The Kenya Forestry Research Institute (KEFRI) embraced the concept of strategic planning in 1989 to guide its research and development operations. Development of the sixth (6th) Strategic Plan 2018-2022 involved, among others; a review of the 5th KEFRI Strategic Plan 2013-2018; Kenya Vision 2030 (Medium Term Plan, MTP III); National Forest Programme (NFP, 2016-2030); Forest Conservation and Management Act, 2016; draft National Forest Policy (2016), the Kenya Constitution 2010, National Government Big Four Agenda, and other relevant national development plans outlined by the Ministry of Environment and Forestry. In formulating this Plan, an assessment of both external and internal operating environments was undertaken. This involved analyzing Strengths, Weaknesses, Opportunities and Threats (SWOT) of the Institute to determine the possible roles of Policy, Political, Economic, Social, Technological, Legal, Environmental and Governance (P-PESTLEG) factors on the plan. A stakeholder analysis was also conducted and cross-cutting institutional issues, which might affect KEFRI’s effectiveness in realizing its Mission were identified. Results of the SWOT, P-PESTLEG and stakeholder analysis facilitated the revision of KEFRI’s Vision and Mandate.
This Strategic Plan 2018-2022 will strive to achieve seven (7) strategic objectives which are to:
Generate technologies for establishment and management of forest plantations, trees on-farms and enhance production of superior germplasm for priority tree species for different agro-ecological zones
Generate rehabilitation technologies for adaptation to climate change, sustainable forest landscapes, woodlands, wetlands and riparian eco-systems
Develop technologies for efficient processing and utilization of wood and non-wood forest products
Formulate forestry policies for sustainable forest management and improved livelihoods
Disseminate forestry research technologies and enhance institutional research and development capacity
Strengthen institutional capacity for research and development
Enhance corporate communication and publicity
The implementation of this Strategic Plan will be guided by seven (7) Strategic Themes, i.e. five (5) in Research and Development (R&D), one (1) in Corporate Services and one (1) in Corporate Affairs and Quality Assurance. Research will be conducted under 5 Research and Development themes namely: Forest Productivity and Improvement (FPI), Forest Biodiversity and Environment Management (FBEM), Forest Products Development (FPD), Socio-economics, Policy and Governance (SPG) and Forest Research Support Services (FRSS).
KEFRI will adopt the Balanced Score Card (BSC) approach to guide, measure and report on the status of execution of this Strategic Plan. A Corporate Implementation Matrix was also developed and will form the basis for preparation of annual work-plans.xvi Management and coordination of Research and Development will be undertaken at various levels that include: The Board of Directors; Executive Committee, National Forestry Research Advisory Committee, and the Consultative Committee.
The Institute has an established risk management process that will be used to identify, analyze, evaluate and treat the principal risks that are likely to be faced during the implementation of the Strategic Plan. The possible risks that may affect the Institute during the implementation of the Strategic Plan are; strategic risks, operational risks, financial risks and technological risks.
In order to implement the 6th Strategic Plan, financial, human and physical resource will be required. The financial requirements for the 2018/2019 financial year are estimated at KES 2.26 billion that is projected to grow to KES 2.90 billion by 2021/2022 financial year. This budget will financed through Government of Kenya annual allocation, internally generated funds and external funding from development partner grants as well as Public-Private Partnerships.
Monitoring and Evaluation (M&E) will be used by KEFRI to track implementation of targets outlined in the Corporate Implementation Matrix. The M&E process will be used to measure accomplishments and detect any deviations, and where there is need for adjustment, appropriate and timely action will be taken. Monitoring and Evaluation tools will include; annual implementation matrix review, annual performance contracts and work-plans, annual budget and quarterly expenditure review, and annual staff appraisal.