Strategic Plan 2017

STRATEGIC PLAN

2017 - 2022

FOREST COVER MAP

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

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

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

iii

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 Land area drained by a river, stream, or fixed body of water and its tributaries Area having a common source of surface run-off. Community Forest held by communities or held in trust by county governments and Forest where forest management rights and responsibilities are transferred the public Administration to local communities through long-term leases or management agreements. Community A group of local persons who have registered as an association or other Forest organization established to engage in forest management and conservation. Association Forest A dynamic complex of plant, animal, and micro-organism communities and Ecosystem 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 The practice of managing trees on farms whether singly, in rows, lines, Forestry 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 A group of persons who have traditional associations with a forest for the Community purposes of livelihood, culture or religion; or (b) are registered as an association or other organisation engaged in forest conservation Forest All businesses and organizations whose primary activities include growing, industries managing processing or marketing of trees Forest A written document establishing direction and goals for the management, management conservation and utilization of a specific forest land area. plan Indigenous A forest that has come about by natural regeneration of trees primarily Forest native. Nature An area of land declared to be nature reserve under this Act. Reserve Protected Any tree or tree species which has been declared under the Forest tree Conservation and Management Act 2016 Provisional Any forest which has been declared a provisional forest by the Cabinet Forests secretary under section 35 of the Forest Conservation and Management Act 2016. Sustainable Development that seeks to satisfy the needs of the current generations Development without compromising the ability of future generations to attain their own development needs. Water Forested areas that form the upper catchment of rivers in Kenya. Tower

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 socioeconomic 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, socioeconomic 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.

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 v

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.

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

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.

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

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

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 11

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

and sustainably manage, conserve, restore and utilize forests and allied resources for socioeconomic 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.

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 350,000ha 156,000ha 44.6% water towers Timely replanting of harvested 30,000ha 19,359ha 64.5% plantations 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 100% 80% Reviewed the FSGO system for trees and logs sales to on rates millers. Develop project proposals for funding 3 4 The 4th project has not by development partners yet started. Automate revenue collection systems 2 2 Oracle and Navision

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 100% 70% Process ongoing information Develop and deploy interactive 100% 60% Process ongoing knowledge management system Carryout national forest cover 50% 0% The exercise is yet to mapping be undertaken. SO 4: Enhance conservation by improving livelihoods in rural areas Support development of nature-based 300 2,416 Over 100% enterprises Strengthen Community Forestry 200 18 The activity is Associations ongoing. Establish forestry demonstration 5 0 Affected by centers. devolution. SO 5: Strengthen institutional capacity to deliver on the mandate Develop and operationalize HR 7 7 Operational policies and manuals Develop an infrastructure master plan 1 1 The plan is being with prioritized development plan implemented Construct KFS HQS 30% 0% This was de emphasized from Government priority projects Develop a framework for partnerships 47 47 Transition with County Governments 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

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.

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.

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.

Table 3.1: A summary of the SWOT analysis is provided in Table below.

Strengths Weakness  Procedures and systems in place (Technical  Undervaluation of forest resources (low order, General Orders, Service Standing prioritization) of forest sector verses orders, Technical notes, ISO certification, other sectors of the economy) approved HR policies)  Good revenue base (wide range of goods and  Ineffective implementation of strategies services to offer for sale to earn revenue, and plans ability to generate revenue from varied  Over-reliance on labour intensive resources. methods of forest protection and  Good leadership management  Strong team spirit culture among staff  Inadequate staff for field operations due  Functional Air wing for forest surveillance to the expansive coverage of forestry  Availability of Experienced, Skilled and operations Knowledgeable staff.  mismatch of skills and tasks for some  Strong and disciplined, enforcement and staff cadres compliance team (Paramilitary wing)  Inadequate resource allocation to  Community participation in forest implement the Plan. management.  Inadequate information on the status,  Well defined forest reserves quality and quantity of forest resources  ISO certification. 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  Competition for forest resources e.g.  Improved public image grazing, water abstractions,  Availability of best practice and willingness  Low prioritization of forestry sector to share (Benchmarking forest regional and  Low capacities of the county international organizations) governments to implement devolved  Supportive international obligation (SDGs, forestry functions. Country obligations Forest Land Restoration)   Support from community and partnership  High rates of rural unemployment and with stakeholders) poverty levels  Good public perception  Insecurity (Bandits, terrorism) 19

 GOK and Donor funding  Natural calamities (Droughts, landslides,  Willingness by development partners to floods) engage in forest investment  Conflicting and overlapping institutional  Supportive Policy and legislative instruments mandates (Constitution, Forest Management and  Misinterpretation of our mandates Conservation Act 2016, Vision 2030) (Preservation vs. conservation)  Availability of science and technology for  Illegal forest activities (encroachment, forest management poaching of forest product)  Availability of trained workforce in the  The effect of climate change market place  Pests , diseases and fires  High demand of forest goods and services  corruption within the society  Climate Change mitigation and adaptation funding  Vast land resources in community, private and ASAL

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 Stakeholder Expectations KFS Expectations: Use Broad groups 1. KFS staff -Favorable working -Implement the Service’s mandate environment -prudent use of resources -Good remuneration and -Diligence in work performance. benefits -Enabling environment for career growth 2. Board of KFS -Quality service delivery Provide policy direction strategy, -prudent use of resources mission, vision and resources. -Realization of the goals 3. Civil Society - Efficient forest resource Checks, community capacity Organizations management development, resources. 4. Forest Conservation Represents aspirations of Link the service with community; Committee the community in which the mobilize community support for forests are located forest protection. 5. Universities Education and research Share the research findings and technologies with the Service. 6. Ministry of Delivery of mandate on Provide policy direction and Environment, Water conservation of resources. and natural environment Resources

Stakeholder Stakeholder Expectations KFS Expectations: Use Broad groups 7. Research Institutions Knowledge advancement Share research findings and technologies with the Service. 8. Other government Sustainable conservation of Contribute to conservation and Ministries the environment Forest Development 9. Government Well conserved natural Contribute towards conservation of Agencies- KEN forests the forests. GEN, WRMA, KWS, 10. Development Sustainably managed forests Resources for conservation Partners 11. County Governments Capacity development in Participate in forest development forest management and conservation. 12. Media Forest related publicity Factual reporting. 13. Wood and Timber Raw materials for their Efficient wood processing and Industries industries. utilization. 14. NEMA Well conserved forests Support conservation. 15. KWS Well conserved forests as Support conservation of the forests. habitats for wildlife

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.

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 Increased forest cover in Improve forest restoration capacity degraded natural forest public natural forest Promote collaboration with relevant areas, develop and stakeholders conserve all public natural Promote mainstreaming of the forests Principles of Sustainable Forest Management and relevant MEAS Increased area under public Gazette new natural forests forests enhanced forest ecological Conserve forested watersheds functions Enhance Biodiversity protection

Strengthen Forest fire management system Enhanced non- Promote ecotourism and other non- consumptive use of public extractive use of natural forests natural forests Increased carbon sink Implement forest and landscape capacities of forest restoration climate change mitigation landscapes strategies for forests and landscape restoration Restock 30,000 ha and Sustainable productivity of Implement forest plantation sustainably manage all public forest plantations management plans. public forest plantations Enhance protection of public forests plantations Improved timber recovery Promote adoption of appropriate rates to 60% technology Increased public forest Lease land for Industrial forest plantation areas plantations development

Establish more plantations in suitable public forest areas Increased Wealth and Promote value addition of wood employment from based products

Strategic Objective. Outcome(s) Strategies plantation forests promote direct and indirect employment in plantation development and forest industries Increase forest cover Increased forest area and Conduct national campaigns for tree outside public forest areas tree cover outside public planting by 380,000 ha forests Promote greening initiatives Sourcing, packaging and dissemination of appropriate technologies and germplasm for farm and dryland forestry. Mainstream forest activities in CIDPs Increased Stakeholder Collaborate with stakeholders in the involvement in establishment and management of establishment and private and community forests 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 Increase participation of farmers and incomes from forests private sector in tree growing and products and services forest management.

Promote commercialisation of tree growing To protect and secure 2.4 Enhanced ecological Adopt modern weaponry and million ha of public integrity of public forests technology in forest surveillance forests and other corporate ,security and law enforcement assets. Develop local and regional partnerships for forest protection Improved Safety of the Intensify forest surveillance corporate assets Reduced incidences of Strengthen the institutional capacity insecurity and threats to to manage intelligence on forest forests protection and security Enhance institutional capacity for disaster and forest fires response Increased capacity for security and intelligence information based operations” Improve security infrastructure

Strategic Objective. Outcome(s) Strategies Strengthen capacity for KFC as a centre of Improve learning environment efficient utilization of excellence in training for resources and effective forestry management Strengthen the academic service delivery programmes Enhanced capacity of staff Develop staff competencies for optimal performance Improve the welfare, working and

living conditions of staff

Strengthen performance management systems improved human and Re-engineer human and financial financial management management systems systems, Enhanced public Develop a corporate brand awareness on the organisation’s mandate Develop and implement corporate communicate strategy improved effectiveness and Implement an enterprise risk efficiency in risk management system in the service management Enhanced use of strategic Enhance operational efficiency management for improved Strengthen M&E function. service delivery Enhance Business processes

Integrate ICT into all business processes Strengthen the coordination of cross cutting functions Updgrade and strengthen ICT Enhanced Corporate Implement the Mwongozo code of Governance conduct Nurture progressive organizational culture Strengthen accountability and transparency systems Improved infrastructure Implement the infrastructure Masterplan Enhanced Strategic Implement stakeholders partnership Partnerships framework

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.

4.5 Organizational Structure Figure 4.1 Organizational Structure

Board of Directors

CCF

SDCCF/FO SDCCF/SS Senior Principal Manager, F&A KFC

CS/M: LS DCCF DCCF DCCF DCCF Manager Manager, Manage FP&S F&DF FCM Corporate F&A r, HR&A P&E Services

Chief Pilot P: FIMSO P: ICTO P: CCO P: IA P: SCMO

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).

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 787 (4,304) (3,517) 350 (9,409) (9,059) 918 (9,319) (8,401) Available (Actual) minus Funds Needed)

Table 5.2: Funding requirements to implement this strategic plan Source of Fiscal Year Ending funding 2017/2018 (Estimates) KShs 2018/2019(Estimates) KShs in 2019/2020 (Estimates) KShs 2020/2021(Estimates) KShs in 2021/2022(Estimates) KShs in in Millions Millions in Millions Millions Millions Rec Dev Dev Total Rec Dev Dev Total Rec Dev Dev Total Rec Dev Dev Total Rec Dev Dev Total (Pr (Proje (Pro (Proj (Pro (Proj (Pro (Proj (Pro (Proj ogr cts) gra ects) gram ects) gram ects) gram ects) am mm mes) mes) mes) mes es) ) 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

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 L  The strategic plan is flexible and can structure easily be reviewed and aligned with the new Government structure. 3. Inflation and exchanges H  Anticipate changes in these factors and rates 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 M  Intensify sensitization of comminutes resources planting and and other stakeholders on importance of management in in private trees and forests. and community land 8. Inadequate financial H  Lobbying the Government and resources for forest exploring and diversify funding development sources to increase funding level 9. Corruption H  Implement strategies that will enhance transparency in forest operations

S/No Risk Factor Priority Mitigation measures 10. Excessive levies on H  Lobbying for harmonization of the tree/forest products on relevant policies transit. 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 M  Establish the optimal carrying capacity of infrastructure in forest of various forests. 16. Occurrence of invasive H  Monitor, identify and take appropriate species, actions 17. Legal, policy and M  Lobbying for harmonization of the institutional mandates relevant legal, policies and mandates overlaps 18. Inadequate and low M  The Service will explore availability of quality germplasm for alternative sources of germplasm. planting 19. Insecurity H  Work closely with other security agencies to enhance security of our forests.

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 Frequency Responsible End-User Monitoring Progress Monitoring Inputs Quarterly M&E and Management & Board Programme Heads Activities Monthly HoC and ECs M&E and Programme Heads Outputs Quarterly M&E and Management & Board, Ministry, Programme Heads Treasury, Inspectorate of State Corporations Results Monitoring Outcomes Annually M&E and Management & Board, Ministry, Programme Heads Treasury, Inspectorate of State HoC, ECs Corporations Impacts End of SP Board Management, staff and period Stakeholders 32

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 Increased forest cover % increase in forest 500,000 500,000ha of under public natural forest cover hectares degraded natural Increased area under Number of Hectares forest areas, develop public forests under Forests and conserve all Improved forest % change in water public natural forests ecological functions quality Enhanced non- Number of non- consumptive use of public consumptive forest natural forests enterprises/investments Increased carbon sink % increase in forest/tree capacities of forest cover landscapes 2. Restock 30,000 ha Sustainable wood Quantity of wood 30,000 ha and sustainably production from public sustainably harvested manage all public forest plantations from public forests. forest plantations Number of Ha of forest plantation restocked Improved timber recovery % timber recovery rates rates to 60% Increased public forest Number of Ha of new plantation areas forest plantations established. Increased Wealth and Number of Jobs created employment from %increase in incomes plantation forests 3. Increase forest Increased forest area and Net forest increase in ha 380,000 ha cover outside public tree cover outside public forest areas by forests 380,000 ha Increased Stakeholder Number of Stakeholder 33

Strategic Objective Outcomes KPIs Baseline Target involvement in engagements establishment and management of private and community forests” Enhanced household % increase in household incomes from forests incomes products and services 4. To protect and Enhanced forest % reduction in forest secure 2.4 million ecological integrity of degradation hectares of public public forests forests and other Improved Safety of the % reduction of corporate corporate assets corporate assets assets lost or destroyed Reduced incidences of Number of incidences of insecurity and threats to insecurity and threats forests reported 5. Strengthen KFC as a centre of Number of students capacity for efficient excellence in training for trained utilization of forestry management resources and Enhanced capacity of staff Number of staff trained effective service for optimal performance delivery improved human and % reduction Turnaround financial management time systems, Enhanced public % increase in uptake of awareness of the forest goods and organization’s mandate services improved effectiveness % reduction in qualified and efficiency in risk reports management Enhanced use of strategic % increase in the speed management for improved and quality of service service delivery delivery Enhanced Corporate % reduction in cost of Governance doing business %increase in revenue collected Improved infrastructure Number of infrastructure improved Enhanced Strategic Number of strategic Partnerships partnerships established

APPENDIX A: IMPLEMENTATION MATRIX