Kilifi County Attachment Report Directorate of Tourism and Wildlife

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 supervisors.
NAME..............................................................................................
Signature . Date
NAME..............................................................................................
Signature Date...........
ogweyopeter2012@gmail.com/proffessional2080@gmail.com/
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DEDICATION
This industrial attachment report is dedicated to my Late Father Joanes Ogalo Adipo.
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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.
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TABLE OF CONTENTS
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,
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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.
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
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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
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 departments strategies and specific activities.
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This chapter outlines the departments 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.
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
1.3BASIC ORGANISATION STRUCTURE OF KILIFI COUNTY GOVERNMENT
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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
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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
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 countys 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
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(d) shall have such powers as may be necessary for the execution of the duties of the
office of governor.
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
governors 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 assembly
(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
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(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
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;
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(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
(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
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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.
1.4.7 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 members 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
executive committee from office on any of the following grounds
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(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
(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
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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.
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;
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(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.
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;
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(d) ensure that the county departments align their roles and responsibilities with the
priorities and objectives set out in the countys 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
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;
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(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
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 subcounty 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;
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(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.
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.
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(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.
(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;
(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.
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(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
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
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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
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 departments 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
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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 societies
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
1.6.4.8Stakeholders and Roles

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Stakeholder
Role
Trade
Resources mobilization; Policy guidance &law enforcement to ensure
Department
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
Labour
Department
Policy guidance; Advertisement for visitors to choose the county as a

choice destination.
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
Provision of security; Community mobilization; Control of unroadworthy vehicles through the traffic police.
n Minis try
National
Collaborate with communities to protect and conserve historical sites
Museums of
and tourist attraction areas; As s is t in forest protection,
Kenya
conservation and come up with income generating activities for the

local people living adjacent to the forest.
Banks and
Provide required capital for investment.
credit
institutions
Private sector
Invest in the county.
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1.7Organizational Structure
COUNTY
EXECUTIVE
CHIEF OFFICER
STRATIVE
SERVICES
TRADE &
INDUSTRIALIZATIO
N
COOPERATIVE
DEVELOPMENT
TOURISM
DEVELOPMENT
Trade &
Investme
MSMEs
Industries
Markets
Weights and
measures
License
Enterprises
Financial
services
Cooperative
development
Cooperative
Managemen
t
Cooperative
Developm
ent
Cooperati
ve
Audit
Cooperative
Marketing
Tourism
Marketing
Extension
and
Tourism
Developm
ent
Tourism Dev
& Marketing
Wildlife
developm
ent
Tourism
policy
develop
Tourism
Management
Procurem
Tourisment and
managem
Accounts
ent
Managem
ent
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
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O
f
f
i
c
e
S
(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
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 members responsibilities.

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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
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
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(b) The governor shall dismiss the county executive committee member.
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;
(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 countys policies and plans;
(e) Organize its departments and other structures in a flexible way in order to respond to
changing priorities and circumstances;
+254717782213
(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
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.
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(6) A county chief officer may resign from office by giving notice, in writing, to the governor
1.9THE DIRECTORATE OF TOURISM AND WILDLIFE

COUNTY
EXECUTIVE
CHIEF OFFICER
STRATIVE
SERVICES
TRADE &
INDUSTRIALIZATIO
N
COOPERATIVE
DEVELOPMENT
TOURISM
DEVELOPMENT
Trade &
Investme
MSMEs
Industries
Markets
Weights and
measures
License
Enterprises
Financial
services
Tourism
Marketing
Cooperative
development
Cooperative
Managemen
t
Cooperative
Developm
ent
Cooperati
ve
Audit
Cooperative
Marketing
Tourism
Developm
ent
Extension
and
Tourism Dev
& Marketing
Wildlife
developm
ent
Tourism
policy
develop
Tourism
Management
Procurem
Tourisment and
managem
Accounts
ent
Managem
ent
1.9.1MANDATES
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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
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
+254717782213
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
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.
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2.3ORGANISATION STRUCTURE
COUNTY
EXECUTIVE
CHIEF OFFICER
STRATIVE
SERVICES
TRADE &
INDUSTRIALIZATIO
N
COOPERATIVE
DEVELOPMENT
TOURISM
DEVELOPMENT
Trade &
Investme
MSMEs
Industries
Markets
Weights and
measures
License
Enterprises
Financial
services
Cooperative
development
Cooperative
Managemen
t
Cooperative
Developm
ent
Cooperati
ve
Audit
Cooperative
Marketing
Tourism
Marketing
2.4
Tourism
Develop
ment
Tourism Dev
& Marketing
Extension
and
Wildlife
developm
ent
Tourism
policy
develop
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 countys tourism potential
Relevant work experience of at least five years
Fluent in both written and spoken English and Kiswahili
Be computer literate
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Tourism
Management
Procurem
Tourisment and
managem
Accounts
ent
Managem
ent
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
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 countys 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
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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
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
2.6.4
i.
ACITIVITIES
Identifying tourism attractions sites, hotels, tour firms, and other components to help
in developing tourism directory.
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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
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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 indies. 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
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
+254717782213
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
Africas 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.
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
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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.
6.7.2.3Hells 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
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CHAPTER 3
3.0WILDLIFE DEPATMENT,3.1ORGANISATION STRUCTURE
COUNTY
EXECUTIVE
CHIEF OFFICER
STRATIVE
SERVICES
TRADE &
INDUSTRIALIZATIO
N
COOPERATIVE
DEVELOPMENT
TOURISM
DEVELOPMENT
Trade &
Investme
MSMEs
Industries
Markets
Weights and
measures
License
Enterprises
Financial
services
Cooperative
development
Cooperative
Managemen
t
Cooperative
Developm
ent
Cooperati
ve
Audit
Cooperative
Marketing
Tourism
Marketing
Tourism
Developm
ent
Extension
and
Tourism Dev
& Marketing
Wildlife
developm
ent
Tourism
policy
develop
Tourism
Management
Procurem
Tourisment and
managem
Accounts
ent
Managem
ent
3.2Wildlife Officer
3.2.1Specific duties will include
+254717782213
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
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.
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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 shouldnt 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 )
3.3.2 Arabukosokoke forest
Recently gazette as one of Kenyas 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 flys, 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
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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 for snakes in their natural habitat with trained guides. Bio-Ken Snake
Farm is regarded as the best of the snake parks along Kenyas 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 snakes@africaonline.co.ke 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 info@watamuturtles.com
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
CHAPTER 4
4.OTOURISM POLICY DEVELOPMENT.
4.1BACKGROUND
The legal framework for the tourism sector is provided for in Tourism Act No.
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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
KCDEPARTME
NT
OF
National Government
Tourism Institutions
K C CEC
KCTB
KCICC
Private Sector
Tourism
Institutions
KCTPA
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KCTRIMC
Tourism stakeholders
4.4RESPONSIBILITIES OF INSTITUTIONS/AGENCIES
(Hoteliers, CBOs, Community, NGOs)
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
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.
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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.
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
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
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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)
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.
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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,
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
COUNTY
EXECUTIVE
CHIEF OFFICER
STRATIVE
SERVICES
TRADE &
INDUSTRIALIZATIO
N
COOPERATIVE
DEVELOPMENT
TOURISM
DEVELOPMENT
Trade &
Investme
Industries
Markets
Weights and
measures
License
MSMEs
Enterprises
Financial
services
Cooperative
development
Cooperative
Managemen
t
Cooperative
Developm
ent
Cooperati
ve
Audit
Cooperative
Marketing
Extension
and
Tourism Dev
& Marketing
+254717782213
Tourism
Management
Tourism
Marketing
Tourism
Developm
ent
Wildlife
Departme
nt
Tourism
Quality
Assuranc
e
Procurem
Tourisment and
policy Accounts
&
researchManagem
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.
Respond to tourism enquiries which require research, evaluation and

recommendations. Performs other related duties as assigned.
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ent
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 countys 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
strengthen Kilifis 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.
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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
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
ii.
through direct mail or telephone inquiries.

Participates in marketing activities locally, nationally or internationally by
assisting Senior Marketing Officers in co-coordinating a segment or portion of a
iii.
promotion and by providing direct professional travel advice to potential visitors.

Researches and updates departmental tourism printed material for use by the
iv.
public.
Escorts and liaises with clients in the planning and implementation of
v.
vi.
familiarization tours and site inspections.

Researches, analyzes and compiles travel/tourism statistics.
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,
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consumer part of the product, and

the importance of intermediaries.
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
consumers 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,
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
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6.0TOURISM MANAGEMENT DEPARTMENT
Department of
Tourism
National Government
Tourism Institutions
K C CEC
K CT B
KCICC
Private Sector
Tourism
Institutions
KCTPA
KCTRIMC
Tourism stakeholders
(Hoteliers, CBOs, Community, NGOs)
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
+254717782213
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
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
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
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3.
Coordinating with the County Executive and Members of the County Assemblys
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.
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
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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.
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;
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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:
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.
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.
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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;
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.
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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
6.8The aims .
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

6.8.1On completion of this department, the trainee will be able to :
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.
aspects of tourist behaviour, emerging trends, impacts of tourism, tourism management,

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
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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 System
6.10.2DEPARTMENTAL CHALLENGES
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
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6.10.3KEY STRATEGIC ISSUES FOR KENYAS TOURISM

In the analysis of Kenyas 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
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
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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
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
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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 networking
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
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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 countrys 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 countrys workers. The
informal sector is being supported in ways that will raise productivity and distribution
and increase jobs, owners incomes and public revenues. The country is continuing with
the governance and institutional reforms 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
Citizens (people of
Kilifi)
AREA OF INTEREST/
IMPORTANCE
Participate in County
decisions
Effective and efficient
Services
Elected and
STAKEHOLDER EXPECTATIONS
Good Governance
Quality and equitable public services
Improved standards of living
Citizen participation
Employment
Coordination, cooperation Good working environment
nominated leaders
and mutual
and other state
understanding
officers
Necessary legislative
Public Officers
policy
Operationalization of
County functions
Availability of welfare facilities
Good working environment
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Good terms and conditions Availability of welfare facilities

of service
Necessary legislative
policy
National Government Policy direction
Collaboration
Departments and
Policy implementation
Compliance with the rules and regulations
Agencies
Enforcement of rules and
Civil Societies and

NGOs
regulations
Creation of awareness on
Good Governance
rights and privileges of
Equitable distribution of resources
the public
Recognition, involvement and cooperation
Promotion of good
governance through
advocacy
Supplement government
Private Investors/
Businessmen
efforts in development
Promotion of private
enterprises
To partner with County in provision of

services
supplement government
Conducive business
effort through PPP
environment
Development
Availability of information
Promotion of their interests Prudent management of funds
Partners
Partnering with
government in service
Educational /
delivery
Education and Research
Collaboration
Research institutions Revenue generation/profits Enabling environment for research

Financial Institutions Capital
Creation of Conducive environment for
business
Good agricultural policies
Farmers/
Avail credit facilities

Enhance food security
Farmers
Access training on farming Availability of quality and affordable farm
Organizations
Easy access of farm inputs

Capacity building
Access credit facilities
Stable production
Ready market
environment
Trade unions
Access to extension services
Welfare of their members
Involvement in welfare matters
Creation of secure
Commitment to Collective bargaining
employment
Media
inputs
Good industrial relations

Events that are news
agreements
Openness
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worthy
Community Based
Organizations
Business
Community participation
and empowerment
Sustainable Development
National Government Promotion and setting of
Cooperation
Involvement in decision making
Spearhead community agenda
Upholding the rule of law
National goals and
Consultations and collaborations
objectives
Representation of Kenyas diverse
Implementation and
communities
interpretation of the
Constitution
National legislation
Support to County
government
Oversight of the County
governments
Accelerated development
and improved service
Suppliers/
Contractors
Co-operative
societies
delivery to the people

Conducive environment for Timely payment
business
Members welfare i.e.
Fair competition
Conducive environment for business
mobilization of resources Creation of markets

Empowerment for
Vulnerable Groups
Support from the department
sustainable development
Enhanced participation in Equitable distribution of resources
development
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
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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.
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
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;
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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 communitys 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 communitys 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
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
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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-aboutus/101-w
9. en.wikipedia.org/wiki/Kenya_Vision_2030.
10. http://www.cbd.int/tourism/guidelines.shtml.
11.
BEACH MANAGEMENT BILL2015
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
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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
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.
+254717782213
iv.
To undertake research to measure the economic impact of tourism as well as to

identify the strategic priorities of the tourism destination.
v.
To define a professional linkage with other sectors and a binding legal and
institutional framework.
5.0 PROBLEM STAMENTThe 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.
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
Tour operators
Hoteliers
Total
Target/rep
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Other tourism destination

service providers
beach operators
Airport service providers
Bus companies and travel
Saccos
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
Watamu
Malindi
Kilifi
Mtwapa.
venue
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
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DESTINATION MARKETING
UNIT
SUB UNIT
OBJECTIVES
Introduction
Evolution of tourism products
Componentsoftourismproducts
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 disciplinary backgrounds as mentioned earlier; experts in sustainable
tourism development, experts in tourism development planning issues such as destination
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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.
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
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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
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,
+254717782213
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
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
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
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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

To show how the different stakeholders are affected by tourism infrastructure
decisions
to show the interdependence between the impacts created by tourism development
and local sustainability, through solid waste and water quality feedbacks;
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.

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 that
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
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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
Investors
Total
To be empowered
hotel managers
government representatives,
department of
water,environment,health,la
nd 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 decisionmakers, and specifically will illustrate the necessary interconnectedness of
i
ii
iii
iv
strategies for tourism development

solid waste treatment
Wastewater management.
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
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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
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 fishermens 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
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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
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.
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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 governments commitment to 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
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STATEMENT OF DISCUSSION
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
industrys 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,
ii.
stimulus for small and medium-sized industries, support for agricultural reform)?
What changes can be expected regarding the level of involvement, and resources
iii.
of regions in the field of tourism?

What assistance do regions need in order to develop tourism (information on
iv.
future supply and demand, etc.)?

How do these changes affect the future missions and action of coastal region?
+254717782213
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
vi.
more complementary (statistics, innovation, , promotion, etc.)?

Tourism can be a useful county development tool. What are the comparative
vii.
advantages and drawbacks of tourism compared to other development sectors?

What are the risks of an intensive development of tourism (over-specialization of
viii.
some generating markets, environmental impact, etc.)?

Considerable funds have been allocated to support tourism. What evaluations
ix.
have been made of their real impact (environmental, social, and economic)?
What are the existing practices of co-operation among counties and with central
x.
government in the field of tourism development?

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
ii.
land use planning? Are there good practices that might be adopted?
What is the level of involvement of regions in tourism development? What is the
iii.
iv.
nature of the linkages between tourism and regional policy?

How can current policies and practices be improved?
What is the role of the central tourism administration in the development of tourism
v.
at regional levels?
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 tourisms 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?
3. Can sound tourism strategies contribute effectively to establishing a better balance
among coastal counties and to creating, diversifying and preserving jobs?
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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?
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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?
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
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This industrial attachment as from 18th May 2015 to 28 th August 2015 report is compiled
by Ogweyo Ogalo a student in Pwani
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 attachees to get a better background in the
department.
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Kilifi County Attachment Report Directorate of Tourism and Wildlife

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INDUSTRIAL ATTACHMENT REPORT

COUNTY GOVERNMENT OF KILIFI

1.4 COUNTY EXECUTIVE

functions and competencies assigned to and transferred to each county;

(a) Investigate the matter; and

(b) answer any question relating to the members responsibilities.

(c) developmental activities to empower the community;

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

ensuring and coordinating the participation of the village unit in governance;

1.6KILIFI COUNTY MANDATE

The goals of Kilifi county

a) Promote the sovereignty of the people of Kenya

Patriotism and Sovereignty of the People

Respect to the Rule of Law

Inclusive and Sustainable Development

Good Governance and Integrity

Transparency and Accountability to the people

Fair trading practices

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

Enhance Investments in Tourism

Diversify and Develop Tourism Niche Products

Support Marketing of Domestic Tourism

1.6.4.8Stakeholders and Roles

Resources mobilization; Policy guidance &law enforcement to ensure

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

Promote trade and industrialization in the county; Policy guidance

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

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

Provide required capital for investment.

Invest in the county.

1.7.1 Functions of the executive committee.

(b) Answer any question relating to the members responsibilities.

1.7.4 Removal of member of executive committee.

1.7.6 County executive committee to determine organization of county.

1.9THE DIRECTORATE OF TOURISM AND WILDLIFE

Marketing Kilifi county as a tourist destination

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

Fostering and understanding within Kilifi county of an importance of environmental

sustainable approach in the development and management of tourism development

Ensure the provision of tourism products and services of high standards

Enhance the promotion and development eco-tourism products and services

Promote self regulation among sector players through development of code of

Promote the provision of appropriate incentive to attract investment in the

Tourism developments officer

Masters in tourism management will an added advantage

Vast knowledge of the countys tourism potential

Relevant work experience of at least five years

Fluent in both written and spoken English and Kiswahili

2.4.2Duties and responsibilities

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

Responsible for implementation of sector projects

Provide tourism information on local resources and facilities

Coordinate marketing campaigns

2.5 County tourism promotion officer

Hold a degree in tourism management, environmental science, business

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

Demonstrated ability through understanding and knowledge of countys tourism

Relevant work experience of at least five years