Proceedings

Laikipia County Wildlife Conservation Strategy

Stakeholders Conference

Proceedings

22nd of March 2012, Sportsman’s Arms Hotel, Nanyuki.

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List of acronyms

AP Administrative Police

CFA Community Forest Association

CG County Government

FCC Forest Conservation Committee

KFS Kenya Forest Service

KPRS Kenya Police Reserve Status

KWS Kenya Wildlife Service

LCC Laikipia County Council

LPP Laikipia Predator Project

LWF Laikipia Wildlife Forum

MRC Mpala Research Centre

NEMA National Environment Management Authority

SFG Space for Giants

STE Save The Elephants

WRMA Water Resource Management Authority

WRUA Water Resource Users Associations

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Contents

1. Introduction .............................................................................................................................. 4

2. Agenda ...................................................................................................................................... 5

3. Background & Presentations ...................................................................................................... 6

4. Group Work: Identify activities, timeline and lead stakeholders ................................................. 9

5. Next steps & Closure................................................................................................................ 17

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1. Introduction

The development of the Laikipia County Willdife Conservation Strategy was initiated in 2010 by the

Laikipia Wildlife Forum. It was born from the realisation that species strategies developed at the

national level were difficult to implement practically at the local level by land owners. In addition to

this, it became clear that the species conservation strategy could only be implemented in the

context of broader conservation strategies at the County level. The LWF proposed to lead the

development of such strategy in collaboration with the Kenya Wildlife Service. The purpose was to

understand whether the people of Laikipia want wildlife to play a role in the development of their

County, what they want for this wildlife and how they want to achieve the vision they have to this

wildlife.

The Wildlife Conservation strategy is developed in a participatory way. A steering committee

composed of experts, government, land owners and other stakeholders was established to guide its

evolution. However, the core of what was presented at the stakeholders’ conference is the result of

a very inclusive consultative process, including the views of a cross section of the Laikipia population

(400 people).

The conference is the third step in the development process of the conservation strategy. On the

basis of the consultative process, a Vision, Goal and a set of objectives and targets were established

and presented to the participants of the stakeholder conference. The conference brought together

representatives of a cross section of stakeholders of the Laikipia County and others (including

international NGOs, national administration etc) to:

Validate the Vision, goals, objectives and targets presented

Identify a set a priority actions to be carried out and groups of stakeholders to lead these

actions.

It is important to note that the strategy is a living document. Decisions taken at the conference will

then be taken back at the grass roots level for refining.

The Laikipia County Willdife Conservation Strategy is by no means a development strategy for the

Laikipia County. It is hoped however that it will highlight ways in which wildlife is to contribute to the

development of the county and to the well being of Laikipia residents, and thus is taken into

consideration when a County development plan is established.

It is the first time in Kenya that a conservation strategy is developed by land owners, it is hoped that

this process is replicated in other counties.

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2. Agenda

The conference was split into plenary presentations and group work.

Activity Speakers Chair

Morning

Welcome Mr Kalonzi (DC, Laikipia) Dr Anthony King, LWF

Origin of the Conservation Strategy Dr Anthony King

Opening KWS Director

Why the Conservation Strategy Matters LWF Executive Director

The Conservation Strategy Process Mr Agrey Maumo

The Conservation Strategy: A Summary

(Vision, Goal & Strategic Objectives)

Dr M. Graham

Group Photo

Group Activity: Guidelines for

developing strategic activities and

defining roles and responsibilities for

implementation.

Dr M. Graham LWF Executive

Director

Group Work: Break into 5 groups.

Develop strategic activities and identify

roles and responsibilities under each

strategic objective

Facilitators:

-Dr A. King

-Mr Josphat Musyima

-Dr M. Kinnaird

-Njenga Kahiro

-Dr M. Graham

LWF Executive

Director

13.00 Lunch

Afternoon

Key note speaker Hon. Nduritu Murithi

Group work

Plenary: Each group presents the

outcome of their discussion to the

entire conference

Facilitators identify a

spokesperson from

each group

LWF Executive

Director

Wrap up Dr M.Graham, Dr

Anthony King

LWF Executive

Director

The Way Forward: Finalising, Launching

& Implementing the Conservation

Strategy & Wrap up

LWF Executive Director

LWF Executive

Director

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3. Background & Presentations

The morning was dedicated to presentations which aimed to contextualise the conservation

strategy, provide insights in its development and guide the work of the participants.

Mr Kalonzi (District Commissioner, Laikipia) welcomed the participants. The DC reiterated his

support to the conservation strategy development process. For him, the future of Kenya lies in the

conservation of the environment. He emphasised the fact that if the environment does not become

a priority, there is little hope for the country. He called everyone to unite to protect what is left.

Dr Anthony King (previous Executive Director of the LWF, and Board member) provided insights on

the origin of the Laikipia County Wildlife Conservation Strategy. The strategy was born from the will

to support the implementation of national species conservation strategies at the land owner level

where there are no formally designated national protected areas; and determine how wildlife is to

be part of the development strategy of the Laikipia County as a whole.

Dr King, stressed that if wildlife is to persist it will be because people have the will to conserve it in

the context of their livelihood and of the current legislation. The strategy is to reflect what people

want in Laikipia. Laikipia is an exceptional conservation success. For Dr King, this is due to “an

accident” of history and land owners efforts have persisted despite the high costs of hosting wildlife.

It is time that efforts are guided by a strategy.

The conservation strategy is not a development strategy but the hope is that it will be part of a

broader development strategy to be established by the County Government.

Dr Julius Kipng’etich, KWS Director, formally opened the conference and set the context in which the

strategy needs to be grounded. The Director, reminded everyone of the great pressures that are

threatening natural resources in the world and Kenya. By 2030, it is expected that Kenya will harbour

65 Million people, 160 Million by 2100. The way in which resources are managed currently will not

enable them to support such a population.

Vision 2030 sets a vision of a prosperous and competitive Kenya with high quality of life. He raises

the question of how this is possible in the current economic paradigm? This is why there is need for

NEW thinking to emerge. Challenges to come include:

1. Access to water- the importance of progressive laws and support needed for institutions to face

challenges. More collaboration is needed between water institutions and organisations responsible

for the protection of water towers;

2. Access to sufficient food is a priority. There is need to be more creative, use technology to provide

sufficient food to all.

3. Alternative sources of energy have to be found. 70% of the rural population in Kenya uses

firewood or charcoal for fuel. The remaining 2% of forest cover will disappear quickly with the

increased population. It is essential to find alternative sources of energy.

4. Unemployment. Unemployment is the source of a vicious circle of land degradation. The question

is how can wildlife and other biodiversity can contribute to breaking the spiral and provide

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meaningful employment. Tourism is a labour intensive sector and there is a need to scale it up. The

potential for sustainable nature based enterprises as a source of employment need to be explored

further and as a way to reduce pressure on wild natural resources.

The environment needs huge investments, its benefits are often not recognised enough. In order to

be effective we need to be united. Leadership has to change from promoting individual gain to

working for the whole. We have no choice but live on the Earth, a tiny spec in the cosmos. If we do

not take care of it properly, there are no alternatives.

Given the challenges ahead, radical ideas have to emerge, and be experimented. The conservation

strategy is a way to do this.

Dr Mordecai Ogada , Executive Director of LWF focused on the importance of the strategy. He re

iterated that wildlife conservation is all about people. He warned participant that referring to

conservation in economic terms does not capture the essence of conservation. Conservation is a

principle that needs to be put forward as a principle, society needs to strive to spread the benefits of

conservation. When one refers to billions lost in a forest fire, one misses the services provided by

100s of year old trees.

For him the fact that wildlife has survived in Laikpia, is thanks to the spirit of Laikipia residents. The

conservation success of Laikipia may have been by accident, it needs to be kept going. Laikipia

County Wildlife Strategy is about people wanting to conserve a living system, not a preserved (dead)

one. The strategy is about capturing the dynamism of the system, it is about changing what needs to

be changed and keeping what does not need to change. The challenge for the conservation strategy

will be to expand the conservation benefits and minimise the costs. A key point will be to reduce

human/elephant conflicts; keeping in mind the fact that wildlife is resilient.

For LWF Executive Director, the strategy strives to become a template for other Counties, it is thus

to serve Laikipia as and the country.

Agrey Maumo, senior Warden Laikipia (KWS) presented the development process of the Laikipia

Wildlfie Strategy. He stressed the consultative process which formed the basis of the strategy,

provided definitions of what strategy, visions, goals, objectives and activities are. Mr Maumo

stressed that the conference is not the end of the process, that further work is needed, partnerships

to be established for the strategy to be implemented. A strategy is living thing.

Although a number of people know about the process which is being followed, it was felt by the

organisers that everyone needed to be brought up to speed in order to understand where the

strategy has come from and what is expected from the participants.

Dr Max Graham, Executive Director of Space for Giants, presented a summary of the strategy. He is

the consultant who was in charge of facilitating the development of the strategy. His presentation

took the participants through the vision, gaol, objectives that have emerged from the lengthy

consultation process. He emphasised that the discussions with the 400 stakeholders determined

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“where the Laikpia people want to go” in relation to wildlife conservation and this was captured in

the vision, goals, objectives and targets of the strategy.

Vision: Laikipia County is recognised by Kenyans and the world as one of Africa’s greatest

conservation success

Goal: By 2030 the people of Laikipia perceive wildlife as a valuable asset and the diversity and

populations of native species have been maintained or increased.

He reiterated that the purpose of the conference was to identify “how to get there” in a set of

activities that will enable Laikipia people to get where they have decided to go.

He emphasised the fact that the strategy is not set in stone that it will evolve with the thinking and

challenges faced. He also stressed that a stable or increased wildlife population can only be

achieved if wildlife is seen as an asset by residents of Laikipia. Although tourism is considered as the

way for wildlife to bring benefits to the County, it is not the panacea. Tourism is fickle and tourism

investments rely highly on political stability. In order to increase the spread of wildlife conservation

benefits, it is essential that the legislative framework establishes enabling mechanisms.

Honorable Mr Ndoritu Murithi, MP, Laikipia West was

encouraged participants to be creative and innovative.

Conservation is not popular politically as, according to him, the

majority of people do not feel part of the conservation

enterprise. Wildlife conservation is equated, in some areas, to

conflicts, especially human/elephant conflict. The costs of wildlife

are perceived as very high in terms of livelihood and human

safety whereas the economic rewards are small.

The MP stresses that fact that there are opportunities however

to expand the reach of benefits. For example in Laikipia West

small holder farmers on marginal lands, often abandoned, are

seeking to come together and try to pull their land together in

order to make it a viable unit. One of the land use explored is

wildlife conservation. The MP invites the participants to

conference be innovative in order for wildlife benefits to reach the majority. The government also

has responsibilities ensure that the majority of citizens are not excluded from the enterprise.

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4. Group Work: Identify activities, timeline and lead stakeholders

Groups deliberated all afternoon on the actions to be taken to ensure that objectives are fulfilled

and targets achieved. Results of the group work are summarised below and is the basis of the

strategic activities which will be incorporated in the strategy and taken back to local stakeholders in

Laikipia for final validation/discussion/refining.

Groups were asked to identify activities, timeline and lead actors. Most did not have the time to

complete the work but all have laid the foundation for further refining.

4.1 Strategic Objective 1: Secure and increase space for wildlife

Recommendation 1: The strategy needs to emphasise

that conservation is to be understood in a broad sense.

It is about healthy land for people, wildlife, livestock,

vegetation etc.

Recommendation 2: The group prioritised targets. The

target: by 2030 the Laikipia County Government clearly

recognises wildlife as an important public benefit, is to

be the most important target to achieve. It is about the

County government creating an enabling environment for wildlife to become of public benefit.

TARGET 1.1: BY 2030 THE LAIKIPIA COUNTY GOVERNMENT CLEARLY RECOGNISES WILDLIFE AS AN

IMPORTANT PUBLIC BENEFIT.

Activities Lead actors

1.1.1. Lobby the county government to harmonise tax regimes in order to create incentives for landowners to create space for wildlife

LWF, KWS

1.1.2. Partner with county government to value and support conservation of habitat & healthy ecosystems and assist the County Government to lobby for greater support from the national government to do this.

LWS, KWS, County Government

1.1.3. Carry out a study to identify the best institutional arrangements to secure space for wildlife according to land tenure regimes in the local area

1.1.4 Re brand conservation to transform it from being perceived as a NGO dominated sector to a “productive wildlife sector”. Strengthen this sector locally and nationally and support the County government to identify Laikipia as a wildlife producing County.

TARGET 1.2: BY 2030 THE OWNERS OF THE 3,650KM2 OF EXISTING HABITAT THAT CURRENTLY

SUPPORTS MOST OF LAIKIPIA’S WILDLIFE ARE COMMITTED TO WILDLIFE CONSERVATION AS A

FORM OF LANDUSE.

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Activities

1.2.1 Community lands: Create /ensure transparency of benefit distribution from wildlife based activities within communities and to others. Strengthen economic activities on lands currently secured to keep it as is or expand. 1.2.2. Private lands: Ensure security of land tenure 1.2.3. Strengthen the collaboration between community and private land owners (e.g joint resource management plans) in addition to existing and expand social development support. These activities need more support from LWF.

TARGET 1.3: BY 2030 OWNERS OF AT LEAST HALF OF THE 3,196 KM2 OF EXISTING HIGH POTENTIAL

WILDLIFE HABITAT (WHERE WILDLIFE IS CURRENTLY ABSENT OF FOUND IN LOW NUMBERS) ARE

COMMITTED TO WILDLIFE CONSERVATION AS A FORM OF LAND USE.

Activities

1.3.1. Community lands Develop community land use plans (including resource use plans) 1.3.2. Abandoned lands: re-establish security of tenure

TARGET 1.4: BY 2030, WITHIN THE CONTEXT OF STABLE WILDLIFE POPULATIONS, MORE THAN

HALF OF LAIKIPIA’S RESIDENTS VIEW WILDLIFE AS AN ASSET.

Activities

1.4.1. Carry out baseline survey to establish current perception 1.4.2. Education/awareness raising campaigns to reach the wider population in Laikipia about how wildlife contributes to the whole of the local economy 1.4.3. Mitigate human/wildlife conflict (SO5)

4.2. Strategic Objective 2: Strengthen security for wildlife in Laikipia County

TARGET 2.1: BY 2030 THE PROBLEM OF ILLEGAL KILLING OF WILDLIFE HAS BEEN ELIMINATED

Activities Leading actor

2.1.1.Lobby government for elimination of illegal firearms in Laikipia

2.1.2. Establishment of managed KPR units in Laikipia County (6)

KWS, AP, SFG, Landowners

2.1.3. Lobby government to enable people to own and use wildlife.

2.1.4. Develop a manual to train law enforcement personnel to successfully prosecute those involved in wildlife crimes

KWS prosecutors, lawyers, SFG, LWF

2.1.5. Establish an umbrella for the development of

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conservancies in abandoned lands

2.1.6. Explore instruments for capturing economic benefits from wildlife protection (eg REDD)

2.1.7. Carry out education and awareness campaigns- harmonise and target messages

LWF, NEMA, others

2.1.8. Establish systematic monitoring of illegal killing of wildlife (e.g MIKE) in Laikipia

MRC, SFG, STE, KWS

2.1.9. Lobby nationally and internationally against consumption of endangered species trophies?

4.3. Strategic Objective 3: Maintain and enhance habitats and connectivity to maximize species diversity, ecosystem services and human well being.

Recommendation 1: Target 7 (there are no significant areas of bare ground by 2030 to be incorporated in Target 2 (by 2030 appropriate management action has been taken to maintain or enhance natural habitats that are vulnerable and in decline). Recommendation 2: Target 2 to be more specific, natural habitat that are vulnerable and in decline refers to bushed grasslands mosaic areas (riparian areas, wetlands, forests are captured in other targets). Recommendation 6: Target 6 (by 2030 populations of wildlife that are vulnerable to local extinction recover by 10% to be captured in another objective.

TARGET 3.1: BY 2030 THE AREA UNDER UPLAND FOREST HAS INCREASED BY 50%

Activities Timeline Lead actors

3.1.1. Strengthen CFAs to improve governance and

capacity and establish new ones where they are not

established. Capacity needs to be strengthened in

relation to :

Understanding of the legislation

Enforcement of the law

Forest rehabilitation (planned grazing, tree planting, etc.)

Awareness on rehabilitation methods

5 years LWF and KFS

3.1.2. Create a mechanism to make effective linkages

between CFAs and KFS

1 year FCC, KFS, LWF, CFAs

3.1.3. Mobilise resources to support CFAs:

lobby for a county-level trust fund

investigate feasibility of county-wide carbon project

Promote more equitable benefit-sharing agreements KFS/CFAs

18 months

KFS, CFAs, county

govt and forest

conservation

stakeholders

3.1.4. Increase uptake of alternative energy sources

identify champions within CFAs to show best-

3 years

CFAs, LWF

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practice and promote them in the wider community

TARGET 3.2: BY 2030 APPROPRIATE MANAGEMENT ACTION HAS BEEN TAKEN TO MAINTAIN OR

ENHANCE THE BUSHED GRASSLANDS MOSAIC THAT IS VULNERABLE AND IN DECLINE TO SUSTAIN

WILDLIFE AND HUMAN LIVELIHOODS

Activities Timeline Lead actors Indicators

3.2.1. Facilitate the establishment of land use

plans in communal land areas specifying: use

planning

Settlement

Grazing

Natural resource use like charcoal

5 years LWF,

community

conservancies,

NRT

5 communal land

use plans

3.2.2. Promote the consolidation of

smallholdings to create economically and

ecologically viable units for integrated

livestock/wildlife management

Strengthen and promote Thome as a model

1 year

5 years

KWS,

landowners,

LWF, Zeitz

Foundation,

Segera

Thome as a working model

2 more consolidated smallholdings

3.2.3. Active habitat management

Zones protected from browsing damage

Use tools to improve land health (grazing)

Control invasive species

Landowners,

LWF

Reduce bare land

3.3.4. Awareness of legislation and enforcement

to control charcoal production

Reinvigorate Kenya Charcoal Working Group

Awareness amongst judiciary about legislation

KFS, LWF,

conservancies,

KCWG, NEMA

TARGET 3.3: BY 2030 THE EWASO NYIRO RIVER AND ITS TRIBUTARIES FLOW YEAR ROUND

Activities Lead actors

3.3.1. Strengthen WRUAs and encourage employment of effective

management

LWF, WRMA, Ministry of

Agriculture, Provincial

Administration

3.3.2. Scale-up efficient water use systems

Drip irrigation

Water storage and harvesting

Champions with working examples

All stakeholders led by LWF

and WRMA

3.3.3. Support the enforcement of existing legislation

Lobby NEMA to enforce EMCA

Pegging of riparian reserves

Prevent illegal boreholes

WRMA, WRUAs, LWF

3.3.4. Lobby for a county-level legislation promoting water storage WRMA

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3.3.5. Actively manage and rehabilitate riparian land to ensure

vegetation cover

WRUAs

3.3.6. Supporting access to funds to implement sub-catchment

management plans

Common intake

3.3.7. Strengthen linkages between WRMA and Water services

board

TARGET 3.4: BY 2030 MANAGEMENT PLANS ARE IMPLEMENTED FOR EACH OF LAIKIPIA’S

WETLANDS

Action Actors

3.4.1. Wetlands and springs recognised as a national

asset and legislation developed to support their

management

Re-establish and enforce boundaries

WRUAs, WRMA, Water Service Boards,

Ministry of Water and Irrigation, Ministry

of Agriculture

TARGET 3.5: BY 2030 WILDLIFE IS ABLE TO MOVE UNHINDERED WITHIN LAIKIPIA AND BETWEEN

LAIKIPIA AND THE ADJACENT ECOSYSTEMS

Activities (incomplete)

3.5.1. Fences – allow free movement of wildlife between ecologically connected areas

3.5.2.Identify important corridors and promote wildlife-tolerant activities in these areas

4.4. Strategic Objective 4: Promote effective collaboration among Ewaso Ecosystem stakeholders

to enable wildlife conservation and management in Laikipia County.

Recommendation 1: Goal needs to include a

cultural aspect of wildlife, asset may be

understood as mainly economic.

Phrasing proposed is: By 2030 the people of

Laikipia perceive wildlife as part of their heritage

and as a valuable asset and the diversity and

populations of native species have been

maintained or increased.

Recommendation 2: timeline to be changed in targets 1 and 4 to 2017.

TARGET 4.1: BY 2017 THE COUNTY GOVERNMENT HAS IN PLACE A CLEAR INTEGRATED LAND USE

PLAN THAT RECOGNISES AND PROTECTS THE NEEDS OF WILDLIFE.

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Activities Timeline Lead actors

4.1.1. Understand current land use and potential areas of alternative use, consolidate this information in maps

2013 LWF, MRC, CG

4.1.2. Support the creation of dialogue amongst different sectors of government through the establishment of a task force

throughout LWF

4.1.3. Facilitate the creation of an integrated land use plan

By 2017 LWF, CG

TARGET 4.2: BY 2030 MEMBERSHIP OF LWF INCREASES TEN FOLDS FROM 2012 LEVELS AND IS

REPRESENTATIVE OF THE PEOPLE OF LAIKIPIA.

Activities Timeline Lead actor

4.2.1. Increase awareness creation through a variety of media

Continuous LWF

4.2.2. Open an office in Laikipia West LWF

4.2.3. Explore new membership structure potential

LWF

TARGET 4.3: BY 2017 THE LAIKIPIA COMMUNITY ESTABLISHES A FRAMEWORK TO FOSTER

DEMAND DRIVEN RESEARCH

Activities Timeline Lead actor

4.3.1. Identify all previous research publications and establish and annotated bibliography and a resource center

By 2017 LWF, MRC, AWF, NRT

4.3.2. Create a central database for Laikipia and establish a link with members

2017

4.3.3. Create a digital forum/blog for sharing information

2015

TARGET 4.4: BY 2030 WILDLIFE MANAGEMENT DECISIONS TAKEN IN LAIKIPIA, RECOGNISE

UNCERTAINTY, AND ARE INFORMED BY THE RESULTS OF APPLIED MONITORING AND RESEARCH

Activities Timeline Lead actor

4.4.1 Support and encourage sharing of information between researchers, policy makers, land owners, KWS- creation of a network

By 2017 LWF, MRC, AWF, NRT

4.4.2. Establish natural resources extension services to disseminate resource findings

Extension agents recruited by 2017

4.4.3. Refine and implement long term monitoring protocols to monitor changes in the environment

By 2017

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TARGET 5: BY 2030 CONSERVATION ORGANISATIONS OPERATING IN LAIKIPIA COLLABORATE

EFFECTIVELY

Activities

4.5.1. Initiate a Laikipia annual research day

4.5.2. Initiate a Laikipia resource information day

4.5. Strategic Objective 5: Minimise costs of living with Wildlife

TARGET 5.1: BY 2030 RESPONSIBILITY FOR MANAGING THE HARD BOUNDARIES THAT SEPARATE

LAND COMMITTED TO CONSERVATION FROM LAND WHERE WILDLIFE IS NOT TOLERATED IS

CLEARLY DEFINED AND DESIGNATED.

Activities Lead actors

5.1.1. Create a centralised body to oversee location, design, management of hard boundaries- Central fencing committee for example encompassing technical, ecological, socio political expertise

KWS, stakeholders, LWF, CG, SFG

5.1.2. Support the creation of government funding streams

5.1.3. Creation of community institutions in wildlife intolerant areas of the boundaries- role would be education, maintenance responsibility, entry points, development of income generating activities

Committee, CG, SFG

5.1.4. Lobby/support the enforcement of penalties for fence breakage (vandalism), working with and sensitise judiciary, landowners, KWS on law enforcement procedures

LWF, land owners, KWS

TARGET 5.2: BY 2030 PAC IS TIMELY AND EFFECTIVE

Activities Lead actors

5.2.1. Establishment and training of community scouts NGOs, KWS?

5.2.2. Determine and establish communication protocols for effective reporting of conflict incidents

KWS, local people, SFG

5.2.3. Identify local actors/leaders as focal point

5.2.4. Lobby (carry on) for increase in wildlife crime penalties LWF, Judiciary, police, Wildlife managers, national government

5.2.5. Sensitise people on conflict prevention

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TARGET 5.3: BY 2030, WITHIN THE CONTEXT OF STABLE ELEPHANT POPULATION, CROP RAIDING

BY ELEPHANTS IN LAIKIPIA COUNTY REDUCES BY 90% FROM 2012 LEVELS.

Activities Lead actors

5.3.1. Lobby for increased personnel and equipment on the ground: increase in KWS outpost (already initiated) and PAC capacity

KWS

5.3.2. Identify and implement systems to improve KWS and community collaboration for rapid response

KWS

5.3.3. Build people’s capacity to deter elephants (use research, education, community based deterrents)

5.3.4. Increase number of community scouts SFG

5.3.5. Develop reliable channels for communication SFG

5.3.6. Provide technical support for community ring fences around discreet farming areas on the basis of recommendations by the Laikipia Fence Committee (see target 5.1)

Laikipia fence committee

5.3.7. Increase elephant habitat by supporting CFAs, development of new conservation model, processes for productive use of abandoned lands

CFAs, KWS, NGOS, SFG, Zeits Foundation

TARGET 5.4: BY 2030, WITHIN THE CONTEXT OF STABLE PREDATOR NUMBERS, DEPREDATION HAS

BEEN REDUCED BY 90% FROM 2012 LEVELS.

Activities Lead actors

5.4.1. Lobby for mechanisms to allow areas where predators breed to control predator numbers

LWF

5.4.2. Community: promote and facilitate the use of predator proof bomas with advice from Laikipia Predator Project and Ol Pejeta Conservancy

LPP

5.4.3. Increase wildlife tolerant areas and wildlife numbers so that predators have enough to eat outside livestock areas; enable productive use of abandoned lands, stimulate private/community partnerships for increased tourism, provide incentives for predator conservation, ensure adequate benefit sharing, create income generating activities and improve land use on settled areas (e.g. planned grazing)

5.4.4. Improve herding practices on community lands (more herders, dogs, soil conservation and land use)

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5. Next steps & Closure

Dr Mordecai Ogada laid out the next steps for the strategy. It is expected that the strategy will be

compiled in a final draft document by the end of April, and launched in May 2012. He emphasised

the fact that a lot of work will have to be done in the context of new system of government which

represents challenges and opportunities. The Laikipia County Wildlife Conservation Strategy will

enable the Laikipia residents to ensure that conservation is taken into consideration at the County

level. The strategy document will be brought back for validation and discussion in the different areas

of Laikipia.

Dr Anthony King wrapped up and closed the meeting by stressing again that the conference is not

the end of the strategy development. The strategy responds to desires of people of Laikipia to have

wildlife in the County but for it to be part of the future of Laikipia, hard decisions will have to be

taken. Wildlife is not seen as a useful political asset, as for the moment, it is about conflicts, threats,

costs or nothing. Things have to change at the national level for things to change on the ground and

Laikipia residents have to be clear about what they want in order to make and lobby for the

necessary changes.

It is important to understand that wildlife is not a political issue however, using wildlife for politics

risks ending by people and wildlife losing out. Wildlife can be an opportunity for development and

the strategy needs be clear about how to harness this opportunity. In Laikipia, people work together,

and this unique Laikipia identity is reflected in the Laikipia County Wildlife Conservation Strategy.

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Appendix 1: List of participants

STRATEGIC GROUP

NAME Organisation EMAIL ADDRE/PHYSICAL ADDRESS TELEPHONE NO.

4 Johnson Sipitiek African Conservation Centre

5 Jonathan Rana African Conservation Centre

5 James Mathenge Agsrs KWS MCA P.O.Box 22 Nyeri

4 Ben Wandago AWF Samburu

1 Jeremiah Lemiruni CCT &LCC

3 J K Kinyua Chair FCC Central

5 Lydiah Wandiah

Chairman(Ol Morani)Tourism&Environment Committee LCC

5 Joseph Karonji Chairman-LCC East

3 Phillip Thimba Chairperson HOPE

5 John Bosco CLLR Laikipia CC

5 Johnson Gichuhi CLLR Laikipia County Council

2 Dr Max Graham Space for Giants 3 Salim Edong CLLR Laikipia West P.O.Box 114 Nanyuki salimedong@yahoo.com

5 Peter Kirwa Saina CLLR Laikipia West

Mbuthi P M CLLR Laikipia West

Daniel Kinyua CLLR Laikipia West

Magdalena W.K CLLR Laikipia West

Raphael Mumbiko CLLR Laikipia West

5 Daniel E Krimi CLLR LCC 0729472650

5 David Wanjohi Conservancy Thome Group Ranch

4 Dr. Enosh Osoro Nyakweba

D/Director WC Ministry Forestry & Wildlife 0722597849

2 J Mathenge DC-Laikipia East

4 Charles Nderitu DDO-LCC

DRAFT

19

B W Kavu Deputy Director KWS

1 Celine Achieng' EAWLS 20110-00200 Nbi

3 Belinda Low Grevy Zebra Trust

5 J.M Machomba HOPE 0720545446

1 Patrick Karmushu Il Ngwesi Conservancy

1 Saaya Tema Il Ngwesi Conservancy P.O.Box 380 Nanyuki

3 Patric Leresi Il Ngwesi Conservancy

3 James M. Mwamodenyi KFS jmwamngombe@kenyaforestservice.org

Julius Kipng'etich KWS Director

4 Peter Murimi KWS

5 David Koskey LACOWAS laikipiadev@yahoo.com 0721774477

5 Magdalene W Kariuki Laikipia County Council

Patrick Ngugi Laikipia County Times editor@laikipiacountytimes.co.ke 0718609532

5 Sveva Gallmann Laikipia Nature Conservancy

4 Mordecai Ogada Laikipia Wildlife Forum

2 Jacob Ekoil LCC

1 John Kinoti Lewa Wildlife Conservancy john.kinoti@lewa.org

1 Geoffrey Chege Lewa Wildlife Conservancy geoffrey.chege@lewa.org

1 Mike Watson Lewa Wildlife Conservancy

3 Delphine King LWF

3 Josephat Musyima LWF

1 Anthony King LWF BOD

3 Viginia Wahome LWF CLO

3 Richard Nyabet Makurian Group Ranch

1 Paul Kere MEMR

4 Dr Margaret Kinnaird MPala Research Centre

5 Isaac Kinyanjui N/W Unit LWF isakinke@yahoo.com

4 Beatrice Lempaira Naibunga Conservancy Trust

DRAFT

20

4 Staline Kibet National Museums of Kenya

3 Dominic Maringa Ngare Ndare Forest Trust

3 Juliet King Northern Rangelands Trust

4 Mike Harrison NRT

2 Jirma Molu NRT Private Bag Isiolo

5 KWKS Gauthawa Ol ARI Nyiro

1 John Weller Ol Jogi

2 Jamie Gaymer Ol Jogi

3 Kimani Kuria Ol Jogi Ltd

1 John Elias Ol Lentille

3 Richard Vigne Ol Pejeta Conservancy

2 Martin Mulama OPC

5 John Ole Tingoi Oretiti

none Catherine Wambani PAD,KWS

5 Hewton Gitonga Provincial Administrator

5 Raul O Onyango Provincial Administrator

4 CLLR John Elerman Rumuruti Town Council 0723130019

4 CCL Peter Kirwa Saina Rumuruti Town Council 0722697394

4 CCL Simon Kanyutu Rumuruti Town Council

2 Patrick Omondi SAD, KWS

2 Mark Jenkins Segera

5 Gabriel Njenga Segera

5 Tobias Ochieng' Space for Giants

4 Festus Ihwagi STE

2 Anne Powys Suyian Ranch

5 Gilfrid Powys Suyian Ranch

5 Aggrey Maumo SW-KWS

4 David Wanjohi Thome Community Conservancy 0725149076

DRAFT

21

1 Charles Oluchina The Nature Conservancy

5 Jackson Mbuthia VISION 2050

5 Daniel Gituku Vision 2050 gitukuan@yahoo.com 0721792044

5 Agnes Wamuyu Vision 2050

4 Mary N Mathiani Vision 2050

5 Moses Marete Vision 2050

5 Joseph Theuri Vision 2050 WECA Chairman

5 Laurence Frank Laikipia Predator Project

5 Jackson N Waweru LCC 0725580639