Forest Sector Reforms in KenyaParadigm change in forestry sector

management and institutional arrangements: enhancing the development of community

livelihoods

Rethinking Liberia’s forests, implementing a new Vision

Nyang’au Oscar SimantoHead Forestry Extension Management,

Kenya Forest Service

oskasimanto@gmail.com

+254 716 805 730

Origins and core areas of reforms

Reforms occasioned by changing economic and social conditions in Kenya and their effects on the forestry sector

Kenya’s Forest sector reforms - informed by the 1994 Kenya Forestry Master Plan (KFMP)

Creation of structures as provided for in the forest act 2005 – Kenya Forest Service, Forest Conservation Committees (10), Community Forest Associations (325)

KFMP identified 4 key areas of reforms: (Legislative, Policy, Institutional, Programmes)

Draft Forest Policy (2006) has been reviewed The Centrality of CFAs to Kenya’s forestry sector

management is critical Moving from command control to more participatory

processes which enhance community participation

Institutional reforms

325 Community Forest Associations formed country wide

Kenya Forest Service has embraced wider stakeholder participation in forest management and conservation

Forest adjacent communities have been encouraged to form Community Forest Associations (CFAs), as required by law.

CFAs and KFS together develop participatory forest management plans which they jointly implement and monitor with a view of learning from each other

User groups from CFAs have certain access rights for resources from the forest areas

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Forestry and community livelihoods If the SDGs are to be achieved, Country Poverty

Reduction Strategies (PRSPs) and similar policies will need to include forested regions and forest-based activities

Forestry programmes have traditionally focused on narrow evaluation criteria based on the number of trees planted.

There is serious need to shift evaluation of forest programmes to also measure their contributions to the improvement of peoples livelihoods rather than concentrate on the number of trees planted

Intersectorial collaboration is necessary for the promotion of forestry resources as an alternative livelihood option

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Culture Change and automation of processes is

critical Change management and culture change embraced Capacity building and staff re-orientation Training for improved forest governance Baseline surveys undertaken to determine,

o customer satisfaction survey (48% in 2009)o work environment survey o staff satisfaction surveyo Clientele feedback to Kenya Forest Service

Upgrading and Automation of processes; Financial Management System – in place and rolled

out, Harmonized Annual work planning manual – drafted, Procurement – LPO/LSOs

Authority to retain revenue granted by Treasury Delinking process near completion

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Key Programme Reforms

Strategic planning embraced 1st 5 Yr S/P (2009 – 2014) in place & aligned to Kenya Vision 2030 2nd 3 Yr Strategic plan in place 2014-2017 aligned to the Country’s

medium term Investment Plan (MTIP) and the new constitution Core programmes restructured to address current

realities in the forestry sector (e.g., Watershed, Extension Management, forestry and community livelihoods, ICT application

Refocusing of core programmes Forest Extension Services (Farm and Dryland Forestry

Programme) Industrial Forest Plantations and Enterprise Natural Forests Conservation and Management Corporate Services (Support Services)

Other initiatives (KFS has established a Climate Change Response Programme to help mainstream CC issues into forestry development

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Kenya’s Core Forestry Programmes

Farm Forests

Dryland Forestry80% Kenya

Industrial Plantations 140,000 Ha

Forest Conservation and Management

Key Lessons in Delivering ChangeStaff capacity development: Train, retrain and source

additional human capacity for effective programme implementation

Streaming: systems, procedures and regulations Improved capacity of forest Resources

assessment KFS has a full fledged GIS laboratory used to assess

forestry resources) Partnerships development (Stakeholder Collaboration

and networking, Resource mobilization, Forestry sector donor

group, Forest conservation and management fund) Good governance

government-community-Civil society relationships improved

Civil Society Coalitions-which put pressure on government to respond to issues

Continuous change management to address emerging challenges

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Thank you, Asante Sana

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