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MIC Strategic Plan 2004-2009

REPUBLIC OF KENYA

MINISTRY OF INFORMATION AND COMMUNICATIONS

STRATEGIC PLAN

2006- 2010

June 2006

MIC Strategic Plan 2006-20010 ii

TABLE OF CONTENTS

Page

ACRONYMS ..................................................................................................................................................iv Foreword by the Hon. Minister ....................................................................................................................... v Statement by the Permanent Secretary ........................................................................................................vi EXECUTIVE SUMMARY ............................................................................................................................. vii CHAPTER ONE………………………………………………………………………………………………….……..1 1.0. INTRODUCTION..................................................................................................................................... 1 1.1. Historical Background of the Ministry ……………………………………………………………………….1 1.2. Rationale for the Strategic Plan .......................................................................................................... 1 1.3 Methodology of Developing the Plan ................................................................................................... 2 1.4. Organisation of the Plan ..................................................................................................................... 3

CHAPTER TWO ……………………………………………………………………………………………………….4 2.0 INSTITUTIONAL REVIEW....................................................................................................................... 4 2.1 Background ......................................................................................................................................... 4

2..2. Past Performance ............................................................................................................4

2.3 Current Mandates ............................................................................................................................. 5

2.3.1 Vision.............................................................................................................................5

2.3.2 Mission...........................................................................................................................5 2.3.3 Core functions…………………………………………………………………….………………….…5 2.3.4 Policy Priorities…………………………………………………………………….……………..…….5

2.3.5 Core Values .......................................................................................................................... 5 2.4 Organisational Structure and Staffing............................................................................................. 6

2.4.1.Management and Support Services and Department .........................................................6

2.4.2. Department of Information ..............................................................................................7

2.4.3. Kenya Institute of Mass Communication...........................................................................7

2.4.4. Department of Film Services ...........................................................................................8

2.5. Parastatals........................................................................................................................................ 8

2..5.1 Kenya Broadcasting Corporation .....................................................................................8

2..5.2 Telkom Kenya Limited ....................................................................................................8

2.5.3.Gilgil Telecommunications Industries ................................................................................9

2.5.4 Postal Corporation of Kenya.............................................................................................9

2.6. Semi -Autonomous Government Agencies ................................................................................... 9

2..6.1 National Communications Secretariat...............................................................................9

2..6.2 Communications Commission of Kenya ...........................................................................9

2..6.3 Communications Appeals Tribunal...................................................................................9

2.6.4 Kenya Film Censorship Board .........................................................................................9

2.6.5 Kenya College of Communications Technology ...............................................................10

2.7 Structure of the Ministry....................................................................................................10 2.7.1 Staffing Levels………….…………………………..………………………………10

CHAPTER THREE……………………………………………………………………………………………………14

3.0 SITUATIONAL ANALYSIS................................................................................................................ 14 3.1 Legal Framework ................................................................................................................................... 14

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3.2 Environmental Scan………………………………………………………………….......................................15 3.2.1 External Environment.......................................................................................................................... 15 3.2.2 Internal Environment ........................................................................................................................... 19 3.2.2.1 SWOT Analysis……………………………………………………………………………………..19

3.2.3 Stakeholder Analysis ....................................................................................................................... 19 CHAPTER FOUR ………………………………………………………………………….……21

4.0. STRATEGIC ISSUES AND OBJECTIVES……………………………………………………………...........21 4.1. Strategic Issues ................................................................................................................................ 21

4.2. Strategic Objectives....................................................................................................................... 22 CHAPTER FIVE………………………………………………………...…………………………………………….25

5.0 STRUCTURE OF THE MINISTRY ................................................................................................... 25 5.1. Background Information ................................................................................................................ 25 5.2. Current Structure of the Ministry .................................................................................................. 26 5.3 key Structural Recommendations ................................................................................................ 27

5.3.1. Department of Information.............................................................................................27

5.3.2. Department of Film Services .........................................................................................27

5.3.3 Kenya Film Commission ...............................................................................................28

5.3.4 Kenya Film Censorship Board ........................................................................................28

5.3.5. Kenya Institute of Mass Communication.........................................................................28 5.3.6 Management and Support Services and Department…………………………………………….28 5.3.7 Directorate of Communications …………….………………………………………....……………28 5.3.8 National Communications Secretariat……………………………………………………..…........29 5.3.9 Proposed Ministry Structure……………………………………………………………………..….30

CHAPTER SIX………………………………………………………………………………………………….. 31

6.0. RESOURCE MOBILIZATION……………………………………………………………………… 31 CHAPTER SEVEN…………………………………………………………………………………….….…………..32

7.0. STRATEGIC PLAN IMPLEMENTATION......................................................................................... 33 Appendix I: Implementation Matrix.......................................................................................................... 33 Appendix II: Staffing Level Analysis....................................................................................................... .44 Appendix III: References ......................................................................................................................... 48

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ACRONYMS ACU Aids Control Unit ADI Assistant Director of Information AFRALTI African Regional Telecommunications Institute AGOA African Growth Opportunity Act CCK Communications Commission of Kenya COMESA Common Market for Eastern and Southern Africa COMTEL COMESA Telecommunications Project DFS Department of Film Services EAC East African Community ERSWC Economic Recovery Strategy for Wealth and Employment Creation EU-ACP European Union- African, Caribbean and Pacific Countries GDP Gross Domestic Product GTI Gilgil Telecommunications Industries ICT Information and Communication Technology IGAD Inter-Governmental Authority on Development ITU International Telecommunications Union JKUAT Jomo Kenyatta University of Agriculture and Technology KBC Kenya Broadcasting Corporation KCCT Kenya College of Communications Technology KFCB Kenya Film Censorship Board KFC Kenya Film Commission KFPA Kenya Film Producers Association KFTPA Kenya Film and Television Professionals Association KIMC Kenya Institute of Mass Communication KNA Kenya News Agency KNFA Kenya National Film Association KUJ Kenya Union of Journalists MDGS Millennium Development Goals MIC Ministry of Information and Communications MOT Ministry of Transport MPIT Ministerial Performance Improvement Teams MPER Ministerial Public Expenditure Review MTEF Medium Term Expenditure Framework MTWL Ministry of Tourism and Wildlife MWIT Ministerial Work Improvement Teams NCS National Communications Secretariat NEPAD New Partnership for African Development NIC Newly Industrialised Country NGOs Non-Governmental Organizations PAPU Pan African Postal Union PCK Postal Corporation of Kenya PEM Public Expenditure Management programme PER Public Expenditure Review PRSP Poverty Reduction Strategy Paper (Process) PTO Public Telecommunication Operator SAGA Semi Autonomous Government Agency SMART Specific, Measurable, Achievable, Realistic and Timely. SWOT Strengths, Weaknesses, Opportunities and Threats TKL Telkom Kenya Limited UPU Universal Postal Union URTNA Union of Radio and Television Networks in Africa USIU United States International University of Africa VOK Voice of Kenya

MIC Strategic Plan 2006-20010 v

Foreword by the Honourable Minister

I have the pleasure to present to you the Ministry of Information and Communications Strategic Plan for the period 2006- 20010. The Plan is the outcome of extensive consultations between the Ministry and key stakeholders that included the departments and parastatals under the Ministry. The Plan has adopted various approaches that aim at improving productivity in the Ministry and facilitate the growth of the Information Communication Technologies ( ICT) sector in the country as well as the region. The ICT sector is a key catalyst in accelerating socio-economic development process in the country as it enhances productivity of other sectors. It also helps to promote trade and industrial development, reduces poverty, creates, wealth, as well as empowering people to meet the challenges of the 21st century and the Millennium Development Goals (MDGS). The sector is one of the fastest growing in the country, as a result of various reforms undertaken since 1997 that included restructuring, liberalization, introduction of competition and effective regulatory framework. The Ministry has been facing many challenges in its endeavour to provide efficient, reliable and affordable services. Some of the main challenges include, financial and budgetary constraints, poor support infrastructure like roads and electricity, obsolete equipment, slow rate in adoption of ICT technologies and provision of reliable and affordable services. To address these problems, new approaches are being adopted to improve service delivery and accountability in the public service. My Ministry will create an enabling environment to enlist greater support of the private sector, enhance regional integration, promote provision of services to areas that are not commercially viable such as remote, marginal and border areas through the Rural Telecommunications Programme, establishment of Universal Access Fund, and provision of community radios and telephone services. Emphasis will be placed in bridging the digital divide between the rural and urban areas. The ICT sector is now one of the most attractive investment destinations in the country since it provides investment opportunities to large investors, the youth and low income entrepreneurs. The overall objective of my Ministry in collaboration with stakeholders is to create a knowledge-based information society that will enable the country to meet the challenges of the 21st century. In addition an e-government strategy has been initiated to provide electronic delivery of public services. This will improve efficiency and reduce the cost of accessing the services. In order to streamline various activities in the sector, my Ministry in collaboration with other players has prepared an ICT Policy. The Policy is expected to stimulate investment in the country, mobilize resources and increase Public-Private sector Partnership. It is anticipated that the policies also will assist in increasing access to ICT services, ensure affordability and create employment opportunities. I believe that the Strategic Plan will play a critical role in enhancing the performance of the sector and spur the country’s socio-economic development.

Hon. Mutahi Kagwe

Minister for Information and Communications

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Statement by the Permanent Secretary The Ministry of Information and Communications was created in June 2004 with responsibility of formulating administering, managing and developing the Information, Broadcasting and Communication policy. It was also mandated to regulate the Information and Communication sector. This Strategic Plan is the result of concerted efforts by the Ministry to provide the necessary framework to re-engineer rapid growth of the ICTs sector. In order to realize its core objectives, the Ministry has defined Vision and Mission Statements that are premised on its core values. To realise the Vision, the Ministry has developed strategies which will be translated into measurable activities and targets that will be periodically reviewed. These activities and targets, which will chart the future direction for the Ministry, are reflected in the key result areas which are broken into Ministerial, Departmental and individual goals. The Plan provides the framework for decision making in the Ministry and helps to explain its role, thereby playing a critical role in stimulating change in its operations. It serves as a building block for the current and future development of the sector in facilitating benchmarking and performance monitoring against agreed targets. The Strategic Plan is based on National Policy Priorities namely; Poverty Reduction, Wealth and Employment Creation, Infrastructure Development, Promotion of Trade and Industrial Development, meeting the MDGs and the various policy statements in the sector. In order to achieve the set targets, there will be need for deliberate and conscious re-orientation of staff to change attitude and focus on result – based performance. This will entail regular workload analysis, service delivery surveys, identification of bottlenecks and taking remedial measures as appropriate. The Ministry will strive to implement the Strategic Plan through preparation of Annual Work Plans by the Departments, Parastatals and Individuals. In preparing these Work Plans, cognizance will be accorded to the priorities of the Ministry as outlined in the Strategic Plan. The Plans will be prepared in a way that the performance of each individual employee will be assessed against specified benchmarks, and allocated resources. Each Chief Executive Officer and Head of Department is expected to enlist team work, so as to develop corporate ownership of the process and outcomes. Finally, I wish to thank all the Staff of the Ministry, Parastatals and other institutions whose ideas and time have informed this document.

Dr. Bitange Ndemo Phd. Permanent Secretary

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Executive Summary The Strategic Plan for the Ministry of Information and Communications covers the period 2005-2009. It reviews the strengths, weaknesses, threats and opportunities; presents the Ministry’s Vision, Mission, Values, and Objectives; and sets the Ministry’s strategies and goals.

The Plan takes in stride the Ministry’s commitment to the national goals of:

a) Poverty reduction, b) Wealth and employment creation, c) Infrastructure development, d) Promotion of trade, e) Industrial development, f) Good governance and the rule of law, g) Accessible, equitable and affordable education, h) Regional and International Cooperation, and i) Millennium Development Goals (MDGs)

The Strategic Plan takes into account the Ministry’s commitment and responsibility to develop and promote Kenya’s Information and Communications Sector as an attractive investment field.

The overall goal of the Ministry is to facilitate the provision of equitable and affordable quality information and communications services through:

a) Development and improvement of the information and communications infrastructure, b) Ensuring efficient management and regulation of ICT sector, c) Ensuring availability of well trained professionals in ICTs sector, d) Promotion and development of the ICTs industries, e) Informing, educating and entertaining, and f) Enhancement of government image through provision of public relation services.

The plan examines the local and external factors that are likely to influence the Ministry’s activities and incorporates them in the development strategies. Following a review of the Ministry’s functions, recommendations are made on merging certain functions under departments within the Ministry or with others under different Ministries to remove overlaps and duplications.

It seeks to strengthen the delivery of services and proposes to establish a Department of IT and create a semi-autonomous Institute of Mass Communications for human resources capacity building. Kenya Film Commission has been established to market Kenya as a major Filming destination. It also recommends strengthening of KFCB.

The plan outlines the major strategic objectives to be implemented within the plan period, indicating the major activities, implementation strategies, monitoring and evaluation plan, financial requirements and proposes new ministry structures. The plan also envisages mobilisation of resources beyond Central Government’s budgetary allocations and outlines some of the potential sources of funds and how they may be identified.

The Ministry intend to accomplish these strategic objectives by:

a) Developing a workforce that is well trained and professional

b) Embracing a customer responsive culture in its service delivery

c) Improving collaborative linkages with its stakeholders

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d) Strengthening financial systems that ensure the effective and efficient use of taxpayers money through upholding its values of integrity and accountability.

e) Making more effective use of ICT.

Noting that successful implementation of the Plan will require an effective mechanism of ensuring that activities are carried out as planned, the Ministry will engage in a process of monitoring and evaluation that will involve its key stakeholders.

MIC Strategic Plan 2006-20010 1

CHAPTER ONE

1.0. INTRODUCTION 1.1 Historical Background of the Ministry Whereas the Ministry of Information and Communications was constituted in June 2004, it is composed of one of the oldest Departments in the history of Kenya Civil Service. The Information and Broadcasting Sub-Sector started in the 1920s when the colonial government decided to create Kenya Information Services. The Kenya Institute of Mass Communication (KIMC) joined the sub-sector much later to provide the much needed human resources in the mass media. After a series of changes in structure and mission at independence in 1963, the information service was a subordinate department of the Ministry of Constitutional Affairs and Administration. In June 1963, the Ministry of Information, Broadcasting and Tourism was created. Its mandate included Broadcasting and Television Policy, Broadcasting Advisory Board, Film Licensing and Censorship, Government Film Projects, Information Services, Kenya News Agency (KNA) and Press Office, Kenya Government Public Relations, Liaison with Tourism Associations, Promotion of Tourism, Voice of Kenya (VOK) Administration and Control. In 1965, the Tourism portfolio was removed from the Ministry and it was renamed the Ministry of Information and Broadcasting. Following the government reorganisation of 2000, the Ministry was merged with the Ministry of Transport and Communications. In June 2001 the Information and Broadcasting sector re-united with the Department of Tourism to form the Ministry of Tourism and Information and in June 2004 it was merged with the Communications Section in Ministry of Transport and Communications to form a new Ministry of Information and Communications. The Communications Sub-Sector includes Telecommunications, Postal Services, Broadcasting and Information Technology Services. In its current form, the Ministry is a one stop shop that covers all ICT activities including Administration of Information and Communications Technologies, Policy Formulation and Implementation, Regulatory, Infrastructure Development and Human Resource Development.

1.2. Rationale for the Strategic Plan

The Government’s key policy papers that include the Poverty Reduction Strategy (PRSP) and the Economic Recovery Strategy (ERS) for Employment and Wealth Creation emphasize the need for efficiency and better management in the utilization of public resources, to enable the Government achieve its strategic objectives of growth, productivity, cost recovery and improvement in service delivery. The rationale for this Strategic Plan is therefore to make the Ministry more responsive to the sector requirement and create an enabling environment for realisation of Government Development Goals. The ICT Sector is increasingly becoming more important as a powerful tool for accelerating the country’s economic development. Considering that the attainment of ERS can be largely achieved through sufficient growth in investments, diversification and competitiveness of the country’s products and expansion of the private sector, it is imperative that the Ministry is well positioned to optimise its contribution to the recovery process. It is in this context that this Strategic Plan has been developed as a roadmap to attain the objectives. Furthermore, ICT infrastructure is an important conduit for change as well as achieving rapid and sustainable development.

This Strategic Plan lays ground for enhanced performance of the Ministry that is premised on proper utilisation of resources, arising from clearly identified goals, targets and core functions, determination of appropriate staffing levels, as well as better and enhanced staff performance based on achievement of set objectives and targets within the Ministry. The Plan is basically meant to serve the following purposes:


1.2.1 Stimulating Forward Thinking and Establishing Future Direction

In addressing the negative tendencies such as complacency, resistance to change, defenders of the status quo and undertaking mainly routine activities in the Ministry, the Strategic Plan will encourage innovativeness, creativity, invention, visionary management and pro-activeness among staff. The Plan provides the framework for establishing a sense of direction and purpose as well as a mechanism for ensuring that the Ministry remains on the right path in service delivery, change of mind sets, influence tradition and habit in order to improve work ethics.

1.2.2 Enhancing Teamwork and Motivation.

In light of the participatory nature of the strategic planning, the staff in the ministry will be encouraged to nurture shared goals. This joint effort will motivate the officers to be focussed on working towards attaining the Ministry's objectives, enhance support for each other and improve productivity. The strategic development process will therefore results in improved employee knowledge of the organization, better communication across levels and functions, improved managerial skills, improved job satisfaction, increased investment and commitment to the organization.

1.2.3 A Tool for Resource Mobilization and Stakeholder Support. The Plan aims to enhance the credibility and image of the Ministry. It will give direction and thereby encourage Development Partners to provide technical assistance, loans and grants. The Plan will also be used for optimal resource utilisation.

1.3 Methodology of Developing the Plan

In preparing the Plan, consultations were held with key Ministry personnel and other stakeholders. Literature review on public sector reform and other pertinent change management facets was done. Some of the main documents studied include: a) The Economic Recovery Strategy Paper for Employment and Wealth Creation b) The Poverty Reduction Strategy Paper c) National ICT Policy d) Performance Contract for the Permanent Secretary in the Ministry e) Ministry Rationalisation Report f) Ministerial Public Expenditure Review g) Public Expenditure Review The Secretariat used the information gathered from the literature review, workshops, and interviews with Heads of Departments and other staff as well as written submissions received from the Heads of Departments to undertake the situation analysis and in deriving the policy options that the Ministry has to consider over the plan period. In developing the new structure for the Ministry, the Secretariat reviewed the institutional bottlenecks that have been undermining effectiveness in service delivery and ways of shortening the consultative process. In computing the resource requirements for the implementation of the Plan, the Secretariat looked at previous expenditure levels and particularly the 2005-2008 MTEF figures and the budget figures for the financial year 2005/6, which were released as the plan was being finalised. The financial projections were then adjusted for expected gains in efficiency over the plan period due to increased use of ICT, efficient use of resources and improved performance of state corporations.


1.4. Organization of the Plan

The Report is structured into three Parts: Part I is the preamble and consists: i) Table of Contents ii) Acronyms iii) Foreword by Honourable Minister iv) Statement by the Permanent Secretary v) Executive Summary.

Part II is the main body of the Plan and consists of eight chapters namely: i) Introduction ii) Institutional Review iii) Situation Analysis iv) Strategic Issues and Objectives v) Ministry Structure to deliver the Objectives vi) Resource Mobilisation vii) Monitoring and Evaluation viii) Conclusions

Part III Consists of the Appendices namely: i) Appendix (i) Implementation Matrix ii) Appendix (ii) Staffing levels Analysis iii) Appendix (iii) References


CHAPTER TWO

2.0 INSTITUTIONAL REVIEW

2.1 Background

The Information and Communications Technology sector plays a vital role in the country's economic development in terms of GDP contribution, foreign exchange earnings and employment. In the context of national economy, growth of Information and Communications sector has a catalytic effect to the growth of other sectors. The sector is therefore important for the government to achieve its targets in Economic Recovery Strategy Paper for Wealth and Employment Creation. The Information and Broadcasting sub-sector includes gathering and dissemination of news and information through Radio and Television, Training of Mass Media Personnel, Information Marketing, Advertising and Image building. The sub-sector, through press accreditation also regulates the activities of local and foreign journalists to ensure upholding of mass media communication professionalism and ethics. Filming as part of Information and Broadcasting, has a positive impact in the economy through job creation and provision of foreign exchange earnings. The sub-sector regulates the film industry through film classification, licensing of film crews and promotion of Kenya as a film making destination. The communications sub-sector comprises the tele-communications, the Information Communications Technologies (ICTs), and the Postal Services. The Government has undertaken a broad range of policy reforms since 1997 with the aim of expanding communications infrastructure to improve service delivery and competitiveness within the sector. Following liberalization, competition has increased the penetration of ICT services, boosted tele-density and provided consumers with a variety of choices. However, the current state of ICT infrastructure is still a major hindrance to the country’s full exploitation of the economic and commercial potential of the sector. Consequently, the Ministry will over the plan period implement policies and programmes to facilitate the fast development of ICT infrastructure in Kenya. The Ministry will also restructure the sector and provide an enabling environment for private sector participation in the development of ICT infrastructure and provision of services.

2.2. Past Performance

Based on the prevailing circumstances and numerous constraints since its establishment, the Ministry’s past performance can be said to be modest. The Ministry was able to facilitate and provide infrastructure and service for tele-Communications and Postal Services as well as ensure provision of news and information through KBC and KNA. The Ministry also regulated and marketed the film industry and contributed significantly to the development of skilled manpower in communications and mass media through KCCT and the KIMC.

The information and film industry has not developed to the expected levels mainly due to past monopolistic policies, lack of competition and reduced investment by both the public and private sectors. With the liberalisation of the media, there has been significant improvement in the news coverage. However, the performance in the Ministry remains wanting due to poor facilities, lack of skilled and experienced manpower, poor remuneration and inhibitive working environment.


2.3 Mandate

The mandate of the Ministry as derived from Presidential Circular No. 1/2004 of September 2004 includes Information and Broadcasting Policy, Development of the Film Industry and Licensing, Kenya Broadcasting Corporation, Kenya News Agency, Kenya Institute of Mass Communication, Kenya Film Censorship Board, Communications Policy, Communications Commission of Kenya, Telkom Kenya Limited, Postal Corporation of Kenya, National Communications Secretariat, Communications Appeal Tribunal, Kenya College of Communications Technology and Gilgil Telecommunications Industries.

2.3.1 Vision

“Kenya becomes a world class centre of excellence in ICT”. 2.3.2. Mission “To facilitate ICT development in Kenya.” 2.3.3 Core Functions The functions of the ministry are to: a) Formulate ICT Policy b) Implement ICT policies c) Facilitate Development of ICT in Kenya d) Regulate consumption of films in Kenya e) Encourage a conducive work environment and good health f) Encourage the development of ICT capacity in the country g) Regulate production of film in Kenya h) Develop capacity in mass media i) Enhance Public Access to Information 2.3.4 Policy priorities In fulfilling its core functions, and in light of the prevailing environment, the Ministry has adopted the following main policy priorities: a) Implement the service charter of the Ministry b) Capacity building in ICT sector c) Re-tooling (modernization of equipment) d) Mainstreaming HIV/AIDS, health and safety activities in the core functions of the ministry e) Facilitate development of knowledge based information society f) Continuous review of schemes of service domiciled in the Ministry g) Promote Public Private Partnership in ICT development h) Continuous review of the legal framework i) Promote Regional and International Corporation in ICT issues j) Creation of employment through outsourcing of ICT services K) Periodically review and update National ICT Policy to facilitate development of the ICT sector. 2.3.5 Core Values The core values are: a) Integrity b) Customer Orientation & Service Excellence c) Creativity and Innovativeness d) Efficiency and Effectiveness


e) Professionalism f) Teamwork & Ownership g) Courage, Dedication and Patriotism h) Social Responsibility i) Uphold human Rights 2.4 Organizational Structure and Staffing The Ministry has the following Departments, Parastatals and Other bodies:

2.4.1 Management and Support Services Department The Ministry’s Headquarters role is to formulate, co-ordinate and administer public policy for promotion and development of Information and Communications sector and offers support services. This department has various divisions that include Administration, Human Resources, Finance and Accounts; Economic Planning, Procurement, Aids Control Unit and Public Relations. These divisions perform different specialized duties that collectively ensure the smooth running of the Ministry.

2.4.1.1 Administration The Division is responsible for overall administration and management of the Ministry’s Departments and supervision of the Parastatals under its mandate. The Division also includes Transport Services, Office Superintendent and General Registry.

2.4.1.2 Human Resource Management and Development Division

The Division interprets policies and provides services pertaining to Human Resource Management and Development to other departments and parastatals in the Ministry. It deals with appointments, complement control, personnel records, discipline, salaries, staff training and development.

2.4.1.3 Central Planning and Project Monitoring Division The Division is responsible for micro and macro-economic policy, economic planning and analysis of development matters pertaining to the Ministry. This includes assisting departments to prepare short and medium term plans in line with the Ministry’s strategic objectives, goals and mission. The Division is also responsible for the Monitoring and Evaluation of the implementation of all the Ministry’s plans in liaison with the Ministry of Planning and National Development. 2.4.1.5 Accounts The Accounts Division, in liaison with the Finance Division, advises the Accounting Officer on all accounting matters pertaining to the Ministry. The key goals of the division are to: a) Ensure effective requisitioning and disbursement of funds for implementation of all the Ministry’s

activities. b) Ensure timely accounting for all Appropriation in Aid and expenditures of the Ministry. c) Prepare Financial Reports for use by the Ministry’s Departments and other stakeholders. 2.4.1.6 Finance The Division is charged with the responsibility for financial management of the Ministry. These include the Budget Rationalization Programme, Programme Review and Forward Budget, Draft /Revised Estimates and Annual Revenue Estimates.


2.4.1.7 Procurement The Division is responsible for implementation, upholding and maintenance of government policies on procurement procedures. It is also responsible for procurement of goods, services and works for the Ministry. 2.4.1.8 Internal Audit Unit The Unit is responsible for strengthening internal controls and internal audit system in the ministry. 2.4.1.9 AIDS Control Unit The Unit is responsible for dissemination on HIV/AIDS information. The fight against HIV/AIDS is multi-sectoral and has been mainstreamed in the ministry spear-headed by ACU. 2.4.1.10 Public Relations Unit

The Public Relations Unit is responsible for enhancing and maintaining positive image of the Ministry.

2.4.1.11 Information Communication Technology (ICT)

The Information Communication Technology unit is responsible for designing, implementing and supporting computer systems.

2.4.2 Department of Information

The department is responsible for gathering, processing, storing and dissemination of information for print and electronic media; press accreditation; public relations; mass media research; public information, education and communication campaigns; and international cooperation in the field of information and broadcasting. The department has the following divisions:

a) Directorate of Information (advisory) b) Provincial and District Information Services c) Kenya News Agency d) Mobile Cinema and Library Services e) Rural Press and Publications f) Photography g) Central Media Services h) Field Information Services i) Technical Services j) Provision of Public Relations services 2.4.3 Kenya Institute of Mass Communications Kenya Institute of Mass Communication (KIMC) is a government training institution mandated to train middle level mass media professionals/practitioners with specialized skills in Electronic and Print Journalism, Radio and Television Programme Production, Film Making and Electronic/Telecommunication Broadcasting Technologists. It also trains at postgraduate diploma level and is to introduce an undergraduate degree programme in media production. The Institute offers training through the following departments: a) Production b) Information


c) Engineering d) Film Production Department e) Media Advertising & Marketing f) Post Graduate Studies Programme. g) Technical and Maintenance services. h) Media Production Centre (MPC) The institute plans to produce, co-produce and disseminate video and radio programmes through its Media Production Centre which offers post production services such as editing, dubbing as well as printing services. The Institute will strive to bridge the training gap to meet the strategies of the liberalization of the airwaves within Kenya and the region.

2.4.4 Department of Film Services ( DFS) The DFS was established in 1982 to produce films that influence the public on Government development policies and programmes. Currently, the Department is responsible for developing and coordinating all matters pertaining to the film industry in the country. The Department is composed of the following:

a) Film Licensing and Liaison Services

b) Film/Video Inspection

c) Camera/Sound

d) Production

e) Editing

f) Dissemination

g) Film Library and Archive.

2.5 Parastatals 2.5.1. Kenya Broadcasting Corporation

Kenya Broadcasting Corporation (KBC) is a state corporation established by an Act of Parliament CAP 221 of the Laws of Kenya to undertake public broadcasting services. Its main mandate is to inform, educate and entertain the public through radio and television services and thereby propagate all that consolidates national unity, peace and development. Its prime objectives are to: a) Increase understanding among the people on government development policies and strategies b) Impart knowledge on the process of effective communication with the public c) Promote an effective approach to the use of Radio and Television as tools for National Development d) Offer suitable entertainment services to the people of Kenya KBC is implementing its recovery and restructuring programme aimed at upgrading and modernizing its transmission equipment and facilities country wide. The ministry is supporting the programme by providing funding. KBC has been carrying out its functional and staff rationalization to ease reporting system and cost reduction. It re-launched the existing channels to improve service delivery to its listeners. 2. 5. 2 Telkom Kenya Limited Telkom Kenya Ltd (TKL) is Kenya’s incumbent Public Telecommunication Operator (PTO) which was established as a Limited Liability Company under the Companies Act (Cap 486) Laws of Kenya in 1997 and commenced operations as body corporate in 1999. It is a state corporation that is charged with responsibility of developing, operating and maintaining the telecommunications network in Kenya. Initially


the firm was given a five years exclusivity period which expired in June 2004 with the advent of competition. A second National Operator is expected to be licensed soon to compete with TKL. The Corporation has universal service requirements in its license and is obliged to provide e-interconnection facilities to other duly licensed operators. The Corporation is now undergoing major restructuring changes which include reduction of staff while injecting new professionalism and private sector management practices. It intends to undertake a major expansion and modernization programme aimed at raising its customer base by the year 2010, in an all-digital automatic network. The vision of TKL is to be among the top 5 Public Telecommunications Operators in Africa by 2010. TKL is also implementing a number of projects including digitalization project aimed at expanding its capacity in all major towns, while implementation of the Rural Telecommunication Development Programme is also underway. 2.5.3 Gilgil Tele-communication Industries. Gilgil Telecommunications Industries (GTI) is a wholly owned Telkom Kenya subsidiary whose core function is the manufacture and assembly of telecommunications terminal equipment accessories and outside plant products. The Government intends to divest a substantial stake to a strategic equity partner in order to increase its viability and expand the growth of the ICT through the availability of affordable terminal equipment, accessories and outside plant products. 2.5.4 Postal Corporation of Kenya

The Postal Corporation of Kenya (PCK) was established by the Postal Corporation of Kenya Act (1998) to provide communications, distribution and financial services. Currently PCK has a monopoly in stamp production and provision of private letter boxes. It competes with private operators in all other market segments. The Corporation is now being re-positioned to provide new products based on new info-communication technologies with a view to remaining relevant in an increasingly competitive market environment. 2.5.5 Kenya Film Commission Kenya Film Commission was established by Legal notice No. 10 of 25th February 2004. The mandate of the Commission is to develop and market Kenya as a filming destination.Under the general direction of the Minister for the time being responsible for the development of films, the Commission is established for the following purposes;

• To advice the government and all relevant stakeholders on matters pertaining to development, co-ordination, regulation and promotion of a vibrant film industry in Kenya.

• To facilitate the provision of content development, funding and investment for film projects

• To undertake comprehensive and continuous assessment and resolution of the needs and problems of the film industry.

• To market Kenya as a centre of excellence in film production in the region.

• To increase production opportunities through strategic alliances and Co-production treaties.

• To assist in the marketing, distribution, exhibition and dissemination of Kenyan films.

• To encourage, whether by the provision of financial assistance or otherwise, the proper keeping of Film Archives in Kenya.

• To encourage investment in the development of film industry infrastructure.

• To identify critical training needs of the film industry with a view to enhancing the capacity of industry practitioners at entry and advanced levels.

• To maintain a database of equipment, personnel and production facilities available locally.

• Facilitate the expansion of the commission activities nationally.


• Facilitate the protection of film related intellectual property rights.

• Any other facilitative role that the commission may deem necessary.

2.6 SEMI AUTONOMOUS GOVERNMENT AGENCIES (SAGAS)

2.6.1 National Communications Secretariat

The National Communication Secretariat (NCS) was established through the Kenya Communications Act of 1998 to advise the Government on the info-communications policies. The Secretariat was formed through Kenya gazette notice of 15th February 1999. Its mandate includes advising on policies, management and technological development, carrying out specialized research and conducting continuous review of development under info-communications sector.

2.6.2 Communications Appeal Tribunal

The Kenya Communications Act, 1998 also established a Communications Appeal Tribunal for the purpose of arbitrating in disputes between parties in the Communications Sector.

2.6.3 Communication Commission of Kenya

The Communication Commission of Kenya (CCK) was established by the Kenya Communications Act, 1998 as the regulatory body for the Communications Sector to regulate telecommunications, postal and radio communications services. The specific functions of the Commission include: issuance of licenses, price regulation, establishment of interconnection principles, type approval of equipment, manage the radio frequency spectrum and fostering fair competition and access in the sector. The emphasis will be on facilitation of investments, promoting fair competition and fostering universal access to ICTs.

2.6.4 Kenya Film Censorship Board.

The Kenya Film Censorship Board (KFCB) was established in the 1930s with a regulatory function to ensure that films screened to the public are in line with the national aspirations and culture. The Board discharges its functions as per the Films and Stage Plays Act Cap. 222 of the Laws of Kenya. The Board mandate includes classification of films, registration of video businesses, and examination of posters, publicity materials and video inspections. In keeping with technological changes KFCB plans to re-brand itself as Kenya Film Classification Board. 2.6.5 Kenya College of Communications Technology The Kenya College of Communications Technology (KCCT) is a semi-autonomous subsidiary of CCK whose core function is Human Resource Development for the ICT sector. The college has three campuses at Mbagathi, Loresho and Telposta Towers in the Nairobi which offer courses related to electronics engineering, information technology, postal studies, that include certificate, diploma, degree and postgraduate level.

2.7 Structure In addition to existing departments, the Ministry also proposes to establish a fully fledged IT Department to deal with matters relating to IT development in Kenya. Successful implementation of this Strategic Plan will require a change in the Ministry’s current structure to take account of its new role and status. (Figures 1-4 shows current departmental structures). The proposed structure in figure 6 defines the allocation of responsibilities and powers, reporting relationships, processes and hierarchy levels. 2.7.1 Staffing Levels


The ministry has three interrelated Technical Departments that require personnel with professional skills in the following fields, information officers, film officers and mass media teaching professionals. However with the new responsibility of ICT development in the country the ministry will recruit ICT professionals to spearhead the growth of the ICT sub-sector. At its creation in June 2004, the Ministry’s establishment was at 1397 posts with an in post of 715 Officers. Currently, the Ministry has 1370 Officers with an in post of 674 officers reflecting a deficit of 696 Officers. Whereas retirement, resignations, deaths, transfers and dismissals may have contributed to this deficit, several posts both at the senior and lower levels have remained vacant. This has affected productivity in the technical departments of KIMC, Department of Information and Department of Film Services. Lack of essential equipment has also hindered faster service delivery.


5.2 STRUCTURE FIGURE 5. Current Structure of the Ministry.

Minister

Permanent Secretary

Assistant Minister

Assistant Minister

1. Kenya Broadcasting Corporation 2. Postal Corporation of Kenya 3. Telkom Kenya 4. Kenya college of Communications Technology 5. Communications Commission of Kenya 6. Kenya Film Censorship Board 7. National Communications Secretariat 8. Telkom Kenya 9. Gilgil Telecommunications Industries 10. An Appeal Tribunal

Accounts

Controller

Principal KIMC Director of Film

Services

Senior Deputy

Secretary

Public

Relations

Officer Information

Chief Finance

Officer.

DS/Administr

ation

Deputy Director

Human Resources

Management

Chief Economist

Chief

Procurement

Officer

Director of

Information

DS/Commu

nications

Chief Executive

Secretary KFCB

Aids

control unit

Under

Secretary

Deputy

Chief

Economist

Deputy Chief

Finance

Officer.

Senior Deputy

Director of

Information

Deputy Director

of Film Services

Information

Deputy

Principal

KIMC

R

Q

P


FIGURE 2: CURRENT DIRECTORATE OF INFORMATION

DIRECTOR OF INFORMATION

SENIOR DEPUTY DIRECTOR

DEPUTY DIRECTOR (KENYA NEWS

AGENCY)

DEPUTY DIRECTOR

(OUTREACH SERVICE)

DEPUTY DIRECTOR (FINANCE &

ADMINISTRATION)

DEPUTY DIRECTOR (PUBLIC AND

FOREIGN RELATIONS)

ADI/

ELECTRONIC

MEDIA

ADI/RURAL

PRESS &

PUBLICATIONS

ADI/MOBILE

CINEMA

ADI/PIOs

(8)

ADI/CENTRAL

MEDIA

SERVICES

PRESS

CENTRE

DEPUTY

SECTIONAL ENGINEER

FEATURE

DESK

INFORMATION

OFFICER

SECTIONAL

ENGINEER

DEPUTY

SECTIONAL

ENGINEER

OPERATIONS

STAFF

HEAD OF

KNA

OPERATIONS

CHIEF

INFORMATIO

N OFFICER

BUREAU

CHIEFS

TECHNICAL

STAFF

OPERATIONS

SUPERVISOR

DISTRICT

INFORMATION

OFFICERS

INFORMATIO

N OFFICERS

CHIEF MEDIA

RESEARCH

OFFICERS

DISSEMINATORS

MEDIA

RESEARCH

OFFICERS

PROCUREMENT

OFFICER

EXECUTIVE OFFICER

ACCOUNTANT STAFF

TRANSPORT OFFICER

PROCUREMENT STAFF

SUPPORT STAFF

EDITORIA

L STAFF

PUBLIC

RELATIONS

OFFICER

CHIEF

INFORMATION

OFFICER

R

Q

P

N

M

L

K & BELOW

ADI/KENYA

NEWS

AGENCY

ADI IT

/TECHNICAL

SERVICES

SENIOR

INFORMATION

OFFICER

PRINTERS

CHIEF

INFORMATION

OFFICER

SENIOR MEDIA

RESEARCH

OFFICERS

PROS PRESS

ATTACHE

PERMANENT SECRETARY

SECRETARY


FIGURE 3: KIMC CURRENT ORGANIZATION CHART

PRINCIPAL

DEPUTY PRINCIPAL/SENIOR

PRICIPAL LECTURER.

PRINCIPAL

LECTURER

ENGINEERING

TRAINING

PRINCIPAL

LECTURER

INFORMATION

TRAINING

ADMINISTRATION

SECRETARY

ADM. /FINANCE PRINCIPAL

LECTURER

ACADEMICS

PRINCIPAL

LECTURER

RADIO/TV

TRAINING

PRINCIPAL

LECTURER FILM

TRAINING

SENIOR

LECTURER

SENIOR

LECTURER

SENIOR

LECTURER

SENIOR

LECTURER

LECTURER I

LECTURER I

LECTURER

II

LECTURER

II

SENIOR

TECHNICAL INSTRUCTOR I

LECTURER I

LECTURER I

TECHNICAL INSTRUCTOR I

LECTURER

II

LECTURER

II

ASSISTANT

LECTURER

ASSISTANT

LECTURER

ASSISTANT

LECTURER

ASSISTANT

LECTURER

CHIEF

TECHNICAL

OFFICER

CHIEF FILM

OFFICER (MPC) ACCOUNTS

CATERING/

HOUSE KEEPING

TRANSPORT

SECURITY

PERSONNEL

CHIEF

PRINCIPAL

TECHNICAL

INSTRUCTOR

LECTURER I

LECTURER II

ASSISTANT

LECTURER

SENIOR

LECTURER

SENIOR

TECHNICAL

OFFICER

TECHNICAL

OFFICER I

ELECTRONIC

TECHNICIANS

PRODUCERS

EDITORS

CAMERA MEN

DESIGNERS

PERMANENT SECRETARY


FIGURE 4: CURRENT ORGANIZATIONAL STRUCTURE OF THE FILM DEPARTMENT

DIRECTOR OF FILM SERVICES

ASST. DIRECTOR

ADMINISTRATION

DEPUTY DIRECTOR/ADMINISTRATION

ASST. DIRECTOR

ARCHIVE/DISSEMINATION

ASST. DIRECTOR

TECHNICAL SERVICES

ASST. DIRECTOR

LICENSING/LIAISON

SERVICES

CHIEF

FILM OFFICER

SOUND

CHIEF

FILM OFFICER

PRODUCTION

CHIEF

FILM OFFICER

EDITING

CHIEF

FILM OFFICER

ARCHIVE

CHIEF

FILM OFFICER

LICENSING

CHIEF

FILM OFFICER

CAMERA

CHIEF

FILM OFFICER

MOMBASA

CHIEF

FILM OFFICER

ELDORET

CHIEF

FILM OFFICER

KISUMU

CHIEF

FILM OFFICER

NAKURU

CHIEF

FILM OFFICER

EMBU

FILM OFFICERS AND FILM ASSISTANTS

Q

P

N

L

M

M

PERMANENT SECRETARY

DEPUTY DIRECTOR/TECH. SERVICES

ASST. DIRECTOR

FIELD SERVICES


CHAPTER THREE

3.0 SITUATION ANALYSIS There are various factors that affect operations of the Ministry such as the legal framework, the external and internal environment. 3.1 Legal Framework Although there are many Legal Frameworks that have a bearing on the operations of the Ministry, some of them directly affect the operations of the Ministry and there is need to review, amend or repeal them to address the governance of the different activities in the sector. In particular review Cap 222 of Kenya Film Censorship Board should be done. 3.1.1 The Kenya Communications Act 1998 The legal framework of the Kenya Communications Act, 1998 governs the development and regulation of the info-communications sector. It established Communication Commission of Kenya, Postal Corporation of Kenya, Telkom Kenya Limited, National Communications Secretariat and the Communications Appeal Tribunal. There is also a subsidiary legislation, the Kenya Communications Regulations, 2001. The Act needs to be reviewed to include Broadcasting licensing, Creation and enforcement of Broadcasting content and standards, provide one-stop shop for broadcasters, Penalties in ICT sector and establishment of a universal Access Fund. 3.1.2 Films and Stage Plays Act Cap. 222 This Act which was enacted in 1963 governs and regulates the making and exhibition of films in Kenya. Many technological changes have occurred in the production and exhibition of films that require a review of the Act to effectively address the technological and market, changes like DVDs, internet, Broadcasting among others. 3.1.3 Postal Corporations Act 1998 It established the Postal Corporation of Kenya as a public postal licensee to ensure universal access to postal services. The PCK has exclusivity clause to deliver mails of 0 – 350 grams, provision of stamps and private letterboxes but competes in all other market segments. Exclusivity to deliver mails of 0 – 350 grams should be repealed since PCK has been unable to deliver universal service to rural areas. 3.1.4 Kenya Broadcasting Corporation Act Cap 221 Kenya Broadcasting Corporation was established by Cap 221 to undertake public broadcasting services with a mandate to inform, educate and entertain through radio and TV services. There is need to amend the Act to remove issuance of permits, licensing of receivers, and broadcasting equipment. 3.1.5 State Corporations Act cap 456 This legislation provides for the establishment and management of State Corporations. It further provides for corporate governance, performance management as well as management of financial and other resources in State Corporations. This Act impacts on the performance of the sector. 3.1.6 Other Acts


Other Acts that impact on the sectors performance include the Monopoly and Price Control Act, Copy Right Act, Act on Privacy, Official Secrets Act, the Science and Technology Act of 1990 and the Local Government Act. All these Acts need to be reviewed in tandem with changing technology. 3.2 Environmental Scan 3.2.1 External Environment This part gives an analysis on the external environment in which the ministry is operating in and highlights the impacts on its ability to achieve its mission and thus realize its vision. The scan looks at political, economic, social, technological and environmental factors both at micro and macro levels of world divide.

Issues and/or developments that are likely to impact on the Ministry’s capacity to achieve its objectives.

What effect do the changes present in terms of opportunities and threats to the Ministry?

Dimension

Issues Opportunities Threats

Growing insecurity due to global terrorism

Reduced number of ICT investments due to perceived insecurity.

Increased political co-operation and alliances that are leading to creation of economic blocs.

Creation of larger market and formation of economic unions

Middle East conflicts

Instability in world economies because of the effects of oil and price increases.

Millennium Development Goals

Donor resources for the MDG activities.

Establishment of the EAC, COMESA, and NEPAD, AGOA, EU-ACP Agreement

Larger markets and formation of economic unions

Increasing prospects of peace in Sudan and Somalia

Enhanced security in the region

Increased awareness on Human Rights issues

Improved observance of human rights.

Political instability of Kenya’s neighbours Political integration.

Insecurity because of firearms brought about by cross-border interactions.

Political integration.

Larger markets and formation of economic unions

Increased democratization

Improved democratization process

Political consciousness raising awareness and high expectation by the citizenry

More favourable political environment hence political stability.

Coalition government

Government of National Unity

Political uncertainity

Political Globally Regionally Locally

Freeing of airwaves

Increase access to information Increased employment opportunities




Dimension


Continued peace in the country

Political stability.

Increased awareness on Human Rights issues Improved human rights

Constitution review Better laws for the country. Political uncertainty

Bill on Terrorism Reduced insecurity associated with terrorism.

Increased terrorism

Global village phenomenon in information sharing.

Global village information sharing age.

Liberalisation and tendency to less government involvement in business

More private sector participation in business

Global information flows favouring the industrialised economies

Foreign television programmes flooding local markets

Formation of regional trading blocks, custom unions

Regional markets and common

tariffs and currency.

Formation of Free Trade Area Agreements & WTO

Enhanced free trade within the

region

Wider global outreach

Global markets.

New operators leading to increased competition.

Better services resulting from competition

Harmonization of ICT policy.

Increased access to information within a wider region

Slow economic recovery

Slowed growth in local employment opportunities. Growing levels of poverty and insecurity.

Economic Globally

Economic Regional Locally

New market structure.

Improved service delivery

.

Increased movement of skilled human resources worldwide.

Spread of worldwide ideas and

divergent views.

Increased cross border movements of interactions

Increased appreciation of the cultural and geographical diversities of the region leading to increased regional integration.

SOCIAL Globally Regionally

Rapid growing labour force

Growing unemployment.




Dimension


Escalating crime due to rising unemployment.

Increased insecurity.

Increased social contacts across ethnic, regional and other facts.

National integration of cultures.

Increased protection of women and children

Protection of the vulnerable sectors

of the population

Effects of HIV/AIDs Increased HIV infections

Growing use of ICT and e-commerce. Global village phenomena impact on language, education and how we communicate etc

Global Trade using e-commerce.

Negative influence of foreign habits.

Locally

Technology Globally Regionally

Growing adoption of computer and ICT in business

Growing use of ICT in business within the region

Growing adoption of computer and ICT in operations

Reduced need for workers due to automation further worsening unemployment situation.

Business transactions quickened through e-commerce /business

Faster business transaction using en-commerce

Locally

3. Faster electronic money processing and transfer through internet.

Reduced costs of communication and money transfer.

Increased involvement of environmentalists and NGOs in trade and industries issues.

Environmentalist and NGO are becoming useful partners in information dissemination at global level.

Environmental Globally Regionally Involvement of NGOs and CBOs in trade and

industries issues.

Increased involvement of NGO’s and CBO’s in trade and industrial issues hence regional harmonization and integration.

Locally NGO’s becoming useful partners in information dissemination.

Curtailing of certain development activities which degrade the environment by environmental action groups.


3.2.2 INTERNAL ENVIRONMENT 3.2.2.1 Strength, Weakness, Opportunities and Threats (SWOT ) Analysis

STRENGTHS

� Harmonised provisions of information and communications services. � Specialized and reputable organisation providing specific information and communication services. � Existence of legal framework to regulate the ICT sector. � Qualified and experienced staff � Ability to synergise with other sectors of the Economy. � National network for news-gathering and dissemination that increases universal access to information. � Public Relations services to Ministries and other government agencies. � Increased support from government � Well established training institution with experience in regional training

WEAKNESSES

� Inadequate and outdated equipment. � Shortage of capital and Human resources � Weak and obsolete Policy, legal and regulatory framework for the sector. � Inadequate institutional and technical capacity. � Bureaucratic Procedures � Poor remuneration � Lack of organised information and communication data bank � Inadequate ICT infrastructure

OPPORTUNITIES

� Reform in the Public Service � Liberalization and Privatization of the sector. � Increased use of information and communication technology � External support � Increased Stakeholders participation. � Potential regional market � Advances in technology � Enabling environment � Enhanced capacity building for the sector. � Enormous and untapped potential of the ICT industry. � Existence of abundant creative talent for media currently untapped. � Attractive tax regimes THREATS � Negative portrayal of the country’s image abroad � Internal ethnic strife � General Insecurity reducing investment opportunity. � Ignorance to Changes in ICT

3.2.3 STAKEHOLDERS The Ministry of Information and Communications has strong linkages to all other productive sectors of the economy and hence has scope for tremendous contribution to economic recovery, growth and development


of the country. It has a cross cutting role to many sectors of the economy and has a diverse range of stakeholders. The following stakeholders have direct or indirect relationship with the Ministry. 3.2.3.1 Internal

• Departments of the Ministry and parastatals. 3.2.3.2 External � Other Ministries/Departments and Public institutions � Commercial Organisations and societies � Media Associations, service providers. � NGOs and CBOs,FBOs � Organizations such as ITU, WSIS, PAPU, UPU � Foreign governments and their missions � General public

Table 4: Stakeholder Analysis

Stakeholder

Relationship/Impact on the Ministry

Employees of the Ministry of information and communications and its Parastatals

They are the implementers of Government policies and the Strategic Plan

Other Ministries/Departments and public institutions

There are strong linkages and shared responsibilities with various government bodies such as:

• All government ministries and Departments since information and communication is a cross cutting.

Media and related Business Associations Broadcasting stations Newspapers and Magazines Media Council of Kenya Media Owners Association Editors Guide of Kenya Kenya Film Makers Association Kenya Union of Journalists Pan Africa News Agency Union of Radio and Television in Africa ( URTNA) Kenya Community Media Network Media Educators and Trainers Association Foreign Correspondents Association of Kenya Telecommunications Service Providers of Kenya Computer Society of Kenya Kenya Network Information Centre Kenya Country Business Incubators Kenya ICT Federation Kenya Private Sector Alliance Kenya World Summit Information Society Caucus.

The media is critical in conveying information to and from the people for informed decision making.

International organizations / Foreign missions, governments and Markets

These include both multilateral and bilateral donors as well as foreign direct investors and consumers of information, postal, telecommunications and film products and services.

NGOs and CBOs NGOs and CBOs have an increasing role in the affairs of the Ministry, especially in matters related to human rights, infringement of moral behaviour through mass media, corporate social responsibility, social change and access to information.


All film crews The Ministry’s objective of promoting Kenya as a filming destination and activities are largely dependent on film crews and thus the creation of a congenial environment for them will be critical for the realisation of the Ministry’s objectives. Furthermore, the ministry has an obligation to actively encourage local film/video creative and reality productions for local consumption and export purposes, with a potential to generate income for thousands of local talent.


CHAPTER FOUR

4.0 STRATEGIC ISSUES AND OBJECTIVES

4.1 Strategic Issues

Arising from the situation analysis in Chapter 3, the following key strategic issues have been identified:

4.1.1 Development of the ICT Infrastructure There is poor and inadequate infrastructure as well as low adoption of technological changes. 4.1.2 Universal Access to ICTs Policy Rural –Urban/Rural - Rural digital divide. 4.1.3 Efficiency in Service Delivery Lack of Results- Based Management leading to poor service delivery. 4.1.4 Development of ICT Master Plan The full potential of the industry has not been exploited for employment and wealth creation. In addition, lack of policies, dumping and piracy have also affected the industry. The pertinent questions to be addressed are: a) What jobs to create? b) Where to create such jobs? c) Who will create them? d) How will they be created? e) What resources will be given to attain a given level of employment? 4.1.5 Legal and regulatory framework Inadequate laws and regulatory framework. 4.1.6 Regional Integration in the ICT Sector Bureaucracy, inadequate linkages, incompatible technology disparities in tariff charges, disparities in regional development and inadequate resources. 4.1.7 Promote Conducive Work environment and better Facilities. The Ministry will promote good staff relations and also provide the necessary equipment for better service delivery. 4.1.8 Capacity Building within the ICT Sector

The Ministry will spearhead building of fibre networks for a world class information society and provision of skilled personnel for the ICT sector.


4.1.9 Provision of ICT Data Centres (Knowledge banks) Lack of adequate data and information on ICT services. 4.1.10 Financing Inadequate resources for development of the sector. 4.1.11 Equality in Provision of ICT Services Inequality in the provision ICT services among groups and between regions

4.1.12 HIV/AIDS Health and Safety Programmes

The Ministry will mainstream HIV/AIDS, Health and safety issues in the core activities of the Ministry. 4.1.13 Creation of employment through outsourcing of ICT services. The Ministry will promote outsourcing of ICT services.

4.2 STRATEGIC OBJECTIVES

Arising from the strategic issues above, the Strategic objectives include: 4.2.1 Develop and Improve ICT Infrastructure The Ministry will formulate, review and update policies in the information and communications sector to facilitate development of ICT infrastructure. This will be achieved by fostering competition through liberalization of the sector and licensing of new players in various market segments. This will include modernization of equipment and facilities at Kenya Institute of Mass Communication, Kenya News Agency, Field Offices and support to KBC Recovery Programme, TKL and PCK, among others. The Ministry intends to expand and automate telecommunications countrywide. This will improve tele-density in rural and urban areas from 0.33 to 5 and from 1.97 to 20 lines per 100 inhabitants in rural and urban areas respectively. Implementation of this project will develop telecommunication infrastructure that would support the planned e-government programme.

4.2.2 Improve Universal Access to ICT Services The ministry will continue to expand the information and communication networks in the country with the aim of improving the general ICT take up processes. It will also support polices that promote progress towards the achievement of universal access to ICTs countrywide by the year 2015. This will be achieved through: a) Support for the provision of national infrastructure to improve ICT services that call for investments in

telecommunications and other related infrastructures in marginalised areas. b) Implementation of policies which help to create demand for ICT, for instance, relevant legislation and

sensitization campaigns among others c) Support for non formal training in ICT programmes for all people who would like to use ICT d) Support the e-government programme that will place emphasis on ways of reforming the delivery of

services. Greater emphasis will be put on e-services in selected government services to reduce costs.


4.2.3. Improve Management and Efficiency in Service Delivery Improved facilities, equipment and operational processes are required to ensure effective delivery of services to the public. To this end, relevant departments will be rationalized. Directorate of Communications and the Kenya Film Commission have been introduced to spearhead the development of ICT and Film industries in Kenya. 4.2.4 Promote and Develop ICT Master Plan Appropriate measures will be taken to create an enabling environment that promotes growth of ICT sector. To this end, the Ministry will promote the Development of ICT Master Plan to promote growth of industries in IT hardware, Software, Internet, telecommunications, e-commerce, licensing of TV and Radio stations and other IT enabled services. In the Film Industry, deliberate efforts will be put in place to enhance marketing of Kenya as a film destination of choice by enhancing participation in TV/Film markets and festivals, Hosting an Eastern Africa Film Festival, Production of Promotional materials and establishment of an interactive web-site and the operationalization of Kenya Film commission. Appropriate anti-dumping and anti-pirating legislation will be developed to create enabling environment to attract international and local filmmaker’s investors in the country among other issues.

4.2.5. Ensure Efficient Management and Regulation of the ICT Sector

In order to strengthen the management and regulation of the ICT sector the following Acts of Parliament will be reviewed in addition to implementation of the ICT policy. This will include enactment of the necessary legislation to support the ICT policy and Periodic review of the ICT Policy. The Acts to be reviewed include:

a) Kenya Communication Act 1998 b) Kenya Communications Regulations, 2001 c) Films and Stage Plays Act Cap 222. d) Postal Corporations Act 1998 e) the Kenya Broadcasting Corporation Act Cap 221 f) Officials Secret Act

4.2.6 Promote Regional and International cooperation within the ICT sector.

Support will be given to the installation of the East African Submarine Cable System along the East African Coast by 2007 with the aim of improving the competitiveness of the East African seaports. The ministry will also support the implementation of Regional African Satellite Communications (RASCOM) Project to provide African countries with efficient and cheaper telecommunications facilities to enhance the transmission of sound and television broadcasting to all areas using a regional satellite. Other projects include the implementation of COMESA Telecommunications Project (COMTEL) that aims at improving connection between telecommunications network within the COMESA Region. The project will put to an end the rerouting of regional traffic through other countries outside COMESA thus reducing the regional communications costs. The other projects include East African Internet Exchange Point and East African Postal Automation Project among others.

The Ministry will also participate in ICTs international forums and implement appropriate decision of these meetings. 4.2.7 Promote Conducive Work environment and better Facilities. The Ministry will procure Modern Plant Machinery and Equipment in order to improve service delivery.


4.2.8 Capacity Building within the ICT Sector The ministry will develop measures to facilitate training of professionals in the sector. Emphasis will be placed in encouraging ICTs training in educational institutions to provide adequate professionals.

In the era of communication and media liberalization, adequate and recognized ICT training institutions is a key focus area for the ministry. For better service delivery, KIMC and KCCT will continue to develop human resources for the sector.

4.2.9 Provision of ICT Data Centres ( Knowledge Banks) An important priority area for the ministry is the strengthening of data gathering, analysis and storage, as well as policy analysis, formulation and implementation. 4.2.10 Financing The Ministry will explore financing mechanism for development for the ICT industry including public private sector partnership establishment of universal access fund digital solidarity fund, multilateral and bilateral funding promotion of investment through liberalization and licensing of additional operators and encouraging equity ownership. 4.2.11 Improve Equity in the Provision of ICT In order to promote social equity for the disadvantaged groups, targeted programmes will be implemented to enhance their participation in development process. The Ministry will support development of multipurpose community centres and public libraries as public ICT access centres through provision of complimentary infrastructure like electricity and telecommunications. The project will target farmers, Jua Kali Artisans, Community Based Organizations, marginalized groups among others by providing internet Kiosks at proximity locations in both urban and rural areas. The Ministry will also provide physical incentives as a way of addressing inequitable access to ICT. 4.2.12 Enhance HIV/AIDS Health and Safety Programmes

The ministry will play a leading role in dissemination on information on HIV/AIDS. In this connection, the ministry will support others arms of government in spearheading sensitization campaigns against the HIV/AIDS country wide.

4.2.13 Creation of employment through outsourcing of ICT services. The Ministry will promote outsourcing of ICT services in order to create employment especially for the youth and contribute to the national goal of wealth and employment creation


CHAPTER FIVE

5.0 MINISTRY STRUCTURE TO DELIVER THE OBJECTIVES

5.1. Background and Situation Analysis The Civil Service reform programme started in 1993, when staff reduction started with a voluntary early retirement scheme (VERS), followed by not filling non-critical positions that fell vacant through natural attrition, deaths and resignations. The rationalization and right-sizing programme has now been accepted and adopted as one of the strategies for economic recovery, and was first done from 1999-2000. The reform programme redefined the mandates of the government ministries and departments, their core functions, policy priorities and strategic objectives. It also identified functions that were duplicated and requiring abolition, transfer and/or privatisation. During the VERS, ministries lost a number of professional/technical officers. From those negative lessons learned, the Government undertook the rationalisation and right-sizing more seriously through staff re-training and establishment of Ministerial Work Improvement Teams (MWIT) and Ministerial Performance Improvement Teams (MPIT). The rationalization and right sizing of staff in the Ministry has been a process that started with a review of the core functions of the ministry and identifying activities needed to achieve the set strategic goals. Analysis of the workload as well as staff requirements and the expected growth over the next five years helped in coming up with recommendations on staff re-deployment, abolition of posts, privatisation, commercialisation, sub-contracting and transforming some institutions into SAGAs. In the Ministry, a number of officers have stagnated in one grade for a long time, which has resulted in low morale and lack of motivation on the part of the affected officers. The stagnation has been occasioned by obsolete schemes of service, lack of career path and succession planning. Reviewing and updating the affected schemes has been slow and some are still being revised with the assistance of the DPM. The Ministry has a substantial number of vacant posts which has resulted in overworking the few officers available. This has been made more critical by the creation of more districts and the need to deploy officers there. The Ministry requires more Information Officers, Public Relation Officers, Film Officers, Media Training Specialists, IT content developers and Electronic Technicians. It also has an acute shortage of administration personnel including secretaries, drivers, security and subordinate staff. The technical departments of the Ministry furthermore require modern state of the art facilities to replace existing ones, for better service delivery. As the Ministry overseeing the ICT sector, it requires being versatile in fruitful usage of ICTs, including the benefits of internet access and multi-media streaming. The Ministry proposes to create a fully fledged Directorate of Communications to facilitate the development of ICT industry. The Directorate will be staffed with the technical personnel and will have a wide mandate including policy formulation and implementation, among others. The department will also spearhead ICT penetration in the Ministry.

To ensure continuity the proposed structure takes into consideration succession management and the challenges posed by natural attrition, particularly retirements, resignations and deaths. It also considers technological development currently available to implement e-government programmes. Figure 6 shows the new proposed structure for the Ministry.


5.2 STRUCTURE FIGURE 5. Current Structure of the Ministry.

Minister

Permanent Secretary

Assistant Minister

Assistant Minister

11. Kenya Broadcasting Corporation 12. Postal Corporation of Kenya 13. Telkom Kenya 14. Kenya college of Communications

Technology

15. Communications Commission of Kenya 16. Kenya Film Censorship Board 17. National Communications Secretariat 18. Telkom Kenya 19. Gilgil Telecommunications Industries 20. An Appeal Tribunal

Accounts

Controller

Principal KIMC Director of Film

Services

Senior Deputy

Secretary

Public

Relations

Officer Information

Chief Finance

Officer.

DS/Administr

ation

Deputy Director

Human Resources

Management

Chief Economist

Chief

Procurement

Officer

Director of

Information

DS/Commu

nications

Chief Executive

Secretary KFCB

Aids

control unit

Under

Secretary

Deputy

Chief

Economist

Deputy Chief

Finance

Officer.

Senior Deputy

Director of

Information

Deputy Director

of Film Services

Information

Deputy

Principal

KIMC

R

Q

P


5.3: KEY STRUCTURAL RECOMMENDATIONS

� Establishment of a full fledged Directorate of Communications. � Transforming of the Kenya Institute of Mass Communication as a Government funded Semi-

Autonomous Institute � Training and full adaptation of ICT’s in all sections of the Ministry. � Contracting out some of the services due to staff shortage. � Repeal, Amendment and Review of a number of Acts governing the various parastatals in the

Ministry. � Setting up of Districts Information and Documentation Centres for public use. � To introduce an undergraduate degree programme at KIMC

5.3.1. Department of Information 5.3.1.1. Press Centre Press Centre will work directly under the Directorate of Information and its equipment utilized for dubbing news materials for wider dissemination to the electronic media as part of the KNA subscriber service. 5.3.1.2. Kenya News Agency Kenya News Agency (KNA) has already been restructured into 24 regional Bureaux, as recommended in year 2000. The Directorate of Information has also retained all the 72 existing Information stations as KNA cannot be de-linked from the established administrative boundaries, being an essential government service for motivation of the populace in national development. The Department proposes to abolish the 24 regional bureaux and strengthen District information offices as they remain the centre of Government rural development initiatives. The District Information offices will be repositioned to serve as ICT information and resource centres to disseminate information and spearhead the development of the rural areas. The National Editorial Office at the Directorate will establish specialized News/Features desk for better management of news flow to national and international subscribers. 5.3.1.3 The Mobile Cinema Unit and Rural Press Services The Mobile Cinema Unit and the Rural Press project is responsible for mass mobilisation on activities geared towards the socio- economic development through Film shows and Rural Newspaper. The Ministry will therefore strengthen management and facilities for the Unit and Rural Press. The staffing levels are low and the Department has not been able to fill the positions since 2000. Consequently, the Department will fill in all the existing posts within the Plan period. 5.3.2. Department of Film Services

The Film Services Department has been restructured to spearhead the development of the film industry in the country. Currently the Department has two functional divisions namely, the Technical Services, Finance and Administration. The Department will develop a well-defined communications channel that fully addresses the linkages between the department and the stakeholders.


5.3.3 Kenya Film Commission

The Kenya Film Commission was established in January 2005 to promote and market Kenya as the ideal filming location. The Commission is mandated to develop local film industry with aim of increasing viewers of local films in both domestic and international markets.

5.3.4 Kenya Film Censorship Board

The Kenya Film Censorship Board proposes to establish a secretariat which will ensure that board decisions are implemented. The Board has no secretariat and members are currently doing secretariat duties like inspecting video Kiosks and cinema theatres. Table below shows the proposed staff establishment of the secretariat.

DESIGNATION Recommended

Chief Executive Officer/Secretary 1

Technical Services Mnager 1

Operations Manager 1

Finance and Administrations Manager 1

Senior Technical Officer 1

Senior Operations Supervisor 1

Senior Administration Officer 1

Senior Finance officer/Accountant 1

Personal Secretary/Assistant 1

Technical Officer 3

Inspectors 10

Administrations Officer 1

Cashiers 2

Accounts Clerk 2

Secretaries 2

Public relations officer 1

Drivers 3

Messengers 2

Receptionist 2

Records Officer 1

TOTAL

38

The existing allowances to Board members are very low and need to be reviewed. It is recommended that the board be transformed into either a SAGA or a Parastatal.

5.3.5. Kenya Institute of Mass Communication (KIMC)

In view of the Institute’s desire to become a centre of excellence in the region, there is need to give it more autonomy to improve its competitiveness. It is therefore recommended that KIMC be considered for Semi-Autonomous Government Agency Status (SAGA). A feasibility study to determine the financial sustainability of this proposal will be undertaken. KIMC will take a leadership role in the standardisation of the sectoral training, especially in view of the mushrooming private media training institutions. Currently, the institute is understaffed and recruitment is necessary for some cadres. However, this will be done in phases based on enrolment and range of courses offered.

5.3.6. Management Support Services Department


The cleaning and general security services at the Ministry will continue to be contracted out as there are inadequate personnel to provide these services. This will improve the effectiveness of such services in the ministry. 5.3.7. Directorate of Communications The Ministry will create a fully fledged Directorate of Communications to facilitate the development of ICT industry in the Country. The Directorate will be staffed with technical personnel and will have a wide mandate including policy formulation and implementation among others. The Directorate will also spearhead all matters related to communications and oversee ICT penetration and utilization in the country. 5.3.8 National Communications Secretariat The NCS as the policy advisory body will ensure that an information-based society is developed by the year 2015. To achieve this, the National Communications Secretariat will be strengthened, funded and staffed to effectively play its role. 5.3.9. Proposed Ministry Structure Successful implementation of the Plan will require a re-organisation of the current structure to take into account the proposed changes. Figure 6 shows the proposed organisation chart for Ministry.


FIGURE 6. PROPOSED MINISTRY STRUCTURE

IT SECRETARY INFORMATION SECRETARY SSECRETARY

DEPUTY IT SECRETARY

CHIEF ECONOMIST

CHIEF

FINANCE

OFFICER

DIRECTOR FILM SERVICES

DIRECTOR OF INFORMATION

DIRECTOR

KIMC

CHIEF EXECUTIVE SECRETARY KFCB

CHIEF IT OFFICER

DEPUTY CHIEF ECONOMIST

DEPUTY CHIEF

FINANCE

OFFICER

SENIOR DEPUTY DIRECTOR FILM SERVICES

SENIOR DEPUTY DIRECTOR OF INFORMATION

SENIOR DEPUTY DIRECTOR FINANCE /ADM.

SENIOR DEPUTY SECRETARY ADMINISTRATION

DD KENYA

NEWS AGENCY

DEPUTY DIRECTOR

FINANCE/ADM.

DEPUTY SECRETARY

DD OUTREACH

SERVICE

DD FINANCE AN

ADMINISTRATION

DD PUBLIC & FOREIGN RELATIONS

DEPUTY DIRECTOR DEVELOPMENT & COMMERCIAL SERVICES

DD FINANCE AND ADMINISTRATION

DD TECHNICAL SERVICES

PUBLIC RELATIONS OFFICER

SENIOR PRINCIPAL PERSONNEL OFFICER

PRINCIPAL PERSONNEL OFFICER

PRINCIPAL

FINANCE OFFICER

CHIEF PERSONNEL

OFFICER

PRINCIPAL ECONOMIST

PRINCIPAL IT OFFICER

ACCOUNTS

CONTROL I

SENIOR PRINCIPAL PROCUREMENT OFFICER

FILM/VIDEO

INSPECTORS

UNDER

SECRETARY

PERMANENT SECRETARY

DEPUTY DIRECTOR ACADEMIC

DEPUTY DIRECTOR UNDERGRADUATE/ & GRADUATE STUDIES

1. COMMUNICATIONS COMMISSION OF KENYA

2. KENYA BROADCASTING CORPORATION

3. KENYA COLLEGE OF COMMUNICATIONS

TECHNOLOGY

4. KENYA FILM CENSORSHIP BOARD

5. KENYA FILM COMMISSION

6. NATIONAL COMMUNICATIONS SECRETARIAT

7. POSTAL CORPORATION OF KENYA

8. TELKOM KENYA

9. GILGIL TELECOMMUNICATIONS INDUSTRIES

10. AN APPEAL TRIBUNAL

DIRECTOR OF ADMINISTRATION

SENIOR DEPUTY DIRECTOR ACADEMICS

R

Q

P

Job

group

MINISTER

ASSISTANT MINISTER

ASSISTANT MINISTER


CHAPTER SIX

6.0 RESOURCE MOBILIZATION Sucessful implementation of this strategic plan will not only depend on the quality and commitment of the Ministry staff, but also on the availability and efficient utilisation of resources required to undertake the various activities. The total human resources requirements have been outlined in Chapter 5 while the financial requirements is indicated in the Implementation matrix at Appendix 1. The Financial resources will be sourced mainly from the Government collaborative contributions from the private sector stakeholders, bilateral and multilateral development partners/donor support agencies and Non Govermental organisations. The Ministry will develop innovative ways of attracting the necessary resource inflows in support of the plan implementation with emphasis on efficient utilisation of available financial resources on prioritised activities. In this regard, the Ministry will prepare its annual planning and budgeting exercises to ensure that adequate financial resouces are obtained from the following sources: a) GOK Budgetary Allocations b) Approriation in Aid c) Levies and licences fees d) Public-Private Partnership e) Multilateral Development Agencies f) Bilateral Sources.

At the district level, the officers will link with other institutons that are advancing similar goals to coordinate and ensure faster development and attainment of ministry goals.


CHAPTER SEVEN

7.0. STRATEGIC PLAN IMPLEMENTATION For the Ministry to successfully implement the Plan, it will review its performance management through a proper change management process, especially in view of performance contract in the public service. The implementation process, which will involve various stakeholders, will consist of the following: i) Workshops on the Strategic Plan It is critical that all staff in the Ministry clearly understand their roles in the implementation of the Strategic Plan for optimal results. Sensitization workshops on the implementation of the Strategic Plan will therefore be held for all officers after its launch as a first activity in the implementation process. ii) Preparation of Ministry Annual Workplan The Ministry will prepare its Annual Workplans. These will be derived from the Strategic Plan and will indicate the Ministry’s priority activities to be implemented during the first and subsequent years. iii) Preparation of Departmental Annual Work plan Every Department will be required to prepare its detailed Departmental Work plan which will be derived from the Ministry’s Annual Work plan. iv) Implementation of the Work plans Each Department will be responsible for the implementation of their Work plans. v) Preparation of Budget Proposals The Ministry will prepare budget proposals for submission to the Treasury for allocation of the required budget resources to fund the priority activities derived from the Strategic Plan. vi) Monitoring and Evaluation The success of the strategic plan implementation depends significantly on how the planned activities and output are effectively monitored and evaluated. There will be quarterly and annual monitoring and evaluation of the Strategic Plan implementation. This will be undertaken under the existing monitoring and evaluation framework which will be strengthened. However, all Heads of Departments will be responsible for monitoring the activities in their annual work plans and preparing progress reports. The monitoring will be based on observable and verifiable indicators as set out in the Implementation Matrix. Submission of strategic plan implementation reports from the operational departments, centres and support departments will be done quarterly and annually and submitted to the Permanent Secretary. The Monitoring and Evaluation will be an integral part of the Ministry’s performance management system and will be linked to staff appraisal and reward.

35

STRATEGIC PLAN IMPLEMENTATION MATRIX

Goal: Provide equitable and affordable quality information and communications services

Yearly Targets Strategic Issue

objective Strategy Activities Objective Verifiable Indicators

0 1 2 3 4 5

Budget 2005/2006 KShs. 000

Actors Critical Assumptions

Implementation of ICT Policy

Government approval Release and launching of ICT Policy Implementation of the ICT Policy

Government approval Implementation of the ICT policy

100% 100%

20%

20%

20%

20%

200,000

MIC, Public and Private stakeholders

Commitment by authorities Conducive environment for investment

Encourage use of appropriate technology for rural Communications

Invest in satellite and wireless based technologies to reach out rural areas Roll out of ground net works (Community Tele-centres) Implement rural telecommunications project.

Number of Internet Points operational Number of Tele-centres opened Implementation of rural Telecommunications project.

√

√

√

√

√

√

300,000 MIC, CCK, Relevant Development partners

Availability of funds and support of development partners.

Development of the ICT Infrastructure in the country

Increase access to information

Build fibre networks Laying of fibre optic cable Km of fibre optic cable √ √ √ √ √ 5,000,000 MIC, CCK, Relevant Development partners

Availability of funds and support of development partners.

Universal Access For ICTS

Achieve universal service obligations

Establishment of a universal access fund Initiate consultative meetings for the universal access policy Implementation Distribution of ICT services in the marginalised areas

Hold consultative forum Formulation of the Access Policy Setting up the access fund Launching and operanalisation of the fund Setting up of community based multipurpose Tele-centres Develop ICT infrastructure in marginalized areas and support non formal ICT Training

No. of meetings held Access policy and legislations in place Access fund set up Access fund launched Percentage of National ICT services coverage Km of cable No. of tele-centres

√ √ √ √ √ √

√ √ √ √ √ √

√ √ √ √ √ √

√ √ √ √

√

√

√ √ √ √ √ √

500,000

MIC, CCK, and other Stakeholders

Legislation to be done in time Political goodwill

36



0 1 2 3 4 5

Budget 2005/2006 KShs. 000


Facilitation in the implementation of e-government and Strengthening of Public ICT structures

Re-positioning of District Information offices to also serve as ICT and documentation centres

District Offices Repositioned as ICT/ Documentation Centres

√

√

√

√

√

100,000 OP, MIC, MOF, other Ministries, other stakeholders

Existence of ICT in the rural areas

Encourage investment in manufacturing of ICT hardware Investments in the development of ICT soft /hard wares Promotion of E-commerce Promote competition in the Broadcasting sector Increase ICT penetration

Promote Establishment of ICT manufacturing and Assembly parks. Introduce fiscal incentives for local manufacture of ICT hardware and soft wares Publicity for locally developed ICT products Create awareness on E-Commerce Encourage licensing of more Radio and T.V stations Licensing of other ICT service providers

No. of investors in ICT parks Tax waivers, duty exemptions on ICT producers No. of Exhibition and Trade fairs organized /attended No. of licenses issued Value of ICT sector contribution to the economy.

√ √

√

√

√

√ √ √ √ √

√ √ √ √ √

√ √ √ √ √

√ √ √ √ √

100,000

MIC, KBC, CCK

Continued general economic growth Availability of funds, and increased private sector participation.

Provision of liaison services

Set a fund to promote local film makers

No. of film markets given liaison

services

No. local film makers funded

8 10 10 10 10 16,600 Film Licensing

officers and

FOs

Adequate funding

No adverse

travel advisories

Aggressive marketing of Kenya as a major film destination

No. of foreign crews filming in Kenya

√

√

√

√

√

100,000 KFC, MIC Funds

availability

Participation in international Film/TV

festivals

No. of festivals

attended

5 9 9 9 12 10,000 MIC, FPD,

KFC, IPC, Stakeholders

Funds available

Host regional film festival No. of regional

festivals organized

1 1 1 1 1 4,400 DOF/FOs

stakeholders

Funds available

Development of ICT Master plan

Develop ICT Master plan for Wealth and employment creation

Promote film making industry

Produce films on Kenyans products No. of film s produced

5 5 5 5 5 100,000 DO/FOs Funds available

37



0 1 2 3 4 5

Budget 2005/2006 KShs. 000


Formulate dissemination plans and

lobby broadcast houses

No. of broadcast

houses sensitized on the importance of an

informed citizenry

4 5 6 8 8 20,000 DO/FOs Funds available

Collection of data and up-linking Website in place

No. of enquiries on the web

1 - - - - 125,000 LO/FO’S/D

OF

Funds available

Set up film data base Collect catalogue and store Kenyan archives

Recruit personnel

Set up film archives

No. of films stored Updated catalogue

1

1200

1

-

1200

1

-

1200

1

-

1100

1

-

1200

1

65,000

DOF/FO

Funds available

Promote EAC and Regional Co-operation

Harmonization of regional policies and programmes. Create Common market and Customs union within East Africa Community

Harmonization of regional ICT polices. (EAC, COMESA, AU, NE PAD) Identify and prepare draft Bill for Domestication Formulation and implementation of regional projects. I.e. RASCOM, EASSY,EADTS, COMTEL, East Africa Postal Automation Project, East Africa Internet Exchange Point, EASMCS Set up preparatory committee of the 2008 UPU Congress.

No. of project s formulated and implemented No. committees setup Harmonized ICT policy for EAC and COMESA, AU, NEPAD No. of Bills prepared

√

√

√

√

√

√

7,000,000

630,000

160,000

PCK, MIC, TELKOM,CCK Foreign Affairs Regional and international governments and Organizations

Availability of funds and support from other government arms and member states.

Regional integration and international cooperation within the ICT sector

Promote International Coperaation

Participate in ICTs International Forums and meetings, ITU, UPU, WRC, WTDA, WSIS, UNGA, INTELSAT, CTO, G77 and other ad hoc Bilateral Meetings.

Participation in Regional and International ICT Meetings Implement appropriate decisions of these meetings Preparation of the 2008 UPU Congress.

No of agreements signed Tariffs harmonized No. of decisions implemented

√ √ √ √ √ √ 150,000 MIC, CCK, Telephone Operators, Postal Operators

Funds available, Other members states to cooperate

Crush staff training on ICT Modernized Training Equipment at KIMC

Purchase of modern ICT training equipment at KIMC ICT Staff training for different specialist Train Diploma, Undergraduate and Postgraduate students at KIMC.

No. of equipments procured No. of workshops held. No. of staff trained No. Of students trained

√

√

√

√

√

√

100,321

KIMC MIC

Availability of funds

Capacity Building within the ICT Sector

Ensure availability of skilled manpower in the ICT sector

Expand and modernize Training equipment and Facilities in ICT public i

Acquisition and modernization of Training Equipments

Presence of Modern Training Equipment at KIMC.

√ 300

√ 300

√ 300

√ 300

√ 300

500,000

MIC, DPM, Treasury & KIMC

Funds available

38



0 1 2 3 4 5

Budget 2005/2006 KShs. 000


Institutions. Staff Development. Provide Training Scholarships Organize Refresher Courses Activate radio and TV frequencies

Training and Staff Development (Sponsor officers to Study professional courses.) Train students in Telecommunication and electronics at Diploma and Degree level at Conduct refresher courses Recruit n of critical skilled staff Acquisition of radio and TV transmission equipment

No. of students graduating KIMC No. of employees trained No. of scholarships No. Of Courses No. of Staffs Employed No. of Equipment

√ √ √ √

√ √ √ √

√ √ √

√ √ √ √

√ √ √ √

KIMC, MIC Treasury

Restructure and Rationalize the staff and institutional set up of ministry’s departments Implement the service charter. Offer training opportunities to officers in each department Establish KFCB Secretariat to implement decisions made by the Board. Operationalize the Kenya Film Commission

Rationalize work processes & procedures Creation of the Department of ICT in the Ministry. Provide adequate facilities. As stipulated in the service charter Offering training opportunities to officers in each department Recruitment of secretariat members of staff. Recruitment of technical members staff.

Recruit IT Secretary and IT staff & other staff members to reach optimum level. Service Charter in place.

Number of officers trained annually. KFCB Secretariat Established. Kenya Film Commission operational.

12 √ √ 50 √ √

100 √ 50 √ √

√ 50

√ 50

√ 50

500,000

DPM, MIC & Treasury

Funds Available Efficient service delivery within the ICT sector

Instutionalize Results-Based Management

Grant KIMC Semi Autonomy Status by December 2007. Increase by 50% the revenue generated by Media Production Centre each year.

Development of the concept paper Modernization of KIMC training equipment Aggressive marketing of MPC products and activities

√ √

√ √

√

√

√

20,000

MIC, DPM, AG, KIMC

Support of stakeholders Availability of funds

39



0 1 2 3 4 5

Budget 2005/2006 KShs. 000


Computerization and networking of key work processes. Improve office accommodation

Computerize key work processes in the Ministry, Registry, Accounts, personnel, procurement and financial procedures Refurbishment and maintenance of offices Identify, purchase/build MIC Hqs.

Computerized information systems Offices Refurbished

√ √

√ √

√ √

√ √

√ √

MIC, DPM, Treasury other stakeholders

Funds available Items procured on time

Review of the Kenya Communications Regulations, 2001.

Kenya Communications Regulations Act 2001 Reviewed.

√

√

2,000

Parliament, CCK, AG, MIC, Stakeholders

Parliament approval

Review the Films and stage plays Act Cap 222.

Film and stage plays Act

√ √ 1,000

MIC, FPD, AG. Parliament

Parliament approval

Amend the Postal Corporations Act 1998 to remove exclusivity in delivery of mails (0-350) grams and enable PCK provide Financial services

Removal of Exclusivity Clause in the act. PCK providing Financial Services.

√ √

√ √

1,000

MIC. PCK, CCK, AG, OP

Parliament approval

Review the existing Acts

Amend the Kenya Broadcasting Corporation Act to remove the issuance of Radio and TV permits and licensing equipment.

Amended KBC Act.

√

√

1,000 -

MIC, KBC, CCK AG, OP,

Parliament approval

Development of the Regulatory Framework for the ICT sector

Strengthen and review legal and Regulatory Framework governing the ICT sector.

Implementation of ICT Policy

Periodic review of the ICT Policy

No reviews done

√

√

√

√

√

1,000

MIC, CCK, , ICT Operators

Availability of funds

Continued Support to KBC Recovery Programme

Transfer of funds Funds transfered √ √ √ √ √ √ 2,000,000 Development of Broadcasting and Information services sector

Inform, educate and entertain the general public in Kenya.

Increase the number of KNA news stories and features circulated to the media from 36,000 to 46,800 annually.

Gather news and information for circulation to print and electronic media. Establishment of data bank with special emphasis on African and news and information.

No. Of News and stories Circulated Data bank established

√

√ √

√

√

√

√

250,000

Department of Information Department of Information

Availability of funds Support by stakeholders

40



0 1 2 3 4 5

Budget 2005/2006 KShs. 000


Increase the number of Rural Press Magazines circulation. Increase the number of mobile cinema shows. Production of educational films on Kenyan diverse culture and on development activities

Produce and distribute Rural Press News papers. Conduct Mobile cinema shows annually. Produce 8 films each year.

No. produced. Number of people reached and informed No. of mobile Cinema Shows. No. of Films.

√ 100 8

√ 400 8

√ 400 8

√ 400 8

√ 400 8

√ 400 8

Rural press Unit Mobile Cinema Unit Film Department

Availability of funds Availability of funds Availability of funds

Provision of ICT data centres (Knowledge Banks)

Provision of data and information ICT centres to all the districts of the country

Establishment of Tele-centres at the District Information offfices

Establishment of the tele-centres Equip the Unit with appropriate human resources and computer systems Collect, store, and analyze ICT data for easier retrieval Development of Networking infrastructure

Tele-cetres established Established Equipment and facilities Data banks Networs

√

√

√

√

√

√

√

√

√

√

√

√

√

√

√

√

√

√

√

√

2,000 MIC, CBS, CCK, Telecommunication Operators

Availability of resources Political goodwill

Promotion of Conducive work environment and better facilities

Staff motivation Give incentives Procure modern equipment Promote inter- personal relationships

Adequate compensation Procure equipment Promote Staff welfare

Compensations Equipment Staff cohesiveness

√ √ √

√ √ √

√ √ √

√ √ √

√ √ √

2,000 MIC, Treasury

Enhancement of Government image locally and abroad.

Improve Government image locally and abroad.

Deploy PROS in all government ministries & departments and press attaches in Kenyan Embassies abroad. Development of PROs scheme of service

Training and Retraining of PROs and information officers Review the current Scheme of Service for PROs and Information officers

PROs in every Ministry and department. New scheme of Service for PROs and information officers

√

√

√

√

√

√

√

√

√

√

1,000,000

MIC DPM PSC

Funds available Scheme of service prepared and approved

Enhance HIV/AIDS Health and Safety Programmes

Maintain a

healthy

workforce

Sensitization on staff on

HIV/AIDS

Sensitization workshop and seminars

Location filming

Recruit and train personnel on safety

No. of workshop &

seminars conducted

No. of films produced

32 40 48 48 48 22,000 DOF/FOs/M

edia

stakeholders ACU/NACC

Funds available

41



0 1 2 3 4 5

Budget 2005/2006 KShs. 000


No. of staff

recruited and trained

24 44 52 52 52 86,600 DOF/FOS Funds available Education on safety

measures and first aid Encourage exercise and

good health practices

and first aid

Acquire equipment

No. of films

projectors bought

8 8 8 8 8 30,000 Funds available

No. of dissemination

channels in place

32 48 48 48 48 22,000 DOF/FOS media horse

Funds available

No. of people reached

2m 4m 8m 8m 8m 7,000 DOF/FOS Funds available

Annual budget preparation Increased budgetary

allocation

- 20% 50% 80% 100

%

150

% - CFO, AIE,

Planning

holders, H.A.U

Sector funds

will be

provided

Donor funding Increased donor

funding

- 10% 5% 5% 5% 5% - CFO, AIE,

holders

Funds available

Increase

budgetary

provision for the sector

To ensure

adequate funding

to meet strategic goals

Increase budgetary

allocation

AIA Collection Increased AIA Collection

- 5% 5% 5% 5% 5% - CFO,HAU, AIE,

Holders/Dist

rict Treasury

Funds available

Employment

Creation

through Outsourcing of

ICT Services

Generate

employment

Provide ICT

infrastructure

Establish Back offices Establish Incubation

centres

Development of infrastructure

Develop back offices

Incubation centres

KM of cable

Back offices

Incubators

√

√

√

√

√

1,000,000 MIC

Treasury

Stakeholders

42

Appendices

Appendix II Staffing Levels Analysis

VAR DESIGNATION JG APP.

POST IN

POST REC MIN

REC CONS

MINISTER 4 1 1 1

ASSISTANT MINISTER 6 2 2 2

PERMANENT SECRETARY U 1 1 1

CHIEF EXECUTIVE, FILM CESORSHIP R 1 0 1

DIRECTOR OF INFORMATION R 1 1 1

CHIEF ECONOMIST R 1 0 1

SENIOR DEPUTY SECRETARY R 1 1 1

CHIEF FINANCE OFFICER R 1 0 1

PRINCIPAL (K.I.M.C.) Q 1 2 1

DIRECTOR OF FILM SERVICES Q 1 0 1

SENIOR DEPUTY DIRECTOR OF INFORMATION Q 1 1 1

DEPUTY CHIEF ECONOMIST Q 1 0 2

DEPUTY SECRETARY Q 1 2 2

SNR. ASST. DIRECTOR HUMAN RESOURCE MANAGEMENT Q 1 0 1

DEPUTY CHIEF FINANCE OFFICER Q 1 1 1

DEPUTY DIRECTOR OF INFORMATION P 4 1 7

DEPUTY DIRECTOR FILM SERVICES P 2 0 2

DEPUTY PRINCIPAL/SNR. PRINCIPAL LECTURER ( K.I.M.C.) P 1 1

PRINCIPAL ECONOMIST P 1 0 1

UNDER SECRETARY P 2 0 3

ASSIST.DIRECTOR HUMAN RESOURCE MANAGEMENT P 1 0 1

ASSIST.DIRECTOR HUMAN RESOURCE DEVELOPMENT P 1 0 1

PRINCIPAL ACCOUNTANT 11 N 1 0 1

PRINCIPAL INFORMATION COMMUNICATION TECHNOLOGY OFFICER

N 0 0 1

PRINCIPAL FINANCE OFFICER N 1 0 1

ASSISTANT DIRECTOR OF INFORMATION N 19 11 25

PRINCIPAL TECHNICAL OFFICER (ELECTRONICS) N 1 0 1

PRINCIPAL LECTURER (K.I.M.C.) N 4 2 6

PRINCIPAL TECHNICAL INSTRUCTOR N 1 0 1

ASST. DIRECTOR OF FILM SERVICE N 5 1 5

PRINCIPAL PROCUREMENT OFFICER N 0 0 1

SENIOR ECONOMIST 1 N 1 1 1

SENIOR ASSIST. SECRETARY 1 N 1 1 2

CHIEF HUMAN RESOURCE MANAGEMENT OFFICER M 1 0 0

EXECUTIVE SECRETARY M 2 0 2

SENIOR FINANCE OFFICER M 1 0 1

SENIOR ASSISTANT SECRETARY II M 2 0 3

CHIEF PROCUREMENT OFFICER M 1 1 1

CHIEF ACCOUNTANT M 1 1 1

CHIEF INFORMATION OFFICER M 39 14 33 19

43

VAR DESIGNATION JG APP. POST

IN POST

REC MIN

REC CONS

CHIEF PHOTOGRAPHER M 1 1 1 0

SENIOR LECTURER M 13 13 18

CHIEF TECHNICAL OFFICER M 2 0 7

CHIEF FILM OFFICER M 8 5 8

CHIEF SUPERINTENDENT PRINTER M 2 0 2

CHIEF LIBRARIAN M 1 1 1+ 0

ECONOMIST I L 2 2 3

FINANCE OFFICER I L 2 2 1

SENIOR LIBRARIAN L 1 0 1

SENIOR PROCUREMENT OFFICER L 1 1 2

SENIOR PERSONAL SECRETARY L 1 0 1

SENIOR HUMAN RESOURCE MANAGEMENT OFFICER L 1 1 1

SENIOR ACCOUNTANT L 1 0 2

SENIOR TELEPRINTER SUPERVISOR L 1 0 1

SENIOR INFORMATION OFFICER L 88 75 75

SENIOR TECHNICAL OFFICER (ELECTRONICS) L 2 0 2

SENIOR TECHNICAL INSTRUCTOR L 4 1 10

SENIOR HOUSEKEEPER / CATERESS L 1 2 2

SENIOR FILM OFFICER L 11 1 11

SENIOR SUPERINTENDENT PRINTER L 2 1 2

SENIOR ELECTRONIC TECHNICIAN L 1 0 7

SENIOR PRODUCER L 0 0 2

ECONOMIST II / I K/L 2 2 4

ASST. ENGINEER / ENGINEER I (ELECTRONICS) K/L 2 1 2

HUMAN RESOURCE MANAGEMENT OFFICER 1 K 2 2 2

FINANCE OFFICER I/11/111 K 1 60 0

ACCOUNTANT I K 1 1 2

PROCUREMENT OFFICER I K 2 1 2

INFORMATION OFFICER I K 68 58 87

TELEPRINTER SUPERVISOR I K 1 0 1

PHOTOGRAPHER OFFICER I K 2 0 4

ELECTRONIC TECHNICIAN I K 6 1 6

REGISTRAR K 1 0 1

TECHNICAL INSTRUCTOR I K 7 3

SENIOR STUDIO TECHNICAL OPERATOR K 2 2 4

NURSING OFFICER I K 2 2 2

TECHNICAL OFFICER I K 1 0 2

HOUSEKEEPER / CATERESS I K 1 0 2

PRINTER I K 2 2 2

SECURITY OFFICER I K 1 1 2

INFORMATION COMMUNICATION TECHNOLOGY OFFICER I K 0 0 10

CAMERAMAN /EDITOR /SOUNDMAN I K 1 0 10

PRODUCER I K 0 1 2

PERSONAL SECRETARY 11/1 K 2 5 3

ASSISTANT SECRETARY III / II / I J/L 3 3 4

LECTURER III / II / I ( K.I.M.C.) J/L 62 20 62

44


IN POST

REC MIN

REC CONS

GRAPHIC DESIGNER II / I J/K 1 1 1

LIBRARIAN II / I J/K 7 3 10

FILM OFFICER I/II J/K 26 25 26

EXECUTIVE OFFICER II J 2 0 2

PERSONAL SECRETARY II J 2 5 4

FINANCE OFFICER III J 2 2 1

PROCUREMENT OFFICER II J 2 0 3

HUMAN RESOURCE MANAGEMENT OFFICER II J 2 0 2

HUMAN RESOURCE MANAGEMENT ASSIST. II J 0 1 1

ACCOUNTANT II J 7 2 2

TELEPRINTER SUPERVISOR II J 5 0 5 2

INFORMATION OFFICER II J 89 81 105 80

PHOTOGRAPHER OFFICER II J 4 4 4

HOUSEKEEPER/CATERESS II J 1 1 2 1

STAGE DESIGNER II J 2 0 2 1

PRINTER II J 8 5 5 6

COMMERCIAL TEACHER II J 1 0 2 1

SECURITY OFFICER II J 2 2 2+4 1

MEDIA RESEARCH OFFICER II J 0 2 2 0

SENIOR FILM ASSISTANT J 29 28 29

FILM OFFICER III/II H/J 20 1 20

ELECTRONIC TECHNICIAN III / II H/J 29 17 37+19 29

PROCUREMENT ASSISTANT H 7 1 2+ 6

EXECUTIVE ASSISTANT H 9 4 1 6

RECORDS MANAGEMENT OFFICER III H 0 3 0

HUMAN RESOURCE MANAGEMENT ASSIST. III H 2 3 4

ACCOUNTS ASSISTANT H 15 4 15

TELEPRINTER SUPERVISOR III H 4 3 4 2

PHOTOGRAPHER OFFICER III H 25 11 25

PRODUCER III H 5 5 6 5

HOUSEKEEPER/CATERESS III H 1 1 3 1

STUDIO TECHNICAL OPERATOR II H 6 0 6+3 5

PRINTER III H 8 3 - 4

ASSISTANT SECURITY OFFICER H 4 1 4+6 2

INFORMATION COMMUNICATION TECHNOLOGY OFFICER III H 0 4 20 3

AUDIO - VISUAL PRODUCER III / II / I G/J 4 2 6 4

LIBRARY ASSISTANT II / I G/H 17 6 6+8 8

INFORMATION OFF. III/ASST. INFOR. OFF. G/H 34 23 168 61

FILM ASSISTANT I / SENIOR G/H 29 28 15

SHORTHAND TYPIST II / I G/H 22 8 14+28+8 14

ACCOUNTS ASSISTANTS II G 0 3 5 0

GRAPHIC DESIGN ASSISTANT I G 1 0 1

PHOTOGRAPHIC ASSISTANT I G 18 0 29 10

ASSISTANT HOUSEKEEPER/CATERESS G 3 3 3 3

STUDIO TECHNICAL OPERATOR III G 3 2 3

TECHNICIAN INSTRUCTOR III G 0 1 0

45


IN POST

REC MIN

REC CONS

SENIOR SECURITY WARDEN G 3 3 3+8 3

COPY TYPIST II / I / SENIOR F/H 55 41 6+57+8+5 56

RIGGING ASSISTANT II F 1 1 1 0

CLERICAL OFFICER / H.C.O. / S.C.O. E/G 71 42 6+74+9+9 60

TELEPHONE OPER. II / I / SNR. E/G 10 7 7+2 10

STOREKEEPER I / II / SENIOR E/G 13 14 3+5 18

TELEPRINTER OPERATOR II / I/ SENIOR E/G 37 12 4 20

PRINTING ASSISTANT III/II/I E/G 10 8 2 8

DRIVER III / II / I / SENIOR DRIVER II D/G 96 48 8+12+8 70

MECHANIC III / II / I / CHARGEHAND D/G 4 2 1

ARTISAN III / II / I / CHARGEHAND D/G 3 2 3 2

COOK III / II / I / SENIOR D/G 6 8 12 6

SECURITY WARDEN III / II / I D/F 10 3 15 10

ASSISTANT WAITER I C/E 0 1 0

DARKROOM ASSISTANT III / II / I C/E 21 3 21 10

GROUNDSMAN GARDENER C/E 2 1 4 1

CLEANING SUPPERVISOR I / SUPPORT STAFF / SANITARY CLEANER III

A/G 126 63

SECURITY GUARD III / II / I A/C 48 4

GRAND TOTALS 1365 709 25 748

46

Appendix III: References

1. Draft ICT Policy 2. A Strategy for Performance Improvement in the Civil Service 3. Draft Strategic Plan for Ministry of Tourism & Information 4. Economic Recovery Strategy for Wealth and Employment Creation 5. Guidelines on Deepening Ministerial Rationalization 6. Guidelines on Introducing Performance Improvement Programmes in the Civil Service 7. Ministerial/Departmental Annual Reports 8. National Development Plan 2002-2008 9. Poverty Reduction Strategy Paper for the Period 2001-2004 10. Sector Working Group Reports 2003/4 11. Sensitisation Manual on Retrenchment in the Civil Service 12. Treasury Circulars on Budget Preparation: Financial year 2004/5

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