STRATEGIC PLAN 2017 - 2022 - · PDF file3.1.2 Strengths, Weaknesses, Opportunities and Threats...
Transcript of STRATEGIC PLAN 2017 - 2022 - · PDF file3.1.2 Strengths, Weaknesses, Opportunities and Threats...
i
STRATEGIC PLAN
2017 - 2022
ii
FOREST COVER MAP
i
Table of Contents Table of Contents ..................................................................................................................................... i
Acronyms. .............................................................................................................................................. iii
Technical Forest Definitions .................................................................................................................. iv
Foreword ................................................................................................................................................ iv
Preface ................................................................................................................................................... iv
Executive Summary ................................................................................................................................ v
CHAPTER 1: INTRODUCTION ........................................................................................................... 7
1.1. Introduction ........................................................................................................................... 7
1.2. Mandate and Functions of the Kenya Forest Service ........................................................ 7
Mandate ......................................................................................................................................... 7
The Functions of the Service are;- ............................................................................................... 7
1.3. Vision, Mission and Strategic Goal ...................................................................................... 8
Vision .............................................................................................................................................. 8
Mission ........................................................................................................................................... 8
Strategic Goal ................................................................................................................................ 8
1.4. Core Values ............................................................................................................................ 8
1.5. Rationale for the KFS Third Strategic Plan Development ................................................ 9
1.6. Methodology for Developing the Strategic Plan ................................................................. 9
1.7. The Kenya Development Challenges and Agenda.............................................................. 9
1.8. Kenya’s Development Agenda and the Role of KFS in Achieving the Agenda .............. 10
1.9. Flagship Projects in the Forestry Sector ........................................................................... 11
1.10. Other programmes .......................................................................................................... 11
1.11. Kenya Forest Service Links with other Sectors of the National Economy .................... 12
1.12. KFS links with the Constitution and the Devolved System of Government .............. 12
1.13. KFS linkage with Multinational Environmental Agreements (MEAs) and the
Sustainable Development Goals (SDGs) ....................................................................................... 13
CHAPTER 2: ACHIEVEMENTS, CHALLENGES AND LESSONS LEARNT FROM THE
SECOND STRATEGIC PLAN (2014-2017) ....................................................................................... 14
2.1. Introduction ......................................................................................................................... 14
2.2. Achievements ....................................................................................................................... 14
2.3. Lessons Learnt .................................................................................................................... 15
2.4. Challenges ............................................................................................................................ 16
CHAPTER 3: STRATEGIC FRAMEWORK ...................................................................................... 17
3.1 Situational Analysis ............................................................................................................ 17
3.1.1 PESTEL Analysis ............................................................................................................ 17
ii
3.1.2 Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis ..................... 18
3.1.3 Stakeholder Analysis....................................................................................................... 20
3.2 The 2018-2022 Strategic Plan ............................................................................................. 21
3.2.1 Strategic Focus ................................................................................................................ 21
3.2.2 The Strategic plan Goal .................................................................................................. 21
3.2.3 Strategic Objectives ........................................................................................................ 21
3.2.4 Plan Strategic Objectives, outcomes and strategies ..................................................... 22
CHAPTER 4: COORDINATION AND INSTITUTIONAL FRAMEWORK ..................................... 25
4.1 Introduction ......................................................................................................................... 25
4.2 Office of the Chief Conservator of Forests ....................................................................... 25
4.3 Departments and Divisions. ............................................................................................... 25
4.4 Field Administrative Units. ................................................................................................ 25
4.5 Organizational Structure ................................................................................................... 26
CHAPTER 5 RESOURCE MOBILISATION ...................................................................................... 27
CHAPTER 6: ACCOUNTABILITY AND RISK MANAGEMENT. ................................................. 30
CHAPTER7: MONITORING, EVALUATION AND REPORTING FRAMEWORK ....................... 32
APPENDIX A: IMPLEMENTATION MATRIX ................................................................................ 35
iii
Acronyms.
AFR100 African Forest Landscape Restoration Initiative
ASALs Arid and Semi Arid Lands
CBD Convention on Biological Diversity
CC Corporate Communication
CCF Chief Conservator of Forests
CFA Community Forest Association
CITES Convention on International Trade in Endangered Species
CPA Charcoal Producers Association
CSP Country Strategy Paper
EC Ecosystem Conservator
EAC East African Community
EMCA Environmental Management and Coordination Act
ERP Enterprise Resource Planning
FIMS Forest Information Management System
FLEGT Forest Law Enforcement, Governance and Trade
GDP Gross Domestic Product
GIS Geographical Information System
GOK Government of Kenya
HA Hectares
KFC Kenya Forestry College
KFS Kenya Forest Service
KFMP Kenya Forest Master plan
KWS Kenya Wildlife Service
KWTA Kenya Water Towers Agency
MEAs Multinational Environmental Agreements
MTP Medium Term Plan
PFMP Participatory Forest Management Plan
PES Payment for Ecosystem Services
REDD+ Reducing Emissions from Deforestation and Forest Degradation
STI Science, Technology and Innovation
SDGS Sustainable Development GOALs
TIPs Transition Implementation Plans
UNCCD United Nation’s Convention to Combat Desertification.
UNFF United Nations Forum on Forests
UNFFF United Nations Framework Convention on Climate Change
iv
Technical Forest Definitions
Biodiversity The variability among living organisms from all sources including the
ecological complexes of which they are part, and the diversity within and
among species, and ecosystems.
Catchment
Area
Land area drained by a river, stream, or fixed body of water and its tributaries
having a common source of surface run-off.
Community
Forest
Forest held by communities or held in trust by county governments and
where forest management rights and responsibilities are transferred the
public Administration to local communities through long-term leases or
management agreements.
Community
Forest
Association
A group of local persons who have registered as an association or other
organization established to engage in forest management and conservation.
Forest
Ecosystem
A dynamic complex of plant, animal, and micro-organism communities and
their non-living environment interacting as a functional unit.
Ecotourism Environmentally responsible travel to natural areas, in order to enjoy and
appreciate nature (and accompanying cultural features, both past and present)
that promote conservation, have low visitor impact and provide for
beneficially active socio-involvement of local peoples.
Farm
Forestry
The practice of managing trees on farms whether singly, in rows, lines,
boundaries, or woodlots or private forests.
Forest Land which is declared or registered as a forest , or woody vegetation
growing in close proximity in an area of over 0.5o of a hectares including a
forest in the process of establishment, woodlands , thickets.
Forest
Community
A group of persons who have traditional associations with a forest for the
purposes of livelihood, culture or religion; or (b) are registered as an
association or other organisation engaged in forest conservation
Forest
industries
All businesses and organizations whose primary activities include growing,
managing processing or marketing of trees
Forest
management
plan
A written document establishing direction and goals for the management,
conservation and utilization of a specific forest land area.
Indigenous
Forest
A forest that has come about by natural regeneration of trees primarily
native.
Nature
Reserve
An area of land declared to be nature reserve under this Act.
Protected
tree
Any tree or tree species which has been declared under the Forest
Conservation and Management Act 2016
Provisional
Forests
Any forest which has been declared a provisional forest by the Cabinet
secretary under section 35 of the Forest Conservation and Management Act
2016.
Sustainable
Development
Development that seeks to satisfy the needs of the current generations
without compromising the ability of future generations to attain their own
development needs.
Water
Tower
Forested areas that form the upper catchment of rivers in Kenya.
iv
Foreword
Kenya Forest Service has a national mandate to “provide for the development and sustainable
management including conservation and rational utilization of all forest resources for socio-
economic development of the Country and connected purposes. Forests play a critical role in
the national economy, contributing 3.6% to the gross domestic product (GDP). Forests not
only contribute to economic growth, job creation and poverty reduction but also support other
key sectors of the economy such Energy Agriculture, Tourism, and The role of forests in
conserving important water sources is critical for domestic and industrial water demands
including hydro-electric power generation which constitutes about 70% of the electricity
production in the Country. The Agriculture Sector is supported through provision of
ecosystem services from forests such as soil erosion control, nitrogen fixing and food
security. Tourism is the third largest foreign exchange earner and it is based on the Country’s
forests which act as habitats for the wildlife.
Despite their importance, Forests in this Country face serious threats ranging from illegal
logging, encroachment, overexploitation, overgrazing, forests fires, pests and diseases. The
threats erode the ecological integrity of the forest ecosystems and reduce their capacity to
provide the environmental goods and services on sustainable basis. This calls for their
continued protection to minimize the negative impacts on the resources and avoid further
degradation and deforestation.
To enhance the realization of Vision 2030 goals in the Forest Sector and increase the national
tree cover to at least 10% of the Country’s total land area as stipulated in the the Constitution,
the Service has developed this Strategic Plan (2018-2022). The Plan covers a period of five
years and provides a roadmap to the Service in delivering its mandate during this period. The
Plan has taken advantage of the opportunities provided by existing supportive national
policies, laws, strategies and the International Agreements and Protocols.
In order to fast track realization of the Forest Sector Goals of Vision 2030 and the
Constitution, this Strategic Plan has identified key priority areas of focus during the next five
years. These are areas that will directly contribute to the organization’s mission. It also
provides a framework for ensuring the delivery of results in the areas identified.
In line with the Constitution, this Strategic Plan will be implemented in collaboration with the
county governments and other stakeholders.. For effective implementation of the plan, the
Board is committed to mobilizing resources and strengthening partnerships with development
partners and other valued stakeholders for forestry development.
On behalf of the Board, I commit to ensure that this plan’s implementation will endeavor to
enhance the ecological integrity of our forest ecosystems so as to provide forestry goods and
services in perpetuity.
Mr. Peter Kimathi Kinyua
Chairman, Kenya Forest Service Board
iv
Preface
I am delighted to present to you the Kenya Forest Service 3rd
Strategic Plan (2018-2022). The
Plan is the result of an intense and rigorous process of consultations with internal and
external stakeholders, environmental scanning and performance review of the organization’s
2nd
Strategic Plan (2014-2017). Based on these, from the reviews, five strategic objectives
and several strategies were identified for implementations during this plan period. The
strategic objectives are: Rehabilitate 500,000ha of degraded natural forest areas, develop and
conserve all public natural forests, Restock 30,000 ha and sustainably manage all public
forest plantations, Increase forest cover outside public forest areas by 380,000 ha, Protect and
secure 2.4 million hectares of public forests and other corporate assets, Strengthen capacity
for efficient utilization of resources and effective service delivery.
We, the Management and staff of Kenya Forest Service are committed to implementing the
programmes, projects and strategies outlined in this strategic plan as we aspire to be an
internationally recognized organization of excellence in knowledge based sustainable forest
resources development, conservation and management. To enhance institutional capacity for
efficient and effective service delivery, the Service will seek to attract and retain an effective
and motivated workforce, align its governance and management practices to global best
practice, automate its processes, increase levels of accountability, enhance communication
and implement the robust monitoring and evaluation system expounded in this plan. Together
with the management and staff, I will create appropriate partnerships in resources
mobilization; promote research and technology transfer, while practicing prudent utilization
of resources within the organization to enhance sustainability.
Development of this plan has been guided by the Country’s economic development blue print
Vision 2030, which aims to” transform Kenya into a newly industrialized, middle income
country providing improved quality of life to all by 2030.” It addresses political, socio-
economic legal, environmental administrative, scientific and technological changes that will
emerge during the plan period and may impact on the management of the forest resources in
the Country.
I sincerely want to thank all those who participated in the preparation of the plan and in
particular, I acknowledge the solid contribution of the Board, Senior Management and all the
r staff of the Service. Special thanks go to all our stakeholders who provided valuable input
into the Strategic Plan. I am confident that the Service has built internal requisite capacity to
steer similar processes in future. I am more than persuaded that the spirit of commitment,
confidence and cooperation exhibited during the development process will continue during its
implementation, monitoring and evaluation. It is my hope that successful implementation of
this strategic plan will contribute towards realization of the objectives of Vision and the
Constitution in the forest sector.
Mr Emilio Mugo
Chief Conservator of Forests.
v
Executive Summary
Introduction
Kenya Forest Service is a State Corporation in the Ministry of Environment and Natural
Resources with a national mandate to “provide for development, management, including
conservation and national utilization of all forest resources for the socio-economic
development of the country. The Service was established in 2007 through the provisions of
the Forest Act 2005 to replace the defunct Forest Department.
The organization executes her mandate through successive five year strategic plans. The third
strategic plan has been developed after expiry of the life span of the second strategic plan
2014-2017 which expired at the end the last financial. The plan is to guide the operations of
the organization for the next five years. The third strategic plan is built on the part
experiences, current challenges and lessons learnt from implementing the second strategic
plan (2014-2017.
The process of developing the plan was very consultative involving both internal and external
stakeholders. Key Policy documents essential to the operations of the Service were reviewed
to inform development of the plan, among them are; the Constitution of Kenya, Vision 2030
and its Medium Term Plan II, the Ministry of Environment and Natural Resources Strategic
Plan (2013-2017), the Forest Conservation and Management Act 2016, the National Climate
Change Response Strategy and the Sustainable Development Goals.
This Strategic Plan therefore, articulates the shared vision and mission of the stakeholders in
the fore the sector.
Organization of the Strategic Plan
The third Strategic Plan is divided into seven (7) chapters with chapter I giving introduction
to Kenya Forest Service, development challenges relevant to the forests sector, the county’s
development agenda and the role of the Service in the realization of vision 2030 including her
linkages with the Constitution, other sectors of the economy and the international obligations.
Chapter 2 gives the performance review of the previous strategic plan highlighting
achievements, lessons learnt and the challenges encountered during its implementation.
Chapter 3 presents the strategic framework for the third strategic plan, the situational
analysis, the derived strategic objectives, outcomes and the strategies that will be
implemented to realize the strategic plan goal. Chapter 4 presents institutional framework for
coordination and implementation of the plan. Chapter 5 presents the resource flows,
resources requirement for implementation of the plan and the resource mobilization
strategies. A total of Kshs 46.5Billion will be required for implementation of the plan.
Chapter Six presents the accountability and risk management strategies while chapter 7
describes the monitoring, evaluation and reporting framework.
The 2018-2022Strategic Plan Goal and objectives
The strategic plan goal is to increase the forest cover by 1.15% during the plan period.
The Service has identified five strategic objectives to be implemented during the plan period
to realize the strategic goal, these are;
a) To rehabilitate 500,000ha of degraded natural forest areas, develop and conserve all
public natural forests
b) To restock 30,000 ha and sustainably manage all public forest plantations
c) To increase forest cover outside public forest areas by 380,000 ha
vi
d) To protect and secure 2.4 million ha of public forests and other corporate assets
e) To strengthen capacity for efficient utilization of resources and effective service
delivery
To achieve the above strategic objectives, appropriate strategies and activities have been
identified for implementation during the plan period. These have been outlined in the
implementation matrix.
7
CHAPTER 1: INTRODUCTION
From the Forest Department (1902) to Kenya Forest Service (2007)
1.1. Introduction
Kenya Forest Service is a State Corporation in the Ministry of Environment and Natural
Resources. The Service was created in 2007, through the Forest Act 2005 to replace the defunct
Forest Department (1902).The Service derives her mandate from the Forest Conservation and
Management Act no 34 of 2016.
These changes are linked to forest sector reforms recommended by the twenty five year Kenya
Forest Master Plan (1994 in response to the impacts from changing economic and social
conditions in the country. r. The reforms aimed at policy, legislation gaps together with
shortcomings and challenges forest management that had resulted breakdown of forestry practice
and related serious decline in the state of forest management in the country. The reforms were
also necessitated by inadequacy of legal instruments that were in operation, political interference
and low stakeholder participation in forest management that the deteriorating state of forest
management.
1.2. Mandate and Functions of the Kenya Forest Service
Mandate
The Service derives her mandate from the Forest Conservation and Management Act no 34 of
2016. This is “to provide for the development and sustainable management, including
conservation and rational utilization of all forest resources for the socioeconomic development of
the Country and for connected purposes.”
The Functions of the Service are;-
a. Conserve, protect and manage all public forests in accordance with the provisions of the
Forest Conservation and Management Act no 34 of 2016Act;
b. Prepare and implement management plans for all public forests and, where requested, assist
in preparation of management plans for community forests or private forests in consultation
with the relevant owners;
c. Receive and consider applications for licenses or permits in relation to forest resources or
management of forests or any other relevant matter in accordance with this Act;
d. Establish and implement benefit sharing arrangements in accordance with the provisions of
the Act;
e. Assist county governments to build capacity in forestry and forest management in the
counties;
f. In consultation with relevant stakeholders, develop programmes for tourism and for
recreational and ceremonial use of public forests;
g. Promote forestry education and training;
h. Register and maintain a register of all forest management plans prepared for public forests;
i. collaborate with relevant persons and institutions in identifying research needs and applying
research findings in relation to forests and forestry;
j. Manage water catchment areas in relation to soil and water conservation, carbon
sequestration and other environmental services in collaboration with relevant stakeholders;
k. Prepare
8
i. a Forest Status Report for the Cabinet Secretary once in every two years; and
ii. a Resource Assessment Report for the Cabinet Secretary once in every five years;
l. Consider and recommend to the Cabinet Secretary the establishment of public forests on un-
alienated public land or any other public land;
m. Consider and recommend to the Cabinet Secretary the determination and alteration of
boundaries of public forests;
n. Establish forest conservancy areas for purposes of conservation and management;
o. Approve the provision of credit facilities and technical training for community-based forest
industries, and the provision of incentives to persons for the sustainable utilization of wood
and non-wood forest products;
p. Implement and enforce rules and regulations governing importation, exportation and trade in
forest produce; and
q. Develop, maintain and regularly update a geographic information system database of all
forests in Kenya.
1.3. Vision, Mission and Strategic Goal
Vision
An internationally recognized organization of excellence in knowledge based sustainable forest
resources development, conservation and management (is this the vision agreed at Elementaita?)
Mission
Conservation, management, development and sustainable utilisation of forests and allied
resources.
Strategic Goal
The Kenya Forest Service strategic goal is to conserve, develop and manage forest resources
sustainably for the provision of forest goods and services in perpetuity.
1.4. Core Values
The core values form the foundation of how the employees conduct themselves when carrying
out their duties.
Teamwork: The Service will embrace mutual support and respect, active participation, and
collective responsibility, open communication, information sharing and mentoring.
Results Oriented. The Service will pursue timely attainment of targeted results at all levels.
Equity: The Service will promote the virtues of equity and fair play for equitable and sustainable
development.
Excellence: Challenge to the highest level of verifiable performance, to create the greatest
impact.
Integrity: The Service and staff shall ascribe to high standards of personal integrity, ethics,
transparency together with individual and corporate and accountability in the conduct of
business.
Scientific principles and professionalism: Decision making and practice will be based on
current scientific knowledge and best practice.
9
Creativity and Innovation: The Service will encourage and reward creativity and innovativeness
in work performance among staff.
1.5. Rationale for the KFS Third Strategic Plan Development
Preparation of the KFS 3rd
Strategic plan was informed by:
a. The expiry of the second strategic plan period 2014-2017)
b. The new Forest law “ Forest Management and Conservation Act 2016”
c. The need to align KFS operations with the new Global Development Agenda 2030 with its
17 Sustainable Development Goals (SDGs).
d. Other relevant national and sector specific policies, legislations, strategies and plans together
with contemporary and emerging challenges in the Sector.
1.6. Methodology for Developing the Strategic Plan
This strategic plan was developed through a consultative process involving the Board,
management, staff at all levels and stakeholders. The SP formulation process followed the
national strategic planning guidelines issued by the Ministry of Devolution and Planning.
The process involved the following:
a. Reports of the past internal meetings, workshops and retreats were reviewed and critical
issues identified for consideration in this strategic plan.
b. Relevant national policy documents were reviewed to inform the strategy development
process. Among the documents reviewed are; Vision 2030, the Constitution of Kenya, the
Ministry of Environment and Natural Resources Strategic plan, the Sustainable Development
Goals, the National Forest Programme, the Forest Conservation and Management Act 2016,
the Forest Policy and the international obligations in the Sector.
c. A review of the various KFS internal reports, policies, strategies and documents
d. A review of the 2014 – 2017 strategic plan
e. An analysis of the external environment (PESTEL) and strengths, weaknesses, opportunities
and threats (SWOT) analysis of the internal operating environment. Consultative sessions
with KFS heads of programmes, senior management and the Board.
f. Consultative meetings and workshops with external stakeholders.
g. The draft Strategic plan was also posted in the KFS website for further input from
stakeholder
1.7. The Kenya Development Challenges and Agenda.
Kenya’s development agenda is affected by global, regional and local level challenges. This
chapter presents broad challenges occurring at various levels with special focus on those that
may potentially affect the operations of the Service. Global challenges include climate change
and related impacts, meeting commitments of and obligations to international conventions and
treaties and terrorism.
Regional challenges mainly emanate from conflicting policies and priorities for managing shared
and cross border resources. National challenges that relate to the environment and natural
resources and specifically to the management of the national forest estate include overlapping
Sectoral Policies and Legislation, climate change that has serious impacts on key economic
sectors; unsustainable management and degradation of landscapes, loss of biodiversity,
deforestation and degradation of forests; pollution, and invasive species. With 75% of Kenyan
population relying on wood fuel (firewood and charcoal) to meet their domestic energy continues
10
to be a major problem in sustaining and increasing national forest cover.
High population growth has put pressure on arable, pastoral land, forests and other protected
areas. The pressure translates to encroachment and degradation adversely affecting sustainable
management of landscapes. High dependence of rural populations on natural resources has
resulted in increased demand for forest resources. Kenya youth constitutes about 60% of the total
population of Kenya. Majority are not gainfully employed. 1There is a risk of youth engaging in
illegal activities including extraction of the scarce forest resources.
People consume natural resources in order to live. However the poor rely more directly on these
resources for survival. 42% of Kenya’s population live below poverty line. Poverty leads to
pressure on land and resultant over exploitation. To the forest sector this results in forest
degradation and deforestation.
Kenya constitution has created two levels of Governments with separate functions and
responsibilities. This includes transfer of some of some budgetary resources from the National
level to County level. The process of transferring devolved forestry functions to county
governments has not yet been fully completed. This has negatively affected the implementation
of the devolved forestry functions.
1.8. Kenya’s Development Agenda and the Role of KFS in Achieving the Agenda
Kenya’s development agenda is expounded in Vision 2030 which is the Country’s long-term
development blueprint that aims to transform the Country into a newly industrialized middle
income country providing a high quality of life to all its citizens in a clean and secure
environment by 2030. The Vision is anchored on the following three pillars; Economic, Social
and Political.
The three pillars are anchored on foundations that include; infrastructure, energy, information
communication technology, science, technology and innovation, land reforms, public sector
reforms, human resource development, national values and ethics, enhanced equity and wealth
creation opportunities and security, peace building and conflict resolution.
The national development agenda is implemented through successive five year Medium Term
Plans (MTPS). The MTPs states key policy actions, reforms, programmes and projects which
should be implemented during the five-year period in line with long term objectives of the Vision
and the Constitution. The process of developing the MTP111 is at an advanced stage and this
plan will be aligned to it once finalized.
The Vision 2030 has provided the overall direction for the country’s development and has
specified the priorities for each sector. The development agenda for the forestry sector is
anchored on the Social pillar of the Vision 2030 and also explicitly provided for in the
Constitution of Kenya 2010 which requires that the Country works to achieve and maintain a
minimum ten percent (10%) tree cover of the national land area. However, the Social pillar
sector also aims at maintaining the long-term health of forest ecosystems while providing
1NFP 2016-2030
11
environmental, ecological, economic, socio and cultural opportunities for the benefit of present
and future generations. Kenya Forest Services is mandated to provide for the development and
sustainable management, including conservation and rational utilization of all forest resources
for the socioeconomic development of the Country. One of the strategies of fast tracking delivery
of Vision 2030 is implementation of flagship projects in each sector.
1.9. Flagship Projects in the Forestry Sector
a. Rehabilitation of water towers and management of water catchments
This project entails full rehabilitation of the five water towers of Mau Escarpment, Mt. Kenya,
Aberdare Ranges, Cherangany Hills and Mt. Elgon. The Service implements this project through
rehabilitation of degraded natural forest, protection for natural regeneration, enrichment planting
of Indigenous species in degraded natural forests, and planting of exotic forest plantations.
b. Conservation and management of mangroves forests
This is a unique type of forest only occurring at the inter-tidal zone at the coast. The forest plays
an important role in the marine ecosystem and the advancement of the Country’s blue economy.
The programme will include rehabilitation of degraded areas, and improve biodiversity;
preparation of forest management plans, restoring threatened species, valuation of mangrove
forests and promotion of sustainable utilization of mangrove forests.
c. Farmland and dry land tree-planting initiative
This initiative introduces high-value tree species at farm level in order to contribute to the
realization of 10% forest and tree cover by 2030. The initiatives also introduce commercial tree
species in ASALs in order to control desertification and improve livelihoods. This is achieved
through farm forestry establishment, protection and rehabilitation of dry lands forests, and
rehabilitation of catchments (on-farm).
d. Promotion of bamboo establishment and utilization
This concept is geared towards mainstreaming bamboo growing and processing as a key driver
for the economic pillar of the Kenya Vision 2030.
e. Control of invasive species
This initiative seeks to combat the threats posed by the various invasive tree species through
developing and implementing a strategy for managing these invasive species.
1.10. Other programmes
In addition to the flagship projects KFS has identified other appropriate and relevant
programmes and projects to be implemented during the next five years.
a. Forest Parks and recreational areas initiative
This initiative will entail development of parks, arboretum and other green spaces in the Country
for recreational and health purposes.
b. Forest Protection and security.
This will involves improving the capacity of KFS to protect, secure and safeguard forest
12
resources and assets; in addition to working with other security agencies to ensure forest do not
become hotspots for insecurity or degrade further. The initiative will promote and support
community forest policing; while using appropriate technology and strengthening the capacity to
monitor forest degradation, forest fires, pest and diseases and other disasters.
c. Forest Roads and Infrastructure development
The programme covers; forest roads maintenance and improvements; upgrading of the
institutional residential and non residential buildings, construction and maintenance of
observation watch towers, forest fencing, upgrading ICT infrastructure and ecotourism
development.
d. Forestry technical training
The programme will ensure availability of skilled personnel as well as provide refresher courses
to those working in the forestry sector
1.11. Kenya Forest Service Links with other Sectors of the National Economy
a. Water: The Service conserves the entire forested watersheds that provide water which
supports many sectors of the economy. Most of the water required for domestic and industrial
use is derived from the forested watersheds.
b. Energy: About 70% of the electricity production in the Country is hydro underpinning the
importance of protecting and managing the watersheds.
c. Agriculture: Forests supports the sector through provision of water for irrigation, soil
erosion control, nitrogen fixing, and food/ fruits
d. Tourism: Tourism sector is also supported through protection of forest which are animal
habitats and eco-tourism
e. Manufacturing: The manufacturing sector is supported by forests through provision of raw
materials for processing industries and transmission poles for electricity. Forests are
important national assets for economic, environmental, social and cultural values. The
Forests contribute about 3.6% to the GDP and while supporting other major sectors of the
economy through the following flagship projects.
1.12. KFS links with the Constitution and the Devolved System of Government
The enactment of the Constitution and the subsequent formation of a devolved system of
Government saw the creation of 47 County Governments and the National Government which
the Service works with as she executes her mandate. This brought about challenges in managing
forest ecosystems that are spread out across several counties, and also present opportunities that
can leverage on including partnerships in forest development programmes.
During this plan period, all the strategies, projects and programmes have been aligned to the
national values and principles of governance which include participation of the people, equity,
social justice inclusiveness, equality, non discrimination, protection of the marginalized
accountability and sustainable development.
1.13 KFS links with the National Forest Programme
The National Forest Programme (NFP) 2016-2030 is a multi stakeholder, cross-sectoral
framework to guide forest development in Kenya for the next 15 years. Its goal is “to develop
13
and sustainably manage, conserve, restore and utilize forests and allied resources for socio-
economic growth and climate resilience.
The NFP has 8 thematic clusters; Forest productivity, Forest Governance, Natural Forest
Management and Conservation, Forest For Water, Forest For Energy, Forestry Education,
Training And Research, Forest and Climate Change and Forest Financing.
Kenya Forest Service will play a lead role in the implementation of the NFP and thus has aligned
her third Strategic Plan to ensure successful implementation of the National Forest Programme.
1.13. KFS linkage with Multinational Environmental Agreements (MEAs) and the
Sustainable Development Goals (SDGs)
The management of forest resources is influenced by the many MEAs that Kenya is a signatory
to. MEAs provide opportunities for collaboration in forest management at global and regional
levels. The MEAs also offer challenges to Kenya as it has to keep up with global trends in forest
management and Kenya Forest Service and all other sector players are expected to adhere to the
globally and regionally agreed standards and commitments.
The following are the MEAs that Kenya is signatory to in the forest sector:
a. Convention on Biological Diversity (CBD).
b. United Nation’s Framework Convention on Climate Change (UNFCCC).
c. United Nation’s Convention to combat Desertification (UNCCD).
d. Convention on International Trade in Endangered Species (CITES)
e. Ramsar Convention on protection of Wetlands.
Kenya is also expected to implement other international and regional obligations that influence
her development agenda including the Global 2030 Agenda and the 17 Sustainable Development
Goals and several Africa initiatives.
The Sustainable Development Goals succeeded the Millennium Development Goals as the
international development agenda from 2016. Forests are specifically addressed in SDG 15.
However, Forests also contribute to the realization of SDGs 6, 11, 12, 13 and 14.
SDG No. Sustainable Development Goal
6 Ensure availability and sustainable management of water and sanitation for all.
11 Make cities and human settlements safe, resilient and sustainable
12 Ensure sustainable production and consumption patterns
13 Take urgent action to combat climate change and its impacts
14 Conserve and sustainably use the oceans, seas, marine resources for sustainable
development.
15 Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably
manage forests, combat desertification, and halt and reverse land degradation and
biodiversity loss.
14
CHAPTER 2: ACHIEVEMENTS, CHALLENGES AND LESSONS LEARNT FROM
THE SECOND STRATEGIC PLAN (2014-2017)
2.1. Introduction
The second KFS Strategic Plan 2014-2017 was prepared based on the lessons learnt from the
first strategic plan 2009-2014 and informed by the emerging issues in the Sector. A brief
summary of the key achievements, challenges and lessons learnt during implementations of the
second strategic plan are presented in this chapter.
2.2. Achievements
The review covers the plan period (2014-2017) during which various interventions and activities
were implemented in accordance with the strategic plan objectives and targets. The Service also
implemented many other initiatives that had not been targeted in the plan but were critical to the
success of the organization. Among them are; exhibitions at ASK shows and International
Trade Fairs including Mombasa where the Service was ranked the best overall in 2016,
gazettement of over 800,000ha into state public forests., inauguration of the annual Tree
Growing and Forest Conservation awards scheme, establishment of the KFS band and
celebration of ten years since establishment as a Service. It was during this period that the
Service got the 4th
Chairman of the Board, a new Chief Executive and the College got a new
principal following the expiry of the terms of the previous office holders. A new Forest
Legislation was enacted thus aligning the Service’s mandate with the Constitution. The detailed
matrix on the implementation of the Strategic plan is shown below:
Table 2.1 Summary of Key Achievements of the (2014-2017 Strategic Plan)
Initiatives/Activities Targets Achievements Remarks
SO 1- Increase in Net Forest Cover
Restore degraded forest areas in the
water towers
350,000ha 156,000ha 44.6%
Timely replanting of harvested
plantations
30,000ha 19,359ha 64.5%
Increase farmland under tree cover 150,000ha 300,109ha Over 100%
gazette new forests 100% 100% 565,607.4 ha of new
forests was gazetted
SO 2-Strenghten Financial Base
Develop and implement improved
system for trees and logs sales to
millers.
100% 80% Reviewed the FSGO
on rates
Develop project proposals for funding
by development partners
3 4 The 4th
project has not
yet started.
Automate revenue collection systems 2 2 Oracle and Navision
15
Initiatives/Activities Targets Achievements Remarks
for improved efficiency financial systems in
place
SO 3: Manage information within interactive integrated information systems
Develop database on technical
information
100% 70% Process ongoing
Develop and deploy interactive
knowledge management system
100% 60% Process ongoing
Carryout national forest cover
mapping
50% 0% The exercise is yet to
be undertaken.
SO 4: Enhance conservation by improving livelihoods in rural areas
Support development of nature-based
enterprises
300 2,416 Over 100%
Strengthen Community Forestry
Associations
200 18 The activity is
ongoing.
Establish forestry demonstration
centers.
5 0 Affected by
devolution.
SO 5: Strengthen institutional capacity to deliver on the mandate
Develop and operationalize HR
policies and manuals
7 7 Operational
Develop an infrastructure master plan
with prioritized development plan
1 1 The plan is being
implemented
Construct KFS HQS 30% 0% This was de
emphasized from
Government priority
projects
Develop a framework for partnerships
with County Governments
47 47 Transition
Implementation Plans
for all counties in
place
2.3. Lessons Learnt
Key lessons learnt from implementation of the second strategic plan are detailed below.
a. A Strategic plan developed by a consultant does not get the necessary ownership and
commitment from staff who is to implement it and that affects realization of the planned
objectives.
b. The strategic focus of the strategic plan should be on the organization’s mission and national
goal if the Service has to achieve the national objectives in Vision 2030.
c. Once finalized, the strategic Plan needs to be communicated to all staff and shared with key
stakeholders who will be contributing to its implementation.
d. For effective implementation of the strategic plan, the annual work plans and budget should
be derived from the Strategic Plan.
e. The Strategic goal in the strategic plan should be linked to the National targets for the Sector
in the national blue print (vision 2030).
f. The monitoring and evaluation framework for the Strategic plan should be aligned to the
16
national Monitoring and Evaluation Framework and must capture all the KPIs necessary for
tracking and reporting progress on implementation of the Plan.
g. The strategic plan must be flexible enough to be reviewed as need arises.
Based on the information presented in Chapters 1 to 5, the KFS strategic framework was
developed for the period 2018-2022 as presented in the next Chapter.
2.4. Challenges
Despite the achievements reported above, the following constraints were experienced during
implementation of the strategic plan.
i) Inadequate capacity to protect the vast forest resources.
ii) Overdependence on forests for fuel wood and as a source of livelihoods
iii) Conflicting interests of stakeholders in forest management.
iv) In sufficient compliance to charcoal rules.
v) Dilapidated infrastructure (buildings, road networks and communication network)
vi) Forest fires
vii) Inadequate framework for payment for ecosystem services (PES) as conservation
incentives.
17
CHAPTER 3: STRATEGIC FRAMEWORK
3.1 Situational Analysis
Situational analysis was done on the internal and external environment of the Service to establish
the factors that might impact on the implementation of the strategic plan. Positive factors that the
Service can leverage on were identified and used to develop objectives while mitigation
measures were developed to counter the negative impacts.
The following were the tools used for the situational analysis; Political, Economic, Social,
Technological, Environmental and Legal (PESTEL).
3.1.1 PESTEL Analysis
The objective of the PESTEL was to establish the political, economic, socio-cultural,
technological, legal and environmental issues that might affect implementation of the Plan.
a. Political
The Constitution provides the overarching legal framework that guides the operation of both
levels of Governments. KFS is required to comply with all the relevant provisions. The devolved
system of government provides an opportunity for Kenya Forest Service to partner with the 47
county governments for enhanced forestry development. However, transitional challenges,
including transfer of functions as defined in schedule 4 of the Constitution are likely to affect
implementation of the strategic plan. The Country is affected by the impacts of political
instability from some of the neighboring countries. Some of our forests have been invaded by
terrorists who use them as refuge while carrying out unlawful activities. This has affected
management of forests such as Boni and Panda Nguo forests. The Service has to align her
Programmes to the manifesto of the Government of the day; this means that this plan has to be
reviewed after elections. Political decisions with a bearing on land use may affect the status of
forests in future.
b. Economic
Economic factors have a significant impact on implementation of this strategic plan. These
factors include economic growth rate(GDP,GNP, Inflation), interest rates, exchange rates ,
Exchequer funding (prioritization), corruption, Improved infrastructure (roads, electricity, SGR),
emerging government priorities. Emergencies could lead to budget cuts which affect planned
activities. The Government engages Development Partners within the framework of the Country
Strategy Paper (CSP). The support to the forest sector is dependent upon whether forestry
activities are prioritized in the CSP.
c. Social
These are factors associated with the social environment of the organization and determine the
likely impacts on the implementation of this strategic plan. Factors such as population growth,
unemployment and high levels of Poverty rate and low Literacy levels exert pressure on forest
resources leading to degradation. In addition cultural values and beliefs that were supportive to
forest conservation are changing to the detriment of the integrity of forests. Changes in land use
due to development and population growth may impact negatively on the implementation of the
strategic plan if they occur during the plan period.
18
d. Technological
These factors pertain to innovations and adoption of technology that may affect the operation of
the organization during implementation of this plan. Innovation and technology affects the
efficiency and effectiveness of service delivery. The Service has embraced use of GIS technology
and remote sensing; ERP. Further the organization will continue to promote adoption of
improved wood processing technologies such as (charcoal kilns and modern sawmilling
equipments eg wood miser) manufacture of, charcoal briquettes from other biomass material and
solar energy Substitute products e.g. PVC, charcoal briquettes from other biomass material and
solar energy. The organization will take advantage of the Country strides in ICT usage e.g.
mobile money.
e. Environmental
These factors influence the surrounding environment and impacts on the operations environment
of the organization. These factors include climate change and its associated impacts such as
droughts, floods and landslides. Industrialization has had adverse effect on biodiversity through
development of national infrastructural projects in forests and pollution as a result of dumping of
industrial wastes in forests especially the mangrove forests.
f. Legal
These are laws and regulations that affect organization operating environment. A review of the
legal environment shows that the forest sector is affected by various laws and regulations such as
the Constitution, land laws, Forest conservation and management Act 2016, EMCA ACT and
Water Act. Conflict and challenges such as dual gazzetment of forests, conflicting institutional
mandates and judicial interpretation of forest related cases will need to be addressed during the
plan period. Reviews and amendment of any of these laws will affect implementation of this
strategic plan. The Service will focus her resources in the process of developing the rules and
regulations necessary to operationalize the Forest Conservation and Management Act 2016.
3.1.2 Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis
A SWOT analysis was done to identify internal strengths and weaknesses and external threats
and opportunities. The strengths and opportunities were used to develop leveraging objectives
while weaknesses and threats were used to develop mitigation objectives.
The SWOT is presented in table 6.1 on the next page.
19
Table 3.1: A summary of the SWOT analysis is provided in Table below.
Strengths Weakness
Procedures and systems in place (Technical
order, General Orders, Service Standing
orders, Technical notes, ISO certification,
approved HR policies)
Good revenue base (wide range of goods and
services to offer for sale to earn revenue,
ability to generate revenue from varied
resources.
Good leadership
Strong team spirit culture among staff
Functional Air wing for forest surveillance
Availability of Experienced, Skilled and
Knowledgeable staff.
Strong and disciplined, enforcement and
compliance team (Paramilitary wing)
Community participation in forest
management.
Well defined forest reserves
ISO certification.
Undervaluation of forest resources (low
prioritization) of forest sector verses
other sectors of the economy)
Ineffective implementation of strategies
and plans
Over-reliance on labour intensive
methods of forest protection and
management
Inadequate staff for field operations due
to the expansive coverage of forestry
operations
mismatch of skills and tasks for some
staff cadres
Inadequate resource allocation to
implement the Plan.
Inadequate information on the status,
quality and quantity of forest resources
to support planning
Underutilized ERP (Oracle , Navision)
Aging workforce)
Inadequate infrastructure (offices, Staff
housing- rangers and foresters. Roads,
Water supply , Electricity,
Communication facilities)
Ineffective internal communication
Opportunities Threats
Good political will
Improved public image
Availability of best practice and willingness
to share (Benchmarking forest regional and
international organizations)
Supportive international obligation (SDGs,
Country obligations Forest Land Restoration)
Support from community and partnership
with stakeholders)
Good public perception
Competition for forest resources e.g.
grazing, water abstractions,
Low prioritization of forestry sector
Low capacities of the county
governments to implement devolved
forestry functions.
High rates of rural unemployment and
poverty levels
Insecurity (Bandits, terrorism)
20
GOK and Donor funding
Willingness by development partners to
engage in forest investment
Supportive Policy and legislative instruments
(Constitution, Forest Management and
Conservation Act 2016, Vision 2030)
Availability of science and technology for
forest management
Availability of trained workforce in the
market place
High demand of forest goods and services
Climate Change mitigation and adaptation
funding
Vast land resources in community, private
and ASAL
Natural calamities (Droughts, landslides,
floods)
Conflicting and overlapping institutional
mandates
Misinterpretation of our mandates
(Preservation vs. conservation)
Illegal forest activities (encroachment,
poaching of forest product)
The effect of climate change
Pests , diseases and fires
corruption within the society
3.1.3 Stakeholder Analysis Kenya Forest Service will continue working with her valued customers in the implementation of
this strategic plan. Therefore the Service’s development agenda to be realized, the expectations
amongst all the stakeholders must be managed. It is therefore important that all the stakeholders
are identified and their needs analyzed. Table 6.1 presents the stakeholder analysis;
Table 3.2: Summary of Stakeholders and their interests
Stakeholder
Use Broad groups Stakeholder Expectations
KFS Expectations:
1. KFS staff -Favorable working
environment
-Good remuneration and
benefits
-Enabling environment for
career growth
-Implement the Service’s mandate
-prudent use of resources
-Diligence in work performance.
2. Board of KFS -Quality service delivery
-prudent use of resources
-Realization of the goals
Provide policy direction strategy,
mission, vision and resources.
3. Civil Society
Organizations
- Efficient forest resource
management
Checks, community capacity
development, resources.
4. Forest Conservation
Committee
Represents aspirations of
the community in which the
forests are located
Link the service with community;
mobilize community support for
forest protection.
5. Universities Education and research Share the research findings and
technologies with the Service.
6. Ministry of
Environment, Water
and natural
Resources
Delivery of mandate on
conservation of
environment
Provide policy direction and
resources.
21
Stakeholder
Use Broad groups Stakeholder Expectations
KFS Expectations:
7. Research Institutions Knowledge advancement Share research findings and
technologies with the Service.
8. Other government
Ministries
Sustainable conservation of
the environment
Contribute to conservation and
Forest Development
9. Government
Agencies- KEN
GEN, WRMA,
KWS,
Well conserved natural
forests
Contribute towards conservation of
the forests.
10. Development
Partners
Sustainably managed forests Resources for conservation
11. County Governments Capacity development in
forest management
Participate in forest development
and conservation.
12. Media Forest related publicity Factual reporting.
13. Wood and Timber
Industries
Raw materials for their
industries.
Efficient wood processing and
utilization.
14. NEMA Well conserved forests Support conservation.
15. KWS Well conserved forests as
habitats for wildlife
Support conservation of the forests.
3.2 The 2018-2022 Strategic Plan
Development of the KFS 3rd Strategic plan was informed by; the roll over activities, challenges
and lessons learnt from the second strategic plan, results of PESTEL and SWOT and stakeholder
mapping, critical issues identified during previous internal meetings, KFS mandate the
Constitution of Kenya, the Forest Conservation and Management 2016, Vision 2030, , The
National Forest Programme, and the National Forest Policy), The SDGs and other international
obligations in the Forest Sector among others .
3.2.1 Strategic Focus
KFS has implemented two strategic plans since its establishment in 2007 and the current focus
for the 3rd strategic plan will be on the organization’s mission which is implemented through
four (4) core programmes namely; Natural Forest conservation and management, Forest
Plantation and Enterprise Development; Farm and Dry land Forestry Development and Forest
Protection and Security. All the remaining programmes will be implemented through the Support
Services programme.
3.2.2 The Strategic plan Goal
The strategic goal is to increase the national forest cover by 1.15% (670,000 ha) in the next five
years.
3.2.3 Strategic Objectives
During the five year plan period the Service will adopt various strategies to achieve fifteen core
outcomes and nine facilitative outcomes which will lead to attainment of the five strategic
objectives.
22
These objectives are:
a. To rehabilitate 500,000ha of degraded natural forest areas, develop and conserve all public
natural forests
b. To restock 30,000 ha and sustainably manage all public forest plantations
c. To increase forest cover outside public forest areas by 380,000 ha
d. To protect and secure 2.4 million ha of public forests and other corporate assets
e. To strengthen capacity for efficient utilization of resources and effective service delivery
3.2.4 Plan Strategic Objectives, outcomes and strategies Table 3.3: Strategic Objectives, Outcomes and strategies
Strategic Objective. Outcome(s) Strategies
Rehabilitate 500,000ha of
degraded natural forest
areas, develop and
conserve all public natural
forests
Increased forest cover in
public natural forest
Improve forest restoration capacity
Promote collaboration with relevant
stakeholders
Promote mainstreaming of the
Principles of Sustainable Forest
Management and relevant MEAS
Increased area under public
forests
Gazette new natural forests
enhanced forest ecological
functions
Conserve forested watersheds
Enhance Biodiversity protection
Strengthen Forest fire management
system
Enhanced non-
consumptive use of public
natural forests
Promote ecotourism and other non-
extractive use of natural forests
Increased carbon sink
capacities of forest
landscapes
Implement forest and landscape
restoration climate change mitigation
strategies for forests and landscape
restoration
Restock 30,000 ha and
sustainably manage all
public forest plantations
Sustainable productivity of
public forest plantations
Implement forest plantation
management plans.
Enhance protection of public forests
plantations
Improved timber recovery
rates to 60%
Promote adoption of appropriate
technology
Increased public forest
plantation areas
Lease land for Industrial forest
plantations development
Establish more plantations in suitable
public forest areas
Increased Wealth and
employment from
Promote value addition of wood
based products
23
Strategic Objective. Outcome(s) Strategies
plantation forests
promote direct and indirect
employment in plantation
development and forest industries
Increase forest cover
outside public forest areas
by 380,000 ha
Increased forest area and
tree cover outside public
forests
Conduct national campaigns for tree
planting
Promote greening initiatives
Sourcing, packaging and
dissemination of appropriate
technologies and germplasm for farm
and dryland forestry.
Mainstream forest activities in
CIDPs
Increased Stakeholder
involvement in
establishment and
management of private and
community forests”
Collaborate with stakeholders in the
establishment and management of
private and community forests
Enhance capacity of County
Governments and other stakeholders
Provide incentives to famers and
private sector for investment in
forestry
Enhanced household
incomes from forests
products and services
Increase participation of farmers and
private sector in tree growing and
forest management.
Promote commercialisation of tree
growing
To protect and secure 2.4
million ha of public
forests and other corporate
assets.
Enhanced ecological
integrity of public forests
Adopt modern weaponry and
technology in forest surveillance
,security and law enforcement
Develop local and regional
partnerships for forest protection
Improved Safety of the
corporate assets
Intensify forest surveillance
Reduced incidences of
insecurity and threats to
forests
Strengthen the institutional capacity
to manage intelligence on forest
protection and security
Enhance institutional capacity for
disaster and forest fires response
Increased capacity for security and
intelligence information based
operations”
Improve security infrastructure
24
Strategic Objective. Outcome(s) Strategies
Strengthen capacity for
efficient utilization of
resources and effective
service delivery
KFC as a centre of
excellence in training for
forestry management
Improve learning environment
Strengthen the academic
programmes
Enhanced capacity of staff
for optimal performance
Develop staff competencies
Improve the welfare, working and
living conditions of staff
Strengthen performance management
systems
improved human and
financial management
systems,
Re-engineer human and financial
management systems
Enhanced public
awareness on the
organisation’s mandate
Develop a corporate brand
Develop and implement corporate
communicate strategy
improved effectiveness and
efficiency in risk
management
Implement an enterprise risk
management system in the service
Enhanced use of strategic
management for improved
service delivery
Enhance operational efficiency
Strengthen M&E function.
Enhance Business processes
Integrate ICT into all business
processes
Strengthen the coordination of cross
cutting functions
Updgrade and strengthen ICT
Enhanced Corporate
Governance
Implement the Mwongozo code of
conduct
Nurture progressive organizational
culture
Strengthen accountability and
transparency systems
Improved infrastructure Implement the infrastructure
Masterplan
Enhanced Strategic
Partnerships
Implement stakeholders partnership
framework
25
CHAPTER 4: COORDINATION AND INSTITUTIONAL FRAMEWORK
4.1 Introduction
Kenya Forest Service implements her mandate and functions through departments, divisions,
sections, units, conservancies, counties and stations in and the Kenya Forestry College. The
Board provides policy direction and oversight to the organization.
To effectively deliver her mandate and improve service delivery, the organization has developed
an appropriate organization structure as elaborated in the human capital policy and career
progression guidelines (see figure 7.1). The various offices are as outlined below:
4.2 Office of the Chief Conservator of Forests
The Chief Conservator of Forests (CCF) reports to the Board and is responsible for
implementation of the policy and programmes. The office is also responsible for the day to day
administration of the affairs of the Institution and ensures implementation of the decisions
arising from the Board.
4.3 Departments and Divisions.
For effective implementation of the programmes the Service has four departments namely; Field
Operations, Support Services, Finance and Administration, and the Kenya Forestry College
(KFC). The first two departments and the College are headed by Senior Deputy Chief
Conservator of Forests (SDCCF) while finance and administration is headed by Senior Manager
Finance and Administration. The heads of departments reports to the CCF and are responsible for
the overall implementation of the programmes within their respective departments.
The departments are divided seven divisions headed by four deputy chief conservators of forests
(DCCF) and three managers. The divisions are; Forest Conservation and Management
(FCM),Farm & Dry land Forest(F&DF),Plantation & Enterprises(P&E),Protection & Security
(P&S), Corporate Services (CS), Human Resource & Administration, Finance & Accounting
There are four support departments’ whose heads report directly to the Chief Conservator of
Forest. This includes Legal Services, Corporate Communication, Internal Audit and Supply
Chain Management.
4.4 Field Administrative Units.
In addition to the above HQS offices and the College, the Service operates field offices at the
Conservancies, Ecosystems, and Forest Stations. The Country is divided into 10 Conservancies,
47 Ecosystem Areas, and 250 Forest Stations.
Each of the offices in the field is fully functional. The Forest Station is the smallest
administrative unit in the field.
26
4.5 Organizational Structure Figure 4.1 Organizational Structure
Manage
r, HR&A
Manager,
F&A
Senior
Manager, F&A
DCCF
F&DF
DCCF
P&E
SDCCF/FO
DCCF
FP&S
SDCCF/SS
Manager
Corporate
Services
DCCF
FCM
Principal
KFC
P: FIMSO
P: ICTO P: SCMO
P: CCO
CCF
Board of
Directors
CS/M: LS
P: IA
Chief
Pilot
27
CHAPTER 5 RESOURCE MOBILISATION
5.1 Introduction The resources required to fully implement KFS operations has always been inadequate. In
order to bridge the resource gap the Service has developed various resource mobilization
strategies. Among the strategies are lobbying the Government and the National assembly to
increase funding to the Service; enhance revenue generation from internal sources; targeted
engagement with development partners; taking advantage of emerging funding opportunities;
establishing and operationalizing an organization business unit; Payment for environmental
services; charging private helicopter landing on our land fees; carbon credit; partnership with
communities, house rentals, seeking support from private and other stakeholders for forest
development. Over the plan period the Service will require Kshs 43.650 billion to effectively
realize her objectives. However based on current the existing resource availability trend the
amount available is Kshs 39.403 billion over the five year period leaving a deficit of Khs
4.247 billion. The table below is a review of the funding to KFS during the last strategic plan
period (2014/15 to 2016/17).
28
Table 5.1 : Funding for the 2014-2017 Strategic Plan
Source of funding Fiscal Year Ending
2014/2015 KShs in Millions 2015/2016 KShs in Millions 2016/2017 (Estimates) KShs in
Millions
REC DEV TOTAL REC DEV TOTAL REC DEV TOTAL
Exchequer (Estimates) 1,637 511 2,149 1,637 468 2,105 1,800 491 2,291
Exchequer (Actual) 1,862 444 2,306 1,583 72 1,655 1,410 592 2,002
Variance 225 (67) 157 (54) (396) (450) (390) 101 (289)
Development Partners (Estimates) 0 463 437 0 581 581 0 582 582
Development Partners (Actual) 0 449 449 0 11 11 0 178 178
Variance 0 (14) (14) 0 (570) (570) 0 (404) (404)
A-in-A (Estimates) 2,336 0 2,318 2,599 0 2,599 2,700 0 2,700
A-in-A (Actual) 3,325 0 3,325 3,767 0 3,767 4,508 0 4,508
Variance 989 0 1,007 1,168 0 1,168 1,808 0 1,808
Private Sector (Estimates) 0 0 0 0 0 0 0 0 0
Private Sector (Actual) 0 3 3 0 8 8 0 11 11
Variance 0 3 3 0 8 8 0 11 11
Total Funding Available (Estimates) 3,973 975 4,903 4,237 1,049 5,286 4,500 1,073 5,573
Total Funding Available (Actual) 5,187 896 6,083 5,350 91 5,441 5,918 781 6,699
Variance 1,214 (79) 1,180 1,113 (958) 155 1,418 (292) 1,126
Funds Needed 4,400 5,200 9,600 5,000 9,500 14,500 5,000 10,100 15,100
Funding Gap (Total Funding
Available (Actual) minus Funds
Needed)
787 (4,304) (3,517) 350 (9,409) (9,059) 918 (9,319) (8,401)
29
Table 5.2: Funding requirements to implement this strategic plan Source of
funding
Fiscal Year Ending
2017/2018 (Estimates) KShs
in Millions
2018/2019(Estimates) KShs in
Millions
2019/2020 (Estimates) KShs
in Millions
2020/2021(Estimates) KShs in
Millions
2021/2022(Estimates) KShs in
Millions
Rec Dev
(Pr
ogr
am
mes
)
Dev
(Proje
cts)
Total Rec Dev
(Pro
gra
mm
es)
Dev
(Proj
ects)
Total Rec Dev
(Pro
gram
mes)
Dev
(Proj
ects)
Total Rec Dev
(Pro
gram
mes)
Dev
(Proj
ects)
Total Rec Dev
(Pro
gram
mes)
Dev
(Proj
ects)
Total
Exchequer 1,937 583 205 2,725 1,987 680 245 2,912 2,047 950 295 3,292 2,112 1,050 280 3,442 2,187 1,100 210 3,497
Development
Partners 0 0 867 867 0 0 984 984 0 0 1,184 1,184 0 0 1,500 1,500 0 0 1,550 1,550
A-in-A 3,200 0 0 3,200 3,250 100 0 3,350 3,300 150 0 3,450 3,350 170 0 3,520 3,400 200 0 3,600
Private
Sector 0 50 0 50 0 65 0 65 0 70 0 70 0 72 0 72 0 73 0 73
Total
Funding
Available 5,137 633 1,072 6,842 5,237 845 1,229 7,311 5,347 1,170 1,479 7,996 5,462 1,292 1,780 8,534 5,587 1,373 1,760 8,720
Funds
Requirement
s 5,700 720 1,200 7,620 5,850 950 1,350 8,150 5,950 1,450 1,650 9,050 5,600 1,600 1,850 9,050 5,800 1,800 2,180 9,780
Funding Gap -563 -87 -128 -778 -613 -105 -121 -839 -603 -280 -171
-
1,054 -138 -308 -70 -516 -213 -427 -420 -1,060
30
CHAPTER 6: ACCOUNTABILITY AND RISK MANAGEMENT.
6.1 Introduction
Accountability and risk management are institutional tools employed to avoid collapse of
Organization systems. The service has developed an elaborate risk management framework,
organization structure with detailed work flows and reporting lines as per career progression
guidelines.
6.2 Accountability
The organization will be developing annual operational plans that are based on this strategic
plan. Further the organization has a monitoring and reporting system that tracks performance
on quarterly, semiannual and annual basis.
6.3 Risk Management
The following are the identified key risks that might affect implementation of this plan and
the mitigation measures.
Table 6.1: summary of the Key Risks and the Proposed Mitigation Measure
S/No Risk Factor Priority Mitigation measures
1. Political interference H Sensitise the Government on the
importance of conserving and
sustainably managing forests
Develop partnerships with County
Governments
Sharing information with the public on
forest operations
2. Changes in government
structure
L The strategic plan is flexible and can
easily be reviewed and aligned with the
new Government structure.
3. Inflation and exchanges
rates
H Anticipate changes in these factors and
provide for them in the programme
budget.
4. Climate change impact
H Adapt climate resilience strategies and
technologies
5. High Poverty rates M Involve the communities in forest
management and initiate forest based
livelihood activities
6. Technological changes
L Embrace and adapt appropriate
technologies in forest management and
operations.
7. Low prioritization of tree
resources planting and
management in in private
and community land
M Intensify sensitization of comminutes
and other stakeholders on importance of
trees and forests.
8. Inadequate financial
resources for forest
development
H Lobbying the Government and
exploring and diversify funding
sources to increase funding level
9. Corruption H Implement strategies that will enhance
transparency in forest operations
31
S/No Risk Factor Priority Mitigation measures
10. Excessive levies on
tree/forest products on
transit.
H Lobbying for harmonization of the
relevant policies
11. Pests and Diseases M Monitor, identify and take appropriate
actions
12. Forest fires H Develop and implement a fire
management plan
13. Natural calamities L Develop a disaster response plan
14. Illegal forest activities H Intensify surveillance and protection of
forests
15. Uncontrolled development
of infrastructure in forest
M Establish the optimal carrying capacity
of various forests.
16. Occurrence of invasive
species,
H Monitor, identify and take appropriate
actions
17. Legal, policy and
institutional mandates
overlaps
M Lobbying for harmonization of the
relevant legal, policies and mandates
18. Inadequate and low
quality germplasm for
planting
M The Service will explore availability of
alternative sources of germplasm.
19. Insecurity H Work closely with other security
agencies to enhance security of our
forests.
.
32
CHAPTER7: MONITORING, EVALUATION AND REPORTING FRAMEWORK
7.1 Introduction
Monitoring and Evaluation (M&E) system is a management tool that is necessary for
effective implementation of programmes and projects. The system provides a feedback
mechanism which highlights shortcomings in the implementation process, thus allowing for
timely corrective measures if necessary. The Service has put in place a detailed monitoring
and evaluation framework that guides data collection, analysis, retrieval and reporting on the
implementation of her programmes and projects. The information is used to; track progress
on implementation of programmes and projects, identify gaps and weaknesses in the
implementation process and monitor the outcomes and impacts realized from implementation
of those programmes and projects.
This strategic plan implementation will be monitored using the corporate M&E Framework
which will be revised to accommodate the needs of the plan and integrated with the Balanced
Score Card (BSC). The Scorecard will be used to monitor the impact of implementing the
Strategic Plan on its four perspectives. The expected strategic outcomes will be adequate
financial resources required for implementation of the planned activities, delighted customers
as a result of improved service delivery, effective processes and motivated staff as a result of
learning and growth. The strategic plan will be evaluated midway (21/2Years) and at the end
of the five years to ensure that it remains relevant, feasible and delivers the expected
outcomes that contribute to sustainable development.
7.2 Implementation
Monitoring, evaluation and reporting will be carried at five different levels namely Forest
stations, Ecosystems, Conservancy, Headquarters, and the Board. To ensure all internal
stakeholders are involved in monitoring and evaluation, the Service has developed standard
tools for data collection and reporting. In addition performance management system has been
embraced making every employee accountable and responsible for implementation of the
Strategic plan. Field monitoring will be used to check progress on activity implementation to
verify the data and information received from the field.
The various end-users of the outputs of M&E will receive progress reports on monthly,
quarterly, semi-annually, and annually as presented below.
Levels of
Monitoring
Frequency Responsible End-User
Progress Monitoring
Inputs Quarterly M&E and
Programme Heads
Management & Board
Activities Monthly HoC and ECs M&E and Programme Heads
Outputs Quarterly M&E and
Programme Heads
Management & Board, Ministry,
Treasury, Inspectorate of State
Corporations
Results Monitoring
Outcomes Annually M&E and
Programme Heads
HoC, ECs
Management & Board, Ministry,
Treasury, Inspectorate of State
Corporations
Impacts End of SP
period
Board Management, staff and
Stakeholders
33
The reporting will be based on tools developed in the revised M&E framework.
7.3 Monitoring and Reporting
Performance monitoring and evaluation shall be the responsibility of all those who are
involved in the implementation of the strategic plan. The reporting will be based on the
annual work plans derived from the strategic plan.
7.4 Feedback and M&E information Dissemination
There will be regular M&E feedback to KFS Board, management, staff and stakeholders. The
Feedback mechanism will include written reports, presentations, public barazas, and field
days, ASK shows and workshops. The information will also be published in the KFS Forester
magazine, annual reports and posting on the KFS website. Feedback will also involve
packaging and disseminating relevant information to target users. The information will also
be shared internally through the EC’s annual performance review meeting and the
management liaison meetings.
Table 7.1: Detailed framework for monitoring implementation of this plan is shown
below.
Strategic Objective Outcomes KPIs Baseline Target
1. Rehabilitate
500,000ha of
degraded natural
forest areas, develop
and conserve all
public natural forests
Increased forest cover
under public natural forest
% increase in forest
cover
500,000
hectares
Increased area under
public forests
Number of Hectares
under Forests
Improved forest
ecological functions
% change in water
quality
Enhanced non-
consumptive use of public
natural forests
Number of non-
consumptive forest
enterprises/investments
Increased carbon sink
capacities of forest
landscapes
% increase in forest/tree
cover
2. Restock 30,000 ha
and sustainably
manage all public
forest plantations
Sustainable wood
production from public
forest plantations
Quantity of wood
sustainably harvested
from public forests.
Number of Ha of forest
plantation restocked
30,000 ha
Improved timber recovery
rates to 60%
% timber recovery rates
Increased public forest
plantation areas
Number of Ha of new
forest plantations
established.
Increased Wealth and
employment from
plantation forests
Number of Jobs created
%increase in incomes
3. Increase forest
cover outside public
forest areas by
380,000 ha
Increased forest area and
tree cover outside public
forests
Net forest increase in ha 380,000 ha
Increased Stakeholder Number of Stakeholder
34
Strategic Objective Outcomes KPIs Baseline Target
involvement in
establishment and
management of private
and community forests”
engagements
Enhanced household
incomes from forests
products and services
% increase in household
incomes
4. To protect and
secure 2.4 million
hectares of public
forests and other
corporate assets
Enhanced forest
ecological integrity of
public forests
% reduction in forest
degradation
Improved Safety of the
corporate assets
% reduction of corporate
assets lost or destroyed
Reduced incidences of
insecurity and threats to
forests
Number of incidences of
insecurity and threats
reported
5. Strengthen
capacity for efficient
utilization of
resources and
effective service
delivery
KFC as a centre of
excellence in training for
forestry management
Number of students
trained
Enhanced capacity of staff
for optimal performance
Number of staff trained
improved human and
financial management
systems,
% reduction Turnaround
time
Enhanced public
awareness of the
organization’s mandate
% increase in uptake of
forest goods and
services
improved effectiveness
and efficiency in risk
management
% reduction in qualified
reports
Enhanced use of strategic
management for improved
service delivery
% increase in the speed
and quality of service
delivery
Enhanced Corporate
Governance
% reduction in cost of
doing business
%increase in revenue
collected
Improved infrastructure Number of infrastructure
improved
Enhanced Strategic
Partnerships
Number of strategic
partnerships established
35
APPENDIX A: IMPLEMENTATION MATRIX
Strategic Objective Outcomes Output Baselin
e
5 years
Target
Budget Kshs. Million Indicative Budget (5
Years) Kshs. Million
Yea
r 1
Yea
r 2
Yea
r 3
Yea
r 4
Year
5
1. Rehabilitate
500,000ha of degraded
natural forest areas,
develop and conserve
all public natural
forests
Increased forest cover
under public natural
forest
Forests cover under public
natural forests increased
by 22%
500,000 ha 804.
74
804.
74
804.
74
804.
74
804.
74
4023.7
Forest management plans
developed/reviewed
100
Forest area under invasive
species managed
5,000 ha
Increased area of
public forests
Forest area of public
forests gazetted
200,000 ha 60 60 60 60 60 300
Improved forest
ecological functions
Harmonized framework
for collecting, archiving
and dissemination of
information on forest and
water resources
established
1 92.9 92.9 92.9 92.9 92.9 464.5
Rehabilitated degraded
forests areas through
enrichment planting and
protection to enhance
natural regeneration
500,000ha
Strategy for preservation,
conservation and
management of threatened
1
36
Strategic Objective Outcomes Output Baselin
e
5 years
Target
Budget Kshs. Million Indicative Budget (5
Years) Kshs. Million
Yea
r 1
Yea
r 2
Yea
r 3
Yea
r 4
Year
5
species developed.
Enhanced non-
consumptive use of
public natural forests
Non-consumptive forest
enterprises/investments
developed
10 34.4 34.4 34.4 34.4 34.4 172
Increased carbon sink
capacities of forest
landscapes
% increase in forest/tree
cover
1.15% 20 20 20 20 20 100
Sub-total 5,060.2
2. Restock 30,000 ha
and sustainably manage
all public forest
plantations
Sustainable
production from
public forest
plantations
Volume of wood
sustainably harvested
from public forests.
10 million
cubic
metres
945.
56
945.
56
945.
56
945.
56
945.
56
4727.8
Area of forest plantation
restocked
30,000ha
Improved timber
recovery rates to 60%
% timber recovery rates
achieved
30% 60% 0.2 0.2 0.2 0.2 0.2 1
Increased public
forest plantation areas
Area of newly
gazetted/zoned forest
plantations established.
5,000ha 152 152 152 152 152 760
Increased wealth and
employment from
plantation forests
3Number of households’
direct and indirect
employments in plantation
development.
300,000
households
55 55 55 55 55 275
Increase in household
incomes
37
Strategic Objective Outcomes Output Baselin
e
5 years
Target
Budget Kshs. Million Indicative Budget (5
Years) Kshs. Million
Yea
r 1
Yea
r 2
Yea
r 3
Yea
r 4
Year
5
Sub-total 5,763.8
3. Increase forest
cover outside public
forest areas by 380,000
ha
Increased forest area
and tree cover
outside public forests
Area of forests established
on land outside public
forests
380,000 ha 535 535 535 535 535 2675
Number of national
campaigns for tree
planting conducted
10
Number of appropriate
technologies and
germplasm for farm and
dryland forestry
sourced, packaged and
disseminated.
5
Number of CIDPs
mainstreamed with forest
activities.
47
Increased
Stakeholder
involvement in
establishment and
management of
private and
community forests”
Number of county
governments and private
forest owners engaged.
100 66.2
2
66.2
2
66.2
2
66.2
2
66.2
2
331.1
Enhanced household Number of households 3,000
38
Strategic Objective Outcomes Output Baselin
e
5 years
Target
Budget Kshs. Million Indicative Budget (5
Years) Kshs. Million
Yea
r 1
Yea
r 2
Yea
r 3
Yea
r 4
Year
5
incomes from forests
products and services
benefiting from incomes
from forest products and
services
households
Sub-total 3,006.1
4. To protect and
secure 2.4 million
hectares of public
forests and other
corporate assets
Enhanced ecological
integrity of public
forests
Area of forest protected
and secured
2.4 million
ha
280.
2
280.
2
280.
2
280.
2
280.
2
1401
Improved safety of
the corporate assets
% elimination of corporate
assets loss or destroyed
100 25.9 25.9 25.9 25.9 25.9 125.9
Reduced incidences
of insecurity and
threats to forests
% reduction of incidences
of insecurity and threats
reported
100 122.
144
122.
144
122.
144
122.
144
122.
144
610.72
Sub-total 2,137.6
5. Strengthen
capacity for efficient
utilization of resources
and effective service
delivery
KFC as a centre of
excellence in training
for forestry
management
Number of students
trained
5,000
students
186 186 186 186 186 930
Number of lecturers’
equipped with relevant
capacity.
50 lecturers
% improvement on current
modern training
equipments and facilities.
50
Enhanced capacity of
staff for optimal
Number of performance
appraisals carried out.
5 416 416 416 416 416 2080
39
Strategic Objective Outcomes Output Baselin
e
5 years
Target
Budget Kshs. Million Indicative Budget (5
Years) Kshs. Million
Yea
r 1
Yea
r 2
Yea
r 3
Yea
r 4
Year
5
performance
Number of staff trained. 2,500 486
0
486
0
486
0
486
0
4860 24300
Improved human and
financial
management systems.
% reduction in turnaround
time
50
Enhanced public
awareness of the
organisation’s
mandate
% increase in awareness
and uptake of forest goods
and services
50 100 100 100 100 100 500
improved
effectiveness and
efficiency in risk
management
Risk management frame
work developed.
1 40 40 40 40 40 200
% of unqualified reports. 100
Enhanced use of
strategic management
for improved service
delivery
% increase in the speed
and quality of service
delivery
50 80 80 80 80 80 400
Number of management
system processes
automated
10
Enhanced Corporate
Governance
% reduction in cost of
doing business
30 60 60 60 60 60 300
% increase in revenue
collected
12.5
40
Strategic Objective Outcomes Output Baselin
e
5 years
Target
Budget Kshs. Million Indicative Budget (5
Years) Kshs. Million
Yea
r 1
Yea
r 2
Yea
r 3
Yea
r 4
Year
5
% rule of law and stability
of administration
100
% Transparency,
accountability and
participation.
100
Improved
infrastructure
Number of infrastructure
improved
330.
8
330.
8
330.
8
330.
8
330.
8
1654
Enhanced Strategic
Partnerships
Number of strategic
partnerships established
30 29 29 29 29 29 145
Sub-total 30,509.0
TOTAL 46,476.7
NB: More detailed information on activities and outputs are found in the implementation plan.