KENYA WILDLIFE SERVICE
Introduction
1.1. Background of Kenya Wildlife Service
Kenya Wildlife Service (KWS) is a State Corporation established by the Wildlife (Conservation and Management) Act, CAP 376 and The Wildlife (Conservation and Management) Act no. 16 of 1989. They provide for the establishment of national parks and national reserves and define how they are to be managed. The Environmental Management and Coordination Act (EMCA) of 1999 provides for the legal and administrative co-ordination of the diverse sectoral initiatives, including management and conservation of wildlife so as to improve the national capacity for the management of biodiversity and the environment in general.

The operations of the KWS are also impacted and guided by other overarching policy and legal frameworks (e.g. those relating to Forests, Fisheries, Mining, Lands, Water, Industry, Rural Development, Agriculture, Local Government, National Security, National Museums and the research programmes under KEFRI, KEMFRI and KARI) which necessitate structured and functioning relationships with other GOK departments /agencies and the international and local communities.

1.2. The Mandate of the Kenya Wildlife Service
The overall mandate of KWS is to conserve and manage wildlife in Kenya with the following:
• Sole jurisdiction over National parks
• Supervisory role in the management of National Reserves, Local and Private Sanctuaries License, control and supervise all wildlife conservation and management activities outside the protected areas
• Conservation Education and Training
• Wildlife Research

1.3. Role of KWS

The role of KWS can be summarized as follows:-

• KWS is responsible for the management and protection of important and critical water catchments areas (Mt Kenya , Aberdares, Mt. Elgon, Chyulu and Marsabit). KWS also has an additional role of protection and restoration of the Mau forest.

• KWS complements in national security.

• KWS is a lead agency under Kenya roads board for development and maintenance of roads.

• Energy - 70% of Kenya’s electricity is hydro based mainly from Tana River water of which comes from Mt. Kenya and Aberdare National Parks

• The second source is the Turkwell Gorge, which is in Nasalot National Reserve.

• Geothermal power is from Hells Gate National Park.

• KWS manages 10 marine parks and reserves which are critical breeding grounds and by extension the sustenance of the fishing industry.
Kenya Wild Service manages 35 designated national parks and reserves: • Aberdare National Park • Amboseli National Park • Arabuko Sokoke National Park • Arawale National Reserve • Bisanadi National Reserve • Boni National Reserve • Central Island National Park • Chyulu Hills National Park • Hell's Gate National Park • Kakamega Forest Reserve • Kisite-Mpunguti Marine National Park • Kisumu Impala Sanctuary • Kora National Park • Lake Nakuru National Park • Losai National Reserve • Malindi Marine National Park • Malka Mari National Park • Marsabit National Reserve • Meru National Park • Mombasa Marine Park • Mount Elgon ational Park • Mount Kenya National Park
Within KWS there are several services, each responsible for a different area of work:
Community Wildlife Service
This branch of the KWS works outside the national parks. They work instead in areas such as wildlife corridors, and teach the communities living there to encourage conservation and look after their resources.

Security Services
The job of this service is to eliminate poaching in the national parks, and stop illegal trade.

Veterinary Services
This service ensures that healthy breeding populations of species are maintained throughout the country.

Training
KWS has a training centre based in Naivasha. KWS staff are taught here, and courses are also run for outside students in ecology and tourism.

Education
KWS run several education centres: • Nairobi Safari Walk • Nairobi Education Centre • Lake Nakuru Education Centre • Tsavo East Education Centre • Tsavo West Education Centre
These are located inside National Parks, and run programs to encourage people to care for their environment. It is aimed at local people, particularly school groups, but is open to anyone.
2.3 Challenges necessitating change in KWS
Despite the remarkable achievements in record time management believes a number of challenges remain unaddressed:

1. Decentralisation of management to the regions while letting the head office provide oversight role and leadership has not been wholly achieved as desired and will inform some of the policy initiative.

2. Information sharing is a challenge and continued investment in ICT will be enhanced to ensure complete networking for all divisions and regions.

3. Equitable resource allocation and sharing remains a challenge. Effective implementation of any strategic plan depends on rational and equitable resource allocation across the organisation and investment in proper linkages between the strategic plan budgets and the operational activity begets at the departmental levels need to be done.

4. At operational level, not every person internalised the strategic plan hence there was a disconnect between activities at the operational level with the plan. So far the development of the new plan involved contributions from a wide section of staff which should ease its internalisation and implementation and ownership.

5. 2. Synergy across departments was not achieved as required. Culture change management will need to be initiated and maintained throughout. Equally important but not given complete attention was Risk Management strategy.

6. A clear policy on disposal of trophies is required given government policy on trade in endangered species and yet KWS builds up stock on wildlife trophies.

Source: 1. KWS Strategic Plan 2008/2012

2. W ildlife policy, the wildlife (conservation and management) Act, Cap 376 and amendment Act No. 16 of 1989[pic][pic][pic]