i

STRATEGIC PLAN

2017 - 2022

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FOREST COVER MAP

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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

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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

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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

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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.

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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

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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.

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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

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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.

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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

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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.

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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

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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

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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

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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

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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.