Garissa District Vision and Strategy

Garissa District Vision and
Strategy: 2005-2015
July 2005

TABLE OF CONTENTS

Page

1 Introduction and background 1
1.1 Strategic planning approach 1
1.1.1 Format of the district consultations 2
2 District profile 3
2.1 Administrative profile 3
2.2 Topography 3
2.3 Rainfall and Climate 3
2.4 Population and Settlement 4
3 Natural resources in the district 5
4 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 7
4.3.1 Livestock: Strategic challenges 7
4.3.2 Opportunities and potential impact 8
4.4 Water 8
4.4.3 Pasture 9
4.4.4 Strategic challenges 10
4.5 Land 10
4.5.1 Strategic challenges 10
4.6 Other resources 11
4.6.1 Emerging livestock 11
4.6.2 Wind and solar energy 11
4.6.3 Commercial agro-forestry 11
4.6.4 Non-wood products 11
4.6.5 Sand and other minerals 12
5 Vision, Mission and Core development principles 13
5.1 Vision 13
5.2 District Mission 13
5.3 Core development principles 13
6 Strategic challenges, response and investments 15
6.1 Introduction 15
6.2 Pasture: Strategic challenges 16
6.3 Non-wood forest products: Strategic challenges 18
6.4 Livestock: Strategic challenges 20
6.5 Water: Strategic challenges 21
6.6 Land: Strategic challenges 23

6.7 Food crops: Strategic challenges 24
6.8 Minerals: Strategic challenges 26
6.9 Wildlife: Strategic challenges 27
6.10 Wind and solar energy: Strategic challenges 28
6.11 Coordination of ASALs Development Initiatives at district level 28

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 Group
EMCA 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
KENGO Kenya Energy Non-Governmental Organisation
KENNDA
KHDA Kenya Horticultural Development Authority
KTB Kenya Tourism Board
KVDA Kerio Valley Development Authority
KWS Kenya Wildlife Services
LATF Local Authority Transfer Fund
MoA Ministry of Agriculture
MoCD
Ministry of Cooperative Development
MoENR
Ministry of Environment and Natural Resources
MoEST Ministry of Education Science and Technology
MoF Ministry of Finance
MoFA Ministry of Foreign Affairs
MoH Ministry of Health
MoI&C Ministry of Information and Communications
MoL&F Ministry of Livestock and Fisheries
MoLG Ministry of Local Government
MoP&ND Ministry of Planning and National Development
MoR&PW Ministry of Roads and Public Works
MoSP Ministry of Special Programmes
MOTI Ministry of Trade and Industry
MRA
Ministry of Regional Authorities
MTEF Medium Term Expenditure Framework

NARC National Rainbow Coalition
NEMA National Environmental Authority
NGO None Governmental Organisations
NRM Natural Resource Management
SWOT Strengths, weaknesses, opportuniti es and threats
UNDP United Nations Development Programmes

PricewaterhouseCoopers ALRMP 1
Garissa District Vision and Strategy

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 Drought
Management 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
PricewaterhouseCoopers used the following overall approach:
Clustered the 22 districts into six axis as hereunder:
Upper Eastern: Moyale, Marsabit, Isiolo (axis meeting point)
North Eastern: Mandera, Wajir, Garissa (axis meeting point), Ijara, Tana
River
Rift Valley: Turkana, West Pokot, Baringo (axis meeting point),
Samburu
Southern Rangelands: Narok (axis meeting point), TrasMara, Kajiado
Mt Kenya Region: Laikipia, Kieni (East and West), Tharaka, Mbeere.
(Nyeri was the axis meeting point)
Ukambani: Mwingi, Kitui (axis meeting point) and Makueni
Facilitated district consultations in each of the axis drawing on the expertise of
select district-based participants to fine-tune the vision and strategy. The
stakeholders in each district included community representatives, business
people, Community Based Organisations (CBOs), Non Governmental
Organisations (NGOs), women representatives and civil servants. The


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 21-23
rd

while the Southern Rangelands, Mt Kenya Region and Ukambani axis held
their consultations on March 29-31
st
.
1.1.1 Format of the district consultations
This section sets out the framework used to refine and develop the district vision
and strategy. The seven-step framework was used to facilitate the district
workshops. The steps were:
Step 1: Identify each districts key natural resources (the natural resource
base)
Step 2: Identify the key strategic challenges that constrain the sustainable
management of natural resources in the district. This involved undertaking
comprehensive SWOT analysis of the district with respect to the natural
resources and peoples livelihoods. It also entailed undertaking a detailed
PEST analysis to identify the political, economic, sociological and
technological forces that impact on the way natural resources are managed in
the district.
Step 3: Confirm District Vision (or Dream)
Step 4: Confirm District Mission (Why it exists)
Step 5: Confirm core development principles to guide the utilisation of natural
resources in support of sustainable livelihood options in the district
Step 6: Identify strategic responses (initiatives) to address the challenges
identified in Step 2
Step 7: Prioritise interventions and develop indicative investments/costs
required. Also identify collaborating institutions to complement local initiatives


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 Topography
The district is basically flat with no hills and mountains. The major physical features
are seasonal laghas and 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
some patches, to alluvial soils along the River Tana basin. There are also white and
red sand soils. White and red soils occur in Balambala division where terrain is
relatively uneven and well drained. The soils hold no water but support vegetation,
which remains green long after rains. These soils therefore have potential for
farming. The rest of the district has sandy soils that support scattered shrubs and
grassland. Alluvial soils occur along the river line zone of Tana and Laghas. The
soils are very fertile and can support vegetation such as trees, scanty shrubs, and
increased agricultural production especially using irrigation. The environment is
fragile given the low vegetation cover and requires conservation measures to avoid
desertification. This is more so in the eastern divisions of Liboi, Jarajilla and
Dadaab which has a high influx of refugees and a strong livestock attachment
among the inhabitants.
2.3 Rainfall and Climate
Rain falls in two seasons, the long rains in March to April and the short rains in
October to December. However rainfall is unreliable with some short periodic
torrential downpours which do not help in regeneration of pastures. Because of the
low altitudes temperatures are high ranging from 20 degrees centigrade to 38
degrees centigrade. The hottest months are September, January and March, while
between April and August is relatively cool. There are only two permanent surface
water sources. These are, Tana River, which runs along its western border and a
small part of Lagha in Benane Division. Although Tana River is not confined within
the districts boundaries, it has influenced settlement patterns and economic


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 which
was 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 also
attract 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,
has a negative impact on the environment and resources available in the vicinity.
The vegetation in the area has been utilized for firewood leaving the area vulnerable
to wind erosion, which may lead to desertification in the next few years.


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


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
especially livestock, land, minerals
and high value plants
Indigenous knowledge systems
that help community cope with and
adapt to the environment e.g.,
through mobile lifestyle
Resilience of local community and
strong social networks
Strategic location at the frontier of
the north east
Opportunities
Increased Government and
development partner interest in
ASAL development
Drive for peaceful co-existence
with other communities in the
region including prospects of
peace in Somalia
National interest in the ASALs as
the frontier for development
activities in Kenya
Value addition from livestock
products
Crop farming using drought
resistant/escaping crops
Cross border trade and pasture
with Somalia
Weaknesses Threats


Conflict over dwindling internal
resources
High water table
Weak human capital base due to
low investment in education
Poor or non-extant physical
infrastructure such as roads,
irrigation canals, factories,
hospitals and telecommunications
Fragile eco-system that is being
pushed to the limit
Collapse of traditional pasture
management practices
Land tenure system
Marginalisation due poor past
policies from the centre
Cultural practices that render
uptake of new ideas difficult such
as attitude towards the girl child
and attachment t cattle.
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
species

4.3 Resource-based analysis
Livestock rearing is the most dominant production system in the district. The main
livestock species are cattle, shoats, camels and donkeys.

4.3.1 Livestock: Strategic challenges
Pastoralism in Garissa is under serious strain due to a number of factors.
4.3.1.1 Deteriorating pastures
Periodic droughts, flooding and overgrazing continue to negatively affect the quality
of the pastures available in Garissa. Influx of livestock from neighbouring countries
especially Somalia continues to exert increasing on an already fragile eco-system.


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 on
traditional 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 even
the 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.
4.3.2 Opportunities and potential impact
4.3.2.1 Value addition
The key opportunities in the livestock lie in value addition. Locally-based
investments in small-scale industries that use livestock and livestock products have
the capacity to provide livelihood options for the people of Garissa by way of trade
and employment. Such industries could take the form of abattoirs, tanneries and
production of handicrafts based on animal products such as hooves and horns.
The livestock sector also has the capacity to provide veterinary-related incomes and
trading opportunities in animal health products primarily for CBAHWs.
4.3.2.2 Diversification into more drought tolerant and environmentally-friendlier species
such as the camel could also reduce the extent to losses during droughts and range
degradation.
4.4 Water
Water is another critical resource. The district has various water sources which
include boreholes, water pans and the permanent Tana River
Below are the key strategic challenges in managing the water resources in the
district.


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 by
the 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 agriculture
has 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
This is especially important given that this flooding more than often happens on land
where irrigation is practiced. This leads to loses. There is need to protect the areas
prone to flooding .
4.4.2.1 Irrigated agriculture
Garissa is in the enviable position of having a permanent water source in the Tana
River with the potential to improve the livelihoods of the people through irrigated
agriculture.
Local capacity is lacking as the communities tend to be largely poor and efforts
have to concentrate on strategic interventions to improve capacity to take
advantage of water and water-based resources.
Better management of existing water resources such as boreholes, dams and pans
could result in better access to water for households that currently spend long hours
in search of water.
4.4.3 Pasture
With livestock being the mainstay of the economy in Garissa district, pasture is a
significant natural resource for the people.


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 extinction
of palatable species especially after the el-Nio rains of 1998.

Further pastures are threatened by cutting down trees for charcoal burning,
firewood, building materials and uncontrolled mushrooming of settlements
especially around provincial administrative centres where security is better.
4.4.4.2 Access to pasture
The collapse of traditional range management structures has jeopardised access to
pastures that were traditionally set aside for dry season grazing. Livestock is now
often moved into these areas without consulting elders.
Better management of pasture (and water) is at the heart of improved livestock
production in Garissa district.
4.4.5.1 Herd diversification
With the fragile eco-system, better suited animal species such as camels which are
more drought-tolerant should be encouraged. It also reduces the communities
vulnerability to droughts that affect cattle and sheep hardest.
4.5 Land
Garissa has plenty of land mass, but changing lifestyles are beginning to impact
negatively on the land. The most significant development in this regard is
sedentarisation especially along watering points and administrative centres.
4.5.1 Strategic challenges
Land in the district is either under trust land or communal holdings.
The optimal utilisation of land in the district is hindered by the following:
4.5.1.1 Land tenure
Tenurial issues in the district revolve around communal use of grazing resources
without control over individual actions. Conflict and overgrazing have been the
inevitable result.
4.5.1.2 Degradation
Pressure from growing numbers of livestock is leading to overgrazing and pasture
degradation. There is also the tendency for settlement around watering points that


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 livestock
Snakes, 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 suitable
for 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.
4.6.2.2 Opportunities and potential impact
Over-harvesting of trees primarily for wood fuel and charcoal is a key cause of
degradation in the district. Provision of clean sources of alternative energy will slow
down the cutting of trees. Also important is cut down on the time spent especially by
women and the girl child in fetching firewood for domestic purposes.
4.6.3 Commercial agro-forestry
The district can take advantage of the fast maturing trees to move into commercial
agro-forestry. Suitable species for the ASALs such as the Eucalypt can provide
another source of income for the people. Tenurial issues must however be
addressed first and the local capacity built to take advantage of this district
potential.
4.6.4 Non-wood products
These include medicinal plants such as Aloe Vera and products like gums and
resins. Well managed, these can provide viable options for supplementing
household incomes in the district. The key challenge is low awareness levels
among the community on the commercial potential of these products.


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 environmentally
unsustainable. Guidelines need to be developed to guide the harvesting of sand
without degrading the environment.


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, empowered and prosperous Garissa district

5.2 District Mission
The district mission captures the essence of what players commit to do to realise
the shared vision. The key running themes were:
Mobilisation and empowerment of the local communities
Improved standards of living
Co-ordinated and sustainable utilisation of natural resources
The District Mission is:
To empower, coordinate and mobilise local people to manage natural
resources in a sustainable manner.

5.3 Core development principles
Core development principles provide the underpinning philosophy that should guide
the utilisation of natural resources in the district. Core development principles define
what the acceptable behaviour for the district in the management of the natural
resources resident in Ijara district is.


The following are the core development principles for Natural Resource
Management in the district.
J ustice and equity in accessing and benefiting from natural resources
Respect for indigenous knowledge and local culture
Respect for diversity
Inclusiveness especially for women
Focus on value addition
Proactive participation of local communities in development initiatives


6 Strategic challenges, response and investments
6.1 Introduction
The process of preparing this vision and strategy included a consultative process
under which districts teams were facilitated to:
Identify strategic challenges inhibiting full realization of benefits from natural
resources resident in the district
Develop strategic initiatives to overcome the strategic challenges
Provide indicative development investments to implement the strategic
initiatives to enable full realization of benefits from the natural resources
Identify external agencies that would be crucial in resourcing the strategic
initiatives

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


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 and
strategy 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 the
pastures
10,000,000 UNDP DDC/GOK, NGOs, CBOs


KSHS
Total
230,000,000


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 improve
marketing
50,000,000 KEFRI, GTZ, NGOs
Improve germ-plasm/ genetic pool, enhance market
access and promote exploitation, establish mini
plantations for the gum arabica
20,000,000 KEFRI, ICRAF,
Improve resins breed, promote more responsible
harvesting and establish primary processing of the
resins
20,000,000 KEFRI, , ICRAF,
Determine the value of the product and promote good
harvesting practices for thatch materials
5,000,000.00 FD, Ministry of Tourism
Promote better understanding of the potential of herbal
plants in the district, enhance responsible harvesting,
create and nurture markets within and outside the
district
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


KSHS
promote alternative livelihoods
Promote consumption of wiled fruits, their processing
and marketing both within and outside the market
5,000,000 MOH, Community, FD, NGOs
Total 115,000,000


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


6.5 Water: Strategic challenges
Overexploitation of underground water, poor distribution of water points, deteriorating water quality, silting pans, poor
management 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 and
strengthen 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
Programme for river bank protection and manage the
course


IN KSHS
Conduct study on better control of evaporation
Total
320,000,000


6.6 Land: Strategic challenges
Unclear land tenure, unresponsive land policies and regulations are some of the bottlenecks adversely affecting land
use 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 are
appropriately 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 land
management decisions
5,000,000 NGOs, CBOs,
Total
15,000,000


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 or
non-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 in
Garissa 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 strategic
initiatives 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 including
gravitational 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-addition
and 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


KSHS
Total
330,000,000


6.8 Minerals: Strategic challenges
Lack of information on quantities and location of minerals in the district, minimal mining activities, unorganized
marketing 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 in
the 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


6.9 Wildlife: Strategic challenges
Rampant poaching for trophies and game meat, unfriendly wildlife policy, limited information on numbers of wildlife
resident 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 GIS
and 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 education
programs/tours
10,000,000.00 NEMA, GOK/KWS,
Improve management of game reserves/parks and
existing 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 surveillance
and scouting
10,000,000.00 KWS, KTB, NGOs
Total
290,000,000


6.10 Wind and solar energy: Strategic challenges
Policy constraints to development of alternative energy systems and high initial installation costs are the tow key
strategic 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

STRATEGIC INITIATIVES
ESTIMATED INVESTMENT
IN KSHS
Install wind and solar demonstration units in public
institutions to pilot wind and solar energy use in the
district.
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 the
initial 10 districts to benefit from the ALRMP. The consultations show that given the contentious provisions in the draft
constitution, it would be prudent to continue coordinating ASAL development initiatives within the current arrangements
where the DMO is the focal point and the DSG members coordinate inter-sectoral ASAL initiatives.


It is recognised that the DSG is a sub-committee of the DDC but it needs strengthening so that it is able to handle the
enhanced role of coordinating the implementation of the ASAL NRM Strategy initiatives. 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, Private
Sector
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 the
district
Make DSGs more inclusive i.e. include private
sector organisations involved in natural resource
management in the districts
0 Ministry of Special Programmes, DDCs,
Sector
Hold regular working sessions to advance
implementation of ASAL strategy initiatives
20,0000 Ministry of Special Programmes, DDCs,
Sector
Total 65,200,000


Garissa District Vision and Strategy

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