strategy 2 - kenya wildlife service
TRANSCRIPT
i
STRATEGY 2.02012-2017
STRATEGY 2.02012-2017
ii Strategy 2.0
Northern
Western
Tsavo
Eastern
Coast
Mountain
Central Rift
Southern
Tsavo East N.P.
Tsavo West N.P.
Kora N.P.
Losai N.R.
Sibiloi N.P.
Boni N.R.
South Kitui N.R.
Rahole N.R.
Masai Mara N.R.
Meru N.P.
Marsabit N.R.
Dodori N.R.
Malka Mari N.P.
Mt. Kenya Forest ReserveAberdare N.P.
South Turkana N.R.
Arawale N.R.
Bisanadi N.R.
Chyulu Hills N.P.
North Kitui N.R.
Mt. Kenya N.P.
Nyambene N.R.
Amboseli N.P.
Shaba N.R.
Marsabit N.P.
Laikipia N.R.
Kiunga Marine N.R.
Ruma N.P.
Ngai Ndethia N.R.
Chepkitale N.R.
Samburu N.R.
Mt. Elgon N.P.
Lake Nakuru N.P.
Shimba Hills N.R.
Nairobi N.P.
Mombasa Marine N.R.
Malindi Marine N.R.
Nasolot N.R.
Tana River Primate N.R.
Lake Bogoria N.R.
Buffalo Springs N.R.
Kamnarok N.R.
Hell's Gate N.P.
Diani Chale Marine N. P.
Mwea N.R.
Kerio Valley N.R.
Mt. Longonot N.P.
Arabuko Sokoke N.P.
Kakamega N.R.
South Island N.P.
Kisite Marine N.P.
Watamu Marine N.R.
Ol Donyo Sabuk N.P.
Mpunguti Marine N. R.
Mombasa Marine N.P.
Ndere N.P.
Malindi Marine N.P
Central Island N.P.
Saiwa N.P. Maralal National Sanctuary
Lake Simbi National Sanctuary
LegendMajor river
Lake
Wildlife Protected AreaNational Park
National Reserve
Marine Park
Marine Reserve
Sanctuary
KWS's Conservation AreasCentral Rift
Coast
Eastern
Mountain
Northern
Southern
Tsavo
Western
Ocean
Coastline
0 75 150 225 30037.5Kilometers
Prepared by: Hongo & Mukeka - Jan 2013Source of Data: KWS & SoK
Users noting errors are requested to note them on the map and forward to:KWS, Biodiversity Research & Monitoring Division, GIS Section P.O. Box 40241 - Nairobi
Kenya Wildlife Service Conservation Areas
1
CONTENTS
Foreword 2
Glossary 3
Acronyms
Balanced Score Card Definitions
1 About Kenya Wildlife Service 6
2 Mission, Vision and Core Values 7
3 KWS Strategy Story 8
KWS Strategy House 9
4 2008 - 2012 Strategic Plan Reflections 10
5 Strategy Themes 12
6 Situational Analysis 13
6.1 PESTLE Analysis 13
6.2 SWOT 14
6.3 Customer/Stakeholder Analysis 15
7 Corporate Strategy Map 17
7.1 Objective Summary 18
7.2 Broad Objectives and Initiatives 20
8 Corporate Balanced Score Card 22
9 Financial Forecast 30
10 Cascading, Monitoring and Evaluation 31
11 Structure to Deliver Strategy 2.0 32
12 Corporate Structure 33
2 Strategy 2.0
FOREWORD
KWS STRATEGY 2.0: “Preserve the Core and Stimulate Progress”
As we launch our five-year plan 2012-2017, we look back and celebrate years of hard work and sacrifices that have helped conserve a wildlife heritage like no other for future generations. Powered by our past successes and desirous of improving on our inadequacies, we have developed a new roadmap termed KWS Strategy 2.0, a strategic plan which we believe will bring us optimum efficiency, accountability and success in our quest for conservation excellence.
This strategy is a culmination of many consultative forums both within and outside KWS, careful evaluation of our customer and stakeholder needs, our capabilities and our resources - financial and human. It focuses on preserving our core values, while adapting our initiatives and operating practices to an ever-changing world. Our strategy’s theme is therefore a magical amalgamation of preservation of the core and stimulation of progress. Our strategic plan focuses on three key themes: conservation stewardship, people excellence, and collaborative partnerships. The themes are informed by our core competencies, but our strategy is to strive for excellence. We have aligned the plan with Kenya’s national development blueprint, Vision 2030, by cascading the blueprint’s strategic objectives and identifying our contribution. The strategy derives initiatives from these objectives and allocates resources for realising them. We shall focus on the “who” - our people; not just any people but the right people for the responsibility of conserving our wildlife heritage. We shall endeavour to measure more, share more information and best practices and welcome more partners in our pursuit of conservation excellence. An important aspect of KWS has always been our capacity to adapt to new threats (be they security, financial, or dwindling community support as a result of resource pressure), and to reinvent and transform ourselves in order to attain higher standards of excellence. Similarly, this strategic plan is intended to be flexible; a living document subject to continuous review, and fine-tuned to meet emerging challenges. However, our commitment to continuously earn the respect and support of Kenyans and the world at large as we conserve and manage a unique and vulnerable resource of national and global significance remains constant.
In the wake of numerous challenges - climate change, regional insecurity, natural calamities such as droughts and floods, upsurge in wildlife crime, volatile economy and political instabilities – Strategy 2.0 helps set the stage for us to do what we are mandated do: conserve Kenya’s wildlife heritage. We thank all our internal and external stakeholders who have contributed to the development of this strategy, the outstanding team that spearheaded its development, and our staff whose dedication and talents will ensure its realisation.
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GLOSSARY
ACRONYMSAbbreviation Meaning
BOT Board of Trustees
BSC Balanced Score Card
CITES Convention on International Trade of Endangered Species
CBO’s Community Based Organisations
COYA Company of the Year Award
CTF Conservation Trust Fund
CWS Community Wildlife Service
EIA Environmental Impact Assessment
EMCA Environmental Management and Co-ordination Act
GEF Global Environmental Fund
GOK Government of Kenya
ICT Information and Communication Technology
ISO International Organization for Standardization
KNPT Kenya National Parks Trustees
KWCA Kenya Wildlife Conservancies Association
KWS Kenya Wildlife Service
KWSTI Kenya Wildlife Service Training Institute
M & E Monitoring & Evaluation
MDGs Millennium Development Goals
MOU’s Memorandum of Understanding
MTP Medium Term Plan
NEMA National Environmental Management Authority
NES National Environmental Secretariat
NGO’s Non-Governmental Organisations
NSW Nairobi Safari Walk
PAMU Problem Animal Management Unit
PAPF Protected Area Planning Framework
PA’s Protected Areas
PC Performance Contracting
PES Payment for Ecosystem Services
PESTLE Political, Economic, Social-cultural, Technological, Legal & Environmental Factors
PPP Public Private Partnership
SOPs Standard Operating Procedures
SPS Sector Perfomance Standards
SWOT Strengths, Weaknesses, Opportunities & Threats
WCMD Wildlife Conservation and Management Department
4 Strategy 2.0
Mission: What we are about; our purpose; what we do
Vision: Our picture of the future; what we want to accomplish in the future
Core Values: Our guiding principles; what we believe in, principles and philosophy at the centre of our organization
Strategy: How we intend to accomplish our Vision; an approach, or “game plan”
Perspectives: Different views of our organization; performance dimensions; what performance lenses we use to evaluate results
Strategic Themes: Main focus areas for our organization; the organization’s “Pillars of Excellence”, used to focus staff effort on accomplishing the vision
Strategic Results: Desired outcome for the main focus areas of KWS
Strategic Objectives: This is a continuous improvement activity that must be performed to get results
Strategy Map: The “Big Picture” of how we create value that demonstrates the cause‐effect relationships among the objectives that make up our strategy
Performance Measures & Targets: Indicators of past and future performance, which show how successful we were or how successful we will be in future
Strategic Initiatives: High impact projects designed to significantly impact strategic performance
BALANCED SCORE CARD DEFINITIONS
4 Strategy 2.0
55
6 Strategy 2.0
1ABOUT KENYA WILDLIFE SERVICE
The Kenya Wildlife Service is a State corporation established by an Act of Parliament, Wildlife (Conservation and Management) CAP 376 with the mandate to conserve and manage wildlife in Kenya, and to enforce related laws and regulations. The Act spells out the functions of KWS as follows:
• Formulating policies and guidelines for conservation, management and utilization of all types of fauna and flora, excluding domestic animals
• Stewardship of national parks and reserves, including security for visitors and wildlife within and outside protected areas
• Providing advice to the national government, county government, and land owners on best methods of wildlife conservation and management
• Mandated to license, control and supervise all wildlife conservation and management activities outside protected areas
• Providing wildlife conservation education and extension services to create public awareness
• Conducting and coordinating research activities in the field of wildlife conservation and management and disseminate information
• Capacity building for wildlife conservation and management
• Administering and coordinating international protocols, conventions and treaties regarding wildlife in all its aspects
KWS manages approximately 8 % of the total land mass in Kenya that consists of 23 national Parks, 31 national reserves and 6 national sanctuaries, 4 marine national parks and 6 marine national reserves. There are also 154 field stations for management of wildlife outside the protected areas
1.1 Link to Other Sectors KWS also contributes to the national economy in the following key sectors: Tourism: Wildlife is the major product of tourism in
Kenya, accounting for 90% of the Safari tourism and 75% of the total national tourism earnings.
Water: KWS is directly responsible for conserving three of the five critical water towers in Kenya namely Mt. Kenya, Aberdare and Mt. Elgon. The organisation is also involved in protecting and restoring the Mau forest in collaboration with other national agencies. Energy: 70% of Kenya’s electricity supply is generated from rivers that emanate from KWS managed National Parks (Mt. Kenya, Aberdare and Mt. Elgon National Parks) and geothermal reservoirs situated in the Hell’s Gate ecosystem
Fisheries: KWS manages five marine protected areas (Mombasa, Kisite Mpunguti, Malindi, Watamu and Kiunga Marine Reserve) that contain critical marine habitats which include coral reefs and mangroves. These habitats are important breeding grounds for marine organisms that support the local fisheries. Environmental: By protecting habitat and wildlife, KWS also conserves genetic resources that could be used to develop new or improved food crops, medications, and other products. For instance, wild plants related to food crops may have genes that increase drought, flood or salt tolerance. Biotechnologists can use such genes to make important crops more resilient.
National Security: KWS is a uniformed and disciplined service, contributing to national security.
Transport: As an agent of the Kenya Roads Board, KWS maintains roads within and outside protected areas.
International Conventions: Kenya is a signatory to a number of environmental conventions and protocols. As the designated national authority on wildlife, KWS is called upon to interpret international conventions, adapt them to local conditions, and implement them in Kenya.
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2MISSIONSustainably conserve, manage, and enhance Kenya’s wildlife, its habitats, and provide a wide range of public uses in collaboration with stakeholders for posterity
VISIONSave the last great species and places on earth for humanity
CORE VALUESPassion, Professionalism, Innovation, and Quality
MISSION, VISION AND CORE VALUES
7
8 Strategy 2.0
3KWS STRATEGY STORY
Strategy 2.0 aims at moving the organization from good to great and builds on the strengths of the good results from the previous strategic plans.
Our shared vision is informed by the need to “save the last great species and places on earth for humanity”. Achieving our mission and delivering customer and stakeholder value depends on successfully executing three priority areas of our strategy, namely: Conservation Stewardship, People Excellence, and Collaborative Partnerships. All our initiatives are aligned to these strategic focal areas.
The strategic objectives we have set will be measured through customer and stakeholder satisfaction, financial sustainability, efficient processes, and skilled and
motivated workforce. Satisfying our customers and stakeholders is enabled when we mobilize resources and optimally use them for conservation.
Improving and aligning our intangible assets and our organization’s readiness to improve critical processes depends on having the people with the right attitude and capacity, and aligning their aspiration to our strategic objectives.
Executing this strategy and achieving our strategic results will depend on engaged leadership at all levels, interactive communication among all employees, and strong adherence to our core values of passion, professionalism, innovation and quality.
8 Strategy 2.0
9
PASSION, PROFESSIONALISM, INNOVATION AND QUALITY
Shared vision + Bold, well executed strategy + E�cient communication and processes + Motivated Sta�
Enhanced ecological integrity, Improved wildlife industry governance, Enhanced collaboration with our customers and stakeholders, Reduced human
wildlife con�ict, Strengthened law enforcement and security, Great image and brand.
CON
SERV
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N
STEW
ARD
SHIP
PEO
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EXCE
LLEN
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COLL
ABO
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VE
PART
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SHIP
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MISSIONSustainably conserve, manage,
and enhance Kenya’s wildlife, its habitats, and provide a wide range of public uses in collaboration with stakeholders for posterity
VISIONSave the last great species and places on earth for humanity
Customer/Stakeholder
Financial
Learning and Growth
Internal Process
STRATEGIC RESULTS
3.1 KWS STRATEGY HOUSE
Developing a strategy can be compared to building custom house. The mission, vision, customer needs make up the roof of the house, the strategic results are like the roof lintel, while the Strategic themes make
up the “pillars of the house”. The perspectives are the “different layers of blocks” of the house and foundation is engaged leadership, and core values.
10 Strategy 2.0
42008-2012 STRATEGIC PLAN REFLECTIONS
KWS Strategic Plan 2008-2012 was developed using the balanced score card methodology. The strategic plan emphasis was to focus on people, image and technology as the pillars of excellence. It was geared
towards propelling the organisation into becoming a centre of excellence in wildlife conservation. Most of the set targets were attained and specific achievements include the following:
STRATEGIC OBJECTIVE ACHIEVEMENT VARIANCES
Enhance collaboration withcustomers and stakeholders
• Increased customer base by 30%• More communities embraced
wildlife conservation as a land use option.
• The target of tripling the customer numbers within five years was not achieved
Strengthen law enforcement • Positive attitude towards wildlife conservation
• Well equipped and skilled workforce
• Effective and efficient wildlife security
• Outreach programme needs enhancement
• Need for sophisticated equipment e.g. night vision.
Enhance financialsustainability
• Total revenue increased by 68%• Park entry tarrifs reviewed for all
major parks• Safari card revenue system fully
operationalized and rolled out to 6 additional parks.
• SUN financial system devolved to the 8 conservation areas And all major parks to enhance financial management
• Animal adoption program officially launched and operationalized
• International resource mobilization raised funds for Forensic/DNA Laboratory and one Cessna aircraft
• New revenue streams identified and operational
• Endowment Fund has not been officially launched
• Second tier parks not fully exploited to enhance revenue
Enhance Service Delivery • Attained ISO certification and put systems in place for effective service delivery
• Implemented Safaricard revenue collection system
• Customer relationship management system for realtime tracking of customer complaints not in place
• Agency selling has not yet been actualized
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STRATEGIC OBJECTIVE ACHIEVEMENT VARIANCES
Reduce human wildlife conflict • Response time to reported cases in human wildlife conflict reduced from 24hours to 12 hours
• Wildlife compensation process shortened from 6 months to 3 months
• Wildlife compensation still not real time
Improve wildlife industrygovernance
• Wildlife policy and bill passed through cabinet and redrafted by Attorney General
• Conservancies association formed (KWCA)
• Capacity building & harmonization of conservancy rangers training at Law Enforcement Academy, Manyani
• Database for 120 wildlife conservancies done and functional
• 120 private and community conservancies established
• Bill not presented in parliament • Some conservancy rangers have
not been trained
Enhance ecological integrity • Rhino and elephant strategies developed
• Forensic laboratory established • Laikipia National Park
established• 300 acres buffer for Nairobi
National Park secured• Two management plans for
Shimba and KiBoDo (Kiunga, Boni & Dodori) developed
• Not all Protected Areas assessed • Not all wildlife corridors have
been secured• Some management plans not
yet completed
Strengthen and modernizeinstitutional capacity
• New rangers and other staff recruited
• Payroll strategy implemented• KWS has become an employer of
choice and this has enabled the organization to achieve a high level of skills retention
• Reference point for excellence in management
• New ICT equipment procured • Intranet and internet services
enhanced• BSC cascaded to departmental
and Park/Station level• Use of BSC in management
reporting• Emergency Management Unit
strengthened• Force modernization program
initiated• Various recognition awards in
COYA achieved• KWSTI Academic Board
inaugurated
• Optimum staffing not realized• Some processes not automated• Safari card system roll out to all• parks not achieved.• Appraisals and rewards yet to
be fully integrated with the scorecard system
• Individual BSC not developed
12 Strategy 2.0
5STRATEGYTHEMES
2012 - 2017Conservation Stewardship
People Excellence
Collaborative Partnerships
People Technology Image
2005 - 2010 Science Information Market
2008 - 2012
Strategic themes are the key areas which we must focus to accomplish desired results. Each theme has a desired outcome or strategic result. The organization, in the duration of this strategic plan, will focus on three areas namely conservation stewardship, which is our core mandate; people excellence, which aims at having the right people with the right attitude and capacity; and collaborative partnerships since wildlife management can only be achieved with the support of other stakeholders
The focal areas in previous strategic plans have been the building blocks that have supported our growth. In the strategic plan 2008-2012, the focus was on people as our most valuable resource, image for strengthening the KWS brand and leveraging on technology for opening new opportunities. Strategic plan 2005-2010 focused on use of science and information to drive park management activities, and ensuring market presence to generate revenue to support conservation.
12 Strategy 2.0
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6SITUATIONANALYSIS
6.1 PESTLE AnalysisA number of factors may affect the organization in its efforts to accomplish its mission and vision. These factors have been considered in coming up with this strategic plan. They include the following:
FACTOR ELEMENTS
Political factors
• National stability• New constitution• Relationships with neighboring countries• County governments
Economic factors • Unpredictable exchange rates• Escalating cost of living• Uncertain monetary and fiscal policies• Unpredictable tourism trends• Corruption
Socio cultural factors
• Demographic changes• Poverty levels• Changing consumption patterns• Changes in land use patterns• Corruption
Technological factors
• Emerging technologies• E‐commerce and internet
Legal
• Changing Wildlife Act• Conflicting legislation by other sectors• Disparities in regional policies and laws• International agreements• New constitution‐Land commission• County governments
Environment
• Climate change• Changing land use patterns• Weakness in implementing EMCA• Lack of strong policies for ecosystem protection
14 Strategy 2.0
• National mandate is too broad• Inadequate finances and over reliance on external
tourism• Inadequate human resources• Incomplete biodiversity inventory
• KWS has the National legal mandate for conservation
• Unique and diverse wildlife and landscapes• Well established wildlife protection units• Clearly defined partnerships• Good infrastructure• Strong leadership and governance systems• Clearly defined Protected Area Planning Framework
(PAPF)• Local and international goodwill and recognition• Very dynamic staff
• Potential to attract financial support and other resources from development partners
• Supportive partners government and community support
• Resource mobilization potential• Potential for further tourism development• Commercialization of some of the business units• Protection of ecosystem services• Payment for ecosystem services• Technological advancement
STRENGTHS AND OPPORTUNITIES (ENABLERS)
• Inadequate knowledge• Inadequate risk management strategy• Underutilization of information• Lack of an engagement policy with partners
6.2 SWOT
WEAKNESSES AND THREATS (PAINS)
14 Strategy 2.0
15
Examples ofstakeholders
Behaviours We Want to See
Their Needs (Value They Are Seeking)
Resistance Issues
Their Influence
• Tourists• Hoteliers• Tour operators
• Customer satisfaction and retention
• Product appreciation
• Product diversity• Good infrastructure• Efficient and effective service
• Visitor safety
• Product price• Park policies• They demand value for money
• Revenue• Policies• Visitation
• Transport industry • Partnerships, our services complement theirs
• Wildlife to sustain value chain
• Policies• Products
• Revenue• Service delivery
• Communities• Private conservancies
• Employees• Politicians• African range states• Donors/ development agencies
• MEA’s Secretariats• Law enforcement agencies
• Government regulators• Banks and insurance companies• Schools and learning institutions
• Positive attitude towards wildlife conservation
• Satisfaction, appreciation, partnerships and relationships
• Goodwill and support
• Resource sharing (economic and
social empowerment)
• Protection from wildlife destruction
• Policies• Accountability• Wildlife as a land use option
• Policy• Funding• Revenue• Goodwill • Publicity
• Government• Government agencies• Local authorities
• Satisfaction, • Appreciation, • Partnerships and
relationships• Goodwill and
support• Harmonised
policies
• Service• Revenue
generation• Conservation stewardship• Good corporate
governance
• Conservation failures• Accountability• Conservation standards
• Policy• Funding• Support• Revenue• Goodwill• Publicity
• Media • Appreciation• Partnerships and
relationships • Goodwill and
support
• Conservation stewardship
• Conservation failures
• Policy• Funding• Support• Revenue• Goodwill• Publicity
6.3 Customer/Stakeholder Analysis
16 Strategy 2.0
• Suppliers • Appreciation• Partnerships and relationships• Goodwill and
support• Quality products• Value for money• Timely delivery
• Conservation stewardship• Prompt payments• Clear procurement
guidelines• Transparency
in award of tenders/ contracts
• Bureaucracy • Procurement policy
• Funding• Support• Revenue• Goodwill• Publicity
Examples of customers
Behaviours We Want to See
Their Needs (Value They Are Seeking)
Resistance Issues
Their Influence
16 Strategy 2.0
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7CORPORATE STRATEGY MAP
Sustainably conserve, manage, and enhance Kenya’s wildlife, its habitats, and provide a wide range of public uses in collaboration with stakeholders for posterity
C1: Strengthen vision 2030 delivery
Enhance Wildlife Conservation
rtC5: Enhance pa nerships with customers & stakeholders
F1: Enhance resource mobilization
I2: Improve business process
L1: Enhance recruitment &placement of human capacity
L4: Improve technology & knowledge systems
Org
aniz
atio
nal
Capa
city
Inte
rnal
Proc
ess
Fina
ncia
lSt
akeh
olde
r/Cu
stom
erM
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on
L5: Improve alignment ofemployees to corporate
objectives
L7: Enhance creativityand innovation
L6: Enhance teamwork
L2: Enhance multi - skilling
L3: Improve performance management
I1: Improve service quality I3: Improve risk management
F2: Enhance f inancial management F3: Increase revenue
Enhance Financial Sustainability
Enhance Quality Service Delivery
Strengthen Institutional capacity
C6: Retain customers
C7: Grow customers
C8: Strengthen lawenforcement & security
C9: Enhance corporatesocial responsibility
C4: Improve wi ldlife industry governance
C3: Reduce humanwildlife c t
C2: Enhance species conservation & their habitats
The corporate strategy map is a cause and effect diagram that shows how one perspective leads to the next and ultimately, delivery of our mandate. Learning and growth will equip our staff with requisite skills to re-engineer our internal business
processes. Efficient processes will lead to prudent financial management and ultimately better services to customers and stakeholders, which will enhance wildlife conservation.
18 Strategy 2.0
7.1 OBJECTIVE SUMMARY
Strengthen vision 2030 delivery
Comply with vision 2030 projects for tourism and wildlife, sector medium term plans, sector performance standards and government performance contract requirements
Enhance species conservation and their habitats
Manage our habitats better for ecological integrity
Reduce Human wildlife con�ict
Human wildlife con�ict cases are reduced to a level conforming to the sector performance standard requirements
Improve wildlife industry governance
Streamlined wildlife industry that is e�ectively managed
Enhance partnership with customers and stakeholders
Develop new partnerships and quality of existing partnerships is improved
Retain customers Ensure that that the organization does not loose customers to competitors
Grow customers Ensure that the customer base will grow from the current levels
Strengthen law enforcementand security
Wildlife inside and outside protected areas are safe
Enhance CSR Healthy ecosystems, social equity and good governance
CUSTOMER AND STAKEHOLDER PERSPECTIVE
Enhance resource mobilization
Su�cient resources are mobilized for sustainable conservation
Enhance �nancial management
Organization is in compliance with all statutory and regulatory requirements and internal policies and procedures
Increase revenueNew revenue streams are developed through diversi�ed products and services
FINANCIAL PERSPECTIVE
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Improve service qualityServices o�ered meet stakeholder requirements
Improve business processesE�cient processes for service delivery are put in place and are e�ectively managed
Improve risk managementProactive approach to risk mitigation
INTERNAL PROCESSES
Streamline recruitmentProper match of jobs and skills
Enhance multi‐skillingSta� are able to perform multiple tasks within their areas of work
Improve performance management
Ensure rewards are matched with performance
Improve technology and knowledge management
Enable employees to leverage on technology and share knowledge about the organization with others
Improve alignment of employees to corporate objectives
Ensure that whatever the employee does is aligned to the corporate objectives
Enhance teamworkEnsure employees work with others to achievethe goals of the organization
Enhance creativity and innovation
Ensure employees come up with newideas that would enable them to perform their work in abetter way
LEARNING AND GROWTH
20 Strategy 2.0
1. Strengthen and modernize institutional capacity
Initiatives 1.1. Development of a knowledge management system1.2. Succession planning and capacity building1.3. Upgrade equipment and infrastructure1.4. Staff appraisal and reward system1.5. Implementation of innovation policy1.6. Inculcate teamwork and synergy
2. Enhance quality service delivery
Initiatives 2.1. Monitoring of service level agreements implementation2.2. Maintenance of quality management systems2.3. Automate, upgrade and harmonize internal processes 2.4. Identify and manage strategic risks
3. Enhance financial sustainability Initiatives
3.1. Diversify and strengthen revenue streams3.2. Introduce and implement cost reduction measures3.3. Intensify fundraising activities3.4. Adopt green technology
4. Enhance wildlife conservation
Initiatives4.1. Increase space for wildlife4.2. Implement wildlife policy and law4.3. Maintain ecological integrity 4.4. Security (collaborative, modernization, strengthen)4.5. Use of technology in biodiversity and security management4.6. Funding for existing strategies4.7. Formulate, review and implement ecosystem management plans4.8. Formulate and implement endangered and vulnerable species strategies4.9. Domesticate MEA (Multilateral Environmental Agreements)
5. Enhance partnerships with customers and stakeholders
Initiatives5.1. Capacity-build communities and stakeholders5.2. Manage human-wildlife conflict 5.3. Evaluate impact of Corporate Social Citizenship 5.4. Organize the wildlife industry
7.2 BROAD OBJECTIVES AND INITIATIVES
20 Strategy 2.0
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22 Strategy 2.0
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VES
MEA
SURE
STA
RGET
SIN
ITIA
TIV
ESBU
DG
ET (K
ES 0
00’ 2
012
– 20
17)
OW
NER
201
2/13
2
013/
14
201
4/15
2
015/
16
201
6/17
23
CORP
ORA
TE B
ALA
NCE
D S
CORE
CA
RD
PERS
PECT
IVE
STRA
TEG
IC
OBJ
ECTI
VES
MEA
SURE
STA
RGET
SIN
ITIA
TIV
ESBU
DG
ET (K
ES 0
00’ 2
012
– 20
17)
OW
NER
201
2/13
2
013/
14
201
4/15
2
015/
16
201
6/17
ii. C
arry
out
Bas
elin
e Su
rvey
s on
Ec
olog
ical
Inte
grity
Biod
iver
sity
Re
sear
ch &
M
onito
ring/
W
ildlif
e &
Co
mm
unity
Se
rvic
e/Co
rpor
ate
serv
ice
iii. I
dent
ify a
nd d
ocum
ent K
ey
Ecos
yste
m H
otsp
ots
and
enha
nce
thei
r con
nect
ivity
iv.
Form
ulat
e an
d Re
view
Ec
osys
tem
Man
agem
ent P
lans
v. In
stitu
tiona
lize
Paym
ent o
f Ec
osys
tem
Ser
vice
s (P
ES)
Ecos
yste
m
perf
oman
ce/
inte
grity
in
dex
C2
.
E nh
ance
S pec
ies
Co
nse
rvat
io
n &
th
eir
Hab
itats
CUSTOMER/ STAKEHOLDER
vi. U
nder
take
Con
serv
atio
n an
d M
anag
emen
t of W
ater
Cat
chm
ent
Are
as
vii.
Und
erta
ke C
onse
rvat
ion
and
Man
agem
ent o
f Wet
land
s of
In
tern
atio
nal I
mpo
rtan
ce (R
amsa
r si
tes
and
othe
r wet
land
s)
viii.
Est
ablis
h Co
mm
unity
Lev
el
Wet
land
s Co
nser
vatio
n
4,52
8
1,50
0
3,00
0
4,50
04,
500
4,50
04,
500
4,50
0
4,52
8
1,50
0
3,00
0
8,00
0
5,00
0
8,00
0
3,00
0
1,50
0
4,52
84,
528
1,50
01,
500
xiii.
Man
age
Inva
sive
Spe
cies
in
Nat
iona
l Par
ks, R
eser
ves
& A
djac
ent
Are
as7,
100
7,10
07,
100
7,10
07,
100
xv. F
orm
ulat
e an
d Im
plem
ent
Enda
nger
ed S
peci
es C
onse
rvat
ion
and
Man
agem
ent R
ecov
ery
Plan
s30
,000
40,0
0048
0,00
0
xiv.
Iden
tify
and
Map
Wild
life
Corr
idor
s an
d D
ispe
rsal
Are
as
3,00
03,
000
3,00
03,
000
3,00
0
4,52
8
3,00
03,
000
3,00
03,
000
3,00
0
x. R
ehab
ilita
te D
egra
ded
Hab
itats
10,0
0010
,000
10,0
0010
,000
10,0
00
xvi.
Nur
ture
Orp
hane
d W
ildlif
e20
,000
20,0
0020
,000
20,0
0020
,000
xii.
Enga
ge s
take
hold
ers
in
Beac
h M
anag
emen
t36
,000
36,0
0036
,000
36,0
0036
,000
xi. D
esig
nate
new
Wet
land
s of
In
tern
atio
nal I
mpo
rtan
ce (R
amsa
r Site
s)1,
000
1,00
01,
000
1,00
01,
000
3,00
03,
000
8,00
08,
000
5,00
0
X+10
%
8,00
0
i. D
evel
op e
colo
gica
l int
egrit
yco
mpo
site
inde
x
5,00
0
24 Strategy 2.0
CORP
ORA
TE B
ALA
NCE
D S
CORE
CA
RD
PERS
PECT
IVE
STRA
TEG
IC
OBJ
ECTI
VES
MEA
SURE
STA
RGET
SIN
ITIA
TIV
ESBU
DG
ET (K
ES 0
00’ 2
012
– 20
17)
OW
NER
201
2/13
2
013/
14
201
4/15
2
015/
16
201
6/17
xvii.
Rol
l out
Con
serv
atio
n A
nthe
m
and
Cons
erva
tion
Day
xviii
. Im
prov
e A
dapt
atio
n an
d M
itiga
te im
pact
s of
Clim
ate
chan
ge
in th
e W
ildlif
e Se
ctor
xx. I
nstit
utio
naliz
e G
o-G
reen
Eco
nom
y A
ctiv
ities
in th
e W
ildlif
e Se
ctor
No
of V
iabl
e Ec
osys
tem
s M
aint
aine
d
% re
duct
ion
in c
on�i
ct
case
s
C2. E
nhan
ce
Spec
ies
Cons
erva
tion
& th
eir
Hab
itats
C3. R
educ
e H
uman
W
ildlif
e Co
n�ic
t
CUSTOMER/ STAKEHOLDER
xxi.
Und
erta
ke E
nviro
nmen
tal a
udits
an
d EI
A o
f Pr
ojec
tsxx
ii. E
stab
lish
Fore
nsic
and
G
enet
ic/D
NA
Lab
orat
orie
sxx
iii. I
mpl
emen
t Nat
iona
l Bi
o-Pr
ospe
ctin
g St
rate
gy
15,0
00
4,00
0
5,00
05,
000
5,00
05,
000
5,00
0
15,0
00
4,00
0
13,0
00
10,0
00
13,0
00
4,00
0
15,0
0015
,000
4,00
04,
000
iii. E
ngag
e M
edia
for E
duca
tion
and
Crea
tion
of A
war
enes
s15
,000
18,0
0021
,600
25,9
2031
,104
iv. E
ngag
e St
akeh
olde
rs a
nd
Com
mun
ities
in w
ildlif
e m
anag
emen
t90
,000
106,
000
111,
000
124,
000
133,
000
15,0
00
1,50
01,
500
1,50
01,
500
1,50
0
v. Id
entif
y ar
eas
for W
ildlif
e Ba
rrie
rs2,
500
2,60
03,
000
3,80
04,
500
xi. D
evel
op G
over
nanc
e in
dica
tors
vi. C
onst
ruct
ion
and
mai
ntai
n W
ildlif
e Ba
rrie
rs10
0,00
012
0,00
015
0,00
015
0,00
018
0,00
0
vii.
Trai
n an
d e
quip
Pro
blem
Ani
mal
Man
agem
ent
33,0
0041
,580
52,3
8166
,012
83,1
76
viii.
Cre
ate
Wild
life
Cons
erva
ncie
s Fo
rum
, bui
ld th
eir c
apac
ity a
nd c
arry
ou
t joi
nt p
atro
ls a
nd d
ata
colle
ctio
n11
,000
14,3
0018
,590
24,1
6731
,417
x. E
ngag
e &
Col
labo
rate
with
St
akeh
olde
rs to
sec
ure
Wild
life
Corr
idor
s an
d D
ispe
rsal
Are
as20
,000
20,0
0020
,000
20,0
0020
,000
ii.Co
nduc
t Edu
catio
n an
d A
war
enes
s40
,000
50,0
0055
,000
66,0
0089
,000
xxiv
. Se
cure
and
util
ize
Land
Ass
et50
,000
50,0
0050
,000
50,0
0050
,000
i. Su
ppor
t Est
ablis
hmen
t of
Cons
erva
ncie
s an
d lin
k Co
mm
uniti
es
with
Inve
stor
s an
d D
onor
s30
,000
30,0
0030
,000
30,0
0030
,000
13,0
0013
,000
10,0
0010
,000
8 10
13,0
00
10,0
0010
,000
Biod
iver
sity
Re
sear
ch &
M
onito
ring/
W
ildlif
e &
Co
mm
unity
Se
rvic
e/Co
rpor
ate
serv
ice
Wild
life
&
Com
mun
ity
Serv
ice/
St
rate
gy &
Ch
ange
/ Se
curit
y/Co
rpor
ate
serv
ice
C2 C
ontin
ued
25
CORP
ORA
TE B
ALA
NCE
D S
CORE
CA
RD
PERS
PECT
IVE
STRA
TEG
IC
OBJ
ECTI
VES
MEA
SURE
STA
RGET
SIN
ITIA
TIV
ESBU
DG
ET (K
ES 0
00’ 2
012
– 20
17)
OW
NER
201
2/13
2
013/
14
201
4/15
2
015/
16
201
6/17
i. A
dopt
, Dom
estic
ate
and
Dis
sem
inat
e re
leva
nt In
tern
atio
nal
Conv
entio
ns, T
reat
ies
& A
gree
men
ts
ii. D
evel
op a
nd d
omes
ticat
e W
ildlif
e Re
sear
ch a
nd U
tiliz
atio
n G
uide
lines
iii. A
lign
Wild
life
Law
s an
d Po
licy
to
New
Con
stitu
tion
iv. L
obby
for e
nact
men
t of n
ew
wild
life
bill
% C
ompl
ianc
e
% C
usto
mer
sa
tisfa
ctio
n In
dex
C4. I
mpr
ove
Wild
life
Indu
stry
G
over
nanc
e
C5. E
nhan
ce
Part
ners
hips
w
ith
Cust
omer
s &
St
akeh
olde
rs
CUSTOMER/ STAKEHOLDER
v. E
stab
lish
Enga
gem
ent p
latf
orm
for
Wild
life
Cons
erva
ncie
s, W
ildlif
e N
GO
's an
d ot
her S
take
hold
ers
vi. E
nfor
ce w
ildlif
e ut
iliza
tion
stan
dard
s
vii.
Dev
elop
Pro
tect
ed A
reas
M
anag
emen
t E�e
ctiv
enes
s To
ols
4,00
0
5,00
0
300,
000
40,0
00
300,
000
12,0
00
58,8
63
300,
000
i. In
trod
uce
Loya
lty P
rogr
ams
100,
000
100,
000
100,
000
100,
000
100,
000
ii. L
aunc
h A
genc
y M
anag
emen
t 25
,000
36,0
0051
,840
43,2
0030
,000
iii. C
ondu
ct M
edia
Brie
�ngs
6,00
08,
640
12,4
4210
,368
7,20
0
10,0
0012
,000
14,0
0015
,500
18,0
00
ii. C
ondu
ct C
usto
mer
Sat
isfa
ctio
n Su
rvey
and
Impl
emen
t Fin
ding
s5,
000
5,00
05,
000
5,00
05,
000
iii. I
ncre
ase
Cons
umer
Com
mun
icat
ion
Cam
paig
ns10
,000
12,0
0014
,400
17,2
8020
,736
iv. I
mpr
ove
Serv
ice
Qua
lity
i. En
hanc
e In
tern
al C
usto
mer
Ser
vice
an
d M
arke
ting
25,0
0030
,000
36
,000
43,2
0051
,840
ii. C
ondu
ct P
ublic
Aw
aren
ess
and
Com
mun
icat
ion
10,0
0015
,200
16
,000
18,0
0019
,200
i. Co
nduc
t Out
reac
h to
Par
tner
s50
,000
68,4
0077
,800
99,4
8611
7,00
0
300,
000
300,
000
80,5
7768
,869
100
(X +
5)
% R
epea
t cu
stom
ers
C6. R
etai
n Cu
stom
ers
C7. G
row
Cu
stom
ers
70
% G
row
th5
12,0
00
43,0
0050
,301
Biod
iver
sity
Re
sear
ch &
M
onito
ring/
W
ildlif
e &
Co
mm
unity
Se
rvic
e/Co
rpor
ate
serv
ice
All
Div
isio
ns
26 Strategy 2.0
CORP
ORA
TE B
ALA
NCE
D S
CORE
CA
RD
PERS
PECT
IVE
STRA
TEG
IC
OBJ
ECTI
VES
MEA
SURE
STA
RGET
SIN
ITIA
TIV
ESBU
DG
ET (K
ES 0
00’ 2
012
– 20
17)
OW
NER
201
2/13
2
013/
14
201
4/15
2
015/
16
201
6/17
i. In
crea
se in
Mob
ilize
Gov
ernm
ent
Subv
entio
nsii.
Intr
oduc
e an
d un
dert
ake
Fund
rais
ing
and
Flag
ship
Eve
nts
% in
crea
se
in fu
nds
mob
ilize
d
F1. E
nhan
ce
Reso
urce
M
obili
zatio
n
FINANCIAL INTERNAL PROCESSES
i. Im
plem
ent E
�ci
ency
mea
sure
s on
Co
st R
educ
tion
and
Savi
ngs
ii. C
ompl
y w
ith s
et B
udge
tary
Pr
ovis
ions
iii. L
ink
the
Proc
ess
of B
udge
ting
to
Perf
orm
ance
Tar
get S
ettin
g
4,50
0
i. In
trod
uce
New
Pro
duct
s an
d fe
es
ii. C
ondu
ct A
sset
Inve
ntor
y3,
000
3,30
03,
630
3,99
34,
392
200,
000
300,
000
200,
000
300,
000
200,
000
iii. O
pera
tiona
lize
Spec
ial P
urpo
seVe
hicl
e
12,5
0012
,500
15,0
00
iv. D
evol
ve a
utom
ated
�na
ncia
l se
rvic
es7,
000
8,00
07,
000
7,00
0
2,00
02,
000
2,00
02,
000
2,00
0
50,0
0050
,000
50,0
0050
,000
150,
000
12,0
00
i. Im
plem
ent a
nd O
pera
tiona
lize
KWS
Cust
omer
Ser
vice
Cha
rter
10,0
0012
,000
14,4
0017
,280
20,7
36
iv. M
aint
ain
ISO
Cer
ti�ca
tion
4,00
04,
800
5,76
06,
912
8,29
4
v. E
nhan
ce S
uppl
y Ch
ain
man
agem
ent
ii. U
nder
take
Con
tinuo
us A
udits
v. C
arry
out
Par
k Br
andi
ng &
Reb
rand
ing
iv. D
iver
sify
Rev
enue
Str
eam
s
iii. I
mpl
emen
t Ser
vice
Lev
el
Agr
eem
ents
4,00
04,
000
4,00
04,
000
4,00
0
1,20
01,
200
1,20
01,
200
1,20
0
v. C
ash�
ow M
anag
emen
t
iii. D
iver
sify
Res
ourc
e M
obili
zatio
n St
ream
s11
,000
12,1
0013
,310
16,1
0515
,641
38,0
0047
,500
59,3
7592
,773
74,2
19
4,50
04,
500
50
% S
avin
g Pe
r A
nnum
F2. E
nhan
ce
Fina
ncia
l M
anag
emen
t10
% In
crea
se in
Re
venu
eF3
. Inc
reas
e Re
venu
e10
% R
educ
tion
in C
ycle
Tim
e
I1. I
mpr
ove
Serv
ice
Qua
lity
10
4,50
04,
500
All
Div
isio
ns
Stra
tegy
&
Chan
ge,
Fina
nce
&
Adm
inis
trat
ion
27
vi. D
evel
op, C
asca
de a
nd Im
plem
ent
Org
aniz
atio
nal p
olic
ies
10,0
0012
,000
14,4
0017
,280
20,7
36
CORP
ORA
TE B
ALA
NCE
D S
CORE
CA
RD
PERS
PECT
IVE
STRA
TEG
IC
OBJ
ECTI
VES
MEA
SURE
STA
RGET
SIN
ITIA
TIV
ESBU
DG
ET (K
ES 0
00’ 2
012
– 20
17)
OW
NER
201
2/13
2
013/
14
201
4/15
2
015/
16
201
6/17
vii.
Dev
elop
& Im
plem
ent C
usto
mer
Re
latio
nshi
p M
anag
emen
t Str
ateg
y
viii.
Impl
emen
t Gem
ba K
aize
n
INTERNAL PROCESSES
i. M
aint
ain
and
Upg
rade
ICT
Syst
ems
ii. A
lign
Perf
orm
ance
Con
trac
ts to
Re
spec
tive
Func
tions
iii. A
utom
ate
Perf
orm
ance
M
anag
emen
t Sys
tem
s
4,50
04,
500
4,50
0
i. D
evel
op a
nd Im
plem
ent E
nter
pris
eM
anag
emen
t Pol
icy
and
fram
ewor
kii.
Iden
tify
and
Man
age
Stra
tegi
c Ri
sks
150,
000
180,
000
216,
000
259,
200
311,
040
iii. S
tren
gthe
n Re
venu
e In
spec
tion
150,
000
180,
000
216,
000
259,
200
311,
040
13,0
0015
,000
12,5
0012
,500
30,0
0030
,000
30,0
00
iv. U
nder
take
Pro
cess
Aud
its4,
500
4,50
04,
500
4,50
04,
500
3,50
0
v. E
mpl
emen
t Mon
itorin
g an
d Ev
alua
tion
6,00
07,
200
8,64
010
,368
12,4
42
800,
000
960,
000
1,15
2,00
01,
382,
400
1,65
8,80
0vi
i. A
utom
ate
Tick
etin
g
800,
000
960,
000
1,15
2,00
01,
382,
400
1,65
8,88
0vi
. Im
prov
e In
fras
truc
ture
with
in P
arks
4,50
04,
500
30,0
0030
,000
2,50
0
%
Com
plia
nce
I2. I
mpr
ove
Busi
ness
Pr
oces
s 1
00
% R
educ
tion
in R
isk
inci
denc
es/
Unc
erta
intie
s
I3. I
mpr
ove
Risk
M
anag
emen
t1010
% R
educ
tion
in C
ycle
Tim
e
I1. I
mpr
ove
Serv
ice
Qua
lity
Stra
tegy
&
Chan
ge,
Fina
nce
&
Adm
inis
trat
ion
Corp
orat
e Se
rvic
e/
Stra
tegy
&
Chan
ge/
Hum
an C
apita
l/ D
irect
ors
All
Div
isio
ns
I1 C
ontin
ued
28 Strategy 2.0
CORP
ORA
TE B
ALA
NCE
D S
CORE
CA
RD
PERS
PECT
IVE
STRA
TEG
IC
OBJ
ECTI
VES
MEA
SURE
STA
RGET
SIN
ITIA
TIV
ESBU
DG
ET (K
ES 0
00’ 2
012
– 20
17)
OW
NER
201
2/13
2
013/
14
201
4/15
2
015/
16
201
6/17
i. D
evel
op T
alen
t Man
agem
ent
Prog
ram
s
ii. S
trat
egic
Pla
cem
ent o
f Hum
an
Capa
city
iii. R
evie
w O
rgan
izat
iona
l Str
uctu
re to
su
ppor
t KW
S St
rate
gy
LEARNING AND GROWTH
iv. D
evel
op a
n e�
ectiv
e Su
cces
sion
Pl
an, M
anag
emen
t and
Sup
ervi
sory
Tr
aini
ngs.
i. Co
nduc
t Tra
inin
g an
d D
evel
opm
ent;
Men
torin
g &
Coa
chin
g Pr
ogra
mm
e,
Job
Rota
tion,
Rol
e Pl
ay
i. Re
view
and
Impl
emen
t Per
form
ance
M
anag
emen
t Sys
tem
10,0
0012
,000
14,4
00
i. U
pgra
de E
quip
men
t & In
fras
truc
ture
v. R
ecru
it an
d Tr
ain
Rang
ers
iii. D
evel
op K
now
ledg
e M
anag
emen
t Sy
stem
s
ii. D
eplo
y M
oder
n Se
curit
y Eq
uipm
ent
40,0
0029
,000
150,
000
40,0
0057
,600
48,0
00
ii. U
nder
take
and
impl
emen
t Co
mpe
tenc
y D
evel
opm
ent
3,00
03,
450
3,96
84,
563
1,50
01,
725
1,98
42,
281
150,
000
150,
000
150,
000
150,
000
2,62
4
5,24
7
iii. D
evel
op In
tern
al P
erfo
rman
ce
Cont
ract
s
20,7
3617
,280
12,0
0012
,000
12,0
0012
,000
12,0
00
82,9
4469
,120
57,6
0048
,000
82,9
4469
,120
20,0
0011
,000
24,0
0011
,000
11,0
00
40,0
00
No.
of
Empl
oyee
s Tr
aine
d in
ot
her S
kills
L2. E
nhan
ce
Mul
ti Sk
illin
g
1 addi
tiona
l sk
ill/
empl
oyee
% C
ompl
ianc
e w
ith S
et
Targ
ets
L3. I
mpr
ove
Perf
orm
ance
M
anag
emen
t10
0
100
% L
evel
of
Aut
omat
ion
% M
atch
of
Skill
and
Job
Plac
emen
t
L1.
Stre
amlin
e Re
crui
tmen
t Pr
oces
s
50%
Hum
an C
apita
l
Hum
an C
apita
l
Corp
orat
e Se
rvic
e
L4. I
mpr
ove
Tech
nolo
gy
& K
now
ledg
e Sy
stem
s
29
8,00
09,
600
11,5
2013
,824
ii. C
asca
de B
alan
ced
Scor
e Ca
rds
5,
000
6,00
07,
200
8,64
0
7,87
1
10,3
68
i. Ca
rry
out
Em
ploy
ee a
nd W
ork
En
viro
nmen
t Sur
vey
CORP
ORA
TE B
ALA
NCE
D S
CORE
CA
RD
PERS
PECT
IVE
STRA
TEG
IC
OBJ
ECTI
VES
MEA
SURE
STA
RGET
SIN
ITIA
TIV
ESBU
DG
ET (K
ES 0
00’ 2
012
– 20
17)
OW
NER
201
2/13
2
013/
14
201
4/15
2
015/
16
201
6/17
iii. C
ondu
ct T
rain
ing
Nee
ds
Ass
essm
ent
iv. C
ondu
ct E
mpl
oyee
Tra
inin
g an
d Ex
posu
re T
rain
ing
Eval
uatio
n
LEARNING AND GROWTH
v. D
evel
op a
nd im
plem
ent t
eam
re
war
ds
vi. I
mpr
ove
Inte
rnal
Com
mun
icat
ion
viii.
Und
erta
ke T
eam
Bui
ldin
g
iv. R
ewar
d Id
eas
Impl
emen
ted
v. Im
plem
ent I
nnov
ativ
e Id
eas
5,00
05,
000
5,00
05,
000
10,0
00
vii.
Impr
ove
Empl
oyee
Wel
fare
800
800
800
i. D
evel
op a
nd Im
plem
ent I
nnov
atio
n Po
licy
7,00
0
12,0
0014
,400
17,2
80
9,00
010
,800
12,9
6015
,552
18,6
62
3,00
03,
000
3,00
03,
000
3,00
0
15,0
0018
,000
21,6
0025
,920
31,1
04
ii. C
reat
e Id
ea B
ank
and
inno
vatio
n m
atrix
3,
600
3,60
03,
600
3,60
0
800,
000
960,
000
1,15
2,00
01,
382,
400
20,7
36
5,00
0TO
TAL
BUD
GET
4,5
30,8
62
5,0
36,5
48
5,5
43,3
22
6,3
34,8
26
7,5
66,0
82
15,0
00
3,60
0
iii. C
ondu
ct s
ensi
tisat
ion
Wor
ksho
ps
300
300
300
300
300
6,70
06,
700
6,70
06,
700
6,70
0
800
900
N
o. o
f Ide
as
Impl
emen
ted
5
Empl
oyee
Sa
tisfa
ctio
n
Inde
x(x
+5)
Hum
an C
apita
l/St
rate
gy &
Ch
ange
Stra
tegy
&
Chan
ge
L6. E
nhan
ce
Crea
tivity
&
Inno
vatio
n
L5. I
mpr
ove
Alig
nmen
t of
Em
ploy
ees
to C
orpo
rate
O
bjec
tives
30 Strategy 2.0
3. New revenue streams will be introduced.
4. Endowment fund principle target is estimated to generate a return of 10% annually.
5. Salaries and allowance upgrade by 10% annually.
6. Expenditure expected to grow at 10% annually.
7. Government funding of capital expenditure is expected to increase by at least KShs. 500 million per year.
INCOME AND EXPENDITURE FORECAST KSHS “000”
INCOME 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17
Park Entry Fee 3,975,057 4,770,068 5,724,082 6,868,898 8,242,678 9,891,214
Accommodation Facilities 159,002 198,753 248,441 310,551 388,188 485,236
Other income 313,011 322,401 335,297 352,062 366,144 380,790
GoK Subvention 2,001,300 2,501,625 2,800,000 2,800,000 3,000,000 3,000,000
Grants 600,000 600,000 600,000 600,000 600,000 600,000
Endowment fund Interest 40,000 50,000 100,000 100,000 150,000 200,000
OVERALL INCOME 7,088,370 8,442,847 9,807,820 11,031,511 12,747,011 14,557,239
TOTAL Recurrent Expenditure 5,982,716 6,580,988 7,239,086 7,962,995 8,759,294 9,635,224
Total Capital Expenditure 2,261,000 2,202,000 2,116,000 2,882,000 3,289,576 3,754,792
OVERALL SURPLUS/(DEFICIT) -1,155,346 ‐340,141 452,733 186,516 698,140 1,167,223
8FINANCIAL FORECAST
For this strategy to be successfully implemented KWS will have to expand its revenue base to support the activities outlined in this plan. The following areas are the highlights that have been taken into consideration in the projections.
1. Conservation fee will be revised during the implementation of this strategic plan resulting in 15% increase in park entry fees.
2. There will be a 15 % increase in visitation.
31
9CASCADING, MONITORING AND EVALUATION
9.1 CASCADING Strategy 2.0 will be disseminated at three levels, stating from the corporate level from where it will be cascaded to the department, park or station and then to the individual. Respective levels will develop their score cards and monitor their objectives, measures, and strategic initiatives against allocated budgets and timelines.
9.2 MONITORING AND EVALUATION After BSCs have been established for multiple levels of the organization, a strategy monitoring and evaluation process will be put in place to ensure that performance is reviewed and analyzed on a periodic basis. This strategy will further be subjected to a mid‐term and end‐term external review. The process will take into account emergent issues, why targets were not met, and changes in the environment that affect this plan.
9.3 PERFORMANCE APPRAISAL AND BUDGETINGEmployees’ appraisal will be aligned to this strategy and linked to performance scorecards. Supervisors will conduct annual appraisals and objectively analyze the employees’ performance and contribution to the service based on individual scorecard. Budgets will also be strategy‐based, derived from initiatives developed from the strategic objectives
CORPORATE SCORECARDTIER 1
DEPARTMENTAL SCORE CARDTIER 2
INDIVIDUAL SCORE CARDSTIER 3
PARK/ STATION SCORECARDSTIER 2
AREA COORDINATION
DIVISIONAL COORDINATION
32 Strategy 2.0
10The organizational structure to drive this plan will largely be determined by the plan. The following are the guiding principles for the envisioned structure;
STRUCTURE TO DELIVER STRATEGY 2.0
1. Need to strengthen devolution initiated in the previous plan
2. Need to make the headquarters lean.3. Need to strengthen the oversight role to ensure
compliance to standards4. Aligning KWS structure to the Constitution5. Strengthen the delivery of Vision 20306. Need to provide for organizational growth and
strategic direction
7. Rationalized span of control at all levels8. Need to strengthen Monitoring and Evaluation
function9. Address new institutional arrangements envisioned
in the expected new Wildlife Act10. Address need for semi - autonomy and
commercialization of some functions – KWSTI and Air wing
32 Strategy 2.0
33
Information &Communication
Technology
Productivity Improvement &
Quality Assurance
Monitoring and Evaluation
Area AssistantDirector
11KENYA WILDLIFE SERVICECORPORATE STRUCTURE
34 Strategy 2.0
35
36 Strategy 2.0
The DirectorKenya Wildlife ServiceP. O. BOX 40241 - 00100 Nairobi KenyaISDN: +254 - 20 - 3991000; +254 - 20 - 3992000Wireless:+254 - 20-2379407-15Mobile: +254 - 735 663 421, +254 - 736 663 400, +254 - 726 610 508, +254 - 726 610 509, +254 - 726 610 533Fax: +254 - 20 - 603792Email: [email protected]: www.kws.go.ke
Kenya Wildlife Service KWSKenya KWSKenya Kenya _Wildlife