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- 1. The Role ofEvidence in Policy Making Case Study Development of Kenya National Wildlife Conservation and Management Strategy Mohammed Y Said PRISE Team Workshop Research to Inform Agricultural and Food Security Policy and Practice in Kenya 19th – 21st ILRI, Nairobi
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- 3. Presentation Outline •Why aStrategy? •Strategy Formulation Process •The STRATEGY
- 4. 4 I. WHY ASTRATEGY? • Historical Context • Status of wildlife in Kenya • Purpose • Objectives •Policy Context
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- 6. Science evidence -Wildlife trends
- 7. Natural Capital andWildlife Corridor
- 9. The first conservancystarted in the Mara was supported by the Reto-o-Reto program administered by ILRI. At the moment there are more than 150 conservancy and are supported by Kenya Wildlife Conservancies Association.
- 10. Footer text here10 Purpose of the Strategy • Long term vision for conservation, with priorities and clear action plans for 5 years • Framework for implementing wildlife conservation • Set targets and impact pathways • Measures of success – through monitoring and learning • Cross-sectoral engagement and coordination
- 11. Footer text here11 Objectives of the Strategy • Set national targets and indicators • Secure wildlife habitats, dispersal areas and corridors • Promote evidence-based integrated planning • Stop poaching and illegal wildlife trade • Address Human Wildlife Conflict • Establish long-term funding • Establish effective monitoring and reporting systems • Strengthen cooperative management of wildlife resources
- 12. Wildlife Strategy Wildlife Policy Wildlife Act,2013 Regulations and Guidelines Policy and Legal Context
- 13. 13 African Monarch Butterfly II.STRATEGY FORMULATION PROCESS •Coordination and Planning •Approach and Methods •Guiding Principles •Theory of Change
- 14. 14 Coordination & Planning •Ministry of Environment and Natural Resources (MENR)- Stewardship of process • USAID through the Department of the Interior (DOI) – Financial support • National Steering Committee (NSC) – Cross-sectoral integration and policy direction • Synthesis team (ST) – Coordination of process, synthesizing all information and public participation. • African Conservation Centre (ACC) – Technical, and administrative services
- 15. Approach and Methodology •Review of existing strategies • Documentation of best practice • Focus group discussions • Technical input from experts • Key stakeholder consultations • Broad public participation
- 16. • Devolution • Publicparticipation • Ecosystem approach • Conservation as a land-use • Benefits to the land user • Sustainable utilization • Equitable benefit sharing Guiding Principles
- 17. Theory of Change DPSIR Literature Experts Public Participation Grass Roots KEYGOAL AREAS DESIRED STATE STRATEGIES 1. Space 2. Species 3. Engagement 4. Benefits 5. Knowledge 6. Capacity 7. Sustainability
- 18. Meetings with Counties,Conservancies, Landowners..
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- 20. Defining Goals • Whatis the current state of wildlife conservation? • What is the Desired state? • Strategies required to move us to desired state? • Goals > Strategies>Actions
- 21. Situational Analysis Ecosystems DRIVERS SavannaForest Mountain Freshwater Marine and Coastal Cropland Urban Human Population 2 3 2 3 2 2 3 Climate Change 2 2 3 2 3 2 2 Poverty 2 2 1 2 2 3 3 Land Use Change 3 3 1 3 2 2 3 PRESSURES Savanna Forest Mountain Freshwater Marine and Coastal Cropland Urban Habitat Loss 2 3 2 2 2 2 2 Fragmentation 3 3 3 Degradation 3 2 2 3 3 2 3 Over utilization 3 3 3 3 2 2 Poaching 3 2 2 3 Illegal Wildlife Trade 3 2 3 Human Wildlife Conflict 3 3 2 Pollution 3 3 3 3 Invasive Species 2 2 3 2 2 Siltation 3 2 Water abstraction 3 2 3 1 Low Impact 2 Medium Impact 3 Severe Impact
- 22. Wildlife trends inKenya rangelands Source: Ogutu et al., 2016
- 23. III. THE WILDLIFECONSERVATION AND MANAGEMENT STRATEGY •Vision and Objectives •Four Pillars of Conservation •Goals •Strategies •Vision for the Future
- 24. “Kenya’s wildlife ishealthy and resilient to threats and valued by Kenyans.” Vision
- 25. Resilient Species andEcosystems 1.Ecosystems 2.Species Engagement of All Kenyans 3. Education and Awareness 4. Access and Benefits Evidence Based Decision Making 5. Research and Knowledge 6. Capacity and Training 7. Sustainability Devolution, Governance, and Finance Kenya’s wildlife is healthy and resilient to threats and valued by Kenyans 1.Evidence Based Decision Making 2.Engagement of ALL Kenya 3.Resilient Species and Ecosystems 4.Sustainability Four Pillars of Conservation
- 26. 1 ECOSYSTEMS- WINNING SPACEFOR WILDLIFE 2 PROTECTING SPECIES AND REDUCING CONFLICT 3 ENGAGEMENT BY ALL 4 WILDLIFE USER RIGHTS AND BENEFIT SHARING 5 RESEARCH AND KNOWLEDGE FOR ACTION 6 CAPACITY BUILDING AND TRAINING 7 SUSTAINABILITITY, FINANCE, AND GOVERNANCE
- 27. Maintain and improvehabitat and ecosystem integrity to reduce biodiversity loss, protect ecosystem function, enhance connectivity, and increase resilience 1 ECOSYSTEMS - WINNING SPACE FOR WILDLIFE STRATEGIES: To maintain and improve habitat and ecosystem integrity 1.1 SECURE KEY CONSERVATION AREAS Increase understanding of ecosystem functioning through identification of MVCAs, prioritization and securing of key conservation areas and ecosystems to enhance the effectiveness of conservation investments and interventions. 1.2 INTEGRATED LAND-USE PLANNING Support integrated data driven land-use planning at regional (transboundary), national, county, PA and ecosystem level to enhance the protection of wildlife habitat, ecosystem services, and reduce biodiversity loss. 1.3 PROTECT, REHABILITATE AND RESTORE CONNECTIVITY Protect, rehabilitate, and restore the connectivity of wildlife habitats, including forests, savannas, freshwater, marine, and mountain ecosystems to increase the resilience of key habitats and ecosystems. 1
- 28. Increase the awarenessand appreciation of wildlife, and motivate support and action by ALL KENYANs, to enhance participation in conservation 3 PARTICIPATION - ENGAGEMENT BY ALL STRATEGIES – create awareness, motivate and support action by all Kenyans in conservation 3.1 INCREASING AWARENESS AND PARTICIPATION Increase awareness and understanding to enhance appreciation and encourage action by all. 3.2 PARTNERSHIPS AND COLLABORATION Foster partnership and collaboration among stakeholders to mainstream conservation action across all sectors of society. 3.3 EDUCATION AND OUTREACH Engage the public, youth, and communities through targeted education and outreach efforts, and stewardship opportunities to enhance participation. 3
- 29. Increase knowledge andinformation access and use to support evidence based decision making and adaptive management 5 RESEARCH AND KNOWLEDGE FOR ACTION STRATEGIES – Increasing knowledge, information access and use to support decision making 5.1 EVIDENCE BASED MANAGEMENT Support wildlife conservation and management decisions and actions with the best available knowledge derived from natural, social sciences, and traditional knowledge 5.2 DATA MANAGEMENT AND BIOINFORMATICS PLATFORM Develop data and information management systems as part of a BioInformatics Platform, to ensure data quality, enhance data sharing, and promote access and use of information. 5.3 COORDINATE RESEARCH AND MONITORING FOR IMPACT Strengthen the coordination and implementation of research, monitoring, and modelling of ecosystems and wildlife, climate, land use and other scenarios to support effective management. 5
- 30. Develop an effectivegovernance structure and sustainable financing framework to support conservation actions, and improve accountability and transparency on conservation financing 7 SUSTAINABILITITY, FINANCE, AND GOVERNANCE STRATEGIES- Effective governance and sustainable financing 7.1 FRAMEWORKS AND STRUCTURES FOR COORDINATION Review the legal framework, governance structures and develop mechanisms for effective coordination and monitoring. 7.2 DEVOLUTION OF CONSERVATION ACTIONS Support the effective coordination and implementation of the strategy at national, county, and local levels. 7.3 INNOVATIVE AND SUSTAINABLE FINANCING MECHANISMS Identify and develop innovative mechanisms for sustainable financing and distribution of funds. 7.4 HARMONIZATIO AND ENFORCEMENT FOR EFFECTIVENESS Improve harmonization, implementation, and enforcement of Wildlife relevant Acts, Policies, and Legislation 7
- 31. Integration and collaboration Transformativeengagement • Cities, Counties, Communities • Information Technology • Youth Vision for the Future of Conservation (C3ITY)
- 32. Counties – Spatialplanning and tourism development
- 33. Communities – engagement(2018-2022) 160 Conservancies in Kenya 11% of land mass under conservancies 28 Counties with conservancies 90% of World Hirola found in Community Conservancies 2991 number of Conservancy Rangers 142 Tourism facilities hosted by conservancies
- 34. Youth and InformationTechnology Kenya is a very youthful country. The median age is estimated at 19 years, and about 80 percent of Kenya’s Population is below 35 years
- 35. Integration and Implementation Integration Agriculture,Transport, Energy, Housing, Water … Implementation • Coordination and Planning • Implementation • Finance and Sustainability • Monitoring and Learning • Reviewing and Updating the Strategy • Communication and Outreach
- 36. Strategy Outline Executive Summary Chapter1: Introduction Chapter 2: Status – Situational Analysis Chapter 3: Vision of the Strategy Chapter 4: Strategic goals, objectives and activities Chapter 5: Vision for the Future of Conservation Chapter 6: Integration and Implementation References Appendix
- 37. IV. NEXT STEPSAND PRIORITY ACTIONS 1. June 2017: Launch of the process 2. June-July 2017: 1st round public consultations 3. July 2017: 1st National Steering Committee 4. Aug 2017: Expert input; Ecosystems Analysis 5. Sept - Nov 2017: 2nd round :Grass root communities 6. Dec -2017: Compilation and Analysis of PP Meetings 7. Jan - 2018: 1st Draft of Strategy document 8. Feb – 2018: Presentation to CS Ministry of Tourism and Wildlife 9. Feb - 2018: 2nd National Steering Committee meeting 10. Feb - Mar 2018: Peer Review and cross sectoral engagement 11. March 2018: 2nd draft strategy Document 12. April2018: Validation workshop 13. March – April: Compilation, editing of final strategy 14. May 2018: Study Tour for best practice in strategy implementation 15. May 2018: Design, layout and printing of strategy 16. 5th June 2018: Strategy Launch
- 38. Acknowledgment Synthesis Team Standing inFront: Apollo Kariuki, John Waithaka, Angela Wambugu, Cindi Vereso, Mohammed Said, Gladys Wairigia, Stephen Manegene, Intern, Lucy Waruingi, Christine Ntoiti, and Steve Itela. Standing Back: Fridah Mueni, Edwin Wanyonyi, Ben Okita, Erastus Kanga, Dickson Kaelo, Patrick Omondi, Jeff Worden, Anthony Kamau, and Billiah Mmbasu.
- 39. This presentation islicensed for use under the Creative Commons Attribution 4.0 International Licence. better lives through livestock ilri.org ILRI thanks all donors and organizations which globally support its work through their contributions to the CGIAR system
Editor's Notes
- #4 Why a Strategy? Policy and Legal context Purpose of a Strategy Objectives of Strategy Strategy Formulation Process Coordination and Planning Approach and Methodology Public Participation Outputs Next Steps
- #5 Part of a longer process….. Response to long term and emerging needs
- #6 Part of a longer process….. Response to long term and emerging needs
- #11 Long term vision (in line with Vision 2030) with clear priorities and action plans for 5 years
- #12 As identified in the scoping study…. Set national targets and indicators for viable and sustainable wildlife and habitat conservation over the coming decades; Secure wildlife habitats, dispersal areas and corridors and promote evidence-based integrated planning Stop poaching and illegal wildlife trade, and strengthen inter-agency collaboration in dealing with illegal wildlife trade; Address strategies to avoid and mitigate Human Wildlife Conflict Establish and implement national long-term wildlife conservation and management funding and monitoring and reporting system; Strengthen cooperative management of wildlife resources by the national and county governments, communities, individual landowners and other stakeholders.
- #13 How does the Strategy fit in with the Act 2013, the ongoing policy process (draft) and the regulations, etc? Scoping study was conducted in 2016 to outline the process… Or display this as a timeline….. Original policy process in 1976? Restarted in mid 1990s Lead to 2013 Act Finalizing policy now Act lead to regulations and STRATEGY Strategy to provide a framework for implementing the act and coordinating and directing priority interventions for wildlife conservation These processes are linked and self-reinforcing – e.g. STRATEGY helps to inform the implementation, revision, and development of other components of the policy architecture
- #15 The NSC will comprise of about 20 people from a cross section of relevant government ministries. It will provide policy direction and general oversight and ensure strategy is well embedded in government structures. TOR’s for this team are in the Annex The Synthesis team is the core team co-ordinating the strategy development process, synthesizing all information and public participation. TOR’s for this team are in the Annex The Ministry of Environment and Natural Resources is providing overall stewardship to the process. US Dept of the Interior (DOI) Financing the Project as per agreement signed on 7th March 2017 and is providing technical and financial cooperation National Steering Committee (NSC) - from a cross section of relevant government ministries/sectors Synthesis team (ST) – core technical team co-ordinating the strategy development process, synthesizing all information and public participation. African Conservation Centre (ACC) providing technical and administrative services needed for the activities outlined.
- #16 Extensive review of existing strategies and related documents pertaining to the current policy and legal frameworks Documentation of best practice both from Kenya and internationally Focused group discussions Technical input from experts Key stakeholders consultations and feedback
- #18 Regional stakeholder engagement –clusters as follows: North Eastern, Mountain, Central and Rift, Nyanza and Western, Southern and Lower Eastern North Eastern and Coast Public fora – Grassroot level meetings for Communities, landowners, youth and women in key wildlife areas Technical input from experts-conservation actors, species specialist groups… Cross-sector engagement: sectors who traditionally are not engaged in contributing directly to effective conservation measures: Academia, Treasury, private sector, energy, infrastructure… Input from youth – Engaging the next generation Written communication – From the public and interested stakeholders
- #22 Change this to circles…..
- #27 Goals represent priority areas of intervention - guiding government policy, providing a framework for collaboration to direct efforts and ensure coordination for enhanced impact... Each goal identifies se set of initial strategies and actions that should be taken or initiated over the next 5 years (2018-2022). Actions under various individual goals are interrelated and interdependent. To the extent possible, actions within goals are listed in sequential order but goals are not. Goal Statement - consider including desired state from vision graphic and reference key strategies Goal Description Context Strategies/Strategic Actions Actions/Activities Targets Outcomes/Outputs