MINISTRY OF EAST AFRICAN COMMUNITY AND REGIONAL … · in tandem with the Medium-Term Expenditure...
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i REPUBLIC OF KENYA MINISTRY OF EAST AFRICAN COMMUNITY AND REGIONAL DEVELOPMENT STRATEGIC PLAN 2018-2022 Theme: Deepening and widening East African Integration and enhancing Regional development for improved livelihoods for all Kenyans
Transcript of MINISTRY OF EAST AFRICAN COMMUNITY AND REGIONAL … · in tandem with the Medium-Term Expenditure...
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REPUBLIC OF KENYA
MINISTRY OF EAST AFRICAN COMMUNITY
AND
REGIONAL DEVELOPMENT
STRATEGIC PLAN 2018-2022
Theme: Deepening and widening East African Integration and enhancing
Regional development for improved livelihoods for all Kenyans
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ABBREVIATIONS
ACU Aids Control Unit
AfCFTA African Continental Free Trade Area
AGOA African Growth and Opportunity Act
AGPO Access to Government Procurement Opportunities
AU African Union
BIC Budget Implementation Committee
CBTAs Cross Border Trade Associations
CCTV Closed Circuit Television
CD Council Directive
CDA Coast Development Authority
CFO Chief Finance Officer
CFTA Continental Free Trade Area
CNC Coordinator Northern Corridor
COK Constitution of Kenya
COMESA Common Market for Eastern and Southern Africa
CPPMU Central Planning and Project Monitoring Unit
DA Director Administration
EAC East African Community
EALA East African Legislative Assembly
EAMS East African Monitoring System
ENNDA Ewaso Ng’iro North Development Authority
ENSDA Ewaso Ng’iro South Development Authority
EPAs Economic Partnership Agreements
EU European Union
FAQs Frequently Asked Questions
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FTA Free Trade Area
GBV Gender Based Violence
GoK Government of Kenya
HIV/AIDS Human Immunodeficiency Virus and Acquired Immunodeficiency
Syndrome
HRM&D Human Resource Management & Development
ICT Information and Communication Technology
IGAD Inter-Governmental Authority on Development
IS Integration Secretary
ISO International Organization for Standardization
ITTLS Immigration, Tourism, Trade, Labour and Services
KOSFIP Kimira-Oluch Smallholder Farm Improvement Project
KVDA Kerio Valley Development Authority
LAN Local Area Network
LBDA Lake Basin Development Authority
M&E Monitoring and Evaluation
MCDAs Ministries, Counties, Departments and Agencies
MDAs Ministries, Departments and Agencies
MEAC Ministry of East African Community
MEAC&RD Ministry of East African Community & Regional Development
MISHDP Malindi Integrated Social Health Development Project
MTEF Medium-Term Expenditure Framework
MTP Medium Term Plan
NCIP Northern Corridor Integration Projects
NIMES National Integrated Monitoring and Evaluation System
NTBs Non-Tariff Barriers
PAS Performance Appraisal System
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PESTEL Political, Economic, Social, Technological, Environment & Legal
PS Principal Secretary
PWDs Persons With Disabilities
QMS Quality Management Systems
RDAs Regional Development Authorities
RECs Regional Economic Communities
RNCD Regional and Northern Corridor Development
SACU Southern African Custom Union
SADC Southern African Development Community
SCM Supply Chain Management
SDEAA State Department for East African Affairs
SDEACI State Department for East African Community Integration
SDGs Sustainable Development Goals
SQMT Standards, Quality Assurance, Metrology and Testing
SRD Secretary Regional Development
SWOT Strengths, Weaknesses, Opportunities and Threats
TARDA Tana and Athi Rivers Development Authority
TNA Training Needs Assessments
UN United Nations
US United States
VAT Value Added Tax
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Contents
ABBREVIATIONS ..................................................................................................................... ii
FOREWORD ........................................................................................................................... viii
PREFACE ................................................................................................................................... x
ACKNOWLEDGEMENT ........................................................................................................ xi
EXECUTIVE SUMMARY ...................................................................................................... xii
CHAPTER ONE: INTRODUCTION AND OVERVIEW OF THE MINISTRY ............. 1
1.0 Introduction ........................................................................................................................... 1
1.2 Background of the Ministry .................................................................................................. 1
1.3 Mandate of the Ministry ..................................................................................................... 4
1.4 Kenya’s Development Context .............................................................................................. 5
1.5 Rationale for the Strategic Plan 2018 - 2022 .................................................................. 5
1.5 Methodology ........................................................................................................................... 6
CHAPTER TWO: SITUATIONAL ANALYSIS .................................................................... 7
2.0 Introduction ........................................................................................................................... 7
2.1 Performance Review under the Strategic Plan 2013-2017 ..................................... 7
2.1.1 Target: Service Delivery Improvement ............................................................................. 7
2.1.2 Target: Increase total exports from Kshs. 127 to 130 billion through effective
implementation of the EAC Customs Union and Common Market Protocols ............... 8
2.1.3 Target: To enhance the effectiveness of stakeholder consultations and
engagement in EAC .......................................................................................................................... 8
2.1.4 Target: Sustain regulatory and policy reforms to deepen EAC integration ........ 9
2.1.5 Target: To strengthen the Coordination of the participation of the
implementing agencies in EAC activities and pillars of integration including cross-
cutting priority areas .....................................................................................................................11
2.1.6 Target: To maintain reliable information and communication management
for decision making and integrated mechanism in assessing Kenya’s interests in
the EAC integration ........................................................................................................................12
2.1.7 Target: To support the harmonization of EAC’s integration agenda with those
of other Regional Economic Communities ..............................................................................13
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2.1.8 Target: To ensure nationwide publicity and advocacy on EAC integration and
its benefits .........................................................................................................................................13
2.1.9 Target: To put in place a policy framework to create an enabling environment
for promotion of Gender equality and mainstreaming of disability ................................13
2.1.10 Target: To build and improve organisational capacity and infrastructure for
sustained efficiency and effective service delivery ................................................................13
2.1.11 Strengthen integrated regional development programs, operational
efficiency, resource mobilization, collaboration and partnerships. ................................14
2.2 Challenges ............................................................................................................................ 15
2.3 Lessons learnt in implementing Strategic Plan 2013 – 2017 ................................... 15
2.4 Current Status .................................................................................................................... 16
2.4.1EAC Customs Union ............................................................................................................16
2.4.2 EAC Common Market .........................................................................................................16
2.4.3EAC Monetary Union ...........................................................................................................16
2.4.4 EAC Political Federation ....................................................................................................17
2.5 SWOT Analysis .................................................................................................................... 17
Table 1: The Ministry’s SWOT Analysis .................................................................................. 18
2.5 PESTEL .................................................................................................................................. 20
2.6 Internal and External Stakeholder analysis .............................................................. 22
Table 2: Stakeholder Analysis .................................................................................................... 22
CHAPTER THREE: STRATEGIC MODEL...................................................................... 26
3.0 Introduction .............................................................................................................................. 26
3.1 Ministry’s Core Functions: .............................................................................................. 27
3.2 Ministry’s Vision and Mission: ........................................................................................... 27
3. 2.1 Ministry’s Mission Statement ........................................................................................ 28
3.3 Core Values............................................................................................................................... 28
3.4 Summary of Key Result Area .............................................................................................. 28
3.4.1 Key Result Areas, Strategic Objectives and Interventions......................................29
3.5 The National Priorities – “The Big Four” Agenda .......................................................... 34
Table 3. Strategy Implementation matrix............................................................................... 35
CHAPTER FOUR: IMPLEMENTATION AND COORDINATION FRAMEWORK .. 55
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4.1 Introduction ......................................................................................................................... 55
4.2 Strategy Implementation Matrix ................................................................................... 55
4.3 Resources Allocation and Mobilization ....................................................................... 55
4.4 Implementation Matrix ..................................................................................................... 55
4.5 Organizational Structure and Chart ............................................................................ 55
CHAPTER FIVE: MONITORING, EVALUATION AND REPORTING ...................... 56
5.1 Introduction ......................................................................................................................... 56
5.2 Responsibility and Accountability ................................................................................ 56
5.3 Risk Analysis and Critical Assumptions .................................................................... 56
Table 4: Strategic Plan Implementation Risks Assessment and Mitigation ..... 57
5.4 Monitoring and Evaluation ............................................................................................. 59
5.4.1 Monitoring ............................................................................................................................ 59
5.4.2 Evaluation ............................................................................................................................ 59
Appendix I: ORGANIZATION STRUCTURE FOR THE MINISTRY OF EAST AFRICAN
COMMUNITY AND REGIONAL DEVELOPMENT .................................................................. 60
Appendix II: Staffing Levels......................................................................................................... 61
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FOREWORD
The Strategic Plan 2018-2022 for the Ministry of East African Community and
Regional Development (MEAC&RD) prioritizes East African Community (EAC)
Integration and Regional & Northern Corridor Development (RNCD) at the
national level as a significant policy instrument for initiating and fast-tracking
economic growth for the Government of Kenya. The involvement of Kenya in the
EAC regional integration process, the Northern Corridor Integration Projects
(NCIPs) and Regional Development Authorities (RDAs) will contribute towards
Government efforts in the implementation and achievement of Vision 2030 and
also the National priorities on the “Big Four Agenda” (Food Security, Affordable
Housing, Manufacturing and Affordable Healthcare for all). The Ministry is
mandated, to coordinate East African affairs, implement EAC treaty and facilitate
the implementation of EAC projects and programmes in Kenya in addition to
coordinating Regional Development Authorities, and to monitor and evaluate the
implementation of Northern Corridor Integration Projects, among others.
The plan takes cognizance of the existing macro-economic environment and
Kenya’s participation in the EAC and other allied regional bodies that impact on
the Ministry’s operations. During the last Strategic Plan 2013-2017 the then
Ministry of East African Community successfully led and coordinated the
implementation of EAC treaty. Generally, EAC made tremendous progress in
increasing the volume of intra-regional trade under the Customs Union and the
signing of Mutual Recognition Agreements to ease movement of trade in services
under the Common Market Protocol.
The third Strategic Plan 2018-2022 is built on a solid and stable foundation
guided by the Constitution of Kenya, 2010, Kenya Vision 2030, Medium-Term
Plan (MTP) III (2018 – 2022) and the Government’s Big Four Agenda. With this
commitment, MEAC & RD will strive to spearhead the implementation of intended
and prioritized activities in line with Government and EAC directives.
The Plan articulates the Mandate, Vision and Mission of MEAC &RD with the
necessary strategies and activities that need to be carried out in order to achieve
the planned objectives. It provides rational structures for steadily executing the
Ministry’s mandate as spelt out in the Executive Order No.1 of June
2018(Revised), while taking cognizance of the Vision 2030 and other policies
intended at harnessing of skills to build synergy towards stimulating
development. The Strategic Plan also provides the basis for developing the
Medium-Term Expenditure Framework (MTEF), and subsequently performance
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contract targets for the employees of MEAC &RD, which are essential for an
effective performance management system.
The implementation of the Plan is expected to contribute to acceleration of
economic growth and development by promoting regional programmes and
projects in the Pillars of EAC Integration namely; Customs Union, Common
Market, Monetary Union and Political Federation. In line with National Priorities,
implementation of the Plan will contribute to the achievements of the “Big Four”
initiatives under the projects and programmes being implemented by the Regional
Development Authorities. It will also promote integrated regional development
and continental integration initiatives including the COMESA-EAC-SADC
Tripartite and African Continental Free Trade Area.
To ensure that focus is on the achievement of the planned objectives, an
implementation matrix with performance targets and indicators has been
prepared. The indicators will be used for monitoring and evaluating performance
at appropriate intervals. The Strategic Plan will therefore enable the Ministry to
improve performance by carrying out planned activities and consequently achieve
the intended objectives. The Ministry will constantly review its operations to
facilitate the smooth implementation of this Strategic Plan.
The preparation of this Strategic Plan has been made possible by valuable
contributions from Departments, Directorates and Units within the Ministry
under the leadership and guidance of the Principal Secretary. I would like to
particularly acknowledge and commend the Strategic Plan Development Team
that was responsible for preparing this document.
It is therefore remarkable that the implementation period of this Strategic Plan
coincides with the life of the current Government and has taken into cognizance
the Government’s development priorities under the “Big Four” Agenda. The
synergy in implementation of projects and programmes under Regional
Development Authorities and the County Governments will play a critical role
towards achieving the desired results for Kenya. It is my sincere hope that the
full implementation of this plan will make a significant contribution to Kenya’s
socio-economic development.
ADAN MOHAMED, EGH
CABINET SECRETARY
MINISTRY OF EAST AFRICAN COMMUNITY AND REGIONAL DEVELOPMENT
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PREFACE
This Strategic Plan succeeds the second-generation Strategic Plans, 2013 – 2017
for the Ministry of East African Community and Regional Development. The Plan
has been developed through a participatory process involving Departments,
Directorates and Units in the Ministry, the Regional Development Authorities and
other Ministries, Departments and Agencies. The participatory approach was
useful in enriching the strategies, objectives and activities in the Plan.
The goal of this Strategic Plan is to guide the Ministry’s operations in the quest
for effective and efficient service delivery to Kenyans. To Sharpen its focus, the
Plan identifies 12 Key Result Areas namely: Finance and Human Resource
Management and Development; National Consultations and engagement of
stakeholders on EAC and Regional and Northern Corridor Development activities;
Coordination and participation in the formulation and implementation of EAC
and RNCD policies, decisions and directives; Implementation of the EAC Pillars
of Integration; Institutionalize Knowledge Management; Upgrading of ICT
infrastructure within the Ministry; National publicity and advocacy on EAC
integration and its benefits; Emerging issues in regional integration; Gender,
Youth and Disability mainstreaming; Deepen and widen the market access for
goods and services within the context of Northern Corridor Integration Projects
(NCIPs); Coordination of Regional Development Authorities; and Sustainability of
the Regional Development Authorities.
The Ministry appreciates that effective implementation of the Plan will contribute
to the delivery of the desired results to Kenyans. Management of the
implementation Process will be guided by the Ministry’s vision, mission and core
values. In addition, the Ministry will ensure that implementation of this Plan is
in tandem with the Medium-Term Expenditure Framework (MTEF) budgetary
cycle and will also take into consideration the resources available to the Ministry
in each financial year.
Finally, the Ministry is aware of the challenges and possible risks that it is likely
to face in the process of implementing this Plan and fulfilling its mandate in
general. This notwithstanding, The Ministry of EAC and Regional Development is
committed to the development of mitigation measures to address the risks as and
challenges that may arise thereof.
HON. KEN OBURA CHIEF ADMINISTRATIVE SECRETARY MINISTRY OF EAST AFRICAN COMMUNITY AND REGIONAL DEVELOPMENT
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ACKNOWLEDGEMENT
The development of this strategic plan 2018 – 2022 has been a consolidated effort
that benefited from the valuable contribution by the leadership of the Ministry of
East African Community and Regional Development, the staff and other
stakeholders.
I acknowledge the support by all the stakeholders from Ministries, Departments
and Agencies; EAC Organs and Institutions; Development Partners; and the
Private Sector. Their contributions and inputs were indeed valuable in making
the Strategic Plan a comprehensive document. I sincerely thank them all for the
excellent work.
I also extend my appreciation to the Strategic Plan Development Committee that
was coordinated by the Central Planning and Project Monitoring Unit for
preparing and coordinating the whole process towards development of the Plan.
The team comprised of Ms. Anne Kariithi, Mr. Peter Chege, Mr. Raphael Kanothi,
Mr. Philip Gathuya, Mr. Samuel Mwangi, Mr. James Munyu, Mr. Joseph Chirchir,
Mr. Joseph Mung’ere, Ms. Maureen Oganga, Ms. Jackline Kanini, Mr. Edward
Owango, and Mr. Leonard Kwinga. I extend my gratitude to all staff for their
support in ensuring that the document was compiled, edited and finalized.
The Strategic Plan will provide overall guidance and support to departments,
directorates, and units in the development of their annual work plans and
performance targets. Regular inter-departmental meetings will be convened to
provide complementary support in the implementation process. The Ministry will
also sustain existing linkages with other government ministries, counties,
departments and agencies (MCDAs) as well as other stakeholders to ensure
coherence and enhance synergy as it seeks to contribute to the broad national
development goals under the third Medium Term Plan of the Kenya Vision 2030.
To this end, I appreciate the Hon. Cabinet Secretary, Ministry of East African
Community and Regional Development, Hon. Adan Mohammed, EGH for his
overall guidance and leadership in the development of the Strategic Plan.
DR. SUSAN J. KOECH
PRINCIPAL SECRETARY
STATE DEPARTMENT FOR EAST AFRICAN COMMUNITY
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EXECUTIVE SUMMARY
The Strategic Plan 2018 -2022 is a roadmap and a pledge by the Ministry to
deliver quality services to the Kenyan citizens, the general public and the Private
Sector which is the engine of economic growth and development. The Strategic
Plan outlines the Ministry’s role towards East African Community Policies
including Regional and Northern Corridor Development (RNCD). The strategic
plan is structured into five chapters.
Chapter one outlines the background of the Ministry, its mandate as derived from
the Executive Order No. 1/2018 of June 2018 (Revised), Constitution of Kenya
2010, and the Treaty for the Establishment of the East African Community. The
Chapter further outlines the rationale of the Plan within Kenya’s development
context.
Chapter two presents the situational analysis on performance of the previous
strategic plan 2013-2017, challenges in implementation of the Plan and lessons
learnt. It also highlights the Strengths, Weaknesses, Opportunities and Threats
(SWOT). Further, it covers the Political, Economic, Social, Technological,
Environmental and Legal (PESTEL) arena within which implementation will be
realized. The Chapter also gives an analysis of the Ministry’s internal and external
stakeholders.
Chapter three outlines the detailed Ministry’s Mandate, core functions, vision,
Mission and core values. It further articulates the key result areas that the
Ministry will address to achieve its strategic objectives for the Plan period. It also
outlines the strategies that will be applied to meet the strategic objectives and the
Ministry’s contributions on the “Big Four” Agenda. The key result areas have been
derived from Chapter two.
Chapter four contains the strategy implementation plan. The plan embraces
performance management and teamwork in the Ministry in order to enhance
service delivery. The Chapter also deals with the strategic implementation matrix
in terms of strategies, activities, outputs, outcomes, performance indicators,
timeframe, estimated budget and responsibility. The Section further highlights
the resource allocation and mobilization to implement the strategic plan and the
Ministry’s organization structure and staff establishment.
Chapter five covers monitoring, evaluation and reporting. This includes
implementation approach, responsibility and accountability and the risk analysis
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and critical assumptions. It also highlights in details the strategy risk
assessments and the proposed mitigation actions.
Finally, the plan has two sets of Appendices. Appendix I is the Ministry’s
Organizational structure while Appendix II is the proposed staffing levels to
actualize the strategic plan.
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CHAPTER ONE: INTRODUCTION AND OVERVIEW OF THE
MINISTRY
1.0 Introduction
The 2018 – 2022 Strategic Plan demonstrates the overarching goal of the
Ministry of East African Community and Regional Development to deliver quality
services to the Kenyan Citizens, general public and the Private Sector. The Plan
outlines the Ministry’s role in the realization of the East African Community
Integration process and Regional and Northern Corridor Development (RNCD). It
is anchored on: Kenya’s Constitution 2010, Third Medium Term Plan of the Kenya
Vision 2030, and Government priorities on the “Big Four’ Agenda, the 5th EAC
Development Strategy, EAC Vision 2050, Sustainable Development Goals, and
African Union (AU) Agenda 2063 among other policy documents. The Plan further
identifies strategic objectives, strategies, activities, expected outputs and
outcomes that the Ministry intends to pursue and achieve in the next five years.
The implementation of the Plan is expected to accelerate economic growth and
development by promoting regional programmes and projects in the Pillars of EAC
Integration, Regional Development Authorities and the Northern Corridor
Integration projects.
In line with National Priorities, implementation of the Plan will also contribute to
the achievements of the “Big Four” Agenda. It will also promote integrated regional
development and continental initiatives including the COMESA-EAC-SADC
Tripartite and Continental Free Trade Areas (CFTA).
1.2 Background of the Ministry
1.2.1Background on the State Department for East African
Community
In 1998, the Government of Kenya established the Ministry of East African and
Regional Cooperation to coordinate the affairs of the EAC, Common Market for
Eastern and Southern Africa (COMESA) and Inter-Governmental Authority on
Development (IGAD). In 1999, the Ministry’s functions were transferred to a
department within the Ministry of Tourism, Trade and Industry and later in 2003,
as a department in the Ministry of Foreign Affairs. In 2004 the Ministry of East
African Community and Regional Cooperation was established and later renamed
the Ministry of East African Community (MEAC) in 2006.
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In 2013, following the reorganization of government in line with the 2010
Constitution, the EAC functions were placed under the State Department of East
African Affairs (SDEAA) within the Ministry of East African Affairs, Commerce and
Tourism. The Department was later renamed the State Department of East
African Community Integration (SDEACI) in 2016 under the Ministry of East
African Community, Labour and Social Protection. Following the re-organization
of the Government in June, 2018, the Ministry of East African Community and
Regional Development was created.
The creation of the Ministry is also in line with the Treaty for establishment of
EAC and Directives of the EAC Heads of State Summit.
In line with the mandate of the Ministry, the implementation of the Plan will focus
on coordinating Kenya’s engagement in the EAC integration and Northern
Corridor Development programmes as well as coordination of Regional
Development. This involves working closely with the Ministries, Counties,
Departments and Agencies (MCDAs); Private Sector; civil society; and engagement
with Kenyan Citizenry, EAC Secretariat, Organs and Institutions and the other
Partner State.
1.2.2 Background on the State Department for Regional and
Northern Corridor Development
1.2.2.1 Background on Regional Development
The Directorate of Regional Development was formed in 2009 as a result of the
creation of the former Ministry of Regional Development Authorities which was
established through Presidential Circular No. 3/2003. The Directorate’s mandate
included among others; Development and review of policies, strategies and
regulations to guide the Regional Development Authorities (RDAs); Coordination
and Oversight managements of the RDAs; Resource mobilization for RDAs
projects and programs, and Monitoring and evaluation of RDAs projects and
programmes.
The six Regional Development Authorities were established by various acts of
Parliament namely; Tana and Athi Rivers Development Authority (TARDA) Cap.
443 of 1974; Kerio Valley Development Authority (KVDA) Cap. 441 of 1979; Lake
Basin Development Authority (LBDA) Cap. 442 of 1979; Ewaso Ng’iro North
Development Authority (ENNDA) Cap. 448 of 1989; Ewaso Ng’iro South
Development Authority (ENSDA) Cap. 447 of 1989; and Coast Development
Authority (CDA) Cap. 449 of 1990.
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In 2013, the government, in line with the Constitution, rationalized the functions
of all the Ministries, Departments and Agencies (MDAs). Subsequently, the
Ministries of Environment and Mineral Resources, Water and Irrigation, Forestry
and Wildlife and Regional Development vide Executive Order No. 2/2013 of May
2013 were merged to form the Ministry of Environment, Water and Natural
Resources.
The Ministry of Environment, Water and Natural Resources was therefore
mandated to undertake protection, conservation, rehabilitation and development
of environment and natural resources for sustainable development. Previously,
this mandate had been undertaken by Ministries of Regional Development,
Environment and Mineral Resources, Forestry and wildlife and Water and
Irrigation as defined in the Presidential Circular No. 1 of February 2008.
The Directorate was further transferred to the Ministry of Devolution and
Planning after the re-organization of government in 2016. The Directorate
remained in the Ministry of Devolution and Planning until June 2018 when it was
moved to the Ministry of East African Community and Regional Development
through Executive Order No.1 of June 2018 (Revised), as a State Department for
Regional and Northern Corridor Development.
1.2.2.2 Background for Northern Corridor Integration Projects (NCIP)
The Northern Corridor Integration Projects (NCIP) initiative was established in
2013 to provide a platform for fast tracking implementation of projects,
programmes and activities agreed upon at the EAC. NCIP is anchored in the treaty
under the principle of variable geometry which allows for progression,
incorporation among a sub-group of members in a larger integration scheme in a
variety of areas and at different speeds. The NCIP projects were informed by
among others the need to co-operate and accelerate development in the region
particularly on improvement of infrastructure to ease the movement of people and
goods. The main concern was the long time it was taking to transport cargo to
and from the maritime port of Mombasa. Initially the focus was the SGR and
construction of one common Crude Oil Pipeline & one common Refined Pipeline
to serve the new oil discovered in the region and reduce the cost of transportation.
The other areas of interest were the need to simplify labour and immigration
requirements, customs procedures and cooperate in marketing the region as a
single tourism destination. The NCIP initiative implements projects under
fourteen (14) clusters namely;
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i. Standard Gauge Railway.
ii. Land for infrastructure development.
iii. Single Customs Territory.
iv. ICT Infrastructure.
v. Mutual defence cooperation.
vi. Oil Refinery Development.
vii. Human Resource Capacity Building.
viii. Immigration, Tourism, Trade, Labour and Services (ITTLS).
ix. Financing and Private Sector.
x. Power Generation, Transmission and Interconnectivity.
xi. Refined Petroleum Products Pipeline Development.
xii. Commodities Exchange.
xiii. Mutual Peace and Security Cooperation.
xiv. Air Space Management.
1.3 Mandate of the Ministry
The Ministry derives its mandate from the Executive Order No.1 of June,
2018(Revised). Following the reorganization of Government in June, 2018, the
Ministry of East African Community and Regional Development was established
with the following mandate;
i. Policy on East African Community.
ii. East African Community Affairs.
iii. Implementation of the East African Treaty.
iv. Co-ordination of implementation of EAC Regional programmes and
projects.
v. Promotion and fast tracking of EAC integration.
vi. Co-ordination of Government’s participation in East African Community
Affairs.
vii. East African Community Meetings and Institutions.
viii. Co-ordination of Regional Development Authorities.
ix. Monitoring and Evaluation of the implementation of Northern Corridor
Development.
x. Providing Secretariat Service during Ministerial and Head of States
Summit Meetings on Northern Corridor Development.
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1.4 Kenya’s Development Context
Kenya’s economy is influenced by the global economic dynamics as well as
development in the region. It is equally affected by socio-political developments
and adverse effects of climate change.
The value of Kenya’s exports to EAC region was on an upward trend up to 2012
(Kshs.152.9 billion) registering a significant decline in 2013 (Kshs.141.7billion)
followed by a slight increase in 2014 (Kshs.145.6 billion). Since then it has been
on a declining trend recording Kshs 131.6 billion in 2017.
Imports fluctuated over the period from 2012(Kshs.30.9 billion) declining to
Kshs.28.8 billion (2013), and thereafter increasing to Kshs. 40.2 billion in 2015.
It declined to Kshs. 32.9 billion in 2016 and thereafter rose significantly to Kshs.
61 billion in 2017. The declining trend in exports to the EAC has been attributed
to various factors including among others non-tariff barriers (NTBs), differences
in cost of production of similar products and increased competitions from imports
from China and India. However, the economy was resilient and grew by 4.9 % in
2017.
The unique development needs of different regions of the country led the
government to create Regional Development Authorities (RDAs) with mandates to
address those development needs. However, the RDAs have not been able to
implement some of the planned projects due to inadequate institutional capacity,
budgetary constraints, adverse weather conditions among others.
1.5 Rationale for the Strategic Plan 2018 - 2022
Following the expiry of the 2013 - 2017 Strategic Plan and the reorganization of
the Government of the Republic of Kenya in 2018, it became imperative to
formulate a Strategic Plan for the Ministry for the period 2018 - 2022. This Plan
has been formulated in line with the 3rd MTP, the EAC Treaty and National
Policies as anchored in Kenya Vision 2030, the “Big Four” Agenda and the
mandate of the Ministry as stipulated in the Executive Order No. 1 of June,
2018(Revised).
The Plan defines the Ministry’s vision, mission, core functions, policy priorities,
strategic objectives, structure and resource requirements as well as the
Monitoring and Evaluation Framework based on its mandate and the prevailing
socio-economic environment. In addition, it identifies the necessary reforms that
need to be undertaken to ensure that the medium-term objectives are achieved
as well as mainstreaming the Sustainable Development Goals (SDGs) in the
Ministry’s programmes and projects.
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1.5 Methodology
The process towards development of this Plan was consultative and involved
review of the progress made in the implementation of the previous Strategic Plan
2013 -2017, Constitution of Kenya 2010, Economic Survey 2018, detailed
analysis of Kenya’s Vision 2030, MTP III (2018 -2022), Executive Order No. 1 of
June 2018, the performance contracting guidelines, Presidential Directives on the
“Big Four” Agenda, Regional Development Authorities Policy, Treaty for the
establishment of the East African Community, the 5th EAC Development Strategy
2018-2022, EAC Vision 2050, COMESA-EAC-SADC Tripartite FTA, AU Agenda
2063, UN Sustainable Development Goals, the National Integration Monitoring
and Evaluation System and other policy documents.
The review and analysis involved the following steps; Ministry’s processes and
capacity, strengths, weaknesses, opportunities and threats (SWOT), Political,
Economic, Social, Technological, Environmental and Legal (PESTEL) as well as
stakeholders’ analysis and consultations. Key strategic issues were then
identified and the Vision and Mission statements reviewed. Subsequently,
strategic objectives were formulated with corresponding strategies and activities,
which formed the basis for the development of the implementation matrix and the
monitoring and evaluation mechanisms. The overarching objective of this
strategic plan 2018 – 2022 is to establish key priorities for the Ministry in the
next five-year planning period.
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CHAPTER TWO: SITUATIONAL ANALYSIS
2.0 Introduction
This chapter presents the situational analysis on the achievements realized under
the previous Strategic plan 2013 -2017, lessons learnt from the Plan
implementation as well as an analysis of the current operational environment in
the Ministry. The analysis identifies the key internal and external factors that
may influence the operations and performance of the Ministry.
2.1 Performance Review under the Strategic Plan 2013-2017
The Strategic objectives as contained in the Ministry’s Strategic Plan 2013 -2017
were:
i. To strengthen the coordination of the participation of the implementing
agencies in EAC activities and pillars of integration including cross-cutting
priority areas.
ii. To maintain reliable information and communication management for
decision making and integrated mechanism in assessing Kenya’s interests
in the EAC integration.
iii. To enhance the effectiveness of stakeholder consultations and engagement
in EAC activities.
iv. To ensure nationwide publicity and advocacy on EAC integration and its
benefits.
v. To support the harmonization of EAC’s integration agenda with those of
other Regional Economic Communities.
vi. To enhance access to water and sanitation in order to improve health, and
to spur Socio-economic growth and development.
vii. To strengthen integrated regional development programmes, operational
efficiency, resource mobilization, collaboration and partnerships.
During the period under review the Ministry’s general performance was as
follows: -
2.1.1 Target: Service Delivery Improvement
i. Developed an online system (e-briefcase) to enhance service delivery.
ii. Launched Quality Management Systems (QMS) in line with ISO 9001:
2008 Certification.
iii. The State Department for EAC Affairs was ISO 9001:2008 Certified.
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iv. Installed and launched Video Conferencing facility at the Ministry to
enhance communication between Partner States and the EAC Secretariat.
v. Developed and installed an SMS reporting module on manifestation of
Non-Tariff Barriers (NTBs) to facilitate flow of trade.
2.1.2 Target: Increase total exports from Kshs. 127 to 130 billion through
effective implementation of the EAC Customs Union and Common Market
Protocols
i. Commissioned the One-Stop-Border-Post in Taveta.
ii. Facilitated the removal of nine (9) Non-Tariff Barriers in form of road blocks
located at Mtito-Andei, Emali, Kibwezi, Salama, Machakos junction,
Naivasha, Eldoret, Webuye and Amagoro.
iii. Six capacity building workshops on Cross Border Trade Associations
(CBTAs) held in Malaba, Busia, Isebania, Namanga, Lungalunga and
Taveta.
iv. The value of Kenya’s exports to EAC increased during the review period
from Kshs 141.7 billion in 2013 to Kshs. 145.6 billion in 2014 before
declining to Kshs 131.6 billion in 2017. The decline was occasioned by
competition of products from Asian countries and import substitution
where Partner States are establishing manufacturing plants to produce
similar products initially exported by Kenya. In addition, the existence and
emergence of NTBs have also contributed to the decline in value of exports.
v. Developed and disseminated a simplified guide to EAC Trade Rules,
Regulations and Procedures for Cross Border Women Traders, Youth,
PWDs and Service Providers.
2.1.3 Target: To enhance the effectiveness of stakeholder consultations
and engagement in EAC
i. Several sensitization and consultative fora were held as follows;
a. Two (2) for youths on available EAC opportunities in Maseno and Africa
Nazarene Universities.
b. Four (4) for youths in the Counties of Nyeri, Nyamira, Kakamega and
Kiambu.
c. One (1) each for Cross Border traders and women on Business
opportunities within EAC Common Market Protocol.
d. Six (6) Consultative meetings on Customs Union, Common Market,
Monetary Union and Political Federation.
e. One (1) National workshop for cross border traders in Mombasa.
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f. Six (6) consultative meetings for Joint Cross Border Committees in Busia,
Namanga, Isebania, Malaba, Taita Taveta and Lungalunga.
g. Ten (10) trade fairs in Nairobi, Mombasa, Kisumu, Nakuru and Nyeri.
h. Two (2) Speaker’s Round Tables bringing together Members of Parliament
and EALA
i. Two EAC Round Table meetings bringing together MDAs at the county
governments
j. Five (5) Mara Day Celebrations bringing together the National Government
and Mara River Basin counties held on rotational basis between United
Republic of Tanzania and Republic of Kenya.
k. One workshop with EALA and Parliament on Health.
l. One Workshop with Parliament and EALA to develop a framework for
sustainable engagements.
m. One Friends of EAC meeting in 2017 to sensitise MDAs and counties on
the developed strategy on reengineering engagements in EAC integration.
n. 21 County Governments engaged on the role of EALA in regional legislation
and public sensitization on EAC integration.
o. 9 national Public Hearings on proposed EAC Bills.
ii. Continuous communication to stakeholders on EAC activities as per EAC calendar of activities and the Department’s programmes.
iii. Database of 147 stakeholders developed and operationalized.
iv. Focal points were established in all counties along the borders with neighbouring EAC Partner States.
v. Three Research Assistants were engaged to support the Ministry on research related activities.
vi. One study on reasons for declining Kenya’s exports to EAC Partner States
was undertaken. vii. The Department hosted one EAC Heads of State Summit on 20th February,
2015 and one meeting of EAC Council of Ministers on 28th November, 2014 which increased visibility of EAC integration Process.
2.1.4 Target: Sustain regulatory and policy reforms to deepen EAC
integration
i. Coordinated the ratification of the EAC Protocol on Immunities and
Privileges and deposited the instruments on ratification with the EAC
Secretary General. Kenya ratified the protocol on 11th October,2017.
ii. Developed and presented a Cabinet Memorandum on the amendment of
Article 24(2) of the EAC Custom Union Protocol to the Cabinet for approval.
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iii. Developed and Ratified the EAC Protocol on Sanitary and Phyto-Sanitary
Measures (SPS) which seeks to harmonize standards in trade in the
agricultural sector products.
iv. Two Policy frameworks for harmonization of domestic taxes, namely; “Policy
for Harmonization of Income Taxes within the East African Community”
and “Policy for harmonization of VAT & Excise duties” were developed.
v. An EAC framework on harmonization of domestic taxes has been finalized
and is currently being used as an input to the on-going process of
developing EAC Tax Policy on harmonization of domestic taxes.
vi. EAC Tax Treaty Policy was finalized and adopted by the Sectoral Council
on Finance and Economic Affairs. The policy sets out policy positions that
should be adopted in future and in current tax treaties when negotiating
the tax treaties with 3rd parties.
vii. EAC Model Tax Treaty was developed, adopted and is under
implementation. It will guide negotiations of Tax treaties with the 3rd
parties.
viii. Council Directive (CD) on harmonized tax procedures was developed and
adopted by the Council in September, 2014.
ix. To ease cross-border movement of persons, separate counters to serve East
African nationals in all international airports and crossing points were
established. Single Immigration Departure/Entry cards that are currently
being used by Partner States were also adopted.
x. Developed an Inter-State Pass to facilitate movement of persons using
Identity Cards between Kenya, Uganda and Rwanda.
xi. Establishment and operationalization of the East African Kidney Institute
in 2015 based at Kenyatta National Hospital to boost capacity in training,
research and provision of renal services.
xii. Harmonization of the registration of medicine and health technologies
through the EAC Medicines Regulation Harmonization Programme making
it easier for the pharmaceutical industries to do business in the region.
xiii. A regional Pharmaceutical Manufacturing Plan of Action developed so as to
reduce dependence on imported medicines and health technologies.
xiv. Initiated implementation of the EAC Agricultural and Rural Development
Policy for attainment of sustainable food security through increased
agricultural production, processing, storage and marketing.
xv. Mainstreamed the EAC Food Security Action Plan, 2011 – 2015 which
provides strategic areas of cooperation in ensuring food security in the
EAC.
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xvi. Initiated implementation of the EAC Industrialization Policy and Strategy
for value addition in agricultural products.
xvii. Developed and operationalized the EAC Climate Change Policy and Strategy
that provides for mitigating negative effects of climate change on agriculture
and food security.
xviii. Developed the EAC Food and Nutrition Policy.
xix. Developed a draft Policy on Harmonization of National Laws in the EAC
Context. The Policy proposes to set up a Multi-Agency Standing Committee
comprising of representatives from the key Ministries, Departments and
Agencies in the harmonization process.
xx. Coordinated development of OSBP procedures manual to support the OSBP
Act.
2.1.5 Target: To strengthen the Coordination of the participation of the
implementing agencies in EAC activities and pillars of integration
including cross-cutting priority areas
i. Sixteen (16) Cabinet Memos and ninety-two (92) Policy Briefs on EAC
prepared, considered and approved by the Cabinet: These are: -
a. Cabinet Paper on Sectors allocated to Kenya for spearheading under the
Northern Corridor
b. Cabinet Paper on the EAC Institutional Review.
c. Cabinet Paper on the EAC Financing Options.
d. Cabinet Paper on the outstanding EAC Decisions.
e. Cabinet Paper on EPA.
f. Cabinet Paper on hosting of EAC Institutions.
g. Cabinet Paper on the integration process in EAC.
h. Cabinet Memo on the EAC Political Confederation.
i. Cabinet Memo on ratification of the EAC Protocol on Privileges and
Immunities.
j. Cabinet Memo on ratification of the EAC Protocol on ICT.
k. Cabinet Memo on ratification of the EAC Protocol on the Amendment of the
Protocol on Customs Union.
l. Cabinet Memo on ratification of the EAC Protocol on the Extended
Jurisdiction of the East African Court of Justice.
m. Cabinet Memo on EAC Anthem and Flag.
n. Cabinet Memo on ratification of the EAC Protocol on Cooperation in Defence.
o. Cabinet Memo on ratification of the EAC Protocol on Peace and Security.
p. Implementation of the EAC Protocol on Peace and Security.
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q. Implementation of the EAC Protocol on Cooperation in Defence.
r. Development of Protocol on Privileges and Immunities.
ii. One hundred and eighty-five (185) Country Position papers were prepared
for Council, Summit and Sectoral council meetings as per EAC Calendar
of Activities.
iii. Two research topics were undertaken on Reasons for Declining Kenya’s
Exports to EAC Partner States and on cross border trade in agricultural
commodities.
iv. E-briefcase and East African Monitoring System (EAMS) were developed
and operationalized, 100 reports uploaded into the e-briefcase and 700
EAC Council Decisions and directives were uploaded into EAMS.
2.1.6 Target: To maintain reliable information and communication
management for decision making and integrated mechanism in assessing
Kenya’s interests in the EAC integration
i. 4 officers trained on ICT (1 on International Computer Driving License, 1
on Certified Information System Security Professional and 2 on Certified
Ethical Hacker).
ii. An online NTB monitoring and reporting system was developed and
operationalized.
iii. The NTB Act 2017 has been finalized and ratified by all Partner States.
iv. Website was redesigned to incorporate an interactive public portal
(www.meac.go.ke).
v. 35,000 copies of (seven) 7 different Booklets (IEC materials) developed,
printed and disseminated to stakeholders.
vi. 20,000 copies of Frequently Asked Questions (FAQs) Brochures developed,
printed and disseminated to stakeholders.
vii. Daily media analysis and reviews were done. viii. Two hundred and fifty-four (254) Business Editors and Journalists were
sensitized on the EAC integration process in Nairobi, Mombasa, Kisumu
and Naivasha.
ix. Developed a video documentary on the EAC integration and placed media
supplements in major newspapers to support the EAC Summit of 2014 in
Nairobi.
x. EAMS-Kenya was developed and operationalized.
xi. Six annual training sessions were held to build capacity of staff on M & E.
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2.1.7 Target: To support the harmonization of EAC’s integration agenda
with those of other Regional Economic Communities
i. Negotiations on the EAC-COMESA-SADC Tripartite Agreement was
conducted and the agreement signed in 2015.
ii. The EAC-EU EPA negotiations were completed. Kenya signed the
agreement in 2016 and subsequently ratified it in September, 2016.
iii. Negotiations on the extension of EAC-AGOA were concluded in 2017 and
the agreement extended to 2025.
iv. Initiated negotiations on tariff offers under the COMESA-EAC-SADC
Tripartite FTA. During the process, EAC identified tariff lines for offer to the
SACU after several negotiation sessions.
i. Initiated negotiations on EAC-US Trade and Investment Partnership
Agreement for mutual benefits on trade and investment.
2.1.8 Target: To ensure nationwide publicity and advocacy on EAC
integration and its benefits
i. Committee on harmonization of the Ministry’s Publicity and advocacy
programmes was established and operationalized.
ii. A draft media engagement plan was developed.
iii. Fifty (50) Sensitizations and publicity campaigns held.
2.1.9 Target: To put in place a policy framework to create an enabling
environment for promotion of Gender equality and mainstreaming of
disability
i. Workplace policy on Gender Equality and Gender Based Violence (GBV)
were developed and disseminated.
ii. Policy developed transcribed into Braille and disseminated.
iii. Sex and age disaggregated data continually collected. iv. Staff Sensitized on Gender mainstreaming annually.
v. Staff sensitized annually on service provisions to Persons with Disabilities
(PWDs).
2.1.10 Target: To build and improve organisational capacity and
infrastructure for sustained efficiency and effective service delivery.
i. TNA was undertaken, gaps identified and training projections drawn. Several Interventions were implemented and reports prepared.
ii. Individual and group trainings were done.
iii. The Scheme of service for Regional Integration officers continued to be
administered.
iv. Continuous deployment of staff carried out on need basis.
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v. Staff were recognised through awards and commendations. vi. 38 officers were promoted on merit (7 drivers, 7 Cleaning supervisors,
Clerical officers, 3 Secretaries, 1Receptionist, 3 ICT officers, 1Records
Management Officer, 3 State Counsel officers, 2 Supply Chain Management
Officers, 1Finance Officer, 3 Integration Officers, 4 Economists, and 1
Accountant, 2 Administration officers).
vii. Staff welfare association established. viii. Four Team building exercises were held. ix. Employee and Work Environment Surveys carried out in 2013/2014,
2014/2015 and 2016/2017 where 13 survey recommendations were
implemented.
2.1.11 Strengthen integrated regional development programs, operational
efficiency, resource mobilization, collaboration and partnerships.
i. Implementation of various development partners co-funded projects and
programmes e.g. Wei Wei Phase III and catchment management
component of Mwache multipurpose dam project.
ii. Process of identification of investors / financiers initiated for High Grand
Falls implementation.
iii. Undertook review of various Public Private Partnership (PPP) projects to
attract funding, e.g. Arror and Kimwarer multipurpose dams
iv. Various food security projects initiated, e.g. Turkana Napuu irrigation
project, Kieni Irrigation project, Lower Muranga Integrated project)
v. Implementation of the National Drought Mitigation Programme such as
construction of water pans and rehabilitation of boreholes (over 100
check dams/water pans completed)
vi. Construction of commercial facilities for sustainability and improvement
of business environment e.g. ENSDA Milk Cooling Plant and Leather
Factory, KVDA & CDA Fruit Processing Factory and LBDA Mall
vii. Development of monitoring and evaluation delivery framework (RDAs
M&E action Plan)
viii. Environmental Conservation programmes and projects initiated e.g.
Ewaso Ngi'ro North Catchment conservation Project (2013), Daua River
Transboundary management programme
ix. Various Boreholes Rehabilitated and Constructed, and Water trucking
and Water Pumps supplied across all drought affected area within the
RDAs areas of jurisdiction
x. Completion of LBDA shopping mall in Kisumu County
xi. Analysis of functions of the RDAs and review of policy for regional
development and legal framework for the RDAs in conformity with
requirements of COK 2010 including devolution
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2.2 Challenges
During the implementation of the 2013 – 2017 Strategic Plan, the following challenges were experienced: -
i. Budgetary Constraints.
ii. Staff establishment. The Ministry’s staff establishment had many gaps, hence compromising performance due to work overload. In addition, the
department lacked a comprehensive HR plan to address succession, staff skills gap and motivation.
iii. Inadequate office accommodation and furniture, inadequate office and
ICT facilities. iv. Inadequate vehicles and equipment.
v. Weak inter-departmental linkages and information sharing within the Department.
vi. Inadequate coordination and inconsistent Stakeholder Participation in
country preparatory meetings.
vii. Slow pace of implementation of EAC decisions and Directives by all Partner States.
viii. Low level of awareness among Kenyans on EAC integration process and the accruing benefits.
ix. Inadequate research on East African Community activities to inform policy.
x. Changing dynamics and context in the EAC whereby Partner States
focus more on their national interests at the expense of regional interests.
xi. Production of similar manufactured and agricultural products in the
EAC.
xii. Unharmonized domestic tax regimes in EAC Partner States.
xiii. Inadequate funding of regional programmes.
xiv. Frequent reorganization of the Ministries.
xv. Fluctuation of the exchange rate which affected subscription to EAC
budget.
xvi. Climate change and environmental degradation.
2.3 Lessons learnt in implementing Strategic Plan 2013 – 2017
i. Explore alternative funding options through innovative resource
mobilization strategies in order to successfully implement the strategic plan.
ii. Develop a robust human resource plan. iii. Provide a conducive work environment to enhance service delivery
and performance.
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iv. Acquire adequate and serviceable vehicles to facilitate execution of the Ministry’s mandate.
v. Ensure adequate consultations and seamless flow of information
across the departments, directorates, units and sections. vi. Inculcate an efficient system for making decisions at the regional
level.
vii. Enhance sensitization of the citizenry on the EAC integration process.
viii. Mobilize adequate resources for research on regional integration. ix. Develop a strategy to reengineer Kenya’s engagement in the EAC
Integration process.
2.4 Current Status
The EAC Integration process is anchored on four pillars namely Customs Union,
Common Market, Monetary Union and Political Federation. The current status of
the EAC Pillars of Integration as at December, 2018 is as follows.
2.4.1EAC Customs Union
The EAC Customs Union pillar provides for establishment of Common External
Tariff (CET), elimination of internal tariffs and Non-tariff Barriers (NTBs) within
the EAC customs territory. To address NTBs, the Community has put in place
mechanisms, including national and regional committees to identify and monitor
their elimination. Other activities that are currently ongoing towards fully
implementation of CU include review of CET, tax harmonization and the
operationalization of the EAC Single Customs Territory (SCT) at the port of
Mombasa and Dar es Salaam. The amendment to the EAC Customs Management
Act has been passed by EALA.
2.4.2 EAC Common Market
The Common Market Protocol (CMP) is the 2nd pillar of the EAC integration
process and provides for free movement of goods and services, persons, labour
and capital as well as right of establishment and residence in the EAC region. The
aspirations of the CMP have been achieved to a large extent. However pending
issues appertains to trade in services, standards harmonization, issuance of work
permits, Mutual Recognition Agreements (MRAs) as well as removal of restrictive
measures on rights of residence and establishment.
2.4.3EAC Monetary Union
The Protocol on the establishment of the East African Community Monetary
Union was signed on 30th November, 2013 by the Summit of EAC Heads in
Kampala Uganda. The Protocol became effective in 2015 upon deposit of
instruments of ratification by all EAC Partner States. According to the Road Map
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on the implementation of the Protocol, a single currency is expected to be
introduced in 2024 after at least three (3) Partner States achieve the prerequisites
for the establishment of the monetary union. The Protocol provides for the
establishment of four institution, namely: -
i. East African Statistics Bureau.
ii. East African Financial services commission.
iii. East African Monetary institute.
iv. East African surveillance, compliance and enforcement commission.
As of now, only the EAC Monetary Institute Bill has been passed by EALA and
forwarded to the Partner States for assent. The Bill for the establishment of EAC
Statistics Institute is currently before EALA.
2.4.4 EAC Political Federation
During 33rd Council of Ministers meeting held in Arusha, Tanzania in February,
2016, all Partner States converged on a Confederation Model for the East African
federation. The confederation was understood to mean the gradual, incremental
collaboration in specified areas in accordance with Article 5 (2) of the Treaty. The
Partner States would therefore, pool their sovereignty in the specific and agreed
areas of cooperation. Partner States will retain their sovereignty and only transfer
some capacity in the identified areas.
The 18th Ordinary Summit of Heads of State held in May, 2017 adopted the
Political Confederation as a Transition Model for the East African Political
Federation and further directed the Council of Ministers to constitute a team of
Constitutional Experts to draft the Constitution for the EAC Political
Confederation and report to the 19th Summit.
Five of the Partner States have nominated three (3) experts to the Committee in
line with the Summit and Council directives. The first meeting of the
Constitutional experts was held in September, 2018 in Arusha, Tanzania.
2.5 SWOT Analysis
The SWOT analysis is a strategic planning tool used to evaluate the strengths,
weaknesses, opportunities and threats that face an organisation. The tool
identifies the internal factors (strengths and weaknesses) and external factors
(opportunities and threats) that are either favourable or unfavourable towards
achievement of set objectives.
Table 1 profiles the Ministry’s strengths, weaknesses, opportunities and threats.
The strategic issues identified have informed the strategic direction the Ministry
will take for the next five years in developing the activities in the strategy
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implementation matrix to provide synergy within the Ministry. In reporting on the
weaknesses and threats, mitigating measures have been considered.
Opportunities for the Ministry were identified within the context of the existing
Regional Economic Communities (RECs), evolving political landscape, a growing
economy, a modern services sector, an agricultural economy that is yet to realise
its full potential through transformation, and a resilient industry base. It is
anticipated that the integration process may face threats from restraining forces,
and mitigation measures and strategic actions will be activated to sustain the
momentum towards the full realization of EAC integration and Regional
Development.
Table 1: The Ministry’s SWOT Analysis
Internal Environment Analysis
Strengths:
Supportive leadership and
management
Qualified and Competent
staff
Improved Public Sector
Reform initiatives
Effective linkages,
partnerships and networks with line Ministries,
Counties, Departments and Agencies, EAC organs and institutions, private sector
and other relevant stakeholders
A conducive environment for investment and wealth
creation
Political goodwill
Functional information
management system.
Functional Regional
Integration Centres and Technology centres.
Weaknesses:
Inadequate budgetary allocation
Inadequate office accommodation, equipment and other facilities
Inadequate disability responsive amenities
Unfavourable work environment
Inadequate staffing levels
Lack of Staff succession management plan
Inadequate capacity to undertake
monitoring and evaluation of projects and programmes
Inadequate sensitisation and awareness creation of Kenyans on EAC Integration
process
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External environment Analysis
Opportunities:
Existing Political goodwill
towards the EAC integration
Expanding democratic space
A pro-active and
knowledgeable civil society
Strong cooperative
movement
A well-developed print and
electronic media
A growing entrepreneurial
youthful population
A vibrant service sector
A dynamic and fast-growing ICT sector
A conducive environment for investment
Well-developed Research and Development
institutions
Kenya’s strategic location
with well-developed transport and communication network
Diaspora remittances
Potential for support from
Development Partners
Expanding EAC Market size
Robust industrial and
manufacturing sector
Effective Collaborative
Partnerships
Integrated basin-based
planning
Integrated basin-based
development coordination
Availability of 200,000 Ha. of
land resource
Operational NIMES (National
Integrated Monitoring and Evaluation System)
Threats:
Fear of loss of national sovereignty by the
EAC Partner States
Multiple membership of EAC Partner States
to other regional blocs
Influx of exports into the Region from
emerging major trading nations like China and India
Insecurity, political instability, porous borders, terrorism and piracy
Slow implementation of EAC decisions by the Partner States due to conflict between
National and Regional Interests
Perceived prevalence of corruption
Vulnerability to drought, floods and other natural disasters
Inadequate funding for EAC activities
High poverty and unemployment levels in
the region
Poor infrastructure in the region
HIV/AIDS, and Non-communicable
diseases
Emerging pests and diseases and trans-
boundary animal diseases
Perceived mistrust and suspicion among
Partner States
Unfavourable Geo-politics
Competition of manufactured products from emerging world economic powers
Fluctuating exchange rates
Role of RDAs versus County Government
BREXIT
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2.5 PESTEL
The Ministry operates within a global, regional, and national environment. Events
that take place in the Political, Economic, Social, Technological, Environmental
and Legal (PESTEL) arena impact on her performance. In the development of the
Ministry’s Strategic Plan for the period 2018-2022, the conditions in the external
environment stated above were analysed. The analysis of the external
environment revealed the following;
a. Political factor
There is a growing global and regional political goodwill that favours EAC
integration process. The EAC Heads of State Summit continues to give directions
and impetus on EAC Integration Agenda while at the National level Kenya has
identified Regional Integration as a strategic national interest. The Republic of
Kenya has also continually aligned the policy for Regional Development
Authorities to reflect the requirements of the Constitution of Kenya.
b. Economic Factor
At the global level, factors that will impact on integration include the finalization
of Economic Partnership Agreements (EPAs), Africa Continental Free Trade Area
(AfCFTA), Brexit, AGOA, COMESA-EAC-SADC Tripartite Agreement, various
bilateral agreements and emerging markets such as China and India. At the
regional level, implementation of the Customs Union, Common Market and
Monetary Union will be of great significance. In addition, as the community
pursues joint development of infrastructure, joint promotion and marketing of
the EAC as single market, development of extractive industries and natural
resources, will ultimately impact on the economic environment. Kenya’s Vision
2030 supports regional integration as contained in the Medium-Term Plans. The
“Big Four” national priorities on food security, affordable housing, manufacturing
and affordable health care are in line with the EAC regional integration priorities.
The Regional Development Authorities will contribute towards this government
initiative through integrated development programmes as well as through
formulating policies geared towards realization of the “Big Four” Agenda.
However, several factors may negatively impact on the success of integration
process including Non-Tariff Barriers (NTB’s), protectionist policies, resource-
based conflicts, climate change, terrorism and unstable fuel prices among others.
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c. Social-cultural factor
Globalization will continue to have both positive and negative impacts on the
cultural fabrics of the population. Under the implementation of the EAC Common
Market Protocol provisions, cross-border movements of people and the existence
of trans-boundary communities continue to be witnessed bringing about cross-
cultural marriages and development of multicultural dynamics.
On the negative side there is a growing threat of insecurity by porous borders and
smuggling of small arms and light weapons, organised crimes like terrorism, drug
and human trafficking, cyber-crime and increased pressure on cross border
social amenities and communicable diseases. However, with increased
awareness on inclusivity, regional strategies continue to be developed to facilitate
effective participation of women, youth, children, PWDs and Civil Society
Organizations in the EAC integration process.
d. Technological factor With the global advancement in Information Communication Technology (ICT),
the Ministry has continued to leverage on the same to improve processing and
transmission of information in real time, improve service delivery and reduce the
cost of doing business. This will impact positively on job creation, investments in
both human and capital, technology transfer and adoption, and market
expansion.
e. Environmental factor Increased awareness on environmental issues and climatic change continue to
influence policies in the region. Regional cooperation in the sustainable
management of the environment will play a critical role in addressing the
associated impacts of climate change and environmental degradation. A joint
trans-boundary of management of Natural Resources will enhance sustainability
of trans-boundary resources and ecosystems.
f. Legal factor Several legislation continues to be developed providing for enabling environment
for regional integration. These pieces of legislation require enactment by the East
African Legislative Assembly (EALA) as well as ratification by the National
Parliaments of the Partner States. Consequently, citizens must be made aware of
the EAC legal and regulatory environment including legislative reforms and laws
passed at the regional level.
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The RDA’s policy and Bill are being reviewed within the context of the Constitution.
2.6 Internal and External Stakeholder analysis
The stakeholders’ analysis assists in identifying the internal and external
stakeholders the Ministry collaborates or interacts with for the efficient and
effective delivery of services. The Ministry will continue to work with all
stakeholders through collaboration and partnership during the implementation
of the strategic plan. The success of the strategic plan will therefore ultimately be
reflected in the satisfaction of the stakeholders.
Table 2 provides the key stakeholders and their expected roles.
Table 2: Stakeholder Analysis
S/no. STAKEHOLDER ROLES OF THE STAKEHOLDER
Internal Stakeholder Analysis
1. Cabinet Secretary Overseeing the overall running of the Ministry Strategic policy formulation and direction of
the Ministry
Linkage between the Ministry, President and
Parliament
Authorised officer for the Ministry
Participate in EAC Council of Ministers fora
Participate in the business of EALA as an ex-
official member
Provides regular briefs to the Parliament on
regional integration matters
Provide regular briefs on Regional Development
Authorities bill and Policy
Appoints Board Members of the RDA’s
Coordinate Northern Corridor Developments
Projects and Programmes
Give approval on critical policy documents
2 Chief
Administrative
Secretary
Assisting the Cabinet Secretary in;
Providing policy direction, coordination and
overall supervision and performance of the
Portfolio assigned to him
Providing liaison with National Assembly and
Senate
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Providing liaison with County Governments on
matters of concurrent mandate
Providing inter-ministerial/sectoral
coordination
Furtherance of the interest of the Ministry
3 Principal
Secretaries
Chief administrators of the State Departments
Accounting officers for the State Departments
Oversee the implementation of programmes
and projects
Coordinate the Departments performance
management
Coordinate formulation of policies,
programmes and projects
Provide overall leadership, guidance and
coordination of Kenya’s participation in the
EAC Integration
Ensure Kenya meets her EAC regional
obligations
Safeguard Kenya’s interest in the EAC
Integration
Coordinate Regional Development Authorities
Monitoring and Evaluation of the
implementation of Northern Corridor
Development
Providing Secretariat service during Ministerial
and Head of Summit Meetings for Northern
Corridor Development
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4. Ministry’s Staff
Coordinate and monitor implementation of
Decisions/Directives, programmes and
projects
Coordination of Regional and Northern
Corridor Development activities
Formulation of integrated Regional
Development projects and programmes
Coordination of EAC activities
Participate in the formulation of policies,
programmes and projects
Provide guidance in Kenya’s participation in
the EAC Integration
Safeguard Kenya’s interest in the EAC
Integration
Provide administrative function
Processing of budgetary requests
Management of procurement
Submission of expenditure returns
Accountability of funds
ICT support services
Planning, Monitoring and evaluation
Human resource management and
development
External Stakeholder Analysis
5. The Presidency Provides the overall leadership and political goodwill
Assigns mandate through an Executive Order Participate in EAC Head of State Summit Assents to bills
Appoints the Chairpersons of the Regional Development Authorities Boards
6. The Cabinet Give guidance on critical matters of integration
Give approval for ratification of EAC protocols
Give guidance in Regional Development policy
and Bill
7 The National
Treasury
Provide guidelines and leadership in the
budget making process and release of funds as
per the budget and Ministry’s needs
Management of Public Finance
Ensure timely remittances of the Statutory
EAC subscriptions
25
8. Government
Ministries,
Departments and
Agencies
Participate in the formulation of Sectoral
policies, programmes and projects
Implement the agreed EAC
decisions/directives, programmes and projects
Monitor and evaluate sectoral programmes and
projects
Participate in formulation and implementation
of bilateral agreements
9. The Parliament Legislate
Ratify regional protocols
Review, approve and oversee the
implementation of the Budget
Oversight role in the implementation of the
Sectoral programmes and projects
Consider bills and reports of debates from
EALA
Approve regional instruments
10. County
Government
Create an enabling environment to support
EAC Integration and NCIP
Collaborate in the implementation of Regional
Development Programmes and projects
11. Regional Economic
and Trading Blocs
Harmonization of policies, standards and
regulations
Provide accessibility to a wider range of
products and services and offer larger market
Provide for free movement of labour, capital,
persons, goods and services
12. EAC Secretariat,
Organs and
Institutions and
Partner States
Ratify/domesticate and implement EAC bills
and Protocols
Harmonize policies and laws touching on EAC
integration
Ensure consistency, clarity and commitment
on the agreed EAC policy issues
Timely removal of NTBs
Ensure timely remittance on financial
obligations
Timely implementation of EAC decisions and
directives
Enact Bills
Oversight on expenditure
26
CHAPTER THREE: STRATEGIC MODEL
3.0 Introduction
This chapter outlines the Ministry’s Mandate, core functions, vision, Mission and
core values. It further articulates the key result areas that the Ministry will
address to achieve its strategic objectives for the Plan period. It also outlines the
strategies that will be applied to meet the strategic objectives. The key result areas
have been derived from Chapter two.
13. Development
Partners
Provide technical and financial support
Capacity building and creation of synergies
14. Private Sector Advocate for improvement of business
environment
Invest, create wealth and employment
Participate in the Public-Private Partnership
initiatives
Provide timely and accurate business
information, quality goods and services
Ensure self-regulation within the business
community
Innovation and technology transfer for
sustainability
15. Civil Society
Organizations
Advocacy and awareness creation on consumer
rights protection.
Contribute to policy formulation and play
oversight role in implementation process.
Support sensitization and advocacy on various
Sectoral matters
16. Academia Provide information to guide policy formulation
Undertake research to inform policy on
regional Integration and Regional Development
Develop relevant innovations and technologies
Human resource development
17. Media Disseminate information on regional policies
and programmes
Create public awareness on EAC, NCIP and
Regional Development
18. The General Public Participate in sectoral Policy consultative
forums
Own and support sectoral Programmes and
projects
27
3.1 Ministry’s Core Functions:
The Ministry’s core functions include:
i. Liaison with the EAC Organs and Institutions and the Partner States. ii. Coordination of Ministries, Counties, Departments and Agencies (MCDAs),
the private sector and Non-State Actors to participate effectively in the EAC integration process.
iii. Capacity building of the citizenry to maximize the benefits of EAC
integration. iv. Communication and dissemination of information on the integration
process and opportunities arising thereof. v. To facilitate, oversee and coordinate the planning and direction of national
policies and resources to create conditions favourable for the development
and achievement of the objectives of the East African Community and implementation of the provisions of the EAC Treaty and protocols.
vi. To facilitate, coordinate and oversee the negotiations on Customs Union,
the Common Market, the Monetary Union and the Political Federation. vii. To facilitate, coordinate and oversee all EAC regional projects and
programme. viii. To facilitate, coordinate and oversee Integrated Regional Development
projects and programmes.
ix. To enhance the Ministry’s capacity to effectively perform her functions and create awareness for the benefit of all Kenyans.
x. To coordinate Kenya’s participation in EAC–SADC–COMESA tripartite and
the African Continental Free Trade Area (CFTA) negotiations. xi. To Coordinate Northern Corridor Integration Projects in collaboration with
implementing Ministries and Agencies. xii. To monitor, evaluate and report on the implementation of the Northern
Corridor Integration Projects.
xiii. To coordinate and oversee the Regional Development Authorities. xiv. Formulate and review regional development policies.
xv. Coordinate resource mobilization to facilitate RDAs on the implementation
of integrated development projects and investments.
xvi. Provide technical support to the RDAs.
3.2 Ministry’s Vision and Mission:
The content and spirit of the Ministry’s Vision and Mission in the period 2018-
2022 will be inspired by the larger purpose of serving the combined internal and
external stakeholders of Kenya and East Africa as a whole. The Vision is: -
“A Champion on Regional Integration matters for Sustainable
Development”
28
3. 2.1 Ministry’s Mission Statement
“To Deepen and widen East African Integration and enhance regional
development for improved livelihoods for all Kenyans”
3.3 Core Values
In order to realize the Vision and Mission, the Ministry will be guided by the
following core values.
i. Customer focus and Results-Oriented
Results will legitimize the existence and effectiveness of the Ministry by
reinforcing behaviour that engenders top performance of the workforce to the satisfaction of stakeholders.
ii. Innovativeness and creativity The Ministry operates in a dynamic environment and shall embrace best
practice and continuous innovation in all its activities to ensure
effectiveness and efficiency.
iii. Integrity The Ministry’s business will be conducted with transparency, accountability, trustworthiness, commitment and objectivity.
iv. Teamwork and Respect for Diversity
The pivotal and central role of the Ministry renders itself to teamwork and
will be sustained by embracing the value chain principle that guarantees
internal connectivity and seamless service to external stakeholders.
v. Equity and fairness
The Ministry undertakes to recognize and promote the rights of and be impartial to all stakeholders and serve all without discrimination
vi. Professionalism
High professionalism will be maintained through continuous skills
development, training and accountability.
3.4 Summary of Key Result Area
From the SWOT, PESTEL and Stakeholder analysis in Chapter two, the following
key result areas were identified:
i. Financial Constraints (low budgetary allocations to the Ministry.
ii. Institutional Capacity (e.g. Levels of staffing, office accommodation,
disability responsive amenities, inadequate vehicles).
iii. Lack of Staff Succession Management Plan.
29
iv. Inadequate sensitisation and awareness creation of Kenyans on EAC
Integration process.
v. Protectionist policies by Partner States.
vi. Declining market share.
vii. Changing regional dynamics.
viii. Product homogeneity.
ix. Informal trade.
x. Climate change, environmental degradation and trans-boundary
management of natural resources.
xi. Increased pressure on cross border social amenities and Management
and control of diseases (communicable and zoonotic diseases).
xii. Inadequate legal and institutional frameworks to govern implementation
of NCIPs.
xiii. Ineffective business plans by the RDAs hence over reliance on the
exchequer.
xiv. Overlapping mandate between RDAs and County Governments.
3.4.1 Key Result Areas, Strategic Objectives and Interventions
Key Result Area 1: Finance and Human Resource management and development
Strategic Objective 1 (a) To lobby for enhanced budgetary allocation for the
Ministry
Strategic interventions
i. Constitute a technical budget preparation working group.
ii. Build Capacity of the technical budget preparation working group.
iii. Hold inter departmental activity planning and budgeting meetings.
iv. Identify potential development partners.
v. Prioritize the projects and programmes to be supported by the development
partners.
vi. Negotiate for favourable funding by development partners.
vii. Prepare a summary presentation of the budget proposal.
viii. Hold consultative meetings with Parliament and the National Treasury.
ix. Present budget proposals to the National Treasury.
x. Participate in Sector negotiations.
xi. Establish a Budget Implementation Committee (BIC).
xii. Build capacity of the BIC members.
xiii. Carry out monthly monitoring of budget implementation.
Strategic Objective 1(b): To enhance institutional capacity for sustained efficiency and effective service delivery
Strategic interventions:
30
i. Develop a comprehensive Human Resource Management and Development
plan.
ii. Undertake Training Needs Assessment (TNA).
iii. Train and Develop Staff.
iv. Recruit, appoint and promote staff.
Strategic Objective 1(c): To enhance work environment for sustained efficiency and effective service delivery
Strategic interventions:
i. Acquire additional office accommodation.
ii. Procure adequate office furniture and equipment.
iii. Procure additional vehicles.
Key Result Area 2: National Consultations and engagement of stakeholders on EAC and Regional and Northern Corridor Development activities.
Strategic Objective 2: To enhance the effectiveness of stakeholder consultations and engagement.
Strategic interventions:
i. Develop and implement stakeholders Engagement Strategy.
ii. Review and update the stakeholders’ data base. iii. Review and Identify additional focal points for EAC and Regional and
Northern Corridor Development activities. iv. Organise consultative and sensitization fora for stakeholders.
v. Provide timely communication and information to stakeholders on EAC and
Regional and Northern Corridor Development activities.
vi. Hold consultative fora with Parliament, County Governments and EALA(K)
Chapter.
vii. Involve Parliament in EAC and RNCD Policy meetings.
Key Result Area 3: Coordination and participation in the formulation and
implementation of EAC and RNCD policies, decisions and directives
Strategic Objective 3: To strengthen the coordination and participation in the
formulation and implementation of EAC and RNCD policies, decisions and
directives
Strategic interventions:
i. Convene country consultative meetings with relevant stakeholders and
prepare Country position Papers.
31
ii. Coordinate and participate in negotiations in regional meetings.
iii. Follow-up on the implementation of Decisions and Directives.
iv. Update the EAMS on implementation status on EAC Decisions and
Directives.
v. Coordinate and participate in the activities of EALA(K) Chapter.
vi. Coordinate and participate in the Northern Corridor Integration projects.
vii. Establish, train and operationalize a ministerial M&E committee.
viii. Coordinate and participate in Regional Development Authorities initiatives.
ix. Build capacity of SDEAC staff and MCDAs on EAMS.
x. Undertake M & E on the Ministry’s programmes and projects.
Key Result Area 4: Implementation of the EAC Pillars of Integration
Strategic Objective 4: To deepen and widen implementation of the EAC Pillars
of integration (Customs Union, Common Market, Monetary Union and Political
Federation)
Strategic Interventions:
i. Conclude review of the EAC CET and the Rules of Origin.
ii. Conclude the review of the EAC Customs Management Act.
iii. Eliminate identified Non-Tariff Barriers (NTBs).
iv. Operationalize established One Stop Border Posts (OSBP).
v. Strengthen management of trans-boundary natural resources.
vi. Undertake M&E on implementation of the Common Market protocol.
vii. Finalize the Bills establishing EAMU Institutions.
viii. Finalize negotiations on the EAC Political Confederation Constitution.
Key Result Area 5: Institutionalize Knowledge Management
Strategic Objective 5: To enhance knowledge management within the Ministry
Strategic interventions:
i. Develop and operationalize a knowledge management information system.
ii. Develop the Ministry’s communication strategy.
iii. Hold annual Team building exercises.
iv. Hold Quarterly information sharing meetings for all staff.
32
v. Establish a research unit and build its capacity to undertake Research on
thematic areas.
vi. Digitize the Ministry’s resource centre.
vii. Hold bi-annual meeting for all focal points on EAC and RNCD.
viii. Identify and capture knowledge in the Ministry.
Key Result Area 6: Upgrading of ICT infrastructure within the Ministry
Strategic Objective 6: To modernise ICT infrastructure and increase uptake
Strategic interventions:
i. Develop and operationalize an ICT policy.
ii. Upgrade the Local Area Network (LAN).
iii. Deploy internet link failover solution to maximise the two sources of
internet.
iv. Acquire modern servers.
v. Procure computers and other ICT equipment.
vi. Acquire and upgrade Computer software.
vii. Develop a stores management system.
viii. Digitize records and information resources.
ix. Establish a modernized air-conditioned server room.
x. Build capacity of staff on emerging technologies in ICT.
Key Result Area 7: National publicity and advocacy on EAC integration and its
benefits
Strategic Objective 7: To upscale nationwide publicity and advocacy on EAC
integration and its benefits
Strategic interventions:
i. Constitute a publicity and advocacy committee to coordinate national
sensitization and awareness creation programmes.
ii. Develop and implement comprehensive media engagement plan to sustain
publicity on EAC integration process.
iii. Carry out nationwide publicity and advocacy on EAC affairs.
iv. Participate in symposia, Conferences, trade fairs, Jua Kali/Nguvu Kazi
exhibitions and Mara day celebrations.
v. Explore the use of social media platforms to create awareness.
Key Result Area 8: Emerging issues in regional integration
Strategic Objective 8: To re-engineer Kenya’s engagement in regional integration for optimization of benefits from the integration process
33
Strategic interventions:
i. Review and implement the strategy on Kenya’s engagements in EAC.
ii. Hold high level Cabinet Meetings on EAC integration process.
iii. Enter into cooperative partnerships with all the Partner States and others.
Key Result Area 9 Gender, Youth and Disability mainstreaming
Strategic Objective 9: To Create an enabling environment for promotion of
Gender equality, Youth and disability mainstreaming
Strategic interventions:
i. Review and implement a work place policy on Gender and Gender Based
Violence (GBV) policy.
ii. Review and implement a disability mainstreaming policy.
iii. Implement EAC Youth Policy and EAC Gender Policy.
iv. Collect sex and age disaggregated data to guide in planning.
v. Capacity build staff on Youth, Gender and disability Mainstreaming.
vi. Undertake youth, women and PWDs empowerment on access to
government procurement opportunities.
Key Result Area 10: Deepen and widen the market access for goods and services
within the context of Northern Corridor Integration Projects (NCIPs)
Strategic Objective 10: To optimize the benefits accruing from the NCIPs
Strategic interventions:
i. Develop and implement an NCIP engagement strategy.
ii. Strengthen legal and regulatory framework that governs engagement
with NCIP Partner States.
iii. Conclude negotiations of additional commitments on trade in services.
iv. Implement additional measures for free movement of people and labour.
v. Coordinate the organization of Ministerial and Heads of State Summit
level meetings.
vi. Host periodic NCIP country cluster programmes.
vii. Monitor, evaluate and report on coordination and implementation
process of the projects.
Key Result Area 11: Coordination of Regional Development Authorities
Strategic Objective 11: To improve coordination and oversight of RDA’s
Strategic interventions
i. Finalize review of bills and Policy.
34
ii. Establish project monitoring units and steering committees.
iii. Undertake quarterly Monitoring and Evaluation of RDAs projects and
programmes.
Key Result Area 12: Sustainability of the Regional Development Authorities
Strategic Objective 12: To enhance sustainability of Regional Development
Authorities
Strategic interventions
i. Develop a resource mobilization strategy for RDA’s.
ii. Develop and implement a stakeholders engagement plan on projects
implemented by RDA’s.
iii. Conserve RDA’s water catchment areas.
iv. Strengthen Collaboration, Partnerships and Networks.
v. Expand acreage under irrigation.
vi. Establish and operationalise a climate change unit.
3.5 The National Priorities – “The Big Four” Agenda
The Government has Prioritized four broad areas of focus during the next five years. These areas are;
i. Food security. ii. Affordable housing.
iii. Manufacturing. iv. Affordable health care for all.
Most of the Ministry’s programmes and projects are in line with the four broad national priorities. During the implementation period of this development strategy the Ministry will coordinate formulation of policies that will contribute to
the implementation of the projects contained in the four broad areas. These policies will be addressed through the EAC integration process and Regional
Development Authorities.
In addition, the implementation of these policies, programmes and projects will be regularly monitored under the Ministry’s monitoring and evaluation
framework.
35
Table 3. Strategy Implementation matrix
Strategy Activity Output Outcome
Performance
indicator
Target Period Budget (Kshs.
Millions)
Total
Budget
(Kshs.
Millions)
Responsibility
2018
2019
2020
2021
2022
Key Result Area 1: Finance and Human Resource management and development
Strategic Objective 1 (a) To lobby for enhanced budgetary allocation for the Ministry
Enhance budget
preparation
process within
the Ministry
Constitute a technical
budget preparation
working group
Budget
preparation
working group
in place
Enhanced
budget
proposal
Appointment
letters
Minutes of the
meetings
- - - - - - PS
Build Capacity of the
technical budget
preparation working
group
Enhanced
capacity of
the technical
working group
Improved
budgetary
preparation
process
Training report 2 2 2 2 2 10 PS
Hold inter
departmental activity
planning and
budgeting meetings
Validated
budget report
Budget
ownership
Minutes of the
meetings
0.2 0.2 0.2 0.2 0.2 1 IS
Undertake
resource
mobilization
from
development
partners
Identify potential
development partners
and investors
Database of
potential
development
partners and
investors,
Bankable
project
proposals
Projects
funded
Development
Partners
engagement
framework/MoU
5 5 5 5 5 25 PS
36
Strategy Activity Output Outcome
Performance
indicator
Target Period Budget (Kshs.
Millions)
Total
Budget
(Kshs.
Millions)
Responsibility
2018
2019
2020
2021
2022
Prioritize the projects
and programmes to be
supported by the
development partners
Prioritized
projects and
programmes
Enhanced
implementatio
n of projects
and
programmes
Reports on
Prioritized
projects and
programmes
0.1 0.1 0.1 0.1 0.1 0.5 PS
Negotiate for
favourable funding by
development partners
Reports of
negotiation
meetings
Favourable
funding
agreements
Development
Partners
commitment/Lett
ers of
commitments/Fi
nancing
agreements
0.2 0.2 0.2 0.2 0.2 1
Prepare a summary
presentation of the
budget proposal
Summary
Budget
presentation
Clear
understandin
g of the
Ministry’s
budgetary
requirements
Report 0.1 0.1 0.1 0.1 0.1 0.5 PS
Hold consultative
meetings with
Parliament and the
National Treasury
Meeting
reports
Enhanced
budget of the
Ministry
List of
participants
Report of the
meeting
5 5 5 5 5 25 PS
Enhance
monitoring of
budget
Implementation
Present budget
proposals to the
National Treasury
Budget
presented to
the National
Treasury
Enhanced
budget of the
Ministry
Correspondence
to the National
Treasury
0.2 0.2 0.2 0.2 0.2 1 PS
37
Strategy Activity Output Outcome
Performance
indicator
Target Period Budget (Kshs.
Millions)
Total
Budget
(Kshs.
Millions)
Responsibility
2018
2019
2020
2021
2022
Participate in Sector
negotiations
Sector
negotiation
reports
Enhanced
budget of the
Ministry
Sector reports 4 4 4 4 4 20
Establish a Budget
Implementation
Committee (BIC)
Committee in
place
Effective
budget
implementatio
n monitoring
Appointment
letters
0.1 0.1 0.1 0.1 0.1 0.5 CFO
Build capacity of the
BIC
Training
report
Effective
budget
implementatio
n monitoring
Training report
Expenditure
returns
0.5 0.5 0.5 0.5 0.5 2.5 PS
Carry out monthly
monitoring of budget
implementation
BIC monthly
reports
Effective
budget
implementatio
n monitoring
Monthly reports
Minutes of
meetings
0.1 0.1 0.1 0.1 0.1 0.5 CFO
Strategic Objective 1(b): To enhance institutional capacity for sustained efficiency and effective service delivery
Enhance
institutional
capacity of the
Ministry
Develop a
comprehensive
Human Resource
Management and
Development plan
Comprehensiv
e Human
Resource
Management
and
Development
plan
Enhanced
Human
Resource
capacity
Comprehensive
Human Resource
Management and
Development
plan
2.5 2.5 - - - 5 PS
38
Strategy Activity Output Outcome
Performance
indicator
Target Period Budget (Kshs.
Millions)
Total
Budget
(Kshs.
Millions)
Responsibility
2018
2019
2020
2021
2022
Recruit, appoint and
promote staff
Optimal
staffing levels
Effective
service
delivery
Appointment
letters
85 85 85 85 85 425 PS,DHRM & D
Undertake Training
Needs Assessment
(TNA)
TNA report Demand
driven
training for
enhanced
service
delivery
Identified training
projections
TNA reports
2 2 2 2 2 10 PS
Train and develop
staff
Training
reports
Enhanced HR
capacity
No of officers
trained
20 25 25 30 30 130 PS
Strategic Objective 1 (c): To enhance work environment for sustained efficiency and effective service delivery
Acquire additional
office accommodation
Additional
accommodatio
n space
acquired
Conducive
work
environment
Signed Lease
agreement
20 20 20 20 20 100 PS
Improve work
environment
Procure adequate
office furniture and
equipment
Adequate
office
furniture and
equipment
Conducive
work
environment
Inventory of
newly acquired
furniture &
equipment
20 20 20 20 20 100 PS
Procure additional
vehicles
Additional
vehicles
Efficient
service
delivery
No of additional
vehicles procured
25 25 25 25 25 125 PS
39
Strategy Activity Output Outcome
Performance
indicator
Target Period Budget (Kshs.
Millions)
Total
Budget
(Kshs.
Millions)
Responsibility
2018
2019
2020
2021
2022
Key Result Area 2: National Consultations and engagement of stakeholders on EAC, Northern Corridor and Regional Development Authorities activities
Strategic Objective 2: To enhance the effectiveness of stakeholder consultations and engagement
Stakeholders’
sustained
involvement in
preparation for
and
participation in
EAC and
Develop and
implement
stakeholders
engagement strategy
Stakeholders
engagement
strategy
Well-
coordinated
stakeholders
engagement
Approved
Strategy
3 3 3 3 3 15 PS
Review and update
the stakeholder
database
Accurate
database
Accurate and
reliable
database
No. of
stakeholders
0.1 0.1 0.1 0.1 0.1 0.5 IS, DA, SRD,
Coordinator
NCIP
Review and identify
focal points for EAC
and Regional and
Northern Corridor
development activities
Database of
focal point
officers
Consistent
representatio
n
No of focal point
officers
Appointment
letters
0.1 0.1 0.1 0.1 0.1 0.5 IS, DA, SRD,
Coordinator
NCIP
Organize consultative
and sensitization fora
for stakeholders
Sensitization
reports and
meetings held
Enhanced
capacity of
stakeholder to
handle EAC
and Northern
Corridor
development
Attendance
Register and No.
of reports
Minutes of
meetings held
20 20 20 20 20 100 IS, Finance,
SCMS, SRD
Provide timely
communication and
information to
stakeholders on EAC,
Regional and
Corresponden
ce and
Reports
Improved
participation
on EAC and
Northern
Corridor
Mail delivery
Registers,
Reports, Emails
0.5 0.5 0.5 0.5 0.5 2.5 IS, DA, SRD,
Coordinator
NCIP
40
Strategy Activity Output Outcome
Performance
indicator
Target Period Budget (Kshs.
Millions)
Total
Budget
(Kshs.
Millions)
Responsibility
2018
2019
2020
2021
2022
Northern Corridor
Development activities
Development
activities
Strengthen
linkages with
Parliament,
EALA (K)
Chapter and
County
Governments
Hold consultative fora
with the Parliament,
EALA(K) Chapter and
County Governments
Consultative
meeting
reports
Cordial
working
relations with
Parliament,
EALA (K)
Chapter and
County
Governments
List of attendance
Workshop reports
20 20 20 20 20 100 PS
Involve Parliament in
EAC and RNCD Policy
meetings
EAC and
RNCD Policy
meeting
reports
Enhanced
participation
of Parliament
in EAC and
RNCD policy
meetings
Reports
Invitation letters
5 5 5 5 5 25 PS
41
Strategy Activity Output Outcome
Performance
indicator
Target Period Budget (Kshs.
Millions)
Total
Budget
(Kshs.
Millions)
Responsibility
2018
2019
2020
2021
2022
Key Result Area 3: Coordination and participation in the formulation and implementation of EAC and RNCD policies, decisions and directives
Strategic Objective 3: To strengthen the coordination and participation in the formulation and implementation of EAC and RNCD policies, decisions and
directives
Coordinate
Kenya’s
participation in
the EAC and
RNCD activities
Convene country
consultative meetings
with relevant
stakeholders and
prepare country
position papers
Country
position
papers
Reports of the
EAC/RNCD
activities/mee
tings
Effective
participation
in policy
formulation
Country position
papers, Minutes
of Meetings
4 4 4 4 4 20 IS, SRD, CNC
Coordinate and
participate in
negotiations in
regional meetings
Negotiation
meeting
reports
Effective
participation
in Policy
formulation
Reports 100 100 100 100 100 500 PS, CNC
Follow up on the
implementation of
Decisions and
Directives
Implementatio
n status
reports
Timely
implementatio
n of Decisions
and directives
Status Reports 0.1 0.1 0.1 0.1 0.1 0.5 IS, CNC, SRD
Update EAMS on
implementation
status on EAC
Decisions and
Directives
Updated
EAMS
Timely
implementatio
n
Updated EAMS 0.02 0.02 0.02 0.02 0.02 0.1 IS
Coordinate and
participate in the
Periodic
reports of
Effective
participation
EALA Hansard 30 30 30 30 30 150 IS
42
Strategy Activity Output Outcome
Performance
indicator
Target Period Budget (Kshs.
Millions)
Total
Budget
(Kshs.
Millions)
Responsibility
2018
2019
2020
2021
2022
activities of EALA(K)
Chapter
EALA (K)
activities
in EALA
legislation
Coordinate and
participate in the
Northern Corridor
Integration Projects
(NCIPs)
Project
implementatio
n status
reports
Enhanced
implementatio
n of NCIPs
Reports 20 20 20 20 20 100 CNC
Coordinate and
participate in Regional
Development
Authorities Initiatives
Project
implementatio
n status
reports
Enhanced
implementatio
n of RDAs
Reports 20 20 20 20 20 100 SRD, DRD,
Strengthen
M&E framework
Establish, train and
operationalize a
Ministerial M&E
Committee
M&E
Committee
Effective M&E M&E framework
and Reports
5 5 5 5 5 25 PS
Build capacity of
SDEAC staff and
MCDAs on EAMS
Staff trained
on EAMS
Effective M&E Training Report
No. of SDEAC
staff and MCDAs
trained
1 1 1 1 1 5 PS
Undertake M & E on
the Ministry’s projects
and programmes
M & E reports
Efficient and
effective
implementatio
n of projects
and
programmes
M & E reports 5 5 5 5 5 25 PS
43
Strategy Activity Output Outcome
Performance
indicator
Target Period Budget (Kshs.
Millions)
Total
Budget
(Kshs.
Millions)
Responsibility
2018
2019
2020
2021
2022
Key Result area 4: Implementation of the EAC Pillars of integration
Strategic Objective 4: To deepen and widen implementation of EAC Pillars of Integration (Customs Union, Common Market, Monetary Union and Political
Federation)
Deepen and
widen EAC
Integration
Conclude review of
the EAC CET and the
Rules of Origin (RoO)
Revised CET
Document
Improved
business
environment
Reviewed EAC
CET and RoO
10 10 10 10 10 50 PS
Conclude the review
of the EAC Customs
Management Act
Revised EAC
Customs
Management
Act
Improved
business
environment
Reviewed EAC
Customs
Management Act
10 10 10 10 10 50 PS
Eliminate identified
NTBs
NTBs
eliminated
Improved
trade
facilitation
No of NTBs
eliminated
5 5 5 5 5 25 PS
Operationalize
established One Stop
Border Posts (OSBP)
Operational
One Stop
Border Posts
Ease of
movement of
people,
labour, goods
and services
No of OSBPs
operationalised
2 2 2 2 2 10 PS
Strengthen
management of trans-
boundary natural
resources
Trans-
boundary
natural
resources
management
plan
Sustainable
use of trans-
boundary
natural
resources
Reports
Management
plan
1 1 1 1 1 5 IS
Undertake M & E on
implementation of
Common
Market
Protocol
Enhanced
Implementatio
n of the
Implementation
status reports
2 2
2 2 2 10 IS
44
Strategy Activity Output Outcome
Performance
indicator
Target Period Budget (Kshs.
Millions)
Total
Budget
(Kshs.
Millions)
Responsibility
2018
2019
2020
2021
2022
common Market
protocol
implementatio
n Framework
Common
Market
Protocol
Finalize the Bills
establishing EAMU
institutions
Bills on
EAMU
Institutions
EAMU
institutions
established
No. of Assented
Bills
1 1 1 1 1 5 IS
Finalize negotiations
on the EAC Political
Confederation
Constitution
EAC Political
Confederation
Constitution
Enhanced
Integration
process
Reports 2 2 5 5 5 19 IS
Establish Jumuiya
Markets at One Stop
Border Posts in Busia,
Namanga, Malaba,
Taveta, Isebania and
Lungalunga
Jumuiya
Markets
Established in
OSBPs
Trade
facilitation
and enhanced
cohesiveness
among
Partner States
No. of Jumuiya
markets
established
1,000 1,000 1,000 1,000 1,000 5,000 PS
Key Result area 5: Institutionalize Knowledge Management
Strategic Objective 5: To enhance knowledge management within the Ministry
Build and
strengthen the
Ministry’s
linkages and
information
sharing
platforms
Develop and
operationalize a
knowledge
management
information system
Knowledge
management
system
Enhanced
knowledge
management
Reports of
meetings
Appointment
letters
2 2 2 2 2 10 PS
Develop the Ministry’s
communication
strategy
Communicati
on strategy
Effective
communicatio
n
Reports of
meetings
3 3 3 3 3 15 PS
45
Strategy Activity Output Outcome
Performance
indicator
Target Period Budget (Kshs.
Millions)
Total
Budget
(Kshs.
Millions)
Responsibility
2018
2019
2020
2021
2022
Communication
strategy
Hold annual Team
Building exercises
Effective
teamwork and
Knowledge
sharing
Enhanced
service
delivery
Team building
report
3 3 3 3 3 15 PS
Hold quarterly
information sharing
meetings for all staff
Information
sharing
Enhanced
service
delivery
Reports 1 1 1 1 1 5 PS
Strengthen
information
gathering and
sharing
Establish a research
unit and build its
capacity to undertake
research on thematic
areas
Research Unit
established
Informed
decision
making
No. of research
reports
5 5 5 5 5 25 PS
Digitize the Ministry’s
resource centre
Digital Library Informed
decision
making
No. of documents
digitized
Software
10 10 10 10 10 50 PS
Hold bi-annual
meeting for all focal
points on EAC and
RNCD
Bi-annual
meetings
Effective
decision
making
Reports 4 4 4 4 4 20 PS
Identify and capture
knowledge in the
Ministry
Knowledge
database
Effective
decision
making
Database 5 5 5 5 5 25 PS
46
Strategy Activity Output Outcome
Performance
indicator
Target Period Budget (Kshs.
Millions)
Total
Budget
(Kshs.
Millions)
Responsibility
2018
2019
2020
2021
2022
Key Result Area 6: Upgrading of ICT infrastructure within the Ministry
Strategic Objective 6: To modernize ICT infrastructure and increase uptake
Upgrading of
ICT
infrastructure
within the
Ministry and
increasing ICT
usage
Develop and
operationalise an ICT
Policy
ICT Policy Increased
uptake of ICT
ICT Policy - 1 1 1 - 3 Head ICT
Upgrade the Local
Area Network (LAN)
Upgraded LAN Effective
service
delivery
Completion
certificate
10 10 10 10 - 40 Head ICT
Deploy internet link
failover solution to
maximise the two
sources of internet
Non-
interruptible
internet
availability
internet
reliability
completion
certificate
- 2 - - - 2 Head ICT,
Head SCMU
Acquire modern
servers
Modern
servers
Effective
service
delivery
Completion
certificate
- 5 - 5 - 10 Head ICT,
Head SCMU
Procure computers
and other ICT
equipment
Modernise ICT
facilities
Effective
service
delivery
No. of computers
and ICT
equipment
procured
8 10 10 10 2 40 Head ICT Head
SCMU
Acquire and upgrade
Computer software
Upgraded
computer
software
Effective
service
delivery
Certificate of
upgrading
- 5 - 5 - 10 Head ICT,
Head SCMU
Develop a stores
management system
Stores
Management
system
Digitized
procurement
processes
Stores
Management
System in place
- 5 - - - 5 Head ICT
47
Strategy Activity Output Outcome
Performance
indicator
Target Period Budget (Kshs.
Millions)
Total
Budget
(Kshs.
Millions)
Responsibility
2018
2019
2020
2021
2022
Digitize records and
information resources
Digitized
records and
Information
resources
Enhanced
service
delivery
Certificate of
completion
- 10 - - - 10 Head ICT
Establish a
modernized air-
conditioned server
and video conference
room
Modernised
air-
conditioned
server room
Effective
Service
delivery
Completion
certificate
- 2 - - - 2 PS
Build capacity of staff
on emerging
technologies in ICT
Staff Trained Enhanced
service
delivery
No. of staff
trained
2 2 2 2 2 10 DHRM & D
Head ICT
Key Result area 7: National Publicity and advocacy on EAC Integration and its benefits
Strategic Objective 7: To upscale nationwide publicity and advocacy on EAC integration and its benefits
Strengthen
National
Publicity and
Advocacy on
EAC Integration
Constitute a publicity
and advocacy
committee to
coordinate national
sensitization and
awareness creation
programmes
Publicity and
Advocacy
Committee
Increased
awareness on
EAC
integration
Reports, IEC
materials
0.1 0.1 0.1 0.1 0.1 0.5 IS
Develop and
implement
comprehensive media
engagement plan to
sustain publicity on
Media
engagement
plan
Enhanced
Media
engagement
Media
engagement
reports
10 10 10 10 10 50 DA
48
Strategy Activity Output Outcome
Performance
indicator
Target Period Budget (Kshs.
Millions)
Total
Budget
(Kshs.
Millions)
Responsibility
2018
2019
2020
2021
2022
EAC integration
process
Carry out nationwide
publicity and
advocacy on EAC
affairs
Publicity and
advocacy
campaigns
Increased
awareness on
EAC
Integration
Publicity and
advocacy Reports
100 100 100 100 100 500 IS
Participate in
Symposia,
conferences, trade
fairs, Jua kali/Nguvu
Kazi exhibitions and
Mara day celebrations
Reports on
symposia,
conference,
trade fairs,
exhibitions
and Mara day
Enhanced
stakeholders/
public
engagements
No. of Reports on
symposia,
Conference,
Trade fairs,
Exhibitions and
Mara day
20 20 20 20 20 100 CNC, IS, DA,
DRD
Explore the use of
social media
platforms to create
awareness
Operationalize
d Social
media
platforms
Increased
awareness on
EAC and
RNCD
projects and
programmes
Reports on social
media platforms
No. of social
media platforms
operationalized
and Hits
7 7 7 7 7 35 PS
Key Result Area 8: Emerging issues in Regional Integration
Strategic Objective 8: To re-engineer Kenya’s engagement in Regional Integration for optimization of benefits from the integration process
Reengineer
Kenya’s
engagement in
the EAC
Review and
implement the
strategy on Kenya’s
engagements with
EAC
Strategy
implemented
Effective
engagement of
Kenya in EAC
integration
Agenda
Reviewed
Strategy
Implementation
reports
4 4 4 4 4 20 PS
49
Strategy Activity Output Outcome
Performance
indicator
Target Period Budget (Kshs.
Millions)
Total
Budget
(Kshs.
Millions)
Responsibility
2018
2019
2020
2021
2022
Hold high level
Cabinet meetings on
EAC integration
process
Improved
information
sharing and
participation
in EAC
activities
Enhanced
level of
engagement
Reports on
Cabinet Issues
5 5 5 5 5 25 CS
Enter into cooperative
partnerships with all
the Partner States
and others
Reports of
engagements
Enhanced
bilateral
engagement
with Partner
States
No. of
Agreements/MoU
s signed
10 10 10 10 10 50 PS
Key result area 9: Gender, Youth and Disability Mainstreaming
Strategic Objective 9: To Create an enabling environment for promotion of Gender Equality, Youth and Disability Mainstreaming
Put in place a
policy
framework to
create enabling
environment for
promotion of
Gender
equality, youth
and disability
mainstreaming
Review and
implement a work
place policy on
Gender Based
Violence (GBV)
Reviewed
work place
policy on
Gender
Respect for
gender
diversity
No. of
consultative
reports
Reviewed policies
Implementation
reports
- 4 - - - 4 DA
Review and
implement a disability
mainstreaming policy
Reviewed
Disability
mainstreamin
g policy
Improved
access to
services for
PWDs
No. of
consultative
reports
Reviewed policies
and Reports
- 3 - - - 3 DA
50
Strategy Activity Output Outcome
Performance
indicator
Target Period Budget (Kshs.
Millions)
Total
Budget
(Kshs.
Millions)
Responsibility
2018
2019
2020
2021
2022
Implement EAC youth
Policy and EAC
Gender policy
EAC youth
and EAC
gender
policies
implemented
Increased
youth and
women
participation
in EAC
programmes
Youth and gender
mainstreaming
Reports
4 4 4 4 4 20 DA
Strengthen
Gender and
Disability
mainstreaming
in budgeting
Collect and analyse
sex and age
disaggregated data to
guide in planning
Sex and age
disaggregated
data
Youth and
Gender
mainstreamed
Reports on youth
and gender
mainstreaming
0.1 0.1 0.1 0.1 0.1 0.5 DA
Capacity build staff
on youth, Gender and
Disability
mainstreaming
Sensitized
staff
Effective
service
delivery
No. of staff
sensitized
Reports on
sensitization
0.5 0.5 0.5 0.5 0.5 2.5 DA, DHRM&D
Undertake youth,
women and PWDs
empowerment on
access to government
procurement
opportunities
Empowered
women, youth
and PWDs
Increased
access to
AGPO
AGPO reports 0.1 0.1 0.1 0.1 0.1 0.5 DA, Head
SCMU
Key result area 10: Deepen and widen the market access for goods and services within the context of Northern Corridor Integration projects Strategic Objective 10: To optimize the benefits accruing from the NCIPs
Strengthen
coordination
and
Develop and
implement an NCIP
engagement strategy
NCIP
engagement
strategy
Enhanced
engagement
on NCIP
Developed
strategy
5 5 5 5 5 25 CNC
51
Strategy Activity Output Outcome
Performance
indicator
Target Period Budget (Kshs.
Millions)
Total
Budget
(Kshs.
Millions)
Responsibility
2018
2019
2020
2021
2022
implementation
of NCIPs
Strengthen legal and
regulatory framework
that governs
engagement with
NCIP Partner States
Legal and
regulatory
framework
Legal and
regulatory
framework
strengthened
No. of legal and
regulatory
frameworks
developed
5 5 5 5 5 25 CNC
Conclude negotiations of additional commitments on trade in services
Concluded
MRAs
Enhanced
trade in
services
No. of additional
MRAs signed
5 5 5 5 5 25 PS,CNC
Implement additional
measures for free
movement of people
and labour
Additional
agreements
on free
movement of
people and
labour
Enhanced free
movement of
people and
labour
No. of additional
agreements on
free movement of
people and labour
5 5 5 5 5 25 CNC
Coordinate the
organization of
Ministerial and Heads
of State Summit level
meetings
Policy
guidance and
direction on
NCIP
Improved
project
implementatio
n
Communique
Reports
30 30 30 30 30 150 CNC
Host periodic NCIP
country cluster
programmes
Harmonised
Country
positions
Improved
project
implementatio
n
Reports on NCIP 12 12 12 12 12 60 CNC
Monitor, Evaluate and
report on coordination
M & E reports Improved
implementatio
n process
No. of M & E
reports
10 10 10 10 10 50 CNC
52
Strategy Activity Output Outcome
Performance
indicator
Target Period Budget (Kshs.
Millions)
Total
Budget
(Kshs.
Millions)
Responsibility
2018
2019
2020
2021
2022
and implementation
process of the projects
Key result area 11: Coordination of Regional Development Authorities
Strategic Objective 11: To improve coordination and oversight of RDA’s
Coordination of
Regional
Development
Authorities
Finalize review of bills
and policy
RDAs Act and
Policy
Improved
Governance
and
operations of
RDAs
RDA Act and
Policy in place
5 5 - - - 10 PS,DRD
Establish Project
Monitoring Units
(PMU) and Project
Steering Committees
(PSC)
PMU and PSC
committees
established
Effective
project
implementatio
n
Reports and
Minutes of
meetings
2 2 2 2 2 10 PS,DRD
Undertake quarterly
Monitoring and
Evaluation of RDA
projects and
programmes
M & E reports Effective
implementatio
n of projects
and
programmes
No of M & E
reports
6 6 6 6 6 30 PS,DRD
53
Strategy Activity Output Outcome
Performance
indicator
Target Period Budget (Kshs.
Millions)
Total
Budget
(Kshs.
Millions)
Responsibility
2018
2019
2020
2021
2022
Key result area 12: Sustainability of the Regional Development Authorities
Strategic Objective 12: To enhance sustainability of Regional Development Authorities
Sustainability of
the Regional
Development
Authorities
Develop a resource
mobilization strategy
for RDA’s
Resource
mobilization
Strategy
Adequate
resources for
implementatio
n of projects
and
programmes
Amount of
resources
mobilized
2 2 2 2 2 10 PS,DRD
Develop and
implement a
stakeholders
engagement plan on
projects implemented
by RDAs
Stakeholder
engagement
plan
Wide
inclusivity
and
ownership
Reports of
Stakeholder
engagement
1 1 1 1 1 5 PS
Conserve RDAs water
catchment areas
Water
catchment
areas
conserved
Project
sustainability
Number of water
catchment areas
conserved
- 2 2 2 2 8 PS,DRD
Strengthen
collaboration,
partnerships and
Networks
MoUs,
agreements
and Multi
agency
committees
Successful
implementatio
n of projects
and
programmes
Number of MoUs
and agreements
signed
Minutes of
Committee
meetings
2 2 2 2 2 10 PS,DRD
Expand acreage under
irrigation
Increased
area under
irrigation
Enhanced
food security
Number of
acreage under
irrigation
4 4 4 4 4 20 PS,DRD
54
Strategy Activity Output Outcome
Performance
indicator
Target Period Budget (Kshs.
Millions)
Total
Budget
(Kshs.
Millions)
Responsibility
2018
2019
2020
2021
2022
Establish and
operationalise a
climate change unit
Climate
Change Unit
Established
and
operationalise
d
Climate
change issues
addressed
and linkages
established
No. of climate
change
mitigations/adap
tation measures
undertaken
3 5 5 5 5 23 PS,DRD
Sub Totals 1,76
9.62
1,81
7.62
1,77
7.12
1,79
2.12
1,76
3.12
8,919.60
55
CHAPTER FOUR: IMPLEMENTATION AND COORDINATION
FRAMEWORK
4.1 Introduction
Strategic planning is a management tool that is motivated by the desire in
organizations to increase efficiency and effectiveness in their way of doing
business, amid limited resources available to them. The plan also embraces
performance management, teamwork and learning organizations; as the new way
of doing business. Having identified several activities for implementation; this
section deals with the implementation matrix, resource allocation and
mobilization.
4.2 Strategy Implementation Matrix
The strategies that have been proposed will be implemented in order to achieve
the Strategic objectives of the Department. In this regard, Table 3 details key
result areas, strategic objectives, strategies and accompanying activities to
deliver the strategic objective.
4.3 Resources Allocation and Mobilization
In order to implement this Strategic Plan, resources mobilisation and budgeting
for the plan period will be carried out by the Ministry to determine the estimated
amount of resources required each year. The Ministry will then put in place
strategies to mobilize resources aimed at meeting the likely resource gaps. Apart
from allocation by the Exchequer, the Ministry will explore other sources of
revenue to finance programmes including Public Private Partnership.
4.4 Implementation Matrix
The strategic objectives of the Ministry will be realised through the strategies that
have been proposed. In this regard, a Strategy Implementation Matrix with details
of activities, responsibility, time frames, required resources, expected outputs,
and performance indicators has been developed as shown in Table 3, within
Chapter Three.
4.5 Organizational Structure and Chart
For effective implementation of this Strategic Plan, the Ministry has adopted an
Organizational Structure that seeks to enhance delegation, effective management
and facilitates information flow. The structure has also taken into account
lessons learnt in the implementation of the previous Strategic Plan and the
Mandate of the Organization as stipulated in the Executive Order No. 1 of June,
2018 (Revised). Appendix I is the current organizational chart and structure of
the Ministry.
56
CHAPTER FIVE: MONITORING, EVALUATION AND REPORTING
5.1 Introduction
The strategic plan will be operationalized into the Ministry’s day-to-day activities
through Performance Contracts and Annual Work Plans. In this regard, the plan
has taken major steps to logically sequence activities that will be undertaken in
order to achieve the strategic objectives, within the specified period. To assess
progress towards the achievement of the Ministry’s objectives, the Central
Planning and Project Monitoring Unit (CPPMU) will use an effective Monitoring
and Evaluation (M&E) system developed in line with the National Integrated
Monitoring and Evaluation System (NIMES). The annual reports from the Ministry
shall form part of the annual progress reports of the MTP compiled by the
Directorate of Monitoring and Evaluation, the National Treasury and Planning.
The M&E system will provide a framework for regular assessment of the
implementation of the Strategic Plan. Monitoring and Evaluation will be
undertaken by CPPMU in collaboration with all Directorates and Units.
5.2 Responsibility and Accountability
The overall responsibility of implementing the Strategic Plan will rest with the
Principal Secretary. It is expected however that a result-based monitoring and evaluation framework/mechanism will be developed to provide feedback on
effectiveness of its implementation. The feedback will also indicate the level of achievement of the Ministry performance contract targets.
The accountability practices in the Ministry will be guided by the constitutional
provision on Leadership and Integrity. This will ensure that members of staff are
held accountable to the public for decisions and actions taken by the Ministry in
executing its mandate. In addition, the Ministry shall:
i. Operationalize an anti-corruption policy;
ii. Undertake annual corruption risk assessments;
iii. Develop and implement corruption prevention plans; and
iv. Annually review internal corruption controls.
5.3 Risk Analysis and Critical Assumptions
The successful implementation of the Strategic Plan is based on certain prevailing
conditions and assumptions; hence lack of the same could derail the Ministry
from the charted course. Key to the effective implementation of the Strategic Plan
is sustaining the discipline to execute identified strategies while remaining
focused on the mission.
It is important to identify and mitigate against risks that would hinder plan
implementation or reduce its positive effect. The potential risk factors and events
which would threaten attainment of the Ministry planned objectives have been
identified according to the performance scorecard pillar and through the scanning
57
of the environment to enable preparation of mitigation plans. Table 4 outlines the
various possible risks and their concomitant mitigation measures.
Table 3: Strategic Plan Implementation Risks Assessment and Mitigation
Risk Issue Current Situation
or Vulnerability
Proposed Strategic Actions
Performance
Management
System
weak linkages in
performance
management system
Strengthen linkages between
strategic plan, performance
contract, Departmental and
individual work plan and
Performance Appraisal System
(PAS)
Implementation
and monitoring of
the strategic plan
Poor
implementation and
monitoring of the
strategic plan
Appoint and build the capacity of
the Strategic Plan Implementation
and Review Committee
Administrative
bureaucracy
Delays in the
implementation of
planned activities
Development and Implementation
of the Service delivery charter
Development
partners
conditionalities
Unfavourable
conditionalities of
development
partners
Delays in release of
funds of the planned
activities
Establish a Resource Mobilization
Committee
Negotiate for favourable conditions.
Resource
constraints
Inadequate
resources for the
planned activities
Enhance budget preparation
process within the Ministry
Develop sustainability plans for the
RDAs that are over dependence on
exchequer
Austerity measures Unforeseeable
austerity measures
Review work plans and budgets
accordingly
Succession
management
Low staffing levels
Natural Attrition
Aging workforce
Prepare and implement a
comprehensive Human Resource
plan
Donor dependence Reliance on
Development
Lobby for Government of Kenya
Funds on Development vote
58
Risk Issue Current Situation
or Vulnerability
Proposed Strategic Actions
partners for
development funds
Develop programmes that can be
funded by Government of Kenya
under development vote
Promote Public Private
Partnerships
Insecurity Unsecured access to
the Ministry.
Introduce a secure system for
access and CCTV monitors
Procurement
services
Delays in response
to users’ requests
Align requests to budgetary
provisions Engage Treasury to facilitate
procurement process through IFMIS and additional funding as per procurement plan
Build capacity of staff on the
procurement system Acquire store house
Develop a stores management system
HIV/AIDS Inadequate budgetary allocation
to ACU
Review and implement workplace policy on HIV and AIDS
Increase budgetary allocation to
ACU
Alcohol, Drugs, and Substance Abuse
Lack of budgetary allocations
Review and implement the workplace policy on Alcohol, Drugs, and Substance Abuse
Provide budgetary allocation
Corruption Weak internal control mechanisms
Develop a risk mitigation plan; Sensitise and raise awareness of
staff on corruption risk areas
Work environment Non-conducive work environment
Provide essential office supplies; additional parking and office space
Regular service and maintenance of equipment
59
5.4 Monitoring and Evaluation
5.4.1 Monitoring
Monitoring provides the back-up necessary to ensure that objectives are achieved
and gaps are addressed. Monitoring is a check on whether results produced by
the implemented activity were those forecasted as outputs and whether they were
achieved according to stated performance measurement including timelines. A
Strategic Plan Implementation and Review Committee will be appointed and
tasked to keep track of progress on planned activities, prompting action in case
of delays or gaps on the strategic plan. The Committee will report annually and
advise the Ministry on remedial measures to ensure the strategy remains on
course.
5.4.2 Evaluation
The Strategic Plan will be evaluated during and after implementation to ensure
that it is feasible and produces the intended results. The evaluation will be carried
out using the relevance, efficiency, effectiveness, sustainability and impact
criteria. The relevance criterion seeks to ensure that the Plan is consistent with
the policy priority of the Ministry at all times. The efficiency criterion assesses the
extent to which resources are used optimally, while effectiveness criterion
assesses the extent to which the desired outputs are being achieved.
Sustainability ensures that the Ministry has the capacity to continue with the
implementation of the strategies, while the impact assessment confirms whether
the Strategic Plan is causing any positive intended changes in areas of
cooperation. The Ministry shall observe the following evaluation mechanisms:
1) Annual Ministry’s Performance Evaluation and Reporting.
2) Annual Ministry’s Work-Plan Implementation Review and Reporting.
3) Mid-term impact assessment to inform subsequent plan review and
revision.
4) Final plan evaluation report.
60
Appendix I: ORGANIZATION STRUCTURE FOR THE MINISTRY OF EAST AFRICAN COMMUNITY AND
REGIONAL DEVELOPMENT
Cabinet Secretary
Principal Secretary, State Department for Regional & Northern
Corridor Development
Secretary, Regional Development Coordinator/Secretary, Northern
Corridor Development
Infrastructure
& Energy
Directorate
Northern
Corridor
Projects
Liaison
Directorate
Regional
Planning & Dev.
Directorate
Technical
Services Directorate
Principal Secretary, State Department for East African
Community
Chief Administrative
Secretary
Director
Administration
Director
HRM&D
Regional Political
Integration
Directorate
Secretary, Regional Integration
Regional
Economic
Integration
Directorate
Regional Social
Integration
Directorate
Regional
Productive &
Services
Directorate
Liaison Integration
Directorate
Director
Administration
Director HRM&D
61
Appendix II: Staffing Levels
STATE DEPARTMENT FOR EAST AFRICAN COMMUNITY
S/No Designation Job
Group
Authorized
Establishment
In-post Variance
CABINET SECRETARY’S OFFICE
1. Cabinet Secretary 4 1 1 0
2. Chief Assistant Office Administrator N 0 1 1
3. Assistant Office Administrator II J 0 1 1
4. Senior Driver H 0 1 1
5. Driver I G 0 1 1
6. Cleaning Supervisor IIA F 0 1 1
7. Support Staff Supervisor E 0 1 1
8. Sub Total 1 7 6
CHIEF ADMINISTRATIVE SECRETARY’S OFFICE
1. Chief Administrative Secretary U 1 1 0
2. Principal Assistant Office Administrator N 0 1 1
3. Chief Assistant Office Administrator M 0 1 1
4. Senior Driver G 0 1 1
5. Driver II E 0 1 1
6. Cleaning Supervisor I G 0 1 1
7. Sub Total 1 6 5
PRINCIPAL SECRETARY'S OFFICE
1. Principal Secretary U 1 1 0
2. AD Office Administrative Services P 1 1 0
3. Chief Assistant Office Administrator M 1 0 -1
4. Office Administrative Assistant J 0 1 1
5. Chief Driver H 1 1 0
6. Senior Driver G 1 1 0
7. Cleaning Supervisor I G 1 1 0
8. Cleaning Supervisor IIA F 1 1 0
Sub- Total 7 7 0
INTEGRATION OFFICE
Integration Secretary T 1 0 -1
REGIONAL LIASON INTEGRATION DIRECTORATE
1. Director, Regional Integration S 1 0 -1
2. Deputy Director, Regional Integration R 3 0 -3
3. Senior AD, Regional Integration Q 2 0 -2
4. Ass Dir, Regional Integration P 2 0 -2
5. Chief/Principal Regional Integration Officer M/N 5 0 -5
6. Senior Regional Integration Officer L 1 0 -1
7. Regional Integration Officer I K 2 0 -2
8. Regional Integration Officer II J 2 0 -2
Sub Total 19 0 -19
REGIONAL ECONOMIC INTEGRATION DIRECTORATE
1. Director, Regional Integration S 1 1 0
2. Deputy Director, Regional Integration R 2 1 -1
3. Senior AD, Regional Integration Q 4 2 -2
4. Ass Dir, Regional Integration P 4 1 -3
5. Principal Regional Integration Officer N 4 0 -4
62
6. Chief Regional Integration Officer M 4 0 -4
7. Senior Regional Integration Officer L 2 0 -2
8. Regional Integration Officer I K 2 1 -1
9. Regional Integration Officer II J 2 0 -2
Sub Total 25 6 -19
REGIONAL PRODUCTIVE AND SERVICES INTEGRATION DIRECTORATE
1. Director, Regional Integration S 1 1 0
2. Deputy Director, Regional Integration R 3 1 -2
3. Senior AD, Regional Integration Q 4 3 -1
4. Ass Dir, Regional Integration P 8 3 -5
5. Principal Regional Integration Officer N 4 0 -4
6. Chief Regional Integration Officer M 4 0 -4
7. Senior Regional Integration Officer L 1 0 -1
8. Regional Integration Officer I K 1 0 -1
9. Regional Integration Officer II J 2 0 -2
Sub Total 28 8 -20
REGIONAL POLITICAL INTEGRATION DIRECTORATE
1. Director, Regional Integration S 1 0 -1
2. Deputy Director, Regional Integration R 2 0 -2
3. Senior AD, Regional Integration Q 3 2 -1
4. Ass Dir, Regional Integration P 4 2 -2
5. Principal Regional Integration Officer N 3 0 -3
6. Chief Regional Integration Officer M 2 0 -2
7. Senior Regional Integration Officer L 2 0 -2
8. Regional Integration Officer I K 2 0 -2
9. Regional Integration Officer II J 2 0 -2
Sub Total 21 4 -17
REGIONAL SOCIAL INTEGRATION DIRECTORATE
1. Director, Regional Integration S 1 1 0
2. Deputy Director, Regional Integration R 3 0 -3
3. Senior AD, Regional Integration Q 3 3 0
4. Ass Dir, Regional Integration P 6 1 -5
5. Principal Regional Integration Officer N 4 1 -3
6. Chief Regional Integration Officer M 4 0 -4
7. Senior Regional Integration Officer L 4 0 -4
8. Regional Integration Officer II J 2 0 -2
Sub Total 27 6 -21
LEGAL
1. Senior Principal State Counsel Q 1 0 -1
2. Principal State Counsel P 0 1 1
3. State Counsel 1 M 0 1 1
Sub Total 1 2 1
ADMINISTRATION
1. Director of Administration S 1 0 -1
2. Deputy Secretary Q 1 2 0
3. Under Secretary P 2 1 0
4. Senior Asst. Secretary N 1 0 -1
5. Asst. Secretary I/II/III J/K/L 1 0 -1
Sub Total
6 3 -3
63
SECRETARIAL SERVICES
1. AD Office Administrative Services P 1 0 -1
2. Principal Assistant Office Administrator N 4 2 -2
3. Chief Assistant Office Administrator M 6 5 -1
4. Senior Assistant Office Administrator L 2 12 10
5. Assistant Office Administrator I K 4 10 6
6. Assistant Office Administrator II J 4 1 -3
7. Assistant Office Administrator III H 3 0 -3
8. Office Administrative Assistant I J 2 3 2
9. Office Administrative Assistant II H 2 0 -2
10. Office Administrative Assistant III G 3 1 -2
Sub Total 31 34 3
CLERICAL OFFICERS
1. Chief Clerical Officer J 2 2 0
2. Senior Clerical Officer H 3 6 3
3. Clerical Officer I G 4 3 -1
4. Clerical Officer II F 3 0 -3
Sub Total 12 11 -1
DRIVERS
1. Principal Drivers J 1 1 0
2. Chief Driver H 3 1 -2
3. Senior Driver G 3 4 1
4. Drivers I/II E/F 3 6 3
5. Drivers III D 4 0 -4
Sub Total 14 12 -2
SECURITY
1. Security Officer J 1 1 0
2. Security Warden G 1 0 -1
3. Security Warden I/II F/E 3 0 -3
Sub Total 5 1 -4
LIBRARIANS
1. Principal Librarian N 1 1 0
2. Chief Librarian M 1 1 0
3. Librarian I K 1 0 -1
4. Library Assistant II H 1 0 -1
Sub Total 4 2 -2
RECEPTIONISTS
1. Receptionist II G 1 1 0
2. Receptionist III E/F 1 0 -1
Sub Total 2 1 -1
SUPPORT STAFF
1. Cleaning Supervisor I G 5 6 1
2. Cleaning Supervisor IIB / IIA E/F 7 5 -2
3. Senior Support Staff B/C/D 2 0 -2
Sub Total 14 11 -3
TELEPHONE SERVICES
1. Chief Telephone Supervisor M 1 0 -1
2. Senior Telephone Supervisor L 1 0 -1
64
3. Telephone Supervisor I K 1 1 0
4. Telephone Supervisor II J 1 0 -1
5. Senior Telephone Operator H 1 3 2
6. Telephone Operator II F 1 0 -1
7. Telephone Operator I G 1 0 -1
Sub Total 7 4 -3
HUMAN RESOURCE MANAGEMENT AND DEVELOPMENT
1. Director HRM&D S 1 1 0
2. Senior Assistant Director HRM&D Q 1 0 -1
3. Assistant Director HRM&D P 1 0 -1
4. Principal HRM/D Officer N 2 0 -2
5. Chief HRM/D Officer M 2 1 -1
6. Human Resource Management Officer I K 1 3 2
7. Human Resource Management Officer II J 1 1 0
8. Human Resource Management Assistant I K 1 2 1
9. Human Resource Management Assistant III H 1 0 -1
Sub Total 11 8 -3
RECORDS MANAGEMENT
1. Assistant Director/Records Management P 1 0 -1
2. Principal Records Management Officer N 1 0 -1
3. Chief Records Management Officer M 2 1 -1
4. Senior Records Management Officer L 2 0 -2
5. Records Management Officer I K 1 1 0
6. Records Management Officer II J 1 1 0
7. Records Management Officer III H 1 0 -1
Sub Total 9 3 -6
FINANCE
1. Chief Finance Officer R 0 1 1
2. Deputy Chief Finance Officer Q 1 0 -1
3. Senior / Principal Finance Officer M/N 1 0 -1
4. Finance Officer I K 0 2 2
5. Finance Officer II J 0 3 3
Sub Total 2 6 4
ACCOUNTANTS
1. Senior Asst. Accountant General Q 1 1 0
2. Asst. Accountant General P 0 1 1
3. Principal Accountant N 1 1 0
4. Chief Accountant M 1 0 -1
5. Senior Accountant L 2 2 0
6. Accountant I K 2 2 0
7. Accountant II/I J 3 2 -1
Sub Total 10 9 -1
SUPPLY CHAIN MANAGEMENT
1. SAD, Supply Chain Management Officer Q 1 0 -1
2. Chief Supply Chain Management Officer M 1 0 -1
3. Senior Supply Chain Management
Assistant/Officer
L 1 0 -1
65
4. Supply Chain Management Officer I K 1 1 0
5. Supply Chain Management Officer II J 1 3 2
6. Supply Chain Management Assistant IV/III G/H 2 4 2
Sub Total 7 8 1
CENTRAL PROJECT PLANNING AND MONITORING UNIT
1. Chief Economist R 1 0 -1
2. Deputy Chief Economist Q 0 1 1
3. Principal Economist P 0 1 1
4. Senior Economist II/I M/N 1 1 0
5. Economist I L 1 0 -1
6. Economist II K 1 0 -1
Sub Total 4 3 -1
PUBLIC COMMUNICATIONS
1. Assistant Director, Public Communication P 1 0 -1
2. Principal Information Communication Officer N 0 1 1
3. Chief Information Communication Officer M 1 1 0
4. Technical Officer / Cameraman/Photographer III H 1 0 -1
Sub Total 3 2 -1
INFORMATION COMMUNICATION TECHNOLOGY
1. Senior Assistant Director ICT Q 1 1 0
2. Assistant Director ICT P 1 0 -1
3. Chief /Principal ICT Officer M/N 1 0 -1
4. Senior ICT Officer L 0 2 2
5. Information Communication Technology Officer I K 1 1 0
6. Information Communication Technology Officer III H 1 1 0
Sub Total 5 5 0
GRAND TOTAL 274 169 -105
STATE DEPARTMENT FOR REGIONAL AND NORTHERN CORRIDOR
DEVELOPMENT
S/No Designation Job
Group
Proposed
Establishment
In-Post Variance
PRINCIPAL SECRETARY'S OFFICE
1. Principal Secretary U 1 0 -1
2. Assistant Director, Office
Administrative Services
P 1 0 -1
3. Senior Office Administrator L 1 0 -1
4. Drivers D/E/F/G/
H
2 0 -2
5. Support staff D/E/F/G 2 0 -2
Sub Total 7 0 -7
NORTHERN CORRIDOR DEVELOPMENT
1. Coordinator, Northern Corridor U 1 1 0
2. Coordinator/Secretary, Northern
Corridor
T 1 0 -1
3. Director S 2 0 -2
4. Deputy Director R 2 0 -2
5. Senior Assistant Director Q 2 0 -2
66
6. Assistant Director P 4 0 -4
7. Principal Officer, Northern Corridor N 2 0 -2
8. Chief Officer, Northern Corridor M 2 0 -2
9. Senior Officer, Northern Corridor L 2 0 -2
10. Officer II/I, Northern Corridor J/K 2 0 -2
11. Principal Office Administrator N 1 0 -1
12. Senior Office Administrator M 2 0 -2
13. Office Administrative Assistant HJK 2 1 -1
14. Driver III/II/I/Snr./Chief D/E/F/G/
H
2 1 -1
15. Support staff D/E/F/G 3 1 -2
Sub Total 29 4 -25
REGIONAL DEVELOPMENT
1. Secretary, Regional Development T 1 0 -1
2. Director, Regional Development S 2 0 -2
3. Deputy Director, Regional
Development
R 4 1 -3
4. Senior Assistant Director, Regional
Development
Q 6 0 -6
5. Assistant Director, Regional
Development
P 6 1 -5
6. Chief /Principal Regional
Development Officer
M/N 6 1 -5
7. Regional Development Officer
II/I/Senior
J/K/L 10 0 -10
8. Principal Office Administrator N 1 0 -1
9. Chief Office Administrator M 2 0 -2
10. Assistant Office Administrator
Assistant III/II
H/J/K 2 0 -2
11. Support staff D/E/F/G 5 0 -5
Sub Total 45 3 -42
ADMINISTRATION
1. Director of Administration S 1 0 -1
2. Deputy Secretary Q 1 0 -1
3. Under Secretary P 1 0 -1
4. Senior Assistant Secretary N 1 0 -1
5. Assistant Secretary II/I L/M 1 0 -1
6. Assistant Secretary Cadet/III J/K 1 0 -1
7. Office Administrative Assistant M 1 0 -1
8. Office Administrative Assistant L 1 0 -1
9. Support staff D/E/F/G 2 0 -2
10. Drivers III/II/I/Snr./Chief D/E/F/G/
H
10 0 -10
Sub Total 22 0 -20
HUMAN RESOURCE MANAGEMENT AND DEVELOPMENT
1. Director HRM/D S 1 0 -1
2. SAD HRM/D Q 1 0 -1
3. Principal HRM/D Officer N 1 0 -1
4. Chief HRM/D Officer M 1 0 -1
5. Chief HRM/D Assistant M 1 0 -1
67
6. Senior HRM/D Officer L 1 0 -1
7. Human Management &
Development Officers
J/K 1 0 -1
8. Human Management &
Development Assistant
H/J 1 0 -1
9. Chief Office Administrative
Assistant
M 1 0 -1
10. Senior Office Administrative Officer K/L 1 0 -1
11. Clerical Officer II/I/Snr/
Chief/Principal
F/G/H/J/
K
3 1 -2
12. Support staff D/E/F/G/ 2 0 -2
Sub Total 15 1 -14
ACCOUNTS UNIT
1. Deputy Accountant General R 1 0 -1
2. Assistant Accountant General/Senior
Assistant Accountant General
P 1 0 -1
3. Chief Accountant M 1 0 -1
4. Senior Accountant L 2 0 -2
5. Accountant I&II J/K 4 0 -4
6. Senior Office Administrative
Assistant
L 1 0 -1
7. Support staff D/E/F/G/ 1 0 -1
Sub Total 11 0 -11
SUPPLY CHAIN MANAGEMENT
1. Senior Assistant Director, Supplies
Chain management
Q 1 0 -1
2. Principal Supplies Chain
Management officer
N 1 0 -1
3. Chief Supplies Chain Management
officer
M 1 0 -1
4. Senior Supplies Chain Management
officer
L 2 0 -2
5. Supplies Chain Management officer
II/1
J/K 2 0 -2
6. Supplies Chain Management
Assistant II/I/Snr
G/H/J/K 2 0 -2
7. Office Administrative Assistant K 1 1 0
8. Support staff D/E/F/G 1 1 0
Sub Total 11 2 -9
CENTRAL PLANNING UNIT
1. Chief Economist/Statistician R 1 0 -1
2. Principal Economist/ Statistician P 1 0 -1
3. Senior Economist/ Statistician II M 1 0 -1
4. Economist /Statistician II/I K/L 1 0 -1
5. Senior Office Administrative Officer L 1 0 -1
6. Support staff D/E/F/G 1 0 -1
Sub Total 6 0 -6
FINANCE
1. Chief Finance Officer R 1 0 -1
68
2. Senior Principal Finance officer P 1 0 -1
3. Principal Finance officer N 0 1 1
4. Senior Finance Officer M 1 0 -1
5. Finance Officer I L 1 0 -1
6. Finance III/II J/K 2 2 0
7. Senior Office Administrative Officer L 1 0 -1
8. Support Staff D/E/F/G 1 0 -1
Sub Total 8 3 -5
INFORMATION COMMUNICATION TECHNOLOGY (ICT)
1. Assistant Director ICT P 1 0 -1
2. Chief ICT Officer M 1 0 -1
3. Senior ICT Officer L 1 0 -1
4. ICT Officer II/I J/K 2 0 -2
5. ICT Officer III H 1 0 -1
Sub Total 6 0 -6
PUBLIC COMMUNICATION
1. Assistant Director Public
Communication
P 1 0 -1
2. Chief Public Communications
Officer
M 1 0 -1
3. Technical Officer (Camera Man/
Photographer) III/II/I
H/J/k 1 0 -1
Sub Total 3 0 -3
RECORDS MANAGEMENT UNIT
1. Principal Records Management
Officer
N 1 0 -1
2. Senior Records Management Officer L 1 0 -1
3. Records Management Officer III/II/I H/J/K 1 0 -1
4. Clerical Officer II/I/Snr/ Chief F/G/H/J 2 0 -2
5. Support Staff D/E/F/G 1 0 -1
Sub Total 6 0 -6
TELEPHONE SERVICES
1. Telephone Supervisor II J 1 0 -1
2. Telephone Operator II/I/Snr F/G/H 2 0 -2
Sub Total 3 0 -3
LIBRARY
1. Chief Librarian M 1 0 -1
2. Librarian/Snr K/L 1 0 -1
Sub Total 2 0 -2
STATE COUNSEL
1. Principal State Counsel / Senior
State Counsel
P 1 0 -1
2. State Counsel L/M 1 0 -1
Sub Total 2 0 -2
INTERNAL AUDIT
1. Chief Internal Auditor M 1 0 -1
2. Internal Audit II/I J/K 2 0 -2
Sub Total 3 0 -3
RECEPTIONISTS
1. Receptionist Assistant I H 1 0 -1
69
2. Receptionist Assistant II/II G 1 0 -1
Sub Total 2 0 -2
SECURITY OFFICER
1. Security Officer III/II H/J 2 0 -2
Sub Total 2 0 -2
GRAND TOTAL 175 13 162
