Garissa District Vision and Strategy

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Garissa District Vision and

Strategy: 2005-2015

July 2005


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TABLE OF CONTENTS

Page

1 Introduction and background 1

1.1 Strategic planning approach 11.1.1 Format of the district consultations 2

2 District profile 3

2.1 Administrative profile 32.2 Topography 3

2.3 Rainfall and Climate 3

2.4

Population and Settlement 4

3 Natural resources in the district 54 Situation analysis 6

4.1 Overview 6

4.2 Summary Strengths, Weaknesses, Opportunities and Threats(SWOT) Analysis (SWOT) Analysis for Garissa district 6

4.3 Resource-based analysis 74.3.1 Livestock: Strategic challenges 7

O


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6.7 Food crops: Strategic challenges 24

6.8 Minerals: Strategic challenges 266.9 Wildlife: Strategic challenges 27

6.10 Wind and solar energy: Strategic challenges 286.11 Coordination of ASALs Development Initiatives at district level 28


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Abbreviations

ALRMP Arid Lands Resource Management Project

ADC Agricultural Development Corporation

ASAL Arid and semi-arid Lands

CBAHWs Community Based Animal Health Workers

CBO Community Based Organisations

DDC District Development Committee

DFRD District Focus for Rural Development

DMO Drought Management Officer

DPM Department of Personnel Management

DSG District Steering GroupEMCA Environment Management and Coordination Act

ERSWEC Economic Recovery Strategy for Wealth and Employment Creation

FAO

FD Forest Department

GTZ Deutsche Gesellschaft fr Technische Zusammenarbeit

ICRAF

KARI Kenya Agricultural Research Institute


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NARC National Rainbow Coalition

NEMA National Environmental Authority

NGO None Governmental Organisations

NRM Natural Resource Management

SWOT Strengths, weaknesses, opportunities and threats

UNDP United Nations Development Programmes


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1 Introduction and background

This vision and strategy for Garissa district was refined and finalised during a district

consultations workshop held on March 21-23 in Garissa 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 fine-tuning and 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 DroughtManagement Officer, had undertaken consultations with the community and

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 and

P i t h C d th f ll i ll h


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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 21-23rdwhile 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 sustainablemanagement of natural resources in the district. This involved undertakingcomprehensive SWOT analysis of the district with respect to the naturalresources and peoples livelihoods. It also entailed undertaking a detailed

PEST analysis to identify the political, economic, sociological andtechnological forces that impact on the way natural resources are managed in

the district.


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2 District profile

2.1 Administrative profile

Garissa district is the provincial headquarters of North Eastern Province. It borders

Isiolo district to the northwest, Wajir to the north, the Republic of Somalia to the

east, Tana River district to the west and Ijara to the south. The district covers an

area of 33,620 square kilometres and is administratively divided into 11 divisions,

42 locations and 60 sub-locations. There are three constituencies, namely Dujis,

Laghdera and Fafi. The constituencies are vast and sparsely populated. There are a

total of 45 wards under two local authorities namely, Garissa Municipal Council and

Garissa County Council.

2.2 TopographyThe district is basically flat with no hills and mountains. The major physical features

are seasonal laghasand the Tana River basin in the western side. Most of the

seasonal laghas in the western part drain their waters into River Tana while those in

the eastern side flow to the Fafi swamp and into the Somali Republic.

Garissa is generally semi-arid. Its soils range from the sandstones, dark clays in

t h t ll i l il l th Ri T b i Th l hit d


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activities. Garissa has a lot of ground water potential along its western fringe with

the Merti aquifer stretching from Shantaabak division to Jarajilla division. Along the

aquifer, the water is fresh while in some parts of Jarajilla its saline. The northern

and central parts of the district have no underground water making the areas

difficult for human habitation during dry periods.

2.4 Population and Settlement

The district was estimated to have a population of 329,868 people in 1999 whichwas to rise to 396,904 in 2006 and to 460,215 by 2008, according to the 1999

population census. The population of the district is concentrated in small pockets

surrounding water points and market centres. These are the areas where basic

services like education; health, security and commercial activities are found. These

also coincide with the location or sub-location headquarters. The major towns alsoattract large populations especially Garissa town which accounts for 20% of the

district population.

Dadaab and Jarajilla divisions accommodate refugees in three camps with

population of 130,000 people, forming a temporary settlement within a radius of 13

kilometers from Dadaab market. This population, which is 35% of the district total,

h ti i t th i t d il bl i th i i it


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3 Natural resources in the district

The following are the key natural resources in the district.

Pasture

Livestock

Water

Land

Wildlife

Solar and wind energy

Medicinal plants

Mineral resources


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4 Situation analysis

4.1 Overview

Garissa districts economy is mainly pastoral. The main economic activity is keeping

of cattle, camels, goats and sheep. Increased livestock population has led to

overgrazing and competition over watering grounds. Poverty is high in the district

and the competition for resources is exacerbated by the influx of refugees mainly

form Somalia. The districts physical infrastructure is generally poor and

investments in health and education low.

4.2 Summary Strengths, Weaknesses, Opportunities and Threats(SWOT) Analysis (SWOT) Analysis for Garissa 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

Well-endowed with natural capital

Opportunities

Increased Government and


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Conflict over dwindling internal

resources

High water table

Weak human capital base due tolow investment in education

Poor or non-extant physical

infrastructure such as roads,

irrigation canals, factories,

hospitals and telecommunications

Fragile eco-system that is beingpushed to the limit

Collapse of traditional pasture

management practices

Land tenure system

Rampant insecurity in the region

Endemic poverty and rising

population

HIV/AIDS

Predominance of livestock

monoculture

Low interest in private sector

investment

Rapid population growth

Growing vulnerability to climatic

shocks

Pasture degradation from

population pressure and invasive

i


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4.3.1.2 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 in animal health. Emphasis has to be laid ontraditional knowledge and building the capacity of Community Based Animal Health

Workers (CBAHWs) to fill the lacuna.

4.3.1.3 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 eventhe country.

4.3.1.4 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.


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4.4.1.1 Inadequate access to clean water for domestic and livestock consumption

The district is prone to periodic droughts and access to safe water continues to be a

challenge.

4.4.1.2 Poor management of existing water works

The exploitation of underground water is hampered by inadequate water where bythe existing boreholes are old and often in a state of disrepair. A significant number

of the dams and earth pans have silted up reducing their water-holding capacity.

Communities need to be capacitated to manage this resource sustainably.

4.4.1.3 Contamination of water

The quality of water, especially dams and pans, is contaminated by human and

animal waste. Siltation has also reduced the quality of water.

4.4.1.4 Underutilisation of potential

The district is prone to periodic droughts yet the potential for irrigated agriculturehas not been fully tapped. The waters of the Tana for irrigation have not been

tapped fully.

4.4.1.5 Frequent flooding, frequent changes of river course and flush floods of River Tana


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4.4.4 Strategic challenges

The key strategic challenge revolves around access to quality and sufficient grazing

resources.

4.4.4.1 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 extinctionof palatable species especially after the el-Niorains 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.

4.4.4.2 Access to pasture

The collapse of traditional range management structures has jeopardised access topastures that were traditionally set aside for dry season grazing. Livestock is now

often moved into these areas without consulting elders.

4.4.5 Opportunities and potential impact

Better management of pasture (and water) is at the heart of improved livestock

production in Garissa district.


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is leading to degradation. Strategic initiatives should focus on the development of

an appropriate land tenure system for the district to enable people to take better

care of the land.

4.6 Other resources

4.6.1 Emerging livestockSnakes, chameleons, tortoises, butterflies and other emerging livestock have

potential to provide alternative income sources for households. Social capital to

enable local to take advantage of the growing market in these livestock must be

nurtured at the local level.

4.6.2 Wind and solar energy

The district enjoys long periods of sunshine and windy conditions that are suitablefor solar and wind energy generation.

4.6.2.1 Key strategic challenges

The key challenge with regard to wind and solar energy is the availability of

appropriate technology to harvest these resources. Current technologies tend to be

costly.


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4.6.5 Sand and other minerals

Very little is known of the mineral deposits in the district. The most immediate

action for the exploitation of minerals in the district is to have a comprehensive geo-

survey of the mineral deposits. This would then inform the nature and extent of

exploitation in the district.

The district has plenty of sand but its exploitation is haphazard and environmentallyunsustainable. Guidelines need to be developed to guide the harvesting of sand

without degrading the environment.


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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:

A just , emp owered and prosperous Garissa distr ict

5.2 District Mission

The district mission captures the essence of what players commit to do to realise


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The following are the core development principles for Natural Resource

Management in the district.

Just ice and equity in accessing and benef it ing from natural resourc es

Respect for indigenou s know ledge and local culture

Respect for diversi ty

Inclusiv eness especial ly for wom en

Focus on v alue addit ion

Proact ive part ic ipat ion of local communit ies in developm ent in i t iat ives


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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 naturalresources resident in the district

Develop strategic initiatives to overcome the strategic challenges

Provide indicative development investments to implement the strategicinitiatives to enable full realization of benefits from the natural resources

Identify external agencies that would be crucial in resourcing the strategicinitiatives

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


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PricewaterhouseCoopers ALRMP 16

Garissa District Vision and Strategy

6.2 Pasture: Strategic challenges

The challenges confronting use of pasture in Garissa district are overgrazing, mushrooming of unplanned

settlements leading to land degradation especially around administrative centers, haphazard grazing with no respect

for reserve pasture, increasing drought frequency and disappearance of palatable grass species. These have made

livestock rearing difficult. To address these challenges and problems, the district team that developed the vision andstrategy has proposed the strategic initiatives in the table below

Table 6.2: Pasture resource management matrix for Garissa district

STRATEGIC INITIATIVES ESTIMATED INVESTMENT

RESOURCES (10 YEARS) IN

KSHS

KEY EXTERNAL AGENCIES

Increase livestock off-take 100,000,000 Mo&FL

Plan settlements 20,000,000 GOK, Community, local authority

Regulate grazing patterns 10,000,000 UNDP DDC/GOK, community

Rehabilitate refugee affected areas 50,000,000 NEMA/GOK-Forest department

Conduct community environmental awareness education 20,000,000 GOK/Community, local authorities

Intensify alternative economic use of prosopis species,

intensify mechanical control

20,000,000 NEMA/GOK-Forest department

Identify alternative livelihood ease pressure on thepastures

10,000,000 UNDP DDC/GOK, NGOs, CBOs


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KSHS


Total 230,000,000


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6.3 Non-wood forest products: Strategic challenges

These present the opportunity for diversified livelihoods for Garissa people. The most daunting challenges inhibiting

full exploitation of these is unorganized growing of the trees producing the products, inappropriate harvesting resulting

to wastage, low quantity of the products need for improved seedlings, poor marketing and lack of primary process to

add value. In the table below are presented initiatives for each of the existing non-wood products.

Table 6.3 Non-wood forest products resource management matrix for Garissa district



KSHS


Enhance honey harvesting, refining and improvemarketing

50,000,000 KEFRI, GTZ, NGOs

Improve germ-plasm/ genetic pool, enhance market

access and promote exploitation, establish miniplantations for the gum arabica

20,000,000 KEFRI, ICRAF,

Improve resins breed, promote more responsible

harvesting and establish primary processing of theresins

20,000,000 KEFRI, , ICRAF,

Determine the value of the product and promote good

harvesting practices for thatch materials5,000,000.00 FD, Ministry of Tourism

Promote better understanding of the potential of herbalplants in the district, enhance responsible harvesting,create and nurture markets within and outside thedistrict

10,000,000.00 MOH, Community, FD

Promote the growing and weaving of reed and fibres to 5,000,000 MOH, Community, FD, NGOs, CBOs, Women Groups


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KSHS


promote alternative livelihoods

Promote consumption of wiled fruits, their processingand marketing both within and outside the market

5,000,000 MOH, Community, FD, NGOs

Total 115,000,000


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6.4 Livestock: Strategic challenges

High disease prevalence, inbreeding resulting to weaker animals, lack of external markets and insufficient market

infrastructure are the key strategic challenges affecting livestock rearing in the district. In table below are presented

the key strategic initiatives to address these challenges.

Table 6.4: Livestock resource management matrix for Garissa district



KSHS


Improve disease surveillance/control 200,000,000 MOLFD,ENNDA, KLMC, GTZ

Promote traditional breeding system & educate

community on importance of proper breeding

50,000,000 ALRMP, Community, KLMC

Enhance local and external markets 20,000,000 GOK

Improve road network 2,000,000,000 GOK, Development Partners

TOTAL 2,270,000,000


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6.5 Water: Strategic challenges

Overexploitation of underground water, poor distribution of water points, deteriorating water quality, silting pans, poormanagement of water resources and poor harvesting of water are key strategic challenges in water utilization in the

district. The table below presents strategic initiatives towards addressing these challenges.

Table 6.5: Livestock resource management matrix for Garissa district


RESOURCES (10 YEARS)

IN KSHS


Regulate underground water exploitation develop andstrengthen WUAs

10,000,000 MOWD NWS Board

Proper distancing of water points

Develop and strengthen WUAs

5,000,000 MOWD, ALRMP II, NWS Board

De-silt water pans, develop and strengthen WUAs 30,000,000 ALRMP II, MOWD, NWS Board

Develop and strengthen WUAs, de-silting of existing earth

dams

30,000,000 Community, NWS Board

Develop water supply systems, innovative water

harvesting technologies (zai pits, etc)

100,000,000 Relma-in-ICRAF for water harvesting

Carry out conservation activities in highlands 40,000,000 MOWD, ALRMP II, NWS Board

Programme for river bank protection and manage thecourse

100,000,000 MOWD, ALRMP II, NWS Board


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IN KSHS


Conduct study on better control of evaporation 5,000,000 MOWD, ALRMP II, NWS Board

Total 320,000,000


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6.6 Land: Strategic challenges

Unclear land tenure, unresponsive land policies and regulations are some of the bottlenecks adversely affecting landuse in Garissa district. In the table below are presented some of the strategic initiatives to address these challenges

Table 6.6: Land resource management matrix for Garissa district



KSHS


Ensure the district unique land ownership issues areappropriately reflected in the on going land policy

development

0 NGOs, CBOs,

Advocate for proper demarcation of district boundaries(take into a/c socio-economic/cultural orientation)

10,000,000 DDC, Ministry of Lands and Housing ,

Advocate for more community involvement in landmanagement decisions

5,000,000 NGOs, CBOs,

Total 15,000,000


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6.7 Food crops: Strategic challenges

Little use of irrigation, disinterest in crop farming, high cost of pump-fed irrigation, high cost of farm inputs, weak ornon-existent farmers associations, poor soils, little and erratic rainfall, occupation of prime land by the dreaded

mathenge plant,unclear land ownership and invasive species are some of the problems and challenges preventing

optimal crop agriculture in Garissa district. Ten years ago, there were virtually no local food crops and fruits sold inGarissa town from the district. To day the market place is awash with bananas grown in Garissa. This indicates two

things. One it is evident that some people have taken up crop growing as a livelihood. Secondly, feeding habits have

changed such that locally grown food crops have local consumers. In the table below are presented some strategicinitiatives to address the challenges and take advantage of the local peoples changing feeding habits.

Table 6.7: Food crop resource management matrix for Garissa district



KSHS


Fully exploit irrigation potential includinggravitational irrigation

200,000,000 MoA/MoW

Intensify research on suitable crops and

appropriate technologies

10,000,000 KARI, UN bodies, ADC

Improve marketing infrastructure, value-additionand micro-processing

10,000,000 ALRMP/MoA

Introduce early maturing varieties and drought-resistant strains, seeds certification for planting

10,000,000 MoA, IFAD, WFP, KARI

Promote Agro-forestry/research 10,000,000 TARDA, KEFRI, ICRAF,

Proper management of prosopis e.g. use for

firewood and charcoal.

40,000,000 MoA, KARI, FAO

Introduce credit facilities for farmers 10,000,000 NGOs

Improve extension services 40,000,000 MoA


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KSHS


Total 330,000,000


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6.8 Minerals: Strategic challenges

Lack of information on quantities and location of minerals in the district, minimal mining activities, unorganizedmarketing of mining products and poor mining methods resulting to environmental degradation are the main strategic

challenges in mineral wealth utilisation in Garissa. The table below presents some of the strategic initiatives to

address the challenges.

Table 6.8: Minerals resource management matrix for Garissa district



KSHS


Conduct study on location and quantities of minerals inthe district,

10,000,000.00 Dept of Mines and Geology

Intensify exploitation of known deposits 50,000,000.00 Dept of Mines and Geology

Strengthen marketing systems 20,000,000.00 GOK, community

Improve/enforce responsible mining practices 20,000,000.00 Department of Mines and Geology/GOK ,Community

Conduct environmental impact studies 20,000,000.00 Department of Mines and Geology/GOK

Total 120,000,000


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6.9 Wildlife: Strategic challenges

Rampant poaching for trophies and game meat, unfriendly wildli fe policy, limited information on numbers of wildliferesident in the district, increasing human/wildlife conflicts, habitat degradation and exclusion of community in the

management of wildlife.

Table 6.9: Wildlife resource management matrix for Garissa district



KSHS


Streamline policy 50,000,000.00 KWS, Parliament

Better collaboration on cross-border

management/consultations, wildlife census through GISand aerial photography

100,000,000.00 KWS, NGOs

Support community-driven eco-tourism,

Adequate and timely compensation for loss of human

life and property

100,000,000.00 ALRMP, KWS

Community training, better community educationprograms/tours

10,000,000.00 NEMA, GOK/KWS,

Improve management of game reserves/parks andexisting sanctuaries

10,000,000.00 NGOs, CBOs, NGOs

Research on ecotourism 10,000,000.00 KWS, NGOs

Establish community-based tourism

Recruitment community wildlife scouts for surveillanceand scouting

10,000,000.00 KWS, KTB, NGOs

Total 290,000,000


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6.10 Wind and solar energy: Strategic challenges

Policy constraints to development of alternative energy systems and high initial installation costs are the tow keystrategic challenges that have resulted in limited use of wind and solar energy in Garissa district. The table below

presents the strategic initiative for addressing the challenges.

Table 6.10: Wind and solar energy resource management matrix for Garissa district



IN KSHS


Install wind and solar demonstration units in public

institutions to pilot wind and solar energy use in thedistrict.

5,000,000 Ministry of Energy, KenGen , NGOs

Provide information on uses and benefits of the two

sources of energy

500,000 ALRMP, Ministry of Energy, KenGen, NGOs

Total 5,500,000

6.11 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 and the District Steering Groups have taken the role of coordinating the ASAL

development initiatives in the district. Broad based consultations indicate that this arrangement is working well in theinitial 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.


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It is recognised that the DSG is a sub-committee of the DDC but it needs strengthening so that it is able to handle theenhanced role of coordinating the implementation of the ASAL NRM Strategy initiatives. 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 6.11: Coordination of development initiatives in the district


RESOURCES (10 YEARS) IN KSHS


Enhance the role of DSGs to take on initiatives on

natural resource management at the district level

5,000,000 Ministry of Special Programmes, DDCs,

Sectoral Ministries, NGOs, CBOs, PrivateSector

Develop a programme for implementation of

ASAL initiatives in the districts (as per strategy)

5,000,000 Ministry of Special Programmes

Drought Management Officers

Develop a monitoring and evaluation system for

ASAL initiatives in the districts


Conduct regular reviews of ASAL activities in thedistrict


Make DSGs more inclusive i.e. include privatesector organisations involved in natural resource

management in the districts

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

Sector

Hold regular working sessions to advance

implementation of ASAL strategy initiatives

20,0000 Ministry of Special Programmes, DDCs,

Sectoral Ministries, NGOs, CBOs, PrivateSector

Total 65,200,000


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Documents

Garissa District Vision and Strategy