Marsabit District Vision and Strategy: 2005-2015

July 2005

TABLE OF CONTENTS

Page

Introduction and background 1.1 Strategic planning approach

1.1.1 Format of the district consultations

1 1
2

3 4

District profile 2.1 Administrative profile 2.2 Geology and climate 2.3 Population and settlement Natural Resource Base Situation analysis 4.1 Overview 4.2 Summary SWOT Analysis Matrix for Marsabit district 4.3 Resource-based analysis
4.3.1 Water 4.3.2 Strategic challenges

3 3 3 3 4 5 5 5 6
6 7

4.4 4.5 4.6 4.7

Livestock
4.4.1 Strategic challenges 4.4.2 Opportunities and potential impact

7
8 8

Pasture
4.5.1 Strategic challenges 4.5.2 Opportunities and potential impact

9
9 9

Wildlife and tourism

4.6.1 Strategic challenges 4.6.2 Opportunities and potential impact

9
10 10

Other resources
4.7.1 4.7.2 4.7.3 4.7.4 Minerals Fish (Lake Turkana) Cultural resources Wind and solar power

11
11 11 11 11

Vision, Mission and Core development principles 5.1 Vision 5.2 Mission 5.3 Core development principles Strategic challenges, response and investments 6.1 Introduction 6.2 Water: Strategic challenges 6.3 Land and soil: Strategic challenges 6.4 Forest, trees and wood fuel: Strategic challenges 6.5 Pasture: Strategic challenges 6.6 Livestock: Strategic challenges 6.7 Wildlife and fish: Strategic challenges

12 12 12 12 14 14 15 18 19 21 22 23

6.8 Salt: Strategic challenges 6.9 Solar and wind energy: Strategic challenges 6.10 Coordination of ASALs Development Initiatives at district level

24 25 25

Abbreviations
ALRMP ASAL CBAHWs CBO DDC DFRD DMO DPM DSG EMCA ERSWEC GTZ KHDA KARI, KVDA KWS KENGO LATF MoA MoCD MoENR MoEST MoF MoFA MoH MoI&C MoL&F MoLG MoP&ND MoR&PW MoSP MOTI MRA MTEF NARC NEMA NGO NRM SWOT Arid Lands Resource Management Project Arid and semi-arid Lands Community Based Animal Health Workers Community Based Organisations District Development Committee District Focus for Rural Development Drought Management Officer Department of Personnel Management District Steering Group Environment Management and Coordination Act Economic Recovery Strategy for Wealth and Employment Creation Deutsche Gesellschaft fr Technische Zusammenarbeit Kenya Horticultural Development Authority Kenya Agricultural Research Institute Kerio Valley Development Authority Kenya Wildlife Services Kenya Energy Non-Governmental Organisation Local Authority Transfer Fund Ministry of Agriculture Ministry of Cooperative Development Ministry of Environment and Natural Resources Ministry of Education Science and Technology Ministry of Finance Ministry of Foreign Affairs Ministry of Health Ministry of Information and Communications Ministry of Livestock and Fisheries Ministry of Local Government Ministry of Planning and National Development Ministry of Roads and Public Works Ministry of Special Programmes Ministry of Trade and Industry Ministry of Regional Authorities Medium Term Expenditure Framework National Rainbow Coalition National Environmental Authority None Governmental Organisations Natural Resource Management Strengths, weaknesses, opportunities and threats

1 Introduction and background

This vision and strategy for Marsabit district was refined and finalised during a district consultations workshop held on March 21-23 in Isiolo town. The workshop participants were drawn from a cross section of stakeholders involved in the districts socio-economic development.

1.1 Strategic planning approach

This section sets out the approach adopted in developing the district vision and strategy. The Arid Lands Resource Management Project (ALRMP) of the Special Programmes Ministry in the Office of the President contracted PricewaterhouseCoopers to assist in refining the visions and strategies for the 22 districts involved in the project. Each district, under the direction of the Drought Management Officer, had undertaken consultations with the community a nd developed a draft vision and strategy. The focus of the community consultations was how to leverage the natural resources resident in each district to improve the livelihoods of the people. In order to refine the district visions and strategies, ALRMP a nd PricewaterhouseCoopers used the following overall approach:

Clustered the 22 districts into six axis as hereunder:

Upper Eastern: Moyale, Marsabit, Isiolo (axis meeting point) North Eastern: Mandera, Wajir, Garissa (axis meeting point), Ijara, Tana River Rift Valley: Turkana, West Pokot, Baringo (axis meeting point), Samburu Southern Rangelands: Narok (axis meeting point), TrasMara, Kajiado Mt Kenya Region: Laikipia, Kieni (East and West), Tharaka, Mbeere. (Nyeri was the axis meeting point) Ukambani: Mwingi, Kitui (axis meeting point) and Makueni

Facilitated district consultations in each of the axis drawing on the expertise of select district-based participants to fine-tune the vision and strategy. The stakeholders in each district included community representatives, business people, Community Based Organisations (CBOs), Non Governmental Organisations (NGOs), women representatives and civil servants. The
ALRMP] 1

PricewaterhouseCoopers Marsabit District Vision and Strategy

consultations took the form of a three-day workshop. For the Upper Eastern, North Eastern and Rift Valley axis, the workshops took place on March 21-23rd while the Southern Rangelands, Mt Kenya Region and Ukambani axis held their consultations on March 29-31st. 1.1.1 Format of the district consultations This section sets out the framework used to refine and develop the district vision and strategy. The seven-step framework was used to facilitate the district workshops. The steps were:

Step 1: Identify each districts key natural resources (the natural resource base) Step 2: Identify the key strategic challenges that constrain the sustainable management of natural resources in the district. This involved undertaking comprehensive SWOT analysis of the district with respect to the natural resources and peoples livelihoods. It also entailed undertaking a detailed PEST analysis to identify the political, economic, sociological and technological forces that impact on the way natural resources are managed in the district. Step 3 : Confirm District Vision (or Dream) Step 4 : Confirm District Mission (Why it exists) Step 5: Confirm core development principles to guide the utilisation of natural resources in support of sustainable livelihood options in the district Step 6: Identify strategic responses (initiatives) to address the challenges identified in Step 2 Step 7 : Prioritise interventions and develop indicative investments/costs required. Also identify collaborating institutions to complement local initiatives

PricewaterhouseCoopers Marsabit District Vision and Strategy

ALRMP]

2 District profile
2.1 Administrative profile
Marsabit district is situated in the eastern province of Kenya and at 69430 square kilometres is the second largest in Kenya after Turkana. It borders Ethiopia and Moyale to the north, Turkana to the west, Samburu to the south and Wajir and Isiolo to the east. Marsabit is divided into six divisions namely Central, Gadamoji, Maikona, North Horr, Laisamis and Loiyangalani..

2.2 Geology and climate

The district occupies the driest region in Kenya and drought is common in most parts. Marsabit District is classified as 100 percent ASAL and most of the district is an extensive plain lying between 300m and 900m above sea level. The west and north plains are bordered by hills and mountain ranges. There is a marked difference as one moves from Chalbi to Horr. Ubiquitous rocks and boulders are the principle feature distinguishing Gabrastan from Rendille country, whose sands and intermittent stretches of gravel support significantly more bush and trees. Significant physical features include Mt. Kulal (2,355m), Hurri Hills (1,685m) and Mt Marsabit (1,865). The lowest part of the district receives less than 200 mm of rainfall per year while Mt Marsabit at much higher elevation receives about 800 mm annually.

2.3 Population and settlement

The district is primarily inhabited by the Boran, Gabbra, Rendille, Burji, Turkana and Ell-Mollo communities. The district had a population of 121,478 people, according to the 1999 census which was projected to increase to 131,476 in 2002 and to 139,271 in 2004.

PricewaterhouseCoopers Marsabit District Vision and Strategy

ALRMP]

3 Natural Resource Base

The following are the key natural resources in the district.

Livestock Pasture Land Minerals Water Wildlife Fish Cultural resources

PricewaterhouseCoopers Marsabit District Vision and Strategy

ALRMP]

4 Situation analysis
4.1 Overview
Poverty is endemic and the district is ranked as one of the poorest districts in Kenya with 86 percent of the district population classified as food poor. This high level of poverty is attributable to the harsh climatic conditions in the district as well as: Poor infrastructure in the district ( there is, for instance, not a single tarmac or all-weather (murrum) road in the district)

Poor social infrastructure in terms of health and education facilities Poor access to markets for local products Low capacity to respond to climatic shocks and ecological stress Inadequate water supplies

4.2 Summary SWOT Analysis Matrix for Marsabit district

In order to gain a broad understanding of the issues that affect the management of natural resources in the district, the following is a summary SWOT analysis distilled from the analysis undertaken at the district consultations. Strengths

Opportunities

Well-endowed with natural capital including livestock, water, wildlife fertile soils, rangelands, forests Indigenous knowledge systems that help community cope with and adapt to the environment e.g., through mobile lifestyle Multi-ethnic and multi-racial environment (cosmopolitan)

Increased Government and development partner interest in ASAL development Value addition from livestock products Emerging livestock rearing such a poultry, snakes, crocodiles, chameleons etc Crop farming using drought resistant/escaping crops in semiarid parts Growing interest in eco-tourism

PricewaterhouseCoopers Marsabit District Vision and Strategy

ALRMP]

Possibility of oil deposits

Weaknesses

Threats

Occasional conflict over dwindling internal resources Weak human capital base due to low investment in education

Cyclical insecurity in the region Endemic poverty and rising population HIV/AIDS Predominance of livestock monoculture Low interest in private sector investment High population growth Growing vulnerability to climatic shocks

Poor or non-extant physical infrastructure such as roads, irrigation canals, factories, hospitals and telecommunications Fragile eco-system that is being pushed to the limit

Weakening of traditional pasture management practices Land tenure system Marginalisation due poor past policies from the centre Cultural practices that render uptake of new ideas difficult such as attitude towards the girl child and attachment t cattle.

4.3 Resource-based analysis

4.3.1 Water Access to and reliability of water sources is a key influence on the livelihood sustainability in Marsabit district. Appropriate development of water resources is thus an important component in promoting sustainable socio-economic activities in the district. Water scarcity continues to be a critical problem in Marsabit and the district has no significant sources of water. The key water sources for the district are springs which include Babuli springs which supplies Marsabit town, Lake Paradise Springs, Kituruni, Songa, Mt Kulal springs and Kalacha Springs.
PricewaterhouseCoopers Marsabit District Vision and Strategy ALRMP] 6

Other sources are Lake Turkana, rock catchments, pans and dams. Underground water is also a key source of water for the district. 4.3.2 Strategic challenges The following are the key strategic challenges in the sustainable management of water resources. 4.3.2.1 Poor management of existing water sources Silted dams and pans as well as boreholes that are closed down due to disrepair are a key problem in the district. Communities need to be empowered to manage existing water works responsibly. Pollution of springs, dams and pans Animal and human waste pollution is common in the district. Communities need to be empowered to control contamination of their water sources by their animals and people. Underutilisation of rain water Though the district is prone to drought and severe water shortages especially during the dry season, rain, when it falls, tends to cause havoc and misery through extensive flooding. Large amounts of water go to waste only for the district to dry up soon after. With appropriate planning and technology, the rain water can be harvested and conserved for the dry season. It can also be used to support irrigated agriculture. Underground water pollution There locals have complained of underground water sources contamination as a result of oil exploration efforts in the district. Livestock and human deaths have allegedly resulted from drinking the contaminated water.

4.3.2.2

4.3.2.3

4.3.2.4

4.4 Livestock
Livestock provide the main livelihood system for the people of Marsabit with the following as the key livestock species in the district:

Cattle (150,000) Sheep (460,000) Goats (360,000) Camels (100,000)

ALRMP] 7

PricewaterhouseCoopers Marsabit District Vision and Strategy

Donkeys (20,000) Poultry (20,000)

4.4.1

Strategic challenges Livestock is under serious strain in the district due to the following constraints. Deteriorating pastures Periodic droughts, flooding and overgrazing continue to negatively affect the quality of the pastures available in Marsabit. Influx of livestock from neighbouring districts continues to exert increasing on an already fragile eco-system. Disease and pest prevalence This is largely due to the lack of a system to monitor and control livestock diseases due to the porous nature of the districts boundaries. A key constraint in this regard is the limited access to veterinary services in the district. The high incidence of poverty among the pastoralists and poor physical and marketing infrastructure has dampened private sector investment i n animal health. Emphasis has to be laid on traditional knowledge and building the capacity of Community Based Animal Health Workers (CBAHWs) to fill the lacuna. Poor livestock marketing infrastructure In common with other ASAL regions, the district lacks proper livestock marketing infrastructure. This is due to the constraints imposed by poor physical and industrial infrastructure. The result is limited access to markets outside the district and even the country. Land tenure constraints Land in the district is primarily trust land or communal. The current land tenure arrangements are deemed to be inappropriate in the face of growing individual herds that use common pastures.

4.4.1.1

4.4.1.2

4.4.1.3

4.4.1.4

4.4.2 Opportunities and potential impact 4.4.2.1 Value addition The key opportunities in the livestock lie in value addition. Locally-based investments in small-scale industries that use livestock and livestock products have the capacity to provide livelihood options for the people of Marsabit by way of trade and employment. Such industries could take the form of abattoirs, tanneries and production of handicrafts based on animal products such as hooves and horns. The livestock sector also has the capacity to provide veterinary-related incomes and trading opportunities in animal health products primarily for CBAHWs.
PricewaterhouseCoopers Marsabit District Vision and Strategy ALRMP] 8

4.4.2.2

More reliance on the camel Given the harshness of the climate and the dwindling pasture in the district, the hardier, more productive camel is seen to be a better suited species than the traditional cattle and goats. Since it is more drought-tolerant, there is more security in the harsh Marsabit environment from this animal and local people are being encouraged to rear more camels .

4.5 Pasture
With livestock being the mainstay of the economy in Marsabit district, pasture is a significant natural resource for the people. 4.5.1 Strategic challenges The key strategic challenge revolves around access to quality and sufficient grazing resources. Quantity and quality of pasture The quantity and quality of pastures are adversely affected by overgrazing, lack of a system for delineating and preserving reserve grazing pastures and near extinction of palatable species especially after the el-Nio rains of 1998. Further pastures are threatened by cutting down trees for charcoal burning, firewood, building materials and uncontrolled mushrooming of settlements especially around provincial administrative centres where security is better. Access to pasture The collapse of traditional range management structures has jeopardised access to pastures that were traditionally set aside for dry season grazing. Livestock is now often moved into these areas without consulting elders. Opportunities and potential impact Better management of pasture (and water) is at the heart of improved livestock production in Marsabit district. Herd diversification With the fragile eco-system, better suited animal species such as camels which are more drought-tolerant should be encouraged. It also reduces the communities vulnerability to droughts that affect cattle and sheep hardest.

4.5.1.1

4.5.1.2

4.5.2

4.5.2.1

4.6 Wildlife and tourism

The district has considerable potential for improving the well-being of its people through wildlife and tourism-related resources. The following are the key tourism resources in the district:

PricewaterhouseCoopers Marsabit District Vision and Strategy

ALRMP]

Marsabit National Park, which is said to be one of the remotest and least visited in Kenya Siliboi and South Island National Parks which are home to oryx, ostrich, wild goats, white crocodiles Lake Sorkote (game view sites also has a tourist hotel) Lake Paradise (camping)

4.6.1

Strategic challenges The following are the key constraints to the sustainable management of wildlife in the district. Human-wild life conflict This is rampant in the district. Elephants are the main culprits and they destroy crops especially around the agriculturally-important Mt Marsabit area. Wildlife also kill people and livestock. Lack of visible benefits to local communities Despite abundant wildlife, local communities complain that they have not benefited much from the wildlife. Local communities must be provided with clear incentives for conserving wildlife. Poor infrastructure and gross under-marketing of potential The district has considerable visitor attraction potential that is grossly undermarketed. Cultural resources such as rock art can be found in the district and have the potential for niche visitor attraction. A lot of archaeological work has also taken place in the district. Film tourism The district has some very spectacular sceneries that could be marketed for film shoots. Opportunities and potential impact The communities must be provided with incentives to conserve wild animals and not view them as a nuisance. Eco-tourism projects Eco-tourism projects involving the community can provide sustainable livelihood options for the district. Local capacity and infrastructural hurdles must however be addressed.
PricewaterhouseCoopers Marsabit District Vision and Strategy ALRMP] 10

4.6.1.1

4.6.1.2

4.6.1.3

4.6.1.4

4.6.2

4.6.2.1

4.6.2.2

Community owned game ranches This is another way of helping to conserve wildlife and create income earning opportunities for the people.

4.7 Other resources

4.7.1 Minerals There is widespread artisanal mining in the district for sand, stones, salt (muludhe) and precious stones such as gems. Though the district lies in a geologically mineral-rich area, little geological survey has been done to establish extent of major deposits. Artisanal mining thus predominates and it is unregulated, haphazard and degrading to the environment. 4.7.2 Fish (Lake Turkana) Fishing is a major source of livelihood for most people who live along Lake Turkana (especially the El-Molo). Better marketing of fish and a general improvement in the physical and industrial infrastructure is required to strengthen the sustainable utilisation of this resource. Fish as a food should also be promoted in view of the food insecurity that prevails in the district. Cultural resources Tied to the growth of cultural tourism, the district has some important cultural resources like rock art in Sibiloi which if well-marketed and supported by a functioning physical infrastructure could spawn a robust livelihood option for the region. Wind and solar power Energy from wind and the sun has immense potential in the district but appropriate technology to harness both needs to be developed and diffused to the communities.

4.7.3

4.7.4

PricewaterhouseCoopers Marsabit District Vision and Strategy

ALRMP]

11

5 Vision, Mission and Core development principles

5.1 Vision
A vision depicts the districts preferred future state, its dream with regard to the sustainable utilisation of the natural resources that reside within it. The two key running themes that informed vision were:

Sustainable and equitable utilisation of available natural resources Improved livelihoods for all

The following is the district vision for the future: An empowered, food secure, just and prosperous Marsabit district

5.2 Mission
The district mission captures the essence of why the district with regard to the sustainable utilisation of natural resources. The key running themes were:

Mobilisation and empowerment of the local communities Improved standards of living Empowerment of local Co-ordinated and sustainable utilisation of natural resources

The District Mission is: To mobilise and empower the diverse Marsabit communities to utilise available natural resources sustainably.

5.3 Core development principles

Core development principles provide the underpinning philosophy that should guide the utilisation of natural resources in the district. Core development principles define what the acceptable behaviour for the district in the management of the natural resources resident in the district is. The following are the core development principles for NRM in Marsabit district.
PricewaterhouseCoopers Marsabit District Vision and Strategy ALRMP] 12

Proactive participation in local and national development initiatives Equity and Justice in partnerships for utilisation of natural resources Respect for tradition and culture in development initiatives Inclusiveness especially for gender Integration with the national economy People-centred development Environmental sustainability

PricewaterhouseCoopers Marsabit District Vision and Strategy

ALRMP]

13

6 Strategic challenges, response and investments

6.1 Introduction
The process of preparing this vision and strategy included a consultative process under which districts teams were facilitated to:

Identify strategic challenges inhibiting full realization of benefits from natural resources resident in the district Develop strategic initiatives to overcome the strategic challenges Provide indicative development investments to implement the strategic initiatives to enable full realization of benefits from the natural resources Identify external agencies that would be crucial in resourcing the strategic initiatives

In the following section are presented the results of the consultative process. The presentation starts with a narrative of the strategic challenges in the realization of the given natural resource and a table indicating the planned strategic initiatives, indicative investment resources and external agencies whose participation will be crucial if the district is to realise the desired vision.

PricewaterhouseCoopers Draft Marsabit Vision and Strategy

ALRMP

14

6.2 Water: Strategic challenges

Inadequate quantities, poor quality and poor management of existing water resources are the key strategic challenges in provision of water in Marsabit district. The table below details strategic initiatives that would help to overcome these challenges. If implemented they would also provide a foundation for better provision of water for livestock and human being in the future. Table 6.2 Water resource management matrix for Marsabit district

STRATEGIC INITIATIVES

ESTIMATED INVESTMENT RESOURCES (10 YEARS) IN KSHS

KEY EXTERNAL AGENCIES

Conduct detailed hydrological and hydro geological surveys to determine potential

5,000,000

Ministry of water, CBOs, NGOs, MoL&F, ALRMP

Develop bot h seasonal and permanent water sources i.e. rock catchment, water pans and boreholes and storage Rehabilitate/protect the existing water sources

500,000,000

Ministry of water, CBOs, NGOs, MoL&F, ALRMP Ministry of water, CBOs, NGOs, MoL&F, ALRMP Ministry of water, CBOs, NGOs, MoL&F, ALRMP

250,000,000

Protect and conserve forest and other catchment areas

10,000,000

Sensitize the traditional resource management systems and institutions i.e. Abahereggs

5,000,000

Ministry of water, CBOs, NGOs, MoL&F, ALRMP

PricewaterhouseCoopers Draft Marsabit Vision and Strategy

ALRMP

15

STRATEGIC INITIATIVES

ESTIMATED INVESTMENT RESOURCES (10 YEARS) IN KSHS

KEY EXTERNAL AGENCIES

Effective regulations of community based water service provider Mobilize communities to form Water Users Association (WUAs) Empower traditional constitutions and support implementation of EMCA Promote soil conservation

1,000,000

Ministry of water, CBOs, NGOs, MoL&F, ALRMP Ministry of water, CBOs, NGOs, MoL&F, ALRMP Ministry of water, CBOs, NGOs, MoL&F, ALRMP

2,000,000

2,000,000

50,000,000

Ministry of water, CBOs, NGOs, MoL&F, ALRMP Ministry of water, CBOs, NGOs, MoL&F, ALRMP Ministry of water, CBOs, NGOs, MoL&F, ALRMP

Train CBWSP and artisans in Organisation and Management Participation in the construction of water supply systems

2,000,000

1,000,000

Promote contingency borehole management concept

5,000,000

Ministry of water, CBOs, NGOs, MoL&F, ALRMP Ministry of water, CBOs, NGOs, MoL&F, ALRMP

Establish causes of water poisoning and increased incidences of cancer around oil exploitation Public Community sensitisation

10,000,000

PricewaterhouseCoopers Draft Marsabit Vision and Strategy

ALRMP

16

STRATEGIC INITIATIVES

ESTIMATED INVESTMENT RESOURCES (10 YEARS) IN KSHS

KEY EXTERNAL AGENCIES

Engage in diplomatic effort geared towards formulating and signing of treaty on use of River Omo A national initiative Apply artificial recharging techniques within forested areas (dams, pans, sand dams and sub-surface dams)

Ministry of water, CBOs, NGOs, MoL&F, ALRMP Ministry of water, CBOs, NGOs, MoL&F, ALRMP

30,000,000

Total

873,000,000

PricewaterhouseCoopers Draft Marsabit Vision and Strategy

ALRMP

17

6.3 Land and soil: Strategic challenges

Trust lands with no clear boundaries causing conflicts and disputes between communities, polythene menace, landuse conflicts between nomadic pastoralists and Agro-pastoralists, resource-use conflicts between Park Authorities (KWS) and communities, declining soil fertility and i ncreased cultivation of marginal and sloppy areas are the key strategic challenges in land management in Marsabit. The table below presents the strategic initiatives to address these challenges. Table 6.3 Land and soil resource management matrix for Marsabit district
STRATEGIC INITIATIVES ESTIMATED INVESTMENT RESOURCES (10 YEARS) IN KSHS

KEY EXTERNAL AGENCIES

Hasten the process of land adjudication Enforce pastoral land policies Legalise communal ownership of land in the new land policy cost of rollout only Strengthen traditional and conventional institutions e.g. councils of elders and LCCs Development of appropriate land-use plans with communities Promote enforcement of laws and policies (e.g. Agricultural Act, Water Act, etc) relating to land-use Promote appropriate land-use practices Promote improved crop husbandry practices Promote eco-tourism Protect the natural scenery for tourism attraction Encourage use of traditional / alternative containers Enactment of by-law to ban the production of polythene containers
ALRMP

50,000,000 5,000,000 1,000,000 20,000,000 20,000,000 5,000,000 5,000,000 20,000,000 30,000,000 10,000,000 1,000,000 0 167,000,000

MoL&H, Local Authorities MoL&H, MoA, MoL&F, Local Authorities MoL&H, Local Authorities MoL&H, MoA, MoL&F, NGOs, CBOs, MoL&H, MoA, MoL&F, NGOs, CBOs MoL&H, MoA, MoL&F, Local Authorities MoL&H, MoA, MoL&F, NGOs, CBOs MoL&H, MoA, MoL&F KWS, NGOs, CBOs, Local Authorities KWS, NGOs, CBOs, Local Authorities KWS, NGOs, CBOs, Local Authorities Ministry of Environment and Natural Resources

Total
PricewaterhouseCoopers Draft Marsabit Vision and Strategy

18

6.4 Forest, trees and wood fuel: Strategic challenges

Over-extraction of wood, water and forage, high influx of people into these places from other areas, encroachment leading to reduced forest cover, fear of extinction of indigenous plant species and o ver-dependence on forest resources are the main strategic challenges in forest resources in the district. The table below presents the strategic initiatives to address the problems. Table 6.4 Forests, trees and wood fuel resource management matrix for Marsabit district
STRATEGIC INITIATIVES ESTIMATED INVESTMENT RESOURCES (10 YEARS) IN KSHS 20,000,000 5,000,000 1,000,000 20,000,000 3,000,000 15,000,000 10,000,000 10,000,000 KEY EXTERNAL AGENCIES

Support afforestation efforts within forest fringe Introduce commercial tree farming / on-farm tree planting Promote use of alternative sources of energy (e.g. biogas, gas, solar, etc Support institutions that regulate use of forests Revive national tree planting days Facilitate establishment of communal and institutional woodlots Promote production of seedlings of indigenous/threatened species Promote establishment of community based management systems for the conservation of nongazetted forests e.g. Mt. Kulal, Hafar and Hurri Hills.
ALRMP

MoA, MoE&NR, NGOs, CBOs MoA, MoE&NR, NGOs, CBOs MoE, NGOs, CBOs MoA, MoE&NR, NGOs, CBOs MoA, MoE&NR, NGOs, CBOs, Provincial Administration MoA, MoE&NR, NGOs, CBOs, Provincial Administration MoA, MoE&NR, NGOs, CBOs, Provincial Administration MoA, MoE&NR, NGOs, CBOs, Provincial Administration

PricewaterhouseCoopers Draft Marsabit Vision and Strategy

19

STRATEGIC INITIATIVES

ESTIMATED INVESTMENT RESOURCES (10 YEARS) IN KSHS 2,000,000 5,000,000 5,000,000 1,000,000

KEY EXTERNAL AGENCIES

Promote planting of trees where possible and use of live fence demonstration in public institutions Enhance the capacity of community based institutions in the protection and conservation of important species Support exploration/use of alternative building materials (e.g., quarry blocks, stones, soil blocks Support use of alternative energy sources (e.g. fireless jikos, coal, farm residues, etc) demonstration and exhibitions Promote value adding of products Promote establishment of woodlots for institutions and villages Protect, conservation and production of high value plant species e.g. Aloe, Acacia Senegal, Dome Palm

MoA, MoE&NR, NGOs, CBOs, Provincial Administration MoA, MoE&NR, NGOs, CBOs, Provincial Administration NGOs, CBOs, MoA, MoE&NR, NGOs, CBOs,

1,000,000 10,000,000 30,000,000 138,000,000

MoA, MoE&NR, NGOs, CBOs, MoE&NR, NGOs, CBOs, Provincial Administration, KEFRI MoE&NR, NGOs, CBOs, Provincial Administration

Total

PricewaterhouseCoopers Draft Marsabit Vision and Strategy

ALRMP

20

6.5 Pasture: Strategic challenges

Disappearance of important (valuable) pasture species, insufficient availability of pasture both in time and space, rapid growth of livestock population, land degradation arising from over-grazing around few and poorly distributed sources of water supply and e nvironmental degradation resulting in the invasion of range lands by foreign and unpalatable species of vegetation are the key strategic challenges in the management of forests in Marsabit. The table presents the strategic initiatives to address the strategic challenges. Table 6.5 Pasture resource management matrix for Marsabit district
STRATEGIC INITIATIVES ESTIMATED INVESTMENT RESOURCES (10 YEARS) IN KSHS

KEY EXTERNAL AGENCIES

Carry out range rehabilitation / re-seeding Empower community based institutions (e.g. Council of Elders and EMCs) to sustainably manage their environments through grazing control Facilitate communities and their neighbours to come-up with appropriate grazing management plans Support efforts to improve on the distribution of both permanent and seasonal sources of water Support positive livestock marketing initiatives

50,000,000 20,000,000

MoL&F, MoA, CBOs, NGOs, ALRMP MoL&F, MoA, CBOs, NGOs, ALRMP

5,000,000 5,000,000 5,000,000 85,000,000

MoL&F, MoA, CBOs, NGOs, ALRMP MoL&F, MoA, CBOs, NGOs, ALRMP MoL&F, MoA, CBOs, NGOs, ALRMP

Total

PricewaterhouseCoopers Draft Marsabit Vision and Strategy

ALRMP

21

6.6 Livestock: Strategic challenges

Increase in livestock population beyond carrying capacity of range resources, inadequate (low prices) market for livestock and livestock products, lack of appropriate infrastructure to facilitate improved livestock marketing, declining milk yields/low milk yields and fluctuating livestock population are the main strategic challenging livestock rearing in Marsabit. The table below provides the strategic initiatives to address the challenges. Table 6.6 Livestock resource management matrix for Marsabit district
STRATEGIC INITIATIVES ESTIMATED INVESTMENT RESOURCES (10 YEARS) IN KSHS

KEY EXTERNAL AGENCIES 50,000,000 MoL&F, CBOs, NGOs, ALRMP MoL&F, CBOs, NGOs, ALRMP MoL&F, CBOs, NGOs, ALRMP MoL&F, CBOs, NGOs, ALRMP MoL&F, CBOs, NGOs, ALRMP MoL&F, CBOs, NGOs, ALRMP MoL&F, CBOs, NGOs, ALRMP MoL&F, CBOs, NGOs, ALRMP MoL&F, CBOs, NGOs, ALRMP MoL&F, CBOs, NGOs, ALRMP

Fodder conservation and development Improve livestock m arketing infrastructure (e.g. roads, markets, abbotirs) Promote value addition to livestock products (milk, hides, skins, hooves, etc) Improve breeds Facilitate disease eradication through mass and repeated vaccinations Strengthen cross-border disease surveillance through screening Build capacity of herders in livestock husbandry Form livestock Board to facilitate commercial off-take and exporting Establish and maintain market information systems and centres Support continuous de-stocking and restocking

100,000,000 30,000,000 5,000,000 50,000,000 20,000,000 5,000,000 10,000,000 10,000,000 20,000,000 300,000,000

Total
PricewaterhouseCoopers Draft Marsabit Vision and Strategy ALRMP

22

6.7 Wildlife and fish: Strategic challenges

Diminishing wildlife habitat, declining wildlife population species, poaching and destructive cultural practices, increasing incidences of human-wildlife conflicts, poor fish storage facilities, lack of proper fishing equipment, cultural taboos, i ncreased lack of sense of ownership on the part of communities, lack of any direct benefits by communities from wildlife and lack of consistent policy on wildlife utilization and ownership are key strategic challenges in the management of wildlife in the district. The table below presents the strategic initiatives to address the challenges. Table 6.7 Wildlife and fish resource management matrix for Marsabit district
STRATEGIC INITIATIVES Explore ways of passing benefits accrued from wildlife conservation to communities e.g. community wildlife conservancies Create/open up of wildlife corridors Re-introduce depleted indigenous species Return of elephant Ahmeds remains to Marsabit for the purpose of tourist attraction create a mini-museum for the remains Awareness creation on importance of wildlife and need for conservation Establish community fish ponds Improve fish storage preservation Support fishing co-operative Improve fish marketing system 40,000,000 20,000,000 5,000,000 ESTIMATED INVESTMENT RESOURCES (10 YEARS) IN KSHS

KEY EXTERNAL AGENCIES MoL&F, CBOs, NGOs, ALRMP, KWS

MoL&F, CBOs, NGOs, ALRMP, KWS MoL&F, CBOs, NGOs, ALRMP, KWS MoL&F, CBOs, NGOs, ALRMP, KWS, National Museum of Kenya

5,000,000 5,000,000 5,000,000 1,000,000 2,000,000 83,000,000

MoL&F, CBOs, NGOs, ALRMP, KWS MoL&F, CBOs, NGOs, ALRMP, KWS MoL&F, CBOs, NGOs, ALRMP, KWS MoL&F, CBOs, NGOs, ALRMP, KWS MoL&F, CBOs, NGOs, ALRMP, KWS

Total

PricewaterhouseCoopers Draft Marsabit Vision and Strategy

ALRMP

23

6.8 Salt: Strategic challenges

Marsabit district has significant deposits of salt (mludhe). The full exploitation of this resource is hindered by lack of equipment, natural mixture with soil and lack of a ready market for the resources. The following strategic initiatives would address these problems. Table 6.8 Salt resource management matrix for Marsabit district
STRATEGIC INITIATIVES ESTIMATED INVESTMENT RESOURCES (10 YEARS) IN KSHS

KEY EXTERNAL AGENCIES

Value addition to Muludhe Promote use of salt/Muludhe Improve purification means 85,000,000

MoL*F, MoA, CBOs, NGOs, ALRMP MoL*F, MoA, CBOs, NGOs, ALRMP MoL*F, MoA, CBOs, NGOs, ALRMP

Total

PricewaterhouseCoopers Draft Marsabit Vision and Strategy

ALRMP

24

6.9 Solar and wind energy: Strategic challenges

Lack of information on the uses of wind and solar energy and high initial investment costs prevent utilization of wind and solar energy. The table below presents the strategic initiatives to address the challenges. Table 6.9: Minerals resource management matrix for Marsabit district
STRATEGIC INITIATIVES ESTIMATED INVESTMENT RESOURCES (10 YEARS) IN KSHS

KEY EXTERNAL AGENCIES

Create awareness on solar and wind as sources of energy pilot units in public institutions Conduct a baseline survey & establish a database for enhanced utilization of wind and solar energy

10,000,000 5,000,000 15,000,000

Ministry of Energy, KENGO Ministry of Energy

Total

6.10 Coordination of ASALs Development Initiatives at district level

Before the commencement of the ALRMP, ASAL issues in the district were not addressed in a coordinated manner. The Drought Management Officers (DMO) and the District Steering Groups (DSG) have taken the role of coordinating the ASAL development initiatives at the district level. Broad based consultations indicate that this arrangement is working well in the initial 10 districts to benefit from the ALRMP. The consultations show that given the contentious provisions in the draft constitution, it would be prudent to continue coordinating ASAL development initiatives within the current arrangements where the DMO is the focal point and the DSG members coordinate inter-sectoral ASAL initiatives. It is recognised that the DSG is a sub -committee of the DDC but it needs strengthening so that it is able to handle the enhanced role of coordinating the implementation of the ASAL NRM Strategy initiatives.
PricewaterhouseCoopers Draft Marsabit Vision and Strategy ALRMP 25

As such the table below indicates the strategic initiatives to be achieved and the indicative investments required for effective coordination of the ASAL NRM strategic initiatives. Table 6.10: Coordination of development initiatives in the district
STRATEGIC INITIATIVES ESTIMATED INVESTMENT RESOURCES (10 YEARS) IN KSHS 5,000,000 KEY EXTERNAL AGENCIES

Enhance the role of DSGs to take on initiatives on natural resource management at the district level Develop a programme for implementation of ASAL initiatives in the districts (as per strategy) Develop a monitoring and evaluation system for ASAL initiatives in the districts Conduct regular reviews of ASAL activities in the district Make DSGs more inclusive i.e. include private sector organisations involved in natural resource management in the districts Hold regular working sessions to advance implementation of ASAL strategy initiatives

Ministry of Special Programmes, DDCs, Sectoral Ministries, NGOs, CBOs, Private Sector Ministry of Special Programmes Drought Management Officers

5,000,000

5,000,000 50,000,000 0

Ministry of Special Programmes Ministry of Special Programmes Ministry of Special Programmes, DDCs, Sectoral Ministries, NGOs, CBOs, Private Sector Ministry of Special Programmes, DDCs, Sectoral Ministries, NGOs, CBOs, Private Sector

20,0000

Total

65,200,000

PricewaterhouseCoopers Draft Marsabit Vision and Strategy

ALRMP

26