring the conduct of interviews and arranging for pre requisite logistics for the exercise. Thanks to all the consultant team members who endured the field hardships and extensive travel to ensure that the work is completed in time. Lastly, we wish to thank the Kenya Forest Service, specifically the Managing Director, Mr. D.K Mbugua for giving us the opportunity to carry out the noble assignment and accepting to be a reliable partner in the quest for improvement of use and management of Forest resources. Finally, thanks be to the Almighty for the safety and reassurance enjoyed during the exercise in the varied environments. May God bless you all abundantly.


Page | 3

Table of Contents Executive Summary ................................................................................................................................................. 6 Chapter One: Introduction ...................................................................................................................................... 8

1.1 Background to Kenya Forest Service and the Survey ........................................................................... 8 1.2 Purpose and Rationale of the Survey ..................................................................................................... 8 1.3 Specific Survey Objectives ...................................................................................................................... 8

Chapter Two: Literature Review........................................................................................................................... 10 2.1 Introduction ........................................................................................................................................... 10 2.2 Kenya Forest Policies and Institutional Arrangements ...................................................................... 10

2.2.1 The Forest Policy in Retrospect ...................................................................................................... 10 2.2.2 Institutional Arrangements for Sustainable Forest Management in Kenya ................................ 11

2.3 Towards Flagship Roles-Recasting KFS, Services, Operations and Management ............................ 13 Chapter Three: Methodology ................................................................................................................................ 15

3.2 The Research Design ............................................................................................................................. 15 3.3 Nature and Sources of Data .................................................................................................................. 15

3.3.1 Data Sources ...................................................................................................................................... 15 3.3.2 Nature of Data ................................................................................................................................... 18

3.4 Survey Tools .......................................................................................................................................... 18 3.5 Methods of Data Collection .................................................................................................................. 18

3.5.1 Questionnaire Administration ........................................................................................................... 18 3.5.2 Conducting Key Informant Interviews (KIIs) ..................................................................................... 19 3.5.3 Focus Group Discussions (FGDs) ...................................................................................................... 19 3.5.4 Review of documented information ..................................................................................................... 19

3.6 The Sampling Design ................................................................................................................................... 20 3.8 Data Analysis ......................................................................................................................................... 21

Chapter Four: Survey Findings ............................................................................................................................. 23 4.1 SECTION 1: OVERALL AND MAINSTREAM CUSTOMER SATISFACTION ................................ 23

4.1.1 Introduction ..................................................................................................................................... 23 4.1.2 Overall Mainstream Customer Satisfaction ................................................................................... 23

4.2 SECTION 2: STUDENT CUSTOMER SATISFACTION ..................................................................... 38 4.2.1 Introduction ..................................................................................................................................... 38 4.2.2 A Background into the Kenya Forestry College (KFC) ................................................................. 38 4.2.3 Survey Results ................................................................................................................................. 39 4.2.4 Students Daily Challenges .............................................................................................................. 49

Chapter Five: Conclusions and Recommendations ............................................................................................. 52 5.1 Introduction ........................................................................................................................................... 52 5.2 Conclusions ........................................................................................................................................... 52 5.3 Recommendations ................................................................................................................................. 52

5.3.1 Cross-cutting-Recommendations for Policy and Institutional Improvement ........................................ 52 5.3.2 Recommendations to Enhance Customer Satisfaction.................................................................. 54

REFERENCES ........................................................................................................................................................ 57 Appendix A; Customer Satisfaction Questionnaire............................................................................................. 58 Appendix B; Customer Satisfaction Questionnaire for Kenya Forest College Students (KFC) ........................ 60 Appendix C; FGD Guide - Customer Satisfaction and Study Environment ...................................................... 63


Page | 4

List of Photographs PICTURE 1: GOING BEYOND SIGNPOSTS-THE NEED FOR RESULT-BASED VISIBILITY ..................................................... 27 PICTURE 2: THE TALL ORDER IN FARM FORESTRY- SEEDLING PRODUCTION IN KAKAMEGA FOREST............................. 30 PICTURE 3: CARVING WOOD-A FOREST PRODUCT IN JEOPARDY .................................................................................. 33 PICTURE 4: USER OR DESTROYER?-THE REMARKABLE WORK OF AN OFTEN FORGOTTEN CUSTOMER ........................... 34

List of Figures FIGURE 1: SEQUENTIAL SURVEY STEPS ...................................................................................................................... 15 FIGURE 2: A SAMPLE SHEET OF AN E-QUESTIONNAIRE ON A WEB BASED PLATFORM ................................................... 19 FIGURE 3; RESPONSE ON CUSTOMER SATISFACTION BY DRIVERS .................................................................................. 23 FIGURE 4; MAINSTREAM CUSTOMER SATISFACTION INDICES SCORES BY CONSERVANCY ............................................. 24 FIGURE 5: SERVICES OFFERED BY FREQUENCY OF CUSTOMER USE .............................................................................. 25 FIGURE 6: CUSTOMERS' VIEW ON TIME TAKEN TO ACCESS SERVICE ............................................................................ 26 FIGURE 7: CUSTOMERS’ INITIAL KNOWLEDGE OF KFS SERVICES.................................................................................. 26 FIGURE 8: CUSTOMER 'S KNOWLEDGE OF OTHER SERVICES OFFERED BY KFS ................................................................ 27 FIGURE 9: CUSTOMER RATING ON THE QUALITY OF SERVICE ...................................................................................... 28 FIGURE 10: COMPARISON BETWEEN QUALITY OF SERVICE AND OVERALL SATISFACTION OF ORGANISATION ................ 28 FIGURE 11: NUMBER OF TIMES CUSTOMERS VISITED KFS OFFICES .............................................................................. 29 FIGURE 12: CUSTOMERS' VIEW ON SERVICE IMPROVEMENT OVER TIME....................................................................... 30 FIGURE 13: LENGTH OF WAIT FOR SERVICE ................................................................................................................. 31 FIGURE 14: STAFF TREATMENT OF CUSTOMERS .......................................................................................................... 32 FIGURE 15; STUDENTS’ RATING ON COURSE OR SUBJECT CONTENT ............................................................................ 41 FIGURE 16: COMPARISON OF STUDENT RATINGS ON COURSE CONTENT AND DELIVERY ................................................ 42 FIGURE 17: STUDENTS DESCRIPTION OF WAITING TIME FOR GOODS AND SERVICES ..................................................... 42 FIGURE 18: SOURCES OF INITIAL KNOWLEDGE ABOUT KFC ........................................................................................ 43 FIGURE 19: PROPORTION COVERAGE OF STUDENTS’ PARTICIPATION IN CAREER COUNSELING……………………………………..45 FIGURE 20: STUDENTS OPINION ON JOB PROSPECTS UPON COMPLETING COLLEGE ....................................................... 45 FIGURE 21: COMPARISON OF THE STATE OF SUPPORT RESOURCES AND FACILITIES AT KFC ......................................... 47 FIGURE 22: VARIATIONS IN STUDENT RELATIONSHIPS AMONG ACADEMIC AND NON-ACADEMIC STAFF ........................ 49 FIGURE 23: CAMPUS LIFE DAY TO DAY CHALLENGES ENCOUNTERED BY STUDENTS AT KFC ...................................... 50

List of Tables TABLE 1; STATE AGENCIES AND THEIR RESPECTIVE ROLES IN THE FOREST SECTOR IN THE COUNTRY ........................... 11 TABLE 2: LIST OF SERVICES OFFERED BY KFS............................................................................................................. 13 TABLE 3: LIST OF CUSTOMERS SAMPLED IN THE SURVEY ............................................................................................ 16 TABLE 4: MEAN RESPONDENTS WEIGHTINGS AND SCORES (MAINSTREAM) ................................................................... 24 TABLE 5: MEAN RESPONDENTS WEIGHTINGS AND SCORES (STUDENTS) ........................................................................ 40 TABLE 6: FORESTRY COURSES OFFERED AT KFC BY DEPARTMENT AND SUBJECT........................................................ 41 TABLE 7: STUDENTS’ REASONS ON TIMELINESS .......................................................................................................... 43 TABLE 8: REASONS GIVEN TO SUPPORT STUDENTS’ RATING ABOUT OPINIONS ON JOB PROSPECTS ............................... 45 TABLE 9: A SUMMARY SATISFACTION SCORES ACROSS ACADEMIC AND NON-ACADEMIC SUPPORT SERVICES .................. 47 TABLE 10: SUGGESTED SOLUTIONS BY STUDENTS TO AMELIORATE PROBLEMS AND CHALLENGES FACED AT KFC ....... 50


Page | 5

List of acronyms

ASALs Arid and Semi Arid Lands

CAP Chapter

CBO Community Based Organizations

CSI Customer Satisfaction Index

CSO Civil Society Organizations

DFO District Forest Officer

FA Forestry Associations

FD Forest Department

FLEG Forest Law Enforcement and Governance

KFC Kenya Forestry College

KFS Kenya Forest Service

KWS Kenya Wildlife Service

KFWG Kenya Forest Working Group

KIFCON Kenya Indigenous Forest Conservation Project

UNMDGs 2015 United Nations Millennium Development Goals

M&E Monitoring and Evaluation

NEMA National Environment Management Authority

NGO Non-Governmental Organizations

NTFP Non- Timber Forest Products


Page | 6

Executive Summary The new ‘Mandate, New Challenges’ is a customer satisfaction report based on results from a customer satisfaction survey conducted in July 2010 by Breinscope Consultants. The report is presented for use by the management of Kenya Forest Service. The survey results presented in this report are based on the solicitation of opinions from KFS customers in 11 sampled sites in all the ten KFS conservancies in the country and Nairobi where the KFS headquarters are based. Customer satisfaction is a necessary precondition for the achievement of KFS’ Vision – ‘to be the leading organization of excellence in sustainable forest management and conservation’. The survey was therefore aimed at;

1) Finding out customers’ perception of KFS performance on each of the service attributes,

2) Enabling KFS understand the priorities and importance customers place on different elements of the service,

3) Getting the perception of the customers on whether mode of service has improved over time,

4) Gathering views of customers on how service delivery can be improved, and 5) Giving recommendations on how service delivery can be improved.

A total of 317 respondents aggregated either as mainstream or student customers were reached. Based on a survey model for research, a multi cluster sampling was used to select individual customers from the ten (10) conservancy areas. Nairobi which hosts the headquarters was also sampled to make the total sampled areas 11. At least a third of all zones comprising the sampled conservancies were represented. Key Informants and members in Focus Group Discussions were purposively selected using snow balling technique. Data collected was collated, cleaned and weighted to derive the overall customer satisfaction index from which survey interpretation and discussion was based. Survey findings indicate a general satisfaction with services offered by KFS across the various categories of customers. The Overall calculated Customer Satisfaction Index (C.S.I) was 61.7. Variations however existed in the level of satisfaction largely hinged on the type of service and satisfaction attribute or driver considered. Student customers for instance exhibited lower satisfaction than the mainstream customers, a fact attributed to declining state of facilities and services at KFC. In this regard the C.S.I for mainstream customers was 72.1 while that of student customers was 51.3. The overall C.S.I was derived from the average of the two categories of customers. More over comparisons along the various drivers of satisfaction for the mainstream, rated professionalism (83 %) highest followed by timeliness (79 %), quality of service (76 %) and accessibility (63 %) in that order. Among students, academic drivers were high performers whereas non-academic drivers particularly dining and sports facilities were the worst performers. Survey findings suggest the need for policy and institutional changes to make delivery of service more customer-centric and client-driven. System improvements in policy and institutional environment that need prioritization by the Kenya Forest Service include;


Page | 7

1) The need to enhance and mainstream mechanisms for community involvement in programmes and projects. Here, entry points for future engagement of communities need to be reviewed in order to motivate, sustain participation and build trust among them and with the Institution.

2) The necessity to disseminate the new forest policy document to all stakeholders to remove confusion, misunderstandings, conflicts and inaction that comes due to lack of information.

3) The requirement to broaden and strength partnerships and collaborations with both private

and public institutions to increase visibility, fund-raise and optimize resource use (both human and capital).

Based on these institutional gaps and grey areas, the survey recommends; 1) Recognizing the need and allowing Kenya Forest College to be quasi independent owing to

its unique needs and circumstances along the lines of procurement, resource use and mobilization, planning and budgeting. This can be achieved by having a sub-committee of the KFS board with specific mandate on the college.

2) Allowing checked or monitored compounding of forest-related crimes at the zone level to facilitate quick prosecution and delivery of justice to offenders.

3) Recognizing and harnessing traditional forest governance knowledge and structures

inherent among forest-dwelling communities. Guidance should also be provided to these communities in developing forest-based enterprises taking advantage of the equalization fund provided for in the new constitution.

4) Developing and equipping the Forest Geographical Information System, complete with

remote sensing capabilities to hasten mapping off all forest resources in the country. This information hub or centre should also contain a database of all mapped customers in the country’s conservancies.

5) Need to re-orient some extension approaches by empowering and building capacities of

extension workers in areas of participatory farm and dry land forestry to meet the demands of KFS new strategic directions.

With the foregoing changes in picture, and with diligent efforts exerted to realizing them, KFS’s future and image is certainly going to be bright where customer’s needs are not only respected but given prominence. The commitment to and the means for reaching this desired image is there, what only remains is removing the challenges faced in the new mandate. Otherwise, every concern and effort put will continue being mere rhetoric to be harshly judged by posterity-and perhaps a generation that would only hear of forest existence in folklore or legends.


Page | 8

Chapter One: Introduction 1.1 Background to Kenya Forest Service and the Survey

The Kenya Forest Service (KFS) is the lead government institution in Kenya on all matters forestry. KFS is a semi autonomous government body mandated ‘to provide for the establishment, development and sustainable management, including conservation and rational utilization of forest resources for environmental protection and socio-economic development of the country’. The Kenya Forest Service (KFS) was established by an act of Parliament as a body corporate under the Forest Act, 2005, to provide for the establishment, development and sustainable management, including conservation and rational utilization of forest resources for the socio-economic development of the country. Founded in 2007, KFS is a pretty young Public Corporation. The institution has a human capital establishment of over 5,000 employees distributed all over Kenya at the Headquarters, Conservancies and the Kenya Forest College. Customers benefiting from goods and services provided by KFS are varied and spread all over the country in ten conservancies across all the Provinces in the country. KFS engaged Consultancy Services from Breinscope Consultants Limited to conduct a Customer Satisfaction Survey. Outputs from the surveys would enable KFS understand its Customers. In this regard, the survey gave customers the opportunity to express their opinion about the organization. Through this survey, attitudes, perceptions and satisfaction levels of customers will provide feedback allowing KFS understand and serve customers better leading to improved performance and profitability.

1.2 Purpose and Rationale of the Survey

Customer satisfaction is a necessary precondition for the achievement of KFS’ Vision – ‘to be the leading organization of excellence in sustainable forest management and conservation’. Data and results of the survey will be used for a number of functions, namely:

i. Enhance customer satisfaction and loyalty ii. Identify institutional strengths and areas for improvement

iii. Provide senior management with information to facilitate ongoing planning and policy development initiatives

1.3 Specific Survey Objectives

The survey was based on the following specific objectives on Customer Satisfaction;

i. Find out customers’ perception of KFS performance on each of the service attributes,

ii. Enable KFS understand the priorities and importance customers place on different elements of the service,

iii. Get perception of the customers on whether mode of service has improved over time,

iv. Gather views of customers on how service delivery can be improved, and v. Give recommendations on how service delivery can be improved.


Page | 9

1.4 Survey Scope

This survey identified a powerful set of four factors that drive satisfaction across public services that are relevant to assessing customers’ satisfaction levels with KFS. The four key drivers were:

Accessibility: covered information or knowledge about the service, affordability of service and geographical nearness to the point of need.

Delivery: Addressed the question of whether service delivers outcomes promised and manages to deal with any problems that may arise. This was measured along relevance of service to customer needs and in meeting general forestry sector development goals, quality of service or product, likelihood of customers to recommend service to others services, and organizational responsiveness to future customer needs.

Timeliness: Found out if the service responds immediately to the initial customer contact and deals with the issue at the hand quickly and without passing it on between staff or causing any unnecessary delays.

Professionalism: Addressed whether staff were knowledgeable and competent and / or treated customers fairly. This covered staff attitude i.e. customer views as to whether KFS staff are friendly, polite and sympathetic to customers’ needs.


Page | 10

Chapter Two: Literature Review 2.1 Introduction

This chapter reviews some of the relevant literature that contextualized the study theme on pertinent customer satisfaction attributes also referred to us drivers of customer satisfaction among those seeking goods and services at KFS. The review begins with a background on how forest policy and institutional environment has metamorphosed or evolved to what is now today. Succeeding sections cast light into the three thematic foci of the survey by exposing how customer satisfaction influences management and operations of a state corporation.

2.2 Kenya Forest Policies and Institutional Arrangements

Forests have historically provided and will continue to provide essential goods and services such as timber, poles, fuelwood, food, medicines, fodder and other no-wood products. Forest resources and forestry development activities also contribute significantly to the national economy by supplying raw materials for industrial use and creating substantial employment opportunities and livelihoods. In order to gain insights into the policy and institutional landscape that have shaped attitudes, perceptions and practices regarding forest use and conservation in Kenya, it was therefore important to uncover historical perspectives and highlight on major institutional reforms that have hitherto taken place in the forest sector in the country.

2.2.1 The Forest Policy in Retrospect

The evolution of forest policy dates back to Pre-colonial era. The process is exemplified by the observed historical and indigenous people’s conservation practices, some of which are still practiced to date. For example, the Mijikendas of Kenya’s coastal region clearly zoned the forests into areas open for utilization and those for preservation. The preserved zones, known as the Kayas, were only open for cultural and religious rites. These sacred Kayas still exist to date and some are now gazetted and managed under the Antiques and Monument Act Cap 215 of 1984 by National Museums of Kenya (NMK). Kenya’s first forest policy was formulated in 1957 and revised in 1968 (sessional paper no.1). This policy focused on conservation and management of forest resources on government land. One of its main weaknesses was that it did not adequately recognize or reflect the role, rights or responsibilities of communities adjacent to or living in the forests. The new policy instrument “The Forests Act (2005)” supersedes the Forest Act-Cap 385 (revised in 1982 & 1992). It is anchored on the principles and the strategic goals in the draft Forest Policy; draws on lessons learned from implementation of the Forest Act Cap 385; and contributions from all key stakeholders and concerned Government ministries and institutions, local authorities, NGO’s/CSO’s, private sector and professional societies. Strategic goals (Forests Act-2005) include:

i. Increasing forest and tree cover to meet growing local needs for wood energy, industrial wood and other forest products.

ii. Conserving the remaining natural forests for the protection of water catchment, biodiversity, promotion of ecotourism and sustaining agricultural production.

iii. Contributing to country’s efforts to reduce poverty as contained in the 5-year Economic Recovery Strategy Paper and Vision 2030.

iv. Fulfilling national obligations under international environmental agreements related to forestry.


Page | 11

Salient features include: i. Establishment of semi-autonomous Kenya Forest Service

ii. Broader mandate of the service to cover all forests iii. Increased role and responsibility for local communities and other stakeholders in

management of forests iv. Promotion of commercial tree growing v. Excision of gazetted forests require EIA and parliamentary approval

vi. Management plans required for all major forest ecosystems vii. Creates a professional forestry society

viii. Establishment of a Forest Management and Conservation Fund The Forests Act (2005) takes cognizance of the principles embodied in, and embraces national commitments to the UNMDGs 2015, Agenda 21 and other international and regional Environmental Agreements (CBD, UNCCD, UNFCCC, the Non-legally Binding Authoritative Statement of Principles for a Global Consensus on the Management, Conservation and Sustainable Development of all Types of Forests (and Chapters 11 of Agenda 21); and the Cameroon Ministerial Declaration (October 2003) on FLEG. Other laws that influence conservation and management of forests: In addition to the Forests Act (2005), Kenya has over 77 statutes that touch on forestry in one form or another. Key among these are the Draft Land/Land use Policy; Environmental Management and Coordination Act (EMCA) 1999; The Water Policy/Water Act of 1999; The Wildlife (Conservation and Management) Act (Cap 376); the and the Agriculture/National Food Policy – (Sessional Paper No. 2 of 1994.)

2.2.2 Institutional Arrangements for Sustainable Forest Management in Kenya

Several institutions play a pivotal role in forest management and forest law enforcement and governance in the country. These institutions both governmental and non-governmental (local and international) are not only key stakeholders in forests of Kenya but have been instrumental in advocating for and shaping the new dispensation in policy and institutional structural reforms in forest governance. A new noteworthy welcome contribution is the emerging concept of participatory democracy in the governance of forest resources in the country through involvement of grass-root populations and communities.

i. Government Role A part form the Kenya Forest Service which has the overall mandate in the development of the forest sector in the country, various Line Ministries, Government Departments and other State Organs have been actively involved in the protection and management of forest resources within their given mandate and areas of jurisdiction. Error! Reference source not found. below presents a list of state agencies and their respective roles and responsibilities in the forest sector in the country. Table 1; State Agencies and their respective roles in the Forest Sector in the Country

Body / Institution Related Mandate a) Kenya Wildlife Services Enforcement of the rules and regulations governing the

management of wildlife in parks and nature reserves that also contain forests (ref. CITES)

b) Ministry of Lands Overriding mandate over land and land use policy c) Office of the Attorney General- Registration of Community Forest Association d) Forest Research institutions (KEFRI and Research and pilot on issues that touch inter alia Forest Law,


Page | 12

Universities) Enforcement and Governance. e) National Environmental Management

Authority (NEMA) Policy coordination and harmonization, EIA and compliance under the EMCA and resolution of inter-sector/ cross-sector disputes through the Environmental Tribunal

f) The National Museums of Kenya Overall management forests and forest resources in UN designated World Heritage Sites

g) Local Authorities Oversight powers over forests under trust lands. h) Commissioner of Police Jurisdiction on law enforcement and prosecution i) Ministry of Water Mandate for gazettement of water catchment areas.

While different state agencies provide the synergy needed in forest sector development achieved through collaboration and partnerships, harmonization of sectoral instruments and legislations, which are often disjointed, is needed. Harmonization will reduce role conflicts and promote efficiencies in use of available public resources through coherent systems of coordinating programmes and / or project activities. A major source of conflict for instance has been the double gazettement of same forest areas to both KWS and KFS without well spelt out thresholds on powers over jurisdiction. Cases in point are the Mount Kenya and Kakamega forests.

ii. Inter- Governmental Actions

International NGOs, including IUCN, WWF and the East African Wildlife Society (EAWS) have been championing the case for Participatory Forest Management (PFM) and the need for conservation and sustainable management of forests for livelihoods and biodiversity conservation. In particular, IUCN has documented important experiences, while WWF and EAWS have been in the forefront in forest conservation policy advocacy.

iii. The role of the civil society organizations (CSOs)

a) The CSO’s (including the media, the forest associations and NGOs such as the Green Belt

Movement, the Kenya Forest Working Group, the Forest Action Network) have been playing a critical role in bringing issues relating to forests to the attention of the public and holding the government to account on these issues. For example their role in lobbying against the 2001 excisions was vital in exposing mismanagement and bad practice. The Green Belt Movement in particular has been at the center of national debate on forest issues. Kenya Forest Working Group (KFWG) and the Forest Action Network (FAN) played an important role in the national forest policy and institutional reform process, and have been strong advocates of the PFM. This has been achieved through studies, assessments and community mobilization for the establishment of forestry associations for forest blocks threatened by bad governance or inadequate law enforcement. The advocacy role will continue to be vital, and largely in the hands of the civil society organization. Their role in PFM, and the incentives provided for in the Forests Act (2005) will motivate them to be more aggressive in promoting forest protection and sustainable management of the forest. However, in view of their own interest, there will be need to hold them accountable in order to ensure they are advocating for the public good.


Page | 13

b) Professional associations: The Kenya Forestry Society is the only professional body recognized in the Forests Act (2005) and is a member of the Forest Board. In the past, this body has been largely passive in its response to issues affecting forests. Part of the reason is that most of its members were serving staff of the Forest Department and therefore compromised to express their views openly. However, with official recognition in the Act, and many retired professional joining the Associations, and armed with professional knowledge on conservation and management issues, wider democratic space in the country the body is poised to play a more prominent role.

c) Community based associations: The government’s commitment to PFM has come about

partly as a result of pressure from community based associations who, in the past, approached the former Kenya Forest Department with proposals to pilot and work with them towards their involvement in forest management. Examples include the Gong Forest Sanctuary Society; the Ngare Ndare Forest Trust; the Eburu Forest Conservation Network, Ngong hills forest association; and the Olobollosat community forest associations. These associations contribute significantly to forest law enforcement and are expected to be more effective under the new forest act which has empowered them through recognition and provision of legal status.

2.3 Towards Flagship Roles-Recasting KFS, Services, Operations and Management

Recasting KFS services operations and management would be first require meeting needs including tailoring these needs along customer demands and requirements. In order to tackle views and perception of customer on the extent to which they are satisfied with goods and services provided by KFS, it was important to know and understand what exactly is offered by the institution. The list below enumerates the range of goods and services are provided by KFS: Various goods and services are currently being offered by KFS. Table 2 below summarizes the ranges of goods and services available on the KFS Service Charter that may be procured from the institution. Table 2: List of services offered by KFS

Way leave authorization Nature based enterprises licenses Timber tender award Authorization of mining Seedlings purchase Timber license Prospecting in forest areas Forest extension information Annual operation license Base transmission/ receiver station license

Certificate of origin and Movement permit

Tendering for supply of goods and services

Technology transfer Sale of minor forest produce Forest area camping Ecotourism licenses Allocation of harvesting/ felling area Access to felling plan Water easement authority Aquaculture/ mariculture licenses Timber import and export permit


Page | 14

On their part, customers are obligated to;

Treat KFS and staff with respect and courtesy Assist in providing necessary information in a timely manner Observe forest law, rules and regulations Actively participate in tree planting and conservation of existing forests Desist from wanton destruction of forest and trees Pay and obtain official receipts for all transactions

Kenya Forest Service is keen to improve service delivery by accepting and acting on feedback from customers to improve performance through constructive engagement. A complaint reporting and handling mechanism channeled through the Director is currently in place. In cases where service delivery is unsatisfactory, redress may be sought amicably and with mutual understanding. Complaints may be brought to the attention of the DFO, Head of Conservancy or Director through; letters, face to face discussions, telephone call, fax message and E-mail message.


Page | 15

Chapter Three: Methodology 3.1 Introduction This chapter covers the research design, nature and sources of data, methods of data collection, survey tools, the sample size, and data analysis procedures. The chapter ends by detailing some data collection limitations encountered during the field survey exercise. In carrying out the Customer Satisfaction study the survey team utilized the following sequential phases given in the chart 3.1 below. These phases include, planning, data collection, review and analysis and reporting. Figure 1: Sequential Survey Steps

3.2 The Research Design

This exercise employed the survey model in research and combined both formal and informal methods of data collection. The formal methods of data collection included the use of questionnaires, interview schedules and guides as well as direct observation. These methods generated quantitative data. Informal methods on the other hand entailed use of focus group discussions to provide in-depth qualitative data. This method is chosen because of its effectiveness in studying highly interactive social interactions, peoples underlying motivations, beliefs and values systems in settings as those presented in the survey (Kumar 1993). The formal methods as advanced by Emerton (1996) generated quantitative data that were statistically analyzed to draw conclusions. Further, random selection was used in selection of the sample areas. This method allowed statistical significance testing of variables as stipulated by Kuper and Kuper (1996) and Anderson (1980) on the use of survey models in research. On their part, informal methods gave an in depth analysis the theme investigated (i.e. customer satisfaction) but not of its extent or pervasiveness.

3.3 Nature and Sources of Data

3.3.1 Data Sources

Data were obtained through the field exercise and by use of an on-line data collection platform. Here, information was gathered from KFS staff and their customers (clientele) that had received services or products from the institution. There was also a special category of clientele1 that was also covered, i.e. suppliers of goods and services to KFS. Customers were varied along various categories and groups to allow as much a representative view of customers as possible. Table 3 below presents a list of customers sampled in the survey.

1 Falling outside the definition of a customer (a partaker of goods and services from the institution) but whose views on two parameters i.e. time responsiveness and professionalism provided more insights into the structure and operation of KFS


Page | 16

Table 3: List of Customers Sampled in the Survey Broad Category

Specific Customer / Group of Customer

Service Covered Number Met

Locations

Institutional and Corporate Entities

Tannin Dealers Movement Permits 1 Eldoret

Energy providers; KENGEN and KPLC

Way leave 3 Ngong, Nairobi and Eldoret

Communication Providers (Safaricom)

Way leave 1 Nairobi

Tea Factories Technical advice Forest Soil

2 Ragati (C. Highlands) Kapsara(North Rift)

Tobacco industries (BAT and Master mind)

Technical advice 2 Nyanza

Forest-related NGO providers, CBOs and CSOs

Technical advice, partnerships, resource mobilization

6 Nairobi, Kitale, Nyeri, Machakos, Embu, Chuka

Regional Water Management Authorities (WARMA)

Water Easement 2 Nyeri- TARDA, Ewaso Nanyuki

Line Ministries and Government Departments

Energy Partnerships, climate concerns

1 Nairobi

Water Partnerships Water catchment protection

1 Nairobi

Kenya Wildlife Services Forest in Parks 2 Chuka, Aberdares

Agriculture Partnerships, Extension

2 Machakos, Kitale

Forest Research institutions (KEFRI and Universities)

Research 2 Maseno, Cheptiret Eldoret

Lands Land use policy 1 Nairobi

Provincial Administration Enforcment and mobilization of communities

3 Embu, Mau, and Kapenguria

Attorney General Registration of CFA

1 Nairobi

NEMA Partnerships, regulation

1 Nairobi

Local Authorities Partnerships, forests on trust lands

2 Nyadarua, Migori

Livestock Partnerships, extension

3 Nairobi, Laikipia, Isiolo

Community Groups or Associations

Community Forestry Associations

Capacity building, Forest user rights

24 Associatio

ns

All the ten conservancies

Pastoral communities Capacity building, Rehabilitation of critical sites

2 group ranches

Laikipia North

Seedling production groups Capacity building Purchase of seedlings

13 groups Kakamega, Kinale, Transzoia, Laikipia, Gachoka


Page | 17

Ecotourism Sites2 Capacity building, Forest user rights

3 sites Kakamega Kilifi, Kwale

Farmer Field schools Capacity building Three Extension

Zones

Laikipia, Kericho, Nyadarua

Schools Rehabilitation of degraded sites, Capacity building

9 Machakos, Kajiado, Laikipia, Kericho, Kilifi and Nyadarua

Forest-dwelling communities Capacity building, Forest user rights

2 groups Ogiek [Mau] and Sengwer (Kapolet Forest)

Individual3 Customers

Saw millers / timber merchants Permits 33 Chuka, Nyeri, Embu, Londiani, Elbergon, Koibatek, Eldoret, mt Elgon

Charcoal Merchants Permits 21 Gachoka, Nyeri, Kapolet, chuka, Nanyuki

Herbalists Forest user rights 2 Narok

Private/group nursery owners Capacity building, Marketing of seedlings

19 Kitale, Kieni, Laikipia, Kakamega, Maseno

Wood carvers Permits Capacity building

11 Kilifi, wamunyu

Farmers (on private land under PELIS4 programme)

Capacity building, Tree assessments, Forest user rights

58 All over the ten conservancies

Bee keepers Forest user rights 31 10 forest stations sampled

Firewood collectors Forest user rights 79 All forest stations sampled

Grazers Forest user rights 36 All forest stations sampled

Suppliers of Goods and Services

Petrol Stations (Eldoret) Ease of tendering and payments

3 Nairobi, Nyahururu, Eldoret

Event Organizers Ease of tendering and payments

2 Kilifi, Isiolo

Cereals (Kenya Forest College) Ease of tendering and payments

1 Londiani

Water and Sewerage providers Ease of tendering and payments

3 Nyeri, Eldoret, Embu

Power Providers Ease of tendering and payments

2 Nyeri, Eldoret

Vehicle maintenance Ease of tendering and payments

3 Nairobi, Nyeri, Eldoret

Kazi Kwa Vijana (KKV)5 Ease of payments and general treatment by KFS staff.

21 Karura, Enbu, Machakos, Isiolo, Kakamega, Garissa

2 Either falling under a user group or CFA 3 Categories covered by forest user groups sometimes procured multiple user rights for forest goods (e.g. grazing and firewood) 4 16 farmers with parcels of land in forest sampled in Londiani, Kapolet and Nyandarua 5 Provide Casual labour for nursery management, water catchment rehabilitation and silvicultural operations in KFS commercial forest plantations


Page | 18

Additional in-depth knowledge into corruption perceptions and practices was also provided through the focus discussions with specific forest user groups and forest extension beneficiaries. Data from customers was verified by conducting key informant interviews with middle and senior level mangers.

3.3.2 Nature of Data

Secondary data comprised an explorative review of relevant literature from various published sources including official KFS records accessed by the survey team. Basic customer satisfaction questions included:

a) Satisfaction with purchase made (of a product or service) b) Satisfaction with the service received c) Satisfaction with KFS overall

Additional customer satisfaction attributes looked at:

a) Ease of access to services covering knowledge of services on offer, affordability, and proximity to service.

b) Delivery of outcomes (i.e. answering the question, ‘Did I get what I came here for?’ This measured against relevance to customer needs, responsiveness to future customer needs, and product or service quality.

c) Timeliness bound responsiveness to service delivery d) Staff knowledge and competently to deliver the service e) Likelihood of returning for and / or recommending service at KFS

3.4 Survey Tools

Several instruments were used to gather information on Corruption Perception Survey, namely; questionnaires (Appendix A), interview schedules (Appendix B) and focus group discussion guides (Appendix C).

3.5 Methods of Data Collection

3.5.1 Questionnaire Administration

The questionnaire involved asking structured questions on one-on-one basis or posted on the wed platform.

a) Automated Data Collection – this employed an automated web based online platform. Electronic Versioned Questionnaires were loaded into a web based tool, and emails sent to respondents inviting them to fill in the e-questionnaires. This specifically targeted institutional category of clients both partakers and suppliers of services. Email reminders were employed to provide polite reminders to respondents so as to get as much high feedback as possible. Respondent anonymity and confidentiality were guaranteed ensuring maximum privacy.

The web based platform used intelligent analysis algorithm that provided real time data analytics as recipients responded and data filled in / received (see Fig 2. below).


Page | 19

Figure 2: A Sample Sheet of an e-Questionnaire on a Web Based Platform

b) Field-based (one-on-one) Data Collection – Data were gathered employing Breinscopes’ qualified data collection enumerators who were already adequately trained to handle the questionnaire. Again, respondent anonymity and confidentiality was guaranteed ensuring maximum privacy.

3.5.2 Conducting Key Informant Interviews (KIIs)

This involved undertaking the Key Informant Interviews (KIIs) targeting senior and middle level employees in various departments. The KIIs were done after identifying Key Informants and conducted using a predetermined guide with open ended questions. The KIIs were important in gathering in depth qualitative knowledge and understanding the various services offered by KFS. It also provided better insights into specific variables affecting the customer satisfaction-the thematic focus of the study.

3.5.3 Focus Group Discussions (FGDs)

The FGDs were conducted by a moderator, note takers and observer using a predetermined focus group guide with relevant themes and sub-themes. This was done with Community Forest Association (CFA) Members within which were forest user groups, students at Kenya Forestry College (KFC), and common interest such as woodcarvers, pastoralists, and farmers among others client groups. The FGD tool was used as a guide to facilitate discussions with sampled homogenous groups (e.g. Students at KFC, wood carvers, grazers or forest-dwelling communities) with an aim of providing a clear understanding on their corruption perceptions. Additionally this tool served as a platform to validate information generated by customer satisfaction questionnaire and information gathered via the key informants. As practice, a minimum of 10 and a maximum of 15 participants were allowed in any single session of an FGD.

3.5.4 Review of documented information

During this phase, background information to help better understand KFS and put the survey exercise was obtained from the KFS documented sources, internet, and other relevant published sources. Information gathered here was immensely helpful in understanding the policy and institutional environment within which KFS operates that directly or indirectly affected customer satisfaction.


Page | 20

3.6 The Sampling Design

The survey used various sampling techniques for quantitative and qualitative data acquisition. Geographical units within which survey respondents were selected were done using a multi-stage cluster sampling criteria. This sampling technique was preferred for sampling large areas considering the vastness in terms of geographical coverage by the KFS’s Mandate in service delivery. In this regard, the primary unit was represented by the 10 KFS’s conservancies in the country. In this survey, all the 10 conservancies were sampled. Secondary units (i.e. Zones within conservancies) were randomly selected with at least a third of the zones within each conservancy being part of the sample. Special consideration was given to provide diversity along agro-ecological zonations where both high potential and Arid and Semi-arid areas were represented. Special interest groups such as bee keepers, wood carvers, pastoralists and herbalists within the conservancy or a protected area were similarly sampled. Systematic sampling was then used to select individuals or group of respondents from a list i.e. the nth term from a list developed with KFS Staff from the local or field offices in the sampled zones. Focus group discussion and Key informant interviews, on the other hand were purposively sampled using the snow balling technique. Quality assurance was guaranteed by an elaborate system of checks and balances that ensured all quality control measures were adhered to during the survey. These included but not limited to; reviewing of the study tools, pre-testing of tools; project supervision against a survey quality control checklist; cross-checking the completed tools (for accuracy, correctness, consistency, and completeness) and data cleaning. 3.7 The Sample Size A total of 317 customers participated in the survey out of expected 384 based on Fisher’s et al (1995) formulae for sample size calculation for populations more than 10, 000. 258 of the responses were what the survey refers to us mainstream customers while 59 were student customers at the Kenya Forest College (KFC). The general response rate for customers was eighty three (83%) percent. The sample size was determined by employing the equation below:

Where: Z -: is the corresponding standard score with the probability of error at 0.05 and a confidence level of 95%, which is 1.96 P-: is the occurrence level of the phenomenon under study and is equal to 0.5 where the occurrence level is not known q -: is the absence of the phenomenon under consideration and is equal to 0.5 where the value is not known D -: is the design effect and is equal to the number of groups to be compared in this case


Page | 21

d -; is the selected probability of error of the study corresponding with 95% confidence level in this case 0.05

Substituting for the values:

3.8 Data Analysis

Data gathered was collated and analyzed using the Statistical Package for Social Sciences (SPSS). Both descriptive and inferential statistics were used. Summary statistics were used in presenting the data which encompassed use of multi-response cross-tabulations and contingency tables to generate frequencies and percentages. Additional descriptive analytical tools such as the SWOT and Content Analysis were used to classify data and look for patterns and themes within discussions with the Focus Group Discussions. The overall Customer Satisfaction Index (CSI) was derived by weighting scores based on one standard parameter for both mainstream and student customers available in appendix A questionnaire item 3.11 and appendix B item 13. Frequencies were generated based on a four-point scale importance ranking, where;

A. “4” was extremely satisfied B. “3” was satisfied C. “2” was dissatisfied, and D. “1” extremely dissatisfied

Customer satisfaction index was computed by calculating the Satisfaction Index using an importance weighting based on an average of 1. This was achieved by calculating the average of all the weightings given by the customer. This was then divided the individual weightings by this average to arrive at the weighting on the basis of average of 1. Customer's higher priorities were weighted more than 1 and lower priorities less than 1. The average of the Customers Importance Scores was calculated and each individual score expressed as a factor of that average. The index was interpreted based on established standards on customers satisfaction surveys where a score of above 80 signifies high satisfaction, 60-79 connotes satisfaction, 50 mildly dissatisfied while any score below 50 means a definite low satisfaction6.

6 The lower (towards zero) the score, the higher the magnitude of dissatisfaction. The reverse is true when interpreting satisfaction scores above

50.


Page | 22

3.9 Data Collection Limitations

The following data gathering challenges and constraints were faced;

1) Transport logistics: sampled customers and employees were spread all over the country in huge geographical areas and more often in difficult terrains. Without 4 by 4 vehicles, reaching out these places often presented problems. A case in point was Mt. Elgon and Kapolet Forest in Cherengani Hills. On the journey to and from Kapolet for instance, the survey team experienced two flat tyres and engine problems thus presenting unnecessary time delays.

2) Survey Preparedness: in many instances the field offices had not been informed by the

Karura Headquarters about the conduct of the survey. A lot of time was spent by the survey team on introductions and explaining the purpose of survey. In other instances, the survey team found the fields officers in zonal offices and stations away from post or busy with other assignments. On the similar grounds, organizing for meetings and subsequent FGDs with CFA’s was difficult without a prior notice or ample time for preparation.

3) The scope: the actual survey in reality involved simultaneously undertaking three distinct

surveys, namely; Customer Satisfaction, Employee Satisfaction and Work Environment, and Corruption Perception Baseline Surveys. Though this ensured optimal use of time and other logistical resources, there was much pressure regarding the workload. There was too little time to administer too many instruments with very few enumerators.

4) Fear of Participation: Unlicensed saw millers had fears of participating in the survey,

viewing the process as incriminating to their illegal operations.


Page | 23

Chapter Four: Survey Findings 4.1 SECTION 1: OVERALL AND MAINSTREAM CUSTOMER SATISFACTION

4.1.1 Introduction

This chapter section presents findings on overall and mainstream customer satisfaction levels with services offered by the Kenya Forest Service (KFS). The section begins by providing a list of customers that formed the survey sample. The section also identifies the key drivers that were used to measure customer satisfaction. The section ends by presenting survey findings categorized along each of the customer satisfaction drivers. Mainstream customers as applies to this survey were any other category of customers, including the special category of suppliers of goods and services, apart from the student community at the Kenya Forestry College (KFC).

4.1.2 Overall Mainstream Customer Satisfaction

One parameter seeking general satisfaction level of KFS services was asked to both mainstream and student customers. In total 317 customers were interviewed in the survey, 258 mainstream customers and 59 student customers. Of this, seventy (70 %) percent of the 258 mainstream respondents were satisfied with the services offered by KFS by rating it as either ‘very good’ or ‘good; on the item on general satisfaction of services at the institution. Of the 59 students, only 46 percent of students were satisfied with services offered at KFC. The mean computed Overall Customer Satisfaction Index (CSI) with KFS was Seventy Two Point one (72.1) on a scale of 1-100 scale for ease of reporting. This overall CSI suggests a moderate satisfaction among the KFS customers. The index is 8 points above the average possible score (50%) which would have been considered indifferent or somewhat satisfied. In interpreting CSI indices, scores above 80 % connote high satisfaction levels. The survey further sought to know whether there were any disparities along the four drivers of satisfaction or otherwise the customer satisfaction attributes (see figure 3 below). Four parameters were considered, each covering one of the customer satisfaction drivers, namely;

1. Accessibility; ‘ease of access to services’ 2. Timeliness; ‘the length of wait for service’ 3. Delivery; ‘the quality of service’ 4. Professionalism; ‘staff treatment of customers’

Figure 3; Response on customer satisfaction by drivers


Page | 24

When compared, professionalism was ranked the highest of drivers followed closely by timeliness, delivery and accessibility in that order. This seems to indicate the importance customers place on staff’s professionalism and timeliness in the delivery of service. Table 4 below shows the Weightings and Scores assigned on a scale of 1 - 10 by the Customer. Table 4: Mean Respondents weightings and scores (mainstream)

Parameter P

Weighting A

Score B

Weighting (avg. of 1)

C

Weighting (avg. of 1) * Score

D = B *C Accessibility 7 6 1,17 7.02 Timeliness 6 8 1 8.00 Delivery 8 7 1.33 9.31 Professional 3 9 0.5 4.5 Average = 6 Average = 7.5 C.S.I 72.075 (%) Where, P = Parameter A = Average Weighting assigned by all respondents for each parameter B = Average Score assigned by all respondents for each parameter Avg. Weighting C = Weighting based on avg. of 1 = Individual Weighting / avg. Weighting D = Weighted Score = Score * Average Weighting = B * C Satisfaction Index CSI = Average of (Weighted Scores) CSI = Mean of D When the weighted scores were filtered along conservancies, disparities based on the four customer satisfaction drivers were revealed as presented in figure 4 below. Figure 4; Mainstream Customer Satisfaction Indices Scores by Conservancy

From the figure above, the best performer was Nairobi while the least performer was North Eastern. There is how need for caution in interpreting performance scores based on comparisons by conservancies. This is because resource allocations, the range of goods and services, the thematic


Page | 25

foci and spatial coverage (and or ecological zonations) greatly differ across the ten designated conservancies. A low rating should therefore not be seen as entirely indicative of poor service delivery but rather the lack of a level playing field (of capacities and capabilities) within KFS departments and divisions to implement programmes and projects. Donor funded projects and programmes for instance may ‘attract’ higher levels satisfaction from customers and likewise viewed as good performers by staff. Subsequent sections will discuss in detail the four drivers of customer satisfaction that guided the survey. 4.1.3 Driver 1- Accessibility A vast majority (90 %) of respondent had accessed services offered at KFS. Only a minority ten percent had at the time of survey not accessed KFS services. The list of services and goods offered by frequency of use are given in Figure 5 below;

Figure 5: Services Offered by Frequency of Customer Use

From the figure above, firewood dominated on the goods and services offered at KFS showing an increasing dependency on forest resources among forest-adjacent rural folk. At a frequency 71 mentions, capacity building was the second important service provided by KFS. This figure should however be interpreted cautiously because it reflects frequencies arrived from cumulative of a range of trainings offered such as seedling production, farmer field schools, tree management as well as those on governance when constituting CFAs. The third rated were the certificates of origin and permits especially by saw millers and charcoal merchants. Those sourcing timber as a product were quick to indicate that the tendering process is comparatively quick and that the woods harvested were windfalls (the ban on timber yet to be lifted). They however revealed that a poor condition of access roads in the forest is a major cause of their dissatisfaction on service delivered. This information was validated by a visit to three of the four road units in the country. The situation on the ground is dire; problems ranged from large geographical coverage, huge responsibilities (also cover development and maintenance of other structural facilities), few equipment and machinery more often than not outdated, low budget allocation, and a skeletal staff that is not trained. Without improvements in this department, forest governance in protected areas and the existing potential for revenue generation after lifting the ban on timber will be at stake or worse a farfetched goal.


Page | 26

Ease of access to services was also considered. Figure 6 below shows customer’s views on the processes taken to access services. Figure 6: Customers' View on Time Taken to Access Service

The fact that slightly more than half of the respondents found the process involved as either ‘very easy’ or ‘easy’ indicates a comparative level of dissatisfaction (i.e. when compared to other drivers) which could be attributed to policy constraints such as delayed processes in registering7 CFA’s or physical barriers such as poor road conditions in forests. Forest user groups particularly around Mt. Kenya also indicated threat of wildlife attacks as preventing their free access to forest goods and services. The lack of an electric fence separating the indigenous forest and KFS plantations was given as a reason. a) Visibility On the item on the initial Source of Information about KFS, a majority (59 %) of respondents pointed out KFS as the source while a significant proportion (30 %) gave public barazas or the media as the source of information (see below). The higher rating indicates the increasing visibility of KFS a fact that may have been improved by the recent media coverage of the Mau forest saga. Figure 7: Customers’ initial knowledge of KFS services

59%30%

11%

KFS

Media/Barazas

Ot hers

The item on customers’ knowledge of other services offered by KFS was rated slightly low at 54%. Forty four percent (44 %) of respondents had no knowledge of other services offered at KFS other than those procured at KFS. This implies that KFS has not been quite visible in terms of the range of services it offers to customers (See Figure 8 below). 7 Registration done at the Attorney General’s Office and cited as long


Page | 27

The Farmer Fields Schools is rolling out enterprise development programmes but there are critical concerns related to preparedness and resource capacities which KFS needs to address.

Figure 8: Customer's knowledge of other services offered by KFS

The following selected respondents summarize customers’ views on access and visibility of services provided by KFS.

Improved visibility will however need to be measured with results (Fig 8 above). An opportunity that if used well can promote KFS with measurable outputs is through private-sector partnerships in tree planting and rehabilitation of critical watersheds. Caution has to be there to ensure that the tree saplings survive to maturity. There were cited cases where such engagements have ended up disastrously, presenting themselves as mere photo-opportunities for an image underserved. Corporate (public or private) involvement in tree planting should therefore be based on agreed MoUs with budgets and financial allocations for tree management with KFS chipping in on advisory roles.

Picture 1: Going Beyond Signposts-The Need for Result-based Visibility

Select Respondent Comments

“I am unaware of the services of the Kenya Forest Service. I consider the institution, but its services must be better advertised and be more accessible.”

“Not sure what or where the Kenya Forest Service (KFS) local office is. Besides, I wouldn’t find any reason to go there unless told otherwise. “While I am aware of KFS (The Forest People) and appreciate its value, I seldom directly utilize the services or products it offers. This is due to a lack of diligence on my part, but also to an apparent lack of connection between the Service and our office. I would recommend that representatives of KFS increase their "visibility" and efforts to connect with other institutions. Should this occur, we will gain a better understanding of what services the organization can offer to us and who the

contacts are, which should lead to increased usage of the available services:”.


Page | 28

b) Affordability of Services Information generated from FGD’s with forest user groups suggest that the pricing of forest goods and service (e.g. firewood, grass, soil, salt and others), and licensing user rights for (bee keeping, water use, among others) are inordinately high for the often resource-poor communities living on the precincts of KFS forests. While market prices for this may even be on the lower side, the findings reveal the need to explore and enhance off-forest livelihood opportunities to improve the standards of living of forest adjacent communities. The Farmer Fields Schools is rolling out these enterprise development programmes but there are critical concerns related to preparedness and resource capacities which KFS needs to address.

4.1.4 Driver 2 - Delivery:

Addressed the question of whether service delivers outcomes promised and manages to deal with any problems that may arise. This was measured along relevance of service to customer needs and in meeting general forestry sector development goals, quality of service or product, likelihood of customers to recommend service to others services, and organizational responsiveness to future customer needs.

a) Quality of Service Customers favorably assessed the quality of services at KFS by rating it as ‘very good’ at 46 percent and ‘good’ with 30 percent of the respondents interviewed. Only a paltry 4 percent of the respondents rated it as ‘poor’ while a significant proportion standing at 20 percent were generally complacent by rating it ‘satisfactory’. The Figure 9 below shows the percent proportions of customers’ assessment on the quality of services delivered by KFS. Figure 9: Customer Rating on the Quality of Service

When compared, the quality of service was rated higher than general satisfaction with KFS as an institution, indicating the priority placed by customers on the quality of service and / or good. Lower score with the institution may be as a result of image problems related to its ‘dark’ history as the Forest Department (FD). Figure10 below compares the overall customer satisfaction rating with rating on the quality of service. Figure 10: Comparison between Quality of Service and Overall Satisfaction of Organisation


Page | 29

b) Customer Loyalty Whereas a huge majority (76 %) of customers has returned for a service at KFS more than three times, we may need to approach the aspect of customer loyalty with caution. Return for service is not indicative of satisfaction with service perse, or a measure of loyalty but because some services offered at KFS may be considered a monopoly-only found at the KFS e.g. movement permits for forest goods. This observation may be validated by the low knowledge on the item on ‘other similar services by other institutions’ as those provided by KFS. Results revealed that only 31 percent of respondents could identify another institution offering similar services. (Figure 11 below) Figure 11: Number of times Customers visited KFS offices

c) Responsiveness to Customer Needs When asked to state their perceptions on service improvement overtime, half of the customers or 50 percent indicated that services had improved while 28 percent felt that services had not merely improved but greatly improved (see Figure 12 below). This positive rating owes to the fact that a lot of systematic and programmatic changes have taken place at KFS and in the general governance of forest resources in the country. The fact that slightly more than half of those interviewed were above forty years old and therefore able to have seen or been part of the changes in the forestry sector. Figure 12: Customers' View on Service Improvement over Time


Page | 30

Associated reasons, ‘in the eyes of the customers’, on service improvement in order of priority accorded included; community involvement in forest management, ease of access to services, improved customer care services, training and information given, less corruption, open tendering, enhanced monitoring of forest activities and rehabilitation of critical watersheds and tree planting. This information on changes was further corroborated by KFS staff who on being asked their views on the transition now taking place and key milestones reached, noted;

Improvement in service delivery along quality and time dimensions ‘Now we are working with conservancies and not boundaries’ New ideas from staff recruited from private sectors Better remuneration and working condition leading to high staff morale Increased visibility Private sector approach to management Interaction with communities has improved greatly with participatory forest

management Autonomy in management and utilization of revenues from forest resources. Recovery and rehabilitation of the Mau forests.

Picture 2: The Tall Order in Farm Forestry- Seedling Production in Kakamega Forest

Even as KFS moves towards more facilitation and, perhaps in the near future, implement fully its ‘pay per service’ for all extension services and goods, a lot of ground work has to be done to change the ‘dole out’ mentality among customers. For instance many seedling production (picture 2) groups

still get disappointed with the KFS’s failure to purchase seedlings from them. Other partners and actors (e.g. local NGOs) in forestry sector have also not helped much by providing a ready market for seedlings, this often raising confusion or role conflicts.

d) Customers Views on KFS Fulfilling its New Mandate Majority (67 %) of respondents have confidence that KFS can deliver on its mandate, vision and mission of improving national tree cover, and protecting and promoting sustainable


Page | 31

management of forests in the country. Only thirty percent doubted KFS’s ability with a negligible three (3 %) percent abstained from giving a view. Though the recent policy that now promotes community involvement has played a role in casting a bright view on the capability of KFS to realize its mandate, the shadow of the past continues to lower confidence and credibility. Communities expected that the new mandate allowed them to ‘take over’ forest management. For instance the view, during the FD era, of being seen as playing policing roles in forest protection only served to alienate communities from managing forest resources and entrenched the attitude that forests were state resources, a fact that funneled the fire of forest destruction and corruption. Forest dwelling communities are particularly skeptical about the changes taking place citing a history of being short changed by political regimes dating back the colonial era. More therefore needs to be done in terms of increasing visibility going in tandem with versatile extension programmes to reach out to as many target beneficiaries as possible.

4.1.5 Driver 3 - Timeliness:

The survey sought to find out if the service responds immediately to the initial customer contact and deals with the issue at the hand quickly and without passing it on between staff or causing any unnecessary delays. An overwhelming majority of respondents either felt the ‘length-of-wait’ to access goods or service as short and not burdensome by rating the item seeking customers views on ease of access to service / good as ‘very short’ with 38 percent and ‘short’ at 41 percent. This indicates a remarkable customer satisfaction with time responsiveness in service delivery. Only a minority 21 percent felt that the length of wait to access good / service as long by choosing very difficult (4 %) and Difficult (17 %).

Fig 13 below shows customers ease of access in procuring a service at KFS in terms of length of waiting time. Figure 13: Length of wait for Service

Survey findings above reveal mixed feelings and perceptions on time scales at KFS. Whereas response time for services such as issuance of permits and other licenses has been shortened considerably, to as low as within two hours upon tendering an application, contentious issues on time responsiveness still remains a big concern. Each item discussed below raises some concerns vis a viz timescale as clearly noted by respondent customers and suppliers of goods and services category. a) Tendering Process


Page | 32

While the tendering8 process is now viewed transparent, the process may provide opportunities for delays. This is because everything seems to happen at the headquarters. More prequalification officers may need to be deployed to reduce the time lapse that may occur during and after tender awards. Suffice is to say that the purpose of safeguarding against possibilities of corruption and or unilateral decisions on tender wards has been well served.

b) Issuance of Way leaves Survey findings from Key Informant Interviews indicated that ways leaves are centralized at Karura and few desk officers are assigned to process the way leaves. The finding points to the need to improve responsiveness and perhaps decentralize activity to lower administrative structures alongside the newly promulgated constitution that allows devolved structures of government. A system has however to be found, within the KFS governance structure, how this can best be rolled out. c) Payments to Suppliers of Goods and Services This is a mixed bag of both good and bad. Majority of those interviewed felt that KFS has been paying for their goods and services on time. This is best exemplified by the quote below;

There was however a minority of very unsatisfied suppliers. They have been waiting for payments that have not been forthcoming long after expiry of payment dates on the contract or just before auctioneers threaten to bring down the hammer on helpless and indebted suppliers. On the blacklist were KFC and NRM Project. Reasons for delay at KFC were explained as emanating from the bureaucratic disbursement system at Karura. Closely related is the bureaucratic delays afforded by the African Development Bank, the donor of the NRM project.

d) Forest management plans taking ages to complete As reported by stakeholders in the process, developing forest management plans was cited as a source of dissatisfaction owing to the long duration it is taking. Being an intensive and expensive process, the reason given was mainly lack of funding.

4.1.6 Driver 4 – Professionalism

This driver addressed whether staff was knowledgeable and competent and / or treated customers fairly. This covered staff attitude i.e. customer views as to whether KFS staff are friendly, polite and sympathetic to customers’ needs. a) Staff Attitude A significant proportion of slightly more than three quarters (3/4) consider the staff friendly and / or supportive (see Fig. 14 below on specific percentage of ratings on staff treatment of KFS customers). Figure 14: Staff Treatment of Customers

8 Here opens bids are made by KFS customers as well as those who seek to provide goods and services to the institution.

“KFS seemingly has no liquidity problems, payments are made on time…this organization

no way resembles other public entities I have dealt with in the past.

(Isiolo, Supplier of Goods and Services)”


Page | 33

“Give us tree seedlings and knowledge and the rest leave to us’ (Carver, Wamunyu)”

This finding seems to negate previous perceptions (i.e. during FD regime) that held staff as corrupt, inept and lazy. This however has not stopped, with a few scattered cases of ineptitude and sheer laziness on the part of KFS staff. A typical example of how poor work ethic usurps important organizational time is demonstrated by one District Forest Officer (DFO) that was not only drunk before noon, but looks like an alcoholic. The Deputy DFO and the Forester said they were busy but did not specify what they were doing. Based on this observation, our conclusion is that on Friday’s staff leave early with a strong likelihood that even most afternoons in the week, the staff members do not go back to work at this post. b) Knowledge and Skills among Staff This was the least regarded factor impinging upon customer satisfaction. Though the remarkable changes regarding staff attitudes are welcome, underlying this is a most crucial factor of professional capabilities. Staff knowledge and skills were generally manifested by customer needs met or unmet (needed and noted) related to tree farming knowledge, tree assessment, seedling production, seed harvesting among others. KFS staff was indicated as the point men and women providing advice on ‘matters forestry’. This service has been sought by farmers, pastoralists, businessmen including corporate entities (both public and private) and a host of local NGOs in the forest sector. This is best articulated by the words, in verbatim, below from a wood carver on meeting wood deficits in Wamunyu (also see picture 3 above).

Interviews with staff and customers in the field however indicated some gaps in resource capabilities; these relate to; i) CFA entry points

Picture 3: Carving Wood-A forest Product in Jeopardy


Page | 34

Communities expected that the new mandate allowed them to ‘take over’ forest management.

The initial articulation and formation of CFAs raised a lot of expectations. Communities expected that the new mandate allowed them to ‘take over’ forest management. Over time, these heightened hopes have killed motivation towards their participation, led to mistrust and brewed suspicion among members. This raises the question about the human resource preparedness in rolling out participatory forest management (PFM) regimes.

ii) Capacity building Closely related to PFM is KFS preparedness in terms of both physical and human resources to implement the farmer field schools (FFS). In sampled areas, only two FFS had been graduated and many were at not even in the 8th week of the 52 weeks required. Problems encountered relate to lack of logistical resources to facilitate the process.

iii) Lack of standardization of tree assessment There seems to a plethora of methods of tree assessment which leaves farmers confused and / or dissatisfied.

iv) Policy changes not felt on the ground Whereas the forest ACT 2005, that gave KFS new mandate, customers felt that without this translating into actions on the ground little would have been said to have changed. Some feel that it is only a change of ‘name (FD to KFS) but not a change of faces in leadership’. This crop of customers would want new people taking the helm of KFS-already done but seemingly not sufficient.

In a nutshell, the survey favorably rates KFS in delivery of services and goods and is therefore generally satisfied and particularly impressed about the policy and structural changes that now recognize them as prime stakeholders in forest management.

Picture 4: User or Destroyer?-The Remarkable Work of an Often Forgotten Customer

4.1.7 Implications of Survey Findings on KFS Systems and Operations

Results presented above will certainly have ramifications on KFS management. The following are some of the likely implications of results on customer satisfaction given by Division or Department;


Page | 35

a) Forest Conservation and Plantation Management Division

Deficient entry points for community participation in Participatory Forest management (PFM). The existing practice only consigns communities to that role of user groups. Opportunities exist in actively involving communities, and instilling sense of ownership in this important state resource beyond ‘access or utilization rights’.

Laid back awareness creation, sensitization and education campaigns to entrench a tree growing culture and forest conservation practices particularly among forest adjacent and forest dwelling communities. A window of opportunity exists to promulgate forest conservation messages in the new devolved county governments.

Derelict and defunct wood processing facilities (e.g. KFS owned sawmills and other wood processing plants) within forest stations. This presents a wasted opportunity for value addition as well as optimizing on revenue collection.

Long overdue lift on timber ban. Even as the process is on going the is need advocate for formation and capacity building of sawmilling associations or groups to promote best practices in harvesting and general conduct of business.

Need to widen the range of forest uses, both goods and services that can improve the livelihoods of forest adjacent communities. The list of services and goods currently provided is just a ‘drop in the ocean’.

Need to remove threats to forest plantation establishment and conservation by mitigating all risks human-induced and wildlife related.

b) Forest Extension Services Division

On farm tree planting and dry land forestry are the two critical pillars supporting in increased tree cover and forest cover in the country. Though considerable efforts have been made in this strategic direction, gaps were revealed in the following areas;

Staff capacities in numbers and skills to establish more presence at the farm level. Extensionists experience work related pressure and increasing gap between demand and supply of services in division as a result of huge geographical areas. Skills and knowledge gaps relate to capacities to fully roll out of farmer field schools, dry land forestry as well as the demanding participatory extension approaches.

Inadequate logistical support for staff mobility e.g. sufficient fuel allocation, good vehicle maintenance and repair or even worse no vehicle at all some extension zones.

Lack of emphasis on trees/shrubs or herbs for income, fast maturing and multi-purpose trees including seedling production that does not match farmers’ needs and preferences.

Difficulties in reversing old age antipathy to tree growing among pastoral communities.

c) Corporate Services Division

The need to strengthen linkages with research institutions and universities, now seemingly tenuous, to develop capacities for product and service improvement.

Need to improve institutional visibility and build partnerships to create synergy and enhance resource mobilization.


Page | 36

The requirement to evolve a participatory monitoring and evaluation system, where communities and KFS set benchmarks and work together through the entire cycle of impact evaluation. This will bring on board important qualitative indicator of success or impact that ‘numbers’ cannot unravel e.g. transformation of attitudes, perceptions and behaviors which are quite subjective.

d) Enforcement and Compliance Division

Forest enforcement and being comprised or hampered by;

Low staff motivation owing to long working hours for the rangers, comparatively meager remuneration packages (when compared to other forces) and without risk allowance. There is therefore need to adequately equip and sufficiently facilitate ease of movement within block or beats by allocating serviceable patrol vehicles.

Staff deficits with minimal organizational support for mobility, communication and defense. Rangers for instance cover huge areas on foot with little protective gear and in possession of ancient weaponry. They also have to be bear, out of their own pockets, communication charges via personal mobile phones. Reasonable compensation of guards is necessary to avoid cases of pretty corruption among rangers.

Need to reconsider existing arrangements in prosecuting forest crime offenders that is now delayed.

e) Finance and accounting division

The urgent need to conduct an inventory of all assets and forest resources to avoid pilferage and other forms of leakages.

The need to automate, better in real time, financial transactions to avoid delays related to cash disbursements.

f) Human resource and administration division

The need to bridge staffing gaps by recruiting as permanent or casual or seconding or transferring staff to areas with deficits.

The necessity to plan and allocate resources for training and development to bridge existing skill gaps

Recognize and reward exemplary staff performance or those going extra mile in the duty

g) Corporate communication department

Need to aggressively work towards restoring and enhancing KFS public image to reverse the dark history in the forestry sector in the country. This is also important for attitude transformation in shift towards a tree growing culture and conservation sensitive and responsive citizenry. Again, an opportunity here exists as the framework for county government is set, to educate and sensitive first the leaders who can later influence the larger county constituency. h) Internal Audit Department

The need to promote and enhance integrity in transactions among staff with the range of KFS customers is paramount. i) Legal Services Department


Page | 37

Seize the opportunity in the new legislative mandate accorded the country governments to provide guidance in enacting local statutes or by-laws that are forest-friendly.

The need to broadcast or disseminate the Forest Act 2005 as wide as possible to the general public.

Provide guidance and enhance capacities among prosecutors and other legal officers on forest crimes and legal provisions.

j) Supply chain Management Department

The need to re-consider and review procurement policies to reduce the waiting time for goods and services offered to other departments and departments.

Implement the recommendations of this study to enhance customer satisfaction.


Page | 38

4.2 SECTION 2: STUDENT CUSTOMER SATISFACTION

4.2.1 Introduction

This chapter section presents findings on student satisfaction on services offered at the KFS-run Kenya Forestry College (KFC). The section begins by giving background highlights on the college followed by discussion on common student satisfaction drivers. The chapter ends by laying out and discussing the field results.

4.2.2 A Background into the Kenya Forestry College (KFC)

In order to define and understand the student customer community it is important to draw references given by the following background information on the college; i) Services Offered by KFC

Kenya Forest College was founded in 1956, and is a training institution of the Kenya Forest Service (KFS). The college is responsible for training technical personnel in forestry and allied natural resources, to build capacity for development of the forest sector. The college trains both local and foreign students. Foreign students have in the past been drawn from Rwanda, Somalia, Zambia, Ethiopia, Malawi, Burundi, Comoro islands, Grenada, Botswana, Tanzania, Uganda, Namibia, Swaziland, Angola and Sudan. Located in Londiani (Kipkelion district) the college lies on a 10,000 acre piece of land (Masaita forest block), which serves as a model for teaching, research and demonstration.

ii) Trainings and other Services offered The college offers training at the diploma and certificate levels, and short courses in forestry and related fields. More often than not the certificate course is used as a launch pad to the Diploma course. Basic paramilitary and forest management training is also offered to Forest Rangers and other forest officials. The college’s mandate is extended to cover training courses for forest industry workers. This is to guarantee competent execution of forestry industry work to enable balance between preservation of our forests and rural development. Vocational and technical courses in sawmilling for training forest industry workers and other managerial staff have now been rolled out. Apart from training, other services offered at the college are management of Masaita forest block as training facility, and hire of facilities for training and other events. A state of art conference facility is has been proposed and development of the facility is soon to take place.

iii) Drivers of Students Satisfaction

The survey undertook to assess Kenya Forestry College students satisfaction levels based on six drivers of satisfaction, namely;

1) Course Content and structure; this rated how students rated various courses offered at the

institution.

2) Course and Subject Delivery; this entailed finding out students’ perceptions on the various teaching methods used at the KFC. This attribute addressed how students rated staff competency and professional abilities to deliver quality training services.


Page | 39

3) Staff attitude; found out whether the staff members are sensitive to students’ needs, interact freely and if they are courteous in addressing the divergent needs of the students.

4) Personal Development information; this covered information on courses available before joining the institution or subsequently making the forestry field career move. Alongside this, career specific information before leaving the college was sought, an important precondition for joining the job market.

5) Learning / Academic Resources; this satisfaction attribute covered elements related to

access to, availability and state of learning materials such as books, computers and laboratory equipment for students undertaking forestry courses. Ranger students’ category of training materials included uniforms, communication radios, guns and other security accessories.

6) Campus Life and Support Services; this driver captured students rating on non-academic

drivers of satisfaction such as access and state of recreational and entertainment facilities, hostel conditions, state of dining facility and other social amenities at their disposal. Student representation was also covered to establish existing links between students and administration.

4.2.3 Survey Results i) Overall Student Satisfaction Index (CSI) For reporting purposes, two distinct categories of students studying at KFC were identified and sampled for the study, namely; Forestry Students (59%) and Paramilitary trainees (41%). At the time of the study no students undertaking short courses were available although the college has been offering short courses. A total of 59 students were sampled in the survey. Given the multifaceted nature of students needs both academic and non academic, the Customer Satisfaction Index (CSI) derived is a weighted average of three questions, Satisfaction with Subject Content, Satisfaction with Subject Content Delivery, and Satisfaction with General State of Facilities, i.e. items 3, 4 and 12 respectively of the questionnaire. The questions were answered on a 1-to-4 scale and converted to a 1-to-10 scale for weighting and then 1 -100 scale for reporting purposes. The three questions measured overall student customer on both academic (i.e. course content and delivery as well as academic support resources such as library and other sources of information, and laboratory facilities) and non-academic drivers of satisfaction (i.e. recreational, dining and accommodation services and facilities). The Overall Student Satisfaction Index (CSI) was 51.3 %. Since the CSI was below 60, the survey findings can irrefutably state that student customers at KFC are not satisfied with services offered. Any CSI below 60 connotes low satisfaction with service. Conversely, in interpreting CSI, a score of 80 and above means high satisfaction. Table 5 below shows the Weightings & Scores assigned on a scale of 1 - 10 by the Customers.


Page | 40

Table 5: Mean Respondents weightings and scores (students) Parameter

P

Weighting A

Score B

Weighting (avg. of 1) C

Weighting (avg. of 1) * Score

D = B *C Entertainment 7 4 1.09 4.36 Dinning Hall 9 2 1.41 2.82 Hostel 6 4 0.94 3.76 Recreation 4 5 0.66 3.3 Sports 3 5 0.47 2.35 Course content 8 8 1.25 10.0 Course delivery 6 7 0.94 6.58 Library 8 4 1.25 5.00 Laboratory 6 7 0.94 6.58 Source 7 6 1.09 6.54 Average = 6.4 Average = 5.1 C.S.I 51.26 (%) Where, P = Parameter A = Average Weighting assigned by all respondents for each parameter B = Average Score assigned by all respondents for each parameter Avg. Weighting C = Weighting based on avg. of 1 = Individual Weighting / avg. Weighting D = Weighted Score = Score * Average Weighting = B * C Satisfaction Index CSI = Average of (Weighted Scores) CSI = Mean of D Majority (78 %) of the students sampled were pursuing a Certificate Course while only 18 percent were undertaking a Diploma course. The remaining four percent (4%) did not respond or were not sure how to categorize the level of their studies. The high representation of certificate course pursuers might have been influenced by the relatively high sample of paramilitary trainees who though not considered mainstream KFC students also receive a certificate upon graduating. It is noteworthy that paramilitary training takes comparatively short time (6 months) than a forestry certificate course which takes a minimum of two academic years. Respondents distribution along the years of study were as follows; first year (44%), second year (31%), and third year (20%). Three (3%) percent of the respondents did not respond to this item. ii) DRIVER 1: Course Content and Structure On course content and structures majority (64 %) of students were generally satisfied with what KFC offered. Only a paltry 3 % out rightly rated the course content and structure as poor. Figure 15 below shows proportions of student population satisfaction levels with the course content.


Page | 41

Figure 15; Students’ Rating on Course or Subject Content

Since inception, the college has been offering middle level forestry courses and prides itself as the leading source of Forest Professionals in the Country (see Table below). This image perhaps explains high student satisfaction with course content. Emerging from discussions with College Administrators however, there were indications towards diversifying course offerings to meet new trends in the job market. Also indicated was the need to revitalize the content in traditional forest disciplines to meet upcoming challenges presented by the Forest Act 2005. Identified areas to expand to or review include dryland forestry, range management, ICT, environmental sciences, and forest entrepreneurship as well as farmer field schools as a participatory extension tool. Consistent to this strategic direction of reviewing the type and scope of courses offered computer training was at the time of survey being introduced at the college. Table 6: Forestry Courses Offered at KFC by Department and Subject

Mainstream/ Forestry Courses

Course Subject

Department of Basic Science

Certificate (two-years): Surveying & mapping, Forest Engineering, Wood Utilization, Ergonomics and Safety, Hand tools, Motorized Equipment & Machinery, Building Construction, Roads and logging.

Diploma (one year after certificate course): Biochemistry, Environmental Studies, Botany and zoology, Development studies, and Statistics.

Department of Forest Engineering

Surveying & mapping, Forest Engineering, Wood Utilization, Ergonomics & Safety, Hand tools, Motorized Equipment and Machinery, Building Construction, Roads & logging.

Department of Extension

Communication Skills, Socio-cultural Studies, Community Participatory Approach, Extension methodology, Agro-forestry, Beekeeping, Soil and Water Conservation and Entrepreneurship.

Dept of Silviculture Silviculture, Forest fires, Entomology and Forest Pathology. Outreach and Liason Core function include liaison, public relations, short courses administration and

coordination covering; managing ICT unit, collaborating with extension department to ensure that the college impacts on the neighboring community, participating in ASK shows, Exhibitions, Conferences, Field & Open days.

Short Courses Two weeks course on participating forest management for all stakeholders especially the

community One Week course on Ecotourism Enterprise -targeting youths Two Week course on Natural Resource Management Two week course on Forestry Inventory- targets saw millers, private companies &KFS

staff


Page | 42

From the list of courses above, it is clearly evident that traditional forest sciences dominate though an effort is being made to introduce new non-traditional courses restructured along time (i.e. two week courses) and target beneficiaries (i.e. community members, field / industrial workers or technicians such as self-employed out-of-school youths.) Concrete plans and structures, however, lack on how these programme are being rolled out or how they fit in the larger KFS strategy. iii) DRIVER 2: Course Delivery This entailed finding out students’ rating on the various teaching methods used at the KFC. This student satisfaction driver addressed instructional effectiveness at KFC covering staff competency levels and professional abilities to deliver quality training and /or educational services. Here timeliness was also covered as an independent but subsidiary factor affecting course delivery. Generally, a significant proportion of students (61 %) were satisfied with course / subject delivery by rating it as either excellent (7 %) or good (54 %). A marginal 29 % rated delivery as satisfactory while five percent (5%) rated it negatively as poor. Another five percent (5%) did not respond on the item on course rating. These findings seem to agree with ratings of course content above as depicted by the trend in Figure below which compares course content and delivery. Noticeably, as ratings on course content move up so are those ones on delivery or vice versa. This is largely because course content and delivery are by nature inseparable and dependent. Figure 16: Comparison of Student Ratings on Course content and Delivery

On the rating on timeliness, a considerable proportion (69 %) of students was not satisfied with the ‘length of wait’ for services and goods (see the Figure below). This may be indicative of how critical time is to students. Twenty (22%) percent of students, for instance, cited tight time schedule as one of the challenges faced in the campus. Figure 17: Students Description of Waiting Time for Goods and Services


Page | 43

Additionally, important learning time may inadvertently dissipate procuring other non-academic or co-curricula services / goods such as meals. This observation is given credence by the spatial vastness of the institution. A case in point is where paramilitary trainees had to walk almost one kilometer from their training grounds to access the common dining hall for meals. Reasons explaining students’ ratings on timeliness are given in Table below. Table 7: Students’ Reasons on Timeliness

Rating Reason Frequency Percent Favourable (+ve) Administration is swift &organized 13 22.0 % Lectures commence on time 4 6.8 % Unfavourable (-ve) There is corruption and poor management 17 28.8 % Sector not employing 1 1.7 % No sufficient space in the dining hall 4 6.8 % No sick bay for first Aid/waiting room 3 5.1 % Poor transport facilities 5 8.5 % Lecturers come to class late 2 3.4 % Bureaucracy 1 1.7 % None Given 9 15.3 % Total 59 100.0 %

Interestingly, corruption and poor management of the college featured prominently at 28.8 percent of responses as affecting negatively timeliness. Key informant interviews with school administrators and focus group discussion with students revealed an ‘air of corruption’ at the college that may need further research. Other unfavorable ratings on timeliness were given as bureaucracy, lecturers coming late, poor transport facilities, no sick bay for first aid, and poor state of the dining facility. Favorable ratings were given as organization and swift action by administration with 22 percent, while lectures commencing on time had 6.8 percent, of the respondents. iv) DRIVER 3: Personal Development information; This driver was two pronged. The first item covered information on courses available before joining the institution to enable informed career choice. The second item pursued career information available before leaving the college to counsel students as they join the job market and meet the ‘outside’ world. This information was further validated by asking respondents’ perceptions about their job prospects after school. Those groups who frequently deal with students on a personal level (e.g. departmental advisors and/or counselors) were included in this assessment. a) Pre-admission Career Information

The spread and importance of information on course specifics before making the giant step in choice of a career cannot be gainsaid. To gather this crucial information, the survey asked the respondents to indicate the initial source of information on KFC and similarly state the person who had influenced their choice of the institution. (See Figure18 below)


Page | 44

KFC has a challenge of re-branding its image to bring in the pride and

drive necessary for both staff and students to act as

willing and capable ambassadors of ‘everthing good’ about the college.

Figure 18: Sources of Initial Knowledge about KFC

Most of the respondents, accounting for sixty six (66%) percent of those interviewed, had their source as the print media. The rest of sources included word of mouth (11 %), KFC insider (staff or student) at (7 %), and internet only two percent (2%). The large representation of print media as the prime source of information is consistent to the modus operandi of the college of advertisiong courses and application requirements. Here, the preferered media is the daily newspapers but these are limited in content and coverage. Reliance on the print media may nevertheless become obslete with the changing trends in communication technolgies that are now biased towards on-line platforms like internet, TV and Radio. On the question as to who influenced respondents’ choice to join KFC, Sixty one (61%) percent of respondents indicated a parent or a guardian, KFC insider (7%) while 32 percent were neither influenced by a parent or KFC insider. Future course marketing schemes should therefore focus on parents and guardians. On the other hand, KFC has a challenge of re-branding its image to bring in the pride and drive necessary for both staff and students to act as willing and capable ambassadors of ‘everthing good’ about the college.

b) Post-Admission Career Information An overwhelming sixty six (66%) percent of the students had, at the time the survey was conducted, not participated in any form of post-admission careering counselling at KFC. A minority (31 %) confirmed participating in career counselling. A negligible three percent (3%) did not respond to the item perhaps owing to their not understanding what career counselling was. It is noteworthy here that some complaints emerging from the paramilitary section relate to admission of trainees who are barely literate thus making the process of instruction inordinately arduous. While this may be on the extreme, the situation may not be any better among forestry students who have had to join the college with grades as low as D+ in their Kenya Certificate of Secondary Education (K.S.C.E) exams.


Page | 45

Figure: 19 below illustrate represented proportions of students participating in career counselling.

The study further wanted to know why students did not participate in career counseling. Among the reasons given by respondents’ for failure to participate include; never heard or not offered at forty eight (48%) percent, limited chances with (12 %) while a significant 40% percent could not come up with a reason. Clearly emerging from the study is that majority of the student know of and expect some form of career counseling but this seems not to be systematically offered. Focus group discussions cast aspersions into the ability of staff to competently provide career counseling.

c) Perceptions on Career Prospects

Tied closely to access of career information was the question about career prospects after graduating. Student’s satisfaction is known to increase with some sense of job surety after graduation. Overall, more than half the student population feels optimistic that there will be jobs after school rated as very bright (17 %), and bright (41%). The rest of the respondents were either pessimistic or uncertain about their job prospects (see Figure 20 on opinions about job prospects upon course completion). Figure 20: Students Opinion on Job Prospects upon Completing College

A mixed package of both positive and negative reasons was advanced explaining ratings given above on job prospects. Four reasons are given in the table below.

Table 8: Reasons Given to Support Students’ Rating about Opinions on job Prospects

Rating Reason Given Frequency Percent -ve Employment absorption by KFS stopped in 1996 22 37.3 %

KFS not marketing graduates to potential employers 1 1.7 % Not well informed about job opportunities 4 6.8 %

+ve Will be able to fit in job market with knowledge acquired 31 52.5 % No Response 1 1.7 %

Total 59 100.0 %


Page | 46

The moderately high (52.5 %) rating on job prospects corroborates the high rating on course content previously given. Infact, the only favourable reason recorded on job prospects was the ability to fit in the job market with the knowledge and skills acquired at KFC. Yet another favourable factor not given on the list but nonetheless observed may be attributed to the fact that a good proportion of the rangers undertake the paramilitary training do so as an in-service requirement or recommended by an employer. These category is normally guranteed of a job or return to a previous job after successfully completing the course. The batch that was interviewed was, for instance, seconded for further training and sponsored by the Narok County Council. The three given unfavourable ratings with a cumulative percentage of 45.8 percent were lack of information on job opportunities, failure of KFC to market graduates to pontential employers and government freeze on employing foresters slapped in the year 1996. All these reasons not only affect students satifaction but also point to the need to insitute well grounded structures for counseling service delivery within the college. Further observation also revealed the general lethargy among campus administrators to propagate information on HIV and Aids, reproductive health, and other lifeskills as a conduit for to promoting wholistic living in college and beyond.

v) DRIVER 4: Learning / Training / Academic Resources

This driver covered elements related to access to, availability and the state of learning materials and facilities. Overall, the driver assessed the quality of support facilities and services which students utilize in order to make their educational experiences more meaningful and productive. This scale dealt with areas such as the adequacy of the library and computer labs, source books, and laboratory and field equipment.

On the state of the library facility, students rated the facility as excellent (1 %), good (42 %), satisfactory (27 %) and poor (34 %). A meager six percent (6%) gave no rating on this item. Student’s ratings on the state of laboratory facilities showed a similar trend with only five percent (5 %) rating them as excellent, a significant majority (42 %) good, 27 percent satisfactory, 20 percent poor and 6 percent giving no response. The item on access to subject materials and other relevant information was also rated favorably with an overwhelming majority of students rating them as either excellent (25 %) or good (39 %). The remaining small proportion either complacent or not satisfied with the item gave their rating as satisfactory (18 %) and poor (14 %) respectively. Four percent of those interviewed did not give a rating.

When compared to other co-curricular support facilities and services, students were generally more satisfied with those items that belonged to the academic / learning resource category.

Figure 21 below depicts variations on students’ ratings on a host of support services and facilities in the college while table 9 summarizes the satisfaction scores across academic and non-academic support services.


Page | 47

Figure 21: Comparison of the State of Support Resources and Facilities at KFC

Table 9: A summary satisfaction scores across academic and non-academic support services

Category Satisfaction Driver Base Importance Rating CSI (%) 4 + 3 Excellent (4) Good (3)

Non-academic

Entertainment 75 1 20 37 Dining Hall 57 0 6 11 Hostel 58 7 19 45 Recreation 57 4 19 40 Sports 57 4 32 21

Academic

Course Content 59 6 34 68 Course Delivery 59 0 12 61 Library 56 0 20 36 Laboratory 56 3 25 55 Source Books 57 15 23 67

Emerging from the results shown in the figure above, students’ rating was higher for the library facility than any other item on the ‘excellent’ category while the rating of laboratory facility was the highest on the ‘good’ category. The situation was however different for the forest rangers largely because of some unique needs. Discussions with the paramilitary administration indicated the need to provide ranger students’ with uniforms, VHF communication, modern guns and other security accessories. Their liturgy of trainings needs as a disciplined force went further to cover;

The drill ground, which is not paved as required Equipping the few offices with computers and inter-com Deploying more instructors Providing a shooting range and modern armory Fencing the compound to protect property of staff from being stolen and hidden in the

forest. Setting aside space for a staffroom, “officers mess”, boardroom, and canteen that doubles as

a small shop. Focus discussions with forestry students also generated a list of qualitative responses regarding what they felt was lacking in their ‘academic environment’. Two needs emerged, namely; students excursions and internet connectivity. Student trips are however hampered by lack of transport. On means of transport, which cuts across all sectors of service provision at the college, only one small


Page | 48

Students rated the quality of support programs and campus life quite low. The worst rated support services were dining and sports.

Suzuki vehicle was serviceable to run errands at the school. Additionally, general observations made within the school showed that few offices were equipped with computers let alone have them accessible to students for internet. The list of important offices lacking computers include; Registry, Supply, Academic Office, Accounts Assistant’s Office, and Office of the Matron. vi) DRIVER 5: Campus Life and Support Services: This driver assessed the effectiveness of student life programs offered by the college, covering issues ranging from sports to residence life. This scale also assessed campus policies and procedures to determine students' perceptions of their rights and responsibilities. This driver captured students rating on non-academic drivers of satisfaction such as access to and state of co-curricular (e.g. recreational and entertainment) facilities, hostel conditions, state of dining facility and other social amenities at their disposal. Also covered were other elements related to student welfare such as perceptions on amounts of tuition fees paid and student representation. Students rated the quality of support programs and campus life quite low. The worst rated support services were dining and sports. With an overwhelming majority of 80 percent of the respondents rating the dining facility as ‘poor’, this facility had evidently the highest no satisfaction levels. Similarly, another sixty four (64 %) percent of respondents had the ‘poor’ score given to the sport facilities. On accommodation and recreation, students had mixed views with almost balanced representation on those giving the two items either a favourable or unfavourable rating. Out of the total number of respondents, 32 percent rated recreational facilities as being good with an equal share (i.e. 32 %) also rating the hostel facility as good. A small variation existed in the other extreme which gave the ‘poor’ rating on the two facilities. A significant proportion (37 %) of respondents rated recreational facilities as poor. The poor score was likewise given by 44 percent of respondents rating the hostel facility. From group discussions with Ranger trainees and through observation, it was quite conspicuous that trainees live in deplorable conditions-congested, leaking roofs and cracked walls with only four pit latrines serving the whole population. Moreover, the fire extinguisher at the administration that we tested was not working. There was neither an explicit fire emergency information nor fire assembly point. Disaster management plan or equipments were also lacking indicating the lack of preparedness for any emergencies or disasters considering the close proximity of buildings and other structures to Masaita forest and the looming danger of fire. Broadly, students had high ratings of being ‘not satisfied’ on the amount of fees paid. Among those interviewed, 42 percent considered the tuition fees too high, 36 percent felt that the fees asked as moderately high while only 22 percent deemed required fees as manageable. Seemingly, students interviewed were able to relate the amount of fees paid and the quality of services provided. Their low rate of satisfaction could be arising from feelings of being short changed and not merely a matter of affordability or lack of it. Majority of students (59 %) interviewed were aware of an existing struture for student representation. The rest were either unware of (37 %) or had no clue (4%) regarding the existence of any forum to articualte students issues and concerns to the administration. The survey further revealed two platforms through which students grievances are made known to and arbitrated by the college administration. The most widely used plaform was the Student Council which was mentioned by 42 percent of respondents sampled. Though rated low at four (4 %) percent, the other


Page | 49

Overall, 68 percent of respondents rated the staff at KFC as both social and helpful.

mentioned platform was though meetings with the Pricipal or Staff. Here, students may be more trusting to their colleagues / peers as a better vehicle for airing out their views to the administration than direct or ‘confrontational’ methods through meetings. This indicates the need to give the student body more leverage / powers and political space within the college. vii) DRIVER 6: Staff Attitude This driver sought to find out whether KFC staff is sensitive to students needs, interact freely and are courteous in addressing the students’ divergent needs. The driver also assessed KFC’s commitment to treating each student as an individual with unique characteristics. All these variables are pivotal in defining and determining the social environment in which learning takes place. Negative attitudes or indifference among staff more often than not lead to poor student-staff communication and subsequent collapse of student support mechanism (s). Comfortable levels of interaction generally exist among students and staff members at KFC save for a few scattered cases of hostility. Overall, 68 percent of respondents rated the staff at KFC as both social and helpful. Further survey findings reveal that more than three quarters of academic staff are courteous and interact freely with students in what was manifested as very friendly (22 %) and friendly (63 %). Non-academic ratings were slightly lower with very friendly at nine percent while the friendly category claiming 53 percent of respondents. Unfavourable ratings were recorded among non-academic staff with a cumulative figure of 32% of total respondents. Specific ratings here were indifference (17%) and hostile (15%). Figure 22 below shows variations in relationships between staff and students at KFC. Figure 22: Variations in Student Relationships among Academic and Non-Academic staff

Three grey areas undermining student-teacher interactions were cited as lack of cooperation among a few lecturers, rudeness among non-academic staff and illicit student-teacher relationships. Student-teacher relationships were also mentioned as adversely affecting the student ‘subject’s’ academic performance and immensely stifled relationships with other students. Other reasons explaining negative staff attitude may relate to; low staff morale and lack of skills. Kitchen staff was particularly vulnerable because of day to day interaction with students. Only one staff was permanently employed while the others were casuals and had no formal training in the hospitality industry. Additionally, no system for tuition, housekeeping or special counsellors giving student an individual focus on their needs and concerns existed at the college.

4.2.4 Students Daily Challenges

In order to validate the findings above, the survey also sought to find out the various challenges faced on a day-to-day basis by students that may directly or indirectly impinge on their full


Page | 50

realization of students in meeting both their academic and co-curricular obligations. In this regard the students were asked to state challenges faced at KFC. Figure 223 illustrates, in a spider chart, some of the challenges encountered by students at KFC. Figure 23: Campus Life Day to Day Challenges Encountered By Students at KFC

The figure above clearly presents inherent problems faced by students at KFC. The problems are mutually interdependent and can therefore not exist in total exclusion of the other, just a kin to a spider web. Challenges occurring on the outer rim are those rated with the highest effect on students’ satisfaction. Their magnitude indicates need for priority solutions. More important however is how these challenges seem to corroborate with findings on the six drivers of student satisfaction above. Areas where challenges validate or are consistent to other survey findings include:

The high importance placed on time schedules support dissatisfaction levels on ‘the length of wait’ for goods and services. The lack of a dispensary to access to health care is also another notable source of inordinate amount of prolonged waiting times for goods and / or services.

Poor facilities and lack of books account for the disgruntled minority who were generally unhappy with the quality of academic support provided in the college. So were those that saw the need for more student excursions, internet connectivity and a reliable power supply.

Poor meals and dirty water significantly support the low satisfaction levels on the dining facilities and services.

From the students’ standpoint, solutions provided in Table 10: Suggested Solutions by Students to Ameliorate Problems and Challenges Faced at KFC-are deemed relevant in solving or ameliorating the aforementioned problems and / or challenges. Table 10: Suggested Solutions by Students to Ameliorate Problems and Challenges Faced at KFC

Frequency Percent Power generator 7 11.9 % Stagger fees payments 4 6.8 % Balanced diet/better hygiene 14 23.7 % Better class scheduling 7 11.9 % More practical lessons to be offered 4 6.8 % Provide clinic 2 3.4 % Entertainment 4 6.8 %


Page | 51

Provide hot water 1 1.7 % No Response 16 27.1 % Total 59 100.0 %

Again, the impetus to provide an enabling environment and student-centred policies at KFC-where students’ customer needs take precedence- seems to revolve around two key satisfaction drivers, namely; academic and campus life support services. This is clearly manifested in the table above that mentions need for management solutions that provide for safe and balanced diet (14 %), power generator (12 %) and better class scheduling (12 %). From discussions with Campus Administrators, some of the reasons explaining the dismal state of facilities and services are associated with;

Paucity of financial resources affecting all sectors of service delivery at the college. Student admission numbers have for instance gone up in recent years but financial allocations have not been reflective of the increase.

Procurement delays resulting in difficulties procuring perishable goods such as fruits and vegetables. There is however potential for self-sufficiency within the college for horticultural production which is not yet tapped. Moreover, the procurement system is centralised at Karura. The long bureaucratic process imposed by the centralized system of governance at Karura Headquarters often leads to poor state of facilities and services, a major reason given for delays in the purchase of new dining chairs.

Poor history of record keeping. An asset inventory and valuation was lacking which presents an opportunity for pilferage and embezzlement. Poor departmental coordination and the lack of electronic recording keeping helps make the situation worse especially on monitoring and tracking of goods and services.


Page | 52

Chapter Five: Conclusions and Recommendations 5.1 Introduction

This chapter presents the surveys conclusion and recommendations. The chapter begins by highlighting all the salient findings of the survey from which conclusions are drawn. The chapter ends by suggesting recommendations on the way forward for KFS in addressing the objectives set by the study. Conclusions are largely drawn from the wide breath of KFS documents and the realities on the ground as manifested in the survey results.

5.2 Conclusions

Survey findings indicate general satisfaction with services and goods offered at KFS. Customers are happy with institutional and policy changes within KFS. They welcome the new programmatic shift that recognizes them as prime stakeholders in forest management by way of their involvement in decision making processes. Important customer satisfaction drivers or attributes revealed in the survey relate to ease of accessibility, delivery of outcomes (i.e. I got what I came here for), and time responsiveness (i.e. reduced timescales or the ‘length of wait for a service’). Variations in customer satisfaction levels noted across the range of services suggest the need for policy and institutional changes to make delivery of service more customer-centric and client-driven. System improvements in policy and institutional environment that need prioritization include;

The need to enhance and mainstream mechanisms for community involvement in programmes and projects. Here, entry points for future engagement of communities need to be reviewed in order to motivate, sustain participation and build trust among them and with the institution.

The necessity to disseminate the new forest policy document to all stakeholders to remove confusion, misunderstandings, conflicts and inaction that comes due to lack of information.

The requirement to broaden and strength partnerships and collaborations with both private and public institutions to increase visibility, fund-raise and optimize resource use (both human and capital).

With the foregoing customer needs and demands in picture, with concerted efforts exerted to realizing them, KFS’s future and image is certainly going to be bright. The commitment to and the means for reaching this desired image is there. The challenge remains in translating this compelling desire into tangible actions that can be felt on the ground. Otherwise, every concern and effort put will continue being mere rhetoric to be harshly judged by posterity- and perhaps a generation that would only hear of forest existence in folklore or legends.

5.3 Recommendations

5.3.1 Cross-cutting-Recommendations for Policy and Institutional Improvement

Based on the survey findings the following recommendations are suggested for improving the Policy institutional environment in order to enhance customer and employee satisfaction, minimize corruption and generally promote best practices within KFS.

1) Recasting KFS Image: work on branding and repackaging KFS’s image as a corrupt-free, gender sensitive, climate responsive and environment friendly organization to change its dark history-entrenched during Forest Department era. Simple and practical measures that will help arrive at this image include:


Page | 53

i) Introducing resource saving actions through “use, reuse, recycle” practices in all offices around the country.

ii) Increasing KFS visibility by developing or embracing a Corporate Social Responsibility strategy that contributes to community development especially around gazetted forests, respects its workers and family and fights corruption internally and outside the organization. Schools and health clinics are examples of community projects that may appeal to forest adjacent communities while taking care of family welfare issues for KFS staff in forest stations.

iii) Establishing Grass-root presence; KFS should develop an enabling framework of implementation that lets the benefits that the Forest Act 2005 has brought to trickle down to the field where majority of customers and frontline staff (KFS foot soldiers) are to be found.

iv) Walking the talk; the top KFS leadership should be exemplary in their conduct of duties as opposed to ‘preaching water and drinking wine’ kind of scenario. This means embracing all values of the organization as provided in the service charter, leading in integrity and professionalism, and active in promoting team building. Team building is especially important to boost staff morale and in working towards overall accomplishment of KFS strategic plan, 2009-2014.

v) Resource Mobilization: KFS needs to be more aggressive in resource mobilization to improve on its revenue and capital base to inter alia pay well or recruit more staff, build needed infrastructure, and to purchase equipment and materials now lacking. Opportunities abound to make KFS the ‘richest’ public corporation in the country with possibilities for both self- sufficiency and sustenance in funding its operations. Developing this hidden wealth will require;

Working tirelessly to lift the ban on timber so as to reverse the seemingly blatant squander of un-harvested and over-mature tree stands in KFS’s commercial plantation enterprise. Fast-tracking the lifting of the timber ban should go in tandem with advocating for formation and capacity building of sawmilling associations or groups to promote best practices in harvesting and general conduct of business.

Injecting entrepreneurship for sustainability by exploring opportunities for carbon credits and later tapping into the emerging carbon markets under the Kyoto Protocol’s Clean Development Mechanism. Meanwhile, consider revitalizing wood processing capacities within stations for value addition as well as optimizing on revenue collection.

Expanding and strengthening partnerships and collaboration with donors, both local and international. Moreover, effective partnerships and collaboration with stakeholders in forestry development may also ensure prudent use of resources and reduce duplication of efforts.

2) Review on some governance aspects; whereas the rationale for centralizing operations within

KFS are pretty obvious and advantageous, this has often presented bureaucratic stumbling blocks that subsequently led to delay in service delivery and adversely affected staff morale. Areas that need policy review and changes in the existing institutional arrangements and which present a strong case for decentralization or devolved powers, include; i) Hastening service delivery particularly in tendering process and issuance of way leaves. ii) Renegotiating conflicts arising from double gazettement by streamlining relationships with

the Kenya Wildlife Service.


Page | 54

iii) Recognizing the need and allowing Kenya Forest College to be quasi independent owing to its unique needs and circumstances along the lines of procurement, resource use and mobilization, planning and budgeting. This can be achieved by having a sub-committee of the KFS board with specific mandate on the college.

iv) Allowing checked or monitored compounding of forest-related crimes at the zone level to facilitate quick prosecution and delivery of justice to offenders.

5.3.2 Recommendations to Enhance Customer Satisfaction

1) To sustainably utilize and manage forests and forest resources within protected areas and trust lands:

Priority Ranking Recommendation Short Term / Immediate

Re-evaluate entry points for CFAs to reduce often heightened community expectations regarding forest protection, management and accrued benefits. Perimeter walls need to be set around community mandate on forest and this well articulated before formation of CFA’s to build trust and remove potential leadership wrangles within the community. Conduct intensive awareness creation and marketing of the various services and products offered by KFS widely disseminated and known to customers. More specific research into type, needs and other client specific information is therefore needed to develop a catalogue of customers and their (special) needs and / or circumstances. In this regard, General Service Order and Service Charter should be broadcasted in both print and electronic media. Develop and equip the Forest Geographical Information System Center, complete with remote sensing capabilities to hasten mapping off all forest resources in the country. This information hub or centre should also contain a database of all mapped customers in the country’s conservancies.

Medium Term

The process of developing participatory forest management plans should be completed. Inviting and lobbying for donors interested in funding these plans should be a priority. A clear cut policy (with well spell out mandate) and modus operandi for involving local authorities in managing forest within trust lands should be developed. Additionally, a standard policy of bringing on board institutions or corporate entities as part of their Corporate Social Responsibility (CRS) otherwise, in tree planting and taking care of the young seedlings need to be crafted. This should bring commitment into ensuring trees survive as opposed to one-off photo opportunities that such events often find themselves in.

Consult all stakeholders (customers and a multi-disciplinary team of experts) in the pricing of forest goods/products and services in order to promote feelings of fairness and close possible windows of corruption.


Page | 55

Priority Ranking Recommendation

Long Term

Access roads to the forest should be improved to ease movement of forest goods once bought by the customers. This can be done by equipping and supporting the road units in their work while at the same time promoting closer ties with the Kenya Roads Board for policy guidance, funding and technical backstopping. Recognize and harness traditional forest governance knowledge and structures inherent among forest-dwelling communities. Consider actively involving existing where present, or revitalizing where non-existent, traditional councils among forest dwelling communities to organize for and take leadership of managing forests within their jurisdiction. Guidance should also be provided to these communities in developing forest-based enterprises taking advantage of the equalization fund provided for in the new constitution. Introduce Community Forest Brigade along the concept of scouting that would create a movement of young people who grow into adulthood being conscious of the need to defend, protect and take good custody of forests.

2) In order to effectively harness the full potential of farm and dry land forestry, it would be

essential to: Priority Ranking Recommendation

Short Term

Deploy more extension workers to establish tangible presence in the field to meet the growing demand of tree knowledge among farmers and pastoralists, and to change entrenched attitude among rural folk that views KFS as playing policing roles regarding forest / tree utilization, protection and management. Completely re-orient extension approaches by empowering and building capacities of extension workers in areas of participatory farm and dry land forestry to meet the demands of KFS new strategic directions. This will however need pumping of more resources into Farmer Field Schools’ concept.

Medium Term

Adequately support seedling production initiatives by individual or group tree nurseries by training, matching demand, facilitating acquisition of certified germplasm, and marketing of seedlings.

Long Term

Help develop laws and norms to safeguard forest resources within communal lands and trust lands. In this regard, work towards a volunteer enforcement and compliance team composed of trusted community members to act as custodians of forest resources within common lands. Work closely with local Non Governmental Organizations, Community-Based Organizations and People-Based Organizations active in forestry activities. KFS needs to effectively take the flagship roles and add synergy to the often disjointed local efforts in the forestry sector.


Page | 56

3) In scaling up education and training for KFC students and ranger trainees, it is important to;

Priority Ranking Recommendation

Short Term

i. Evolve a KFC strategic plan specific to its unique needs and potentials.

ii. Adequately equip the paramilitary training at Londiani.

iii. Improve on partnership especially with universities, faith-based institutions, private companies and other charitable organizations for developing a culture of forestry, resource mobilization and research.

Medium Term

iv. Improve the learning and living conditions (modernize library, accommodation, recreational, and catering services and facilities).

v. Tap the full potential of online platforms to sell out information on courses and other services available at the college. The web space not only allows presentation of more details (including audio-visual capabilities) of courses but has the additional advantage of reaching out easily and at minimal cost to a large number of people in vast geographical distances. Additionally, and in areas without internet connectivity, use local language radio channels to reach out to parents and guardians - a group possessing a huge influence on students’ pre-admission decisions regarding choice of careers.

Long Term vi. Life skills should be taught and pastoral counseling introduced to handle psychosocial and spiritual needs and concerns of students and to promote wholistic living Within KFC. This demands deployment of a professional counselor and / or a chaplain. With increasing students enrolment places of worship (church, mosque etc.) should also be dedicated as a commitment to developing all facets of student living. Combined, life and pastoral counseling should be able to effectively advocate against drug use and abuse, promote personal integrity, promote HIV and Aids awareness and education, as well as help secure reproductive health knowledge and practice.

vii. Develop a disaster management or emergency response program.

viii. Develop income generating enterprises to buttress the existing revenue base.

ix. Raise entry requirements for the forestry college, diversify courses (to be more job-centric and shift from emphasis on traditional forestry courses per se), and improve course delivery/pedagogical approaches.


Page | 57

REFERENCES

Gatundu, C (2003): Policy and Legislative Framework for Community Based Natural Resource Management in Kenya

GOK and the World Bank: Strategic Environmental Assessment of the Kenya Forest Act (2005), 2007.

GOK, 1968. The Forest Policy for Kenya. The Government Printer, Nairobi, Kenya. GOK, 1970. The Trust Lands Act Chapter 288 Laws of Kenya. The Government Printer, Nairobi,

Kenya GOK, 1972. The Water Act Chapter 372 Laws of Kenya. The Government Printer, Nairobi, Kenya. GOK, 1977. The Wildlife (Conservation and Management) Act Chapter 376 Laws of Kenya. The Government Printer, Nairobi, Kenya. GOK, 1982. The Forests Act Chapter 303 Laws of Kenya. The Government Printer, Nairobi, Kenya GOK, 1994. The Kenya National Environment Plan (NEAP) Report. Ministry of Environment and

Natural Resources. The Government Printer, Nairobi, Kenya. GOK, 1999. “The Environmental Management and Co-ordination Act, The Government Printer,

Nairobi, Kenya. GOK/Forest Action Network and others: Understanding the new Forest Policy and Forests Act

(2005): A framework for sustainable forest management in Kenya: 2006 IUCN: Community involvement in Forest Management in Eastern and Southern Africa, 2004 KEFRI/KFS: Plantation Establishment in Kenya- the Shamba System Case Study: September 2005 KFS: Draft Strategic Plan 2009 – 2014 KFWG/DRSRS: Changes in Forest Cover in Kenya’s Five “Water Towers” 2000-2003, Nov. KIFCON (1990): Kenya Indigenous Forest Conservation Project. Various Reports MENR, 1994. Kenya Forestry Master Plan: Development programmes. Forest Department, Ministry of Environment and Natural Resources (MENR), Republic of Kenya, Nairobi, Kenya. Mwangi,E,(1997): Conflict Resolution Strategies For Sustainable Forest Management: A Kenyan Perspective. Paper Presented at the 15th Commonwealth Forestry Conference, 12-th 17th May

1997,Harare, Zimbabwe Odhiambo,O.O.(2001) Legal and Institutional Constraints to Community Participation in the Management of Natural Resources in Kenya Wass, P., (1995): Kenya’s Indigenous Forests: Status, Management, and Conservation. IUCN,

Gland, Switzerland & Cambridge, UK. Winston Mathu (2007): Forest Law Enforcement and Governance in Kenya, Workshop

Proceedings, Supported by the Government of Finland, World Bank and World Conservation Union (IUCN)


Page | 58

Appendix A; Customer Satisfaction Questionnaire

Request for your Participation: Hallo, my/our name(s) is/are………………………………………………………..from Breinscope Consultants Ltd. I/we am/are here to assist Kenya Forest Service in undertaking an assessment of level of satisfaction of its customers in relation to set objectives. The purpose of this assessment is to gather information on the level of satisfaction of customers so far. This information will help Kenya Forest Service to re-plan for future activities. You were randomly chosen from among other customers and all your responses will be kept confidential. If you accept to participate, the exercise will last for 30 minutes. Your participation is voluntary. Entry Code (for official use ONLY) Name of Affiliated Organization/Association/Group:

Contact:

Date: SECTION 1: SOCIO-DEMOGRAPHIC PROFILE (Kindly complete this part fully) 1.1 Age 1.2 Gender 1.3 Education Level

Completed 1.4 Main occupation 1.5 Employment status

18–25yrs 26-30yrs 31-35yrs 36-40yrs 41-45yrs 46-50yrs Above 50yrs

Male Female

None Primary Secondary Tertiary (College, Polytechnic etc) Tertiary (University) Other (Specify) ______________

Student Professional Technical worker Businessman/ Woman Farmer Laborer Other (specify) _____________

Formal employment Informal employment Unemployed Self employment Retired Other specify _____________

SECTION 2: ACCESS, EFFICIENCY AND EFFECTIVENESS OF KFS 2.1 Do you access services from KFS? (Tick one only)

Yes No (If “no” skip) 2.2 If YES above, list the services received?

2.3 How easily do you access the said services from KFS (where on a four point scale, ‘4’ is very easily, ‘3’

is easily ‘2’ is difficult and ‘1’ is very difficult)? Very Easily Easily Difficult Very Difficult

2.4 How long did you wait before receiving a service (where on a four point scale, ‘4’ is very short, ‘3’ is short ‘2’ is long and ‘1’ is very long)? Very short short long Very long

2.5 How did you get to know about services offered by KFS? Public fora (e.g baraza meetings or mass media) KFS sources (specify----------------------------) Non-KFS sources(specify----------------------------) Others (specify----------------------------)

2.6 How do you rate the quality of service received (where on a four point scale, ‘4’ is very good, ‘3’ is good ‘2’ is satisfactory and ‘1’ is poor)? Very good Good Satisfactory Poor

2.7 Please comment on the choice of the rating above.


Page | 59

SECTION 3: KNOWLEDGE, ATTITUDES AND PRACTICES 3.1 For how long have you done business/transacted with KFS?

Less than 1 year 1-3 years More than 3 years 3.2 How do you view KFS services since you started dealing with them?

Greatly improved Improved Not improved No idea 3.3 Kindly explain your choice above

3.4 Are there any other services you know of that are offered by KFS?

Yes No 3.5 If YES above, kindly mention them.

3.6 Are there any other organizations that you receive similar services to those of KFS?

Yes No 3.7 If yes above, how do you rate their services (where on a four point scale, ‘4’ is very good, ‘3’ is good

‘2’ is satisfactory and ‘1’ is poor)? Very good Good Satisfactory Poor

3.8 Considering the rating above, what in your opinion distinguishes their service delivery from the way

you know KFS?

3.9 How were you received/treated when you visit KFS offices(where on a four point scale, ‘4’ is very friendly, ‘3’ is friendly ‘2’ is indifferent and ‘1’ is hostile)?

Very fiendly fiendly indifferent hostile 3.10 What in your opinion can be done to improve the services currently offered by KFS?

3.11 Overall satisfaction: On a four-point scale, where “4” is extremely satisfied and “1” is extremely

dissatisfied, how satisfied are you with Kenya Forest C (KFS) as a college / institution of learning? Extremely Dissatisfied [1] Dissatisfied [2] Satisfied [3] Extremely Satisfied [4]

SECTION 4: POLICY ISSUES 4.1 Do you, in your opinion, think that KFS has greatly achieved its mandate to improve the tree cover in

the country? Yes No

4.2 How are you involved in decisions relating to use and management of forest resources? Please explain your answer.

4.3 What suggestions or actions in your opinion can be put in place to sustainably utilize and protect forest resources in the country?

THANK YOU FOR YOUR PARTICIPATION


Page | 60

Appendix B; Customer Satisfaction Questionnaire for Kenya Forest College Students (KFC)

Request for your Participation: Hallo, my/our name(s) is/are………………………………………………………..from Breinscope Consultants Ltd. I/we am/are here to assist Kenya Forest Service in undertaking an assessment of level of satisfaction of its customers in relation to set objectives. The purpose of this assessment is to gather information on the level of satisfaction of customers so far. This information will help Kenya Forest Service to re-plan for future activities. You were randomly chosen from among other customers and all your responses will be kept confidential. If you accept to participate, the exercise will last for 30 minutes. Your participation is voluntary. Purpose: This tool is important in gathering in depth qualitative knowledge and understanding the various services offered by Kenya Forest College (KFC). It also provides better insight into specific variables affecting the various divisions or programme operations of KFC regarding the quality of services offered and satisfaction levels of students. This tool only targets the students. Identification (For Consultants): __________________________________ Demographic Information:

Gender; Male O Female O

Year of Study: O First Year O Second Year O Third Year O Others (Specify) ______________ Course Undertaken: _________________________________ (specify field)

Level of study: O Diploma O Certificate O Others (Specify)__________________________ 1) How did you first know /hear of KFC?

Print media (News papers, Brochure, Newsletter etc.) Electronic media (Radio/TV) Word of mouth Insider (staff/student) Internet

2) Who influenced your choice to study at KFC? Parent /Guardian An instructor at KFC Student at KFC None of the above

3) How do you rate the course /subjects offered at KFC? Excellent Good Satisfactory Poor

4) How do you rate the course content and delivery (Tick as appropriate, where on a four point scale, ‘4’ is

Excellent, ‘3’ is good ‘2’ is satisfactory and ‘1’ is poor)

RATING Excellent (4) Good (3) Satisfactory (2) Poor (1) Content Delivery


Page | 61

5) What are your views on the tuition and other fees paid to the institution?

Too high Moderately high Manageable Too low

6) Are there any structures/arrangements that ensure that your concerns/issues /grievances are

incorporated in the management of the institution? Yes No

7) If yes above, specify how this takes place and state whether you are satisfied with the arrangement.

________________________________________________________________________________________

8) Have you ever participated in any form of career counseling organized by KFC? Yes No

9) If no above state why

________________________________________________________________________________________ ________________________________________________________________________________________

10) What challenges do you face on day to day life as a student?

________________________________________________________________________________________ ________________________________________________________________________________________

11) What improvements/changes, in your opinion, need to be put in place to provide a better learning environment in KFC? ________________________________________________________________________________________ ________________________________________________________________________________________

12) Describe the state of the following facilities/services. (in a scale of 1-4 rate as, 4. excellent, 3. good, 2.

satisfactory or . poor 1)

Hostels Recreation Entertainment/ Recreation

Information E.g. Newspapers

Library Dining hall

Sport facilities

Laboratory

13) Overall satisfaction: On a four-point scale, where “4” is extremely satisfied and “1” is extremely dissatisfied, how satisfied are you with Kenya Forest C (KFS) as a college / institution of learning?

Extremely Dissatisfied [1] Dissatisfied [2] Satisfied [3] Extremely Satisfied [4]

14) What are your job prospects after school?

Very bright Bright Remote Don’t know

15) Briefly explain your choice in question 13 above ________________________________________________________________________________________ ________________________________________________________________________________________


Page | 62

16) Describe the waiting time before you receive a good or service within the college?

Too long Long Short Very short

17) Kindly give reasons for the rating above (Specify sections/departments affected)

________________________________________________________________________________________ ________________________________________________________________________________________ ________________________________________________________________________________________ ________________________________________________________________________________________

18) Describe your relationship with staff, both academic and non academic? Rate as 1. Very friendly, 2.

Friendly, 3. Impersonal/Indifferent, 4. Hostile); Tick each column appropriately.

Academic Non-academic

19) Briefly explain your rating in question 17 above.

________________________________________________________________________________________ ________________________________________________________________________________________

THANK YOU FOR YOUR PARTICIPATION


Page | 63

Appendix C; FGD Guide - Customer Satisfaction and Study Environment

CUSTOMER SATISFACTION, WORK/STUDY ENVIRONMENT

FOCUS GROUP DISCUSSION GUIDE Target Audience: Community Forest Association (CFA) Members and Representatives of Natural Resource User Groups, Famer-Field Schools, Students at KFC, Common Interest Groups – Wood Carvers, Bee Keepers or Pastoralists.

1. What activities/services are you engaged in (skip question if dealing with students)?

2. Describe the quality of your learning environment at KFC? (only applicable to students)

3. How successful have been in the implementation activities or delivery of service(s) (skip question if discussing with students)?

4. What support do you receive from KFS (if customer) or KFC (if student)?

5. What do you like MOST about service delivery/transaction with KFS (if customer)or KFC (if student)?

6. What would you want changed to improve KFS / KFC service delivery and Why? ( Zero on specific areas where change needs to be effected)

7. What challenges / constraints do you encounter in meeting, on a day-to-day basis, as a member of this group or a student at KFC?

8. What general recommendations would you make to address aforementioned (qn. 7 above) challenges or constraints?

Kenya Forest Service Customers Final Report.pdf · 3.5.1 Questionnaire Administration ... NTFP Non-...

Documents

Transcript of Kenya Forest Service Customers Final Report.pdf · 3.5.1 Questionnaire Administration ... NTFP Non-...