Maasai Action For Development Strategic Plan
Ildalalekutuk Maasai Action for Development
Strategic Plan 2016 – 2021
Table Of Contents
Section One: Background
1.1 Overview of the Operational Context
1.2 Background and History of Ildalalekutuk Maasai Action for Development
Section Two: Context Analysis
2.1 External Environmental Analysis
2.1.1 Political Context
2.1.2 Economic Context
2.1.3 Social-Cultural Context
2.1.4 Technological Context
2.1.5 Ecological Context
2.1.6 Land
2.1.7 Mean Holding Size
2.1.7 Percentage of Land with Title Deeds
2.2 Internal Environment/Stakeholder Analysis/SWOT Analysis
Section Three: Strategic Areas Of Focus
3.1 Analysis of Strategic Options
3.2 Strategic Priorities and Choices
Section Four: Strategy Implementation
4.1 Overall Strategies
4.2 Specific Objectives, Strategies and Activities
4.2.1 Climate change
4.2.2 Food security and sovereignty
4.2.3 Water access and management
4.2.4 Sustainble pastoralism and livestock management
4.2.5 Organisational Development
4.3 Sustainability, Monitoring and Evaluation
4.3.1 Sustainability and Exit Strategies
4.3.2 Results Based Monitoring & Evaluation
4.4 Organizational Structure
Background:
This strategic plan seeks to locate Ildalalekutuk Maasai Action for Development strategic path and ensure that it is in constant touch with its context particularly the aspirations of its founders, key stakeholders, partners, and supports within and outside the Kenyan Maasai community.
Ildalalekutuk Maasai Action for Development was started in 2013 by Dalmas Tiampati, triggered in large part by a very devastating and severe draught that wiped almost all the livestock in their Maasai community in Kajiado County and in many arid areas in Kenya. In its aftermath several Maasai professionals including Dalmas Tiampati at the forefront mooted several concrete suggestions to assist the Maasai community in Kajiado and outlying areas address impending poverty due the drought, desertification, loss of vegetation and grass, soil degradation, diminishing water resources, lack of food and famine to loss of cattle, climate change crisis. There was an imperative need to untangle the Maasai community in Kajiado from dependency on food relief and handouts.
The community needed to become economically empowered, autonomous and living in harmony with the natural environment, including the diverse flora and the enticing fauna.
Ildalalekutuk Maasai Action for Development was formed with an aim first and foremost lead community based efforts to identify viable long term solutions to chronic problems in order to jump start sustainable livelihoods.
The organization was also focused on looking for partners in the county, the national government, faith community, domestic civil society organizations, multilateral donor agencies and other foreign development partners to assist Ildalalekutuk Maasai Action for Development with resources, capacity and knowledge to address these problems. We came to realize that these problems were being occasioned majorly by climate change and global warming. Our organization aim is to revitalize global partnerships for a viable and sustainable development of the Maasai.
Vision: Self-reliant, just, environmental conscious and prosperous Maasai society.
Mission: We are much focused on climate change and addressing the areas it is affecting in our lives as Maasai indigenous pastoralists.
Objectives:
1. Addressing the devastating effects of climate change through (a) education and adaptation(b)partnerships with local and international organizations such as Savory Institute, Soil4Climate and other climate movements to enhance collaborations, sharing of ideas, (c) Holistic Management by the Savory Institute and (d) preservation of indigenous knowledge and traditions.
2. Promote food security and sovereignty by(a) introducing crop rotations, so allowing yields to grow but without costly fertilizers, (b) reducing rural-urban drift to get more youth involved in agriculture and regenerative pastoralism so that they may provide labor and ease unemployment and including more independent youth and women in food production by formation of kitchen and community gardens and introducing new crops using traditional knowledge.
3. Access to safe, clean and sustainable water and management of water resources to reduce distraction caused to women and girls when they go to long distances looking for water, water will help in increasing school enrolment rates, help in drought mitigation, food security by helping families to plant kitchen gardens which they can easily irrigate, it will help to promote health by fighting waterborne diseases and also contribute to economic development and sustainable pastoralism by providing water for livestock which is a greater component to livestock rearing. The Maasai will use traditional methods to manage water resources. Water will be provided by (a). Digging water pans, (b). Drilling borehole or wells,
(c). Restoration and conservation of swamps, streams and seasonal rivers.
4. Promote sustainable livestock management sustainable and pastoralism by introducing holistic planned grazing to address degrading grazing, introduction of productive indigenous breeds to improve feed conservation efficiency, disease resistance and market potential. This will help in reduction of tensions between pastoralists and permanent farmers, therefore fostering peace and sustainable development, as well as making pastoralism a gainful and profitable and hence making a viable and sustainable enterprise. We will encourage use of Maasai traditional knowledge in livestock keeping.
- We have introduced conservation of the red Maasai sheep and the sahiwal cattle.
5. Building a Centre for Regenerative Pastoralism
This will be centre to train and demonstrate tested and working solutions to regenerate land such as holistic management to indigenous pastoralists in East Africa region.
It will be used in conservation of resilient livestock breeds such as red Maasai sheep which is disappearing despite its ability to adapt to hash climatic conditions and resistance to diseases,so as to foster adaptation to climate change.
Importantly, the centre will be used for studies in pastoralism.
It will provide accommodation and learning facilities to researchers and class rooms for local Maasai pastoralists to study.
The center will be situated on a model Maasai kraal with a 100 acres land for use in demonstration and conservation.
Maasai from Kenya and Tanzania will have training running for 3 months annually and researchers from the Savory Institute and other renowned organizations working on climate change will get time to interact with the local Maasai pastoralists.
Researchers will be provided with qualified research assistants from the local community, Maasai language translators, a good accommodation and food and they will be driven to the areas they want to visit by well trained drivers/ guides
At the end of training sessions the Maasai cultural ceremony and festivals will be performed as a way of promoting their Maasai culture.
The strategic plan is presented in four major sections: first section gives an overview of the general development society, but within the confines of its mandate and core competencies. The second section contains a summary of the context analyses, both external and internal as well as that of stakeholders and beneficiaries. Section three highlights the strategic choices and the basis of the same. The fourth part looks deeper in to the strategic areas with special attention to issues to be addressed, the objectives, strategies and activities that will be pursued to realize the established objectives. This fourth section concludes with went through a rigorous strategic planning process in the new organizational structure.
Section Two: Context Analysis
2.1 External Environmental Analysis
2.1.1 Political Context
Ildalalekutuk Maasai Action for Development is located in the Kajiado Central Division of former Kajiado Districts, which since the promulgation of the 2010 Constitution has now graduated to become a full fledged County with its own autonomous county government headed by its own Governor, managed by a county executive and represented at the county level by members of the county assembly. In as much as the people of Kajiado are trying to implement devolution, there is a keen awareness of a symbiotic relationship with the national government when it comes to service delivery, governance, infrastructure development and security among other imperatives. At that national level, as per the structures of the Constitution, Kajiado is represented in the national assembly and senate, by a women’s representative, members of parliament and a senator. As a microcosm of the national political alignments, all the major parties are present and active in Kajiado. In all this, all the sections of the population-the youth, women, elders and the active working sectors-participate in keeping Kajiado vibrant. dministrative Units (Sub-counties, Divisions and Locations)
The county is divided into five administrative sub-counties namely: Kajiado Central, Kajiado North, Loitokitok, Isinya and Mashuuru, with a total of 17 administrative divisions. Table 1 shows the county’s area and administrative units by sub-county.
However, our organization recognize traditional Maasai leader from every age group who are normally selected by elders using their wisdom by considering the genealogies to see whether they are from families of people who are concerned of the community welfare, who love peace, justice, hardworking and have good leadership traits. IMAD will work with traditional Maasai leaders.
Table 1: Area and administrative units by Sub-counties
Sub-county
Area (Km2)
No. of Divisions
No. of Locations
Kajiado North (combined with West)
6,344.9
4
30
Kajiado Central (includes parts of West)
5,186.0
3
32
Isinya
1,056.0
2
16
Mashuuru
2,903.0
2
11
Loitokitok
6,411
6
16
Total
21, 900.9
17
105
Source: County Commissioner, Kajiado, 2013
2.1.2 Economic Context
For historic and other reasons, Kajiado remains a marginalized and under developed part of Kenya. The vast majority of the people of Kajiado keeps and tend after livestock and therefore pastoralism with a measure of mixed farming is the main economic preoccupation in terms of maintaining livelihoods. This has unfolded in the context of a persistent drought and devastating impact of negative climate change. This scenario has had an impact when it comes to youth unemployment which leads to rural-urban migration occasioning loss of labor in rural areas and erosion of the Maasai culture . At the same time, the effects of climate change has adversely affected women’s empowerment, women walk long distances looking for water leaving children at home with the elderly women, climate change crisis is also causing mulnitrition in children due to lack of adequate sufficient balance diet.
2.1.3 Livestock production
Pastoralism is the main source of livelihood to majority of rural households in the county. The main livestock breeds are sheep (718,950), goat (699,658), beef and dairy cattle (411,840), commercial chicken (276,291), indigenous chicken (267,913), donkeys (63,980), pigs (6,127) and camel (1,597)-Source: Kenya population and housing census 2009. Livestock products in the county include, beef, milk, skins and hides. There is however very few value addition ventures in the county.
2.1.4 Social-Cultural Context
While the ethnic mix of Kajiado has been undergoing transformation with Kenyans from other parts of the country making the county their permanent new home, Kajiado remains a predominantly Maasai community space with the global reputation of the Maasai in preserving the progressive aspects of their ancient culture. But with globalization, migration, intermarriages and cultural exchanges, Kajiado is in a state of flux.
2.1.5 Technological Context
The people of Kajiado, like their other Kenyan counter parts find themselves grappling with the challenges of technological change, infrastructure development, educational and training innovations within the context of the 2030 Vision national government plan of transforming Kenya to a prosperous, middle income country.
2.1.6 Ecological Context
The county consists of three geological regions: quaternary volcanic, Pleistocene and basement rock soils. Alluvia soils are also found in some areas. Quaternary Volcanic soil is found in the Rift Valley. Basement System Rocks which comprise various gneisses, cists, quartzite and crystalline limestone, are found mainly along the river valleys and some parts of the plains. Pleistocene soils are found in the inland drainage lake system around Lake Amboseli. Quarrying of building materials is also done within the county.
Most rivers in the eastern part of the Rift Valley drain toward the east while those within the floor of the valley are restricted to the small depressions and lakes that have no major outlets. it is within this region that lake Magadi is found.
The occurrence of ground water depends on climate, topography as well as origin of the underlying rocks. Ground water yields vary throughout the county from 0.01 to 35.77 cubic metres per hour. Average ground water is reported as good quality and is used for domestic, livestock and irrigation purposes. High yielding springs are found on the slopes of Mt. Kilimanjaro with an average yield of 20m³/hr to 50m³/hr. Other sources of water for domestic and livestock use are sub surface sources such as water pans, dams and shallow wells.
The amount of surface water varies from area to area. Vegetation type in the county is determined by altitude, soil type and rainfall. In many instances it has been modified by animal and human activity. Grazing, browsing, charcoal burning, extraction of fuel wood and cultivation are the major causes of vegetation reduction. In the lower parts of Mt. Kilimanjaro, indigenous trees have been cleared to create room for agriculture. Vegetation is scarce in low altitude areas and increases with altitude. Ground cover throughout the county varies seasonally with rainfall and grazing intensity. Canopy cover ranges from less than 1% on heavily settled areas to about 30% on steep hills.
2.1.7 Climatic conditions
The county has a bi-modal rainfall pattern. The short rains fall between October and December while the long rains fall between March and May. There is a general rainfall gradient that increases with altitude. The bimodal rainfall pattern is not uniform across the County. The long (March to May) rains are more pronounced in the western part of the County while the short (October to December) rains are heavier in the eastern part. The rainfall amount ranges from as low as 300mm in the Amboseli basin to as high as 1250mm in the Ngong hills and the slopes of Mt. Kilimanjaro.
Temperatures vary both with altitude and season. The highest temperatures of about 340C are recorded around Lake Magadi while the lowest of 100C is experienced at Loitokitok on the eastern slopes of Mt. Kilimanjaro. The coolest period is between July and August, while the hottest months are from November to April.
2.1.8 Land
The county boasts of a wide range diverse fauna and flora. The animals include Wild Beasts, Gazelles, Zebras, Warthogs, Hyenas, Giraffes, Elephants, Lions, Leopards and Elands and diverse bird species. Areas designed for game reserves are; Amboseli National Park which covers a total of 392Km2 and Chyulu conservation area which is 445Km2. These areas fall within range lands. Land and Land Use
Land is mainly used for livestock rearing and crop growing. Nomadic pastoralism is predominant throughout the county. There is a significant change in land use in the urban areas where industrial and commercial use is gaining momentum.
2.1.9 Mean Holding Size
The size of arable land in the county is 3468.4 Km2 which represent 15.8% of the total land area (21,900.9 Km2). The average land holding size is approximately 9 Ha on small scale and 70 Ha on large scale.
2.1.10 Percentage of Land with Title Deeds
In general, most land in the rural areas is without title deeds compared to the urban and peri-urban areas. This may be due to lack of adequate awareness on importance of title document to the rural population, which is aggravated by few land registration offices in the county as well as communal land ownership and group ranch farms.
2.2 Internal Environment/Stakeholders’ Analysis/SWOT Analysis
Our organization,Ildalalekutuk Maasai Action for Development is new, hardly three years old. That is why it is crucial that we put in place structures, policies and implement best practices in order to deepen our capacity to intervene in the challenges and issues that bedevil the people of Kajiado. There is a need to reach out the diverse groups of our society-specifically the youth and importantly women in order to harness their energy and eagerness to develop the Maasai community in Kajiado County. We also need to bring on board the county and national government as well as Kajiado’s elected representatives, faith based organizations; cultural groups, civil society, the private sector and international donors in an overall effort to jump start the lives of the Maasai people in Kajiado. Challenging as this is, we are confident that we have the support and the goodwill of the community.
Section Three: Strategic Areas of Focus
3.1 Analysis of Strategic Options
At Ildalalekutuk Maasai Action for Development, we have resolved that we will not give in to fatalism, despair and defeatism, but take the destiny of the people of Kajiado, especially the youth in our capable hands and together, confidently craft a viable and sustainable future as we identify and implement winning strategies for development, economic empowerment and social progress. Neither do we want a Maasai community that survives on handouts, government largesse or the occasional foray into the community of foreign based donor agencies with their short term interventions. Rather, we at Ildalalekutuk Maasai Action for Development will strive to harness the talents, creativity, hopes, alternative proposals and suggestions which reside among and within the Maasai community.
3.2 Strategic Priorities and Choices
Our way forward flows from Ildalalekutuk Maasai Action for Development’s vision, mission and key objectives. Our vision is to see a Self-reliant, just, environmental conscious and prosperous Maasai society.
Ildalalekutuk Maasai Action for Development is dedicated to addressing the devastating effects of climate change through networking , education, Maasai traditional knowledge and adaptation; we want the Maasai people of Kajiado County to be food secure and ultimately, food sovereign; we want to identify and implement permanent solutions as regards persistent problems accessing and managing water among our people and for our livestock which will continue providing livelihoods in Kajiado County for the viable future; we must put in place sustainable livestock management and pastoralism strategies.
This implies collaborating and liaising with all the key stakeholders from the community, faith groups, county and national government, the private sector, NGOs and the development partners in developing a bottom up blue print for the rejuvenation of Maasai pastoralists.
Section Four: Strategy Implementation
4.1 Overall Strategies
4.2 Specific Objectives, Strategies and Activities
4.2.1 Climate change
“Climate change” has become a buzz word over the last few years, but to us in the Maasai community because we live in very close harmony with our environment and rely to a great extent in tending after our livestock, we have been acutely aware of the impact of climate change on our livelihoods. We will take concrete steps to ameliorate all the negative impacts of climate change, even as we forge new alternatives to deal with changed conditions.
4.2.2 Food security and sovereignty
Ildalalekutuk Maasai Action for Development is determined to move our people from depending on food hand outs and government rations to creating our own pathway to food security and eventually food sovereignty.
4.2.3 Water access and management
We are encouraged by best practices from around the world including Israel, United Arab Emirates and even the Sahel in North West Africa where other communities have grappled with desertification, intermittent drought and unstable environmental conditions to reclaim back land and waters that have seemingly disappeared. We are confident that Ildalalekutuk Maasai Action for Development can lead the Maasai people in seeking credible alternatives in Kajiado County where conditions though not ideal, are a far cry from the Sahara desert and other hostile natural environments.
4.2.4 Sustainable pastoralism and livestock management
The world is rapidly transforming and so too, must the Maasai. There is a realization that we cannot continue living the way our ancestors and forefathers lived for hundreds of years. Ildalalekutuk Maasai Action for Development will lead the way in identifying and implementing. We intent to introduce holistic planned grazing to address degrading grazing and also introduction of productive local Kenyan productive indigenous breeds to improve feed conservation efficiency, disease resistance and market potential. This will help in reduction of tensions between pastoralists and permanent farmers, therefore fostering peace and sustainable development, as well as making pastoralism a gainful and profitable and hence making a viable and sustainable enterprise. We will encourage use of Maasai traditional knowledge in livestock keeping, as well as tried and tested strategies for sustainable pastoralism and livestock management practices.
4.3 Sustainability, Monitoring and Evaluation
4.3.1 Sustainability and Exit Strategies
Over the next five years, we will take concrete and proactive steps to build the capacity of Ildalalekutuk Maasai Action for Development. This will involve solidifying the financial resource base of the organization through internal and external fund raising efforts from members, local stakeholders, non-profit organizations, development partners, county and national government sources and faith groups. We will also endeavor to set up income generating activities including assisting youth and women’s groups market crafts and traditional artistic accessories to raise money for self sufficiency and split the profit with our organization. The organization will also keep livestock to generate income.
There are plan to come up with a Centre for Regenerative Pastoralism, which will apart from its core functions of promoting land restoration to foster regenerative pastoralism will also house a). Eco-museum of Maasai history with artifacts, b). Library of the Maasai history with a collection of all material written about the Maasai, c). Maasai traditional knowledge documentation unit, research unit and community hall. d) a picture library, e) a Language Center. All these will be housed at the Cultural Center. We intent to target researchers; livestock researchers, anthropologists and tourists for income generation to sustain the organization so that we can run our activities without much dependence.
4.3.2 Results Based Monitoring and Evaluation
Monitoring: Our staff, board members and volunteers shall utilize the work-plans to monitor the implementation of planned activities, and review the identified indicators to examine how far the expected outcomes and outputs are being attained. Special attention shall be given to monitoring of inputs or processes, expected outputs and desired outcomes.
Strategic Plan 2016 – 2021
Table Of Contents
Section One: Background
1.1 Overview of the Operational Context
1.2 Background and History of Ildalalekutuk Maasai Action for Development
Section Two: Context Analysis
2.1 External Environmental Analysis
2.1.1 Political Context
2.1.2 Economic Context
2.1.3 Social-Cultural Context
2.1.4 Technological Context
2.1.5 Ecological Context
2.1.6 Land
2.1.7 Mean Holding Size
2.1.7 Percentage of Land with Title Deeds
2.2 Internal Environment/Stakeholder Analysis/SWOT Analysis
Section Three: Strategic Areas Of Focus
3.1 Analysis of Strategic Options
3.2 Strategic Priorities and Choices
Section Four: Strategy Implementation
4.1 Overall Strategies
4.2 Specific Objectives, Strategies and Activities
4.2.1 Climate change
4.2.2 Food security and sovereignty
4.2.3 Water access and management
4.2.4 Sustainble pastoralism and livestock management
4.2.5 Organisational Development
4.3 Sustainability, Monitoring and Evaluation
4.3.1 Sustainability and Exit Strategies
4.3.2 Results Based Monitoring & Evaluation
4.4 Organizational Structure
Background:
This strategic plan seeks to locate Ildalalekutuk Maasai Action for Development strategic path and ensure that it is in constant touch with its context particularly the aspirations of its founders, key stakeholders, partners, and supports within and outside the Kenyan Maasai community.
Ildalalekutuk Maasai Action for Development was started in 2013 by Dalmas Tiampati, triggered in large part by a very devastating and severe draught that wiped almost all the livestock in their Maasai community in Kajiado County and in many arid areas in Kenya. In its aftermath several Maasai professionals including Dalmas Tiampati at the forefront mooted several concrete suggestions to assist the Maasai community in Kajiado and outlying areas address impending poverty due the drought, desertification, loss of vegetation and grass, soil degradation, diminishing water resources, lack of food and famine to loss of cattle, climate change crisis. There was an imperative need to untangle the Maasai community in Kajiado from dependency on food relief and handouts.
The community needed to become economically empowered, autonomous and living in harmony with the natural environment, including the diverse flora and the enticing fauna.
Ildalalekutuk Maasai Action for Development was formed with an aim first and foremost lead community based efforts to identify viable long term solutions to chronic problems in order to jump start sustainable livelihoods.
The organization was also focused on looking for partners in the county, the national government, faith community, domestic civil society organizations, multilateral donor agencies and other foreign development partners to assist Ildalalekutuk Maasai Action for Development with resources, capacity and knowledge to address these problems. We came to realize that these problems were being occasioned majorly by climate change and global warming. Our organization aim is to revitalize global partnerships for a viable and sustainable development of the Maasai.
Vision: Self-reliant, just, environmental conscious and prosperous Maasai society.
Mission: We are much focused on climate change and addressing the areas it is affecting in our lives as Maasai indigenous pastoralists.
Objectives:
1. Addressing the devastating effects of climate change through (a) education and adaptation(b)partnerships with local and international organizations such as Savory Institute, Soil4Climate and other climate movements to enhance collaborations, sharing of ideas, (c) Holistic Management by the Savory Institute and (d) preservation of indigenous knowledge and traditions.
2. Promote food security and sovereignty by(a) introducing crop rotations, so allowing yields to grow but without costly fertilizers, (b) reducing rural-urban drift to get more youth involved in agriculture and regenerative pastoralism so that they may provide labor and ease unemployment and including more independent youth and women in food production by formation of kitchen and community gardens and introducing new crops using traditional knowledge.
3. Access to safe, clean and sustainable water and management of water resources to reduce distraction caused to women and girls when they go to long distances looking for water, water will help in increasing school enrolment rates, help in drought mitigation, food security by helping families to plant kitchen gardens which they can easily irrigate, it will help to promote health by fighting waterborne diseases and also contribute to economic development and sustainable pastoralism by providing water for livestock which is a greater component to livestock rearing. The Maasai will use traditional methods to manage water resources. Water will be provided by (a). Digging water pans, (b). Drilling borehole or wells,
(c). Restoration and conservation of swamps, streams and seasonal rivers.
4. Promote sustainable livestock management sustainable and pastoralism by introducing holistic planned grazing to address degrading grazing, introduction of productive indigenous breeds to improve feed conservation efficiency, disease resistance and market potential. This will help in reduction of tensions between pastoralists and permanent farmers, therefore fostering peace and sustainable development, as well as making pastoralism a gainful and profitable and hence making a viable and sustainable enterprise. We will encourage use of Maasai traditional knowledge in livestock keeping.
- We have introduced conservation of the red Maasai sheep and the sahiwal cattle.
5. Building a Centre for Regenerative Pastoralism
This will be centre to train and demonstrate tested and working solutions to regenerate land such as holistic management to indigenous pastoralists in East Africa region.
It will be used in conservation of resilient livestock breeds such as red Maasai sheep which is disappearing despite its ability to adapt to hash climatic conditions and resistance to diseases,so as to foster adaptation to climate change.
Importantly, the centre will be used for studies in pastoralism.
It will provide accommodation and learning facilities to researchers and class rooms for local Maasai pastoralists to study.
The center will be situated on a model Maasai kraal with a 100 acres land for use in demonstration and conservation.
Maasai from Kenya and Tanzania will have training running for 3 months annually and researchers from the Savory Institute and other renowned organizations working on climate change will get time to interact with the local Maasai pastoralists.
Researchers will be provided with qualified research assistants from the local community, Maasai language translators, a good accommodation and food and they will be driven to the areas they want to visit by well trained drivers/ guides
At the end of training sessions the Maasai cultural ceremony and festivals will be performed as a way of promoting their Maasai culture.
The strategic plan is presented in four major sections: first section gives an overview of the general development society, but within the confines of its mandate and core competencies. The second section contains a summary of the context analyses, both external and internal as well as that of stakeholders and beneficiaries. Section three highlights the strategic choices and the basis of the same. The fourth part looks deeper in to the strategic areas with special attention to issues to be addressed, the objectives, strategies and activities that will be pursued to realize the established objectives. This fourth section concludes with went through a rigorous strategic planning process in the new organizational structure.
Section Two: Context Analysis
2.1 External Environmental Analysis
2.1.1 Political Context
Ildalalekutuk Maasai Action for Development is located in the Kajiado Central Division of former Kajiado Districts, which since the promulgation of the 2010 Constitution has now graduated to become a full fledged County with its own autonomous county government headed by its own Governor, managed by a county executive and represented at the county level by members of the county assembly. In as much as the people of Kajiado are trying to implement devolution, there is a keen awareness of a symbiotic relationship with the national government when it comes to service delivery, governance, infrastructure development and security among other imperatives. At that national level, as per the structures of the Constitution, Kajiado is represented in the national assembly and senate, by a women’s representative, members of parliament and a senator. As a microcosm of the national political alignments, all the major parties are present and active in Kajiado. In all this, all the sections of the population-the youth, women, elders and the active working sectors-participate in keeping Kajiado vibrant. dministrative Units (Sub-counties, Divisions and Locations)
The county is divided into five administrative sub-counties namely: Kajiado Central, Kajiado North, Loitokitok, Isinya and Mashuuru, with a total of 17 administrative divisions. Table 1 shows the county’s area and administrative units by sub-county.
However, our organization recognize traditional Maasai leader from every age group who are normally selected by elders using their wisdom by considering the genealogies to see whether they are from families of people who are concerned of the community welfare, who love peace, justice, hardworking and have good leadership traits. IMAD will work with traditional Maasai leaders.
Table 1: Area and administrative units by Sub-counties
Sub-county
Area (Km2)
No. of Divisions
No. of Locations
Kajiado North (combined with West)
6,344.9
4
30
Kajiado Central (includes parts of West)
5,186.0
3
32
Isinya
1,056.0
2
16
Mashuuru
2,903.0
2
11
Loitokitok
6,411
6
16
Total
21, 900.9
17
105
Source: County Commissioner, Kajiado, 2013
2.1.2 Economic Context
For historic and other reasons, Kajiado remains a marginalized and under developed part of Kenya. The vast majority of the people of Kajiado keeps and tend after livestock and therefore pastoralism with a measure of mixed farming is the main economic preoccupation in terms of maintaining livelihoods. This has unfolded in the context of a persistent drought and devastating impact of negative climate change. This scenario has had an impact when it comes to youth unemployment which leads to rural-urban migration occasioning loss of labor in rural areas and erosion of the Maasai culture . At the same time, the effects of climate change has adversely affected women’s empowerment, women walk long distances looking for water leaving children at home with the elderly women, climate change crisis is also causing mulnitrition in children due to lack of adequate sufficient balance diet.
2.1.3 Livestock production
Pastoralism is the main source of livelihood to majority of rural households in the county. The main livestock breeds are sheep (718,950), goat (699,658), beef and dairy cattle (411,840), commercial chicken (276,291), indigenous chicken (267,913), donkeys (63,980), pigs (6,127) and camel (1,597)-Source: Kenya population and housing census 2009. Livestock products in the county include, beef, milk, skins and hides. There is however very few value addition ventures in the county.
2.1.4 Social-Cultural Context
While the ethnic mix of Kajiado has been undergoing transformation with Kenyans from other parts of the country making the county their permanent new home, Kajiado remains a predominantly Maasai community space with the global reputation of the Maasai in preserving the progressive aspects of their ancient culture. But with globalization, migration, intermarriages and cultural exchanges, Kajiado is in a state of flux.
2.1.5 Technological Context
The people of Kajiado, like their other Kenyan counter parts find themselves grappling with the challenges of technological change, infrastructure development, educational and training innovations within the context of the 2030 Vision national government plan of transforming Kenya to a prosperous, middle income country.
2.1.6 Ecological Context
The county consists of three geological regions: quaternary volcanic, Pleistocene and basement rock soils. Alluvia soils are also found in some areas. Quaternary Volcanic soil is found in the Rift Valley. Basement System Rocks which comprise various gneisses, cists, quartzite and crystalline limestone, are found mainly along the river valleys and some parts of the plains. Pleistocene soils are found in the inland drainage lake system around Lake Amboseli. Quarrying of building materials is also done within the county.
Most rivers in the eastern part of the Rift Valley drain toward the east while those within the floor of the valley are restricted to the small depressions and lakes that have no major outlets. it is within this region that lake Magadi is found.
The occurrence of ground water depends on climate, topography as well as origin of the underlying rocks. Ground water yields vary throughout the county from 0.01 to 35.77 cubic metres per hour. Average ground water is reported as good quality and is used for domestic, livestock and irrigation purposes. High yielding springs are found on the slopes of Mt. Kilimanjaro with an average yield of 20m³/hr to 50m³/hr. Other sources of water for domestic and livestock use are sub surface sources such as water pans, dams and shallow wells.
The amount of surface water varies from area to area. Vegetation type in the county is determined by altitude, soil type and rainfall. In many instances it has been modified by animal and human activity. Grazing, browsing, charcoal burning, extraction of fuel wood and cultivation are the major causes of vegetation reduction. In the lower parts of Mt. Kilimanjaro, indigenous trees have been cleared to create room for agriculture. Vegetation is scarce in low altitude areas and increases with altitude. Ground cover throughout the county varies seasonally with rainfall and grazing intensity. Canopy cover ranges from less than 1% on heavily settled areas to about 30% on steep hills.
2.1.7 Climatic conditions
The county has a bi-modal rainfall pattern. The short rains fall between October and December while the long rains fall between March and May. There is a general rainfall gradient that increases with altitude. The bimodal rainfall pattern is not uniform across the County. The long (March to May) rains are more pronounced in the western part of the County while the short (October to December) rains are heavier in the eastern part. The rainfall amount ranges from as low as 300mm in the Amboseli basin to as high as 1250mm in the Ngong hills and the slopes of Mt. Kilimanjaro.
Temperatures vary both with altitude and season. The highest temperatures of about 340C are recorded around Lake Magadi while the lowest of 100C is experienced at Loitokitok on the eastern slopes of Mt. Kilimanjaro. The coolest period is between July and August, while the hottest months are from November to April.
2.1.8 Land
The county boasts of a wide range diverse fauna and flora. The animals include Wild Beasts, Gazelles, Zebras, Warthogs, Hyenas, Giraffes, Elephants, Lions, Leopards and Elands and diverse bird species. Areas designed for game reserves are; Amboseli National Park which covers a total of 392Km2 and Chyulu conservation area which is 445Km2. These areas fall within range lands. Land and Land Use
Land is mainly used for livestock rearing and crop growing. Nomadic pastoralism is predominant throughout the county. There is a significant change in land use in the urban areas where industrial and commercial use is gaining momentum.
2.1.9 Mean Holding Size
The size of arable land in the county is 3468.4 Km2 which represent 15.8% of the total land area (21,900.9 Km2). The average land holding size is approximately 9 Ha on small scale and 70 Ha on large scale.
2.1.10 Percentage of Land with Title Deeds
In general, most land in the rural areas is without title deeds compared to the urban and peri-urban areas. This may be due to lack of adequate awareness on importance of title document to the rural population, which is aggravated by few land registration offices in the county as well as communal land ownership and group ranch farms.
2.2 Internal Environment/Stakeholders’ Analysis/SWOT Analysis
Our organization,Ildalalekutuk Maasai Action for Development is new, hardly three years old. That is why it is crucial that we put in place structures, policies and implement best practices in order to deepen our capacity to intervene in the challenges and issues that bedevil the people of Kajiado. There is a need to reach out the diverse groups of our society-specifically the youth and importantly women in order to harness their energy and eagerness to develop the Maasai community in Kajiado County. We also need to bring on board the county and national government as well as Kajiado’s elected representatives, faith based organizations; cultural groups, civil society, the private sector and international donors in an overall effort to jump start the lives of the Maasai people in Kajiado. Challenging as this is, we are confident that we have the support and the goodwill of the community.
Section Three: Strategic Areas of Focus
3.1 Analysis of Strategic Options
At Ildalalekutuk Maasai Action for Development, we have resolved that we will not give in to fatalism, despair and defeatism, but take the destiny of the people of Kajiado, especially the youth in our capable hands and together, confidently craft a viable and sustainable future as we identify and implement winning strategies for development, economic empowerment and social progress. Neither do we want a Maasai community that survives on handouts, government largesse or the occasional foray into the community of foreign based donor agencies with their short term interventions. Rather, we at Ildalalekutuk Maasai Action for Development will strive to harness the talents, creativity, hopes, alternative proposals and suggestions which reside among and within the Maasai community.
3.2 Strategic Priorities and Choices
Our way forward flows from Ildalalekutuk Maasai Action for Development’s vision, mission and key objectives. Our vision is to see a Self-reliant, just, environmental conscious and prosperous Maasai society.
Ildalalekutuk Maasai Action for Development is dedicated to addressing the devastating effects of climate change through networking , education, Maasai traditional knowledge and adaptation; we want the Maasai people of Kajiado County to be food secure and ultimately, food sovereign; we want to identify and implement permanent solutions as regards persistent problems accessing and managing water among our people and for our livestock which will continue providing livelihoods in Kajiado County for the viable future; we must put in place sustainable livestock management and pastoralism strategies.
This implies collaborating and liaising with all the key stakeholders from the community, faith groups, county and national government, the private sector, NGOs and the development partners in developing a bottom up blue print for the rejuvenation of Maasai pastoralists.
Section Four: Strategy Implementation
4.1 Overall Strategies
4.2 Specific Objectives, Strategies and Activities
4.2.1 Climate change
“Climate change” has become a buzz word over the last few years, but to us in the Maasai community because we live in very close harmony with our environment and rely to a great extent in tending after our livestock, we have been acutely aware of the impact of climate change on our livelihoods. We will take concrete steps to ameliorate all the negative impacts of climate change, even as we forge new alternatives to deal with changed conditions.
4.2.2 Food security and sovereignty
Ildalalekutuk Maasai Action for Development is determined to move our people from depending on food hand outs and government rations to creating our own pathway to food security and eventually food sovereignty.
4.2.3 Water access and management
We are encouraged by best practices from around the world including Israel, United Arab Emirates and even the Sahel in North West Africa where other communities have grappled with desertification, intermittent drought and unstable environmental conditions to reclaim back land and waters that have seemingly disappeared. We are confident that Ildalalekutuk Maasai Action for Development can lead the Maasai people in seeking credible alternatives in Kajiado County where conditions though not ideal, are a far cry from the Sahara desert and other hostile natural environments.
4.2.4 Sustainable pastoralism and livestock management
The world is rapidly transforming and so too, must the Maasai. There is a realization that we cannot continue living the way our ancestors and forefathers lived for hundreds of years. Ildalalekutuk Maasai Action for Development will lead the way in identifying and implementing. We intent to introduce holistic planned grazing to address degrading grazing and also introduction of productive local Kenyan productive indigenous breeds to improve feed conservation efficiency, disease resistance and market potential. This will help in reduction of tensions between pastoralists and permanent farmers, therefore fostering peace and sustainable development, as well as making pastoralism a gainful and profitable and hence making a viable and sustainable enterprise. We will encourage use of Maasai traditional knowledge in livestock keeping, as well as tried and tested strategies for sustainable pastoralism and livestock management practices.
4.3 Sustainability, Monitoring and Evaluation
4.3.1 Sustainability and Exit Strategies
Over the next five years, we will take concrete and proactive steps to build the capacity of Ildalalekutuk Maasai Action for Development. This will involve solidifying the financial resource base of the organization through internal and external fund raising efforts from members, local stakeholders, non-profit organizations, development partners, county and national government sources and faith groups. We will also endeavor to set up income generating activities including assisting youth and women’s groups market crafts and traditional artistic accessories to raise money for self sufficiency and split the profit with our organization. The organization will also keep livestock to generate income.
There are plan to come up with a Centre for Regenerative Pastoralism, which will apart from its core functions of promoting land restoration to foster regenerative pastoralism will also house a). Eco-museum of Maasai history with artifacts, b). Library of the Maasai history with a collection of all material written about the Maasai, c). Maasai traditional knowledge documentation unit, research unit and community hall. d) a picture library, e) a Language Center. All these will be housed at the Cultural Center. We intent to target researchers; livestock researchers, anthropologists and tourists for income generation to sustain the organization so that we can run our activities without much dependence.
4.3.2 Results Based Monitoring and Evaluation
Monitoring: Our staff, board members and volunteers shall utilize the work-plans to monitor the implementation of planned activities, and review the identified indicators to examine how far the expected outcomes and outputs are being attained. Special attention shall be given to monitoring of inputs or processes, expected outputs and desired outcomes.