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ECOTOURISMKENYA
1996 – 2016
StrategicPlan2016-2020
KEYCHALLENGESCURRENTLY FACING EK INCLUDE;
2.3.4
KEY ISSUESFROMTHECONTEXTUAL
ANALYSIS
1. Absence of a conclusive Organizational Strategic Plan; the
previous strategic plan 2006-2011 has expired
2. Inadequate Organizational Capacity; this includes the
personnel capacity and skills.
3. Lack of an enabling legal framework; there exists no
National Eco-tourism strategy.
4. Inadequate funds to carry out EK’s full mandate.
5. EK needs to focus on climate change effects on ecotourism
EKHAS ENORMOUSOPPORTUNITIES FORGROWTH.THIS
CUTSACROSSREGIONAL, NATIONAL,AND INTERNATIONAL
PARTNERSHIPS.THEACTION POINTSHEREUNDERARE
APPROACHESTHAT EKWILL EMPLOYTO EMBRACE
OPPORTUNITIESWHILEWORKINGWITHINTHE FRAMEWORK
OF ITS STRENGTHS:
1. Maximize on being the first ecotourism society to develop
global peer partnerships and alignment to the Global
Sustainable Development Goals
(RAP)
2. Leverage the National tourism policy that is anchored on
sustainability to advocate for an ecotourism policy and a
legal framework
(RAP)
3. Growmembership by conducting County-level responsible
travel forums
(MCP)
4. Publicize the partners already engagedwith EK to boost
potential partners/funders’ confidence through the already
established green directory
(MCP)
5. Utilize the goodwill from the industry players and
stakeholders to convene other industry players in policy and
advocacy on emerging issues e.g. climate change,marine
conservation, agri-business, eco-entrepreneurship, etc.
(RAP)
6. Capitalize on skills and experience available within the
membership to provide input to EK programs.
(MCP)
7. Leverage partnerships with international peer organizations
to create sustainable funding for EK projects
(RAP)
8. Align to the global Sustainable Development Goals to
promote international recognition
(RAP)
9. Expandmembership region-wide through documentation
and sharing on EK success stories so as to increase EK
regional visibility
(MCP)
INTHE FACEOFTHREATSTO EK EXISTENCE,THE
ORGANIZATIONS SHALL UNDERTAKETHE FOLLOWING
APPROACHESASAMITIGATION STRATEGY:
10. Optimize goodwill from the industry players and
stakeholders tomitigate against the effects of travel
advisories
(RAP)
11. Identify and promote certification and industry wide
programs that address a broad spectrum of stakeholders
in the industry so as to overcome competition and role
duplication by peer organizations
(SBP)
1. Up scaling the standardization of tourism operators.
The KEPSA/World Bank economic survey (2013)
recommended that theMinistry of Tourism enhances
sustainability standards of accommodation, “The EAC
accommodation standards could ideally be integrated
with standards for sustainability, a priority area for the new
national tourism strategy. However, rather than to start from
scratch, it might be better to leverage the existing
Eco-Rating Certification Scheme administered by
Ecotourism Kenya which was launched in 2002 and has
already certified 86 establishments”.
2. Increase joint ventures with international tourism&
environmental promotion agents for development of
standards by aligning to the global sustainable development
goals
3. Enhance active participation in the implementation of
Vision 2030 flagship programs by developing strategic
partnerships with local agents that empower youth, women
and PLWDS
4. Promote responsible tourism at the County level
2.3.4.1 BROADSTRATEGICFOCUSAREAS
2.3.4.2STRATEGICGROWTHACTIONPOINTS
PHOTO : SOLARPANELS_KARENBLIXENCAMP
