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REPUBLIC OF KENYA
MINISTRY OF INDUSTRY, TRADE AND COOPERATIVES
STATE DEPARTMENT FOR TRADE
STRATEGIC PLAN
2018-2023
i
FOREWORD
The promulgation of the Constitution of Kenya in 2010 brought substantial changes in
governance of the country by introducing a two tier Government with separate and
distinct roles but inter-dependent upon each other. Though the Constitution assigned
clear roles and activities to both the National and County Governments, these roles
were to be discharged under the framework of collaboration and cooperation. It is in
this spirit that this Strategic Plan has been developed.
This Strategic Plan covers the period 2018/19 – 2022/23 and is aimed at offering a
roadmap which establishes a strategic framework towards effective service delivery
and discharge of the mandate of the State Department for Trade. The Strategic Plan
has been subjected to both internal and external stakeholders, and their views
incorporated in the final document. The plan is anchored on the Kenya Vision 2030
that envisages attainment of a newly industrialized, middle income status with a high
quality of life to her citizens. The Strategic Plan has also been developed in full
cognizance of the Government’s priority development agenda as envisioned under the
Big Four Agenda: Enhancing Manufacturing; Food security and Nutrition; universal
health care coverage and affordable housing.
This Strategic Plan comes at a time when the trade sector is experiencing slow growth
in value and volume of exports at the regional and global market. Kenya’s exports to
the world made up of predominantly raw or semi-processed agricultural products
continue to face low and fluctuating prices. Moreover, they are exposed to a number
of access limitations in the form of Non-Tariff Barriers as well as stringent Sanitary
and Phyto-Sanitary (SPS) measures. On the Domestic front, the country is today
confronted by the dangers of influx of counterfeited and sub-standard goods which has
constrained production and threatened the survival of local industries. The exposure to
stiff and unfair competition has resulted in loss of market share and jobs for our
citizens.
It is against this background that this Strategic Plan seeks to underpin our collective
desire and commitment to work closely with other state and private actors in
addressing the above challenges. To successfully implement this Plan, the State
Department and indeed the entire Ministry leadership wish to reach out to internal and
external stakeholders to support the Ministry’s initiatives, programmes and activities.
On our part as a Ministry, we shall continue to rededicate our energy and focus on
delivery of better and quality service, strive to fulfill the aspirations of the country’s
development goals as envisioned in the Kenya Vision 2030 and the Big Four Agenda
and midwife a vibrant and competitive trade sector as propagated by the National
Trade Policy.
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I wish to acknowledge the role played by Dr. Chris Kiptoo, Principal Secretary – State
Department for Trade before and during the preparation of this Strategic Plan. I
equally appreciate the role played by senior staff and other members of staff.
Finally, I wish to remind us all, that the Trade sector is very dynamic and is prone to
rapid economic, social and technological changes. This, therefore, calls for constant
assessment and re-evaluations to ensure that we keep pace with the changing
environment, social and economic tastes and preferences as well as the dictates of
technology. I am convinced that the successful implementation of this Strategic Plan
will elevate the country’s trade performance higher at the regional and global arena.
Hon. Peter Munya, MGH
Cabinet Secretary
Ministry of Industry, Trade and Cooperatives
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PREFACE
This Strategic Plan gives a coordinated and integrated approach in executing the
mandate of the State Department for Trade. It envisages coordinating and aligning all
strategies, programmes and activities of the Department and Agencies under the State
Department towards achieving significant contribution by the trade sector in the
country’s overall economy. In this plan, emphasis is placed on trade promotion and
development as well as creating an enabling environment for domestic and export
trade to thrive.
In order to achieve the desired results, this document sequences and links the
Integrated National Export Development and Promotion Strategy (INEDPS), the
National AGOA Strategy, National Trade Policy and Strategic Plans of the Agencies
into four Key Result Areas namely: Facilitate the growth in value of exports by 25%
annually; Facilitate the growth in value of domestic trade value by 25% by 2022;
Effective Leadership and Good Governance and strengthen institutional capacity for
service delivery. In summary, the Plan articulates one shared Vision, Mission, Core
Values, Strategic Objectives, Strategies and the Resource requirement to realize
effective and full implementation of the plan for the period 2018/19 -2022/23. The
Plan also recognizes the strengths and opportunities for optimum exploitation of the
sector’s potential. Equally, it identifies weaknesses and threats that can be turned into
opportunities.
The realization of this strategic plan presumes that the following critical success
factors will prevail: Predictable and certain international environment for trading;
continuous engagement and support from the County Governments, the Private Sector
and development partners; Enhanced feedback mechanism from stakeholders to
address bottlenecks encountered during implementation; Timely release of the
exchequer and political goodwill. Imperatively, ways of raising additional financial
resources have been identified to fully support implementation of this plan.
The development of this Strategy involved high-level review and consultations with
stakeholders in the sector, Departments and Agencies to ensure that the aspirations of
all players in the Trade Sector are incorporated in the Plan. I wish to take this
opportunity to thank and commend all staff who dedicated their time to ensure
successful completion of this Strategic Plan.
Dr. Chris Kiptoo, CBS
Principal Secretary
State Department for Trade
Ministry of Industry, Trade and Cooperatives
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Table of Contents
FOREWORD .............................................................................................................................................. i
PREFACE ................................................................................................................................................. iii
List of Tables ........................................................................................................................................... v
List of Figures ......................................................................................................................................... vi
DEFINITION OF TERMS .......................................................................................................................... vii
ACRONYMS AND ABBREVIATIONS ....................................................................................................... viii
EXECUTIVE SUMMARY ............................................................................................................................ x
CHAPTER ONE: INTRODUCTION .............................................................................................................. 1
1.0 Overview ....................................................................................................................................... 1
1.1 Background ................................................................................................................................... 1
1.2 Mandate ........................................................................................................................................ 1
1.3 Global, Regional and National Development Challenges ............................................................. 2
1.3.1 Global and Regional Challenges ............................................................................................. 2
1.3.2 National Challenges ............................................................................................................... 4
1.4 Role of the State Department in National and International Development Agenda ................... 6
CHAPTER TWO: SITUATION ANALYSIS .................................................................................................... 8
2.0 Overview ....................................................................................................................................... 8
2.1 Review of the previous Strategic Plan implementation ............................................................... 8
2.1.1 Milestones/Key Achievements .............................................................................................. 9
2.1.2 Challenges Faced During the implementation of previous strategic Plan ........................... 14
2.1.3 Lessons Learnt ...................................................................................................................... 15
2.2 Environmental Scan .............................................................................................................. 16
2.2.1 Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis and .................. 16
2.2.2 Political, Economic, Social, Technological, Environmental, Legal (PESTEL ANALYSIS) ......... 18
2.2.3 Stakeholders’ analysis .......................................................................................................... 21
CHAPTER THREE - STRATEGIC MODEL .................................................................................................. 23
3.0 Overview ............................................................................................................................... 23
3.1 Vision, Mission and Core values............................................................................................ 23
3.2 State Department Key Result Areas ............................................................................................ 24
3.3 Key Result Areas, Strategic Objectives and Strategies .......................................................... 24
CHAPTER 4: IMPLEMENTATION AND CORDNATION FRAMEWORK ...................................................... 28
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4.0 Overview ..................................................................................................................................... 28
4.1 Structure of the organization ...................................................................................................... 28
4.1.1 Departments and units ........................................................................................................ 28
4.1.2 Organization Structure ......................................................................................................... 28
4.2. Staff Establishment .................................................................................................................... 31
4.2.1 Staff Establishment (cadre, establishment, in post and variance analysis) ......................... 31
4.2.2 Human resource development strategies ........................................................................... 34
4.3 FINANCIAL RESOURCES ............................................................................................................... 34
4.3.1 Finance Resources Requirement by Key Result Area (KRAs) per Financial Year ................. 34
4.3.1 Resource Gaps. ..................................................................................................................... 36
4.3.3 Mobilization Strategies ........................................................................................................ 37
4.3 Risk Analysis and Mitigation Measures ....................................................................................... 38
5.0 Overview ..................................................................................................................................... 40
5.1 Institutional Framework and Frequency of Monitoring and Reporting ..................................... 40
5.2 Mid-Term and End-Term Evaluation and Reporting. .................................................................. 43
5.3 Mid-Term and End-Term Review of the Strategic Plan. ............................................................. 43
APPENDIX .............................................................................................................................................. 45
Annex I: Implementation Matrix ....................................................................................................... 45
List of Tables
Table 2. 1: SELECTED INDICATORS FOR DOMESTIC TRADE...................................... 11
Table 2. 2: Trends in Exports and Imports (Kshs. billions) ..................................................... 11
Table 2. 3: Trade with EAC (Ksh. Billion) .............................................................................. 12
Table 2. 4: Trade with COMESA (Ksh. Billions) ................................................................... 13
Table 2. 5: Trade with EU (Ksh. Billions) ............................................................................... 13
Table 2. 6: Exports by Destination (Ksh. Millions) 2013-2017 .............................................. 13
Table 2.2. 1 Strengths and Weaknesses ................................................................................... 16 Table 2.2. 2 Opportunities and Threats .................................................................................... 17 Table 2.2. 3: PESTEL Analysis ............................................................................................... 18
Table 2.2. 4: Stakeholder Analysis .......................................................................................... 21
Table 3. 1: Key Result Areas, Strategic Objectives and Strategies ......................................... 25
Table 4. 1:Shows the distribution of staff in the various departments..................................... 31 Table 4. 2: Finance Resources Requirement by Key Result Areas (KRAs)per Financial Year
.................................................................................................................................................. 35
Table 4. 3: Resource Gaps ....................................................................................................... 37
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Table 4. 4: The table below summaries the risks, category and mitigation measures ............. 38
List of Figures
Figure 4. 1: The current organogram is provided below: ........................................................ 29
Figure 4. 2: Proposed Organisation Structure .......................................................................... 30
Figure 5. 1: Implementation Structure of Monitoring and Evaluation .................................... 41
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DEFINITION OF TERMS
Outcome: Measures the intermediate results generated relative to the objective of the
intervention. It describes the actual change in conditions/situation as a result of an
intervention output(s) such as changed practices as a result of a programme or project.
Output: Immediate result(s) from conducting an activity i.e. goods and services produced.
Performance Indicator: A measurement that evaluates the success of an organization or of a
particular activity (such as projects, programmes, products and other initiatives) in which it
engages.
Programme: A grouping of similar projects and/or services performed by a Ministry or
Department to achieve a specific objective; The Programmes must be mapped to strategic
objectives.
Project: A project is a set of coordinated activities implemented to meet specific objectives
within defined time, cost and performance parameters. Projects aimed at achieving a common
goal form a programme.
Domestic Trade: This encompasses wholesale trade, distribution, retail trade and informal
trade while also entailing the sale and distribution of goods within the 47 Counties in Kenya.
International Trade: This describes the trade between Kenya and the rest of the world.
Wholesale Trade: The sale of goods or merchandise to retailers, industrial, commercial,
institutional or other professional business users or to other wholesalers and related
subordinate services. The yardstick to determine whether the sale is wholesale or not is the
type of customers to whom the sale is made and not the size and volume of sales. Wholesale
trading includes resale, processing and thereafter sale, bulk imports with ex-port/ex-bonded
warehouse business sales and ‘Business to Business’ (B2B) e-Commerce.
Distribution Trade: This refers to the trade of goods and services that is undertaken by a
company or an individual on behalf of company that produces the goods or services that are
the subject of sale through a distributorship agreement.
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ACRONYMS AND ABBREVIATIONS
ACA - Anti-Counterfeit Authority
AfCFTA - African Continental Free Trade Area
AGOA - African Growth and Opportunity Act
AG - Attorney General
AU - African Union
BMO’s - Business Membership Organizations
CET - Common External Tariff
COMESA - Common Markets of Eastern and Southern Africa regions.
CPPMU - Central Planning and Project Monitoring Unit
DIT - Department of Internal Trade
DET - Department of External Trade
EAC - East African Community
EPA - European Partnership Agreement
EPC - Export Promotion Council
E-PROMIS - Electronic Project Monitoring Information System
EU - European Union
EDF - Export Development Fund
FDI - Foreign Direct Investment
GDP - Gross Domestic Product
HIV/AIDS - Human Immuno-Deficiency Virus/Acquired Immuno-
Deficiency Syndrome
ICT - Information Communication Technology
IGAD - Inter-Governmental Authority
IPR - Intellectual Property Rights
ISO - International Standards Organization
INEDPS - Integrated National Export Development and Promotion
Strategy
JTC - Joint Technical Committee
KETRA - Kenya Trade Remedies Agency
JICA - Japanese International Corporation Association
KOMEX - Kenya Commodities Exchange
KAM - Kenya Association of Manufacturers
KEBS - Kenya Bureau of Standards
KEPSA - Kenya Private Sector Alliance
KIBT - Kenya Institute of Business Training
KNCC&I - Kenya National Chamber of Commerce & Industry
KNTC - Kenya National Trading Corporation
KPA - Kenya Ports Authority
KRA - Kenya Revenue Authority
KRA’s - Key Result Areas
KECOPAC - Kenya Consumer Protection Advisory Committee
LDCs - Least Developed Countries
MHRAMAC - Ministerial Human Resource Advisory Committee
MoITC - Ministry of Industry, Trade and Cooperatives
MDA’s - Ministries Departments and Agencies
MDG - Millennium Development Goals
M& E - Monitoring and Evaluation
MFN - Most Favoured Nation
MoU - Memorandum of Understanding
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MSPS - Ministry Staff Performance System
MSMEs - Micro-Small and Medium Enterprises
MTP - Medium Term Plan
NTP - National Trade Policy
NTB’S - Non Tariff Barriers
NIMES - National Integrated Monitoring and Evaluation System
ROO - Rules of Origin
R&D - Research and Development
SAGA - Semi Autonomous Government Agency
SDG’s - Sustainable Development Goals
PSC - Public Service Commission
PS - Principal Secretary.
PESTEL - Political, Economic, Social, Technological, Environmental and
Legal
SOLAS - Safety of Life at Seas
SAPs - Structural Adjustment Programmes
SPS - Sanitary and Phyto – Sanitary Measures
SWOT - Strength Weaknesses Opportunities and Threats
SME’s - Small and Medium Enterprises
SIDA - Swedish International Development Agency
SLO - State Law Office
TBT’s - Technical Barriers to Trade
UNCTAD - United Nations Conference on Trade and Development
VAT - Value Added Tax
WTO - World Trade Organization
W & M - Weights and Measures
x
EXECUTIVE SUMMARY
This Strategic Plan (2018-2023) re-defines the shared Vision, Mission, core functions, policy
priorities, strategic objectives, human resource structure and resource requirements of the
State Department for Trade based on its mandate and the prevailing socio-economic
environment. In addition, it identifies the necessary strategies that will be undertaken to
ensure that the Third Medium Term Plan (MTP III) objectives for the Trade sector are
achieved in furtherance of the attainment of the Sustainable Development Goals (SDGs) and
Africa Agenda 2063. The Plan is divided into five (5) chapters.
Chapter one outlines a brief history and mandate of the State Department for Trade, as per the
Executive Order No. 1 of June 2018, on the Organization of the Government of The Republic
of Kenya. It also highlights the challenges facing the Trade Sector at the National, Regional
and Global level and the role of the State Department in the National Development Agenda.
The mandate for the State Department broadly entails development and promotion of trade,
trade negotiation and market access as well as ensuring Fair Trade Practices and Consumer
Protection.
Chapter two presents a critical review of the key achievements, challenges and lessons learnt
during the period 2012-2017. It also provides the SWOT and PESTEL analyses of the State
Department. The key achievements include a 54.6% increase in the value wholesale and
retail trade, 18.2% increase in value of exports, improvement in the Ease of Doing
Business ranking from position 129 in 2012 to position 61 in 2018. The State
Department also facilitated the approval of bulk flow meter at the new jetty at Kisumu
for faster and safer fuel movement within East African Community and the Great
Lakes Region.
Chapter three gives a highlight of the framework for the operations of the State Department,
Vision, Mission and Core Values. It elaborates the Key Result Areas, strategic objectives
and strategies in relation to its focal areas and linkages to Third Medium-Term Plan and the
SDGs. The Key Result Areas identified are focused towards achieving 20% annual growth in
exports, 25% growth in value of Domestic trade by 2022 and Effective Leadership and
Good Governance
Chapter four outlines the organization structure, staff establishment and financial resource
requirements, risk analysis and mitigation measures. It also identifies annual targets included
in the performance contract of the State Department for Trade. The State Department requires
Kshs.19, 549.15 Million to fully implement this strategy. A significant amount will be
sourced from the Government and the deficit will be mobilized from Development Partners
and engagement with the Private Sector through Private Public Partnerships.
Chapter five outlines the Monitoring and Evaluation framework for this Strategic Plan. It
gives main indicators to be monitored and evaluated using the National Integrated
Monitoring and Evaluation System (NIMES) and E-PROMIS. The Chapter also provides for
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mid-term and end-term evaluation to assess the relevance, effectiveness, efficiency,
sustainability, outcomes and impacts of the Key Result Areas (KRAs).
1
CHAPTER ONE: INTRODUCTION
1.0 Overview
This chapter provides a brief history and mandate of the State Department for Trade,
as per the Executive Order No. 1 of June 2018, on the organization of the Government
of The Republic of Kenya and the challenges facing the Trade Sector at the National,
Regional and Global level and the role of the State Department in the National
Development Agenda.
1.1 Background
The Constitution of Kenya provides for a two tier Government: the National
Government and the County Government. On development and promotion of Trade,
the Constitution has mandated the National Government to develop Trade related
policies while County Governments are responsible for trade development and
regulation including: development of markets, enforcing fair trading practices, trade
licensing, promoting cooperative societies and local tourism. The constitution
stipulates for collaboration between the National and County Governments in
implementation of their programmes. Article 189 obligates each level of Government
to assist, support and consult as appropriate in implementing the legislations of other
levels of government. In the trade sector, this collaboration takes the form of
information sharing, consultation and coordination on policy formulation and capacity
building.
The State Department for Trade is mandated to facilitate trade development and
promotion. In the past, various trade-related policies were implemented ranging from
protection of domestic industries, control and regulation of Trade development
activities, enforcement of Import /Export Essential Supplies Act, Cap502 and Trade
Licensing Act Cap 497. The advent of Structural Adjustment Programme (SAPs)
culminated into several reforms which resulted in the country joining the World Trade
Organization (WTO) which advocates for liberalization of markets. Currently trade
development is driven by the National Trade Policy which advocates for transforming
the country into a competitive export-led and efficient domestic Economy.
1.2 Mandate
The State Department for Trade was established through the Executive Order No. 1 of
2018 and is mandated to execute the following functions:
i. Trade Policy;
ii. Exports Policy;
iii. Trade Negotiations and Advisory Services;
iv. Liaising and Coordinating with UNCTAD and WTO on Trade Matters;
v. Enforcement of International Trade Laws, Negotiations and Agreements;
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vi. Coordination of Multi-Agency Task Force on the Elimination of Illicit Trade and
Counterfeits;
vii. Liaison with International Trade bodies for Development;
viii. To combat Counterfeiting, Trade and other Dealings in Counterfeit Goods;
ix. Facilitate and Enhance the Ease of Doing Business in Kenya;
x. Oversight, Administration and Enforcement of the Local Content Policy;
xi. Promotion and Regulation of the Wholesale and Retail Trade;
xii. Promotion of Fair Trade Practices and Consumer Protection; and
xiii. Entrepreneurship and Management Training.
1.3 Global, Regional and National Development Challenges
1.3.1 Global and Regional Challenges
Kenya subscribes to the multilateral trading system and has ratified several bilateral
and regional preferential market access agreements. Despite this, the country’s export
performance in the international trade arena continues to face several constraints and
challenges that have limited her full exploitation of market opportunities in the global
market.
i. Market Access limitations
Kenya’s export to the world is made up of predominantly agricultural products which
are semi-processed or raw in nature. These products face low and fluctuating prices.
They are also exposed to a number of access limitations in form of Non-tariff Barriers
to Trade (NTBs) and are more often subjected to stringent Sanitary and Phyto-
Sanitary (SPS) measures which have restricted access into the global market
especially in the developed countries. This has contributed to Kenya’s dismal global
market share.
ii. Stiff Competition
Liberalization has exposed the domestic market to stiff and un-balanced competition
from the developed countries. Superiority in use of advanced technology and ability to
subsidize production in the developed countries have given these countries a
competitive edge over developing countries and Least Developed Countries (LDCs).
Kenyan products therefore have continued to face stiff and unbalanced competition in
the global market making our share of the market low.
According to WTO, Kenya commands a meager 0.03% of the global market with the
major export market being the Europe where Netherlands, Great Britain, Germany and
Italy take the bulk of the exports to the European market. Forty percent (40%) of
Kenya’s exports is in primary form while 60% is value added and exported mainly to
the regional markets. Kenya’s export basket comprises few products with top 10 and
3
20 accounting for 59% and 77% of export value respectively, hence the need for
export products diversification & enlargement.
iii. Inadequate capacity to enforce Trade Remedies
Globalisation (liberalisation) and the ensuing inflow of cheap goods is posing a great
challenge to the survival of the local industry. Due to inadequate trade remedy
mechanisms, among other factors locally produced goods and services are unable to
compete effectively.
iv. Low value addition on export products
The Trading in semi-processed products such as tea and coffee which fetch low
international prices has resulted into low returns from these goods and exportation of
jobs abroad. Over 80% of the values of top 10 export products in 2017 were
agricultural commodities. This puts the country at a disadvantage since such products
are susceptible to low and fluctuating prices.
v. Fluctuation of foreign exchange rates and international currency
Volatility in the exchange rates of major international currencies has larger
implications for not only the international monetary system but also on coordination
of monetary, fiscal and exchange rates policies. Volatility of these currencies results
into adverse effect on economies of developing countries which in turn triggers the
desire for higher levels of foreign exchange reserves to mitigate against limited access
to external borrowing to finance current account deficits. To offset the resultant effect
of short-term speculative capital movement generated by instability in major currency
markets, countries may be forced to take the easier option of intervening in the
exchange market hence exposing these economies to even greater externally generated
risks.
vi. Increasing tendencies of protectionism
World Trade Organization (WTO) requirements obligate member countries to
progressively open their domestic markets and desist from introducing access
restrictions. Despite this requirement, countries have tended to adopt trade restricting
policies that shield their market from international competition. This is more common
with developed countries who continue to impose high SPS and TBT standards to
prevent goods from developing Countries like Kenya accessing their markets.
vii. Tariff peaks and escalations
Developed countries have continued to apply high tariff and tariff escalations on
value-added products originating from developing countries for purposes of restricting
exports of developing countries into their market. This practice protects domestic
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industries of importing countries while discouraging value- addition in developing
countries.
viii. Prevalence of NTBs
Cumbersome and numerous custom documentations and administrative procedures,
non-recognition of Certificate of Origin(CoO) and varying standard requirements,
delays at borders and non-harmonized transit charges and procedures are some of the
NTBs that have greatly hampered trade within the EAC and COMESA. Kenyan goods
and services continue to face tariff and non-tariff barriers in foreign markets
hampering export trade. As tariffs come down through trade liberalization, countries
are increasingly using Non-Tariff Barriers and Technical Barriers to Trade which
hinder Kenya’s penetration to export market and reduced our market share.
ix. Membership to multiple regional trading arrangements
Kenya is a member of the EAC Customs Union, COMESA Free Trade Area, and
IGAD among others. The CET, Rules of Origin (RoO) and border measures such as
axle-load and transport insurance requirements in these blocks are not uniform. This
poses a challenge to the business community in complying with these different RoO
and border measures. The Country faces the challenge of dealing with unfair
competition that is posed by the flow of exports through another partner state which
belong to another trading bloc when the Rules of Origin are not strictly enforced.
1.3.2 National Challenges
i. Weak National Coordination Framework for inter-county Trade
Development
The Constitution of Kenya devolved the mandate of domestic trade development and
promotion to the County Governments leaving policy development and
implementation as a function of National Government. In order to create harmony and
synchronize the process of policy making at the national level and that of
implementation at the county level, the Constitution provided for a collaborative and
cooperative approach. This provision notwithstanding, there still exists no proper
Coordination Framework between the two levels of government neither is there a well
laid down framework governing relation between one county and another. Lack of
inter-county framework on trade development has impeded trade promotion in the
counties and resulted in implementation of policies whose priorities and focus are
inconsistent with national goals, visions and objectives. More often policies developed
by Counties are inconsistent with the National Trade Policy.
ii. Un-Competitiveness of Kenyan products
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Kenya suffers high cost of production due to rising cost of energy, multiplicity of
licenses, inadequate infrastructure, unfriendly regulatory framework, high cost of
labor and lack of appropriate technology. There also exists the potential problem of
punitive tariffs which are placed on value added products by developed countries. To
enable Kenyan products to compete effectively with goods from other countries, the
State Department in collaboration with the private sector has the challenge of
strengthening the capacity of enterprises to meet international standards and
continuous engaging private and public stakeholders with a view of reducing the cost
of production inputs and other related factors.
iii. Increase in counterfeit, substandard, and contraband goods
The country continues to be exposed to the threat of counterfeit, substandard,
contrabands and dumped goods. Most of these illicit goods are imported merchandize,
thereby posing a major threat to trade in locally produced goods. The availability of
counterfeit goods in regional markets (EAC and COMESA) also adversely affect
Kenya’s market share and has led to many local companies closing down. In addition,
most of the counterfeit goods are sub-standard and therefore often pose a danger to
human, animals and the environment.
iv. Unfriendly Business Regulatory Framework
Whereas a lot of work has been done to repeal, simplify and harmonise the various
legislations regulating the operations of businesses in Kenya, the business regulatory
framework is still unfriendly as licences and permits are still being applied as revenue
generating tools instead of a trade regulating instrument. International best practices
require that licences be applied on health, security and environment considerations
only.
The World Bank Ease of Doing Business Index 2018 ranked Kenya at position 61out
of 190 countries. This was an improvement from position 80 in 2017and 92 in 2016.
Kenya comes second in the EAC behind Rwanda which was ranked at position 29.
The country has been able to sustain the reform agenda aimed at improving the
Business environment. A lot however needs to be done to sustain the reform agenda of
making Kenya an attractive investment destination.
v. Limited access to affordable finance
Whereas there are several financial institutions providing credit to the businesses
community in the country, access to affordable credit by particularly the small
businesses still remains low. Limited access to financial services in rural areas and
requirements for collateral have also continued to impede access to credit. The
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capping of interest rates in 2016 has made it harder for MSMEs to access credit since
they are considered to be high risk borrowers.
vi. Narrow export markets and Product base
The top 20 export destinations account for 78% of all Kenya’s exports with the major
markets being the European Union and Africa. In the event of destabilization of these
markets the country is likely to suffer severely. The range of products for exports is
also limited with bulk being traditional exports (5 broad categories of products
account for 56% of the total exports).
vii. Weak Supply Chains
Supply chains from producers to distributors and consumer outlets are weak and
fragmented especially in the agricultural sector. Lack of forward and backward
linkages have led to wastage particularly of agricultural perishable goods, between the
farm gate and the consumer.
viii. Inadequate Market Infrastructure
The market infrastructure in the country is mainly concentrated in urban centres and
big towns. Some of these markets do not have adequate facilities such as sorting,
grading and cold storage. In some instances, market infrastructure is not being utilized
due to a number of reasons such as poor location, lack of connectivity to basic utilities
e.g. water and electricity. This has resulted in exploitation of farmers by middlemen
and post-harvest losses.
ix. Low level of patriotism
Kenyan Consumers have a preference for foreign manufactured goods as opposed to
locally manufactured goods. This has resulted to increase in balance of trade deficit as
demand for foreign goods increases.
x. Weak Inter-Agency and Intra-Agency Coordination Framework
Weak Inter-Agency and Intra-Agency Coordination Framework among agencies
involved in facilitating trade negatively affect the performance of the sector.
1.4 Role of the State Department in National and International Development Agenda
The main mandate of the State Department of Trade is summarized in three key areas:
development and promotion of domestic trade; facilitating market access; and
promotion of fair trade and consumer protection. Arising from these key roles, the
State Department contributes to the aspirations of the Kenya Vision 2030, Big ‘4’
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Agenda, Sustainable Development Goals (SDGs) and Africa Agenda 2063 on
industrial transformation.
Vision 2030 identifies trade sector as one of the key sectors to contribute to the
achievement of the 10% economic growth rate per annum. During the period 2012-
2017, the sector contributed an average of 13.9% to the Gross Development Product
(GDP) through sub-sectors such as the wholesale and retail, financial services,
manufacturing and business outsourcing whose potential remains largely unexploited.
Trade sector plays a critical role as an enabler to Kenya’s Big “4” Agenda which
focuses on food security, universal health care, affordable housing and increasing
contribution of manufacturing to GDP from the current 9% to 15% by 2022. Through
the enforcement of Local content policy, the State Department supports manufacturing
as an enabler by creating demand for locally produced products and at the same time
increasing utilization of local inputs in production processes. The application and
implementation of local content policy, strategic negotiation for export market
penetration and elimination of illicit goods also plays significant role in the realization
of the big 4 agenda.
In addition, the State Department provides a mediating role between the private and
the public sector in ensuring existence of conducive policy environment for trade to
thrive. This is done through mid-wifing policy interventions as well as facilitating
county collaborations for inclusive policy dialogue.
The Department in collaboration with other stakeholders contributes to the attainment
of sustainable economic growth through building and maintenance of Strategic Global
Partnerships linkages for economic development. Through engaging in active and
mutually benefiting negotiations for market access, the Ministry contributes to
industrial transformation in Kenya and promotes sustainable prosperity as stipulated in
Agenda 2063 of African Union on industrial transformation.
8
CHAPTER TWO: SITUATION ANALYSIS
2.0 Overview
The chapter focuses on a critical review and analysis of the key achievements,
challenges and lessons learnt during the period 2012-2017. The purpose of the review
was to identify successes of the Trade Sector and the State Department over the last
five (5) years and the gaps to inform the strategic model in Chapter Three in this
strategic plan.
The chapter also gives brief analysis of the Strengths, Weaknesses, Opportunities and
Threats (SWOT) of the State Department and the Political, Economic, Social,
Technological, Environmental, and Legal frameworks (PESTEL). In addition, a
Stakeholder analysis was undertaken with the objective of identifying the expectations
of key stakeholders’ and ensuring their inclusion in the plan. The Chapter also
identifies the role of the Stakeholders during the implementation of the strategy.
2.1 Review of the previous Strategic Plan implementation
During the review period 2013-2017, the State Department planned to undertake the
following key programmes/activities:
i. Complete the master design of Maragua wholesale hub and Athi-river tier 1
retail market;
ii. Develop and operationalize of the e-trade portal;
iii. Develop and implement the Buy Kenya Build Kenya strategy;
iv. Hold Bi-annual interactive forums with the Counties;
v. Carry out Surveys on ease of doing business in Counties;
vi. Improve warehouse infrastructure;
vii. Enforcement of legal metrology standards (approval and verification of
weighing and measuring equipment)
viii. Finalize the National Trade Policy;
ix. Enact the Legal Metrology Bill and Trade Remedies Bill;
x. Promote Consumer protection and combat illicit trade and Enforcement of IPR;
xi. Negotiate Bilateral, Regional and Multilateral Trade Agreements and
Memoranda of Understanding.
xii. Training of MSMEs
xiii. Branding and marketing of Kenyan products and services
xiv. Developed the Mark of Identity to enhance competitiveness of Kenyan
Products
The focus of the plan during the review period was to expand the domestic market,
increase volume and value of exports, diversify export products, promote Fair Trade
9
Practices, provide more employment opportunities as well as improve business
environment in the country. An evaluation of the implementation of the above
revealed that the key programmes during the period 2013-2017 were successfully
implemented.
2.1.1 Milestones/Key Achievements
The review of the previous Strategic Plan indicated that the State Department recorded
major achievements. Analysis of some of the key economic indicators revealed that
the trade sector improved its performance and contribution to the economic
development of the country as shown below:
i. Growth of Domestic Trade
Between the period 2013-2017, the wholesale and retail sector registered improved
performance with its value increasing by 54.6%: the sector was valued at Ksh.380.6
billion in 2013; Ksh.432 billion in 2014, Ksh.473.4 billion in 2015, Ksh.524.3 billion
in 2016 and 588.5 billion in 2017. The share contribution of the sector to GDP was 8.0
percent in 2013, 8.0 percent in 2014, 7.5 percent in 2015, 7.3 percent in 2016 and 7.6
percent in 2017.
In terms of wage employment generation, the wholesale and retail trade sub-sector
recorded an increase in jobs created. The sub-sector provided 212,200 jobs in 2013,
219,200 in 2014, 232,000 in 2015, 239,800 in 2016 and 250,800 in 2017. Given that
wholesale and retail trade is more distributed country wide, the sub-sector has the
potential of creating employment opportunities in rural areas hence mitigate poverty
in Kenya.
The number of persons engaged in the informal sector in the wholesale and retail trade
has grown steadily over the review period with the number increasing from 6.7
million in 2013 to 8.4 million 2017. The challenge to the State Department is to
ensure that the SMEs are able to transition from informal to formal.
Despite the good performance of domestic trade, the sub-sector faced a number of
challenges which were mainly attributed to interest rate capping, macro-economic
environment, fluctuations in agricultural commodities prices, influx of counterfeit
products and charged political climate, all which adversely affected the economy.
ii. Ease of Doing Business
Over the review period, the Country put in place measures to improve the business
environment. According to the World Bank Ease of Doing Business Index, Kenya
improved its position from 129 in 2013 to 61 in 2018 out of 190 countries evaluated.
The country aspires to improve its ranking to a position above 50 by 2020 by
undertaking a number of reforms. The current focus on Ease of Doing Business
10
reforms is mainly centered in Nairobi County and agencies under the purview of
National Government while at the same time encouraging the Counties to develop
trade policies and regulations favorable to business.
iii. Enforcement of Fair Trade and Consumer Protection
The Government instituted a three-pronged approach towards combating Illicit Trade
and promotion of Fair Trade Practices. These include combating counterfeit products,
promoting legal metrology and promoting awareness among consumers of goods and
services. On combating illicit trade, the following milestones were achieved:
Counterfeit Goods worth Ksh.1.5 billion were seized, over 300 cases were prosecuted
and goods worth over Ksh.700 million were destroyed. According to a survey
conducted by the Anti-Counterfeit Authority in major towns (Nairobi, Mombasa,
Kisumu, Eldoret and Nakuru) to determine the level and magnitude of illicit trade as
well as assess the level of public awareness, the level of counterfeits in the country
haS dropped from 22% in 2013 to 15.6% in 2016. In addition, the level of public
awareness increased from 51% in 2014 to 61% in 2017.
The State Department through the Weights and Measures Department undertook Type
Approval of 48 Weighing and Measuring instrument models. This included bulk flow
meters at the new Jetty at Kisumu for faster and safer fuel movement within East
African Community and the Great Lakes Region. This contributed to stability of fuel
prices through stringent control of the measurement systems on the fuel pipeline and
at the depots. In addition, approvals of weighing systems at Kenya Ports Authority
were carried out to meet the International Maritime Organization requirements on
Safety of Life at Sea (SOLAS).
In addition, 149 fuel measurement instruments including bulk storage tanks, bulk flow
meters along the pipeline from Mombasa to Nairobi and fuel depot at Konza to ensure
accuracy were verified. 76 weighbridges along the East African community trunk
roads weighbridges were verified for accuracy to control truck overloading. The
department also approved at torque testing system for vehicle brakes for the National
Motor Vehicle Inspection.
Table 2.1 summarizes the trend of selected indicators for the sub-sector over the
period 2013-2017.
11
Table 2.1: SELECTED INDICATORS FOR DOMESTIC TRADE YEAR 2013 2014 2015 2016 2017
Contribution to GDP (Percent) 8.0 8.0 7.5 7.3 7.6
Wage Employment Generation (No.) 212,200 219,200 232,000 239,800 250,800
Number of Persons Engaged in the
Informal Sector in the Wholesale and
Retail Trade (No.)
6,693,400 7,120,400 7,510,900 7,946,700 8,445,500
Ease of Doing Business Index 129 129 113 92 80
Source: Economic Survey 2018 and World Bank Ease of Doing Business Reports
iv. Performance of Exports
Kenya’s exports have been on a steady increase since the early 1990’s in response to
the Government’s economic liberalization and other reform measures. Total exports
in 2017 were estimated at Ksh.594.1 billion accounting for 0.03 percent of world’s
total exports. According to statistics from Export Promotion Council, the export
sector contributes an average of about 23% to GDP.
Total exports grew by 18.2 percent between the period 2013 and 2017. However,
exports have been increasing at a slower rate compared to imports which have been
increasing more rapidly leading to widening of balance of trade deficit. Imports
increased from Ksh.1413.32 billion in 2013 to Ksh.1725.62 Billion in 2017
representing 22.1 percent increment. The export performance over the period 2013 to
2017 is summarized in Table 2.
Table 2.2: Trends in Exports and Imports (Ksh. billions) Year 2013 2014 2015 2016 2017
Total Exports 502.29 537.24 581.05 578.07 594.13
Total Imports 1413.32 1618 1577.58 1431.76 1725.62
Trade Balance -911.03 -1080.76 -996.53 -853.69 -1131.49
Source: Economic Survey, 2018
The slow growth in value of exports is a reflection of low value added exports which
are mainly agricultural commodities and raw materials. The imports mainly constitute
finished products and capital goods whose value is much higher compared to exports.
Main Export Products
During the review period, Kenya’s main exports consisted of tea, horticulture (cut-
flowers, vegetables, and fruits), articles of apparels, coffee, Titanium ores and
concentrates, tobacco, medicinal and pharmaceutical products and essential oils, iron
12
& steel products, among others. The agricultural commodities which are prone to
global cyclical price fluctuations, dominate Kenya’s export basket. In 2017, over 80%
of the values of top 10 export products were agricultural commodities. More so, the
top 5 export products accounted for about 64.8 percent of total exports thus reflecting
high product concentration and hence the need to expand and diversify Kenya’s export
product base.
The growing trend for exports of manufactured products to the regional markets and
the emphasis of value addition by the Government offers new opportunities for export
product diversification.
Main Import Products
Kenya’s main imports include capital goods or raw materials such as industrial
machinery, petroleum products, transport equipment/motor vehicles, raw iron & steel,
animal and vegetable oils and sugar among others. Machinery and equipment,
together with petroleum and related products, accounted for over 27.4 percent of total
value of imports in 2017.
i) Trade with the East African Community (EAC)
Trade between Kenya and the EAC has been in favor of Kenya. However, Kenya’s
trade surplus in the region has been declining with exports to the region declining and
imports increasing. Exports recorded an 8.1% decline while imports increased by
111.5% during the review period. The sharp increase in imports registered in 2017 is
mainly attributed to the increase in imports from Uganda, which more than doubled
from Ksh. 19.3 Billion in 2016 to Ksh. 42 Billion in 2017.
Table 2.3: Trade with EAC (Ksh. Billion) 2013 2014 2015 2016 2017
Exports 124.9 125.8 126.8 121.7 114.8
Imports 28.8 36.7 40.2 32.9 60.9
ii) Trade with COMESA
In 2017, Kenya’s exports to the COMESA region were dominated by goods to EAC
with an exception of Egypt, Congo D.R and South Sudan. In terms of imports, Kenya
imported more goods from Uganda and Egypt. Kenyan exports products to COMESA
and EAC markets are mainly manufactured products while imports were largely
agricultural products in the region in the form of raw tobacco and oil seeds. Table 2.4
presents the export and import values from 2013 to 2017.
13
Table 2.4: Trade with COMESA (Ksh. Billions) 2013 2014 2015 2016 2017
Exports 163.7 169.9 179.1 170.2 166.4
Imports 58.3 60.4 67.1 69.6 115.3
iii) Trade with Other African Countries
Trade statistics for Kenya’s trade volume from 2006 to 2016 indicates that Kenya’s
biggest regional trading bloc is the EAC accounting for an average of about 24%
followed by the rest of COMESA member countries which accounted for an average
of 16%. Kenya trade with the rest of Africa accounted for a meager 5.3 percent.
Africa remains a key market for Kenya accounting for 37.7% in 2017 having declined
from 40.1% market share in 2016.
iv) Trade with the European Union
The European Union is a major trading partner for the country. The share of the value
of exports to the region was 21.1 percent of the total exports in 2017. The value of
exports to the region increased by 20.1 percent over the review period. Major exports
to the region are horticulture and tea.
Table 2.5: Trade with EU (Ksh. Billions)
2013 2014 2015 2016 2017
Exports 104.6 119.9 125.9 121.2 125.6
Imports 207.6 225.4 232.7 212.5 206.5
Table 2.6: Exports by Destination (Ksh. Millions) 2013-2017
Destination 2013 2014 2015 2016 2017
Europe 123,299 138,965 145,944 141,534 146,986
America 33,765 45,664 50,589 52,891 54,765
Africa EAC 124,957 125,798 126,782 121,702 114,841
Rest of Africa 106,517 115,565 115,405 112,971 109,024
Total Africa 231,474 241,363 242,187 234,673 223,865
14
Asia 107,558 100,018 130,752 140,536 162,460
Australia and
Oceanic
2,858 3,465 3,402 6,123 3,577
All Others 3,332 7,761 8,172 2,310 2,476
Grant Totals 502,286 537,236 581,045 578,067 594,128
Source: Economic Survey 2018
2.1.2 Challenges faced during the implementation of previous strategic Plan
The State Department experienced various challenges that constrained the full
achievement of the planned activities. In particular, some of the challenges were:
i) Inadequate funding
Despite the sector contributing more than 10 percent to the GDP and employment
creation, its budget allocation remained below 0.2 percent of the allocation to
Government programmes. The funding has been inadequate to for effective delivery
of its mandate.
ii) Delay in enactment of trade related Legislations
Enactment of legislations is essential for effective service delivery by the Sector.
Delays in enacting these legislations such as the Legal Metrology Bill and Anti-
Counterfeit miscellaneous amendment bill adversely affect the operations and
implementation of priority programmes. This is due to lengthy legal procedures
outside the control of the sub-sector.
iii) Low level of awareness on opportunities in the Regional Markets
Despite immense opportunities in the regional market, there still exists low awareness
level in the country on these opportunities and procedures of accessing the markets.
This is attributed to low level of funding towards awareness creation and lack of
representation of the department in the counties.
iv) Weak interagency and intra-agency coordination
Trade development functions are spread in different Government Ministries,
Departments and Agencies (MDAs). This has resulted to implementation and
coordination challenges as each agency acts without reference to each other due to
lack of clear demarcation of roles. This has created confusion and duplication which
has negatively impacted on service delivery.
15
v) Low staffing levels for both Technical and Support
The State Department and its agencies has continued to experience acute shortage of
staff at both technical and support staff levels. Departments such as Weights and
Measures, Kenya Institute of Business Training, Anti-Counterfeit Authority and
Export Promotion Council were the most affected. This significantly impacted on
service delivery.
vi) Lack of proper channels for information sharing
Even though the constitution provides a for mechanism of sharing information
between the two levels of Government, there are no guidelines to actualize this
provision. This has impeded the process of policy development due to lack of data.
Information sharing at the same level of government has also been a challenge due to
lack of a proper coordination mechanism between MDAs.
vii) Inadequate specialized training for Technical Staff
Continuous training is an important aspect of staff development and it is a
prerequisite for quality service delivery. The State Department has continued to
receive less funding for staff training which has resulted in inadequate training
especially in specialized areas e.g Trade Negotiation and policy analysis which are
costly.
viii) Weak internal coordination
For effective service delivery and implementation of planned activities, there is need
for effective and well balanced coordination between the Technical Departments
including the State Corporations. Currently, the coordination is weak, with inadequate
disclosure of information. There is therefore need to strengthen this coordination.
ix) Frequent changes in Government structure and functions
Frequent changes occasioned by reorganization of government usually causes a
drawback in the performance of activities leading to loss of institutional memory and
slowing down the speed of implementation of programmes.
2.1.3 Lessons Learnt
The following lessons have been learnt and form a basis for better implementation of
this strategic plan:
i. Service delivery is affected by lack of effective coordination within
departments and between the two levels of Government and MDAs
ii. Having clarity on the country’s comparative advantage is key
iii. Planning processes should give provisions for two or three options/tiers to
mitigate against limited resources (flexible budget)
16
iv. There is need to enhance resource mobilization outside the exchequer
v. Need to explore possibilities of establishing a trade technical fund for purposes
of building capacity of the sector
vi. Need to involve the Parliamentary Committee for Trade in advance when
dealing with trade related legislations.
vii. The need for inter-governmental collaboration which delivers results especially
between the National and County Government following the devolution of
trade function.
viii. The need for strengthening Monitoring, Evaluation and Reporting (ME&R) to
inform the progress in implementation of the plan.
ix. The need to enhance our market presence by having representation in countries
where Kenya has diplomatic presence especially through effective commercial
representation.
2.2 Environmental Scan
2.2.1 Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis and
Environmental Scanning (PESTEL)
An analysis of the State Department internal and external environment was
undertaken as part of the strategic planning process. The objective of SWOT analysis
was to provide detailed information on how internal and external environments impact
on the operations of the State Department. The internal environment explores the
strengths and weaknesses of the Department while the external environment provides
the opportunities that are available and the threats that may affect operations.
Stakeholder and PESTEL analysis were also undertaken in order to describe and
appreciate environment under which we operate.
The analysis carried out will guide the State Department in finding the best match
between environmental trends and internal capabilities.
a) Strengths and Weaknesses
The State Department’s strengths and weaknesses are as summarized in the table
below:
Table 2.2.1 Strengths and Weaknesses
Strengths and Weaknesses
Strengths Weaknesses
Existence of National Trade Policy
Existence of an Integrated National
Export Development and Promotion
Strategy
Existence of AGOA strategy
Inadequate Technical and support
staff
Inadequate financial and training
resources.
Weak implementation of Schemes of
17
Strengths Weaknesses
National Trade Negotiation Council
National Trade Facilitation Committee
Qualified and experienced personnel
New structure of Government and
expanded mandate
Existence of E-trade portal and
Functional Website
Existence of a legal framework to guide
and facilitate the Directorate’s
operations (Trade Remedies Act,
Weights & Measures Act)
State corporations within the State
Department involved in trade and export
promotion (EPC, ACA, KNTC)
Service
Inadequate working tools i.e.
vehicles, ICT equipment,
Inadequate trade information
system/infrastructure
Weak Monitoring and Evaluation
framework
Lack of a legal framework for
coordination of inter and intra-
County trade development such as
taxes and licenses.
Demotivated staff
b) Opportunities and Threats
In carrying out its mandate, the State Department is faced with several threats that
might impact negatively on performance. At the same time, there are plenty of
opportunities which the State Department can take advantage of to enhance
performance. The opportunities and threats are highlighted in the table 2.2.2below:
Table 2.2.2Opportunities and Threats
Opportunities Threats
Untapped potential in trade products
and markets
Strong bilateral networks and
partnerships.
A new Devolved system of
government.
Recent discovery of natural resources
such as oil, gas and rare minerals.
Increased investment in infrastructure
development.
Kenya’s strategic geographical location
Emerging markets in the regional and
global arena.
Membership to regional economic
blocs, multilateral trade organisations
and signatory to several bilateral trade
agreements .
Growing interest in entrepreneurship
among the youth.
Tariff and non-tariff barriers to
trade.
Proliferation of counterfeit, sub-
standard, and contraband goods
Underdeveloped infrastructure in
some parts of the country.
Unfriendly business regulatory
framework .
Delay in enactment of the Trade
related legislations.
Insecurity.
The High prevalence of poverty
High rate of taxation.
High cost of energy and power
fluctuations.
Limited access to affordable
finance .
Dependence on few global
markets.
18
2.2.2 Political, Economic, Social, Technological, Environmental, Legal (PESTEL
ANALYSIS)
Political, Economic, Social, Technological, Environmental and Legal analysis was
carried out. The result of the analysis will be important in informing the process of
decision making to determine how the environment will affect the State Department
during the implementation of the strategy. The result of the analysis is summarized
below:
Table 2.2.3: PESTEL Analysis Political Factors
Factor/ Issue Strategic Implication Strategic Response
1. Political goodwill supports the ministry’s
agenda.
Mainstreaming the trade
agenda into the national
development priorities.
Expansion of markets for
products.
Encourages local production
to meet the excess demand.
Encourages economic and
social cohesion.
Promoting intercounty trade
in goods and services.
Economic Factors
Financial Limits performance targets Explore funding outside the
A vibrant and fast growing ICT sector
Signing of the African Continental Free
Trade Area and extension of AGOA.
Increased emphasis on Research and
Development (R&D).
Reformed Judiciary.
Improved Public Private Partnership
and good relationship with
development partners
Strong Capital market and offshore
borrowing
Growing emphasis on value addition of
exports and market diversification in
the country
A global niche in the Services sector
Globalisation and liberalisation trends
in trade activities enhancing factor
mobility and market access
Fast growing and innovativeness in ICT
Sector
Highly enterprising business people in
the country and skilled workforce.
Developed financial system serving the
business community
Erosion of preferential market
access
Frequent changes in the
mandated scope of the State
Department
19
Constraints/
Budget cuts
Slows down realisation of
sector objectives
exchequer
Demotivated staff
Accumulation of pending bills
Curtails creativity and
innovation
High Taxation
and levies
High cost of doing business Enhanced reforms to make
the country an investment
hub Reduced investments and
capital flight
High mortality of business
start-ups
Fair Trade
practices
Healthy competition Improved quality and
standards, enhanced
efficiency
Stimulated entrepreneurship
Illicit Trade Increase in preference for
counterfeits and sub-
standard goods
Collapse of local
industries leading to loss
of jobs
Establishment of a
Multi-Agency unit on
illicit trade
Increased surveillance
Social Factors
Increasing
income inequality
Reduced purchasing power. Facilitate creation of more
employment opportunities
through creation of funds to
develop trade
Increased crime rate resulting
high cost of doing business
Increased poverty levels and
high mortality rates
Technological Factors
Lack of e-
commerce policy
Uncoordinated and unfair
ground of e-business
Fast track the development
of the e-commerce policy.
Use of obsolete
technology
Low level of production Encourage use of
appropriate technology in
production process
Low level of
value addition
Uncompetitiveness of
Kenya’s Products because of
high cost of production and
inefficiency.
Invest in value addition
technologies
Environmental Factors
Pollution Compromising health hence
labour productivity is affected
Adhere to environmental
friendly production
Climate change Negatively impact on
production processes in the
country especially in the
agricultural sector.
adopt environmental
friendly mitigation
measures
Legal Factors
Delays in passing Inadequate regulation of the Hasten the enactment
20
trade related bills sector
Non-aligned laws
to international
agreements
Affects effective participation
in the international market
Continuous review of
existing laws to align them
to international best
business practices.
Long litigation process due to
the intricacy of balancing
international and national
laws
Inadequate
coordination and
collaboration
mechanisms
between the
National and
County
Governments
Disconnect between the
National and County Trade
policies
Develop a legal
collaboration framework.
21
2.2.3 Stakeholders’ analysis
In the implementation of this Plan, the State Department will work with several
external stakeholders broadly categorized into four groups: the public sector, the
private sector, civil society and development partners. The State Department will
develop and strengthen collaborative mechanisms for engaging the stakeholders
during the implementation of this plan. An analysis of the expectations from
stakeholders and the State Department’s expectation from the stakeholders is
summarized below:
Table 2.2.4: Stakeholder Analysis S/
No
.
Stakeholder Stakeholder
expectation from
organization
Organization expectation from
stakeholder
1. The National Treasury
and Planning
Prudent financial
management
Provide guideline and leadership in
the budget making process
Releases finances as per budget
and in time
Resource mobilization.
2. Government Ministries,
Departments and
Agencies
Coordinate
Negotiations on
Market access for
products
Provide strategic
policy direction on
trade development
and export
promotion
Policy formulation and generation
of national development agenda
Implementation of Government
programmes and projects
Monitoring and evaluation of
programmes and projects
Provision of public security,
enabling legal and regulatory
frameworks (Police service,
Judiciary and AG’s Office)
Parliament Develop policies
and Bills for
legislation
Legislation of laws
Review and Approval of the
Budget
Oversight role in the
implementation of the Budget
Regional Economic
communities
Coordinate
implementation of
the regional
integration
protocols
Harmonization of policies,
standards and regulations.
Coordination of implementation of
agreements
Free movement of factors of
production
Ratifying and implementing
appropriate Treaties and Protocols
Ensuring consistency and clarity
on policy issues.
Development Partners Proper utilization
of donor funds
Transparency and
accountability
Resource mobilization
Provide technical and financial
advisory services
Capacity building and creation of
synergies.
22
Private Sector Create a conducive
environment for
Business
Advocacy for improvement of
business environment
Formulation and implementation
of various sectoral policies on
development of trade
Joint Public-Private Partnership
initiative for sustainable
development and investments
Provision of business information,
quality goods and services and
self-regulation within the business
community.
Civil Society Involve them in
policy formulation
and review
Creates consumer rights awareness
and protection
Contributes to policy formulation
and play oversight role in
implementation process.
Supports sensitization and
advocacy on various sectoral
matters.
Education and Research
Institutions
Collaboration in
research on trade
related issues
Provide information to guide
policy formulation for skills and
knowledge development
Market intelligence information
provision and broaden product
base
Develop innovations and
technologies for value addition
Media Provision of
information for
dissemination
Dissemination of Government
policies and Information
Creation of public awareness
Counties Continuous
collaboration
Information
sharing
Capacity building
Implementation of policies
Information sharing
Alignment of policies with the
National Trade Policy
1
1
The General Public Engage them in
policy formulation
Provide trade
related information
and market
opportunities
Participates in consultation forums
Ownership and beneficiaries of the
programmes and projects
23
CHAPTER THREE - STRATEGIC MODEL
3.0 Overview
This chapter gives the framework for the State Department for Trade’s operations,
Vision, Mission and Core Values. It elaborates the State Department for Trade’s Key
Result Areas, strategic objectives and strategies in relation to its focal areas and
linkages to Third Medium-Term Plan and the SDGs. The detailed activities are
contained in appendix B.
3.1 Vision, Mission and Core values
Vision
To be a leader in promoting trade and investment regionally and globally
Mission Statement
To facilitate trade, investment, private sector development and regional integration by
championing an enabling environment for domestic and export trade to thrive.
Core Values
Values are an integral part of an organisation’s culture, and they create a sense of
identity, belonging and purpose. Accordingly, the State Department is guided by the
following core values:
Integrity and Transparency: to be accountable and devoid of corrupt
practices in service delivery.
Team work and Productive Partnerships: to encourage team spirit,
collaboration and consultation as a way of maximizing the synergy of working
together. This includes fostering collaboration with Focal Points, Stakeholders
and Partners in order to effectively play a central role of coordinating Kenya’s
participation in internal trade, regional economic affairs and international trade
matters.
Innovativeness and Creativity: to be open and proactive in seeking better and
more efficient methods of production and service delivery.
Professionalism, Commitment in Service Delivery: To maintain high
professionalism through continuous skills development, training and
accountability to enhance customer satisfaction.
Equity, Fairness and Inclusivity: To mainstream gender, youth and special
groups’ issues in the State Department programmes. Ensure fair distribution of
resources, responsibilities and opportunities at the work place.
Sustainability: To adapt global bests practices that uphold ecological integrity,
social justice, economic development, and respect local cultural values of the
people of Kenya.
24
3.2 State Department Key Result Areas
The State Department has identified four (4) key result areas through which it will
achieve its mission. At the same time the State Department will give guidance to its
Departments and Agencies to accelerate the implementation of the Strategic Plan in
line with National Trade Policy, Integrated National Exports Development and
Promotion Strategy (INEDPS) Third Medium Term Plan (MTP), Big Four Agenda,
Kenya Vision 2030 and Sustainable Development Goals among others over the next 5
years.
The Key Result Areas identified include:
a) Facilitate the growth in value of exports by 20% annually.
b) Facilitate the growth in value of domestic trade by 25% by 2022.
c) Effective Leadership and good Governance
d) Strengthen institutional capacity for service delivery
3.3 Key Result Areas, Strategic Objectives and Strategies
The Key Result Areas and the corresponding strategic objectives derived from the
strategic issues are given in table below:-
25
Table 3.1: Key Result Areas, Strategic Objectives and Strategies
26
Key Result Areas Strategic Objectives Strategies
1. Facilitate the growth in
value of exports by 20%
annually
1.1 To broaden and deepen the
product base and export
markets
(i) Market and Product diversification
(ii) Strengthen Kenya Involvement in Trade Blocs Integrations
(iii) Establishment of institutions to support Trade
2. Facilitate the growth in
value of domestic trade by
25% by 2022
1.2 To facilitate Business and
Entrepreneurship
Development
(i) Build business and entrepreneurial capacity for MSMEs
(ii) Implementation of local content policy
1.3 To enhance consumer
protection
(i) Develop legal infrastructure and capacity to implement
Consumer protection Act
(ii) Develop and promote fair and ethical business practices
(iii) Enforce consumer protection laws and intellectual property
rights
(iv) Develop and review policies and legal instruments geared
towards management of legal metrology services
(v) Promote standardization in measurements to support trade
1.4 To improve business
environment
(i) Implementation of the National Trade Policy
(ii) Develop and implement county engagement strategy
(iii) Championing removal of PAIN areas in doing business to
improve the Country’s EASE of doing business ranking
1.5 To support growth and
development of wholesale
and retail trade
(i) Facilitate the improvement of supply chain efficiency in
wholesale and retail sector
3.0 Effective Leadership
and good Governance
3.1 To provide policy direction
and ensure coordination for quality
service delivery.
(i) Strengthen service delivery mechanisms.
(ii) Enhance stakeholder and public participation in service
delivery.
(iii)Mainstream the laid down National values and principles
governing the Public service.
27
(iv) Mainstreaming of cross-cutting issues
(v) Adopt, integrate and strengthen ICT and innovations in service
delivery and knowledge management.
4.0 Strengthen institutional
capacity for service
delivery
3.2 To attract, develop and retain
competent and motivated
workforce.
(i) Strengthen human resource capacity of the State Department for
Trade and its agencies for effective delivery of services
(ii) Ensure compliance with policies, laws, regulations, guidelines
and procedures on public finance, procurement, human resources
and audit among others.
(iii) Strengthen monitoring and evaluation systems
28
CHAPTER 4: IMPLEMENTATION AND CORDNATION FRAMEWORK
4.0 Overview
This chapter outlines the organization structure, staff establishment and financial resources,
risk analysis and mitigation measures. It also identifies annual targets included on the
performance contract of the State Department for Trade.
4.1 Structure of the organization
4.1.1 Departments and units
The State Department for Trade falls under the Ministry of Industry, Trade and Cooperatives.
The Cabinet Secretary is the Authorized Officer charged with the responsibility of all Human
resource matters and policy guidance on trade related matters. The Principal Secretary (PS) is
the Accounting Officer in charge of the State Department. The PS is supported by Secretary
Trade on technical trade matters while the Secretary Administration coordinates the
administrative functions. The State Department has five (5) directorates namely: Internal
Trade; International trade; Weights and Measures; Research and Policy and Kenya Institute
of Business Training (KIBT) and other Heads of Departments and units that handle various
interlinked functions that culminate to the achievement of the mandate of the State
Department.
Additionally, there are three Semi-Autonomous Government Agencies (SAGAs) and one
Advisory Committee under the State Department of Trade
4.1.2 Organization Structure
a) Current organization structure (organogram)
29
Figure 4.1: The current organogram is provided below:
Cabinet Secretary
Principal Secretary
Secretary Trade
KIBT DR&P W&M BPRT Administration, Planning &
Support Services
DET DIT
KECOPAC KNTC EPC ACA
30
b) Proposed Organization structure
For successful implementation of this strategic plan a review of the functions of the
directorates in view of the Executive Order No. 1 of June 2018 was carried out with
the aim of establishing the capacities of the directorates in implementing proposed
programmes. This strategic plan proposes the establishment of the following
directorates:
Figure 4. 2: Proposed Organisation Structure
PRINCIPAL SECRETARY
JG “V”
DIRECTOR GENERAL
JG “U”
SECRETARY INTERNATIONAL TRADE
JG “T”
DIRECTOR TRADE IN SERVICES JG“S”
DIRECTOR BILATERAL TRADE JG “S”
DIRECTOR REGIONAL TRADE JG“S”
DIRECTOR MULTILATERAL TRADE
JG“S”
SECRETARY DOMESTIC TRADE JG “T”
DIRECTOR TRADE MONITORING &
MARKET DEVELOPMENT JG“S”
DIRECTOR BUSINESS SUPPORT SERVICES
JG“S”
DIRECTOR TRADE POLICY AND EAC MATTERS JG“S”
DIRECTOR COUNTY CO-ORDINATON AND
LIASON JG “S”
DIRECTOR KENYA INSTITUTE OF
BUSINESS TRAINING JG “S”
DIRECTOR LEGAL METROLOGY JG
“S”
31
4.2. Staff Establishment
The State Department has a total staff complement of 365 against the authorized staff
complement of 776. This difference is due to natural attrition through transfers,
deaths, resignations, retirement, and retrenchment.
4.2.1 Staff Establishment (cadre, establishment, in post and variance analysis)
Table 4.1: Shows the distribution of staff in the various departments STAFF ESTABLISHMENT AS AT 30TH JUNE 2018
MINISTRY OF INDUSTRY TRADE AND COOPERATIVES: STATE DEPARTMENT FOR TRADE
Office of the Principal Secretary
No. Designation JG A/E In -
Post
Variance
1 Principal Secretary U 1 1 0
2 Principal Office Administrator N 1 1 0
3 Assistant Office Administrator K 1 1 0
4 Principal Driver J 1 0 1
5 Driver I E-F 1 1 0
6 Cleaning Supervisor G 1 1 0
7 Senior Support Staff E-F 1 0 1
Sub Total 7 5 2
Office of the Secretary Trade
1 Secretary, Trade T 1 1 0
Sub Total 1 1 0
Internal Trade
1 Director, Internal Trade S 1 1 0
2 Deputy Director, Internal Trade R 4 1 3
3 Senior Assistant Director, Internal Trade Q 8 0 8
4 Assistant Director, Internal Trade P 18 15 3
5 Principal Trade Development Officer N 18 0 18
6 Chief Trade Development Officer M 26 7 19
7 Senior Trade Development Officer L 18 0 18
8 Trade Development Officer II/I JK 18 23 -5
Sub-Total Internal Trade 111 57 54
External Trade
1 Director, External Trade S 1 1 0
2 Deputy Director, External Trade R 3 3 0
3 Senior Assistant Director, External Trade Q 12 0 12
4 Assistant Director, External Trade P 25 12 13
5 Principal Trade Development Officer N 25 13 12
6 Chief Trade Development Officer M 26 23 3
7 Senior Trade Development Officer L 26 0 26
8 Trade Development Officer I K 26 52 -26
9 Trade Development Officer II/I J 26 0 26
Sub-Total External Trade 170 104 66
Weights & Measures
1 Director, Weights and Measures S 1 1 0
2 Deputy Director, Weights and Measures R 4 0 4
3 Senior Assistant Director, Weights and Measures Q 10 1 9
4 Assistant Director, Weights and Measures P 10 0 10
5 Principal Weights and Measures Officer N 10 2 8
6 Weights and Measures Officer II/I/Senior/Chief J/K/L/M 20 19 1
7 Principal Weights and Measures Assistant N 1 0 1
8 Chief Weights and Measures Assistant M 1 0 1
32
9 Senior Weights and Measures Assistant L 2 0 2
10 Weights and Measures Assistant III/II/I H/J/K 2 0 2
11 Chief Superintendent (Mechanical) M 1 0 1
12 Senior Superintendent (Mechanical) L 1 0 1
13 Superintendent (Mechanical) K 2 0 2
14 Laboratory Technologist III/II/I H/J/K 2 0 2
Sub Total Weights and Measures 67 23 44
Kenya Institute of Business Training
1 Director, KIBT S 1 0 1
2 Deputy Director, KIBT R 1 1 0
3 Senior Assistant Director, KIBT Q 6 4 2
4 Senior Principal Lecturer P 55 0 55
5 Lecturer II/I/Senior/Principal K/L/M/N 94 11 83
6 Librarian II/I/Senior/Chief J/K/L/M 4 1 3
7 Chief Graphic Designer M/N 1 1 0
8 Graphic Designer K 1 1 0
Sub-Total K.I.B.T 163 19 144
Support Services
Administration
1 Secretary Administration T 0 1 -1
2 Director Administration S 1 0 1
3 Senior Deputy Secretary R 1 0 1
4 Deputy Secretary Q 1 1 0
5 Under Secretary P 1 0 1
6 Senior Assistant Secretary II/I M/N 1 3 -2
7 Assistant Secretary Cadet /II/I J/K/L 4 1 3
Sub-Total 9 6 3
Human Resource Management & Development
1 Director, HRM & D S 1 1 0
2 Deputy Director, HRM & D R 0 1 -1
3 Senior Assistant Director, HRM & D Q 1 0 1
4 Assistant Director, HRM & D P 1 0 1
5 Principal Human Resource Mngt Officer N 1 0 1
6 Chief Human Resource Mngt Officer M 1 1 0
7 Chief Human Resource Mgnt. Assistant M 0 1 -1
8 Senior Human Resource Mngt Officer L 1 0 1
9 Senior Human Resource Mgnt. Assistant L 2 1 1
10 Human Resource Mngt Officer II/I J/K 1 3 -2
11 Human Resource Mgnt. Assistant H/J/K H/J/K 2 2 0
Sub-Total 11 10 1
Accounts
1 Deputy Accountant General R 1 0 1
2 Senior Assistant Accountant General Q 1 0 1
3 Assistant Accountant General P 1 2 -1
4 Principal Accountant N 1 0 1
5 Chief Accountant M 1 0 1
6 Senior Accountant L 4 1 3
7 Accountant II/I J/K 4 9 -5
Sub-Total 13 12 1
Central Planning & Project Monitoring Unit
1 Chief Economist R 1 0 1
2 Deputy Chief Economist Q 1 0 1
3 Principal Economist P 1 0 1
4 Senior Economist II/I M/N 2 1 1
5 Economist II/I K/L 5 0 5
Sub-Total Central Planning 10 1 9
33
Legal Unit
1 Principal Legal Officer P 1 1 0
2 Senior State Counsel N 1 0 1
Sub-Total 2 1 1
Supply Chain Management
1 Senior Assistant Director, Supply Chain Mngt Q 1 0 1
2 Assistant Director, Supply Chain Mngt P 2 0 2
3 Principal Supply Chain Management Officer N 2 0 2
4 Chief Supply Chain Management Officer M 2 1 1
5 Senior Supply Chain Management Officer L 2 0 2
6 Senior Supply Chain Management Assistant L 0 1 -1
7 Supply Chain Management Officer II/I J/K 2 3 -1
8 Supply Chain Management Assistant IV/III/II/I G/H/J/K 3 11 -8
Sub-Total Supply Management 14 16 -2
Finance
1 Senior Chief Finance Officer S 1 0 1
2 Chief Finance Officer R 1 1 0
3 Deputy Chief Finance Officer Q 1 0 1
4 Principal Finance Officer N 1 0 1
5 Senior Finance Officer M 1 1 0
6 Finance Officer II/II/I J/K/L 2 3 -1
Sub-Total Finance 7 5 2
Information Comm. Tech. (ICT)
1 Assistant Director ICT P 1 1 0
2 Principal ICT Officer N 1 0 1
3 Chief ICT Officer M 2 0 2
4 Senior ICT Officer L 3 3 0
5 ICT Officer II/I J/K 3 1 2
Sub-Total Information Tech. (I.C.T) 10 5 5
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 1 2 -1
4 Senior Records Management Officer L 2 0 2
5 Records Management Officer II/II/I H/J/K 8 4 4
Sub-Total Records Management. 13 6 7
Public Communication
1 Deputy Director Information R 1 0 1
2 Principal Information Officer N 1 0 1
3 Information Officer II/I/Senior/Chief J/K/L/M 1 0 1
Sub-Total Public. Communication 3 0 3
Administrative Services
1 Principal Assistant Office Administrator N 2 1 1
2 Chief Assistant Office Administrator M 3 4 -1
3 Senior Assistant Office Administrator L 15 8 7
4 Assistant Office Administrator I K 12 7 5
5 Assistant Office Administrator III/II H/J 6 1 5
6 Office Administrative Assistant II/I/Senior G/H/J/K 14 6 8
7 Clerical Officer II/I/Senior F/G/H 27 32 -5
8 Library Assistant/Senior K/L/M 2 0 2
9 Telephone Supervisor II/II/I H/J/K 1 4 -3
10 Telephone Operator II/I/Senior G/H/J/K 13 2 11
11 Receptionist II/II/I D/E/F 2 0 2
12 Hospitality Officer III/II/I H/J/K 1 0 1
13 Principal Driver J 3 2 1
14 Driver III/II/Senior/Chief D/E/F/G/H 25 13 12
34
15 Security Warden II/I/Senior/Asst Security Officer E/F/G/H 8 0 8
16 Support Staff II/II/I/Senior/Cleaning Supervisor A/B/C/D/E/F/G 30 11 19
Sub-Total Administrative Services 164 91 86
Total State Department's Establishment 776 365 411
4.2.2 Human resource development strategies
The Human resource directorate is charged with the responsibility of management of
all human resource matters in the State Department. The directorate has developed the
following strategies to ensure efficient and effective implementation of the strategic
plan and service delivery:
i. Identification and filling of vacant positions in the authorized/approved staff
establishment;
ii. Continuous staff training and development;
iii. Enhancing staff performance management systems including among others
review of job descriptions, staff appraisal and performance contracting;
iv. Review of the various scheme of service/career guidelines;
v. Staff compensation and welfare services;
vi. Review of Human resource policies; and
vii. Implementation of the decisions of the PSC (K), MHRMAC, MSPS, relevant
Circulars and any other affecting Human Resources
4.3 FINANCIAL RESOURCES
The implementation of this Strategic Plan 2018-2022 will requires a total of Kshs.
19,853.3million over the period. The resources for the implementation will be mobilized
from the National Treasury, Development Partners and through Public Private Partnerships.
4.3.1 Finance Resources Requirement by Key Result Area (KRAs) per Financial Year
The financial resource requirements for each Key Result Area are presented in the
table below:
35
Table 4.2: Finance Resources Requirement by Key Result Areas (KRAs) per
Financial Year Projected Resource Requirement
Baseline
estimates
(Kshs.
Mn)
Projected Estimates (Kshs. Mn)
FY
2018/19
FY
2019/20
FY
2020/21
Fy
2021/22
FY
2022/23
Total
1. Facilitate the growth in value of domestic trade by 25% by 2022
Domestic Trade
Development
143.92 225.6 2428.1 275.4 201.3 3274.32
Fair Trade and
Consumer
Protection
146.36 258.5 271 221.3 247.6 1144.76
Entrepreneurial
and Management
Training
30.85 64.5 78.0 80.9 86.9 341.15
Total 321.13 548.6 2777.1 577.6 535.8 4760.23
2. Facilitate the growth in exports by 20% annually
Exports Market
Development
130.52 717.2 665.2 687.4 1079.4 3279.72
Regional Economic
Integration
Initiatives
174.28 224.88 215.08 159.08 159.08 932.4
International
Trade
417.0 1,047.0 2,496.0 2,906.0 3,284.0 10,150
Total 721.8 1,989.08 3,376.28 3,752.48 4,522.48 14,362.12
3. Effective Leadership and good Governance
General
Administration,
Planning and
Support Services
65.2 71.7 61.1 60.9 61.4 320.3
4. Strengthen institutional capacity for service delivery
19.5 20.5 22.5 19.5 24.5 106.5
Grand total 1127.63 2629.88 6236.98 4410.48 5144.18 19549.15
36
Table 4.3 Projected Resource Allocations
Projected Resource Allocation
Baseline
estimates
(Kshs. Mn)
Projected Estimates (Kshs. Mn)
FY
2018/19
FY
2019/20
FY
2020/21
Fy
2021/22
FY
2022/23
Total
1. Facilitate the growth in value of domestic trade by 25% by 2022
Domestic Trade
Development
95.2 94.3 165.3 199.2 203.3 223.7 981.0
Fair Trade and
Consumer
Protection
516.1 564.8 570.3 773.2 643.4 707.7 3,775.6
Entrepreneurial
and Management
Training
81.5 188.4 326.6 90.2 93.9 103.3 883.9
Total 692.8 847.6 1,062.2 1,062.6 940.6 1,034.7 5,640.5
2. Facilitate the growth in exports by 20% annually
Exports Market
Development
364.9 282.9 282.9 281.3 290.3 319.3 1,821.6
Regional Economic
Integration
Initiatives
29.1 166.1 196.0 256.2 461.5 507.7 1,616.7
International Trade 703.1 253.9 311.7 321.7 332.2 365.4 2,288.0
Total 1,097.1 702.9 790.6 859.2 1,084.0 1,192.4 5,726.2
3. Effective Leadership and good Governance
General
Administration,
Planning and Support
Services
296.5 358.4 356.2 371.2 386.5 425.2 2,194.0
4. Strengthen institutional capacity for service delivery
Grand total 2,086.4 1,908.9 2,209.0 2,293.0 2,411.2 2,652.3 13,560.7
4.3.1 Resource Gaps.
This section gives an analysis of the resource requirements vs the projected resource
allocations over the period of the implementation of the Plan. The analysis is summarised in
the table below.
37
Table 4.4: Resource Gaps 18/19 19/20 20/21 21/22 22/23
Resource Requirement 1127.63 2629.88 6236.98 4410.48 5144.18
Projected Resource
Allocation 2,086.4 1,908.9 2,209.0 2,293.0 2,411.2
Resource Gaps -958.77 720.98 4,027.98 2,117.48 2,732.98
4.3.3 Mobilization Strategies
The implementation of programmes/ projects in this strategic plan will require
Kshs19, 549.15million. A comparison between the resource projections from the
exchequer and the resource requirements reflect a deficit of Kshs5, 989.6 million.
The Cabinet Secretary and the Principal Secretary will spearhead mobilization of
more funding from the National Treasury and Development Partners among other
sources to address the resource gaps.
In the plan period the following strategies will be used to enhance the mobilization of
funds to address resource gaps required for implementation of the State Department`s
programmes, projects and activities.
i. Government Funding
The State Department for Trade will majorly rely more on resources from the
Government of Kenya budgetary provisions through the MTEF process to finance the
programmes, projects and activities contained in this plan.
ii. Development Partners
The State Department intends to mobilize more funding through Development
Partners to supplement Government resources in ensuring realization of the goals and
objectives of this strategic plan. This may be in form of budget support for particular
project or one off support for particular activities.
iii. Public-Private Sector Partnership
The State Department will also collaborate closely with the private sector through
Public Private Partnerships in implementing some programmes and activities, this can
be done through corporatization, leasing and contract agreements.
38
iv. Internally generated funds
This will be in form of Appropriation in Aid and/or revenue generated as a result
of offering services or goods.
4.3 Risk Analysis and Mitigation Measures
This sections deals with key risks that are likely to affect the implementation of the
strategic plan. The risks are analyzed and categorized as High, Medium and Low on
the basis of the likelihood of the risks occurring and the magnitude of the impact it
may have on the Strategic Plan implementation. Some mitigation measures are
proposed for the identified risks so that Strategic Plan implementation is not seriously
impeded.
The following are the key risks that have been identified:
a) Operational, financial or technological risks;
b) Entry of illicit and counterfeit commodities;
c) Political, economic, and social stability risks;
d) Organisational and structural changes;
e) Environmental risks;
f) Cross-cutting risks;
g) Trade Barriers; and
h) Access to credit.
Table 4.5: The table below summarizes the risks, category and mitigation
measures Risk Category Mitigation Measure
(i) Operational, financial or
technological risks:
Austerity measures,
budget cuts and delay of
funds disbursement
Timely Capture of
AIA/revenue
procurement challenges
HIGH Early preparations of work
plans, procurement plan and
commitment of activities
ensure capture, reporting and
analysis of AIA/revenue
(ii) Political, economic, and
social stability risks
Charged political
activities especially
during electioneering
period
Volatility of
Macroeconomic
variables such us
inflation, economic
growth, exchange and
interest rate
MEDIUM Wide public consultation on
political, economic and social
policies
Goodwill from political
leadership
39
(iii) Organisational and structural
changes
Reorganisation of MDAs
including change of
leadership
LOW Continuous realignment and
adjustment where applicable
Entrenchment of national and
sectoral policies to guide on
broad programme
implementation
(v) Environmental risks
Climate change
Natural disasters
LOW Participation in raising
awareness and influencing
policies on environmental issues
Ensuring that environmental
impact assessment is done for
projects as applicable
Enhance mechanisms for
disaster preparedness and
response
(v) Cross-cutting risks
HIV/AIDS
Duplications of
functions across MDAs
LOW Regular awareness creation
initiatives on HIV/AIDS.
Continuous realignment and
adjustment where applicable
(vi) Loss of expertise on Trade
Matters through transfer,
death
HIGH Train and expose officers on
trade negotiations
Implement succession
management
(vii) Security Risk HIGH Public participation.
40
CHAPTER FIVE: MONITORING, EVALUATION AND REPORTING
5.0 Overview
This chapter outlines the monitoring framework for this Strategic Plan. It gives main
indicators to be monitored, evaluated on and reported by the State Department. It also
provides for the review of the Strategic Plan.
The State Department will therefore have the following timelines:
a) Quarterly and Annual Monitoring and Reporting;
b) Mid-Term and End-Term Evaluation and Reporting; and
c) Mid-Term and End-Term Reviews of the Strategic Plan.
5.1 Institutional Framework and Frequency of Monitoring and Reporting
The Central Planning and Project Monitoring Unit (CPPMU) is responsible for
coordinating and supervising collection of data emanating from all the Departments,
designing monitoring and evaluation (M&E) tools, data analysis and generation of
reports.
The National Integrated Monitoring and Evaluation System (NIMES) and E-PROMIS
are the Monitoring and Evaluation tools that have been adopted by the Government to
enhance tracking and reporting of performance of various projects and programmes.
The tools are in line with the monitoring and evaluation policies, procedures and
technical guidelines that exist.
Monitoring and evaluation will be undertaken by CPPMU in collaboration with all
Departments and Agencies.
41
Figure 5.1: Implementation Structure of Monitoring and Evaluation
Receive M & E
reports Provide feedback
Leadership
Design of M&E
tools
Supervises collection of data
Analyse data
Receives & forwards feedback
Generates reports
Cabinet Secretary
Central Planning Project
Monitoring Department
(CPPMU)
Administration & Support Services
DET DIT W&M BPRT KIBT
State Corporations
R&P
Principal Secretary
42
Collect data
Submit data to CPPMU
Receive feedback
Implement Recommendations.
43
5.2 Mid-Term and End-Term Evaluation and Reporting.
The Mid-Term and End-Term evaluations will assess the relevance, effectiveness,
efficiency, sustainability, outcomes and impacts of the various Key Result Areas
(KRAs). The reviews will be conducted in 2020 and 2023 respectively.
Additionally, the State Department will publish and share evaluation reports on
implementation of the strategic plan through a public accessible database and bulletin
The database and bulletins will become important instruments of the State
Department`s knowledge sharing strategy.
5.3 Mid-Term and End-Term Review of the Strategic Plan.
The Strategic Plan forms the basis for preparing the Annual Budget Estimates, Annual
Work Plans, Individual Work Plans and Performance Contracts which are
mechanisms applied to implement planned activities of the State Department.
To assess the progress achieved and establish challenges with the implementation, the
State Department shall carry out a Mid-Term review. The outcome of the Mid-Term
review shall determine the way forward in addressing gaps identified to ensure that
implementation of the Strategic Plan remains on course. The aim of the End-Term
review is to assess overall implementation and impact of the Plan.
Reviews will be conducted in 2020 and 2023 respectively. In addition to internal
review the State Department shall consider an external End-Term review.
44
References
Africa’s Agenda 2063
African Growth and Opportunity Act (AGOA) Strategy
Buy Kenya Build Kenya Strategy
Economic Surveys (2018, 2017)
Integrated National Export Development and Promotion Strategy
Sector Report, 2018
The Constitution of Kenya 2010
The Executive Order No. 1 of 2018 on Organizational of the National Government
The Medium Term Expenditure Framework (MTEF) budget
The National Trade Policy
The Sustainable Development Goals (SDGs)
Third Medium Term Plan
Kenya Vision 2030
45
APPENDIX
Annex I: Implementation Matrix ACTIVITY EXPECTED
OUTCOME
EXPECTED
OUTPUT
OUTPUT
INDICATORS
TARGE
T
(5YRS)
Target Budget (Million) Respon
sibility
Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5
Key Result Area 1:Facilitate the growth in value of exports by 20% annually Strategic Objective :To broaden and deepen the export markets Strategy 1:Market and Product diversification
Preparation and
participation in the
ongoing WTO,
AfCFTA, Tripartite,
AGOA, COMESA,
EPAs, IORA, IGAD,
EAC Common
Market Protocol and
NEPAD negotiations
Increased volume
of exports in goods
and services
Increased number
of markets for
Kenya’s products
and services
Negotiations attended
and agreements
concluded
No. of negotiations
attended and
agreements
concluded
21 3 4 4 5 5 84 90 100 105 112 DET
Implementation of
the AGOA Strategy
Increase in export
value to the US
market
Increased awareness on
the market
opportunities in the US
market.
Annual growth in
exports to the US.
Percentage increase
in exports to the US 52 10.4 10.4 10.4 10.4 10.4 20 20 20 20 20 DET/DI
T
Implementation of
WTO Trade
Facilitation
Agreement
Seamless flow of
goods across
borders
Simplified procedures
for small scale traders
Reduced transit traders
timelines
Reduced no. of
documentations
Percentage level of
implementation of
the TFA Agreement
20 7.1 8.5 12 15 20 50 63 77 86 107 DET
Coordinate the
Implementation of
the SPS and TBT
Agreements
Increased export of
agricultural and
industrial goods
-Increased awareness of
required standards and
technical regulations by
different trading
partners
-Operational National
SPS and TBT
committees
No. of workshops
raised to respond to
specific trade
concerns
20 4 4 4 4 4 5 5 5 5 5 DET
46
ACTIVITY EXPECTED
OUTCOME
EXPECTED
OUTPUT
OUTPUT
INDICATORS
TARGE
T
(5YRS)
Target Budget (Million) Respon
sibility
Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5
Initiate and conclude
Bilateral Agreements
and MOUs
-Increased market
shares
-Trade barriers
removed
BTAs and MOUs
initiated and concluded
No. of BTAs and
MOUs initiated and
concluded
23 3 5 5 5 5 6 10 10 10 10 DET
Review the existing
Bilateral Trade
Agreements and
MOUs
Increased market
penetration in
prioritised markets
Potential markets
prioritised
No. of BTAs and
MOUs reviewed to
prioritise the markets
35 20 15 - - - 1 0.8 15 - - DET/
RESEA
RCH
Eliminate/ reduce
NTBs and emerging
trade issues with our
bilateral, regional
and multilateral
partners
Increased trade
volumes with our
trading partners
Resolved trade issues No. of NTBs and
trade issues resolved 75 10 20 15 15 15 1.6 2.4 2.4 2.4 2.4 DET
Coordinate and
participate in Joint
Trade Committee
meetings
Increased export
value of Kenya’s
goods and services
and investments
Agreed minutes No. of agreed
minutes signed
between Kenya and
trade partners States
35 7 7 7 7 7 15.6 15.6 15.6 15.6 15.6 DET
Conduct outreach
programmes/
sensitization for
business community
on opportunities
available and
emerging trade
issues
Increased export
earnings
Exporters and
exportable products
identified
No. of awareness
Workshops and fora
conducted to expose
exporters to potential
markets
25 5 5 5 5 5 5 5 5 5 5 DET
Strengthen and
expand commercial
representation
abroad
Increased export
volume and values
and visibility of
Kenya’s exportable
products
New Commercial
Attaches posted in
Kenyan missions
abroad
No. of Commercial
Attaches posted 52 10 21 32 40 52 345 844 1,340 1,756 2101 DET
Establish
Commercial Trade
Centres in the
identified potential
markets (New York,
London and Dubai)
Increased visibility
of Kenya products
and services in the
proposed cities /
countries
Establishment of the
Commercial Centres
No. of the
Commercial centres
identified through
feasibility study
3 - - 1 1 1 - 100 1000 1000 1000 DET
47
ACTIVITY EXPECTED
OUTCOME
EXPECTED
OUTPUT
OUTPUT
INDICATORS
TARGE
T
(5YRS)
Target Budget (Million) Respon
sibility
Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5
Registration of
Geographical
Indications for
Kenya’s prime
products
Increased export
value
Iconic products
protected from
infiltration
No. of product
registered 6 _ 2 3 1 _ _ 10 15 5 - DET/A
CA/EP
C
Coordinate the
implementation of
the Integrated
National Export
Development and
Promotion Strategy
(INEDPS)
Increased export
earnings
Increase export capacity
in the identified sectors
Percentage level of
implementation 100 10 30 50 80 100 7.68 7.68 7.68 7.68 7.68 DET
Develop Country-
Specific Strategies
for market
penetration
Increased in exports
in goods and
services
Countries engagements
on market access
No. of country-
specific strategies
developed and
implemented
193 23 40 40 45 45 0.92 1.6 1.6 1.8 1.8 DET
Organize and
coordinate inward
and outbound trade
and investment
forum
Increase Foreign
Direct Investment
Concluded business and
investment deals
No. of business and
investment for a
organized.
68 8 12 14 16 18 16 24 28 32 36 DET
Facilitate SMEs
participation in
international trade
fairs
-Increased export
earnings
-Increased
awareness of
exportable products
in international
markets
-International trade fairs
participated in.
-Solo exhibitions
participated in
No. of international
trade fairs and Solo
exhibitions
participated
20 4 4 4 4 4 6 16 24 32 40 DET/E
PC/DIT
Operationalize and
Coordinate the
National Trade
Negotiation Council
Favourable Trade
Agreements
Well-coordinated and
informed Trade
Negotiations
No. of meetings 18 2 4 4 4 4 6 11 11 11 11 DET
Strategy 2: Strengthen Kenya Involvement in Trade Blocs Integrations
Organize and hold bi
annual national
Full
implementation of
Increased level of
implementation
No. of M& E reports 10 2 2 2 2 2 10 10 10 10 10 DET
48
ACTIVITY EXPECTED
OUTCOME
EXPECTED
OUTPUT
OUTPUT
INDICATORS
TARGE
T
(5YRS)
Target Budget (Million) Respon
sibility
Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5
meetings with
stakeholders to
monitor and evaluate
implementation of
EAC Common
Market Protocol
the EACCommon
Market Protocol
Indicating the
Percentage level of
implementation of
the CMP
Prepare and
participate in EAC
policy organs
meetings which
includes EAC
Summit, Council of
Ministers / SCTIFI
and sectoral
committees
-Improved trade
with partner states
-Pending issues at
EAC resolved
country position papers
prepared to defend
Kenya trade interest
No. of country
position papers
prepared to defend
Kenya trade interest
16 4 4 4 4 4 3 3 3 3 3 DET
Undertake Trade in
Services analysis
Increased Trade in
services
TIS analysis undertaken No. of sectoral
analysis reports
12 2 2 2 3 3 10 10 10 15 15 DET
Strategy3 : Establishment of Institutions to support Trade
Establishment of
Export Development
Fund
Perpetual fund for
export development
and promotion
Operation of Export
Development Fund
Percentage level of
operationalization 100% - 18% 35% 68% 100
%
- 550 500 500 500 DET/EP
C/DIT
Establishment and
operationalization of
the Kenya Trade
Remedy Agency
(KETRA)
Protect local
industries from
unfair import
competition that
cause material
injury
Operational Trade
Remedies Agency
Percentage level of
operationalization 100 20 60 100 - - 129 170 146 100 100
DET/K
ETRA
Establish the Export-
Import (Exim)
financing Bank
Increased exports Enhanced financing for
pre and post export
operations
Percentage level of
establishment 50 _ 10 25 40 50 _ 20 30 30 420 EPC/DE
T
Key Result Area 2: Facilitate the growth in value of domestic trade by 25% by 2022 Strategic Objective 1: To facilitate Business and Entrepreneurship Development
Strategy 1: Build Business and entrepreneurial capacity for MSMEs
Co-ordinate the
organization of
Increased market
opportunities for
Trade weeks held,
exhibitions held and
No. of trade weeks
organized, 37 5 8 8 8 8 3.1 6 6 6 6 DIT
49
ACTIVITY EXPECTED
OUTCOME
EXPECTED
OUTPUT
OUTPUT
INDICATORS
TARGE
T
(5YRS)
Target Budget (Million) Respon
sibility
Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5
Trade week,
exhibition and
regional forums in
collaboration with
the counties to
benchmark new and
innovative ideas
MSMEs
new ideas incubated exhibitions
conducted, ideas
incubated.
Facilitate linkage of
the innovators with
industry players,
review and mitigate
challenges.
Innovations
Commercialized
Challenges
mitigated
Innovation symposiums
held
Innovators linked to
industry players
No. of innovation
symposiums held 4 1 1 1 1 0 1 1 1 1 DIT
Promotion of
Business Process
Outsourcing(BPO)
BPO inventory
established BPO mapped
Percentage
completion of the
inventory
100% 5% 35% 60% 0 0 0.05 3 5
Facilitate
sensitization and
capacity building
forums for BMOs
Increased
awareness
Sensitizations
conducted
No. of Sensitizations
conducted 20 0 5 5 5 5 0 2.5 2.5 2.5 2.5 DIT
Facilitate review of
challenges facing
BMOs, propose
interventions and
develop
implementation
plans.
Vibrant and well-
functioning BMOs
challenges reviewed,
Implementation plans
and Strategies
developed
No. of plans and
strategies developed 6 0 2 2 1 1 0 0.1 0.1 0.1 0.1 DIT
Facilitate the
formation and
strengthening of
Cross Border Trade
Associations
(CBTAs) and Cross
Border Trade
Committees
(CBTCs) and
National Umbrella
Cross Border Trade
Strong, efficient
and effective
CBTAs, CBTCs
and National
Umbrella CBTA
CBTAs, CBTCs and
National Umbrella
CBTA formed and
sensitized
No of CBTAs,
CBTCs and National
Umbrella CBTA
formed and
sensitization
workshops held
8 1 2 2 2 1 0.5 2 2 2 2 DIT
50
ACTIVITY EXPECTED
OUTCOME
EXPECTED
OUTPUT
OUTPUT
INDICATORS
TARGE
T
(5YRS)
Target Budget (Million) Respon
sibility
Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5
Association
Promote the
development of
Cross Border
Markets (CBM) and
support
infrastructure in
collaboration with
counties and MDAs
and ensure
infrastructure
developed caters for
women needs in
Cross border Trade
Improved trading
environment at the
border and Well-
organized trade
infrastructure
Capacity building and
sensitization programs
held.
No. of capacity
building and
sensitization
programs held.
4 1 1 1 1 0.5 2 2 2 2 DIT
Facilitate the
establishment and
strengthen the
operation of Trade
Information Desks
(TIDs) at the border
points
Enhanced
information
management
Trade Information
Desks established
No. of TIDs formed
and facilitated 8 - 4 4 - - - 3 3 2.4 2.4 DIT
Entrepreneurship and
business
management training
to MSMEs.
Improved business
performance
MSMEs trained
No. of MSMEs
trained
27,500 3,000 4,000 6,000 7,000 8,00
0
9 12 18 21 24
KIBT
Capacity building for
County officials in
charge of Trade,
Industry,
Cooperatives and
tourism
Well informed
county staff able to
handle trade matters
Collaborations
established
Improved employee
performance with
respect to trade
matters.
Counties officials
trained
No. of Counties
covered.
18 2 4 4 4 4 1 2 2.5 3 3.5 KIBT
Industrial consulting
on business
Improved business
performance
Firms offered
consultancy services
No. of firms offered
38 6 6 8 8 10 4 7 8 10 10 KIBT
51
ACTIVITY EXPECTED
OUTCOME
EXPECTED
OUTPUT
OUTPUT
INDICATORS
TARGE
T
(5YRS)
Target Budget (Million) Respon
sibility
Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5
management under
HRD-ID/JICA
project
consultancy services
Establishment of
SMEs Tool Room
for incubators
Ease of the
incubation process
Equipped and
functional incubation
rooms
Percentage
establishment of
SMEs tool rooms
100% - 20% 40% 60% - 8 27 34 33 9 KIBT
Coordinate annual
national
entrepreneurship
conference
Expanded business
networks among the
business people
National
Entrepreneurship
Conferences held
No. of conferences
held
4 - 1 1 1 1 - 7 8 9 11 KIBT
Partition and furnish
the new KIBT
Parklands building
Conducive working
environment and
Adequate working
space for staff
Complete partitioned
and furnished office
block
Percentage
completion
100% 10% 30% 40% 20% - 102 200 150 - - KIBT
Strategy 2 : Implementation of local content Policy
Facilitate
development and
review of local
content regulations
and guidelines for
various sectors
Effective
implementation of
the Local Content
Policy
Regulations and
guidelines developed
No. of sector
regulations and
guidelines
8 1 2 2 2 1 0.1 6 4 4 5 DIT
Sensitize MDAs and
County Governments
on the
implementation of
the 40% procurement
rule
Increased
awareness and
compliance to the
directive
MDAs and County
Governments sensitized
Percentage of MDAs
and County
Governments
Sensitized
100% 20% 40% 60% 80% 100
% 0.02 1.5 1.5 1.5 1.5 DIT
Monitor the
implementation of
the 40% procurement
rule
Increased
consumption of
local goods and
services
Enhanced compliance
by all MDAs
Percentage
compliance by MDAs 100% 20% 40% 60% 80%
100
% 0 0.5 0.5 0.5 0.5 DIT
Prepare and update
inventory of local
content compliant
products
Final local content
compliant products
inventory
developed
local content compliant
products profiled
No. sectoral lists
developed 8 2 3 3 1.6 2.4 2.4 DIT
52
ACTIVITY EXPECTED
OUTCOME
EXPECTED
OUTPUT
OUTPUT
INDICATORS
TARGE
T
(5YRS)
Target Budget (Million) Respon
sibility
Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5
Strategic Objective 2: To enhance consumer protection
Strategy 1 : Promotion of fair and ethical business practices
Promote fair trade
practice in the access
of market
infrastructure and
business opportunity.
Enhanced access to
market
infrastructure and
reduced
exploitation of
traders
Regional forums held to
sensitize communities
on the need for fair
trade
No. of Regional
Forums held 6 1 2 1 1 1 0.8 1 1 1 1 DIT
Participate in the
development and
review of policies
(National and
County) geared
towards creation of a
conducive
environment and
promotion of Fair
Trade practices
An orderly, well-
coordinated Trade
Sector
Policies developed and
reviewed
No. of Policies
developed and
reviewed.
10 2 2 2 2 2
0.05 0.8 1 1 1 DIT
Education and
awareness
Empowered
Consumer ready to
make informed
market CHOICES
Trained and sensitized
consumers
No. of consumer
trainings and
sensitizations
62 10 10 12 14 16 8 10 12 14 16 KECO
PAC
Conduct Baseline
market survey,
monitoring on
availability of goods
and services, conduct
market trends
affecting consumer
rights,
Improved policies
on consumer
protection
Annual State of
consumer protection
report produced
No. of Periodic
reports on data
collection
5 1 1 1 1 1 5 7 9 12 14 KECO
PAC
Mapping of
Consumer rights
bodies
Improved
networking
for better
collaboration in
consumer
protection
Database for Consumer
rights bodies mapped
No. of mapped bodies 11 3 2 2 2 2 1 1 1 1 1 KECO
PAC
Mapping of Improved Database for Consumer No. of mapped 10 2 2 2 2 2 1 1 1 1 1 KECO
53
ACTIVITY EXPECTED
OUTCOME
EXPECTED
OUTPUT
OUTPUT
INDICATORS
TARGE
T
(5YRS)
Target Budget (Million) Respon
sibility
Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5
Consumer matters
regulatory bodies
networking
for better
collaboration in
consumer
protection
matters regulatory
bodies mapped
regulatory bodies PAC
Drawing up and
reviewing the rules
of practice and
accreditation for
registered consumer
associations
Structured legal
regulation of
consumer rights
bodies
rules and regulations on
consumer rights bodies
drawn
No. of reports from
drafting sessions
5 1 1 1 1 1 2 2 2 2 2 KECO
PAC
Capacity building for
best practices on
consumer issues in
jurisdictions with
matured consumer
protection regimes
Educated staff and
committee for
better
administration of
Consumer
protection Act
Educated and
experienced
Staff and committee
members
No. of reports on
visits and experiences
in areas visited
5 1 1 1 1 1 3 4 5 6 7 KECO
PAC
Celebration of the
World Consumer
rights Day
Sensitized and
informed
Consumers
World Consumer
Rights Day organized
and held
No. of reports on
celebrations
5 1 1 1 1 1 8 10 12 14 16 KECO
PAC
Strategy 2: Develop legal infrastructure and capacity to implement Consumer protection Act
Undertake analysis,
review and
amendments to the
Consumer Protection
Act
Successful
consumer
protection law
implementation
Consumer Protection
Act Amended
No. of analysis
Reports from
amendment sessions
5 1 1 1 1 1 7 4 5 5 5 KECO
PAC
Drafting of
implementation
enabling rules and
regulations
Successful
consumer
protection law
implementation
rules and regulations
drafted
No. of reports from
drafting sessions
9 2 2 2 2 1 2 2 2 2 2 KECO
PAC
Design, build and
update an interactive
website
Ease of
communication of
consumer
information and
feedback from
Running website
designed and built
No. of reports from
design meetings
5 1 1 1 1 1 3 2 2 2 2 KECO
PAC
54
ACTIVITY EXPECTED
OUTCOME
EXPECTED
OUTPUT
OUTPUT
INDICATORS
TARGE
T
(5YRS)
Target Budget (Million) Respon
sibility
Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5
stakeholders
Establish Consumer
arbitration Courts
Structured
resolution of
consumer
complaints
Consumer Arbitration
Court established
No. of reports from
sub-committee
meetings on Courts
5 1 1 1 1 1 6 8 10 12 14 KECO
PAC
Strategy 3: Enforce consumer protection laws and intellectual property rights
Analyze, develop
and review
Investigation
procedures
Structured
investigation of
consumer
complaints
Investigating procedure
for analyzed, reviewed
and developed
No. of reports from
drafting sessions
5 1 1 1 1 1 2 2 3 4 5 KECO
PAC
Conduct
investigations of
offences related to
violations in
consumer rights
Consumer justice
and satisfaction
Warnings and/or
prosecutions
No. of investigations
and prosecution
returns
5 1 1 1 1 1 5 7 10 12 14 KECO
PAC
Investigations of
Intellectual Property
Rights (IPR)
infringement
Informed decision IPR infringement
investigated
No. of investigation
reports
20 4 4 4 4 4 8 9 10 11 12 ACA
Surveillance of
counterfeiting
Enhanced
surveillance
Counterfeiting
surveilled
No. of intelligence
reports
20 4 4 4 4 4 5 1 1 1 1 ACA
Prosecution on
matters of
counterfeiting
Reduced cases of
counterfeiting
Matters of
counterfeiting
prosecuted
No. of prosecution
reports
20 4 4 4 4 4 8 8.5 9 10 11 ACA
Alternative Dispute
Resolution (ADR) on
matters of
counterfeiting
Quick resolution of
IPR conflicts
Report No. of ADR reports 20 4 4 4 4 4 2 2.5 3 3.5 4 ACA
Disposal of seized
counterfeits
Compliance with
court orders and
other requirements
Seized counterfeits
disposed
Number of disposal
reports
20 4 4 4 4 4 3 4 5 6 7 ACA
Collaborate with
other MCDA’s and
IPR holders
Co-ordinated
collaborations
Collaborations
enhanced
No. of reports on
Inter-Agency
collaboration
framework
20 4 4 4 4 4 3 3.5 4 4.5 5 ACA
Public outreach Participation in
events
Public outreach events
participated
No. of reports 20 4 4 4 4 4 27 30 35 40 45 ACA
55
ACTIVITY EXPECTED
OUTCOME
EXPECTED
OUTPUT
OUTPUT
INDICATORS
TARGE
T
(5YRS)
Target Budget (Million) Respon
sibility
Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5
Develop and
implement a training
of trainers (TOT)
program
Certified trainers TOT programme
developed and
implemented
No. of training
reports
20 2 2 2 2 2 6 6.5 7 7.5 8 ACA
Develop and
disseminate IEC
materials
Improved level of
awareness
IEC materials
disseminated
No. of dissemination
reports
20 4 4 4 4 4 3.5 4 4.5 5 5.5 ACA
Sensitizations and
training of
stakeholders
Informed
stakeholders
Stakeholders sensitized
and trained
No. of reports 20 4 4 4 4 4 4 5 6 7 8 ACA
Type Approval of all
weighing and
measuring
instrument models
intended for use in
the country for trade,
health, public safety,
law enforcement and
environmental
protection
Reliable weighing
and measuring
instruments in the
country
Type approved
instrument models
No. of evaluation
reports
55 10 10 10 12 13 1.0 1.3 1.4 1.6 1.8 W&M
Verification of all
weighing and
measuring
instruments used at
strategic national
installations and
other verifications
arising from
consumer protection
matters in the
country
Accurate weighing
and measuring
instruments for use
weighing and
measuring instruments
Verified
No. of Verification
certificates
725 150 110 150 155 160 2.7 2.2 2.8 3.0 3.2 W&M
Collect and analyse
data on verified
weighing and
measuring
Information for use
in planning
Data on weighing and
measuring instruments
collected and analyzed
No. of analysis report 3 0 0 1 1 1 0 0.2 1.0 1.2 1.3 W&M
56
ACTIVITY EXPECTED
OUTCOME
EXPECTED
OUTPUT
OUTPUT
INDICATORS
TARGE
T
(5YRS)
Target Budget (Million) Respon
sibility
Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5
instruments in the
country
Establish Electricity
meter type approval
laboratory
Reliable electrical
energy
measurement in the
country
Electricity Meter Type
Approval laboratory in
place
Percentage
completion certificate
1(100%) 0% 0% 48% 35% 17% 0 0 70 50 25 W&M
Establish Water
meter type approval
laboratory
Reliable water
consumption
measurement in the
country
Water Meter Type
Approval laboratory in
place
PercentageCompletio
n certificate
1(100%) 0% 0% 52% 32% 16% 0 0 50 30 15 W&M
Licensing of
manufacturing and
service workshops
for Weighing and
Measuring
Equipment
Controlled
manufacturing and
service sector for
weighing and
measuring
instruments
Manufacturing and
Service workshops
Licensed
No. of license
certificates
45 3 5 10 12 15 0.1 0.2 0.3 0.4 0.5 W&M
Licensing and
Monitoring of the
Manufacturers,
sellers and repairers
of Weighing and
Measuring
Equipment
Assured
competency of
personnel in the
sector
personnel Licensed and
monitored
Licensing and
monitoring Records 500 600 700 800 900 0.2 0.3 0.4 0.5 0.6 W&M
Undertake
inspections in
matters of national
concern relating to
legal metrology
Protected
consumers
Inspections carried out No. of Inspection
reports
120 10 20 25 30 35 0.5 0.8 1.0 1.3 1.5 W&M
Receive and act on
public complaints
relating to legal
metrology
Protected
consumers
Complaints received
and acted upon
No. of complaint
records and action
reports
100 10 15 20 25 30 0.5 0.8 1.0 1.3 1.5 W&M
Carry out Protected Investigations and No. of investigation 50 5 8 10 12 15 1 1.5 2 2 2.5 W&M
57
ACTIVITY EXPECTED
OUTCOME
EXPECTED
OUTPUT
OUTPUT
INDICATORS
TARGE
T
(5YRS)
Target Budget (Million) Respon
sibility
Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5
investigations and
prosecutions into
matters of national
concern relating to
legal metrology
consumers prosecutions carried out and prosecution
Reports
Collaborate with
County Governments
in the prosecution of
matters of relating to
legal metrology
Protected
consumers
Collaborated
prosecutions carried out
No. of prosecution
reports
36 3 5 8 10 10 0.2 0.4 0.6 1 1 W&M
Mount training for
legal metrology
personnel recruited
by the National and
county governments
Enhanced legal
metrology
workforce
Recruited personnel
trained
No. of training
reports
118 10 10 15 15 15 2 3 3 3 4 W&M
Mount refresher
courses for in-service
officers on emerging
technologies
and changes in
technical issues in
legal metrology
Skilled personnel In-Service officers
trained
No. of training
reports
344 0 50 84 100 110 0 3 4 5 5 W&M
Develop and
implement an
awareness creation
programme for the
new legal metrology
law
An informed
society on the legal
metrology law
Awareness programme
developed and
implemented
Percentage
completion of the
programme
100% 0 10% 40% 25% 25% 0 4 16 10 10 W&M
Develop and
implement a
rebranding
programme for
transition from
Weights and
Measures
Department to Legal
Metrology
An informed
society on the
changes at the
Weights and
Measures
Department
Rebranding programme
developed and
implemented
Percentage
completion of
rebranding
programme
100% 0 10% 40% 25% 25% 0 5 14 8 8 W&M
58
ACTIVITY EXPECTED
OUTCOME
EXPECTED
OUTPUT
OUTPUT
INDICATORS
TARGE
T
(5YRS)
Target Budget (Million) Respon
sibility
Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5
Department
Strategy (iv): Develop and review policies and legal instruments geared towards management of legal metrology services
Develop of the
National Legal
Metrology Policy
Structured and
coordinated legal
metrology services
in the country
National Legal
Metrology Policy
developed
Percentage
completion of Policy
document
1(100%) 0 5% 30% 35% 30% 0 1 4 5 5 DWM
Finalize the review
of the Trade
Descriptions Act
Trade Description
Act aligned to
devolved system of
Government
Trade Description Act
reviewed
Percentage
completion of Act
review
1(100)% 5% 25% 25% 25% 20% 1 5 5 5 4 DWM
Finalize the
transformation of
the Weights and
Measures Act into
the Legal Metrology
Act
An expanded
mandate of the
department to cover
the fields of Trade,
Health, Public
safety and
environmental
protection.
The Weights and
Measures Act repealed
and the Legal
Metrology Act enacted
with its enabling
subsidiary legislation
Percentage
completion of the
transformation
1(100%) 20% 20% 30% 20% 10% 8 8 12 8 6 DWM
Finalize the
development of
electricity meter and
water meter draft
regulations
Regulated utility
meters sector
Electricity meter and
Water meter draft
regulations developed
Percentage
completion of draft
regulations
1(100%) 5% 25% 30% 20% 20% 1 4 4 4 3 DWM
Develop tire pressure
gauges, Alcohol
breath analyzers and
Speed guns/radars
draft regulations
Regulated road
safety control
instruments sector
Tire pressure gauges,
Alcohol breath
analyzers and Speed
guns/radars draft
regulations developed
Percentage
completion of draft
regulations
1(100%) 5% 25% 30% 20% 20% 1 4 4 4 3 DWM
Strategy (v): Promote standardization in measurements to support trade
Calibrate National
Legal metrology
standards at BIPM
recognized National
Metrology Institute
laboratory for
Internationally
recognized legal
metrology standards
National Legal
Metrology Standards
Calibrated
No. of calibration
Certificates
33 0 3 10 21 9 0 0.4 0.6 0.6 0.4 DWM
59
ACTIVITY EXPECTED
OUTCOME
EXPECTED
OUTPUT
OUTPUT
INDICATORS
TARGE
T
(5YRS)
Target Budget (Million) Respon
sibility
Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5
Traceability to the
international
prototype standards
Acquisition of
additional standards
and equipment to
enhance capacity of
the laboratory
Enhanced capacity
to disseminate
standards
standards and
equipment acquired
No. of standards
acquired
50 0 10 20 10 10 0 4.5 9 5 5.5 DWM
Maintenance of the
National Weights
and Measures
Laboratory standards
calibration
equipment through
service and
calibration
A functional
National Weights
and Measures
Laboratory
calibration equipment
Well maintained
No. of equipment
maintained
66 10 14 14 14 14 1.2 1.2 1.4 1.5 1.6 DWM
Calibration of the
National and County
legal metrology
working standards
used in the
verification of the
traders and
manufacturers’
weighing and
measuring
instruments
Accurate and
traceable Working
standards
working standards
Calibrated
No. of calibration
certificates
1,780 340 350 360 360 370 0.3 0.3 0.4 0.5 0.5 DWM
Acquisition of
stamps of
verification
Reliable and secure
verification system
Stamps of verification
acquired
No. of stamps 1760 280 340 340 400 400 3.5 4.0 4.0 4.5 4.5 DWM
Participation in the
development review
and harmonization of
international and
Internationally
compatible National
legal metrology
system
Development and
review meetings
attended
No. of reports 28 8 5 5 5 5 5.2 5.0 5.5 5.5 6.0 DWM
60
ACTIVITY EXPECTED
OUTCOME
EXPECTED
OUTPUT
OUTPUT
INDICATORS
TARGE
T
(5YRS)
Target Budget (Million) Respon
sibility
Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5
regional legal
metrology standards
for international
recognition and
market access
Accreditation of
National Weights
and Measures
Laboratories to
ISO/IEC 17025 to
support calibration
of County standards
Internationally
recognized
laboratories
laboratories Accredited Percentage level of
accreditation
3 Labs
(100%)
0 0 40% 30% 30% 0 0 30 40 30 DWM
Accreditation of the
Weights and
Measures National
Office to ISO/IEC
17020 to Support
type Approval
Originating
certificates
recognized
Internationally
Institution Accredited Percentage level of
accreditation
1(100%) 0 0 30% 30% 40% 0 0 20 30 30 DWM
development of
specifications and
procedures for the
acquisition and
maintenance of both
National and County
Legal metrology
standards and test
equipment
Uniformity in
acquisition of
standards in the
country
Specifications and
procedures developed
No. of manuals
developed
2 0 0 1 1 0 0 0 0.1 0.1 0.3 DWM
Supervise the
acquisition, care, and
maintenance of
National and County
Legal metrology
standards and testing
Uniformity in
acquisition of
standards in the
country
Supervision carried out No. of supervision
reports
43 2 3 10 13 15 0 0.1 0.3 0.5 0.6 DWM
61
ACTIVITY EXPECTED
OUTCOME
EXPECTED
OUTPUT
OUTPUT
INDICATORS
TARGE
T
(5YRS)
Target Budget (Million) Respon
sibility
Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5
equipment
Strategic Objective 3: To improve business environment
Strategy 1: Implementation of the National Trade Policy
Co-ordinate the
development and
sensitization of retail
trade regulations and
Code of Practice
Improved
regulation of the
retail Trade sector
Regulations and Code
of practice developed
and Counties sensitized
No. of counties
sensitized 47 20 27 0.08 16.0 21.6 DIT
Review and monitor
implementation of
Retail Trade
Regulations and
Code of practice
Well informed
Retail Trade Sector
stakeholders and
operators
Reviews and
monitoring undertaken
No. of counties
covered 47 7 10 10 10 10 0.08 2.0 2.0 2.0 2.0 DIT
Develop National
Guidelines and
Principles for Trade
licensing and
monitor its
implementation in
the Counties
Improved and
harmonized
licensing regime
National Guidelines and
principles of licensing
developed and its
implementation
monitored in the
counties
No. of counties
covered 47 10 10 10 10 7 0.60 15.0 2 2 2 DIT
Conduct survey on
County Trade
Legislations, Policies
and Regulations of
wholesale and retail
trade and sensitize
on the findings
Well informed
policy action
Survey and
sensitization conducted
Number of county
economic blocs
sensitized
6 _ 1 2 2 2 0.05 2.0 2.0 2.0 2.0 DIT
Strategy 2: Develop and implement County engagement strategies
Develop and
implement County
Trade Engagement
Strategies in
collaboration with
the Counties.
Improved
collaboration
between National
and County
governments on
trade development
and promotion
County strategies
developed
No. of Strategies
developed
Percentage of
strategies
implemented
47 4 12 12 12 7
2.05 3 3 3 2 DIT
100 8.5% 25.5% 25.5
% 25.5% 15% 0 3 3 3 1.5 DIT
62
ACTIVITY EXPECTED
OUTCOME
EXPECTED
OUTPUT
OUTPUT
INDICATORS
TARGE
T
(5YRS)
Target Budget (Million) Respon
sibility
Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5
Analyze market
intelligence
surveys/reports and
link counties with
market opportunities
Market
opportunities
profiled
Market intelligence
reports analyzed and
shared with counties.
No. of catalogues
developed
No. of counties
linked
2 0 12 12 12 11 0.2 1.5
1.5 1.5 1.5 DIT
47 47 47 47 47 47 0 0.5 0.5 0.5 0.5 DIT
Organize and
conduct capacity
building programs
for County Trade
officials.
Enhanced
efficiency and
service delivery
Capacity building
programs undertaken
No. of Capacity
building programs
held.
47 2 12 12 12 9 0.55 4 4 4 3 DIT
Co-ordinate the
establishment of
National/County
Trade consultative
committees and
steer the
implementation of
the National Trade
Policy
Streamlined
implementation of
the National Trade
Policy
National/County Trade
consultative committees
formed
National Trade Policy
Implemented
No. of
National/County
Trade consultative
committees
established
No. of Counties
Implementing NTP
47 2 45 0.5 15 DIT
47 2 12 12 12 9 1 5 5 5 3 DIT
Strategy 3: Championing removal of PAIN areas in doing business to improve the Country’s Ease of Doing Business (EoDB) ranking
Co-ordinate
implementation of
targeted reforms with
the aim of improving
the Country's Ease of
Doing Business
ranking
Improved EoDB
ranking
Reforms identified and
implemented Ranking attained. 49 70 65 60 55 49 0.35 2 2 2 2 DIT
Develop and
implement a
communication
strategy on EoDB
reforms.
Improved
awareness on Ease
of Doing Business
reforms
Strategy developed and
implemented at national
and county levels
Strategy developed
and No. of
Sensitization forums
held.
6 1 2 2 1 0.0 5 8 10 10 DIT
Engage a consultant
on the improvement
of Kenya’s Ease of
Doing Business
Reforms in the
country on Ease of
Doing Business
Contract signed Signed Contract 1 1 1 1 1 1 35 35 35 35 35 DIT
63
ACTIVITY EXPECTED
OUTCOME
EXPECTED
OUTPUT
OUTPUT
INDICATORS
TARGE
T
(5YRS)
Target Budget (Million) Respon
sibility
Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5
project
Collaborate with
Counties and
Development
partners to expand
ease of doing
business reforms to
all counties.
Improved business
environment in the
Country
Ease of doing business
expanded
No. of counties
undertaking reforms
on EoDB.
47 0 12 12 12 11 0.0 1 1.5 2 2.5 DIT
Strategic Objective 4: To support growth and development of wholesale and retail trade
Strategy 1: Facilitate the improvement of supply chain efficiency in wholesale and retail sector
In collaboration with
the Counties and
development
partners, carry out a
baseline survey
Profiled wholesale
and Retail Sector
Wholesale and Retail
baseline survey and
reviews conducted
Baseline surveys and
review reports 2 1 1 30 15 DIT
Undertake Periodic
reviews of retail and
wholesale sector.
Improved
performance of the
sector
Periodic reviews
undertaken No. review reports 2 0 0 1 0 1 0 0 5 0 5 DIT
Review and finalize
the development of
design standards of
the Wholesale Hubs
and Tier 1 Retail
markets and share
with counties.
Standardized
wholesale Hubs and
Tier 1 Retail
markets.
Market design
standards shared with
the counties
Standard designs for
wholesale Hubs and
Tier 1 Retail markets
developed
2 2 - - - - 100 - - - DIT
No. of counties
shared with. 47 0 12 12 12 11 - - - - - DIT
Facilitate
strengthening of
Producer Business
Groups (PBGs)
Enhanced
efficiency and
profitability of the
supply chain.
PBGs strengthened No. of PBGs
strengthened. 470 100 100 100 100 70 8 8 8 7 DIT
Coordinate the
establishment and
management of
National Food
Balance Sheet.
Reliable and Up-to-
date food statistics
National Food Balance
Sheet Established
Percentage level of
establishment of the l
National Food
Balance Sheet.
100% 20% 40% 40% 0.5 20 20
Establish and
operationalize the
Kenya Commodities
Efficient supply
chain
KOMEX Established
and operational
Percentage level of
establishment 100% 60% 40% 2000
CPPMU
/DIT
64
ACTIVITY EXPECTED
OUTCOME
EXPECTED
OUTPUT
OUTPUT
INDICATORS
TARGE
T
(5YRS)
Target Budget (Million) Respon
sibility
Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5
Exchange (KOMEX)
Manage, update and
review progress of
the e-trade portal and
create awareness
Enhanced
management and
access to Trade
information
Updated Portal No. of sensitization
forums conducted 47 1 10 12 12 12 0.4 4 4.8 4.8 4.8 DIT
Build capacity of
National and county
staff on operation of
the e-trade portal for
the purpose of
uploading
information into the
portal
Better management
of information
National and County
staff capacity built No. of staff trained 500 25 125 125 125 100 0.8 3 3 3 2.5 DIT
Key Result Area 3: Effective Leadership and Good Governance Strategic Objective 1: To provide policy direction and ensure coordination for quality service delivery.
Strategy 1: Strengthen service delivery Mechanisms
Coordinate
development of
Policies and
Legislations
Quality service
delivery
Policies &
Legislations
No. of policies and
legislations
5 1 1 1 1 1 0.7 0.7 0.7 0.7 0.7 DAD
Develop a new
service charter
Timely and
efficient service
delivery
The new service charter Percentage of
completion 100 100 - - - - 3 - - - - ADMIN
Leverage on ICT for
better service
delivery
Improved service
delivery
-Updated website
-Operational e-trade
portal
Use of social media
Percentage level of
operationalization 100 70 80 90 100 100 0.5 0.5 0.8 0.2 0.2 ICT
Strategy 2: Enhance stakeholder and public participation in service delivery.
Develop an
interactive website
Increased public
participation in
trade matters
Efficient
dissemination of
information
Up to date website Percentage of
completion 100 - 50 50 - - 1 1 - - -
Admin/I
CT
Conduct annual
Trade weeks
Increased public
awareness on trade
opportunities
Annual Trade week
conducted No. of trade weeks 5 1 1 1 1 1 50 50 50 50 50
65
ACTIVITY EXPECTED
OUTCOME
EXPECTED
OUTPUT
OUTPUT
INDICATORS
TARGE
T
(5YRS)
Target Budget (Million) Respon
sibility
Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5
Participate in the
ASK Trade Fairs and
international
conferences
Increased public
awareness on trade
opportunities
Trade Fairs and
international
conferences
participated in
No. of trade fairs and
International
conferences
25 5 5 5 5 5 5 5 5 5 5
Establish and equip a
customer service
desk
Efficiency in
service delivery
Customer service desk
in place
Percentage level of
establishment 100 20 80 - - - - 0.5 - - -
Admin/
HRM/I
CT
Develop and
implement a
communication
strategy
Effective internal
and external
communication
Strategy in place Percentage level of
completion 100 20 80 - - - 1 10 - - - Admin
Strategy 3: Mainstreaming of cross-cutting issues
Implement HIV
/AIDs policy
(NACC)
Proper support
mechanism for
affected staff
Implemented policy Percentage level of
implementation 100 10 30 60 80 100 1 1 1 1 1
ADMIN
/HRM
Implement the
AGPO directive
Equal opportunities
in government
procurement
At least 30% of
procurement budget
reserved to the AGPO
group
Percentage of
implementation 100 100 100 100 100 100 2 2 2.5 3 3.5
Procure
ment
Strategy 4: Mainstream the laid down National values and principles governing the Public service
Coordinate
preparation of
National Values and
Principles of
Governance Report
for the SDT
Adherence to
National Values
and Principles of
Governance
SDT report No. of SDT reports 5 1 1 1 1 1 1 1 1 1 1 Admin
Key Result Area 4: Strengthen Institutional Capacity for Service Delivery
Strategic Objective 2: To attract, develop and retain competent and motivated workforce
Strategy 1: Strengthen human resource capacity of the State Department for Trade and its agencies for effective delivery of services
Restructure and
rationalise
Departments /
Agencies and
functions for better
service delivery
Improved
performance, low
staff turnover and
specialization
New structure in place Percentage level of
completion 100 20 80 - - - - 1 - - - HRM
Coordinate Staff Improved Prepare and present No. of reports to the 5 1 1 1 1 1 0.2 0.2 0.2 0.2 0.2 DHRM/
66
ACTIVITY EXPECTED
OUTCOME
EXPECTED
OUTPUT
OUTPUT
INDICATORS
TARGE
T
(5YRS)
Target Budget (Million) Respon
sibility
Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5
performance
appraisal system
performance reports to the PSC (K) PSC (K) D
Conduct Training
Needs Assessments
Enhanced skills for
better service
delivery
Needs Assessments
Reports
No of needs
Assessments
5 1 1 1 1 1 3 3 3 3 3 DHRM/
D
Improve the work
environment to
provide for modern
working tools,
adequate space and
ensure safety.
Motivated Staff Improved work
environment
Percentage of
satisfaction
95 75 80 85 90 95 1 1 1 1 1 HRM
Strategy 2: Ensure compliance with policies, laws, regulations, guidelines and procedures on public finance, procurement, human resources and audit among others
Preparation of
Medium-Term
Budgets (MTBs)
Approved funding
for programmes and
sub-programmes
Medium-Term Budgets
(MTBs) Reports
No. of Medium-Term
Budgets (MTBs)
Reports
5 1 1 1 1 1 3 3 3 3 3 Finance
Preparation of
Performance
Programme Review
(PPR)
Improved
programme
implementation.
Performance
Programme Review
(PPR) Reports
No. of Performance
Programme Review
(PPR)
5 1 1 1 1 1 2 2 2 2 2 CPPMU
Preparation of
Program Based
Budget (PBB)
Enhanced resource
allocation
Program Based Budget
(PBB) Reports
No. of Program
Based Budget (PBB)
Reports
5 1 1 1 1 1 3 3 3 3 3 Finance
Preparation of
Annual Procurement
Plan
Timely and
efficient
procurement of
goods and services
for all departments
and divisions
A comprehensive
Procurement Plan
Prepared and signed
No. of Procurement
Plans Prepared and
signed
5 1 1 1 1 1 0.1 0.1 0.1 0.1 0.1 SCM
Preparation of
Annual Disposal
Plan of unserviceable
vehicles, equipment
and obsolete/surplus
stores
Revenue generation Signed Disposal Plan
and F058
No. of Signed
Disposal Plans and
F058
5 1 1 1 1 1 0.6 0.6 0.6 0.6 0.6 SCM
67
ACTIVITY EXPECTED
OUTCOME
EXPECTED
OUTPUT
OUTPUT
INDICATORS
TARGE
T
(5YRS)
Target Budget (Million) Respon
sibility
Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5
Preparation of
Management and
Statutory Reports
Compliance with
statutory timeline
for submission of
financial reports to
Treasury
Quarterly financial
reports to Treasury
No. of quarterly
financial reports to
Treasury
20
4
4
4
4
4
0.5 0.5 0.5 0.5
0.5
Account
s
Annual final account
statements to KENAO
No. of Annual final
accounts statements
to KENAO
5
1
1
1
1
1
Strategy 2: Strengthen monitoring and evaluation systems
Carrying out
Monitoring and
Evaluation of
projects and
programmes
Timely
implementation and
reporting of
projects and
programmes.
M & E conducted No. of M&E Reports 20 4 4 4 4 4 1 1 1 1 1 CPPMU
Prepare Annual
Ministerial
Monitoring &
Evaluation Report
Informed Cabinets
decisions on Trade
Sub-Sector issues
Annual Ministerial
Monitoring &
Evaluation Reports
No. of annual
Ministerial
Monitoring &
Evaluation Reports
5 1 1 1 1 1 0.6 0.6 0.6 0.6 0.6 CPPMU
Evaluate the Status
of Regional,
Bilateral &
Multilateral
engagements
Availability of
information on
costs and benefits
from signed
agreements
Progress reports on
implementation trade
agreements
No. of reports on
decisions agreed &
level of
implementation
5 1 1 1 1 1 1.5 1.5 1.5 1.5 1.5 RESEA
RCH/D
ET
Evaluate the impact
of international
Trade Fairs
organized by
International Trade
and Export
Promotion Council
Informed decisions
on export markets
and products.
Evaluation Reports No. of evaluation
reports
5 1 1 1 1 1 1.5 1.5 1.5 1.5 1.5 CPPMU
Inspection of Kenyan
Trade Missions
abroad
Improved recording
and timely
submission
accounting
statements
Reports of missions
inspected
No. of missions
visited
5 1 1 1 1 1 1.5 1.5 1.5 1.5 1.5 Account
s
68
ACTIVITY EXPECTED
OUTCOME
EXPECTED
OUTPUT
OUTPUT
INDICATORS
TARGE
T
(5YRS)
Target Budget (Million) Respon
sibility
Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5
Reviews of the
2018/22 Strategic
plan for SDT
Identification of
gaps and
alignments to
ensure complete
implementation of
the Strategic plan.
Review reports No. of Reviewed
reports
2 - - 1 - 1 - - 3 5 CPPMU
Monitor field
stations expenditures
on AIE and
realization of AIA
across departments
Enhanced
expenditure and
revenues realized
Quarterly Reports on
quarterly reports
No. of reports 20 4 4 4 4 4 _ _ _ _ _