Successful woodfuel value chain governance is dependent on the existence of known policies that are implemented, rules and regulations that are enforced and complied with by value chain actors and institutions with capacity to regulate and render support. Kenya has formulated policies nd enacted legislation for guiding, managing and supporting woodfuel value chains. These policies and legal frameworks have evolved over the years, integrating provisions for sustainable production, distribution and use of woodfuel. However, even with well-developed policies and legislative frameworks, charcoal value chains are inadequately governed, beset by illegality, weak institutional arrangements, overlapping mandates and limited coordination and cooperation. Nonetheless, charcoal value chains have remained resilient despite the bans and moratoria throughout the decades and likely to continue in the foreseeable future. Limited knowledge, lack of incentives for sustainable production and limited support for organized efforts to manage woodfuel resources are contributing to low compliance with rules and regulations. Therefore, the development and implementation of interventions coupled with appropriate investments to incentivize and catalyze sustainable woodfuel production and trade cannot be over emphasized.
Illegality in the forest sector is a major threat to forest and tree resources. Governments have responded by imposing more regulations and restrictions, with little consideration given to motivations for noncompliance. In Kenya, the Forest (Charcoal) Rules 2009 – while considered significant progress toward regulating the industry – have failed to elicit sufficient compliance to formalize the value chain and stem illegality. This study aimed to investigate the mandates, capacities, motivations and drivers for compliance by members of charcoal producer associations (CPAs), while examining the incentive mechanisms required to increase compliance in the charcoal value chains in Baringo and Kitui counties in Kenya. The study found that CPA members were engaged in the charcoal business mainly due to a lack of alternative livelihoods.
The severity of interconnected socio-economic and environmental impacts on landscapes and people across Africa are exacerbated as a result of land degradation, conflict, poor governance, competition for land and inequality, and exacerbated by climate change. In pursuing pathways towards a more resilient future, collaborative and multi-stakeholder governance and management of landscapes have been promoted by government agencies, NGOs and conservation organisations as a possible solution. However, there is no single way to achieve effective collaboration, and different landscape projects have experimented with different entry points and engagement processes. Grounded in partnerships amongst researchers, practitioners and development partners with expertise in landscape governance and management in Africa, this book describes and collates key lessons from practice for supporting more resilient and equitable landscapes.
