internship report at directorate of tourism and wildlife -Kilifi county

INDUSTRIAL ATTACHMENT REPORT

COUNTY GOVERNMENT OF KILIFI

DEPARTMENT OF TRADE, INDUSTRIALIZATION, CO-OPERATIVE DEVELOPMENT,

TOURISM AND WILDLIFE

P.O. Box 519-80108

KILIFI, KENYA.

DIRECTORATE OF TOURISM AND WILDLIFE

PWANI UNIVERSITY

DEPARTMENT OF HOSPITALITY AND TOURISM MANAGEMENT

OGWEYO PETER OGALO

H12/PUC/O469/12

ON JOB TRAINING SUPERVISORS

MR WILLIAM IHIA-TOURISM OFFICER

MR VICTOR NSENGA-WILDLIFE OFFICER

ASSESSMENT SUPERVISOR

MADAM MBOGO

DECLARATION

This industrial attachment is my original work and has not been submitted for a degree in any

other university for industrial attachment.

NAME............................................................................................................

Signature …………………………………… Date………………………..

We confirm that the work reported in this industrial attachment was carried out by the

candidate under our assessment as University/on job training supervisors.

NAME..............................................................................................

Signature ………………………………. Date……………………

NAME..............................................................................................

Signature …………………………… Date…………………...........

2

[email protected]/+254717782213

DEDICATION

This industrial attachment report is dedicated to my Late Father Joanes Ogalo Adipo.

3


ACKNOWLEDGMENT

I thank Pwani University and the department of Hospitality and Tourism Management for

giving me the opportunity and equipping with skills and knowledge in this profession of

tourism. I register my appreciation to the lecturers in the department of hospitality and

tourism managements. I give sincere thanks and appreciation to my able on job supervisors

Mr William and Nsenga for a job well done, for their effort and willingness to assist me

during training.

The whole department of trade, industrialization, cooperative development, tourism and

wildlife, for the consistent hospitality and integrity you show me from the day I joined

attachment to the end under the care of our able and willing chief officer madam Patience

Above all, I am sincerely grateful to the Almighty God for the sufficient grace that saw me

through during my study period. It may not be practically possible to register my

appreciation to all those who in one way or other contributed to the success of this work but

to all of you, I say thanks.

4


Contents

DECLARATION.............................................................................................................................2

DEDICATION.................................................................................................................................3

ACKNOWLEDGMENT.................................................................................................................4

EXECUTIVE SUMMARY.............................................................................................................9

CHAPTER 1..................................................................................................................................10

1.0 BACKGROUND AND INTRODUCTION............................................................................10

1.1OVERVIEW.............................................................................................................................10

1.2INTRODUCTION....................................................................................................................10

1.3BASIC ORGANISATION STRUCTURE OF KILIFI COUNTY GOVERNMENT..............12

1.4 COUNTY EXECUTIVE.........................................................................................................13

1.4.1 Powers of the governor.........................................................................................................15

1.4.2 Functions of the deputy governor.........................................................................................15

1.4.3 Removal of a governor.........................................................................................................16

1.4.4Exercise of executive authority.............................................................................................17

1.4.5 Appointment of county executive members.........................................................................18

1.4.6 Functions of the executive committee..................................................................................19

1.4.7 Role of the executive committee in urban area or city planning..........................................19

1.4.8 Oath of office for the executive committee..........................................................................20

1.4.9 Accountability of members of the executive committee......................................................20

1.4.10 Removal of member of executive committee.....................................................................20

1.4.11 Meetings of the county executive committee.....................................................................21

1.4.12 County executive to remain in office after elections.........................................................22

1.4.13 Representation of county government by Attorney-General in court................................22

1.4.14 Appointment of county secretary.......................................................................................22

1.4.15 Appointment of county chief officers.................................................................................23

1.4.16 County executive committee to determine organization of county....................................24

1.4.17 Performance management plan...........................................................................................24

5


1.5DECENTRALIZED UNITS.....................................................................................................25

1.5.1Decentralized units................................................................................................................25

1.5.2Urban areas and cities structures...........................................................................................26

1.5.3Office of the sub-county administrator..................................................................................26

1.5.4Establishment of the office of Ward administrator................................................................27

1.5.5Establishment of the office of village administrator..............................................................28

1.5.6Village council.......................................................................................................................29

1.5.7Structures of decentralization................................................................................................30

1.6KILIFI COUNTY MANDATE................................................................................................31

1.6.1 The goals of Kilifi county.................................................................................................31

1.6.2Vision.....................................................................................................................................31

1.6.3 Mission............................................................................................................................31

1.6.4.1Vision..................................................................................................................................32

1.6.4.2Mission...............................................................................................................................32

1.6.4.3Mandates.............................................................................................................................32

1.6.4.5Core Values........................................................................................................................32

1.6.4.6Core Functions....................................................................................................................32

1.6.4.7Strategic Objectives............................................................................................................33

1.6.4.8Stakeholders and Roles.......................................................................................................33

1.7Organizational Structure...........................................................................................................34

1.7.1 Functions of the executive committee..................................................................................35

1.7.2 Role of the executive committee in urban area or city planning..........................................36

1.7.3 Accountability of members of the executive committee......................................................36

1.7.4 Removal of member of executive committee.......................................................................37

1.7.5 Meetings of the county executive committee.......................................................................38

1.7.6 County executive committee to determine organization of county......................................39

1.7.7 Performance management plan.............................................................................................40

1.8CHIEF OFFICER.....................................................................................................................40

1.8.1 Appointment of county chief officers...................................................................................40

1.9THE DIRECTORATE OF TOURISM AND WILDLIFE.......................................................42

1.9.1MANDATES.........................................................................................................................43

6


CHAPTER 2..................................................................................................................................44

2.0 TOURISM DEVELOPMENT DEPATMENT........................................................................44

2.1background and introduction....................................................................................................44

2.2policy statements......................................................................................................................44

2.3ORGANISATION STRUCTURE............................................................................................45

2.4 Tourism developments officer..............................................................................................46

2.5 County tourism promotion officer...........................................................................................46

2.6 County director tourism...........................................................................................................47

6.7Tourism attractions sites in Kilifi county.................................................................................50

6.7.1 HISTORICAL SITES..........................................................................................................50

6.7.2THE WONDERFUL SCENERIES IN KILIFI COUNTY....................................................52

CHAPTER 3..................................................................................................................................54

3.0WILDLIFE DEPATMENT,3.1ORGANISATION STRUCTURE..........................................54

3.2Wildlife Officer........................................................................................................................55

CHAPTER 4..................................................................................................................................59

4.OTOURISM POLICY DEVELOPMENT.................................................................................59

4.1BACKGROUND......................................................................................................................59


4.4.2Kilifi County Tourism Board.................................................................................................61

4.4.3Kilifi County International Convention and Exhibition Centre............................................61

4.4.4county tourism research and information management unit..................................................61

4.4.5county tourism protection agency..........................................................................................61

4.5PILLARS OF DEVOLUTION 2015/2016...............................................................................62

4.6AREAS SUPPORTED BY THE POLICY INCLUDE............................................................62

4.7ACTIVITIES............................................................................................................................62

4.8THE NEED FOR TOURISM POLICY....................................................................................62

4.10STATUS AND TRENDS OF TOURISM IN KILIFI COUNTY..........................................64

CHAPTER 5..................................................................................................................................65

5.0TOURISM MARKETING DEPATMENT,5.1ORGANISATION STRUCTURE..................65

5.2TOURISM MARKETING OFFICER 2...................................................................................66

5.4TOURISM MARKETING OFFICER 1...................................................................................68

7


designing........................................................................................................................................69

5.5TOURISM MARKETING STRATEGIC APPROACHES.....................................................69

CHAPTER 6..................................................................................................................................72

6.0TOURISM MANAGEMENT DEPARTMENT.......................................................................72


6.3RESPONSIBILITIES OF INSTITUTIONS/AGENCIES........................................................73

6.4TOURISM OFFICERS.............................................................................................................74

6.5Administrative assistance.........................................................................................................75

6.6Tourism officer.........................................................................................................................76

Typical work activities..................................................................................................................76

6.7Tourist information centre manager:.........................................................................................77

6.7.2The role of a tourist information centre (TIC) manager includes:.........................................78

Typical work activities..................................................................................................................78

6.7.3However, tasks typically include some or all of the following:............................................78

6.8.1On completion of this department, the trainee will be able to :............................................79

6.9ACTIVITIES............................................................................................................................81

6.10CHALLENGES......................................................................................................................81

6.10.1KILIFI COUNTY TOURISM CHALLENGES..................................................................81

6.10.2DEPARTMENTAL CHALLENGES..................................................................................81

6.10.3KEY STRATEGIC ISSUES FOR KENYA’S TOURISM.................................................82

6.11OBSERVATIONS..................................................................................................................83

6.11.1Identification of students destinations and thematic areas of research in hospitality and

tourism profession...................................................................................................................83

6.11.2Kenya vision 2030 prioritizes tourism as economical booster ...........................................85

6.11.3. Identified tourism stakeholders in Kilifi county................................................................86

6.12.0RECCOMMENDATIONS..................................................................................................89

POSSIBLE OUTCOMES OF RECCOMMENDATIONS...........................................................90

6.13.0 CONCLUSION...................................................................................................................91

6.14.0 REFERENCE.....................................................................................................................92

7.1ANNEX: 1 KILIFI COUNTY TOURISM DESTINATION, MANAGEMENT AND

STRATEGIC MARKETING TRAINING PROGRAMME...................................................93

8


7.2ANNEX 2...............................................................................................................................100

CAPACITY BUILDING ON SOLID WASTES AND WASTE WATER MANAGEMENT

TO MARINE LIFE/HUB FOR TOURISM..........................................................................100

7.3ANNEX 3 “REGIONAL POLICY AND TOURISM PLANNING AND

DEVELOPMENT..................................................................................................................108

maps 114

EXECUTIVE SUMMARY

The industrial attachment started from 18th May to 28th August in the directorate of tourism

and wildlife. The areas of practicum were tourism development, tourism management,

tourism marketing and promotion, tourism policy development and wildlife and

environmental conservation and protection. Besides some knowledge in tourism bodies and

organization like the finances ,regulation and investment and promotion are attached in the

annexes to enhance the understanding of the industry with collaboration to county

government act which elaborates the roles and responsibilities of the county management in

Kenya.

some of the key activities engaged are attending symposium on tourism recorery,conduct

beach assessment for tourism developenment,attended three day workshop on event planning

and organization. Some of the office administration and management like receiving project

proposals and analysis their viability,dveloping project proposals, filing documents and

making tourism marketing strategy and action plan which is still ongoing. Besides that

attended one day workshop on Kilifi county environment action plan at Makuti villas.

In the last chapter are attached annexes of project proposals for development of tourism in

Kilifi county, the report also recommended on challenges facing the county and the nation.

In the observation the destinations for hospitality and tourism students and trainees' are

clearly elaborated and the tourism stakeholders and their roles and responsibility in the

tourism field.

9


CHAPTER 1

1.0 BACKGROUND AND INTRODUCTION.

1.1OVERVIEW

The Kenya Constitution 2010 established a devolved system of Government with a National

Government headed by the President and 47 County Governments under Governors, Kilifi

being one of them. These meant that some services which were previously offered nationally

were devolved and are to be offered at the County level. Counties have specific constitutional

mandates under schedule four of the Constitution of Kenya. To facilitate performance of

these mandates, the Constitution provides for the establishment of a maximum of 10

departments. One of such department created in Kilifi County, in April 2013, is the

Department of Trade, Industrialization, Co-operative Development, Tourism and Wildlife.

The Department is key to the economic development of the County. The Trade Sector is the

link between production and consumption and therefore the wholesale and retail trade is a

key sector of the economy. The County is rich with industries in soft drink, salt, cement,

textile and steel manufacturing; it has well endowed urban areas that attract outside

investments; has several cottage industries and has many tourism attraction sites which

include: coral reefs, white sandy beaches, historical sites, kaya forests, mangrove swamps,

wildlife and beach hotels.

1.2INTRODUCTION

10


The strategic plan 2014-2019 for the Department of Trade, Industrialization, Cooperative

Development, Tourism and Wildlife provides a road map for development in the sectors for

the next five years. The plan conveys the shared vision, mission, Goals, objectives, strategies

and activities to address key challenges and priorities in the sectors.

Further, considering emerging issues globally, nationally and regionally and even in the

county pertaining to these sectors, it is necessary to develop a strategic plan that is aligned to

both the changes in the dynamic operating environment and the strategic thinking of the

County Government as informed by Kenya Vision 2030, Second Medium Term Plan 2013 –

2017, the first County Integrated Development plan 2013-2017 and taking into account the

provisions of Kenya constitution 2010.

The strategies set out in this plan aim to strengthen the department deliver on its mandate as

well as help the county government meet its overall corporate. In this regard, this Strategic

Plan focuses on; enhancing the growth and development of trade and industries; developing

and managing a vibrant co-operative sector; and promoting an innovative tourism industry.

This Plan is set out in five chapters as outlined below; This chapter provides background

description of the County in terms of its mandates, vision, mission, rationale for the county

strategy, and how the strategic planning was conducted, for the purpose of informing

development of departmental strategic plan.

This chapter highlights the current situation of the department. It outlines the key

achievements and challenges facing the department in the delivery of its mandate and also

describes the Strengths, Weakness, Opportunities and Threats (SWOT) facing the

department. In addition, information about stakeholder and customer analysis is provided to

identify their interests and expectations. This information provides valuable knowledge for

further analysis and development of department’s strategies and specific activities.

This chapter outlines the department’s mandate, vision, mission, core values and goals. It

further gives the strategic focus of the department which shows priorities in order to ensure a

competitive and innovative tourism, cooperative, trade and industrial sector. It further,

summarizes goals, the key objectives and their corresponding strategies.

11


This chapter provides a framework for implementation of this plan. It comprises of

departmental organization structure, resource mobilization, and an implementation matrix.

The proposed organisational structure for the department will provide both institutional and

functional framework for successful implementation of the Strategic Plan. The department

will address structural bottlenecks, enhance capacity building and promote innovativeness,

creativity and professionalism towards realization of the strategic plan. The Successful

implementation of the Strategic Plan, will depend not only on the quality and commitment of

staff but also on the availability and efficient utilisation of other resources.

The Strategic Plan will be implemented as per the details presented in the Implementation

Matrix which outlines key activities for each strategy, performance indicators, expected

outputs, responsibility, key partners, time frame and budget. The matrix will be used as a

management tool during the Plan implementation for management and coordination of

activities and work plans, Preparing budgets and allocation of funds and resources,

The success of this Strategic Plan is subject to implementation of all initiatives outlined in

the matrix. This requires active involvement of all actors and ongoing support and guidance

from top leadership and management.

This chapter presents tools that will be used in monitoring and evaluation of the strategic

plan. Monitoring tools include: annual work plans, management reports, financial reports,

annual staff appraisal, meetings and other specific evaluation tools.

Monitoring, evaluation and reporting systems will be crucial for effective implementation of

the plan. In this regard the department will develop and implement a comprehensive

Monitoring, Evaluation and Reporting system (M E&R) aligned to its priorities and strategic

objectives as well as the County Integrated Development Plan, second medium term plan,

and the Kenya Vision 2030 aspirations. The mid-term and end-of-term evaluation plan

implementation will be crucial to provide accurate data for review of the five year period of

implementation and basis for preparation of the subsequent five year strategic plan of the

department

12


.3BASIC ORGANISATION STRUCTURE OF KILIFI COUNTY GOVERNMENT

13


1.4 COUNTY EXECUTIVE

1.4.0 Functions and responsibilities of a county governor.

30. (1) The governor shall take and subscribe to the oath or affirmation as set out in the

Schedule to this Act before assuming office.

(2) Subject to the Constitution, the governor shall

(a) diligently execute the functions and exercise the authority provided for in the

Constitution and legislation;

(b) perform such State functions within the county as the President may from time to

time assign on the basis of mutual consultations;

(c) represent the county in national and international for a and events;

(d) appoint, with the approval of the county assembly, the county executive committee

in accordance with Article 179(2)(b) of the Constitution;

(e) constitute the county executive committee portfolio structure to respond to the

functions and competencies assigned to and transferred to each county;

(f) submit the county plans and policies to the county assembly for approval;

(g) consider, approve and assent to bills passed by the county assembly;

(h) chair meetings of the county executive committee;

(i) by a decision notified in the county gazette, assign to every member of the county

executive committee, responsibility to ensure the discharge of any function within

the county and the provision of related services to the people;

(j) submit to the county assembly an annual report on the implementation status of the

county policies and plans;

(k) deliver annual state of the county address containing such matters as may be 14


specified in county legislation; and

(l) sign and cause to be published in the county Gazette, notice of all important formal

decisions made by the governor or by the county executive committee.

(3) performing the functions under subsection (2), the governor shall

(a) provide leadership in the county’s governance and development;

(b) provide leadership to the county executive committee and administration based on

the county policies and plans;

(c) promote democracy, good governance, unity and cohesion within the county;

(d) promote peace and order within the county;

(e) promote the competitiveness of the county;

(f) be accountable for the management and use of the county resources; and

(g) promote and facilitate citizen participation in the development of policies and plans,

and delivery of services in the county.

1.4.1 Powers of the governor.

31. The governor

(a) may, despite section 40, dismiss a county executive committee member at any time,

if the governor considers that it is appropriate or necessary to do so;

(b) shall dismiss a county executive committee member, if required to do so by a

resolution of the county assembly as provided under section 40;

(c) may appoint an accounting officer for each department, entity or decentralized unit

of the county government; and

(d) shall have such powers as may be necessary for the execution of the duties of the

office of governor.

15


1.4.2 Functions of the deputy governor.

32. (1) The deputy governor shall take and subscribe to the oath or affirmation as set out

in the Schedule to this Act before assuming office.

(2) The deputy governor shall deputize for the governor in the execution of the

governor’s functions.

(3) The governor may assign the deputy governor any other responsibility or portfolio as

a member of the county executive committee.

(4) When acting in office as contemplated in Article 179(5) of the Constitution, the

deputy governor shall not exercise any powers of the governor, to nominate, appoint or

dismiss, that are assigned to the governor under the Constitution or other written law.

(5) The governor shall not delegate to the deputy governor any of the functions referred

to in subsection (4).

1.4.3 Removal of a governor.

33. (1) A member of the county assembly may by notice to the speaker, supported by at least

a third of all the members, move a motion for the removal of the governor under Article 181

of the Constitution.

(2) If a motion under subsection (1) is supported by at least two-thirds of all the members of

the county assembly

(a) the speaker of the county assembly shall inform the Speaker of the Senate of that

resolution within two days; and

(b) the governor shall continue to perform the functions of the office pending the

outcome of the proceedings required by this section.

(3) Within seven days after receiving notice of a resolution from the speaker of the county

assembly16


(a) the Speaker of the Senate shall convene a meeting of the Senate to hear charges

against the governor; and

(b) the Senate, by resolution, may appoint a special committee comprising eleven of its

members to investigate the matter.

(4) A special committee appointed under subsection (3)(b) shall

(a) Investigate the matter; and

(b) report to the Senate within ten days on whether it finds the particulars of the

allegations against the governor to have been substantiated.

(5) The governor shall have the right to appear and be represented before the special

committee during its investigations.

(6) If the special committee reports that the particulars of any allegation against the governor

(a) have not been substantiated, further proceedings shall not be taken under this section

in respect of that allegation; or

(b) have been substantiated, the Senate shall, after according the governor an

opportunity to be heard, vote on the impeachment charges.

(7) If a majority of all the members of the Senate vote to uphold any impeachment charge,

the governor shall cease to hold office.

(8) If a vote in the Senate fails to result in the removal of the governor, the Speaker of the

Senate shall notify the speaker of the concerned county assembly accordingly and the motion

by the assembly for the removal of the governor on the same charges may only be re-

introduced to the Senate on the expiry of three months from the date of such vote.

(9) The procedure for the removal of the President on grounds of incapacity under Article

144 of the Constitution shall apply, with necessary modifications, to the removal of a

17


governor.

(10) A vacancy in the office of the governor or deputy governor arising under this section

shall be filled in the manner provided for by Article 182 of the Constitution.

1.4.4Exercise of executive authority.

34. The county executive committee shall exercise the executive authority

(a) in accordance with the Constitution and relevant national and county legislation;

(b) for the well-being and benefit of the people;

(c) taking into account the objects and principles of devolution of government set out

under Articles 174 and 175 of the Constitution;

(d) while enhancing self-governance for communities in the management of

development programs;

(e) while ensuring the protection and promotion of the interests and rights of minorities

and marginalized communities;

(f) while promoting gender equity;

(g) while promoting social and economic development within the county; and

(h) while ensuring equitable sharing of available resources throughout the county.

1.4.5 Appointment of county executive members.

35. (1) The governor shall, when nominating members of the executive committee—

(a) ensure that to the fullest extent possible, the composition of the executive committee

reflects the community and cultural diversity of the county; and

(b) take into account the principles of affirmative action as provided for in the

Constitution.

(2) The county assembly shall not approve nominations for appointment to the executive

committee that do not take into account

18


(a) not more than two thirds of either gender;

(b) representation of the minorities, marginalized groups and communities; and

(c) community and cultural diversity within the county.

(3) A person may be appointed as a member of the county executive committee if that person

(a) is a Kenyan citizen;

(b) is a holder of at least a first degree from a university recognised in Kenya;

(c) satisfies the requirements of Chapter Six of the Constitution; and

(d) has knowledge, experience and a distinguished career of not less than five years in

the field relevant to the portfolio of the department to which the person is being

appointed.

(4) A member of the county executive committee shall not hold any other State or public

office.

1.4.6 Functions of the executive committee.

36. (1) In addition to the functions provided under Article 183 of the Constitution, a county

executive committee shall

(a) supervise the administration and delivery of services in the county and all

decentralized units and agencies in the county;

(b) perform any other functions conferred on it by the Constitution or national

legislation; and

(c) carry out any function incidental to any of the assigned functions.

(2) In the performance of its functions, a county executive committee shall have power to

determine its own programme of activities and every member of the committee shall observe

integrity and disclosure of interest in any matter before the committee.

19


1.4.7 Role of the executive committee in urban area or city planning.

37. A county executive committee shall

(a) monitor the process of planning, formulation and adoption of the integrated

development plan by a city or municipality within the county;

(b) assist a city or municipality with the planning, formulation, adoption and review of

its integrated development plan;

(c) facilitate the coordination and alignment of integrated development plans of different

cities or municipalities within the county and with the plans, strategies and

programmes of national and county governments; and

(d) take appropriate steps to resolve any disputes or differences in connection with the

planning, formulation, adoption or review of an integrated development plan.

1.4.8 Oath of office for the executive committee.

38. A person appointed as a member of the county executive committee under Article 179 of

the Constitution shall take the prescribed oath or affirmation of office provided in the


1.4.9 Accountability of members of the executive committee.

39. (1) The members of the county executive committee are individually and collectively

accountable to the governor in the exercise of their powers and performance of their duties

and responsibilities.

(2) A committee of the county assembly may require a member of the executive committee

to

(a) attend or appear before the committee; and

(b) answer any question relating to the member’s responsibilities.

1.4.10 Removal of member of executive committee.

40. (1) Subject to subsection (2), the Governor may remove a member of the county

20


executive committee from office on any of the following grounds

(a) incompetence;

(b) abuse of office;

(c) gross misconduct;

(d) Failure, without reasonable excuse, or written authority of the governor, to attend

three consecutive meetings of the county executive committee;

(e) Physical or mental incapacity rendering the executive committee member incapable

of performing the duties of that office; or

(f) gross violation of the Constitution or any other law.

(2) A member of the county assembly, supported by at least one-third of all the members of

the county assembly, may propose a motion requiring the governor to dismiss a county

executive committee member on any of the grounds set out in subsection (1).

(3) If a motion under subsection (2) is supported by at least one-third of the members of the

county assembly

(a) the county assembly shall appoint a select committee comprising five of its members

to investigate the matter; and

(b) the select committee shall report, within ten days, to the county assembly whether it

finds the allegations against the county executive committee member to be

substantiated.

(4) The county executive committee member has the right to appear and be represented

before the select committee during its investigations.

(5) If the select committee reports that it finds the allegations

(a) unsubstantiated, no further proceedings shall be taken; or

21


(b) substantiated, the county assembly shall vote whether to approve the resolution

requiring the county executive committee member to be dismissed.

(6) If a resolution under subsection (5)(b) is supported by a majority of the members of the

county assembly

(a) the speaker of the county assembly shall promptly deliver the resolution to the

governor; and

(b) the governor shall dismiss the county executive committee member.

1.4.11 Meetings of the county executive committee.

41. (1) The deliberations of all meetings of the county executive committee shall be recorded

in writing.

(2) The quorum of a meeting of a county executive committee shall be more than one half of

its membership.

(3) A resolution of the county executive committee shall be by a majority of the members

present and voting.

(4) A resolution arrived at pursuant to subsection (2) shall be accessible to the public.

1.4.12 County executive to remain in office after elections.

42. (1) When a general election is held for a county government, the outgoing county

executive committee shall remain in office until a new county executive committee is

constituted after the election.

(2) The constitution of a new executive committee after an election under subsection (1) shall

be finalized within twenty-one days of the swearing in of the members of the county

assembly.

22


1.4.13 Representation of county government by Attorney-General in court.

43. A county government may, pursuant to Article 156(4) of the Constitution request the

Attorney-General to represent the county government in court or in any other legal

proceedings to which the county government is a party other than in criminal proceedings.

1.4.14 Appointment of county secretary.

44. (1) There is established for each county the office of the county secretary who shall be

secretary to the county executive committee.

(2) The county secretary

(a) shall be competitively sourced from amongst persons who are university graduates

with at least ten years experience in administration and management;

(b) Shall be nominated from persons competitively sourced under paragraph (a) by the

governor and, with the approval of the county assembly, appointed by the governor;

and

(c) May, subject to the conditions and terms of appointment, be dismissed by the

governor.

(3) The county secretary shall

(a) Be the head of the county public service;

(b) Be responsible for arranging the business, and keeping the minutes, of the county

executive committee subject to the directions of the executive committee;

(c) Convey the decisions of the county executive committee to the appropriate persons

or authorities; and

(d) Perform any other functions as directed by the county executive committee.

(4) The county secretary may resign from office by giving thirty days written notice to the

governor.

23


1.4.15 Appointment of county chief officers.

45. (1) The governor shall

(a) nominate qualified and experienced county chief officers from among persons

competitively sourced and recommended by the County Public Service Board; and

(b) with the approval of the county assembly, appoint county chief officers.

(2) The office of a county chief officer shall be an office in the county public service.

(3) A county chief officer shall be responsible to the respective county executive committee

member for the administration of a county department as provided under section 46.

(4) The county chief officer shall be the authorized officer in respect of exercise of delegated

power.

(5) The governor may re-assign a county chief officer.

(6) A county chief officer may resign from office by giving notice, in writing, to the

governor.

1.4.16 County executive committee to determine organization of county.

46. (1) The county executive committee shall determine the organization of the county and

its various departments, and for that purpose may

(a) establish, continue or vary any department, and determine the objects and purposes

of the department;

(b) (b) determine the number and nature of departments at the decentralized units;

(c) abolish any department; and

(d) determine or change the name of any department.

(2) When establishing and organizing the county, the county executive committee shall take

into account, and be guided by, the need to

(a) be responsive to the needs of the local community and the functions and

competencies assigned to and transferred to the county;

(b) facilitate a culture of public service and accountability in the county public service;

(c) be performance oriented and focused on the objects of devolved government set out

in Article 174 of the Constitution;

24


(d) ensure that the county departments align their roles and responsibilities with the

priorities and objectives set out in the county’s policies and plans;

(e) organize its departments and other structures in a flexible way in order to respond to

changing priorities and circumstances;

(f) assign clear responsibilities for the management and coordination of departments

and functions;

(g) Allow participatory decision making as far as is practicable; and

(h) Provide an equitable, fair, open and non-discriminatory working environment.

1.4.17 Performance management plan.

47. (1) The county executive committee shall design a performance management plan to

evaluate performance of the county public service and the implementation of county policies.

(2) The plan shall provide for among others

(a) objective, measurable and time bound performance indicators;

(b) linkage to mandates;

(c) annual performance reports;

(d) citizen participation in the evaluation of the performance of county government; and

(e) public sharing of performance progress reports.

(3) The governor shall submit the annual performance reports of the county executive

committee and public service to the county assembly for consideration.

(4) The performance management plan and reports under this section shall be public

documents.

1.5DECENTRALIZED UNITS

1.5.1Decentralized units.

48. (1) Subject to subsection (3), the functions and provision of services of each county

25


government shall be decentralized to

(a) the urban areas and cities within the county established in accordance with the Urban

Areas and Cities Act (No. 13 of 2011);

(b) the sub-counties equivalent to the constituencies within the county established under

Article 89 of the Constitution;

(c) the Wards within the county established under Article 89 of the Constitution and

section 26;

(d) such number of village units in each county as may be determined by the county

assembly of the respective county; and

(e) such other or further units as a county government may determine.

(2) If the constituency or part of a constituency falls under urban areas or cities, that

constituency or part of the constituency, as the case may be, shall be considered as falling

under subsection (1)(a).

(3) In establishing a village unit under subsection (1)(d), a county assembly shall take

into account the

A(a) population size;

(b) geographical features;

(c) community of interest, historical, economic and cultural ties;

(d) and means of communication.

(4) A county assembly shall enact legislation to provide for the delineation and

establishment of the village units in the county.

(5) Nothing in this Part may be construed as precluding the county government, through

county legislation, from adjusting the units created under subsection (1) for purposes of

26


further decentralizing its functions and provision of its services in accordance with Article

176(2) of the Constitution.

1.5.2Urban areas and cities structures.

49. The structures and functions of urban areas and cities shall be as is provided for in

the Urban Areas and Cities Act (No. 13 of 2011).

1.5.3Office of the sub-county administrator.

50. (1) There shall be established at the level of each sub-county the office of the sub-

county administrator.

(2) The sub-county administrator shall have qualifications and knowledge in

administration or management and shall be competitively appointed by the County Public

Service Board in accordance with the provisions of this Act.

(3) The sub-county administrator shall be responsible for the coordination, management

and supervision of the general administrative functions in the sub- county unit, including—

(a) the development of policies and plans;

(b) service delivery;

(c) developmental activities to empower the community;

(d) the provision and maintenance of infrastructure and facilities of public services;

(e) the county public service;

(f) exercise any functions and powers delegated by the County Public Service Board

under section 86; and

(g) facilitation and coordination of citizen participation in the development of policies

and plans and delivery of services.

(4) In carrying out the functions and obligations in subsection (3), the sub- county

administrator shall be responsible to the relevant county chief officer.

27


1.5.4Establishment of the office of Ward administrator.

51. (1) There is established for each Ward in a county the office of the Ward

administrator.

(2) The Ward administrator shall have professional qualifications and technical

knowledge in administration and shall be competitively appointed by the County Public

Service Board in accordance with the provisions of this Act.

(3) The Ward administrator shall coordinate, manage and supervise the general

administrative functions in the Ward unit, including

(a) the development of policies and plans;

(b) service delivery;

(c) developmental activities to empower the community;

(d) the provision and maintenance of infrastructure and facilities of public services;

(e) the county public service;

(f) exercise any functions and powers delegated by the County Public Service Board

under section 86; and

(g) coordination and facilitation of citizen participation in the development of policies

and plans and delivery of services.

(4) In carrying out the functions and obligations in subsection (3), the Ward

administrator shall be responsible to the sub-county administrator.

1.5.5Establishment of the office of village administrator.

52. (1) There is established the office of village administrator for each village unit

established in a county.

(2) A village administrator shall have professional qualifications and technical

knowledge in administration and shall be appointed by the County Public Service Board in

accordance with the provisions of this Act.

28


(3) A village administrator shall coordinate, manage and supervise the general

administrative functions in the village including

(a) pursuant to paragraph 14 of Part II of the Fourth Schedule to the Constitution

(i) ensuring and coordinating the participation of the village unit in governance;

and

(ii) assisting the village unit to develop the administrative capacity for the effective

exercise of the functions and powers and participation in governance at the

local level; and

(b) the exercise of any functions and powers delegated by the County Public Service

Board under section 86.

(4) In carrying out the functions and obligations in subsection (3), a village

administrator shall be responsible to the relevant Ward administrator.

1.5.6Village council.

53. (1) There is established, for each village unit, a village council comprising

(a) the village administrator who shall be the chairperson of the village council; and

(b) not less than three and not more than five village elders competitively appointed by

the village administrator with the approval of the county assembly, taking into

account gender balance.

(2) A village council shall be responsible for

(a) ensuring and coordinating the participation of the village unit in governance;

(b) assisting the village unit to develop the administrative capacity for the effective

exercise of the functions and powers and participation in governance at the local

level;

(c) monitoring the implementation of policies at the village unit;

29


(d) advising the ward administrator and sub-county administrator on matters pertaining

to the village; and

(e) any other function necessary for the better administration of the village unit.

(3) A person shall be eligible for appointment as a village elder if the person

(a) is a citizen of Kenya;

(b) has been a resident of or has been the owner of property in the respective village unit

for a continuous period of not less than five years prior to the appointment date;

(c) meets the requirements of Chapter Six of the Constitution; and

(d) is not disqualified for appointment to office by this Act or any other law.

(4) A village elder shall be paid such allowance as shall be determined by the respective

county assembly.

1.5.7Structures of decentralization.

54. (1) There shall be such further structures of decentralization as may be provided for

in county legislation.

(2) There is established for every county a forum to be known as the county

intergovernmental forum which shall be chaired by the governor or in his absence, the deputy

governor, or in the absence of both, a member of the county executive committee designated

by the governor.

(3) The county intergovernmental forum shall comprise

(a) the heads of all departments of the national government rendering services in the

county; and

(b) the county executive committee members or their nominees appointed by them in

writing.

(4) The intergovernmental forum shall, pursuant to the Fourth Schedule (Articles

30


185(2), 186(1) and 187(2) of the Constitution, be responsible for

(a) harmonization of services rendered in the county;

(b) coordination of development activities in the county;

(c) coordination of intergovernmental functions; and

(d) such other functions as may be provided for by or under any law.

(5) The governor shall chair such other committee or other forum as may be established

at the county level pursuant to Articles 6(2), 189(2) and 239(5) of the Constitution.

(6) The governor shall receive regular briefings from county security committee referred

to under section 41(1)(d) of the National Police Service Act, 2011

1.6KILIFI COUNTY MANDATE

1.6.1 The goals of Kilifi county

a) Promote the sovereignty of the people of Kenya

b) Exercise Executive and Legislative authority of all the affairs of the County

c) Ensure food security and wealth creation through Agricultural extension and

training

d) Ensure provision of quality and accessible education and vocational training

e) Ensure provision of equitable, responsive, quality and affordable healthcare

services

f) Ensure clean and healthy environment for all

g) Ensure Public Participation in the County Governance especially by involving all

vulnerable groups

h) Develop and manage County transport, public works, infrastructure and services

i) Development and Management of trade

j) Regulate land use, planning and development

k) Provision of clean, safe, accessible and affordable water and sanitation services

for all

31


l) Promote Sustainable Development and disaster management

m) To promote and manage cultural activities, public entertainment and public

amenities

n) Ensure implementation of relevant national agenda

o) Promote the enjoyment of fundamental rights and freedoms

1.6.2Vision

To deliver on the mandate, the vision of the County Government of Kilifi is:

“High Quality Life for All; a Prosperous and Secure County”

“Maisha Bora, Ufanisi na Usalama kwa Wote”

1.6.3 Mission

To realize the vision, the County Government endeavors to:

“Sustainably improve living standards of the people of Kilifi County through provision of

equitable quality services and conducive environment for development.”

1.6.4 Trade, Industrialization, Cooperative Development, Tourism and Wildlife.

It outlines the department’s mandate, vision, mission, core values and goals. It further gives

the strategic focus of the department which shows priorities in order to ensure a competitive

and innovative tourism, cooperative, trade and industrial sector. It further, summarizes goals,

the key objectives and their corresponding strategies.

1.6.4.1Vision

Globally competitive and innovative tourism, cooperative, trade and industrial sector for

socio-economic development

1.6.4.2Mission

To provide an enabling environment that facilitates investments and development of tourism,

Cooperative, trade and industrial sectors for wealth creation and sustainable growth.

1.6.4.3Mandates

1. Develop and manage trade and industrialization

2. Promote the development of cooperative societies32


3. Develop and manage tourism within the county

1.6.4.5Core Values

The Department strives to uphold the following core values:

Patriotism and Sovereignty of the People

Respect to the Rule of Law

Inclusive and Sustainable Development

Good Governance and Integrity

Service Excellence

Transparency and Accountability to the people

1.6.4.6Core Functions

Trade Licensing

Fair trading practices

Co-operative Societies

Domestic Tourism

1.6.4.7Strategic Objectives

Improve the business environment for trade and investment

Promote Micro, Small and Medium Enterprises (MSMEs)

Promote the growth and development of sustainable industries

Enhance the institutional capacity within the co-operative sector

Facilitate the marketing and value addition of Co-operative goods and services

Enhance Investments in Tourism

Diversify and Develop Tourism Niche Products

Support Marketing of Domestic Tourism

33


1.6.4.8Stakeholders and Roles

Stakeholder Role

Trade

Department

Resources mobilization; Policy guidance &law enforcement to ensure

compliance to various laws; Provide s oft loans and guidance to

potential investors.

Industry

Department

Promote trade and industrialization in the county; Policy guidance

&law enforcement to ensure compliance to various laws; -

Investment promotion.

Tourism

Department

Policy guidance; Advertisement for visitors to choose the county as a

choice destination.

Labour

Department

Enforce labor laws, maintain industrial peace, industrial training and

promote safety and health of employees; Develop and coordinate

implementation of policies and strategies for human resource

development, micro and s mall enterprise sector and productivity

improvement.

Interior

Coordinatio

n Minis try

Provision of security; Community mobilization; Control of un-

roadworthy vehicles through the traffic police.

National

Museums of

Kenya

Collaborate with communities to protect and conserve historical sites

and tourist attraction areas; As s is t in forest protection,

conservation and come up with income generating activities for the

local people living adjacent to the forest.

Banks and

credit

institutions

Provide required capital for investment.

Private sector Invest in the county.

34


COUNTY EXECUTIVE COMMITTEE MEMBER

TRADE & INDUSTRIALIZATION

1.7Organizational Structure

35


Cooperative development

CHIEF OFFICER

Cooperative Management

COOPERATIVE DEVELOPMENT

TOURISM DEVELOPMENT

Trade & Investmen

MSMEs

Tourism Dev & Marketing

Tourism Management

Industries Markets Weights and

measures License

Enterprises Financial

services Cooperative

Development

Cooperative Marketing

Cooperative Audit

Extension and Advisory services

1.7.1 Functions of the executive committee.

(1) In addition to the functions provided under Article 183 of the Constitution, a county

executive committee shall

(a) Supervise the administration and delivery of services in the county and all

decentralized units and agencies in the county;

(b) Perform any other functions conferred on it by the Constitution or national

legislation; and

(c) Carry out any function incidental to any of the assigned functions.

(2) In the performance of its functions, a county executive committee shall have power

to determine its own programme of activities and every member of the committee shall

observe integrity and disclosure of interest in any matter before the committee.

1.7.2 Role of the executive committee in urban area or city planning.

A county executive committee shall

(a) Monitor the process of planning, formulation and adoption of the integrated

development plan by a city or municipality within the county;

(b) Assist a city or municipality with the planning, formulation, adoption and review of

its integrated development plan;

(c) Facilitate the coordination and alignment of integrated development plans of

different cities or municipalities within the county and with the plans, strategies and

36


Wildlife developmen

t

Tourism policy development

Tourism Development

Tourism management

Tourism Marketing

programmes of national and county governments; and

(d) Take appropriate steps to resolve any disputes or differences in connection with the

planning, formulation, adoption or review of an integrated development plan.

Oath of office for the executive committee.

A person appointed as a member of the county executive committee under Article 179

of the Constitution shall take the prescribed oath or affirmation of office provided in the


1.7.3 Accountability of members of the executive committee.

(1) The members of the county executive committee are individually and collectively

accountable to the governor in the exercise of their powers and performance of their duties

and responsibilities.

(2) A committee of the county assembly may require a member of the executive committee

to

(a) Attend or appear before the committee; and

(b) Answer any question relating to the member’s responsibilities.

1.7.4 Removal of member of executive committee.

(1) Subject to subsection (2), the Governor may remove a member of the county executive

committee from office on any of the following grounds

(a) Incompetence;

(b) Abuse of office;

(c) Gross misconduct;

(d) Failure, without reasonable excuse, or written authority of the governor, to attend

three consecutive meetings of the county executive committee;

(e) Physical or mental incapacity rendering the executive committee member incapable

37


of performing the duties of that office; or

(f) Gross violation of the Constitution or any other law.

(2) A member of the county assembly, supported by at least one-third of all the members of

the county assembly, may propose a motion requiring the governor to dismiss a county

executive committee member on any of the grounds set out in subsection (1).

(3) If a motion under subsection (2) is supported by at least one-third of the members of the

county assembly

(a) The county assembly shall appoint a select committee comprising five of its

members to investigate the matter; and

(b) The select committee shall report, within ten days, to the county assembly whether it

finds the allegations against the county executive committee member to be

substantiated.

(4) The county executive committee member has the right to appear and be represented

before the select committee during its investigations.

(5) If the select committee reports that it finds the allegations

(a) Unsubstantiated, no further proceedings shall be taken; or

(b) Substantiated, the county assembly shall vote whether to approve the resolution

requiring the county executive committee member to be dismissed.

(6) If a resolution under subsection (5)(b) is supported by a majority of the members of

the county assembly

(a) The speaker of the county assembly shall promptly deliver the resolution to the

governor; and

(b) The governor shall dismiss the county executive committee member.

38


1.7.5 Meetings of the county executive committee.

(1) The deliberations of all meetings of the county executive committee shall be

recorded in writing.

(2) The quorum of a meeting of a county executive committee shall be more than one

half of its membership.

(3) A resolution of the county executive committee shall be by a majority of the

members present and voting.

(4) A resolution arrived at pursuant to subsection (2) shall be accessible to the public.

1.7.6 County executive committee to determine organization of county.

(1) The county executive committee shall determine the organization of the county and its

various departments, and for that purpose may

(c) Establish, continue or vary any department, and determine the objects and purposes

of the department;

(b) Determine the number and nature of departments at the decentralized units;

(e) Abolish any department; and

(f) determine or change the name of any department.

(2) When establishing and organizing the county, the county executive committee shall take

into account, and be guided by, the need to

(a) Be responsive to the needs of the local community and the functions and

competencies assigned to and transferred to the county;

(b) Facilitate a culture of public service and accountability in the county public service;

39


(c) Be performance oriented and focused on the objects of devolved government set out

in Article 174 of the Constitution;

(d) Ensure that the county departments align their roles and responsibilities with the

priorities and objectives set out in the county’s policies and plans;

(e) Organize its departments and other structures in a flexible way in order to respond to

changing priorities and circumstances;

(f) Assign clear responsibilities for the management and coordination of departments

and functions;

(g) Allow participatory decision making as far as is practicable; and

(h) Provide an equitable, fair, open and non-discriminatory working environment.

1.7.7 Performance management plan.

(1) The county executive committee shall design a performance management plan to

evaluate performance of the county public service and the implementation of county policies.

(2) The plan shall provide for among others

(a) Objective, measurable and time bound performance indicators;

(b) Linkage to mandates;

(c) Annual performance reports;

(d) Citizen participation in the evaluation of the performance of county government; and

(e) Public sharing of performance progress reports.

(3) The governor shall submit the annual performance reports of the county executive

committee and public service to the county assembly for consideration.

(4) The performance management plan and reports under this section shall be public

documents

40


1.8CHIEF OFFICER

1.8.1 Appointment of county chief officers.

(1) The governor shall

(a) nominate qualified and experienced county chief officers from among persons

competitively sourced and recommended by the County Public Service Board; and

(b) With the approval of the county assembly, appoint county chief officers.

(2) The office of a county chief officer shall be an office in the county public service.

(3) A county chief officer shall be responsible to the respective county executive

committee member for the administration of a county department as provided under section

46.

(4) The county chief officer shall be the authorized officer in respect of exercise of

delegated power.

(5) The governor may re-assign a county chief officer.

(6) A county chief officer may resign from office by giving notice, in writing, to the

governor

41




1.9THE DIRECTORATE OF TOURISM AND WILDLIFE

42



CHIEF OFFICER



TOURISM DEVELOPMENT

Trade & Investmen

MSMEs


Tourism Management


measures License



Development


Cooperative Audit


1.9.1MANDATES

Developing all aspects of the tourism industry of Kilifi county and promoting the

efficiency of the industry

Marketing Kilifi county as a tourist destination

Promoting and securing increased airline and transport facilities in order to increase

tourist traffic to Kilifi county

Securing the most favorable arrangements for the entry of tourists into Kilifi County

Encouraging measures as it may deem fit for the development of such amenities in

Kilifi County. These amenities should enhance the attractiveness of Kilifi county to

tourists with special reference to entertainment, local culture, conservation of flora

and fauna, deep sea fishing, scuba diving and handicrafts

Undertaking such research, experiments, and operations necessary to improve the

tourism industry and to control and eliminate any undesirable factors that may affect

the industry

Fostering and understanding within Kilifi County of the importance and economic

benefits of the tourism industry.

Encouraging and promoting training for staff and indigenous community and local

community

improve linkages to stakeholders like hotels ,airlines, tour firms and community

43


Wildlife developmen

t


Tourism Development

Tourism management

Tourism Marketing

Making all such inquiries and collecting all such information as it may think

necessary for the purpose of carrying out its duties

Fostering and understanding within Kilifi county of an importance of environmental

protection and pollution control and the conservation of natural resources

Generally Kilifi county department of tourism and wildlife undertakes all such other lawful

measures it may consider helpful in effectively executing tourism policies and the upcoming

act

CHAPTER 2

2.0 TOURISM DEVELOPMENT DEPATMENT

2.1background and introduction

The goal of the policy is to improve the quality of life of the people by transforming tourism

into a leading source of revenue generation, wealth creation and poverty alleviation in the

county. In support of this goal, the county Government of Kilifi adopts a sustainable

approach in the development and management of tourism development activities. It

encourages collaborations,cooperation,partnerships and participation of stakeholders and

local communities for enhancing sustainable tourism development. A wide range of

participatory approaches at sectoral and institutional levels are to be adopted to mainstream

and to empower tourism sector players and local communities to effectively participate in

tourism development planning,managemen and decision making

2.2policy statements.

i. Enhance capacity building of service providers for the delivery of high quality

products and services.

ii. Ensure the provision of tourism products and services of high standards

iii. Enhance the promotion and development eco-tourism products and services

iv. Promote self regulation among sector players through development of code of

practice

44




v. Promote the provision of appropriate incentive to attract investment in the

development of tourism products and services

vi. Diversify, develop and implement innovative and high quality tourism products and

services to promote economic growth, environmental sustainability and cultural

conservation.

vii. Shall identify, take stock and renovate existing tourism facilities in the county.

2.3ORGANISATION STRUCTURE

45



CHIEF OFFICER



TOURISM DEVELOPMENT

Trade & Investmen

MSMEs


Tourism Management


measures License



Development


Cooperative Audit


2.4 Tourism developments officer

2.4.1Qualifications

Be a Kenyan citizen

Hold a degree in tourism/ tour guiding/ travel marketing and related fields.

Masters in tourism management will an added advantage

Vast knowledge of the county’s tourism potential

Relevant work experience of at least five years

Fluent in both written and spoken English and Kiswahili

Be computer literate

2.4.2Duties and responsibilities

Coordinate tourism data collection, analysis, and production of key tourism statistics

and indicators

Assist in carrying research and tourism intelligence survey, and identification,

development of tourism products

Assist in identifying potential projects, ideas and tourism activities in the county

Prepare programs and projects, annual budget requirements and work plan

Responsible for implementation of sector projects

Coordinate compilation of the information and data from all sections of the industry

and maintain a data base

Provide tourism information on local resources and facilities

Coordinate marketing campaigns

46


Wildlife developmen

t


Tourism Development

Tourism management

Tourism Marketing

2.5 County tourism promotion officer

2.5.1Qualifications

Be a Kenyan citizen

Hold a degree in tourism management, environmental science, business

administration, geography or its equivalent

A post graduate diploma in tourism/ tour guide will be an added advantage

Demonstrated ability through understanding and knowledge of county’s tourism

sector

Relevant work experience of at least five years

Have knowledge of information technology


Deputize and represent director in various forums

Liaise with relevant public, private and all tourism stakeholders e.g. tourism

regulatory authority and communities in matters related to tourism development,

promotions and establishment of legislation and partnerships

Undertake market survey and other tourism research; prepare reports and briefs,

coordination and implementation of tourism product development, diversification and

sustainability programs

Provision of technical advisory services to encourage investment in tourism sector

Assist to carry out classification of hotels, restaurants

Formulate revenue collection strategies for the sector

2.6 County director tourism

2.6.1Qualification

Be a Kenyan citizen

Hold a degree in tourism/ environmental science, anthropology, wildlife management

or any other equivalent qualification in a related field from recognized institutions.

Masters degree in tourism will be an added advantage

Have a clear understanding of the Overall County and national tourism goals, policy,

and well versed with local culture

47


Demonstrated professional competence in tourism management and administrative

capabilities

Relevant work experience of at least over five years

Have IT and computer operations knowledge


Provide technical advice on matters pertaining to tourism, over roll planning,

directions, overseeing, coordination, evaluation and implementation of

programs/projects of the departments

Initiation, formulation, review and implementation of policies, goals and objectives

into county tourism functions

Represent chief officer in various relevant boards and council

Coordinating and consulting with the locals, regional and international bodies on

matters relating to tourism as well as developing appropriate vision for the

department

The Product and tourism resource Development Department is charged with developing

Kilifi County as a premier tourist destination by designing and implementing meaningful

programs that will improve the social, environmental, and economic position.

2.6.3 Objectives

To find creative ways to educate and sensitize kilifians about the socio-economic

impacts of tourism on kilifi county

To develop and expand the internal and external systems used to collect and analyze

information and data

To strengthen tourism regulations and policing of the tourism industry

To improve the infrastructure and tourism product in kilifi county

To equip the tourism labor force with the skills and knowledge needed

48


2.6.4 acitivities

i. Identifying tourism attractions sites, hotels, tour firms, and other components to help

in developing tourism directory.

ii. To search for location of tourism resources, products and services to help in

developing tourism circuit and guide in the future.

iii. To find out how tourism sites can be improved or developed to attract more tourists

and to benefit the hosting community.

iv. Developing project proposal which is viable and community friendly, socially,

economically and environmentally.

v. Attending workshops and symposium relating tourism development in the coastal

region and specifically Kilifi County.

vi. human resource development and training /office training and administration

vii. product development and enhancement

49


6.7Tourism attractions sites in Kilifi county

6.7.1 HISTORICAL SITES.

6.7.1.1 Mosque Kibla and human remains at Kijipwa

Just 4 km from the Malindi/Mombasa highway at Kijipwa is this hidden historical site which

is believed to be one of the earliest Arab home dating back the 14th century. A mosque kibla

and some human remains are some of the indications that the place could once have been

inhabited by the early Arabs settlers. However some archaeological research is still going on

to reveal exactly when village was inhabited and abandoned.

6.7.1.2 Mnarani ruins

Overlooking the entrance to the main town lies this historical site dating back the 14th,

century. Old rusty walls of mosques standing on the cliffs close to the beach indicate that the

place was once a home to some Arabs who once settled along the coastal strip of the Kenyan

coast. Some of the attractions include a ladies mosque, gents mosque, madrasa, courts and

pillar tombs. A guided tour of the ruins can take you up to 1 hour

6.7.1.3 Takaungu slave market

Located about 4 kilometers from the main Mombasa/Malindi highway is this hidden Swahili

town which is just a few kilometers from Kilifi town. A small fishing town overlooking the

Indian Ocean which is inhibited mostly by the Bajuni's, Swahilis and a few Mijikendas. The

town dates back the 13th, century. It is famous as it was used as a stopover for the Arab slave

traders who stopped to buy African slaves and take them for sell or work in their farms in the

east indie’s. Some of the walls including the sultan's palace still stand to date. Doing some

agriculture around the place claim to be sure of good harvests every year as they strongly

believe that the gods of their forefathers live there. The rocks are also used as shrines by the

local people4

50


6.7.1.4WATAMU MONUMENT

Overlooking the beach front of Temple point hotel in Watamu is this historical site which is

common to those who have once been residents at the hotel. This neglected historical site

could be dating back the 13th century when Malindi and Gedi were also occupied. It could

have been one of the Arab towns to be occupied along the eastern coast of east Africa before

it was abandoned. The site has alot of hidden history behind it pending archeological

excavation to reveal the truth. Very little is known about the place. Those visiting the

Watamu marine national park can see the monument from some place at the beach.

6.7.1.5Jumba ruins

Situated about 3 kilometers from the Mombasa/Malindi highway is this abandoned

Swahili/Arab settlement dating back the 13th century which has some of its walls still

standing. With professional guides who are always available to give information, tour of the

ruins should take you not less than 30 minutes.

6.7.1.6Rabai chapel

Dated back in the 14th, century lays this historical chapel in Rabai constituency. Built by a

German explorer and missionary, John Ludwig Kraft, the chapel has remained one of eastern

Africa’s historical sites still functional. Hardly a two hour drive from Kilifi town and

approximately three hours drive from the city of Mombasa, one can visit this still standing

chapel and learn much about the history of the first whites who came to the east coast of

Africa and how Christianity became dominant Rabai.

6.7.1.7Gedi ruins

Dating back the 12th century the ruins is an indication that the place was once a Swahili or

Arab settlement. Some remains of mosque, court room, royal house, and palace and pillar

tombs can still be seen. With a fee of not more than 10 dollars you can tour around the ruins

to see and learn more about how Gedi became a town.

51


6.7.1.8. Vasco da Gama pillar

Built in the 14th century by one of the Portuguese explorer Vasco Da Gama, the pillar has

attracted many tourists both local and international. Erected on a cliff just next to the sea, the

pillar has remained one on the oldest monuments in east and central Africa. There is a lot to

see and learn from a visit.

6.7.1.8 Portuguese chapel

Standing right along the sea front road, the monument dates back many years ago. It was

built by Captain Francis Xavier in 1542. This is also the place where some of the pioneers of

Malindi Mr. Lawford and the first Malindi DC were laid to rest. Today we have Lawfords

hotel in Malindi which is one of the biggest hotels along the beach named after this man.

6.7.1.9 Pillar tombs

Situated in Malindi next to Juma mosque between the jetty and the town center.These were

built in the 15th century for the Portuguese who were residents in Malindi

6.7.2THE WONDERFUL SCENERIES IN KILIFI COUNTY

6.7.2.1Beaches.

Weather you plan along refreshing swim or if you prefer to lounge on the warm sand all

day, Kilifi county has no end of beaches waiting to explored. It is absolutely safe walk or

even swimming along the beaches. Security is guaranteed by regular surveillance

52


6.7.2.2Mawemeru(black rocks )

Located at Mwele along the Mavueni/Kaloleni by pass, these stones are connected with

many legends and myths according to the Chonyi tribe. They are beautiful to look from a

calculated range and also idle for photographing and Video shooting. The rocks have some

unfolded historical belief which is yet to be digested. People doing some agriculture around

the place claim to be sure of good harvests every year as they strongly believe that the gods

of their forefathers live there. The rocks are also used as shrines by the local people.

6.7.2.3Hell’s kitchen (known as nyari)

A 30 minutes drive outside Malindi town in a small village called Marafa stands this natural

beauty. The name is derived from its high temperatures of which it is famous for. Tours to

this place are normally done early mornings or late evening as temperatures are extremely

very high during the day .The Name Nyari is drawn from the Giriama people which means

natural sacred depression. While in Malindi make sure to visit this attractive natural

landscape and caves which are believed to be the devils place.

6.7.2.4 Mida creek

About 2 kilometers from the Malindi/Mombasa highway is Mida creek. Biggest attraction

here is a walk on a hanging board (260 m) which should take you up to 30 minutes. Some of

the attractions as you walk is the nice view of various mangrove trees (two varieties ) up to

the beach where you take a boat ride to the birds island.A section of the board walk at Mida

creek

53




CHAPTER 3

3.0WILDLIFE DEPATMENT,3.1ORGANISATION STRUCTURE

54



CHIEF OFFICER



TOURISM DEVELOPMENT

Trade & Investmen

MSMEs


Tourism Management


measures License



Development


Wildlife developmen

t


Cooperative Audit


Tourism Development

Tourism management

Tourism Marketing

3.2Wildlife Officer

3.2.1Specific duties will include

Providing conservation education

Assist in identifying potential project ideas and activities in line with the

mission and objectives of the department for wildlife sector

Coordinate compilation of information and data from the industry and

maintain a data base

Liaise with Kenya wildlife service on behalf of the county government

Prepare and provide management with reports, statistics, forecaster and other

information necessary for effective planning and development

3.2.2Requirements for Appointments

Diploma in wildlife and range management

Relevant work experience of at least two years


Be conversant with Kilifi county wildlife conservation environment

A degree in wildlife and range management is an added advantage

3.2.3ACTIVITIES

i. conducting field study in the protected and unprotected areas

ii. identefying potential wildlife tourism areas.

iii. developing proposal on environmental conservation and wildlife protection

iv. attending workshop on strategic plan forkilifi county environmental action plan

55


v. attending wildlife human conflict resolution at watamu marine park-kws office

vi. taking notes and videos for analysis of stakeholders take on the wildlife human

confflicts.

vii. analysis of how to improve both protected and unproted areas.

3.3.0WATAMU MARINE

Snorkelers are spoiled here. There are so many species to marvel at inside the reef

and further out to sea. Roughly 600 species, and other underwater critters live here. A

great place to snorkel is at the ‘Larder’ in Turtle Bay. It is a series of about 6 large

coral heads and home to many species.

Divers should look out for Whale Shark and Manta Rays, but they only visit

seasonally. November is a good time to look out for them.

Coral gardens in brilliant colors.The coral gardens are very close to shore at a mere

300m (984 feet). There are over 150 different corals to see including, brain and fan

coral and some sponges.

Parrotfish eat the coral reefs. The digestion over millennia of the reefs has resulted in

the white sandy beaches that Watamu can boast about today. In fact Watamu has

been voted one of the top ten beaches in the world.

Also seen are young Butterfly and Angelfish, Morays, Lionfish, Snappers and

Octopus.

Spot Turtles, Whales and Dolphins.

The water temperature will vary between 20 and 30 degrees Celsius (68 – 86 degrees

Fahrenheit). The coldest months are June through October and the warmest

December through May.

3.3.1Malindi marine park

Lying in the south of Malindi, this wonderful place is another one which you shouldn’t miss

while on holiday in Malindi. Using a glass bottomed boat operated by experts, you will be

able to see several marine life including plants, mangroves, different types of fish, Corals,

turtles etc. Get assistance from the hotel staff on how you can book this memorable

excursion. marine park )

56


3.3.2 Arabukosokoke forest

Recently gazette as one of Kenya’s National reserve, Arabukosokoke forest remains the

biggest of a coastal forests in eastern Africa. Lying between the towns of Kilifi and Malindi,

the forest remains a home of well over 15 species of animals, butterflies, birds and

amphibians. Some unique species of Elephants can also be found especially during the dry

season when they come out to look for drinking water to quench their thirsts. Some wild

animals eg the bush buck and water bucks can rarely be found. To fans of birds, you can visit

the forest and see the unique Spotted ground thrush bird that can only be found in the park

and just a few in some parts of Tanzania. The forest can be accessed through guidedfooth

paths as well as cycling safaris. Other activities in the forest include, Bird watching, walking

safaris, butterfly watching as well as game viewing from the famous nyariview point.

3.3.3Chivara forest

Some 40 kilometers north of Kilifi town lies the beautiful Chivara forest. It is A combination

of various indigenous trees which have a number of numerous wild fruits, different types of

birds, butter fly’s, squirrels, dikdiks, bush bucks and many other animals. Different types of

mushrooms which make part of the locals daily menu are also found. From a view point the

area gives a picturesque of the Kilifi beach line and part of the Indian ocean from a far

especially at sun rise.

3.3.4Cobra village

Adjacent to Mnarani ruins lies a Cobra village which is privately owned. The place is a

home to some reptiles which include the most poisonous snakes to some friendly ones.

Green mamba at the village

3.3.5BIO-KEN SNAKE FARM

Snakes alive! Stroke a slithery, scaled reptile and watch venomous snakes being milked. Bio-

Ken Snake Farm is a research centre housing fascinating reptiles and dealing mostly with

snakes and snakebites. It houses the largest collection of snakes in East Africa and is open to

visitors. As well as touring the facilities and the reptiles, visitors can go on day safaris to look

57


for snakes in their natural habitat with trained guides. Bio-Ken Snake Farm is regarded as the

best of the snake parks along Kenya’s coast. Treading lightly upon the Earth Bio-Ken

operates a snake removal service for the locals. Their ‘Saving Snakes’ program ensures that

unwanted reptiles are released into a more suitable spot in the wild or housed at the Snake

farm for study. Snakes are also milked for medical research and for making anti-venom to

treat local victims of poisonous snakebites. Up for a terrific scaly adventure? Join experts on

a Big 5 Snake Safari – searching for the most impressive African snakes – pythons, boom

slang, puff adders, cobras and mambas! Did you know? Kenya is home to 127 snake species,

of which only 18 have caused human fatalities and 93 are not venomous or dangerous. Open

10:00 – 12:00 & 14:00 – 17:00 +254 (0) 42 32303 [email protected] www.bio-

ken.com

3.3.6Local Ocean Trust Marine Conservation Centre

Animal Park in Watamu(6.6 km from Watamu Marine National Reserve)The Local Ocean

Trust Marine Conservation Centre is an interactive and educational centre promoting marine

conservation in the area. The Centre is the first of its kind on the Kenyan coast and celebrates

the varied marine habitats of Watamu. Their mission is to instill an appreciation of the beauty

and wonders of the marine world, particularly the underwater one, which few Kenyans have

had the opportunity to witness. Attractive murals and illustrated displays provide fascinating

information on intertidal zones, mangroves, coral reefs, and open ocean, sea turtles and Mida

creek. +254 (0) 233 2118 or +254 (0) 71 575 6738 [email protected]

www.watamuturtles.com

3.3.7VIPINGO RIDGE

20 km from Mtwapa. Moi Airport is 35 km away. Free private parking is available on site.

The accommodation is air conditioned and has a flat-screen TV with satellite channels. There

is also a kitchen, equipped with an oven, microwave and toaster. A refrigerator and stovetop

are also available, as well as a kettle. There is a private bathroom with a shower and free

toiletries in each unit. Bed linen is provided. Vipingo Ridge also includes a year-round

outdoor pool. Guests can enjoy a children's playground and a restaurant on site. The property

Featuring free WiFi, also offers packed lunches. Y

58


http://www.safarinow.com/destinations/watamu/AnimalParks/Local-Ocean-Trust-Marine-Conservation-Centre.aspx

CHAPTER 4

4.OTOURISM POLICY DEVELOPMENT.

4.1BACKGROUND

The legal framework for the tourism sector is provided for in Tourism Act No.

28 of 2011.The Act provide for the development, management, marketing and regulation of

sustainable tourism and tourism related activities and services in the country through a

national tourism strategy. The act consolidated and repealed all the fragmented act of

parliament and Kenya .The policy establishes structures which shall work with stakeholders

in a collaborative manner to enhance the development of tourism sector. The implementation

structures should be composed of competent professionals who are of high integrity and

require experience in the hospitality and tourism sector.

4.2abbreviations

KCTB: Kilifi County Tourism Board

KCCEC: County Cultural Exhibition Centre

KCICC: Kilifi County International and Convention Centre

KCTPA: Kilifi County Tourism Protection Agency

KCRIMC:Kilifi County Research and Information Management centre

The tourism department, at county level is developing an action plan for the

implementation of this policy. The involment of county government departments and

stakeholders will be critical creating synergistic relationships as well as defining roles and

responsibilities of each party.

Developing action plan will ensure that the set of concrete actions outlined in this policy are

addressed optimally. It will be critical for the implementation plan to focus on performance

measures for the proposed actions to provide a basis assessing progress towards the

sustainable tourism development and management in the county

59



4.4RESPONSIBILITIES OF INSTITUTIONS/AGENCIES

4.4.1Department of tourism Kilifi county.

shall play oversight roles including:

policy development, monitoring and evaluation

coordination of tourism product development

establishment of tourism markets

60


National GovernmentTourism Institutions

Private Sector TourismInstitutions

K C CEC KCICC KCTPA

KCTRIMC

Tourism stakeholders(Hoteliers, CBOs, Community, NGOs)

KCDEPARTMENT OF

KKKCTB

inter department coordination

tourism sector education, public awareness and communication

4.4.2Kilifi County Tourism Board

develop,imlement and coordinate the county tourism strategy

market the county as a premier tourist destination at local, national and international scenes

identify tourism market needs and trends and advise stakeholders accordingly

4.4.3Kilifi County International Convention and Exhibition Centre

develop and implement the county meetings, incentives and conferences and exhibition

strategy.

marketing the convention centre in collaboration with the county tourism board

organise and host meetings and exhibition.

4.4.4county tourism research and information management unit.

Research and development tourism. In particular.

Tourism database development and management and management.

Tourism market intelligence

Conduct research on tourism product development.

county tourism management information system

4.4.5county tourism protection agency

safety and security of tourists in toursts' destinations.

Tourism policies, bills and acts are upon the tourism committee and stakeholders with

consideration to the view of hosting community at large. Tourism officers assists in

amendment of the policies to much the socio-economical benefits, environmental friendly

and politically neutral.

61


4.5PILLARS OF DEVOLUTION 2015/2016

pillar1:policy and legal framework

pillar2:capacity building for individuals and institutions supporting devolution.

pillar3:strenthening service delivery mechanisms and peaceful co-existence at county and sub

county levels

pillar4: citizen empowerment in local development planning and financing.

4.6AREAS SUPPORTED BY THE POLICY INCLUDE.

1.Enhancing tourism development

2.T development, promotion and marketing

3.Legal and institutional framework

4.Linkage with other stakeholders

4.7ACTIVITIES

i. reading through the tourism policy 2014

ii. reading through tourism bills 2014

iii. reading through beach management bills

iv. relating the tourism bills and the national tourism act 2011

v. Developing proposal and recommendations on how tourism policy can be effectively

implemented

vi. Tourism project programming, planning and management

vii. tourism field assessment and product development

4.8THE NEED FOR TOURISM POLICY

i. align the tourism sector development aspirations with provision of the

constitution of Kenya 2010

62


ii. provide framework for the design of tourism development programmes,

projects and activities for sustainable tourism development in kilifi county

iii. provide a framework for guiding and streamlining of tourism related issues in

to the county development planning and management

iv. provide a framework for the county to embrace public private partnerships

strategy to support effective tourism investment, development and

management

v. provide a framework for effective participation of private sector, civil society

and individuals in tourism and management in the county

vi. promote the development of domestic tourism in the county

vii. provide a framework for the enactment of enabling county by laws and

regulations to regulate the tourism sector.

viii. improve the quality and diversity of tourism products and services in the

county

ix. promote increased sales and revenues from the tourism products and service

4.9TOURISM POLICY DEVLOPMENT PROCESS

The policy is the culmination off a highly consultative process that involved

and array of key players in the industry.

Under the guidance of the department of tourism, a series of consultative

meetings were organized which brought on board stakeholders including

government agencies, private sectors, civil society organisations and local

communities to build consensus of divergent views in the tourism sectors.

A detailed and critical analysis focussing on the status ,challenges,

opportunities and trends of the tourism sector was undertaken with a view of

informing the policy objectives and policy statement(tourism policy 2014)

63


4.10STATUS AND TRENDS OF TOURISM IN KILIFI COUNTY

Kilifi county has diverse tourism products and services as well as various

destinations. These tourism aspects need to be enhanced to invigorate the

tourism sector though increased revenues and visitor satisfaction. The policy

framework shall provide opportunities to develop the tourism resources for

the benefit of all the stakeholders at all levels.

The significance presence of wildlife, sandy beaches, varied and aesthetic tic

sceneries, favourable weather, rich and diverse culture and heritage among

other magnificent features make kilifi county a tourist destination of choice

for both domestic and international tourists. In addition, the wide range of

opportunities for agrotourism,sport tourism,eco-tourism,entertainment,diving

and snorkelling, and bird watching provide a wide range of tourism options

for visitor satisfaction.

The county has,233 star rated hotels with a total bed capacity of 3901 which

provide classic affordable accommodation and tourism experiences to a wide

range of tourists.

Harnessing the existing potential in agrotourism,ecotourism,sport tourism,

water tourism, entertainment and health or medical tourism by developing

appropriate high quality products and services is vital to enhancing

sustainable tourism development

The tourism sector is a key source of revenue in form of taxes,rents,linces to

both the county and national government. More importantly,the sector also

forms an important source of employment for the local residents, hence

contributing to improved household income, wealth creation and poverty

reduction.

visitor satisfaction and business diversification

Threfore the county to optimally exploit its tourism resources and to boost

visitor satisfaction and increased revenues there is need for a coordinated

effort among stakeholders, supported by appropriate legislations and policies,

64




to improve and diversify tourism products and destination. Visitor satisfaction

through the provision of high quality and value addition of products is critical

for increased investment in the

CHAPTER 5

5.0TOURISM MARKETING DEPATMENT,5.1ORGANISATION STRUCTURE

65



CHIEF OFFICER



TOURISM DEVELOPMENT

Trade & Investmen

MSMEs


Tourism Management


measures License



Development


WildlifeDepartment

Tourism Quality

Assurance

Cooperative Audit


Tourism Development

Tourism policy & research

Tourism Marketing

5.2TOURISM MARKETING OFFICER 2

5.2.1GENERAL

This is the senior level assigned to positions where the scope of actions is broad and where

responsibility is assumed for major projects and for specific components of the section's

overall marketing programs by developing plans, organizing and implementing projects,

developing public relations strategies for promotions and acting as Consultants to the tourism

industry. Formal presentations to groups is an ongoing requirement of positions at this level.

Work involves travel inside and outside of Manitoba and work outside of standard days and

normal hours of work is a requirement of these positions.

5.2.2TYPICAL DUTIES

Initiate, organize, implement and participate in Travel Trade marketplaces and

consumer promotions, meeting and convention marketplaces, media tours and

industry familiarization trips.

Supervise professional and clerical staff while engaged in delivering major shows and

promotions.

Initiate contact with industry organizations such as domestic and foreign travel

wholesalers, travel agencies, auto clubs, service clubs, transportation companies and

industry associations by providing information and sales promotion assistance. This

includes planning and developing package and escorted tours, receptions, seminars,

addressing groups and individuals, promoting tours and attractions to the public

through the media.

Contact, organize and co-ordinate participation of Kilifi county tourism suppliers in

applicable travel trade and meeting and convention marketplaces.

In conjunction with in-province convention and meeting suppliers, encourage and

develop incentive travel, sales meetings, group travel and convention business for

Manitoba hospitality facilities through product assembly, direct sales activities and

the organization of familiarization tours.

Develop opportunities to obtain publicity and promotion in other travel market areas.

Represent the branch and provide advice and guidance on Tourism Committees at

meetings, conventions and seminars.66


Respond to tourism enquiries which require research, evaluation and

recommendations. Performs other related duties as assigned.

5.2.3QUALIFICATIONS

University degree with Marketing specialization or Post-secondary Diploma in Travel

Tourism or Marketing with a minimum of two years' experience in tourism sales/marketing

or public relations, plus previous experience as a Marketing Officer, or an equivalent

combination of education and experience acceptable to the Civil Service Commission and the

department concerned. Demonstrated communication and organizational skills and the ability

to speak to public groups.

5.3MARKETING DEPARTMENT

County Department of Tourism marketing is responsible for county tourism marketing and

marketing activities implementation, the main three fields of marketing activities are as

follows:

Increase the awareness of Kilifi in domestic markets,

Introduce its tourism products and build a positive brand image;

Increase inbound tourism flows; encourage domestic travel and reduce the

influence of seasonality.

The Department applies marketing concepts in the travel and tourism industry as well as

carries out promotional strategies and incorporates promotional activities in target markets.

Promotional activities range from creating awareness of Kilifi County as an attractive

tourism destination, to achieving growth in tourism by maximizing the satisfaction of

tourists.

The purpose of Department is to improve Kilifi county‘s competitive position within the

tourism industry, increase inbound tourism to Kilifi and encourage domestic travel.

Major promotional activities include presenting Kilifi at international tourism fairs like the

Berlin expo, publishing brochures and creating promotional souvenirs, organizing B2B

events in target markets, communicating through social and digital media, all of which

67


strengthen Kilifi’s appeal as a visitor destination and provide quality visitor experiences.

5.4TOURISM MARKETING OFFICER 1

5.4.1GENERAL

This is a full working level and is assigned to positions which are responsible for the

organization, delivery and follow-up on small projects and/or promotions. Incumbents

assist Senior Marketing Officers with major projects and will research and update

tourism information for printed materials. Work involves travel inside and outside of

Manitoba and work outside of standard days and normal hours of work is a requirement

of these positions.

5.4.2TYPICAL DUTIES

i. Provides detailed information on all tourism marketing programs in the Province

through direct mail or telephone inquiries.

ii. Participates in marketing activities locally, nationally or internationally by assisting

Senior Marketing Officers in co-coordinating a segment or portion of a promotion

and by providing direct professional travel advice to potential visitors.

iii. Researches and updates departmental tourism printed material for use by the public.

iv. Escorts and liaises with clients in the planning and implementation of familiarization

tours and site inspections.

v. Researches, analyzes and compiles travel/tourism statistics.

vi. Performs other related duties as assigned.

vii. Respond to tourism enquiries which require research, evaluation and

recommendations. Performs other related duties as assigned.

5.4.3 QUALIFICATIONS

University degree or Post-Secondary Diploma in Travel Tourism or Marketing with a

minimum of two years' experience in sales/marketing or public relations, or an equivalent

68


combination of education and experience acceptable to the Civil Service Commission and the

department concerned. Demonstrated organization and communication skill

designing

ACTIVITIES

i. Provides detailed information on all tourism marketing programs in the Province

through direct mail or telephone inquiries.

ii. Participates in marketing activities locally, nationally or internationally by

assisting Senior Marketing Officers in co-coordinating a segment or portion of a

promotion and by providing direct professional travel advice to potential visitors.

iii. Researches and updates departmental tourism printed material for use by the

public.

iv. Escorts and liaises with clients in the planning and implementation of

familiarization tours and site inspections.

v. Researches, analyzes and compiles travel/tourism statistics.

vi. conducting beach operators trainings on customer care

5.5TOURISM MARKETING STRATEGIC APPROACHES

Marketing policy as a central component of overall tourism development & operational

policy and the need for a strategic marketing planning approach

The characteristics of tourism that affect marketing strategy:

- fragmentation of supply,

- interdependence & complementarity of tourist services,

- rigidity of supply,

- fixed in time & space,

- intangible – “expectation – experience – memory”,

- price elasticity of demand,

- seasonality,

- consumer part of the product, and

- the importance of intermediaries.69


Strategic marketing planning based on differentiation and resource: market matching:

Translating the situation analysis into product selection & development based on market

demand & trends and leveraging factors such as: natural endowments, acquired

endowments/public goods/externalities, risk mitigation. economic prowess. Need for

ongoing research to adjust to, and/or take advantage of, market trends & exogenous

factors

Strategic marketing planning taking account of the different priorities of different

stakeholders: NTOs, RTOs, state/province TOs, the national private sector and the

foreign private sector (specifically foreign carriers, source market tour operators and

international hotel groups)

Marketing tools and techniques to achieve responsible tourism development & operation:

Outline of the marketing mix to be elaborated in later sessions

This training programme takes the perspective of the relationship between public and private

sectors and is framed by the fact that marketing is directly concerned with understanding the

consumer’s needs. The individual units of the programme are designed to enable the trainee

to build up an appreciation of planning and implementing marketing strategy and tactics in

order to create a tourism sector which can both endure and contribute valuably to all facets of

the destination.

To fully appreciate the role of marketing in tourism destination policy, strategy and planning,

it is necessary to consider the several ways in which the tourism sector differs from other

economic sectors.

What is a tourist destination?

A tourism destination has many different characteristics. It:

is one product but also many,

involves many stakeholders with differing objectives and requirements,

is both a physical entity and a socio-cultural one,

is a mental concept for potential tourists,

is subject to the influence of current events, natural disasters, terrorism, health

scares etc

is subject to historical, real and fictitious events,

70


is evaluated subjectively in respect of its value-for-money (based on reality

compared with expectations), and

differs in size, physical attractions, infrastructure, benefits offered to visitors and

degree of dependence on tourism – in fact no two tourism destinations can be

treated the same.

CHAPTER 6

6.0TOURISM MANAGEMENT DEPARTMENT


71


Department of Tourism

6.2BACKGROUD

The policy establishes structures which shall work with stakeholders in a collaborative

manner to enhance the development of tourism sector. The implementation structures

should be composed of competent professionals who are of high integrity and require

experience in the hospitality and tourism sector.

6.2.1abbreviations

KCTB: Kilifi County Tourism Board

KCCEC: County Cultural Exhibition Centre

KCICC: Kilifi County International and Convention Centre

KCTPA: Kilifi County Tourism Protection Agency

72


K CT BNational GovernmentTourism Institutions

Private Sector TourismInstitutions

K C CEC KCICC KCTPA

KCTRIMC

Tourism stakeholders(Hoteliers, CBOs, Community, NGOs)

KCRIMC:Kilifi County Research and Information Management centre.

The tourism department, at county level is developing an action plan for the implementation

of this policy. The involment of county government departments and stakeholders will be

critical creating synergistic relationships as well as defining roles and responsibilities of

each party.

Developing action plan will ensure that the set of concrete actions outlined in this policy are

addressed optimally. It will be critical for the implementation plan to focus on

performance measures for the proposed actions to provide a basis assessing progress

towards the sustainable tourism development and management in the county

6.3RESPONSIBILITIES OF INSTITUTIONS/AGENCIES

6.3.1Department of tourism Kilifi county.

shall play oversight roles including:

policy development, monitoring and evaluation

coordination of tourism product development

establishment of tourism markets

inter department coordination

tourism sector education, public awareness and communication

6.3.2Kilifi County Tourism Board

develop,imlement and coordinate the county tourism strategy

market the county as a premier tourist destination at local, national and international scenes

identify tourism market needs and trends and advise stakeholders accordingly

6.3.3Kilifi County International Convention and Exhibition Centre

develop and implement the county meetings, incentives and conferences and exhibition

strategy

73


6.4TOURISM OFFICERS

6.4.1General Functions

The Officers are overall in charge of managing and coordinating the general administration

functions and tasks that are required to ensure effective operation of the department.

6.4.2Duties and responsibility of the department are as follows;-

1. Ensure smooth running of the office in liaison with the chief Officer

2. Coordinating the management and affairs of the Chief Officer

3. Coordinating with the County Executive and Members of the County Assembly’s

contacts

4. Ensure proper placements of staff and handling of staff welfare

5. Ensure adequate and serviceable transport for the office and staff

6. Ensure working tools and facilities are in good working order

7. liaising with external parties in regard to expenses and payments as we initiate

procurement process

8. Ensure staff are performing their duties and undertaking their roles dutifully

9. Processing of all travel and related expenses

10. Facilitating and Coordinating of general service

11. Management of records of staff, vehicle and assets and safe custody

12. Preparing of the department quarterly reports

13. Any other duties as may be assigned from time to time.

6.4.3Requirements for Appointment:

1. Be a Kenyan citizen

2. Bachelors Degree Human Resources and Administration

3. Must have at least 3years experience in administration field

4. Accounts knowledge will be added advantage

5. Computer literate

6. Ability to work without supervision.

74


6.5Administrative assistance

6.5.1Specific duties

Ensure cleanliness and neatness of the office

Managing of office

Ensure safe custody of the department assets

Coordinate and supervise maintenance and cleanliness of office equipment

Ensure availability of office supplies

Ensure communication systems are functional (email, telephone, faxes, mails)

Managing administrative travel, accommodation and logistics of the department

Maintain effective flow of communication within and outside the county

Writing and presenting reports to management as requested

6.5.2Requirements for appointment

Diploma in office management

Degree in business management/ administration is an added advantage

Be fluent in English and Kiswahili


6.6Tourism officer

6.6.1Job description

Tourism officers/destination managers develop and promote tourism in order to attract

visitors and generate significant economic benefits for a particular region or site.

They may work for local authorities, but are now increasingly employed within

public/private destination management organizations, public agencies or partnerships.

75


The role is varied and may include many different types of work. Key areas include

marketing, visitor management and the development of tourism products, services and

facilities. Depending on the level it may involve strategic planning, particularly in local

authorities.

Economic development or urban and rural regeneration is also an increasingly common part

of a tourism role, and tourism officers, therefore, usually work closely with residents and

businesses in a local community in order to support the local economy.

Typical work activities

As well as maintaining visitor services, tourism officers are usually involved in strategic

planning and development. Their work involves liaising with businesses, the public and

public agencies, as well as behind-the-scenes preparation and planning.

6.6.2 ACTIVITIES.

producing and commissioning tourist information, including art work, and writing press

releases and copy for tourism guides/newsletters;

setting up and attending exhibitions and holiday shows;

organizing special and seasonal events and festivals;

devising and planning tours, and arranging itineraries;

liaising with local operators, the media, designers and printers;

managing staff, budgets and staff training needs;

ordering products and services;

providing funding and business advice and sending e-newsletters to local businesses;

developing e-tourism platforms, including websites, and constructing business databases;

writing and presenting reports for committees;

planning and writing funding applications;

product development;

Giving talks to local parties, community groups and schools, and handling media

enquiries.

developing tourism organization structure

6.6.3Strategic aspects of the work include:

76


commissioning and/or producing tourism strategies and economic impact studies for

implementation;

lobbying the industry and government on strategic matters such as quality assessed

accommodation, collation of national/international statistics;

devising and coordinating marketing campaigns;

undertaking market research with members of the public and visitors to particular

attractions;

providing a range of information on local resources and facilities;

supporting the local tourism industry through providing promotional opportunities;

encouraging the creation of a tourism association or similar body;

Running training courses to encourage networking and economic growth in the tourism

industry.

6.7Tourist information centre manager:

6.7.1Job description

Tourist information centre managers oversee services that provide information and advice on

what to see and do in a particular city, town, area or country.

They are involved in booking accommodation, making reservations and selling related gifts

and souvenirs. They are also responsible for running special events and generating

marketing opportunities.

6.7.2The role of a tourist information centre (TIC) manager includes:

the daily running of the centre;

staff management;

recruitment;

networking;

event planning;

Marketing.

77


To be successful, TIC managers must have the ability to forward plan and predict what the

public wants.

This can be a dynamic and rewarding area of work but it may also be very demanding and

involve long hours for relatively low pay.

Typical work activities

The amount and type of work involved depends very much upon the size and location of the

tourism information centre (TIC) and its position within the local authority structure.

6.7.3However, tasks typically include some or all of the following:

identifying, implementing and monitoring commercial opportunities and additional

services to raise revenue;

recruiting, training, managing, appraising and motivating staff;

Preparing reports for senior management and attending meetings with a variety of

people, including senior managers, and tourism businesses.

controlling and monitoring the TIC budget to ensure the centre achieves its objectives in

the most cost-effective way;

publicizing the centre's services and assisting with the marketing of other local

amenities;

gathering information about and working with local businesses and visitor attractions;

event planning and organization;

producing guides and other marketing literature;

researching and visiting attractions and accommodation;

keeping up to date with changes in tourist activities and events;

ICT work, including managing destination management systems, website development,

e-commerce and online booking;

providing support for the senior management team by supplying and interpreting TIC

data, as well as working closely with the national tourism organization;

implementing health and safety regulations and monitoring work practices, ensuring that

the centre is run in accordance with policies and guidelines;

78


ensuring that the centre is well presented, efficiently organized, easy to use and

accessible;

communicating information to members of the public;

dealing with enquiries in person and by post, email and phone;

operating accommodation and other booking services and selling tickets for travel and

local events.

6.8.1On completion of this department, the trainee will be able to :

The aims .

Its intensive but generalist approach is designed to give an appropriate base of tourism

knowledge as it looks at both the tourism and travel industry. The department focuses on key

aspects of tourist behaviour, emerging trends, impacts of tourism, tourism management,

79


6.8

an understanding of the processes involved in tourism destination development;

a theoretical framework of destination management and planning issues and strategic

approaches;

planning and marketing applications for destination management

identify and critically appraise the main components of a destination development plan;

critically appraise the principles and practice of destination marketing and distribution

and their application to the strategic management of a destination;

critically assess the main methods of monitoring the performance of a destination;

synthesise good practice in destination management and planning in a variety of

destination contexts;

be aware of the process of tourism development and the associated impacts;

develop a critical approach to the examination of tourism development issues in fragile

environments; analyse and interpret tourism development proposals from a social,

cultural and environmental perspective. The department takes a broad view of tourism

and provides an opportunity to explore issues and problems relevant to a wide range of

situations, in one of the kilifi county largest economical industries. It provides a macro

overview of the tourism and travel industry, this department aims to provide insight into

how the key sectors work within the tourism system, giving trainee an opportunity to

develop practical skills and knowledge. The impact of trends, issues, challenges,

stakeholders of the tourism industry, and various tourism crises is explored, maintaining

a practical focus on the rapidly developing tourism landscape in Kilifi County as a

destination.

including tourism policy and planning, sustainability, destination marketing and branding,

and place management. For the area of travel, the department looks into the evolving roles of

the travel agency, dynamics of travel distribution systems, and changing trends in

transportation. This segment of the department culminates in an itinerary presentation where

trainees apply their understanding of county and airport codes, geography and iconic

landmarks, and interpreting city pair availability schedules. Analyse and interpret tourism

development proposals from a social, cultural and environmental perspective

6.9ACTIVITIES

Analyse the county trends and impact of travel and tourism and its development, and the

factors influencing them.

1. Apply the strategies involved in effective destination management as well infrastructure

development.

2. Discuss the impact of plans, policies and initiatives of governments, businesses, and other

organisations on travel and tourism.

3. Compare the characteristics of selected tourist regions of the world.

4. Discuss global travel destinations and the distribution process in developing and planning

travel products and services.

5. Develop departmental organisation structure

6.10CHALLENGES

6.10.1KILIFI COUNTY TOURISM CHALLENGES

Challenge 1: Reinforce the Kilifi county tourism industry as a high quality service sector

Challenge 2: Better position Kilifi as the number 1 tourism destination in Kenya .

Challenge 3: Make the tourism industry part of the knowledge economy

Challenge 4: Develop Kilifi county tourism in a sustainable manner

Challenge 5: Increase the value generated from available resources

Challenge 6: Create environment conducive to tourism businesses

Challenge 7: Create environment conducive to tourism businesses

Challenge 8: Investing in Tourism Infrastructure

Challenge 9: Ensuring an Efficient Transportation System80


6.10.2DEPARTMENTAL CHALLENGES

6.10.3KEY STRATEGIC ISSUES FOR KENYA’S TOURISM

In the analysis of Kenya’s tourism and its socio

-economic situational designs against the global takings thereby, a number of strategic issues

can be identified. These strategic issues can be summed up as

Follows:

1. Weak coordination mechanism for policy, strategies, management and marketing activities

in the sector in Kenya.

2. Poor implementation culture among most sector players.

3. Poor tourism investment mechanism.

4. Training framework which is technical rather than conceptual

5. Weak mechanisms in community ownership, participation and community based tourism

6. Weak mechanisms for community based tourism

7. Weak frameworks for resource mobilization and financing of the sector

8. Weak framework for tourism research, monitoring and evaluation

81


Inadequate staff

Inadequate budgetary allocation

Inadequate and poorly maintained office facilities.

Inadequate office equipment and transport

Inadequate standards and testing equipment

Low motivation of staff

Lack of industrial land

High illiteracy levels in the County

Inadequate capacity for law enforcement on environment and labor

Dormant and poorly governed cooperatives

Poor market infrastructure and management

Lack of clear policies and regulations on tourism

Insufficient ICT infrastructure and capacity

9. Weak development of touristic infrastructure and ancillary services

10. Weak mechanisms for the development and enforcement of standards and quality

assurance in the sector.

11. Integration of sustainable tourism development in the destination management and other

mainstreamed services –green tourism.

12. Weak integration of ICT in the development and management of the tourism value chain.

13. Weak mechanisms for benefit sharing and trickledown effect of tourism (Tourism

Leakages)

14. Weak integrated mechanisms for the development of International, regional and domestic

tourism in Kenya.

15. Weak approaches to product development, diversification and differentiation.

16. Limited safety and security measures.

17. Bilateral and multilateral arrangements and partnerships.

These issues form the basis for the strategic intervention that have been proposed in the next

chapter as a design for the management of sustainable tourism in Kenya

6.11OBSERVATIONS

6.11.1Identification of students destinations and thematic areas of research in

hospitality and tourism profession.

6.11.1.1STUDENT DESTINATIONS

• Research organizations

• Government bodies (Central and local)

• Destination Marketing organizations

• Airlines

• NGOs and CBOs

• Environmental bodies & Consultancies

• Sectoral associations: KATO, KATA

• Hotel chains, DMCs & Tour operators

• Development organizations eg UNDP,UNECA, UNWTO

• International & regional bodies e.g. IATA, UNESCO, ILO, EAC

• Community organizations

82


county governments

6.11.1.2MAIN THEMATIC AREAS OF RESEARCH

a. Food, Safety and Hygiene in Hospitality

b. Food and Beverage Production and Service Management

c. Yield Management Initiatives in Hospitality Enterprises

d. Accommodation Management

e. Property Management and Financial Accounting in Tourism and Hospitality

f. Tourism and Climate Change

g. Eco-tourism and Community-Based Tourism and Poverty alleviation

h. Tourism Training and Education;

i. Tourism Destinations and Marketing;

j. Tourism integration and Destination Competitiveness.

k. Tourism policy planning and development

l. Tourism quality assurance

m. Policy analysis and domestic tourism and empowerment.

n. coastal and marine tourism research

o. hospitality tourism demand and supply modeling

p. hospitality and tourism forecasting and modeling

q. hospitality and tourism need assessment and strategic planning

r. community based tourism and residents' attitudes measurement

s. economical impacts of hospitality and tourism industry

t. travel and visitor research

u. inclusive tourism development, integrated and inter discipline research development

6.11.1.3TECHNOLOGY AND TOURISM

E-tourism strategic management and marketing

E-tourism and accessibility

Online design and development and web presence assessment

Destination management systems and e-destinations

Web 2.0 and social media networking83


Mobile training and wireless system

Online marketing

Technology and small and medium tourism enterprises

Online distribution and multi channel strategies

Email marketing and customer relationship management

6.11.1.4SOCIAL MEDIA

i. Facebook

ii. trip advisor

iii. google

iv. expendia

v. YouTube

vi. tripose

vii. tripod

viii. restquet

6.11.2Kenya vision 2030 prioritizes tourism as economical booster .

6.11.2.1Economic

This aimed to improve the prosperity of all Kenyans through an economic development

programme, covering all the regions of Kenya. It aims to achieve an average Gross Domestic

Product (GDP) growth rate of 10% per annum beginning in 2012. To achieve this target,

Kenya is continuing with the tradition of macro-economic stability that has been established

since 2002. It is also addressing other key constraints, notably, a low savings to GDP ratio,

which can be alleviated by drawing in more remittances from Kenyans abroad, as well as

increased foreign investment and overseas development assistance (ODA).Delivering the

country’s ambitious growth aspirations required a rise of national savings from 17% in 2006

to about 30% in 2012. It was also found necessary to deal with a significant informal

economy employing 75% of the country’s workers. The informal sector is being supported in

ways that will raise productivity and distribution and increase jobs, owner’s incomes and

public revenues. The country is continuing with the governance and institutional reforms

84


necessary to accelerate economic growth. Others critical problems being addressed include

poor infrastructure and high energy costs. The six key sectors described below are being

given priority as the key growth drivers for achievement of the economic vision:

Tourism

Increasing value in agriculture

A better and more inclusive wholesale and retail trade sector

Manufacturing for the regional market

BPO (Business Process Outsourcing)

Financial services

6.11.3. Identified tourism stakeholders in Kilifi county.

STAKEHOLDER AREA OF INTEREST/

IMPORTANCE

STAKEHOLDER EXPECTATIONS

Citizens (people of

Kilifi)

Participate in County

decisions

Effective and efficient

Services

Employment

Good Governance

Quality and equitable public services

Improved standards of living

Citizen participation

Elected and

nominated leaders

and other state

officers

Coordination,

cooperation and mutual

understanding

Necessary legislative

policy

Good working environment

Availability of welfare facilities

Public Officers Operationalization of

County functions

Good terms and

conditions of service

Necessary legislative

policy

Good working environment

Availability of welfare facilities

National Government

Departments and

Policy direction

Policy implementation

Collaboration

85


Agencies Enforcement of rules and

regulations

Compliance with the rules and regulations

Civil Societies and

NGOs

Creation of awareness on

rights and privileges of

the public

Promotion of good

governance through

advocacy

Supplement government

efforts in development

Good Governance

Equitable distribution of resources

Recognition, involvement and cooperation

Private Investors/

Businessmen

Promotion of private

enterprises

supplement government

effort through PPP

To partner with County in provision of

services

Conducive business

environment

Availability of information

Development

Partners

Promotion of their

interests

Partnering with

government in service

delivery

Prudent management of funds

Educational /

Research institutions

Education and Research

Revenue

generation/profits

Collaboration

Enabling environment for research

Financial Institutions Capital

Avail credit facilities

Creation of Conducive environment for

business

Farmers/

Farmers

Organizations

Enhance food security

Access training on

farming

Easy access of farm

inputs

Capacity building

Good agricultural policies

Availability of quality and affordable farm

inputs

Access credit facilities

Ready market

Access to extension services

86


Stable production

environment

Trade unions Welfare of their

members

Creation of secure

employment

Good industrial relations

Involvement in welfare matters

Commitment to Collective bargaining

agreements

Media Events that are news

worthy

Business

Openness

Cooperation

Community Based

Organizations

Community participation

and empowerment

Sustainable

Development

Involvement in decision making

Spearhead community agenda

National Government Promotion and setting of

National goals and

objectives

Implementation and

interpretation of the

Constitution

National legislation

Support to County

government

Oversight of the County

governments

Accelerated development

and improved service

delivery to the people

Upholding the rule of law

Consultations and collaborations

Representation of Kenya’s diverse

communities

Suppliers/

Contractors

Conducive environment

for business

Timely payment

Fair competition

87


Co-operative

societies

Members welfare i.e.

mobilization of resources

Empowerment for

sustainable development

Conducive environment for business

Creation of markets

Support from the department

Vulnerable Groups Enhanced participation

in development

Equitable distribution of resources

Involvement in County matters

Policy framework

Support institutions

6.12.0RECCOMMENDATIONS

1. Better branding of Kilifi county and its destinations.

2. Foster education and training for the tourism sector ,read project proposal on Kilifi

county destination management and strategic marketing training programme

annex1

3. Foster the introduction and use of etourism in the industry thus integrating

information and communication technology in hospitality and tourism industry,

developed framework on trip advisor

4. Develop an evaluation framework of tourism and local development policy to

promote economical development in Kilifi county to both indigenous communities

and local communities. It is elaborated in regional policy and tourism in annex 4

5. Empower investors ,local communities and stakeholders on wildlife protection and

environmental conservation for example project proposal on capacity building on

solid waste and waste water management to marine life.

6. Advance tourism research, policies analysis, domestic tourism and training and

tourists attitude, behavior assessment.

7. adopt the new post 2015 agenda on sustainable development goals particularly goal

number 12 which is advocating for sustainable consumption and production

patterns, through sustainable tourism programmes for the 10 year framework for

sustainable consumption and production patterns.

88


8. Integrate tourism into a wider development strategy, through partnerships to other

sectors and inclusive and responsible development. Integrating special needs

policies to the professionals and infrastructural development.

9. To raise participation of local citizens and private decision makers in tourism

development.

10. Better define and promote competitive tourism tourism assets, resources

11. Improve internal mobility and external accessibility. To improve services

12. Better define tourists’ targets. New products to the environment impacts and

to recommend on the best programmes to meet three dimensions,socio-

cultural ,economical and environmental impacts

13. Develop specific performance monitoring system, plan and indicators.

14. The department to edit and add important information to the bills

15. to elaborate on sustainable consumption and production pattern in Kilifi

POSSIBLE OUTCOMES OF RECCOMMENDATIONS

Economic

1. To attract foreign investment;

2. To achieve more rapid and extensive development of the tourism sector;

3. To assist market product diversification;

4. To assist in product innovation;

5. To reduce the risk of over-concentration on a narrowproduct range (and limited market

base) by facilitating the development of a new range of products identified through market

research as being in line with market trends and preferences;

6. To adjust the seasonal pattern of visitation through product developments that will spread

tourism more evenly across the year;

7. To increase employment, tourism being a labor-intensive sector; and

8. To boost local SME development in order to retain higher proportion of economic benefits

through the reduction of leakage and increased backward linkages

89


Socio-economic

9. To facilitate regional development by improving access to a part of a country not

benefiting from the sector as much as other parts e.g. rural areas, urban regeneration projects;

10. To assist the development of responsible tourism products (e.g. fairness to local

community/pro-poor);

11. To support community-based tourism projects;

12. To seek to alleviate/eradicate poverty through programmes such as Sustainable Tourism

for Eliminating Poverty; and

13. To create a flagship attraction that represents geographic hub in a part of the country

allowing other complementary products to be developed to create a

Cluster – can also be a thematic flagship hub.

Management and coordination

14. To ensure the development of sustainable tourism, balancing economic benefits with the

retention of environmental resources and the host community’s Values and culture;

15. To enhance the quality of the product offer;

16. To build a strongly positive image of the destination, by endorsing products of prestige

and quality, thereby creating benefits both for tourism and through inward Investment in

other industries;

17. To coordinate tourism product developments that involves multiple assets and entities;

18. To facilitate tourism product development that independent on state intervention and

would not occur otherwise;

19. To ensure that tourism product development is in line with protection/preservation of

ecologically sensitive environments and the conservation of a community’s cultural heritage

and historic sites; and

20. To coordinate the development and marketing of product clusters and trails/circuits

6.13.0 CONCLUSION

The report entails the introduction about the county government of Kilifi and adoption of the

devolution system, the way resources should be mobilized to the grass roots according to the

90


constitution 2010.It elaborates the roles and responsibly of the management of the county.

The department of trade,industrilisation ,cooperative development, tourism and wildlife

under the directorate of tourism and wildlife, working on the following areas of tourism

development ,tourism policy development and implimentation,wildlife development

protection and conservation, tourism management and tourism marketing and promotion.

Some of the elements that were to be added which should be included the tourism regulation

and quality assurance, the has not developed a good framework to collaborate with tourism

regulatory authority and the Kenya bureau of statistics. This report confirmed the diversity in

the field of hospitality and tourism that needs to be addressed to ensure sustainable

consumption and production in the field, the knowledge , activities, skills and experience

shown is a sign of professional development and cross discipline understanding improve

the nation and global in three dimension, thus is socio-cultural development. Economical

development and environment protection and conservation. The balance that is brought

responsible, inclusive and sustainable tourism is mutual benefit to everyone on the planet

which enhance peace to people through partnership and understanding which leads to

prosperity.

6.14.0 REFERENCE

1. Kilifi county tourism strategic plan

2. Kilifi county tourism policy 2014

3. Kilifi county tourism directory

4. Kilifi county tourism bill 2014

5. Kilifi County integrated development plan 2013-2017

6. Kilifi county tourism strategic marketing plan

7. http://www.un.org/esa/agenda21/natlinfo/niau/kenyanp.htm

8. http://www.ku.ac.ke/schools/hospitality/index.php/component/content/article/86-about-

us/101-w

9. en.wikipedia.org/wiki/Kenya_Vision_2030.

10. http://www.cbd.int/tourism/guidelines.shtml.

11. BEACH MANAGEMENT BILL2015

91


12. COUNTY GOVERNMENTS ACT 2012

13. NATIONAL TOURISM STRATEGY 2013-2018

7.1ANNEX: 1 KILIFI COUNTY TOURISM DESTINATION, MANAGEMENT AND

STRATEGIC MARKETING TRAINING PROGRAMME.

Project aim; To be committed and respond positively to the growing need for devolution

system, multidiscipline and integrated strategies for sustainable domestic tourism at

local, regional and national level and in particular to provide strategic guidance in

sustainable tourism destination marketing and management. And a well define linkage

with other sectors and stakeholders through enhancing service delivery through capacity

building and training.

Location; Kilifi County

1.0 INTRODUCTION

The national tourism policy is embodied in accessional paper no 1 of 2011 on enhancing

sustainable tourism focusing towards sustainable tourism development and management.

Establish separate institutions on policy development, promotion and marketing research,

business advisory and financing functions for sustainable tourisms and to promote innovative

mechanisms for involvement of private sectors, civic society organizations and local

communities in sustainable tourism.

2.0 BACKGROUND

92


The policy informed the enactment of tourism act, no 28 of 2011.the act provides for the

development, management, marketing and regulation of sustainable tourism and tourism

related activities and services. It further provides guidelines and measures for sustainable

tourism, criteria for standardization and classification, hospitality curriculum for training

industrial professionals, code of practices for tourism sector and tourism research. Kilifi

County is one of the counties of the current devolved government in Kenya. The department

of trade, cooperation, industrialization and tourism is looking forward to secure a sustainable

domestic tourism .previously the department had conducted beach operators training on

capacity building. However beach operators are section of tourism industrial players when it

come to sustainable tourism development and marketing. Some of the stake holders who

have direct effects to tourists like hoteliers, tourism destinations employees , tour operators

and in tourism attraction sites in Kilifi county and other professionals, practitioners as well

as organizations and associations that are collaborative when it comes to tourism support.

This workshop will enhance the performance of every sector that directly or indirectly

depends on tourism.

3.0 MAIN AIM

To be committed and respond positively to the growing need for devolution system,

multidiscipline and integrated strategies for sustainable domestic tourism at local, regional

and national level and in particular to provide strategic guidance in sustainable tourism

destination marketing and management. And a well define linkage with other sectors and

stakeholders through enhancing service delivery.

4.0 OBJECTIVES

i. To enhance sustainable tourism development to maximize economic, social, and

cultural benefits for the local communities and international tourists.

ii. To develop effective Kilifi county tourism destination management and marketing

tools to reinforce the destination competitiveness.

iii. To facilitate new products development in line with market trends, needs and

interests.

iv. To undertake research to measure the economic impact of tourism as well as to

identify the strategic priorities of the tourism destination.

93


v. To define a professional linkage with other sectors and a binding legal and

institutional framework.

5.0 PROBLEM STAMENT-

The department officers and supporting staffs do not have face to face or direct experience to

the market; therefore they have to liaise to the stake holders to research on credible

information and also to come up with marketable tourism product. These program targets to

enhance the understanding of tourism destination management and marketing So that county

can manage to retain the previous tourists statistical records or improve by providing high

level of tourism product delivery and satisfactory services. This shall reach the targeted

service providers in the Kilifi county destinations. Lack of capacity building for individuals

and institution, supporting devolution, policy and legal framework. Lack of service delivery

and peaceful co-existence, among stakeholders .which the linkage and understanding of the

products and services was limited, therefore the training will fill this gap. This will enhance

economy of Kilifi County. As well as promoting capacity building among stakeholders.

6.0 SIGNIFICANCE OF THE PROGRAMME.

To align the tourism sector development aspirations with the provisions of constitution of

Kenya, 2010.Provide a framework for design of tourism development programmes, projects

and activities for sustainable tourism development in the county. Provide a framework for

guiding and streamlining of tourism related issues into the county development planning and

management. Provision of framework for the county to embrace public and private

partnerships strategy to support effective tourism investment, development and management.

It enhance effective participation of private sector, civil society and individuals in tourism

development and management Promote development of domestic tourism Improve quality

and diversity of tourism products and services Promote increase sales and revenues from the

tourism services and product

7.0EXPECTED OUTCOMES

i. Improve capacity on sustainable tourism destination for outstanding performance in

terms of tourism product development and promotion.

94


ii. Disseminate know how and good practices related to sustainable tourism destination

competiveness and optimization of tourism destinations management and marketing.

iii. Advocacy and broader awareness with regard to decentralization and localization of

tourism management with major participation of the private industry.

8.0 TARGET GROUP

Stakeholder Total Target/rep

Tour operators

Hoteliers

Other tourism destination

service providers

beach operators

Airport service providers

Bus companies and travel

Sacco’s

Other interested stakeholders

and institutions.

Kws

Restaurants (rep)

8.1 Strategy

This stakeholders will be trained and engaged in fruitful discussion with the facilitator in one

of the following centers

Location venue

Watamu

95


Malindi

Kilifi

Mtwapa.

One person from each stakeholder who will be trained and to be provided with the

knowledge to go and provide to the employees in terms of training through sharing of which

report and feedback must be forwarded to the county government to help them in doing

research and to analyze the gap out of the challenges and recommendation.

10.0 PROGRAMMES.

10.1 The core units.

TOURISM DESTINATION MANAGEMENT AND MARKETING

DESTINATION MANAGEMENT

UNIT SUB UNIT OBJECTIVES

Introduction

Destination life cycle

Push and pull factors

Destination performance

metrics

Destination yield

DESTINATION MARKETING

UNIT SUB UNIT OBJECTIVES

Introduction

Evolution of tourism products

96


Componentsoftourismproduct

s

Tourisproductsdiversification

Tourism market segmentation

Tourism market distribution

Tourism market position

Tourism market research

Tourism target market

Market strategy development

Future of market tourism

How to develop the module.

spear headed by hospitality and tourism institution- proposed Pwani university department of

hospitality and tourism management,selacted community leaders and some specialist on

sustainable tourism destination marketing and management, representative marketing

managers from the tour firms and manager from one to two hotels and kws officer or

manager together with tourism officer through the guidance of department of tourism from

ministry of trade, industrialization cooperative, industrialization, tourism and wildlife will

develop a curriculum on the units above specifically touching tourism products and resources

in Kilifi county. It will be a workshop on his own for around one week and can constitute 20

people. To make it relevant and applicable however if possible the documents will be

translated into local language and Kiswahili.

How to facilitate stakeholders’ on the programmes.

The organizing team, department of tourism and wildlife will organize the launch of the

program me by coordinating with the chief and minister to address the group. To some extent

governor can be invited, the process of training will initiate and facilitate an interactive

debate in which all participants will contribute with their own experiences and

background. The introduction to key issues will be given by experts with various

97


disciplinary backgrounds as mentioned earlier; experts in sustainable tourism development,

experts in tourism development planning issues such as destination management, marketing

and branding, organization and participation of stakeholders, We shall have the opportunity

to invite participants with a genuine involvement in the interactive field of domestic tourism

destination management, sustainable tourism development, and local economic development.

Participation in this practical training seminar should be a source of inspiration for their

current work in the industry of hospitality and tourism, of which actual growth in economy

will be realized in Kilifi county ,to increase the future of tourism performance and research,

11.0 LEGAL AND INSTITUTION FRAMEWORK

According to Kilifi county tourism policy 2014 section 6.2.6, the management of tourism

sector under the devolved system, requires a new institutional and management structure.

The policies also take cognizance to the functional assignments between the two levels of

government with respect to accountability, reporting and management line. The management

structures shall enhance synergy, effective and efficiency to promote accountability among

stakeholders in the delivery of tourism programs at the county level.

Section6.2.6 the policy that recognize that tourism development and management at the

county level. Shall be coordinated harmoniously by the national and county government

institutions.

11.1Ethical considerations

The sectors to be involved will be informed in time and the date of training will be set

according to their interest.

The units will be properly documented with engagement of experienced professionals

and some stakeholders.

98


Codes of ethics are some standards of a vital component of sustainable tourism which

will be maintained.

11.2 Qualities of a trainer

Must have 5 years experience in tourism marketing and destination understanding in

Kilifi. County.

Must have credential on the same field

Must have expertise and professionalism in the same field.

Must have been proofed by the department of tourism and wildlife to be credible to

facilitate

Must be one of the team who will develop the programme to fit Kilifi County in

terms of tourism destination management and marketing.

Should be well vast with tourism resources, products and services in Kilifi County.

Qualities of trainee.

Must be working in hospitality or tourism industry in Kilifi County

The establishment must have trust in him/her in terms of content delivery and

conduct -since he will be a trainer to their establishment on the same content

and will write a report and submit to the department of tourism and wildlife

for analysis

Must have experience in marketing, human resource or management position

for five years in Kilifi County.

Must be computer literate and have skills in research and data analysis

99


However according to the management capability, the person they will send

with a letter to represent them will not be stopped, but it is mandatory that the

trainee have to go and organize thorough training to the employees, this is

because it is expensive to sponsor all employees in tourism and hospitality

industry for training at once from the whole Kilifi county.

sponsor

1. County government of Kilifi.

7.2ANNEX 2

CAPACITY BUILDING ON SOLID WASTES AND WASTE WATER MANAGEMENT

TO MARINE LIFE/HUB FOR TOURISM

Background

In spite of the importance of coastal tourism for the economies of Kenya, tourism

infrastructure has often been developed without full consideration of long-term impacts to

the community and stakeholders. The simulation model presented in this paper aims to

address critical gaps in awareness and capacity for integrated decision-making and planning

in tourism infrastructure development, in a developing world context. We build a simple

closed-loop model of tourism infrastructure investment, which integrates typical economic,

social and ecological dimensions of the problem. The model is calibrated so that within 5

years investment projects in tourist capacity done without sustainable investment in waste

treatment result in a collapse of fish stocks and a sharp drop in tourist attendance. The model

includes several policy options that allow stakeholders to intervene. The model allows

stakeholders to explore how various combinations of policies perform in financial,

environmental and social terms over the long period. It can therefore be used as support to an

educational tool for training and capacity building of stakeholders in various contexts

Keywords: tourism; infrastructure development; sustainability; industrial ecology;

Introduction

100


In many counties –Kilifi, Mombasa, Kwale Ttaita Taveta and Lamu coastal tourism

development has been characterized by lack of sectorial integration. Tourism infrastructure

has often been developed in relative isolation from the other sectors of the economy, and

without full consideration of long-term impacts on the environment, resulting in adverse

impacts on other sectors of the economy, and in extreme cases eventually causing the decline

of the very resource on which tourism is based. In many counties within coastal region,

infrastructure was developed in the absence of investments in solid waste treatment capacity

and wastewater collection and treatments systems, which has resulted in pollution of water

courses, lagoons, corals and coastal seawaters .In the process, fisheries and freshwater

resources have been affected. Ultimately, the degradation in the water quality has caused

losses of local marine biodiversity, declines in local fish stocks, and lower seawater quality,

which in turn has impacted the attractiveness of local tourism. With local variants, this story

has repeated itself in places as diverse as Spain

Problem statement.

The sizes of the local town and the dimensions such a way that before the investment takes

place, the waste generated by local residents can be absorbed by the oceanic life and does

affect fish stocks or seawater quality. The resort and hotels generates additional waste

coming from both hotel users and additional residents brought by the development to the

local town. The size of this additional waste depends on the hotel capacity. It is common if

hotel is built without any simultaneous investment in water treatment and solid waste

treatment facilities, fish stocks and water quality decline rapidly. For large hotel sizes, after

which is the time horizon chosen for the simulation model, fish stocks have completely

collapsed and water quality is so poor as to cause a severe drop in the hotel occupancy rate.

This leads to deficits for the resort, decline in tax revenues, unemployment in the local town

and loss of livelihoods for the fishermen community.

Lack of awareness, knowledge and capacity; Conflicting objectives of the different

stakeholders; inadequate institutional framework to address the feedbacks between

infrastructure development and ecosystem degradation. These three factors all relate to the

political economy of decision-making in tourism infrastructure investment. First, there is a

lack of awareness and ability to understand complex relationships and feedbacks between

economic activity, the pollution it generates, and environment quality. The objective of

101


private investors who develop and exploit tourism infrastructure is to maximize profit for the

development considered in isolation, within a time frame that corresponds to internal

considerations related to returns on equity invested in those projects. Local residents may see

the development of tourism locally as a blessing or a curse depending on the circumstances.

However, in many developing counties high unemployment rates and low tax revenues make

tourism an attractive proposition, because of the prospect of local direct and indirect job

creation. Intends to exploit (e.g. indigenous communities) often find themselves in a situation

where previously free exploitation of local ecosystems services such as fish and shellfish

production is negatively affected by the development of tourism in the long run. The latter

group, when not having clear land or resource rights, may not be in a position to seek proper

compensation for lost sources of livelihoods and income. These interest groups have often

very different levels of political power and influence in decision-making.

OBJECTIVES

1. To create awareness and enhance capacity building of community and stakeholders

in hospitality and tourism industry in coastal Kenya

2. To show how the different stakeholders are affected by tourism infrastructure

decisions

3. to show the interdependence between the impacts created by tourism development

and local sustainability, through solid waste and water quality feedbacks;

4. To show how integrated strategies for solid waste and water quality management

affect outcomes of interests for the different stakeholders, thus allowing participants

to explore other stakeholders’ perspectives and motives.

5. To highlight the trade-offs between long term and short term decisions, and

between individual objectives of stakeholders and integrated sustainability

strategies.

JUSTIFICATION

The programme comprises a few parameters that allow users to consider measures that can

mitigate these adverse impacts, such as: investment in solid waste and wastewater treatment

facilities and the sharing of the associated expenditures between government and the resort;

compensation of indigenous fishermen; and education campaign to promote the use of waste

treatment. Given the parameters of the model, there are multiple policy combinations that102


improve the sustainability of the development, even for large hotel sizes. All the parameters

of the model relating to the functional relationships between pollution and the state of the

ecosystem are taken from the published literature, as are the economic parameters such as

wages, employment generated by hotels, and income elasticity of waste generation. I choose

the remaining parameters (mostly, those relating to the volume of water in the beach and

ocean, the sizes of the local town and fishermen community in relation to the size

The reasons why knowledge about the full impacts of infrastructure investment decisions is

lacking is critically linked with these conflicting objectives. Because they do not bear all the

negative impacts of their investment decisions, private investors have no incentives to engage

in elaborate prospective studies of the impacts of their investments on ecosystems.

Governments, which see investment as a primary condition for development, are often

reluctant to mandate expensive integrated studies and environmental regulation that they feel

might deter investors and send them to neighboring places. County governments looking for

income and employment generation may have little incentive to examine the long-term

impacts of investment decisions (peaking on their behalf) may in some cases be the only ones

with advocating for the long-term preservation of those resources as This is in spite of

international commitments that Governments may have made, for example under multilateral

environmental agreements , the institutional framework for the assessment of the

environmental impacts of investment projects is often not adapted to the challenge. This is

not limited to tourism but has been noted to apply to virtually all sectors. National legislation

and investment requirements for donors and multilateral institutions financing investments in

developing countries typically require Environmental Impacts Assessment studies, possibly

along with Social Impact Assessments, or broader Strategic Environmental Assessments

Target group.

The objective of this programme is to present a simple simulation model that illustrates the

full link of feedbacks between tourism infrastructure investment and ecosystems, and in

particular the ones from the environmental side to the economic (and social) sides. The

programme is to be developed as the basis for an educational tool for training and capacity

building in Kenya coastal counties .

The tool is to used in training sessions gathering participants from different constituencies

Target group Total To be empowered

103


Investors

hotel managers

government representatives,

department of

water,environment,health,l

and kws and

local residents

indigenous communities,

environmental groups

to build a common understanding of the generic implications of tourism development in

terms of sustainability at the watershed level, hopefully providing a platform for discussion

and a stimulation to undertake “real” integrated, participative studies adapted to their specific

circumstances. The training shall have participants play role games and negotiate

development strategies among themselves, with the objective of coming up to mutually

beneficial strategies. Among a range of possible feedbacks that would be relevant from the

policy point of view

Areas of study

It focus on factors that are, to a large extent, manageable by local stakeholders and decision-

makers, and specifically will illustrate the necessary interconnectedness of

i. strategies for tourism development

ii. solid waste treatment

iii. Wastewater management.

iv. Sustainable ecosystem

Strategic procedure for implementation

Educators will research on the area in relation to its training and educational objectives.

is devoted to the detailed module will be presented

104


Programme developers will illustrates the range of outcomes that can be studied by the

model, focusing on insights brought by the study on some of the trade-offs that typically

arise in coastal tourism infrastructure development in developing countries.

The setting In this section, we will describe the main concepts behind the programme. A

technical description is given The purpose of the model is to provide a support for a one-day

training package consisting of groups of trainees to get the basic notions of integrated solid

waste and water quality management at the watershed level, as applied to the development of

tourism infrastructure on a coast, and interact with other stakeholders to explore solid waste

and water quality management strategies. The simulation tool is based on a fictitious case

taking place on the scale of a watershed.

Future target solution to a group of investors for sustainable tourism.

Those who are proposing to invest in hotels and resort on a pristine, undeveloped beach

located along the coast. There are 4 interest groups:

(1) Investors want to establish a tourism resort or hotels

(2) Local residents (represented by their community leaders) live in a small town upstream in

the watershed, along rivers: Sabaki and Rare, that discharge to water body.

(3) A small community of indigenous fishermen live out of the fish caught in the ocean

Where there are beach hotels

(4) The county government, which is negotiating the tourism investment deal with the hotel

chain. The local town has no sewage system or solid waste treatment facilities, so that

waste generated by local residents pollutes the water.

Way forward for sustainable tourism in the coastal region/benefits

(1) Hotel size: small vs. large, with large hotel size causing an influx of new residents in the

local town

(2) Optimal capacity for solid waste treatment

(3) Optimal sharing of financing of waste treatment facilities and services between the hotel

and the government

Short-term versus long-term profiles of cash flows accruing to the hotel, the government and

local residents

(4) Employment of indigenous people at the hotel as a way of insuring them against a drop in

105


local fish stocks. Baseline – initial situation before investment takes place, the water is

unpolluted or weakly polluted, endowing the coastal area with abundance of fish, both in

terms of quantity and marine biodiversity. Sea resources (fish) are exploited by local

fishermen. Those fishermen’s living is mostly based on fish, i.e. they have limited outside

opportunities to earn a living (this can represent indigenous people in some countries). Local

residents do not have access to waste treatment facilities. They produce a base amount of

solid waste, which is simply discarded in the local streams, ultimately bringing solid waste

residuals to the beach. They also produce a level of effluents (to simplify, nitrogen and/or

pathogen agents) that is carried to the sea by the rivers. In this baseline situation, the quantity

of waste coming to the beach is low and water quality is still very good, so the projected

resort development can count on and unspoiled beach, pristine water and large fish

biodiversity to attract tourists. Basic Scenario -- development has taken place The basic

scenario reflects a situation in which every actor cares for their private interests, and no

environmental regulation is in place.

Assumptions

• Tourists and associated income to the hotel. The number of tourists is affected by the

quality of the seawater and marine biodiversity .

• Solid waste and wastewater, proportional to the number of tourists;

• Workers in the hotel. Those are assumed to live among the local residents (LR). Depending

on the size of the hotel, they can be previous residents that have been hired by the hotel or

newcomers brought there by the tourism development;

• Local residents earn additional income, directly from the hotel and from induced activities

(souvenir shops, traditional handcrafts, etc.). This translates into increased consumption and

additional solid waste and effluents. In the basic scenario, the hotel discharges effluents

directly in the lagoon. The hotel also chooses not to build a solid waste treatment plant, and

instead dumps its waste in a nearby unorganized landfill. s. Alternative scenarios -- in search

for sustainability

Legal framework

• The hotel installs wastewater treatment for its operations (this can reflect government

regulation);

• The development includes a solid waste treatment plant, whose capacity can be varied in

106


the model;

• The hotel and the government agree on a rule for sharing the investment costs and

functioning expenses of the solid waste treatment;

• The government can invest in education and awareness campaigns for local residents

aiming to limit waste dumping and river pollution;

• The government can also demand that the fishermen community receive a part of the

revenues from the hotel, either by being reserved some proportion of the jobs generated by

the resort, or through direct payments, as a compensation for degraded water quality and

livelihoods.

Expected outcomes

The economic block accounts for hotel income and expenditures; government revenues

(taxes) and expenditures (waste treatment); local resident employment and income ecological

block accounts for water pollution resulting; and indigenous people income, which is

proportional to the stock of fish in the lagoon. The from waste water discharge and leachates

from solid waste. From pollution loads (nitrates and phosphorus), algae, polyps and

suspended particulate matter concentrations. Those in turn are converted into water

desirability for bathing through a composite index; they also determine fish concentration.

There are two main feedbacks from the ecological block to the economic block. Water

desirability for bathing affects the occupancy rate of the hotel. Fish concentration determines

the income of indigenous fishermen.

7.3ANNEX 3 “REGIONAL POLICY AND TOURISM PLANNING AND

DEVELOPMENT

BACKGROUND

It is obvious that tourism and regional development are closely linked. This has been shown

to be the case in , for example, by the number of initiatives in support of tourism included in

programmes granting structural funds and marketing. It is also clearly borne out by the

tourism various regional economic studies (county Development strategic plans), which

often identify tourism as a possible development strategy. But these linkages are complex,

for they vary not only with the type of prevailing in a given county but also with the

typologies of the different counties(outlying and remote, intermediate or economically

integrated), their tourism potential and the extent of the central government’s commitment to 107


play an active role in the regional development of tourism. Regions and county play a key

role in the formulation of policy and the and development of tourism. . There are many tools

and methods that can be used to develop tourism (organization, planning, promotion,

contracting out, etc.), and counties and regional authorities must have solid skills in

management, monitoring and operations/performance monitoring programs and performance

indicators. These tools and methods are implemented by a range of very different kinds of

groups that associate communities, industry and various government bodies. Tourism is a

useful territorial development tool provided that it is based on planning and viable strategies

for promoting the balanced development of the area, in which tourism will not necessarily

become the dominant activity. Tourism development provides attractive opportunities for a

number of providers of goods and services, especially in rural areas. It also helps to finance

the infrastructure necessary for the economic development of an area and can give it a

distinctive image and identity that will benefit all its economic activities. Co-operation

between regions is not always satisfactory. Regions often choose competitive development,

even though they could develop complementary tourism products

INTRODUCTION

The devolved tourism administration contributes to the overall, forward-looking vision of

tourism, using it to provide support and guidance for the initiatives launched at county levels

and to facilitate co-ordination between tourism policies and county policies so as to ensure

that they are consistent. Sustainable tourism development at regional and county levels

requires a consistent approach at national levels in order to implement the necessary

partnerships between regions, the central government and private actors.

Kenya coastal tourism development objectives and national strategic objectives must also

complement each other. For central government, the challenge consists of reducing the

disparities in tourism development, in both quantitative and qualitative terms, in order to

strengthen the competitiveness and overall economic performance of the tourism industry.

National policy can do much, but it must be based on regional development strategies that

focus on more targeted approaches. Governments are increasingly seeking to devise

appropriate strategies that make it possible to enhance the value of natural and cultural

resources, while at the same time preserving them and ensuring sustainable economic

STATEMENT OF DISCUSSION

108


One of the first major challenges consists of setting up mechanisms to improve the

competitiveness and quality of tourism at regional and county levels in order to ensure the

sustainable and balanced development of tourism at Kenyan coastal levels, improve the

industry’s performance and make tourism areas more competitive at county, regional,

national and international levels. A second challenge consists of reconciling local tourism

development with the preservation and renewal of tourism resources. To make tourism

benefit the indigenous communities, stakeholders and for socio-economical benefits and

environmental friendly-ecotourism

QUESTIONS OF DISCUSSION.

Coastal region responsibilities in the field of tourism are increasingly.

i. What are the main policy goals that lead regions to promote tourism (Indigenous

community development, creation and preservation of jobs, land use planning,

stimulus for small and medium-sized industries, support for agricultural reform)?

ii. What changes can be expected regarding the level of involvement, and resources

of regions in the field of tourism?

iii. What assistance do regions need in order to develop tourism (information on

future supply and demand, etc.)?

iv. How do these changes affect the future missions and action of coastal region?

v. The various public service missions of central government and regional and

county government should be mutually reinforcing and support the same strategic

objectives. What are the fields in which action by the authorities might be made

more complementary (statistics, innovation, , promotion, etc.)?

vi. Tourism can be a useful county development tool. What are the comparative

advantages and drawbacks of tourism compared to other development sectors?

vii. What are the risks of an intensive development of tourism (over-specialization of

some generating markets, environmental impact, etc.)?

viii. Considerable funds have been allocated to support tourism. What evaluations

have been made of their real impact (environmental, social, and economic)?

ix. What are the existing practices of co-operation among counties and with central

government in the field of tourism development?

109


x. Would it be advisable to implement broader regional co-operation plans, for

example covering an area such as along the coastal Kenya ?

LINKAGE AMONG KENYA COASTAL COUNTIES.

Its objective is to raise some key issues chiefly of concern to those responsible for tourism

policy. It will be used as a basis for the discussions of the Roundtable on “Regional Policy

and Tourism”, which will be held in conjunction with the meeting of the Tourism Committee

on comprises of kilifi county, Mombasa county and Lamu county Kwale. Taveta and Tana

river county Drawing on several experiences that will be presented, the Roundtable will seek

to identify some avenues for improving the effectiveness of government action at national,

regional and county levels in the tourism field, while trying to better understand the factors

that affect the competitiveness of tourism companies at regional levels.

i. What is the impact of tourism on regional economic development, employment and

land use planning? Are there good practices that might be adopted?

ii. What is the level of involvement of regions in tourism development? What is the

nature of the linkages between tourism and regional policy?

iii. How can current policies and practices be improved?

iv. What is the role of the central tourism administration in the development of tourism

at regional levels?

v. To improve the overall competitiveness of the tourism industry, how can it

strengthen its role and partnerships with the various regional actors of tourism?

TOURISM ,LOCAL ECONOMIC DEVELOPMENT,LAND USE PLANNING AND

EMPLOYMENT

Questions that might be discussed:

1. Is it possible to take advantage of tourism’s growth potential to revitalize certain

poverty affected areas in decline on a sustainable basis and to make a positive

contribution to land use planning?

2. How might this be done, and what role does central government play, what about

county government, presumably better informed than other levels, play in

development choices?

110


3. Can sound tourism strategies contribute effectively to establishing a better balance

among coastal counties and to creating, diversifying and preserving jobs?

4. How can tourism development be combined with other types of activities as part of

broader regional economic development policies?

5. How can tourism contribute to social cohesion and convergence? is the economic

importance of tourism at local and regional levels?

6. What information is needed in this regard to be able to identify and quantify the role

of tourism more accurately in order to help formulate appropriate policies?

IMPLICATIONS FOR NATIONAL TOURISM POLICY AND FUTURE COUNTY

GOVERNMENTS INITIATIVES

Questions that might be discussed:

1. Should national tourism administrations intervene to support Kenya coastal tourism

development? If so, should their role be one of guidance, regulation or co-ordination

of regional and local tourism policies?

2. How can current practices be improved (innovation, knowledge transfer, forward

planning, support to decision-making, operational economic observation, tourism

and management.)?

3. Is the effectiveness of the policies implemented at coastal region level being

correctly evaluated by TRA?

4. Are regional tourism policies sufficiently integrated into a multidisciplinary and

intersectoral vision of Kenya coastal economic development?

5. Which policy practices might be implemented at national levels the benefits of the

initiatives launched by coastal counties (?

6. How might these initiatives be better co-ordinated with county policies?

7. How might national tourism policy take better account of the territorial

characteristics of tourism?

8. There are risks of duplication and even of conflict between the policies implemented

at different administrative county levels and in different regions. What are the main

and co-ordination schemes currently being used by the counties?

9. What policy tools and initiatives might be implemented to tourism development?

Which practices can be recommended?111


10. How can tourism be promoted outside established administrative channels?

11. What studies should be undertaken to help understand and promote regional tourism

development?

OGWEYO PETER OGALO

This industrial attachment as from 18th May

2015 to 28 th August 2015 report is

compiled by Ogweyo Ogalo a student at

Pwani

112


University pursuing hospitality and tourism management. the report is all about Kilifi County

directorate of tourism and wildlife. It elaborates various areas in the county government

roles of various officials ,staffs and tourism stakeholders. This report can be used by

tourism students, lecturers to

improve learning and to strengthen professionalism in the hospitality and tourism industry, a

copy of this report should remain to the directorate of tourism and wildlife for further

editions and to help subsequent interns and attaches' to get a better background in the

department.

113


114


maps

115


internship report at directorate of tourism and wildlife -Kilifi county

Government & Nonprofit

Transcript of internship report at directorate of tourism and wildlife -Kilifi county