republic of kenya ministry of devolution and planning strategic plan [PDF]

REPUBLIC OF KENYA

MINISTRY OF DEVOLUTION AND PLANNING STRATEGIC PLAN 2013-2017

REVIEWED JUNE, 2016

TABLE OF CONTENTS FOREWORD .............................................................................................................................. VI ACKNOWLEDGEMENTS ........................................................................................................... VII EXECUTIVE SUMMARY .......................................................................................................... VIII CHAPTER ONE INTRODUCTION ............................................................................................... 1 1.0 1.1 1.2 1.3 1.4 1.5 1.6

OVERVIEW .............................................................................................................................1 STRATEGIC PLANNING IN THE CURRENT DEVELOPMENT CONTEXT .........................................................1 KENYA’S DEVELOPMENT CHALLENGES ............................................................................................2 THE SECOND MEDIUM TERM PLAN OF THE KENYA VISION 2030 ..........................................................4 ROLE OF THE MINISTRY IN MTP II AND KENYA VISION 2030 .............................................................5 MINISTRY’S MANDATE AND FUNCTIONS .........................................................................................6 THE ORGANIZATION OF THE STRATEGIC PLAN .................................................................................7

CHAPTER TWO SITUATION ANALYSIS OF THE MINISTRY ...................................................... 8 2.0 2.1 2.2 2.3 2.4 2.5

INTRODUCTION .......................................................................................................................8 BACKGROUND OF THE MINISTRY AND THE STATE DEPARTMENTS ..........................................................8 MINISTRY’S ACHIEVEMENTS AND LESSONS LEARNED IN THE PREVIOUS STRATEGIC PLAN .............................9 STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS (SWOT) ANALYSIS ..................................... 11 PESTEL ANALYSIS ................................................................................................................. 12 STAKEHOLDERS ANALYSIS ........................................................................................................ 14

CHAPTER THREE THE STRATEGIC MODEL ............................................................................. 19 3.0 3.1 3.2

INTRODUCTION ..................................................................................................................... 19 VISION, MISSION AND CORE VALUES .......................................................................................... 19 KEY STRATEGIC ISSUES, OBJECTIVES AND STRATEGIES .................................................................... 20

CHAPTER FOUR IMPLEMENTATION OF THE STRATEGIC PLAN .............................................. 23 4.0 4.1 4.2 4.3 4.4 4.5 4.6

INTRODUCTION ..................................................................................................................... 23 MINISTRY’S STRUCTURE, FUNCTIONS AND RESPONSIBILITIES ............................................................ 23 STAFF ESTABLISHMENT AND REQUIREMENTS ................................................................................. 28 RESOURCES .......................................................................................................................... 28 FIELD SERVICES .................................................................................................................... 30 THE IMPLEMENTATION MATRIX .................................................................................................. 31 RISK MANAGEMENT ................................................................................................................ 31

CHAPTER FIVE MONITORING AND EVALUATION .................................................................. 32 5.0 5.1

OVERVIEW ........................................................................................................................... 32 MONITORING AND EVALUATION FRAMEWORK ................................................................................ 32

ANNEXURE 1: IMPLEMENTATION MATRIX ............................................................................. 36 ANNEXURE 2: PROPOSED ORGANISATIONAL STRUCTURE OF THE MINISTRY ...................... 55 ANNEXURE 3: CURRENT ORGANISATIONAL STRUCTURE OF THE MINISTRY ........................ 56

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ANNEXURE 4: STAFF ESTABLISHMENT ................................................................................... 57 ANNEXURE 5: INSTITUTIONS DOMICILED IN THE MINISTRY ............................................... 73 ANNEXURE 6: REPORTING TEMPLATE .................................................................................... 74

LIST OF TABLES Table Table Table Table Table Table Table

2-1: SWOT Analysis ..................................................................................................11 2-2: PESTEL Analysis ................................................................................................12 2-3: Stakeholders Analysis ........................................................................................14 3-1: Key Strategic Issue, Objectives and Strategies .....................................................20 4-1 : Summary of Establishment................................................................................28 4-2: Ministry’s Resource Requirements 2015/16 – 2016/17 (Kshs Millions) ....................29 4-3: Risks and Mitigation Measures ............................................................................31

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ACRONYMS AND ABBREVIATIONS ACP ACU AIA AIE APRM ASAL AUC BDAG BPO BRIC CB&TA NG-CDF CDP CDTF CEISP CIDP COMESA CPPMU CS DDP DIDC EAC ECDE ECOSOC EEP EIA EMU EPROMIS GBV GDP GHRIS GJLO GOK GSSD HOD HRBA HRD HRM ICT IEC IFAD

African Caribbean and Pacific Aids Control Unit Appropriation in Aid Authority to incur Expenditure Annual Peer Review Mechanism Arid and Semi-Arid Lands African Union Commission Bridging Divides through Accountable Governance Business Process Outsourcing Brazil, Russia, India and China Capacity Building and Technical Assistance National Government Constituency Development Fund County Development Profiles Community Development Trust Fund Community Empowerment and Institutional Support Programme County Integrated Development Profiles Common Markets for Eastern and Southern Africa Central Planning and Project Monitoring Unit Cabinet Secretary District Development Plan District Information and Documentation Centre East African Community Early Childhood Development Education Economic and Social Council Economic Empowerment Programme Environmental Impact Assessment Efficiency Monitoring Unit Electronic Project Monitoring Information System Gender Based Violence Gross Domestic Product Government Human Resource Information System Governance, Justice, Law and Order Government of Kenya Global South-South Development Heads of Departments Human Rights Based Approach Human Resource Development Human Resource Management Information, Communication, Technology Information, Education, Communication International Fund for Agriculture Development iii

IFMIS IPPD IPRS IRMS ISD ISO ITES KARI KIPPRA KKV KMA KNBS KNICE KNYC LAPSSET LASDAP M&E MCS MDA MDG MDP MED MHRMAC MOSSP MPER MTC MTEF MTP NCPD NDMA NEPAD NGO NHF NIMES NoKET NSSF NVCET PBB PC PDA PESTEL PEV PPP

Integrated Financial Management System Integrated Payroll and Personnel Database Integrated Population Research system Integrated resource Management System Integrated Service Delivery International Organization for Standardization Information Technology Enabled Services Kenya Agricultural research Institute Kenya Institute of Public Policy and Research Analysis Kazi Kwa Vijana Knowledge Management Africa Kenya National Bureau of Statistics Kenya National Integrated Civic Education Kenya National Youth Council Lamu Port and Southern Sudan-Ethiopia Transport Local Authority Service Delivery Action Plan Monitoring and Evaluation Management Consultancy Services Ministries, Departments and Agencies Millennium Development Goals Ministry of Devolution, Planning & Statistics Monitoring and Evaluation Department Ministerial Human resource Advisory Committee Ministry of State for Special Programmes Ministerial Public Expenditure review Ministerial Training Committee Medium Term Expenditure Framework Medium Term Plan National Council for Population and development National Drought Management Authority New Partnership for African Development Non-Governmental Organizations National Humanitarian fund National Monitoring and Evaluation Systems Northern Kenya Education Trust National Social Security Fund National Vocation Certificate in Education and Training Programme Base Budgeting Performance Contract Personal Digital Assistant Political, Economic, Social, Technological, Environmental and Legal Post-Election Violence Public private Partnership iv

PRO PS PSC PST RBM SAGAS SDGs SME STI SWOT SYPT TICAD UN ECOSOC UNDP UNESCO UNICEF VDS WEF WKCDDFMP YEDF YP

Public Relations Officer Principal Secretary Public Service Commission Public Service Transformation Result Based Management Semi-autonomous Government Agencies Sustainable Development Goals Small and Micro Enterprises Science Technology and Innovation Strengths, Weaknesses, Opportunities and Threats Subsidised Youth Polytechnic Tuition Tokyo International Conference on African Development United Nations Economic and Social Council United Nations Development Programme United Nations Economic and Social Council United Nations Children’s Fund Vision Delivery Secretariat Women Enterprise Fund Western Kenya Community Driven Development and Flood Mitigation Project Youth Enterprise Development Fund Youth Polytechnic

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FOREWORD The Strategic Plan 2013/14-2017/18 set out to build on the achievements of the previous strategic Plan’s achievements while being aligned to the second Medium Term of the Kenya Vision 2030 (2013-2017). However, towards the end of 2015, the Government re-organized MDAs and the mandate of the Ministry changed significantly, necessitating the need to review the current ministerial strategic plan and align it to both the new Government structure and the new mandate. The formulation of this Strategic Plan was guided by the overall national planning framework and the need for the Ministry to position itself in fulfilling this national mandate. In responding to this, the Ministry evaluated her strengths and reviewed the achievements and challenges experienced in the three year of the implementation of the Ministry’s Strategic Plan (20132017). In preparation of this Plan, the Ministry reviewed its vision, mission, objectives, strategies, and expected performance benchmarks. It is noted that the Plan will also act as a guide for assessing performance and achievements of results in the Ministry for the next two years, that is, during the remaining period of the strategic planning period of second Medium Term Plan. During the review and formulation of this Plan, the approach taken was consultative and participatory. The consultations were inclusive in order to ensure that the final document reflected both institutional and national aspirations. To effectively implement this Plan, heads of departments and all staff in the Ministry must work as a team in service delivery. Each Department or Directorate is therefore required to translate the strategic action plan into departmental work plans and hence provide the foundation for departmental performance evaluation. At the same time, we expect to see closer collaboration, consultation and communication between all the departments and directorates in this ministry. I wish to recognize the role played by Saitoti Torome, Principal Secretary – State Department of Planning & Statistics; Ms. Josephta Mukobe, CBS,Principal Secretary – State Department of Special Programmes; and Ms. Mwanamaka Mabruki, CBS, Principal Secretary – State Department of Devolution, for providing overall leadership during review and preparation of this strategic plan. Last but not least, my special commendation goes to the Drafting Team led by Joseph Mukui, the Economic Planning Secretary. This team worked tirelessly to synthesise this Plan that will take us for the remaining period of the implementation of the Ministry’s Strategic Plan, 20132017.

HON. MWANGI KIUNJURI, MGH CABINET SECRETARY

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ACKNOWLEDGEMENT This Strategic Plan sets out a common Vision, Mission and Objectives for the Ministry of Devolution and Planning. It is intended to enable the Ministry to take advantage of the opportunities available, and to address the challenges that could impede the Ministry’s progress in the next five years. Overall, its national-level goal is to ensure Kenyans benefit from the achievements promised to them under the responsibility of the Ministry of Devolution and Planning. A lot of dedicated effort and commitment has gone into the development of this Strategic Plan. We therefore wish to take this opportunity to express our thanks to all key Ministry stakeholders for their effective participation and involvement. We wish to particularly recognize and acknowledge the core team members, led by the Economic Planning Secretary, Mr. Joseph Mukui. Others included Messrs C.T. Muchiri, Moses Ogola, Katherine Muoki, Samson Machuka, Sabina Maghanga, Sarah Muui, James Mwanzia, Benson K. Kimani, Hezbourne M. Obong’o, Alexander Marenye, Florence Mugendi, Eric Kiilu, Samuel Kimote, Muleli Mutuku, Michael Mwangi, Stephen Kinyanjui, Peninah Kawira Riungu, Joseph Malonza, Boniface Muhati, Anthony Mwangi, Nixon Oborah, George Ngige, Daniel Kanzi, Gladys Gathera and Peter Mukiri. Their unwavering commitment and teamwork is duly acknowledged. In addition, we acknowledge the role of other Ministry staff as well as those of our SemiAutonomous Government Agencies (SAGAs) for their contribution towards the development of this Plan. Special thanks go to the Cabinet Secretary for Devolution and Planning, Mr. Mwangi Kiunjuri, MGH, for his leadership and support in the development of the Plan. In the same breath, we also wish to thank all the heads of Directorates for their invaluable contribution and unwavering support to the strategic planning process. This strategic plan brings together all the goals and strategic activities of our various departments. We wish to thank them for their collaboration and support they extended to the core team. We would also like to further extend our appreciation to all our international Development Partners for their invaluable support. We particularly wish to recognise the United Nations Development Programme (UNDP) for the financial and technical support they provided to the Ministry during editing retreats held to prepare this plan as well as its publication.

SAITOTI TOROME, PRINCIPAL SECRETARY, PLANNING & STATISTICS

MS. JOSEPHTA MUKOBE, CBS, PRINCIPAL SECRETARY, SPECIAL PROGRAMMES

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MS.MWANAMAKA MABRUKI, CBS, PRINCIPAL SECRETARY, DEVOLUTION

EXECUTIVE SUMMARY This is a reviewed strategic plan, 2013/14 – 2017/18 of the Ministry of Devolution and Planning, as necessitated by re-organization of government vide Executive Order No. 1 of 2016. The functions of this Ministry were previously covered under the greater Ministry of Devolution and Planning which was split into two to form the Ministry of Devolution and Planning and the Ministry of Public Service, Youth and Gender Affairs. Currently, the Ministry of Devolution and Planning consists of three State Departments: Planning and Statistics, Devolution, and Special Programmes. This Strategic Plan sets out a common Vision, Mission and Objectives for the Ministry of Devolution and Planning. It is intended to enable the Ministry to take advantage of the opportunities available, and to address the challenges that could impede the Ministry’s progress in the next five years. Overall, its national-level goal is to ensure Kenyans benefit from the achievements promised to them under the responsibility of the Ministry of Devolution and Planning. The mandate of the Ministry of broadly covers issues of devolution, national and sectoral development planning and special programmes for socio economic development. The mandate also includes 18 affiliated Parastatals, Semi-Autonomous Government Agencies and independent offices. Vision, Mission and Core Values Under this reviewed strategic plan, the Ministry aspires to be “A centre of excellence in planning and management of devolution affairs”. The Ministry further commits “To provide leadership and coordination of national and sectoral planning, devolution affairs and special programmes for socioeconomic development.” The Ministry is committed to upholding the following core values: 1. 2. 3. 4. 5. 6. 7. 8.

Accountability and Transparency Professionalism and ethical practices Teamwork and Passion for Results Honesty and Integrity Innovativeness and Creativity Efficiency and effectiveness Customer Centered Service Participatory Approach and Inclusiveness

Functions and Responsibilities As contained in Executive order No. 1 of 2016, the Ministry of Devolution and Planning is now organized into three (3) State Departments. These are Planning and Statistics, Devolution, and Special Programmes. The State Department for Planning and Statistics will be charged with national and sectoral development planning; monitoring and evaluation of economic trends; liaison with Economic Commission for Africa; coordination of implementation of Sustainable viii

Development Goals (SDGs); and coordination of regional development authorities. The State department for Devolution will play the role of capacity building and technical assistance to county governments; management, monitoring and evaluation of devolution affairs; coordination of the development t of devolution policy; and Inter-governmental relations, while the State Department for Special Programmes will be concerned with special programmes for promotion of socio economic development; community mobilization; food relief management; and implementation of special programmes for development of Northern Kenya and other arid lands. Four key Directorates will perform this mandate in an efficient and effective manner, and include: Devolution and Intergovernmental Relations; Economic Planning; Special Programmes and Arid and Semi-Arid Lands. Under Economic Planning, the Ministry has proposed the establishment of two (2) key departments, namely: Regional & International Economic Partnership; and Research, Strategy and Innovation. Together with this, the Ministry’s mandate also includes 18 affiliated Parastatals, Semi-Autonomous Government Agencies and independent offices. Strategic Areas and Objectives Under this plan, the Ministry has identified 5 strategic issues that will deal with: Planning and Policy formulation; Tracking of results; Making devolution work; ASAL development, humanitarian response and resilience; and Institutional strengthening and Financing. To address these strategic issues, the Ministry has formulated a number of strategic objectives and the strategies of realizing them. One of the key strategies is to strengthen the linkages between policy formulation, planning and budgeting at all levels. At the moment, the links between Vision 2030, the MTEF 3-year cycle and the annual budget are weak. The Vision and MTEF are not fully synchronized with each other and the annual budget. The Ministry, therefore, aims to link the three processes in a systematic manner. The Ministry also aims to strengthen management of devolution and improve intergovernmental relations between national and county governments. To accomplish all these, the Ministry is committed to building adequate human resource capacity, providing a conducive work environment for all its staff, and enhancing effective service delivery to the Kenya public. The Ministry will also ensure accelerated and sustainable socio-economic development in the ASALs, as well as implement special programmes for promotion of socio economic development. The Ministry will ensure efficiency and effectiveness in the implementation of its programmes and projects; strengthen and expand its Information, Education and Communication (IEC) capacity and leverage ICT to improve quality service delivery. The Ministry will provide all stakeholders with timely information on the latest achievements on its top priority projects, through the annual Public Expenditure Review. Implementation, Monitoring and Evaluation (M&E) Monitoring and Evaluation is one of the most important innovations in modern public sector management. The Ministry aims at informing Kenyans how much has been achieved in realizing the development goals promised to them each year. Through the Ministry, Kenya will establish a nation-wide M&E system online so that Kenyans can track the latest achievements on public ix

sector projects and programmes they pay taxes for. Through Monitoring & Evaluation (M&E) management will therefore be assisted in making evidence-based policies, and to respond swiftly to any project implementation difficulties. An implementation matrix detailing projects and programmes, costing, implementing agencies as well as monitoring tools and indicators is represented as an annex in the plan. The Ministry will ensure that all directorates and departments will form part of the Strategic Plan Implementation secretariat which will be charged with responsibility of overseeing and coordinating the implementation of the plan. By improving the ministerial process from planning to implementation, monitoring and evaluation, the Ministry hopes to make a significant contribution to the welfare of all the people of Kenya. The Monitoring and Evaluation Department in collaboration with the Macro-economic and International Co-operation Department’s modelling and forecasting unit will carry out scenario analysis of various implementation options to determine and recommend the most effective and efficient approach that will hasten achievement of the stated goals and objectives. This will include carrying out projections in the light of both existing and anticipated risks and uncertainties

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CHAPTER ONE INTRODUCTION 1.0 Overview This is a reviewed strategic plan, 2013/14 – 2017/18 of the Ministry of Devolution and Planning, as necessitated by re-organization of government vide Executive Order No. 1 of 2016. The functions of this Ministry were previously covered under the greater Ministry of Devolution and Planning which was split into two to form the Ministry of Devolution and Planning and the Ministry of Public Service, Youth and Gender Affairs. Currently, the Ministry of Devolution and Planning consists of three State Departments: Planning and Statistics, Devolution, and Special Programmes. The Ministry is responsible for coordinating the implementation of Kenya Vision 2030. The Vision is implemented through a series of 5-year Medium Term Plans (MTPs), the first MTP 2008-2012 was successfully implemented, and currently, the ministry is coordinating the implementation of the second MTP 2013-2017, which aims to build on the achievements of the 1st MTP. The Ministry is also responsible for management of devolution affairs and making devolution work through capacity building and providing technical assistance to counties in terms of strengthening operational structures and preparation of integrated county development plans. In addition, the Ministry supports improvement of emergency and humanitarian responses to natural and man- made disasters as well as facilitating fasttracking of the development of the Arid and Semi-Arid Lands regions. Moreover, the Ministry is committed to the implementation of the policy goals adopted from the Jubilee Manifesto, with attention to the prioritisation that it has been given to youth employment, improving security, providing affordable healthcare, and moving the country forward under the three pillars of national cohesion and unity (“Umoja”), economic transformation (“Uchumi”), and transparency and accountability (“Uwazi”). The ministry’s functions and responsibilities are clearly stipulated in Executive Order No. 1 of 2016. These functions are being implemented in line with the Constitution of Kenya particularly Chapter Eleven (“Devolved Government”); Chapter Twelve (“Public Finance”); Schedule Four of the Constitution, and all the relevant legislation pertaining to the core functions of the ministry. 1.1 Strategic Planning in the Current Development Context This document is a review of the current ministerial plan and belongs to the third generation ministerial strategic plans of the Government of Kenya, following two previous strategic plans that were prepared in 2004/5 and 2007/8. Strategic Planning over the years has been a key component of Results Based Management. As a tool, it is 1

expected to guide the Ministry in attaining effectiveness and efficiency and focus towards achieving designated results. These ministerial objectives are in turn filtered into the performance contracts of departments and individual Performance Appraisal System (PAS). This Strategic Plan aims at achieving the objectives of the MTP II of the Kenya Vision 2030, the Sustainable Development Goals, and MTP II Sector Plans. Implementation will in turn be monitored and evaluated under the National Integrated Monitoring and Evaluation System (NIMES) under the Ministry, which will be used by the Government to track progress and take timely remedial action where delays are encountered. The Ministry will play a critical role in making devolution work. Under the constitution, county governments are required to formulate integrated development plans including proposed spatial plans that will serve as a basis for budgetary resource allocation each financial year. The Ministry of Devolution and Planning has prepared guidelines for the preparation of county plans to inform the process and it will provide technical support to county governments to strengthen their planning capacity in order to meet the planning demands required of them by the constitution and various legislations. The Ministry is also responsible for national policy and planning as well as national statistics, data on population, the economy and society generally. In addition, the Ministry will support capacity building of the counties in terms of strengthening operational structures and preparation of integrated county development plans. Successful implementation of this Plan will contribute to the goals of maintaining sustainable growth, poverty reduction, equity and inclusiveness, and raising the country’s global competitiveness. 1.2 Kenya’s Development Challenges This section highlights the current global, regional and national challenges that face Kenya’s development. The Kenya Vision 2030 envisages a growth rate of 10% by the year 2012 and be maintained going forward. In the first MTP, the economy grew at an average growth rate of 4.5% from a slow growth rate of 0.2& in 2008 to peak at 8.4% in 2010 and 6.1% in 2012. The slow growth was attributed to adverse multiple shocks, namely; PEV, drought, global financial and economic crises, high international oil and food prices and slowdown in global economic activities. The second MTP aims at achieving a growth rate of 10% by 2017, however, it faces a number of challenges, global, regional as well as national.

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1.2.1 Global and Regional Challenges The global economy slowed down in 2015 and registered a growth rate of 3.1% compared to 3.3% in 2014. This is attributed to a greater extend softer activities in advanced economies not only in the US but also in Japan and BRIC countries. However, the global economy is projected to strengthen in 2017 and beyond, driven primarily by emerging market and developing economies, as conditions in stressed economies start gradually to normalize. China’s economic growth was 6.9% in 2015 and is projected to decline to 6.5% in 2016 due to slowdown in manufacturing sector. These developments might adversely affect the Kenyan economy which mostly relies on these economies for most of its agricultural exports and tourists. Kenya also faces danger of global terrorism which is exacerbated by its proximity to Somalia. The political instability and regional conflicts in the neighbouring countries, for example, South Sudan, are some of the emerging challenges from the region. Other factors include global climate change that affect the productive sectors of our economy as well as leading to resource reallocation from development projects to address emergencies resulting from climate change related effects. 1.2.2 National Challenges The Constitution recognises the challenge posed to Kenya by inadequate national cohesiveness. It therefore provides a set of national values and principles to be adhered to in order to avoid unnecessary divisions and conflicts in the country. The coming into being of devolved system of government has ushered in immense challenges among them: insufficient skills to execute the devolved level mandates; high expectations of citizens on delivery of public services; high inherited debts from the former Local Authorities which have impacted negatively on their budgets; uncertainty of job security among national government staff seconded to county governments after the 3-year transition period; late release of budgeted funds by the National Treasury; misinterpretation devolution laws; unclear coordination mechanisms for devolved level functions; and the transition uncertainties which hinder seamless service delivery at both national and county levels. The unsustainable wage bill (at 12% of the GDP in 2013 versus the ideal 7% or less) and the envisaged increase in the pension bill after a significant number of public servants start retiring under the 60 years retirement rule introduced in 2009, will continue to exert pressure on public resources thus reducing funding for development purposes. The youth bulge, inadequate skills and mismatch between the educational curricula and industry skills demand have resulted in high levels of youth unemployment, which is another major national challenge. The consequence of this is idleness, increasing crime rate, alcohol, drug and substance abuse. Promoting sustainable development and 3

protecting the most vulnerable and marginalized from the devastating effects of multiple predicaments remain a challenge in the country. In addition, the emergence of the IDPs has worsened the inequality challenge and therefore needs to be addressed. 1.3 The Second Medium Term Plan of the Kenya Vision 2030 Kenya’s long term development agenda is guided by the Vision 2030. The Vision aims at transforming Kenya into “a newly industrialized, middle income country,

providing a high quality of life to all citizens in a clean and secure environment,” as well as meeting the Sustainable Development Goals. Under the MTP II, the country expects to raise GDP growth from 4.6% in 2012 to 10% by 2017. The MTP II contains a strategy for a stable macroeconomic environment to facilitate high and equitable growth, low inflation and sustainable poverty reduction. In order to achieve the goals of MTP II, 129 flagship projects across the three pillars and enablers of the Vision 2030 have been prioritised for implementation.

1.3.1 Foundations of the Economy and Society The second MTP lays emphasis on the “enablers” that will facilitate growth and transformation of our economy, social sectors, and the political and governance systems. Enablers of foundations for national transformation contained in the MTP II are: Infrastructure; Information Communication and Technology; Science, Technology and Innovation; Land Reforms; Public Sector Reforms; Labour and Employment; National Values and Ethics; Ending Drought Emergencies; and Security, Peace Building & Conflict Resolution. National values and ethics and ending drought emergencies are new foundations of our national development because the government realizes the importance of national cohesion, ethical and law-abiding behaviour, and the need for pre-emptive action against drought and other emergencies. This is in line with the challenges the country is facing as a result of global climate change as discussed earlier. 1.3.2 The Economic Pillar The Economic Pillar in MTP II now consists of seven priority sectors, namely: Tourism; Agriculture, Livestock and Fisheries; Trade; Manufacturing; Business Process Outsourcing (BPO)/ IT Enabled Services (ITES); Financial Services; and Oil & Other Mineral Resources. The overall strategy for the tourism sector is to turn the country into a top ten long haul tourist destination in the world. This will be achieved through growth and diversification of tourist sources from the traditional areas (i.e. Western Europe and North America) and from non-traditional sources (in the Middle East and East Asia). Kenya also aims to increase domestic tourism and the number of African tourists visiting the country. The sector will also market new high end tourist segments like business, cultural, and ecological tourism. 4

1.3.3 The Social Pillar The Social Pillar consists of the following sectors: Education and Training; Health; Environment, Water and Sanitation; Population, Urbanization and Housing; Gender, Youth and Vulnerable Groups; and Sports, Culture and Arts. 1.3.4 Political Pillar: Devolution and Governance Devolution and implementation of the Constitution are key policies of the government. “Making Devolution work” is a cross-cutting theme of the MTP II. The Government is committed to ensuring a rapid and efficient transition to a two-tier government under which county governments assume full responsibility of the functions assigned to them under the constitution. Priority at the national level will be given to provision of adequate finances to match functions allocated to counties, and capacity enhancement for policymaking and project implementation in all county governments in order to bring the full benefits of devolution to the people. This will in turn ensure more accountability as government services are brought closer to the people. The Public Financial Management Act (2012) will be implemented with the aim of exercising controls in public spending and improving the quality of public expenditure through full implementation of the Integrated Public Financial Management Systems (IFMIS) at national and county levels. Further, training of public officials involved in MTEF and budgeting and expenditure at both levels of government will be undertaken. 1.4 Role of the Ministry in MTP II and Kenya Vision 2030 The Ministry provides leadership in preparation of the Kenya Vision 2030’s Medium Term Plans, Sector Plans as well as in tracking their implementation. In this regard, the Ministry will continue to track implementation of the Second Medium Term Plan through preparation of annual progress reports and conducting its mid-term and end-term reviews. The Ministry will also initiate preparation of the Third Medium Term Plan of the Kenya Vision 2030 which will build on the successes of MTP II while incorporating emerging issues, and new policies and strategies. The Ministry will continue to provide policy advice on domestic macro-economic policies as well as regional economic integration and international economic cooperation. In addition, the Ministry will coordinate the mainstreaming of cross-cutting issues and cascading of national policies, strategies and plans to the devolved units across all sectors. In collaboration with the National Treasury and other key stakeholders, the Ministry will ensure enhanced linkage of policies, planning and budgeting through the deepening of the Medium Term Expenditure Framework (MTEF) budgeting system at the National and County levels. This would be achieved by ensuring that there is effective evidence based policy and planning systems as well as involvement of all stakeholders in formulation of development policies, plans and budgets. Emphasis will be placed on 5

ensuring that priorities in the MTP II and Vision 2030 flagship projects are adequately funded through the national and county budgets. The Ministry will also provide leadership and coordinate the development of national poverty reduction policies and strategies and ensure they are mainstreamed at the national and county levels. It will also coordinate mainstreaming of the Sustainable Development Goals (SDGs) into development policies, strategies and programmes at the national and county levels. The SDGs are a set of inter-governmentally agreed goals expected to be achieved by 2030. They seek to realize human rights of all and comprise 17 goals with 169 targets covering a broad range of sustainable development issues. The SDGs were adopted in September 2015 by the United Nations General Assembly and replaced the Millennium Development Goals (MDGs). The Ministry will endeavour to address the challenge of high population growth through lobbying for increased resource allocations to support the implementation of the national population policy. This is envisaged to result in a well-managed population with a high quality of life thereby contributing to attainment of Vision 2030. In addition, the Ministry will support devolution services through initiating civic education programmes which would help enhance citizens’ participation in decision making at the devolved level. The Ministry will also provide guidance to the counties on integrated development planning including provision of guidelines for preparation of County Integrated Development Plans. 1.5 Ministry’s Mandate and Functions The Ministry’s mandate and functions are outlined below. 1.5.1 Ministry’s Mandate The full details of the mandate of the Ministry of Devolution and Planning are as outlined in the Executive order No. 1 of 2016 and broadly covers issues of devolution, national and sectoral development planning and special programmes for socio economic development. 1.5.2 Ministry’s Functions The Ministry’s functions include: 1. Devolution policy; 2. Inter-governmental relations; 3. Capacity building and technical assistance to county governments; 4. Management, monitoring and evaluation of devolution affairs; 5. National and sectoral development planning; 6. Monitoring and evaluation of economic trends; 7. Liaison with Economic Commission for Africa; 8. Coordination of implementation of Sustainable Development Goals (SDGs); 6

9. Coordination of regional development authorities; 10. Special programmes for promotion of socio economic development; 11. Community mobilization; 12. Food relief management; and 13. Implementation of special programmes for development of Northern Kenya and other arid lands. 1.6 The Organization of the Strategic Plan This Strategic Plan is organized in five chapters. Chapter one provides a general background of issues faced by the Ministry and how they will be tackled. These are put within the national development context and the Ministry’s mandate. The Chapter also provides highlights of the MTP II and the Ministry’s vision, mission and core values. Chapter Two provides a situational analysis and a review of the previous strategic plans, including lessons learnt from their implementation. A SWOT and stakeholders analysis of the ministry is also presented. In Chapter Three, the strategic model, which includes key result areas, objectives as well as the strategies to be deployed in delivering the plan, are discussed. Chapter Four provides the implementation plan and a summary of the ministry’s activities; indicates the proposed organizational structure and also includes a section on risk management. The last chapter is devoted to a monitoring and Evaluation framework and includes mechanisms that will be used to manage the implementation of the strategies. There are also several Annexures which provide details on the staff establishment, the current Ministry organisational structure, the proposed organisational structure, the implementation matrix, the reporting template and list of institutions that participated in the Strategic Plan validation forum.

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CHAPTER TWO SITUATION ANALYSIS OF THE MINISTRY 2.0 Introduction This chapter discusses the background, achievements and lessons learnt of the State Departments under the Ministry of Devolution and Planning in the previous phase of the strategic plan. It then proceeds to a SWOT analysis that explains the ministry’s strengths, weaknesses, opportunities and threats, followed by a PESTEL scan on the environment under which this plan will be implemented. 2.1 Background of the Ministry and the State Departments The Ministry of Devolution and Planning is structured into three State Departments, namely: Planning and Statistics, Devolution, and Special Programmes. 2.1.1 State Department of Planning and Statistics The planning function in the Kenya government dates back to the pre-independence period and can be traced to the Oliver Lyttleton Constitution of 1954, when the Ministry of Finance and Development was created. On attainment of independence on 12 th December 1963 it was renamed the Ministry of Economic Planning and Development, with three divisions or units that included, Administration, Statistics, and Planning. Since then, the State Department has existed either as a fully-fledged ministry or a division of the Ministry of Finance and Planning. Its mandate has also continued to expand over time. The State Department has been producing 5-year development plans which have been the basis of planning and implementation of development programmes in Kenya. The first development plan was prepared for the period 1966-1970. To date twelve (12) development plans have since been prepared on a five year basis. In 2003, the government prepared the Economic Recovery Strategy for Wealth and Employment Creation. Thereafter, in 2008, the Kenya Vision 2030 was launched as the nation’s long term development blueprint, to be implemented in 5-year Successive Medium-term Plans. The First Medium Term Plan covered the period 2008-2012 while the Second Medium Term Plan is covering the period 2013-2017. The State Department has also been responsible for monitoring and evaluation of economic trends and management of national statistics. According to the Executive Order No. 1 of 2016, its mandate has expanded to include coordination of regional development authorities and coordination of public benefits organizations. 2.1.2 State Department of Devolution At independence, Kenya inherited a dual structure consisting of a central government and seven regions. But regional governments were dissolved in 1965 and instead local 8

governments and municipalities became the second (but weaker) tier of government. The central government exercised its functions through the national and sub-national structures, key among them the provincial administration. The dual structure remained as the framework for local governance and decentralized service delivery up to 2010 when a new system of government came into being through promulgation of the Kenya Constitution 2010. In its previous strategic plan, the State Department implemented a wide-ranging local government reform programme and a devolved-funding system called Local Authority Service Delivery Action Plan (LASDAP). According to Executive Order 1 of 2016, the State Department of Devolution was placed in the Ministry of Devolution and Planning focusing on devolution policy, intergovernmental relations and capacity building and technical assistance to county governments and management, monitoring and evaluation of devolution affairs. 2.1.3 State Department of Special Programmes The State Department of Special Programmes was formed out of the former Ministry of State for Special Programmes (MOSSP) to coordinate disaster and emergency response, ; Development of Northern Kenya and other Arid Lands; coordination, formulation and implementation of policies and institutional frameworks for disaster management; risk reduction programmes; relief and rehabilitation; National Food Security; and Coordination of the Campaign against HIV and AIDS. As constituted vide Executive Order no 1 of 2016, the mandate of the State Department has been reviewed to include special programmes for promotion of socioeconomic development, community mobilization, food relief management, and implementation of special programmes for development of Northern Kenya and other arid lands. 2.2 Ministry’s achievements and lessons learned in the Previous Strategic Plan Section 2.2.1 highlights a summary of the Ministry’s achievements under the 2008-2013 Strategic Plans while section 2.2.2 provides the major lessons learnt during the same period. 2.2.1 An Overview of the Ministry’s achievements As in the rest of the public service, the second generation strategic plans covered the period 2008/9-2012/13 and 2013/14-2014/15 were formulated through a consultative and participatory process involving key stakeholders. The findings and the lessons learnt formed a key part in preparation and eventual implementation of this third generation ministerial strategic plan. The following are a summary of the key achievements: i. Undertook the 2009 Population and Housing Census which has been extremely useful in mapping national population trends and in providing incoming county governments with vital information of their population and its distribution within the county. 9

ii. iii. iv.

v. vi. vii. viii. ix. x. xi.

Spearheaded development of the Kenya Vision 2030 and its first Medium Term Plan, 2008-2012, the second Medium Term Plan, 2013-2017 as well as the Sector Plans. Prepared Sessional Paper No. 10 of 2012 on Kenya Vision 2030, District Development Plans (2008-2012), County Development Profiles (2013) and guidelines for preparation of County Integrated Development Plans (2013). Spearheaded creation of various laws to actualize devolution including Urban Areas and Cities Act 2011; the Intergovernmental Relations Act 2012; The transition to Devolved Government Act 2012; the County Government Act 2012; and then Public Finance Management Act 2012 as well as establishment of Transition Authority. Developed devolution policy, Urban Development policy paper and MTP II devolution sector plan. Prepared the National Policy on the Sustainable Development of Northern Kenya and other Arid Lands and a Vision 2030 Strategy for Northern Kenya and other Arid Lands Improved ASAL infrastructure in education, water and health Facilitated establishment of NDMA and Northern Kenya Education Trust (NoKET) fund Enacted a national policy on the prevention of internal displacement and the protection and assistance to Internally Displaced Persons in Kenya (IDP Policy) and Disaster Management Policy and a national Disaster Response Plan. Coordinated resettlement of 350,000 Post-2007 election Internally Displaced Persons. Enactment of the National Government Constituencies Development Fund Bill 2015

2.2.2 Summary of Major Lessons Learnt The following are the major lessons learnt from implementing the second generation Strategic Plan: i. Top management interest and support is crucial to the achievement of the objectives of the Strategic Plan; ii. There is growing understanding within the public sector of the importance of M&E which requires deliberate and sustained effort to operationalize and strengthen this function; iii. The NG-CDF programme (and other devolved funds) has achieved significant results that directly contributed to the welfare of the citizen which demonstrated high relevance, ownership and impact on the social economic situation on the ground; iv. Whereas relief food has mitigated suffering of the affected communities, it has created dependency. Thus there is need for addressing the root causes and building the resilience of communities including ensuring that funds allocated for this purpose are ring fenced; 10

v.

While the ongoing regional integration efforts and achievements hold great promise for the country, the emerging regional conflicts, transnational crimes, terrorism and radicalization of vulnerable youth arising from instability in neighbouring countries, especially Somalia present significant risks to all aspects of the country’s development and wellbeing.

2.3 Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis A summary of the SWOT Analysis is shown in table 2-1. Table 2-1: SWOT Analysis Strengths i. Top management commitment to achieving results and attaining excellence; ii. Well- established institutional frameworks; iii. Trained, experienced, multi-disciplinary, skilled staff; iv. Availability of resource centres for capacity development like v. Kenya Institute of Public Policy & Research Analysis (KIPPRA) and Kenya National Bureau of Statistics (KNBS); vi. Existing laws and regulations; vii. Substantial utilization of digital tools; viii. Data availability on all sectors at the Kenya National Bureau of Statistics; ix. Strong established partnerships with stakeholders.

Weaknesses i) Weak collaboration and inadequate teamwork; ii) Weak internal and external communication mechanisms; iii) Inadequate records and data management systems ; iv) Lack of an updated skills inventory for all staff; v) Weak monitoring and evaluation systems; vi) Weak succession management in the public service; vii) Slow pace in adoption of information and communication technology advances; viii) Insufficient legal framework for planning; ix) Skills gap in certain disciplines in areas like macroeconomics, devolution and other specialised areas; x) Inability to attract and retain quality and skilled staff. xi) Non-progressive schemes of service/stagnation in career progression. Opportunities Threats i. Kenya Vision 2030 and MTP II as the i. High turnover of skilled staff; development blueprints ii. Perceived negative image of public service; governing development in Kenya; iii. The HIV/AIDS pandemic, Alcohol, Drug and ii. Constitution of Kenya 2010; substance abuse; iii. ICT capacity development by the government iv. A rapidly evolving political environment; and rapid technological advancement; v. Climate change; iv. Goodwill from international development vi. Terrorism and insecurity; partners and stakeholders; vii. High and increasing wage and pension bills; v. Established linkages with regional viii. Salary and fringe benefits and international professional and corporate disparities/differences across public service; bodies; ix. Unbalanced growth in the Counties; vi. A growing and promising economy; x. Corruption; vii. Political goodwill; xi. Natural disasters; viii. Recent oil and mineral discoveries; xii. High population growth. ix. Strengthened institutions of corporate governance;

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Opportunities x. A well-educated human resources reservoir; xi. A high vibrant youth population with potential for productivity; xii. Availability of devolved structures of government; xiii. Strategic position of the Ministry in the Presidency; xiv. Citizen goodwill in achieving the Ministry’s objectives; xv. Benchmarking on the past best practices, e.g., past sector reforms; xvi. staff of the former local authorities; xvii. Globalisation

Threats

2.4 PESTEL Analysis In preparing this Strategic Plan, a broad Political, Economic, Social, Technological, Environmental and Legal (PESTEL) scan was undertaken. A PESTEL analysis enabled the ministry to focus on the environment in which it operates and therefore appreciate the factors that will either support or impede the process of implementing the strategic plan. Table 2-2 below presents a synthesis of the outcome of the PESTEL analysis. Table 2-2: PESTEL Analysis Category Political

Issue Political goodwill

Revenue constraints Kenya Vision 2030

Description 1. The restructuring of the government into two tier government raises public expectation on better service delivery which has an impact on the Strategic plan by enhancing public awareness; 2. Transitional challenges, including transfer of functions as defined in schedule 4 of the Constitution are likely to affect implementation of the strategic plan. 3. The introduction of the devolved system with establishment of many constitutional offices and commissions may strain the resources and consequently negatively affect the implementation of the strategic plan; 4. The coordination of National and County government operations within the set government laws and regulations is a major challenge; 5. The political dispensation has a strong leadership committed to a strong public service transformation for efficient and effective service delivery to the citizenry and commitment on results which will facilitate development and planning of the country. Emerging new government priorities and emergencies could lead to budget cuts which affect planned activities. The Vision 2030 and its medium term plans have provided a foundation for faster economic, social and political performance.

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Category

Issue Wider public Sector reform agenda Governance and corruption

Regional and global environment

Economic

Good economic development record Kenya vision 2030

High population growth rate

Globalization

Regional and international economic cooperation Goodwill from development partners County economic imbalances Devolved funds

Macro-economic

Description Public sector reforms which include results based management, Programme Based Budgeting, Performance contracting and NIMES will result in greater efficiency and effectiveness in performance. The perception of poor governance and high corruption in the management of public affairs presents a credibility gap and poor image for public institutions. This must be addressed if public institutions are to earn the much needed public confidence. Regional and global integrations and environmental issues will impact on Kenya political performance. Political situation in the regions will impact positively or negatively to the country. There is need to guard against any negative regional impacts. Sustained good performance of the economy under the Vision 2030 has created high expectations for improved livelihoods. The Vision 2030 and its medium term plans have provided a foundation for quick economic, social and political performance. At the county level they are being cascaded through the integrated county development plans whose implementation will lead to improved economic performance. The high population growth in comparison with economic growth outstrips the economic/resources growth leading to high unemployment and poverty levels in the economy. However, there is potential of reaping demographic dividends if the country manages her population to ensure the number of dependants is surpassed by the number of non-dependants. The nation is part of a global village made possible by the globalization of business and the enhanced use of Information and Communications Technologies (ICTs). The economy is therefore highly susceptible to international shocks and business trends and competition. The last few years has seen renewed vigour in bringing countries of the region together into economic blocks which has a potential of significantly impacting on our economy as the markets for, and flow of, goods and service expand. These blocks include EAC and COMESA. Kenya continues to enjoy goodwill from all its international development partners. In the country, there are disparities in development, and also within counties. In addition to devolving resources to the county governments there are other established funds which include: CDTF, NG-CDF and Huge sums of financial resources required to operationalize devolution. High inflation rates, high interest rates, fluctuating

13

Category

Issue instability Growing public private-partnership

Social

Increased awareness High population growth rate Disease prevalence

High poverty levels and inequalities

Technological Environmental

Disability mainstreaming Access to Information and communications Technologies (ICTs) Climate Change

Green Economy Legal

Inadequate legal provisions Laws on devolution

Description exchange rate, high unemployment rates, rising revenue to GDP ratio and debt management could affect the economic situation, and the Ministry’s capacity to meet its goals. There is growing realization within public and private sectors of the significant opportunities that exist if these sectors work together for mutual benefit and for the development of the Country for all. However, there is need to streamline implementation of the PPP Act. There is increased public awareness on government services and citizen entitlement. Population growth has led to overstretching of education health and other social amenities. High prevalence of diseases such as HIV/Aids and malaria, and non-communicable diseases (cancer, diabetes etc.) continue to have a toll on the productive members of society while consuming large amounts of resources which could otherwise be used for developing the Country. The government is committed to reduction in income inequalities and poverty. Inequalities lead to political and social conflict which impact national and county governments negatively. The government is committed to ensuring that the disability issues are aligned as they are in the constitution. There is a great opportunity for leveraging on ICTs in improving services in the public sector and enhancing economic performance. Global warming and climate change have negatively affected the Kenya economy due to their adverse effects on productive sectors. There is need to enhance capacity for environmental planning to mitigate against global warming and climatic changes. The international Community now prefers a greener economy to counter the effects of climate change. The Ministry is in the lead to promote a greener economy. Although there are many laws and regulation supporting the work in the Ministry there is no legal framework for planning which affects the planning function of the Ministry. There is a need to enact laws and regulation on devolution especially in relation to the various sectors of the economy.

2.5 Stakeholders Analysis This Strategic Plan takes cognizance of the Ministry’s stakeholders and their varied expectations which the Ministry intends to meet. The Ministry in turn has expectations of these stakeholders which it hopes to be equally met. The Ministry’s linkage with its stakeholders is summarized in table 2-3. Table 2-3: Stakeholders Analysis 14

Stakeholders Category National Government Line Ministries

National Treasury County Governments

Development Partners

Suppliers /Merchants

Staff

Stakeholders Expectations  Understanding their policy and planning needs;  Practice good governance;  Providing technical support on planning and policy formulation;  Provision of synergy and support in the development of policy, institutional, and legal frameworks;  Mainstream policies in their respective plans and Good corporate governance;  Sustainable community involvement and empowerment;  Facilitate capacity building;  Provide effective and efficient response initiatives.  Coordination of annual budgeting process with the 3-year MTEF and the MTP of Vision 2030.  Coordination of national/ devolved activities at county level;  Capacity building of county staff;  Technical support;  Provision of legal and regulatory framework;  Management training services.  Provide timely reports and reviews;  Achievement of project goals and outcomes;  Involvement of stakeholders in the various aspects of national and county planning and development;  Adherence to project regulations and philosophies;  Continuous monitoring and evaluation and provision of reports.   Timely payments for goods and services supplied;  Transparent procurement process and Fair competition;  Prompt payment;  Planned procurement.   

Commitment to their welfare; Conducive work environment where individuals are trusted, respected and appreciated; Favourable terms & conditions of

15

Ministry’s Expectations  Effective implementation of policies;  Receive feedback, correspondences and communication on regional and international issues on time;  Provision of synergy and support in the development of policy, institutional, and legal frameworks;  Good corporate governance



Rationalised budgets for county governments.

   

Quality public services; Timely services; Integrity and transparency; Performance guidelines.



Support specific programmes whose implementation is coordinated by the Ministry. Timely disbursement of promised resources; Provision of technical assistance and capacity building; Effective collaboration and synergy building.

          

Timely supply of procured goods and services; Supply of high quality goods and services that meet contractual obligations; Integrity; Customer care; Competitive pricing. Provide the necessary manpower; Commitment & productivity; Portray the right image of ministry; Good work

Stakeholders Category

Stakeholders Expectations service and work environment;  Skills development;  Remuneration;  Routine HR services;  Job Progression;  Training & Development;  Fair appraisal;  Rewards/incentives system.

Public/Citizens

     

Research/academic institutions

  

Media



Private Sector

   

Practice participatory planning and management practices; Understanding of their needs and expectations and plan for them; Initiating sustainable projects for poverty reduction; Achieving project outcomes; Ensure good governance and ethical behaviour; Successful implementation of Kenya Vision 2030; Provide internship to students; Provide complementary data and information; Partnership/collaboration in research and policy formulation. Access to information. Involvement in the planning process; Sustainable development policies; Provision of reliable information on development indicators; Effective and efficient service delivery.

Ministry’s Expectations environment  Commensurate remuneration;  Equity and progressive skills development;  Timely and responsive services;  Adequate facilitation and enhancement of staff welfare;  Adherence to policies, rules, & regulations of the ministry;  Provide effective and efficient services to partners and stakeholders.  Providing support in policy formulation and implementation of initiatives;  Participating in local development projects and decision making;  Participate in project monitoring and evaluation at national and county level;  Providing feedback on service delivery.  Provide necessary technical support/training to the Ministry’s staff.  

    

Professional Bodies (Lawyers, Medical



Provision of reliable data and information;

16



Promotion and articulation of developmental issues. Partner in the implementation of development projects and programmes; Increase local investment; Improved governance and institutional capacity; Partner in development projects and programmes (PPP’s); Increased foreign investment into Kenya; Improved governance and institutional capacity. Partner in the implementation of

Stakeholders Category Practitioners, Surveyors, Engineers etc) Parliament/National Assembly/Senate/Council of Governors/Political Parties

Stakeholders Expectations  Established IEC partnership.   

Political Leadership



    Judiciary



AG’s office (State Law Office)



Non-State Actors (NGOS, CBOs, FBOs etc)

    

Submission of draft bills; Response to parliamentary questions; Consultation on issues that require legislation. To develop strong institutional capacity that enhances service delivery and achievement of development goals; Competent and skilled personnel; Adherence to rules and regulations of the government; Development and tracking of policies; Advisory/policy services on the economy. Abide by the law to minimize risks and exposure of government to legal cases. Propose new/changes to the law to make economy competitive and ensure best practices. Provide reliable information on development indicators; Good corporate governance; Sustainable community involvement and empowerment; Provide effective and efficient response initiatives; Facilitate capacity building.

Ministry’s Expectations development projects and programmes.  Quality legislations;  Adequate involvement;  Timely response on issues;  Ensure adequate funding as well legislation.  Provide measures of good governance;  Promotion of good images and reputation;  Provide strategic direction and leadership;  Formulation of relevant policies;  Facilitate resource information. 

Fair, just, timely dispensation of justice.



Provide support in legal matters affecting policy formulation and planning. Complement the Ministry in implementation of programmes; Community mobilization for rural development; Complement the Ministry efforts in the implementation of the strategy: Advocacy, Awareness creation, and sustainable livelihoods; Collaborate in conducting participatory monitoring and evaluation. Favourable terms of service; Conducive working environment; Forum for collective bargaining agreements. Consider Kenya’s Development Agenda.

  

 Social Partners (COTU, FKE etc)



Consultation on workers issues.

  

Regional and International Institutions/bodies (EAC, COMESA, UN, NEPAD,WTO,EU, ECOSOC, TICAD, IGAD, etc)



SAGAS in the Ministry

 

 

Timely submission of the country’s subscriptions; Advocate for implementation of their resolutions; Mainstreaming of resolutions in the development planning process. Facilitation with resources; Provision of leadership and policy

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



Accountability and transparency in use of

Stakeholders Category

Stakeholders Expectations direction.

Ministry’s Expectations resources;  High performance and timely deliverable of set targets.

The SWOT and PESTEL analysis done above have informed the Ministry in identifying its strategic issues and in subsequently developing strategic objectives and strategies to address these issues as indicated in Chapter Three below.

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CHAPTER THREE THE STRATEGIC MODEL 3.0 Introduction This chapter gives the framework for the Ministry’s operations, i.e. Vision, Mission, core values, Key result areas, Strategic objectives and strategies the ministry will employ to realize its goals. 3.1

Vision, Mission and Core Values

Vision Statement “A centre of excellence in planning and management of devolution affairs” Mission Statement The Ministry commits itself “To provide leadership and coordination of national and sectoral planning, devolution affairs and special programmes for socioeconomic development.” Core Values The Ministry shall uphold the following core values: 9. Accountability and Transparency: The Ministry shall conduct its business and lend services to its stakeholders in a transparent and accountable manner. 10. Equity and Equality. The Ministry will promote fairness and equal distribution of resources and services. 11. Professionalism and ethical practices. All staff shall uphold highest moral standards and professional competence in service delivery. 12. Teamwork and Passion for Results. The Ministry will relentlessly pursue timely attainment of targeted results at all levels through high level of coordination, and networking. 13. Honesty and Integrity: The Ministry shall promote openness, uprightness and reliability while executing its mandate. 14. Innovativeness and Creativity: The Ministry is committed to innovativeness, inventiveness, resourcefulness and visionary planning and service delivery. 15. Efficiency and effectiveness: The Ministry will promote high productivity and prudent utilization of resources. 16. Customer Centered Service: The Ministry is committed to uphold customer driven and focused service delivery. 17. Participatory Approach and Inclusiveness: The Ministry is committed to consultations, joint and comprehensive partnership in all its affairs.

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3.2 Key Strategic Issues, Objectives and Strategies The Ministry has identified 5 key strategic issues with the corresponding objectives and means required for effective implementation. The strategic objectives and the strategies to be pursued will be at the core of the Ministry’s daily functions over the plan period. The ministerial Key results areas identified are as follows: Key Strategic Issues 1 Key Strategic Issues 2 Key Strategic Issues 3 Key Strategic Issues 4

: : : :

Key Strategic Issues 5 :

Planning and Policy formulation; Tracking of results; Making devolution work; ASAL development, humanitarian response and resilience; Institutional strengthening and Financing.

The table 3-1 below provides a summary of the key strategic issues, objectives and strategies. Table 3-1: Key Strategic Issue, Objectives and Strategies No. 1.

Strategic Issues Planning and Policy formulation

Strategic Objectives 1.1 To strengthen planning and policy formulation at all levels.

1.2 To strengthen linkages between planning, policy formulation and budgeting at all levels. 1.3 To Contribute to National Competitiveness through Regional and International Economic Cooperation.

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Strategies  Provide leadership and coordination in the formulation, development of policies and programmes;  Provide leadership in preparation and dissemination of Medium Term Plans;  Provide guidelines and reviews for Sector Plans, CIDPs and MDAs Strategic Plans;  Coordinate the implementation of SDGs;  Provide leadership for Threshold 21 (T21) modelling and forecasting;  Develop policies and strategies for poverty eradication;  Strengthen research and statistics linkages;  Coordination of regional development authorities;  Coordination of public benefits organizations.  Co-convening the MTEF sector working groups. 

Strengthen bilateral, regional and international economic partnerships.

No. 2.

Strategic Issues Tracking of results

Strategic Objectives 2.1 To improve tracking of implementation of development policies, strategies and programmes

3.

Making devolution work

3.1 Strengthening capacity to implement devolution.

4.

ASAL development, humanitarian response and resilience.

4.1 Ensure accelerated and sustainable socio-economic development in ASAL.

Strategies  Strengthen National Integrated M&E System (NIMES) and cascade it to all sectors at national and county levels;  Automation of data management system e.g. NIMES;  Tracking the implementation of vision 2030 flagship projects and other programmes in the MTP across different sectors;  Impact assessment of pro-poorpolicies;  Coordinate monitoring and evaluation of the implementation of SDGs;  Undertake monitoring and evaluation of devolution affairs  Provide support to KNBS for collection and analysis of data.  Capacity building and technical assistance to county governments;  Facilitate and coordinate intergovernmental relations;  Enhance management of devolution affairs.  

  

5.

Institutional strengthening and Financing.

4.2 Strengthening humanitarian response and improving resilience of vulnerable groups and communities. 5.1 Enhance organizational capacity. 5.2 To enhance co-operation

21

     

Policy development for ASAL; Support implementation of programmes/ projects for community resilience against drought and poverty reduction in ASAL; Provide information on investment drivers and enablers in ASAL counties; Coordinate implementation of strategy on Ending Drought Emergencies; Support preparation of spatial strategies for managing emerging ASAL sedentirization and a framework for sustainable management of ASALs as the next frontiers for development in Kenya. Improve food relief management; Implement special programmes for promotion of socioeconomic development; Enhance community mobilization. Train staff; Strengthen institutional structure. Build capacity within the Ministry to

No.

Strategic Issues

Strategic Objectives between Kenya and regional and international economic institutions.

5.3 To strengthen IEC and ICT for better service delivery.

6.

5.4 To improve mobilization, utilization and management of financial resources. To provide policy guidance, capacity building and support as well as oversight, management and development support for the RDAs

Strategies deal with the regional integration and international socio-economic cooperation matters/initiatives;  Strengthen bilateral, regional and international economic partnerships;  Negotiate, domesticate and comply with gender related international and regional treaties and conventions;  Participation in National, regional and international treaties, conventions and protocols.  Build capacity and networks to ensure Government reform agenda is understood and supported;  Integrated performance management system.  Mobilize and prudently utilize and manage Financial Resources.  







Formulating and coordinating Integrated Regional Development Policy and Strategies; coordinating issues related to regional/international protocols; agreements and conventions in liaison with other Ministries/stakeholders; coordinating regional Development Projects and Programs; enhancing linkage with Development partners, public/private sector institutions and other stakeholders; interpreting and application of the RDAs Acts and related statute in line with the Ministry’s goals and objectives, facilitating resource mobilization in RDAs

The above stated KRAs, objectives and strategies form the basis for implementation, monitoring and evaluation of this strategic plan as detailed in the subsequent chapters and annexes.

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CHAPTER FOUR IMPLEMENTATION OF THE STRATEGIC PLAN 4.0 Introduction This chapter presents the structure of the ministry, functions and responsibilities. It also gives the ministerial resource requirements and a risk analysis. In order to implement this plan effectively, the Ministry will continue addressing structural bottlenecks and enhance capacity building within itself, engage all the stakeholders for their contribution and promote innovativeness, creativity and professionalism towards realization of the strategic plan. The Ministry aims to ensure effective resource mobilization through Medium Term Expenditure Framework. 4.1 Ministry’s Structure, Functions and Responsibilities The Ministry is headed by a Cabinet Secretary who provides overall policy and technical guidance. The Ministry is organized into three State Departments namely Planning & Statistics, Special Programmes and Devolution; each headed by a Principal Secretary. In addition, the Ministry has overall policy coordination and responsibility over eighteen (18) affiliated Parastatals, Semi-Autonomous Government Agencies, Commissions and Independent Offices as per the Executive Order No. 1 of May, 2016. 4.1.1 State Department of Planning and Statistics The State Department for Planning has the responsibility for national and sectoral development planning; monitoring and evaluation of economic trends; coordination of implementation, monitoring and evaluation of SDGs; coordination of regional development authorities and coordination of public benefits organizations. The Ministry is also responsible for policies on National Statistics Management, economic research and population management. The State Department of Planning comprises of the Directorate of: Macro Economic Policy and Planning; Social & Governance; Monitoring and Evaluation; Economic Development Coordination; Enablers Coordination, Regional and International Economic Cooperation. 4.1.1.1 Directorate of Macro-Economic Policy and Planning The Directorate is charged with the responsibility of providing leadership in the preparation of Kenya Vision 2030 Medium Term Plans and Sector Plans; analysing macroeconomic variables for preparation of economic reports; providing technical backstopping in the budget making process within the framework of the Macro Working Group which leads to the production of the BROPA and BPS; development of policies on topical/emerging issues; and, macroeconomic modelling and forecasting using T21 model and other models. 23

4.1.1.2 Directorate of Regional and International Economic Cooperation The Directorate’s overall mandate is coordinating regional economic integration agenda for improved market access o Kenya’s products, flow of FDI and ODA, joint ventures and other initiatives. The directorate is also responsible for providing policy advice on regional economic integration and international economic cooperation; providing leadership in the implementation of proposed Economic Partnership agreement between the EU and the East Africa Community; providing leadership in the implementation of the TICAD priorities. In pursuant of the above, the directorate will liaise closely with various regional and international economic bodies such as Economic Commission for Africa (ECA), East Africa Community (EAC), Common Market for East and Southern Africa (COMESA), Inter Governmental Authority on Development (IGAD), and the African Union among others. 4.1.1.3 Directorate of Enablers Coordination The Directorate is responsible for coordinating the planning and budgeting aspects of the enablers of Kenya Vision 2030; coordinating the mainstreaming of SDGs in policy, planning and budgeting at both levels of government; and, coordinating monitoring and evaluation of the implementation of SDGs. 4.1.1.4 Directorate of Social and Governance The Directorate is responsible for providing leadership in formulation, analysis and implementation of sector policies; providing leadership and coordination on national poverty reduction policies and strategies; coordinate Knowledge management and research on poverty in the country; Prepare and Implement National Poverty eradication Plan; conducting impact assessment on pro-poor policies; tracking of Kenya Vision 2030 MTP Social Pillar Flagship Projects and other programmes; coordination and institutionalization of Knowledge Management Africa (KMA), GOK/UNICEF Programme, Empowerment Programme (EEP). The Directorate coordinates Ministerial activities towards upholding the National Values and Principles of Governance, Disability mainstreaming and Drug abuse and HIV & AIDS prevention. 4.1.1.5 Directorate Monitoring and Evaluation The Directorate is responsible for quantitative and qualitative data collection, analysis, archiving and indicator development, for tracking the implementation of Kenya Vision 2030; coordination and capacity development on M&E reporting; preparation of consolidated Public Expenditure Reviews (PER), Annual Progress Reports (APRs); conducting Public Expenditure Tracking Surveys; and, preparation of Projects Monitoring and Evaluation standards, and projects inventory (NIMES). 4.1.1.6 Directorate of Economic Development Coordination The Directorate is responsible for coordination of Economic Pillar Sectors; coordination of national government development planning field services; supporting county 24

integrated development planning including preparation and issuing of guidelines for preparation of CIDPs and MDA strategic plans; coordinating implementation of projects and programmes (CEISP, IFAD NG-CDF, CDTF, among others). 4.1.1.7 Directorate of Infrastructure, Science, Technology And Innovations (ISTID) The ISTI Directorate is responsible for coordinating the Policy formulation and Planning aspects of the enablers of the Kenya Vision 2030 which include Transport Infrastructure and services (roads, ports, air transport, railways and inland waterways); Energy, Urban Development; Public Works; Science, Technology and Innovations (STI); and Information and Communication and Technology (ICT) in conjunction with line Ministries and stakeholders. It co-convenes the Education; Energy, Infrastructure and ICT Sector Working Groups for the MTEF Budget. The Directorate is responsible for guiding and monitoring the implementation of Service Delivery Innovations in the Ministry. It is also responsible for creating, updating and disseminating a database of innovations in Kenya and conducting research in Infrastructure, Science, Technology and Innovations related topics. 4.1.1.8 Department of Regional Development Management The Department of Regional Development was formed in 2009 as a result of the creation of the former Ministry of Regional Development Authorities which was established through Presidential Circular No. 3/2003. This department was formed to provide support to the Regional Development Authorities. RDAs were constituted, as per Acts of Parliament, based on river basins and large water bodies to spur regional development through sustainable utilization and conservation of natural resources. The Acts give the RDAs the mandate to reverse the disparities in development of the regions by acting as strategic drivers of regional socio-economic development through planning, developing and implementing as well as coordinating integrated basin based projects and programs such as provision of hydropower, water supplies for irrigation, domestic and industrial use, flood control, value addition and environmental conservation. The department is responsible for providing policy guidance, Formulating and coordinating Integrated Regional Development Policy and Strategies; coordinating issues related to regional/international protocols; agreements and conventions in liaison with other Ministries/stakeholders; coordinating regional Development Projects and 25

Programs; enhancing linkage with Development partners, public/private sector institutions and other stakeholders; interpreting and application of the RDAs Acts and related statute in line with the Ministry’s goals and objectives, and facilitating resource mobilization in RDAs, capacity building and support as well as oversight, management and development support for the RDAs in order to promote balanced regional development through the implementation of integrated basin-based development programs within their areas of jurisdiction. 4.1.2 State Department of Devolution One of the main transformative aspects of the Constitution of Kenya 2010 is the adoption of devolved system of government. A number of policies legislations and strategies have been laid down to ensure successful implementation of devolution for social economic development and attainment of aspirations of the political pillar in Kenya Vision 2030. The State Department will be a key player in spearheading implementation of devolution and intergovernmental relations. The State Department of Devolution is responsible for Inter-governmental relations; capacity building and technical assistance to County Governments; and management, monitoring and evaluation of devolution affairs. The State Department is organised into three directorates namely: Devolution affairs, Inter-governmental relations and legal affairs, and County capacity building and technical assistance. 4.1.2.1 Directorate of Devolution affairs Management of Devolution Affairs Directorate is responsible for providing policy direction on implementation of devolution Specifically, it will develop and coordinate implementation of devolution policy, monitor and evaluate performance of devolution programmes, develop and manage a data bank for support implementation of Urban Areas and Cities Act, and participate in unbundling of remaining functions among other important activities geared towards successful implementation of devolution in Kenya. 4.1.2.2 Directorate of Inter-governmental relations and legal affairs Intergovernmental relations Directorate is responsible for ensuring harmonious working relations between national and county governments following the cooperative system of government; and amongst the county governments. Specifically, it provides leadership on intergovernmental sectoral matters related to performance of devolved functions and other matters of mutual interest, prepares national agenda of Intergovernmental nature for discussion by the Summit, establishes dispute resolution mechanisms and guidelines, provides support to Intergovernmental Relations Technical Committee in carrying out its functions, provide policy and legal direction on devolution matters. 4.1.2.3 Directorate of County capacity building and technical assistance Capacity Building and Technical Assistance Directorate is responsible for supporting capacity building initiatives for national and county government to ensure effective 26

implementation of devolution programmes as per requirements of the constitution. Specifically, it assesses capacity needs of county governments, develops and disseminates public participation guidelines, conducts civic education of devolved system of government, and supports rationalization of and harmonization of public service between National and County Governments. 4.1.3 State Department of Special Programmes The State Department is mandated to undertake: Implementation of special programmes and initiatives for promotion of social economic development; Food Relief Management; Community mobilization; and Implementation of special programmes for development of Northern Kenya and other arid lands. The State Department is structured into three directorates namely: Special initiatives, food relief management, and Northern Kenya and other arid land. 4.1.3.1 Directorate of Special Initiatives The Directorate is responsible for implementation of special programmes and initiatives for promotion of social economic development; community mobilization and street families’ protection. 4.1.3.2 Directorate of Food Relief Management The Directorate is responsible for Food Relief Management. Its core functions include: procurement and supply of relief food; coordinating the activities of Kenya Food Security Steering Group; coordinating national food security assessment; and undertaking beneficiaries targeting, distribution and monitoring of food relief. 4.1.3.3 Directorate of Northern Kenya and Other Arid Lands The Directorate is responsible for implementation of special programmes for development Northern Kenya and other Arid Lands. Its core functions are: formulating policies, strategies and plans which provide direction to MDAs, intermediaries and other implementers towards closing development gaps in Northern Kenya and other Arid Lands; coordination of ending drought emergencies (EDE); developing and enriching targeted programs and projects for ASAL communities and, creating an enabling environment for sustainable growth including affirmative action, and leveraging additional resources towards accelerated ASAL development; providing technical backstopping and capacity building to ASAL communities; and promoting best practices and innovative interventions for ASAL development through research and knowledge management, community and stakeholder collaborations and participation. 4.1.4 Support Services Function in the Ministry/Administration Directorate The Support Services will facilitate operations of the Ministry and shall be responsible to the three Principal Secretaries. The support units will comprise the following: 27

Administration, Central Planning and Projects Monitoring Unit, Human Resource Management and Development, Supply Chain Management Unit, Finance, Accounts, Legal Unit, Internal Audit, ICT Unit and IEC Office. 4.2 Staff Establishment and Requirements The Ministry’s major strength is in its staff establishment and capacity. A major strategic focus of this plan is to build staff capacity and provide the environment necessary for their productive service delivery. The Ministry will ensure continuous training of staff in order to impart them with the relevant knowledge and skills as well as regular staff promotions and filling of vacant positions as and when necessary. The Ministry has a staff size of 826 in-posts against an authorized establishment of 2317, an indication that it relies only on a 35.6 % of its human resource capacity requirement. There are thus 1491 vacancies spread across all cadres. Current levels of staffing are captured in Annexure 4. Table 4-1 below provides a summary of the Ministry’s establishment. The analysis shows clearly that there is need for the ministry to have adequate staff to enable it carry out its mandate and functions. Further, the Ministry will build capacity of its staff for improving internal efficiencies and accountability. Consequently, career and succession management strategy for the cadres administered by the ministry will be reviewed to incorporate emerging issues. This will ensure continuity of efficient service delivery in the ministry and thus smooth succession in the public service. Table 4-1 : Summary of Establishment State Department State Dept. of Planning and Statistics State Dept. of Devolution State Dept. of Special Programmes

Authorized Establishment

In-post

Variance

1,804 347

1060 161

-774 -185

747

167

-580

4.3 Resources In order to implement this strategic plan, the Ministry will mobilize adequate resources from the Government and its international development partners as well as savings realized through prudent management of available resources. To implement this Strategic Plan over the 2 year period, the Ministry will require approximately Kshs. 277.33 billion, a large proportion of which will be funded through the Exchequer. Table 4-2 shows a breakdown of the recurrent and development resource requirements for the period 2015/16 to 2016/17. 28

Table 4-2: Ministry’s Resource Requirements 2015/16 – 2016/17 (Kshs Millions) Resource Requirements Baseline Estimates 2013/14 2014/15

Total

Projected Estimates 2015/16

2016/17

2017/18

1 Recurrent

41,250.38

45,375.41

49,912.95

190,358.74

2 Development

78,805.24

86,685.76

95,354.33

393,995.43

Total

120,055.62 132,061.17 145,267.28 584,354.17

As indicated in Table 4-2, in FY 2013/14, the Ministry was allocated Kshs 77.828 billion to finance both its recurrent and development expenditures. The allocation rose to Kshs 109.141 billion in 2014/15 and to Kshs 120.055 billion in 2015/16. It is projected to rise to Kshs 132.061 billion in 2016/17 and to Kshs 145.267 billion in 2017/18. Various programmes will be implemented during this period to enable the Ministry achieve its mandate. The key programmes include: Economic Development, Planning and coordination; Special Programmes; Humanitarian relief services; Devolution Support Services; Constituencies Development Fund; Data collection and National Statistical information services; spearheading implementation of the MTP II, Macroeconomic modelling and projections; conducting of the second African Peer Review Mechanism (APRM); and implementation of various projects. As a result of the huge resource requirements, efforts will be made to source funds from the Government (through the Exchequer), Development Partners as well as raising A-in-A and savings realized through prudent management of available resources. 4.3.2 Government Exchequer Funding The Ministry will continue to lobby for increased funding from the Exchequer through the established Sector Working Group and the Parliamentary Committees. In the past, the Government through the Exchequer has been financing approximately 80% of the Ministry’s total budget. 4.3.3 Development Partners The Ministry has been enjoying cordial relations with Development Partners who have been providing funding to support implementation of key programmes and projects. It is expected that development partners will continue providing this support during the implementation of this Strategic Plan. In order to leverage on this relationship and 29

harness more resources from the Development Partners, the Ministry will build capacity and put emphasis on the following:  Improving formulation of programmes and projects aimed at achieving Kenya’s development goals and objectives;  Improving the absorption capacity of the Development Partners’ funds;  Enhancing transparency and accountability in management of programmes and projects supported by Development Partners; and,  Championing improvement of the Government’s image in order to gain confidence of Development Partners. In the past, the Development Partners have been financing approximately 20% of the Ministry’s total budget. The main Ministry’s Development Partners are: UNDP, AfDB, UNICEF, IFAD, Finnish Government, USAID, World Bank, SIDA, UN-Women and UNFPA. 4.3.4 Other Revenue Raising Measures: Other revenue measures that will be employed by the Ministry will include:

i. ii. iii. iv.

a) Optimizing Efficiency in the Use of Resources: The Ministry will put in place the following measures to optimize use of available resources by improving efficiency and reducing wastage: Improved costing of programmes and activities, in order to avoid duplication and wastage as well as improving inefficiency in the use of funds; Preventive maintenance, by ensuring the proper maintenance of ministerial facilities, equipment and vehicles; Paperless communication, through the leveraging of ICTs such as emails and SMS in order to reduce costs associated with printing and use of landline telephones; and Use of fuel cards, centralized advertising of tenders, using contracted mailing services and establishing centralized tea and coffee making points. b) Public Private Partnerships: Implementation of flagship projects as elucidated in the Kenya Vision 2030 will entail partnership between the Government and the Private Sector where the Private Sector will play the lead role while the Government will provide the necessary enabling environment for investment.

4.4 Field Services The Ministry will establish national government development planning field offices in each county in order to provide linkages between national level planning and county level planning.

30

4.5 The Implementation Matrix This Plan will be implemented as shown in the Implementation Plan Matrix as indicated in the annexes. Each department and organizational unit will be responsible for pursuing the implementation of their part of the plan. The management of performance in the implementation of the plan will be integrated and will form a key part of management responsibility at all levels. Performance Monitoring and Reporting will be an integral part of current management reporting mechanisms. The monitoring, evaluation and management of the plan is discussed in more detail in the next chapter. 4.6 Risk Management The table 4-3 below provides a summary of the range and types of risk the ministry anticipates during the course of the implementation of this strategic plan and how it intends to mitigate them. Table 4-3: Risks and Mitigation Measures Risk Factor 1.

2.

Heightened expectation of the Ministry to solve all development challenges due to its extended mandate. Expected litigation from the Citizenry on their constitutional rights.

Level of Risk High

Strengthen the institutional capacity to deal with legal matters. Continuous enhancement of relief kitty through partnership with private sector and friendly nations and building of strategic relief stocks; Build resilience among communities in ASALs and other disaster-prone areas by facilitating the Ministry to undertake projects that can enhance food security and coping mechanism. Prudent management of resources and development and implementation of a resource mobilisation strategy. Propose areas of review and rationalization of public procurement procedures and regulations. Improve public service delivery and communication. Ensure smooth transfer of functions from the National Government to the County Governments as stipulated in the Fourth Schedule of the Constitution; Continuous civic education on devolution

Unanticipated increase in number of vulnerable people requiring relief supplies (food, medicines, shelter).

High

4.

Inadequate levels of funding and facilities in the Ministry.

High

5.

Delays in government procurement procedures which lead to delays and inefficiencies. Decreased confidence in public service delivery. Slow process of transition and especially on issues related to devolution

High

7.

Continuous information dissemination and communication.

High

3.

6.

Mitigation Strategy

High Medium

31

CHAPTER FIVE MONITORING AND EVALUATION 5.0 Overview Monitoring and evaluation is a critical tool in the tracking of policies, programmes and projects and in assessing how well the stated objectives are met. In the previous Strategic Plan, State Departments in MoDP performed well in monitoring and evaluation through heads of directorates/units and SAGAs who periodically reported their performance to the M&E Directorate. During implementation of the Plan there were some administrative delays in evaluation and impact assessment as government worked to ensure the full system had been put in place. Mid-term evaluation was not undertaken and there was no review of activities of the Plan during the midpoint of implementation. In this Plan, Monitoring and Evaluation will provide timely, substantive and analytical information for the Ministry to assess progress on implementation of its policies, evaluate achievements, and facilitate learning. This will result in resource use efficiency, effectiveness, accountability and improved service delivery. It will also provide the necessary feedback on the status of implementation to enable policy makers to make informed decisions based on evidence from M&E. 5.1 Monitoring and Evaluation Framework The Ministry’s M&E will be based on a framework which consists of various components, namely: a definition of responsibilities, tracking of indicators, adoption of monitoring and evaluation mechanisms, reporting process, timeliness and financing. Tracking of the Plan will be done at all levels of the Ministry and its outputs will form part of the Ministry’s quarterly and annual performance reports. This will in turn lead to critical assessment of ministerial objectives in regularly- scheduled senior management meetings and in the staff meetings at the directorate level. 5.1.1 Monitoring and Evaluation Responsibilities Each functional area in the Ministry will conduct basic programme input and output analysis (of resources). They will also conduct some basic evaluations which will include assessing implementation, assessments of quality achieved, basic operations research, case studies and cost analyses. Monitoring and evaluation of outcomes will be particularly important in enabling the Ministry to determine whether additional time for implementation will be required and whether additional financial and human resources will be necessary. Monitoring, which is first part of the process, will be based on the following guidelines:

32

i.

ii. iii. iv.

v.

All functional areas will monitor activities under their responsibilities based on the observations of progress in their levels of jurisdiction. Unit or section heads will be in charge of monitoring processes falling under their responsibility. This will include accounting for inputs, activities and outputs. Focus must be on the objectives listed for implementation in the strategic plan. Divisions will monitor the outputs realized by the units/sections under them to generate outcomes as indicated in this Strategic Plan. Likewise each directorate and SAGA will monitor the outcomes generated by their Divisions/SAGAs and come up with the latest data on progress from within itself, and transmit this to the State Department. It will be the ultimate responsibility of the head of State Departments to monitor the overall results of the Ministry in the implementation of this Plan. This will be done by tracking outcome indicators based on the achievements of the directorates. The Ministry will form and strengthen the M&E Secretariat to enable it to spearhead monitoring and evaluation of the Strategic Plan. Its main responsibilities will be to:  Develop a reporting template and other ministerial M&E instruments;  Receive reports, analyze, summarize and consolidate them and forward them on a timely basis to management as per specific deadlines;  Develop mid-term, end term and any ad hoc evaluations; and  Report on performance contract targets.

The secretariat will comprise members drawn from all the directorates. They should have technical competencies covering information technology, public education and communication, data analysis and research, human resource management, as well as financial management. The secretariat will be chaired by the Economic Planning Secretary while a technical officer at the level of Chief Economist will head the secretariat and serve as the secretary. It will be charged with responsibility of receiving reports, analysing and preparing an overall M&E report for the Ministry. 5.1.2 Indicators There are four types of indicators that will be tracked in this Plan: input, processes, output and outcome. The input, process and output indicators will be measured at the program level while the outcome indicators will be measured at the State Department and Ministry levels. 5.1.3 Data Collection, Maintenance and Management Standardized tools will be developed to enable the Ministry to have comparable aggregation and comparison of data from different sources. Outcome indicators will therefore be collected using survey methods and special studies while output, input and process indicators will be collected using program level reports. 33

The data collected and reported at each level will be subjected to quality checks (i.e. completeness, consistency and reliability) by responsible M&E trained officers. The unit, divisions and directorate will be subjected to supervisory visits to verify data. At the program headquarters level, the same process will be repeated. The Ministry will ensure that the relevant existing structures are given necessary capacity building in generating the right data quality. Data collectors will be trained by M&E Directorate on the right methods of data collection and the training will be backed by continuous supervision to ensure the highest performance standards are maintained.. Feedback on quality will be given at each level. An online system will be developed and used to manage data and generate timely reports. Data will also be tested for consistency so that there is no contradiction between inputs and outputs of related units, or from one directorate to another. At all these levels the Ministry will ensure that high quality data is generated using agreedupon national data collection tools. This will give the Kenya public a reliable assessment of goals contained in this Plan. The report will be done in a timely fashion and according to agreed national deadlines in order to provide evidence for decision making and to inform the public. The implementing agencies/units for their part will maintain their own records and analyse their information to assess project coverage, quality and actual performance. Analysis will be done at directorate and ministry level on quarterly basis and the information will be shared with stakeholders. This will enable the Ministry to determine if programme activities are implemented as planned, whether programme objectives are achieved and what should be done next to improve overall performance. 5.1.4 Reporting Ministerial units involved in implementation will be required to provide data on timely basis through an online system to be developed during the strategic plan period. The data will be used to generate reports on monthly, quarterly, semi-annual and annual basis. That information will then be forwarded to the Ministry through the established reporting structure. The online system will be anchored on e-NIMES currently being developed, and it will be a nation-wide system. Through e-NIMES, the government, the public and stakeholders will be provided with real time information on progress made in implementing ministerial commitments. The Ministry will also be producing quarterly and annual reports in line with the performance contracting guidelines. The reports will be used by the Ministry leadership for decision making, management and planning. 5.1.5 Evaluation Evaluation will be done to analyse the long-term effects of trends in specific programmes. There are two major evaluation activities that will be undertaken during the implementation of the Plan: 34

a) End term Evaluation: At the end of the Plan period, the ministry will undertake an evaluation to ascertain the level of achievement and help in designing future activities of the c Plan. b) An ad hoc evaluation: In case of significant unexplained variation between goal and performance (especially in critical performance areas), an ad hoc evaluation will be conducted to inform decision-making and implementation. The Ministry will also support evaluation of major programmes and projects undertaken by directorates and SAGAs. Evaluation will be done through formal surveys, use of data in the surveillance systems and repeated assessment. This will be initiated by the respective state department and undertaken by external evaluators in conjunction with the Ministry staff in partnership with the Monitoring and Evaluation Department/Division. The reorganization of government functions and responsibilities in November 2015, necessitated a review of the Strategic Plan 2013/15-2017/18 for the remaining period and as such a midterm evaluation of the Plan was not carried out. 5.1.6 Financing of M& E The monitoring and evaluation activities will be financed through budgeted provisions of the Ministry. In this regard, the Ministry will liaise with the National Treasury to create budget lines and allocate adequate funds for monitoring and evaluation for all government ministries’ programmes and projects.

35

Annexure 1: Implementation Matrix Strategy

Activity

Output

Key Indicator

Reporting Schedule

Target for 5 years

Y2

Target Y3 Y4

Y5

Budget (Mn)

Resp.

Y1

Social and Governance

Strategic Issue 1: Planning and Policy formulation Strategic Objective 1.1: To strengthen planning and policy formulation at all levels Provide leadership and coordination of the formulation, development of policies and programmes

Issue policy guidance to other ministries in initiating, formulating, reviewing and evaluating policies, strategies, programmes and projects in the Social and Governance sectors Coordinating the GOK/UNICEF program: Develop Country Programme document; Develop rolling work plans; undertake quality assurance visits on Social Intelligence Reporting (SIR). Developing networks for institutionalizing Knowledge Management Africa (KMA) Kenya Chapter Provide technical guidance and monitoring for the Economic Empowerment Programme Carry out

Sector policy briefs drawn

No of Sector Briefs

Quarterly

20

4

4

4

4

4

100

2013-2018 GOKUNICEF Country programme document developed

No of Country Programme document.

Quarterly

20

4

4

4

4

4

100

Networks developed

No of networks developed No. of forums held

Quarterly

20

4

4

4

4

4

100

Technical guidance and monitoring Provided

No of reports

Quarterly

20

4

4

4

4

4

300

PPA conducted

PPA surveys

4th Year

1

-

-

-

1

-

150

36

Strategy

Activity

Output

Participatory Poverty Assessment (PPA)

Key Indicator

Reporting Schedule

Target for 5 years

Y1

Y2

Target Y3 Y4

Y5

Budget (Mn)

PPA Report

Provide technical support to CPPMUs in MDAs

Technical Support No. of CPPMUs provided Forums held

Annually

5

1

1

1

1

1

50

Develop Kenya National Human Development Report (KNHDR) Provide policy briefs/ reviews/ reports on the status of economy

8th and 9th KNHDR No of reports Developed

2nd and 5th Year

2

-

1

-

-

1

120

Status of the No of Economic Economy updates status reports

annually

5

1

1

1

1

1

5

2nd and 4th year

2

-

1

-

1

-

10

Annually

25

25

25

25

25

25

40

Economy policy and briefs reviewed

No of Economic policies/ briefs/ reviews/ produced and review updated summary of key investment opportunities documents No. Of trained officers

Update and promote a summary of Key Investment Opportunities in Kenya Provide Carry out capacity leadership for building for Threshold 21 (T21) modelling and UpdateThreshold-21 forecasting ( T-21) model

Summary of Key Investment Opportunities in Kenya

Modules Updated

No of updated modules

Annually

5

1

1

1

1

1

10

Provide leadership in preparation

MTP 2013-2017 Launched.

MTP II document

1st year

1

1

-

-

-

-

10

Launch Second Medium Term Plan 2013-2017

Resp.

T-21 core modelers Trained

37

MacroEconomic Planning and International Devt.

MacroEconomic Planning and International Devt.

Strategy

Activity

,dissemination Disseminate Second and review of MTP 2013-2017 Medium Term Plans Conduct Mid Term Review of Second Medium Term Plan Initiate the preparation of the 3rd MTP 2018-2022 Provide technical support in the preparation of County Integrated Development Plans (2013-2017) and Strategic Plans Provide Provide guidelines leadership in and reviews for the Sector Plans preparation of sector plans Provide guidelines in and MDAs the preparation and Strategic review of Ministries, Plans Departments and Agencies (MDAs) 3rd 4th cycle Strategic Plans

Initiate the preparation of Sector plans 20182022

Output

Key Indicator

1st year

Target for 5 years 47

3rd year

1

-

-

1

-

-

10

5th year

1

-

-

-

-

1

5

County Integrated No of Guidelines 5th Year Development Plan and Strategic Plans guidelines developed and issued

2

2

-

-

-

-

50

Guidelines for sector plans 2013-2017 developed Guidelines for SP 2013-2017 developed

No of sector plans produced

21

21

-

-

-

-

2

No of Guidelines 1st year issued 1st year

1

1

-

-

-

-

2

Reviewed MDAs 3rd Cycle Strategic Plans Draft Guidelines for (MDA) 4th cycle Strategic Plans developed Draft guidelines developed

No of Reviewed 1st year MDAs Strategic Plans No of Draft 5th year Guidelines document issued

18

18

-

-

-

-

2

1

-

-

-

-

1

1

1

-

-

-

-

1

2

MTP disseminated No. of Counties’ Dissemination forums Mid Term MTP II Mid Term Review MTP II Review Report Concept note Concept note developed

No of Draft guidelines

Reporting Schedule

1st Year

5th year

38

1

Y1

Y2

Target Y3 Y4

Y5

Budget (Mn)

1

-

-

-

-

40

1

Resp.

Economic Development Coordination Department (EDCD)

Strategy Develop policies and strategies for poverty eradication

Activity Engage stakeholders and beneficiaries through forums

Identify, promote and pilot new propoor strategies policies Promote Conduct studies on research on best practice both best local and locally and international internationally practices on Show case initiatives poverty that have worked reduction elsewhere Provide a platform for exchange of ideas and innovation on applied research on poverty reduction Carry out study tours on best practices Strengthen Develop poverty implementatio eradication n of poverty coordination eradication framework programmes

Output Stakeholders engagement forums held Policies/ strategies identified and promoted Study on best practices documented

Key Indicator

Reporting Schedule

Number of forums Number of Quarterly policy briefs No of New anti- Bi-Annual poverty policies/strategie s Number of study Bi-Annual reports

Target for 5 years 5

Y2

Target Y3 Y4

Y5

Budget (Mn)

Resp.

Y1 1

1

1

1

1

40

Social and Governance Department

3

1

1

1

3

1

1

1

Initiatives identified

Number of new initiatives

Bi-Annual

3

Platform provided

Number of platform

Bi-annual

3

1

Innovations identified

No Innovation

Study tours conducted Framework developed

Number of study Quarterly tours The Framework Bi-annual

5

1

3

1

1

1

1

1

1

1

100

1

20

1

10

1

8

1

20

1

30

Strategic Objective 1.2: To strengthen linkages between planning, policy formulation and budgeting at all levels. Promote performance based Budgeting

Co-convening the MTEF Sector Working Groups and Macro Working Group Develop MTEF, BPS

MTEF Sector Working Groups and MWG convened MTEF, BPS and

No of MTEF Annually sector and MWG forums

50

10

10

10

10

10

50

All Technical Departments in Planning

MTEF, BPS and

5

1

1

1

1

1

2

Macro-

Annually

39

Strategy

Improve participatory planning, networking and coordination at all levels

Activity

Output

Key Indicator

Reporting Schedule

Target for 5 years

Y1

Y2

Target Y3 Y4

Y5

Budget (Mn)

and BROP reports

BROP reports Developed

Provide technical support to policies, programmes and projects in the Vision 2030 Enablers sectors Conduct research on topical issues related to enablers and disseminating the findings to stakeholders Prepare and disseminate policy briefs in the enablers sectors Provide technical support on SDGs to MDAs for planning and budgeting process

Technical support No. of policies, provided programmes and projects provided with technical inputs

Quarterly

20

4

4

4

4

4

-

Research conducted and findings disseminated

No. of research reports No. of dissemination forums

Annually

5

1

1

1

1

1

-

No. of policy briefs prepared and disseminated Technical support No. of policies, provided programmes and projects provided with technical inputs Technical support No. of policies, provided programmes and projects provided with technical inputs

Annually

5

1

1

1

1

1

-

Biannually

2

1

-

-

1

-

-

annually

5

1

1

1

1

1

-

Collaboration mechanisms with Infrastructure and STI MDA’s

Policy briefs prepared and disseminated

BROP documents

Resp. Economic Planning and International Devt. Enablers Coordination Department

ISTID

Strategic Objective: 1.3 To contribute to National Competitiveness through Regional and International Economic Cooperation Strengthen bilateral, Regional and international

Monitor regional trade and investment trends and their impact on the

Trade and No. of trade and Annual investment trends investment monitored and outlook reports reports prepared

40

5

1

1

1

1

1

11

MacroEconomic Planning and International

Strategy economic partnerships

Activity economy and prepare reports Develop a database on South-South and Triangular Cooperation in Kenya Prepare Annual Implementation Status reports on TICAD V programmes Co-host TICAD VI Summit and prepare country position paper Support preparation of country position papers on the implementation of ACP-EU cooperation Partnership Prepare a report on the implementation of United Nations Economic and Social Council (UNECOSOC) Track implementation of Kenya’s regional economic integration agenda and prepare a report Prepare Ministerial inputs into COMESA, EAC, Tripartite policy

Output

Key Indicator

Reporting Schedule

Target for 5 years

Y1

Y2

Target Y3 Y4

Y5

Budget (Mn)

Resp. Devt.

Database developed

The Database

Annual

5

1

1

1

1

Annual Implementation Status Report prepared

The Annual Implementation Status Reports

Annual

5

1

1

1

1

TICAD VI Summit held and prepare country position paper prepared country position papers prepared

TICAD VI Summit report

5th year

1

country position papers

Bi-annual and Annual

10&5

2&1

2&1

2&1

Annual UNECOSOC ministerial reports prepared

Annual UNECOSOC ministerial reports

Annual

5

1

1

Kenya’s regional economic integration agenda tracked and report prepared Ministerial inputs prepared

Annual Kenya’s regional economic integration agenda Reports

Annual

5

1

20

4

COMESA, EAC, Quarterly Tripartite Ministerial inputs

41

12

1

5

1

3

2&1

2&1

18

1

1

1

9

1

1

1

1

4

4

4

4

Strategy

Activity

Output

Key Indicator

Reporting Schedule

Target for 5 years

Annual

4

Y1

Y2

Target Y3 Y4

Y5

Budget (Mn)

1

1

1

1

20

organs meetings Carry out capacity building on negotiation skills within the ministry

reports Negotiation skills No of trainings capacity developed

Strengthen National Integrated M&E System (NIMES) and cascade it to all sectors at national and county levels

Create indicators and standards to be used in tracking development at national and devolved levels of government Prepare M&E Policy and framework

NIMES strengthened and cascaded to all sectors

No of Sectors with effective M & E frameworks (

Tri-annually 6

3

-

3

-

-

100

M&E Policy and Framework

2nd year

1

-

1

-

-

-

100

Provide leadership in fast tracking the implementatio n of vision 2030 flagship projects and other programmes in the MTP across different sectors

Undertake Project monitoring

M&E Policy and framework prepared Project Monitoring undertaken through ePromise Vision 2030 Budgetary and expenditure process tracked

No of Projects uploaded in ePromise system (No) No of Vision 2030 Budgetary and expenditure process tracked No of Reports on tracked Budgetary and expenditure process) No of Evaluation Reports prepared (PETS, CPER, Mid-term review, Programme

Semiannually

10

2

2

2

2

2

250

Annually

10

2

2

2

2

2

250

Semiannually. Annually, tri-annually

32

6

6

8

6

6

500

Resp.

KRA 2: Tracking of results Strategic Objective 2.1: To track implementation of development policies, strategies and programmes

Tracking of Vision 2030 through the MTP II and MTEF budget and expenditure

Programme evaluation in different sectors of the economy

Programmes evaluated in all sectors

42

Monitoring and Evaluation Department (MED)

Strategy

Activity

Identify scope and implementation status of the Vision 2030 social pillar flagship projects in Ministries /Departments/ Agencies Track and access the implementation of Vision 2030 Social Pillar flagship projects and the MTP II Social Sector Programmes and Projects.

Output

Key Indicator

Reporting Schedule

reviews) Scope on No of reports on SemiEstablished Vision Flagship projects annually 2030 Social Pillar identified. identified

Target for 5 years

Y1

Y2

Target Y3 Y4

Y5

10

2

2

2

2

2

Vision 2030 social pillar flagship projects progress tracked

No of Social Pillar Flagships projects and programmes implementation status reports

SemiAnnually

10

2

2

2

2

2

Coordinate establishment and operation of delivery teams in the social sector Coordinate and collaborate community awareness on Social Pillar Flagship Projects

Delivery teams in Line Ministries established.

No of Delivery team progress reports

SemiAnnually

10

2

2

2

2

2

Awareness and sensitizations conducted.

No of Quarterly Forums/sensitiza tion activities conducted No of Reports on Sensitization and awareness conducted

16

4

4

4

2

2

assess the social economic benefits of the completed Social Pillar Flagship

Benefit assessment on Completed Social Pillar flagship

No of benefit Semi assessment Annually reports prepared

10

2

2

2

2

2

43

Budget (Mn)

Resp.

Social and Governance

Strategy

Activity programmes and projects Establish the impact of infrastructure and STI projects Coordinate collation of reports from the devolved units on Vision 2030 Projects

Output

Key Indicator

Reporting Schedule

Target for 5 years

Y1

Y2

Target Y3 Y4

Y5

Budget (Mn)

Resp.

projects done ISTI implementation report County annual progress reports prepared

No of impact Annually assessment reports No of County Annually annual progress reports prepared

5

1

1

1

1

1

ISTID

5

1

1

1

1

1

Operational M&E system

No of reports on 2nd year Online M&E system

2

1

1

-

-

-

-

-

-

-

Principal Secretary, Planning

Enablers Coordination Department

750

Automation of data management system e.g. NIMES and eProMIS Provide support to KNBS for collection and analysis of data

Develop online M&E system

Mobilise resources Sufficient funds for KNBS and provide mobilised; policy direction Policy direction provided

Amount of Funds;

Provide leadership and coordination in implementatio n of Developments programs

Coordinate and track Mainstream SDGs implementation of in the planning SDGs process Socio economic impact assessments conducted Coordinate Trained staff, implementation of equipment NIMES-CDP sourced

No. of Status Quarterly reports prepared

20

4

4

4

4

4

100

No. of reports

Semiannually

10

2

2

2

2

2

2

No of staff trained

Annually

1,500

1,500

1,500

1,500

1,500

1,000

300

300

300

300

300

Quarterly; Annual

MED

500

No. of Board meetings reports

No of Equipment Supplied.

7,500 1,500

44

MED

Strategy

Activity Coordinate implementation of Economic Empowerment Programme (EEP)

Tracking the implementatio n of Ministry’s strategic plan

Output Programme effectively coordinated

Monitor and evaluate M&E Report implementation of strategic objectives in the Ministry

Key Indicator No. of Steering Committee Meetings held

Reporting Schedule Bi-annually

Target for 5 years 20

Y1

Y2

Target Y3 Y4

Y5

2

2

2

2

2

No. of Technical Quarterly Committee Meetings held

4

4

4

4

4

4

No. of M&E Report

10

2

2

2

2

2

SemiAnnually

Budget (Mn)

Resp. Social Governance Directorate; Programme Coordinator, EEP EPS

Strategic Issue 3: Making devolution work

Strategic Objective 3.1: Strengthening capacity to implement devolution Provide County Capacity building and technical assistance for implementatio n of devolved system of governance Promote intergovernmental relations

Conduct training on devolution Carry out civic education

Workshops conducted Civic education conducted

Develop regulations for devolution laws

Regulations developed

Establish intergovernmental technical committee and the secretariat for the summit and council of governors Establish intergovernmental sector forums Provide technical support to County

No. of People trained No. of Sensitization forums held No. of regulations developed

Annually

2350

470

470

470

470

470

300

Annually

470

94

94

94

94

94

600

Annually

5

2

3

-

-

-

5

Technical committee and the secretariat established

The technical committee and the secretariat

Biannually

2

-

2

-

-

-

3000

Intergovernmental sector forums established Technical support provided through

No. of the inter- Biannually governmental sector forums established No. of officers Biannually trained

9

7

2

-

-

-

120

470

94

94

94

94

94

250

45

Devolution Directorate

Devolution Directorate

Strategy

Enhance management of devolution affairs

Activity governments in financial management and legislation Review policies on devolution

Output

Key Indicator

Reporting Schedule

Target for 5 years

Y1

Y2

Target Y3 Y4

Y5

Budget (Mn)

Annually

3

1

2

-

-

-

20

30

6

6

6

6

6

training

Policies reviewed and implemented

No. of policies reviewed No. of Policy briefs prepared

Develop an M & E framework for devolution and track realization of results

Resp.

M & E framework developed and results tracked

M&E framework

Annually

1

1

-

-

-

-

No. of reports

Quarterly

20

4

4

4

4

4

60

Strategic Issue 4: ASAL development, humanitarian response and resilience Strategic Objective 4.1: Ensure accelerated and sustainable socio-economic development in ASAL Policy development for ASAL

Promote access to education in ASAL

Review and implement ASALs policies

Policies reviewed and implemented

The policy

Annually

1

1

-

-

-

-

Develop linkage with research institutions and Academic institutions on knowledge management to facilitate policy formulation Support efforts by NOKET in provision of scholarships to bright and needy girls in secondary schools and for

No. of Policy briefs prepared

Biannually

10

2

2

2

2

2

Research and academic institutions linked

No. of Research and academic institutions linked

Annually

10

2

2

2

2

2

20

Scholarships provided

No. of Scholarships provided

Annually

1,210

110

200

300

400

500

600

46

148.95

ASAL Directorate

ASAL Directorate

Strategy

Activity

Output

tertiary education for needy students Support Coordinate and programmes/ implementatio implement projects n of programmes/ implemented programmes/ projects for projects for enhancing community community resilience resilience against drought against Facilitate ASAL ASAL drought and Transformation Transformation poverty Structures Structures reduction in facilitated ASAL Support Hunger Safety implementation of Hunger Safety Net Programmes Implement projects under the Medium Term ASAL Programme Support Carry out demand preparation of driven studies and

Net Programmes supported

Key Indicator

No. of Projects implemented

Reporting Schedule

Target for 5 years

Quarterly

100,000 10,00 0

No. of Beneficiaries

30,000

No. of Annually Functional ASAL Transformation Structures No. of Quarterly Households receiving regular cash transfers No. of Projects Quarterly implemented

Projects implemented in water and sanitation, support to county planning Studies and No. of Studies Spatial Plans done done

Y1

Annually

47

5

6,000

2

Y2

40,00 0

Target Y3 Y4

Y5

Budget (Mn)

50,000 -

-

350

6,000

6,000

3

-

100,000 7,000

14,00 0

2,500

400

4

-

-

-

Resp.

-

-

1,250

21,000 28,00 0

30,00 0

15,767

450

500

550

600

7,769

1

1

1

1

250

Directorate of ASALs

Strategy spatial strategies for managing emerging ASAL sedentirizatio n and a framework for sustainable management of ASALs as the next frontiers for development in Kenya. Provide information on investment drivers and enablers in ASAL counties Coordinate implementatio n of strategy on Ending Drought Emergencies

Activity

Output

Key Indicator

Reporting Schedule

Target for 5 years

Y1

Target Y3 Y4

Y2 -

preparation of ASAL land use plans to manage and control ASAL sedentirization, and human settlements Preparation of sub catchment plans

No. of Plans prepared

Carry out studies on Studies carried investment drivers out and enablers in ASAL counties and disseminate findings

No. of Study Annually reports prepared

2

-

1

1

-

-

20

Establish a Coordination coordination mechanism mechanism for established implementation of strategy on Ending Drought Emergencies

No. of Meeting forums/committ ee held

1

-

1

-

-

-

20

10

2

2

2

2

2

Biannually

No. of Meetings held

1

1

Budget (Mn)

Y5 1

Resp.

1

Directorate of ASALs

Strategic Objective 4.2: Strengthening humanitarian response and improving resilience of vulnerable groups and communities Improve food relief management

Procurement and supply of relief provisions Coordinate the activities of Kenya Food Security

Stock of relief food distributed KFSSG food security consultation

Metric ton of food relief distributed No. of food security meetings held

Quarterly

50,000

10,00 0

10,00 0

10,000 10,00 0

10,00 0

2,500

Biannually

10

2

2

2

2

0.01

48

2

Directorate of Special Programmes

Strategy

Activity Steering Group (KFSSG) Undertake food security assessment to identify population requiring food relief

Output

Key Indicator

Reporting Schedule

Target for 5 years

Y1

Y2

Target Y3 Y4

Y5

Budget (Mn)

Resp.

No. of Food Biannually Security Reports produced

10

2

2

2

2

2

0.03

No. of counties put under commodity tracking system Relief food monitoring reports

Quarterly

25

5

5

5

5

5

100

Quarterly

20

4

4

4

4

4

30

Annually

-

-

-

-

-

-

HRD

NEPAD

meetings held Kenya Food Security Reports Produced

Improve the logistics Commodity and communication tracking system system for food relief (CTS)installed Undertake Monitoring Relief food of food relief monitoring distribution and undertaken targeting in the counties

KRA 5: Institutional strengthening and Financing Strategic Objective 5.1: To Enhance Organisational Capacity Train Staff Strengthen Institutional Structure

Conduct Training Needs Assessment (TNA) Implement training interventions Promote career progressions Undertake staff appraisal

TNA Report Training reports e.g. back to office reports Career guidelines PAS

No. of reports

-

No. of career guidelines No. of staff filling PAS

Strategic Objective 5.2: To enhance co-operation between Kenya and regional and international economic institutions Participation in National, regional and international treaties, conventions and protocols

Enhance coordination of CAADP and the Home Grown School Feeding Programme in Kenya Coordination with other regional NEPAD

Improved Agricultural productivity & food security

Reports

Annual

60

12

12

12

12

12

60

Improved infrastructure

Reports

Annual

60

12

12

12

12

12

10

49

Strategy

Activity offices for knowledge sharing and best practices on NEPAD Infrastructure Projects Develop & implement a strategy for strengthening the NEPAD E-schools programme Monitoring, evaluation and reporting on status of implementation of NEPAD projects. Assess governance issues in the country and make recommendations under the African Peer Review Mechanism

Output

Key Indicator

Reporting Schedule

Target for 5 years

Y1

Y2

Integration of ICT Reports in Education curricular

Annual

60

12

12

12

Improved implementation and coordination

Annual

60

12

12

Recognised No. of Issues Annual governance issues identified. in the country. Nature of recommendation s made.

60

12

12

Reports

Target Y3 Y4

Y5

Budget (Mn)

12

12

10

12

12

12

20

12

12

12

20

Resp.

Strategic Objective 5.3: To strengthen IEC and ICT for better service delivery Build capacity and networks to ensure Government reform agenda is understood and supported Information Sharing, Efficiency and Effectiveness

Develop adequate Government communication channels for reforms Engage the public in civic dialogue forums through the mass media

Government reform agenda publicized

Number of channels established

Annual

5

1

1

1

1

1

40

Public participation engendered

Number of civic forums held

Annual

5

1

1

1

1

1

40

Develop guidelines for business process reengineering Develop guidelines

Uniform approach Guidelines 1st and 4th 2 to improving document issued year processes Uniform approach Guidelines 2nd and 4th 2

1

-

-

1

-

0.2

-

1

-

1

-

0.2

50

IEC

ADM/ICT/ Directorates

Strategy

Activity

of IT Processes

Output

Key Indicator

Reporting Schedule

Target for 5 years

Y1

Y2

Target Y3 Y4

Y5

Budget (Mn)

for systems development Take stock and Identify systems that can be shared by different entities in the Ministry Develop help Design and develop desk system help desk system and Complaints Identify information Management demands for internal System and external customers

to system development Shared services

document issued year Number of systems

1st Year

10

10

-

-

-

-

Improved service delivery

1st Year

1

1

-

-

-

-

annually

5

1

1

1

1

1

Rationalize entry points for information and increase accessibility

Portal and mobile interface developed

quick support access and response Customer details document and Number of complaints handled Level of customer satisfaction and participation and one primary entry point for all users/ citizens Number of people trained

1st and 3rd 2

1

annually

100

100

100

100

100

3.0

Efficient systems 1st and 3rd 2 and reduced year transaction time

1

-

1

-

-

2.0

Guidelines document and MIS System design Guidelines and

1

-

1

-

-

1.0

Design and develop website portal and automate forms for online uses and develop mobile phone interface for users to obtain information easily Train technical staff and all users

Categorised customer Information requirements

Users able to interact with system within shortest time Re-engineer Develop and Efficient ICT processes implement guidelines Information for ICT process sharing reengineering Document systems Quality systems development developed and guidelines and Define Compliance to Software core data models Development Life and all applicable

500

1st and 3rd 2 year

51

1

Resp.

2.0

3.0

ADM/ICT/ Directorates

Strategy

Document Management System with Workflow geared towards a paperless office

Activity

Output

Cycle activities

standards

Replace the old files and make proper files arrangements at the Central File Registry, Departments/Units at the Ministry Prepare system requirements document for Vendor identification

Proper indexed documents at the central file registry

Vendor identified

Key Indicator standards adhered to Number of documents indexed

Requirements document and contract document System to support Reduction in paperless office transaction time and number of Design and develop documents the system available online Unified Prepare system Vendor identified Requirements communicatio requirements document and n system document for Vendor contract identification document Design and develop system to support Reduction in the system effective transaction time communication and number of communication channels available National Identify data and Data model and Data description Monitoring information needs data structures Document and Determine attributes determined Evaluation for the core data System model and determine data structure for each attribute Prepare requirement System tendered Requirement

Reporting Schedule

Target for 5 years

Y1

Y2

Target Y3 Y4

Y5

Budget (Mn)

1st Year

1

1

-

-

-

-

10

1st Year

1

1

-

-

-

-

2nd Year

1

-

1

-

-

-

1st

1

1

-

-

-

-

2nd

1

-

1

-

-

-

1st Year

1

1

-

-

-

-

1st Year

1

1

-

-

-

-

1st Year

1

1

-

-

-

-

52

50

10

Resp.

ADM/ICT/ Directorates

Strategy

Activity

Output

document and the RFP

Instituting Policies for Information Security and IT Risks

Design and develop system based on modules and integrate with existing systems Prepare information security policy

Key Indicator

Reporting Schedule

Target for 5 years

Y1

Y2

Target Y3 Y4

Y5

2nd Year

1

-

1

-

-

-

Annually

5

1

1

1

1

1

Annually

5

1

1

1

1

1

Budget (Mn)

Resp.

5

ADM/ICT/ Directorates

Finance & Accounts

document and contract document Real time reporting Number of systems Information security policy documented Improved data backups, recovery Procedure, Business continuity plan prepared and server environment

Approve Ministry’s information security policy and business continuity plan

Strategic Objective 5.4: To improve mobilization, utilization and management of financial resources Mobilize and prudently utilize and manage Financial Resources

Coordinating the preparation of the MTEF budget with relevant Treasury circulars

Hold monthly Ministerial budget committee meetings. Provide policy Formulating and guidance, coordinating capacity Integrated Regional building and Development Policy support to the Strategies and RDAs programs

Itemised , Forward and Supplementary budgets

Printed Estimates

Annual

5

1

1

1

1

1

100

Monthly budget implementation status Policies, strategies and programs formulated, coordinated and developed

Monthly Budget Reports

Monthly

60

12

12

12

12

12

30

5

1

1

1

1

1

-

Reports on RDAs Annually policies and strategies

53

Regional Development Authority coordination department

Strategy

Activity coordinating issues related to regional/international protocols; agreements and conventions in liaison with other Ministries/stakeholde rs and development partners

Output Regional protocol agreement and conventions drawn , negotiated and coordinated

Key Indicator

Reporting Schedule

Reports on Annually agreements and conventions

54

Target for 5 years 5

Y1

Y2

1

1

Target Y3 Y4 1

1

Y5

Budget (Mn)

1

-

Resp.

Annexure 2: Proposed Organisational Structure of the Ministry Cabinet Secretary, Ministry of Devolution and Planning

PS, State Department of Devolution

PS, State Department of Planning and Statistics

ADM

Directorate of Devolution and Intergovernmen tal Relations

Directorate of Economic Planning

Dpt. of Intergovernm ental Relations

ACC

Monitoring and Evaluation

CPU

Social and Governance

SCM

Macro-Economic Planning

HRM Dpt. of Capacity Building and Technical Assistance

SAGAs (Refer to Annexure 5)

ICT

Directorate of Special Programmes

Directorate of Arid and Semi Arid Lands

Dpt. of Mitigation and Resettlement

Dpt. of ASAL Livelihood Support and Resilience Building

Dpt. of Food Relief Management

Dpt. of ASAL Policy Dvpt. and Planning

National Humanitaria n Fund Secretariat

ASAL Secretariat

Economic Dvt. Coordination

FIN Dpt. of Devolution

PS, State Department of Special Programmes

Information Science and 55 Innovation (ISTID)

PRO Regional

Enablers Coordination Regional & International Economic Partnership

Annexure 3: Current Organisational Structure of the Ministry Cabinet Secretary, Ministry of Devolution and Planning

PS, State Department of Devolution

PS, State Department of Planning and Statistics

ADM

Directorate of Devolution and Intergovernmen tal Relations

Directorate of Economic Planning

Dpt. of Intergovernm ental Relations

Dpt. of Capacity Building and Technical Assistance

SAGAs (Refer to Annexure 5)

ACC

Monitoring and Evaluation

CPU

Social and Governance

SCM

Macro-Economic Planning

HRM

Enablers Coordination

ICT PRO IA 56 LU

Directorate of Special Programmes

Directorate of Arid and Semi Arid Lands

Dpt. of Mitigation and Resettlement

Dpt. of ASAL Livelihood Support and Resilience Building

Dpt. of Food Relief Management

Dpt. of ASAL Policy Dvpt. and Planning

National Humanitaria n Fund Secretariat

ASAL Secretariat

Economic Dvt. Coordination

FIN Dpt. of Devolution

PS, State Department of Special Programmes

Annexure 4: Staff Establishment S/NO. DESIGNATION

J/G

STATE DEPARTMENT OF PLANNING AND STATISTICS ADMINISTRATION 1 Cabinet Secretary 2 Principal Secretary 3 Economic Planning Secretary 4 Director of Administration 5 Senior Deputy Secretary 6 Deputy Secretary 7 Senior Asst Secretary 8 Assistant Secretary III/II/I 9 Principal Assistant Office Administrator 10 Chief Assistant Office Administrator 11 Assistant office Administrator ii/i/Senior 12 Office Administrative Assistant II 13 Clerical Officer II/I/Snr/Chief 14 Driver 15 Telephone Operator 16 Artisan 17 Support staff III/II/I//Senior/Supervisor Divisions Total PUBLIC COMMUNICATION 1 Deputy Dir Public Information Com. Officer 2 Asst Dir Public Com. 3 Chief /Principal Public Com. Officer 4 Technical Officer/Cameraman/Photographer III/II/I 5 Technical Officer Electrical/Electronic III/II/I 6 Information Officer II/I/Senior Unit Total I.C.T 1 Principal Information Com. Tech Officer 2 Chief information Com. Technology Officer 3 Senior Information Com. Tech. Officer 4 I.C.T Officer II Unit Total ACCOUNTS DIVISION 1 Snr. Asst. Accountant general 2 Principal Accountant II 3 Chief Accountant 4 Senior Accountant 5 Accountant I 6 Accountant II Divisions Total SUPPLY CHAIN DIVISION 1 Deputy Director, Supply Chain Mgt 2 Chief supply Chain Management officer 3 Senior Supply Chain Management Officer 4 Supply Chain Management Officer I 5 Supply Chain Management Asst IV/III/II/I Divisions Total

57

A/E In/pos Varianc t e

4 U T S R Q N K/L/M N M L G-J G F E H E

1 1 1 0 1 3 3 4 2 6 17 106 75 13 2 1 21 257

1 1 1 1 0 1 1 3 1 2 19 7 34 20 0 0 23 115

0 0 0 1 -1 -2 -2 -1 -1 -4 2 -99 -41 7 -2 -1 2 -142

R P L/M/N H/J/K H/J/K J/K/L

1 1 1 1 1 1 6

1 0 1 0 0 2 4

0 -1 0 -1 -1 1 -2

N M L K

1 1 1 1 4

0 0 3 0 3

-1 -1 2 -1 -1

Q N M L K J

1 1 1 2 1 12 18

1 1 2 2 8 6 20

0 0 1 0 7 -6 2

R M L K J

1 0 1 0 5 7

0 4 1 5 15 25

-1 4 0 5 10 18

S/NO. DESIGNATION

J/G

FINANCE UNIT 1 Chief Finance Officer 2 Deputy Chief Finance Officer 3 Principal Finance Officer 4 Senior Finance Officer 5 Finance officer II Divisions Total HRM AND HRD DIVISION 1 Deputy Director Human Resources Management 2 Deputy Director Human Resources Dev. 3 Snr. Asst Director Human Resources- Mgmt. 4 Senior Asst Director HRD 5 Asst Director Human Resources- Dev. 6 Asst Director Human Resources- Mgt. 7 Principal Human Resource Dev. Officer 8 Principal Human Resource Mgt. Officer. 9 Chief Human Resources Mgt Off. 10 Human Resources Mgt Off. II/I/Senior 11 Human Resources Mgt Asst. III/II/I Divisions Total RECORDS MGT UNIT 1 Asst Director /Records 2 Principal RMO 3 Chief RMO 4 Records Management officer III/II/I Snr. Records Management officer Unit Total LEGAL UNIT 1 Principal State Counsel PLANNING DIRECTORATES ESTABLISHMENT 1 Director 2 Chief Economist 3 Deputy Chief Economist 4 Principal Economist/PP0 5 Senior Economist I 6 Senior Economist II/DDOs 7 Economist/Statistician II/I/Asst DDOs 8 Principal Librarian 9 Chief Librarian 10 Chief Office Administrator 11 Senior Documentation Officer 12 Project Coordinator 13 Head of PBLF Unit 14 Senior Population officer 15 Senior Librarian 16 Accountant I 17 Chief Library Assistant 18 Office administrative Assistant III/II/I/Senior 19 Information officer 20 Documentation Officer II 21 Curriculum Development Officer II

58

A/E In/pos Varianc t e

R Q N M K

1 1 1 1 0 4

0 1 0 1 4 6

-1 0 -1 0 4 2

R R Q Q P P N N M L L

0 0 1 1 1 1 0 1 1 6 3 15

1 1 0 0 0 0 1 0 0 5 5 13

1 1 0 0 0 0 1 0 0 5 5 -2

P N M L

1 1 2 10 14

1 2 2 7 12

0 1 0 -3 -2

N

1

0

-1

7 9 26 47 79 114 392 0 1 0 1 1 1 0 1 1 23 9 0 1 1

6 17 9 6 9 43 268 1 0 1 0 0 0 2 0 0 23 12 2 0 0

-1 8 -17 -41 -70 -71 -124 1 -1 1 -1 -1 -1 2 -1 -1 0 3 2 -1 -1

S/NO. DESIGNATION 22 23 24 25 26 27 28 29 30

J/G

A/E In/pos Varianc t e 1 1 0 1 0 -1 20 25 5 35 39 4 46 42 -4 1 0 -1 284 129 -155 56 32 -24 132 75 -57 1290 742 -548

Communication Officer II Research Officer III Assistant Office Administrator III/II Library Assistant III/II/I/ Snr. Secretarial asst I/II/Senior Research Assistant Clerical Officer II/I/ Snr Driver III/II/I/ Snr /Chief Support Staff III/II/I/ Supervisor Sub Totals

State Department Totals

1,617 934

STATE DEPARTMENT OF DEVOLUTION (a) DEVOLUTION GENERAL ADMINISTRATION SUPORT SERVICES ADMINISTRATION 1 Principal Secretary 2 Senior Deputy Secretary 3 Deputy Secretary 4 Under Secretary 5 Senior Assistant Secretary 6 Assistant Secretary I 7 Assistant Secretary Ii 8 Assistant Secretary Cadet/ Assistant Secretary III 9 Assistant Director, Office Administrative Services 10 Principal Assistant Office Administrator 11 Chief Assistant Office Administrator 12 Senior Assistant Office Administrator 13 Assistant Office Administrator I 14 Assistant Office Administrator III/II 15 Office Administrative Assistant I 16 Office Administrative Assistant III/II 17 Telephone Operator II/I/Senior 18 Clerical Officer II/I/Senior 19 Driver III/II/I/Senior. 20 Support Staff III/II/I/Senior./Cleaning Supervisor(2A) Total Human Resource Management & Development Unit 1 Director HRM 2 Senior asst. Director HRM 3 Assistant Director HRM 4 Principal HRM&D Officer 5 Chief Human Resource Officer 6 Senior Human Resource Officer 7 HRM Officer II/I/Senior 8 Senior Human Resource Management Assistant 9 Human Resource Management Assistant I 10 HRM Assistant III/II Total Finance Unit 1 Senior Chief Finance Officer

59

-674

U R Q P N M L J/K P N M L K H/J J G/H F/G/H/J F/G/H D/E/F/G/H A-G

1 1 2 1 1 1 1 0 1 2 3 4 4 4 7 3 1 29 12 7 85

1 0 1 0 0 0 0 1 1 1 1 5 3 3 2 1 2 8 15 18 63

0 -1 -1 -1 -1 -1 -1 +1 0 -1 -2 +1 -1 -2 -% -2 +1 -21 +3 +11 -22

S Q P N M L J/K L K H/J

2 1 2 0 3 4 4 3 2 3 24

2 1 0 1 0 1 2 2 1 1 11

0 0 -2 +1 -3 -3 -2 -1 -1 -2 -13

S

1

0

-1

S/NO. DESIGNATION

J/G

2 3 4

Deputy Chief Finance Officer Senior Principal Finance Officer Principal Finance Officer Total Accounts Unit 1 Senior Deputy Accountant General 2 Principal Accountant 3 Chief Accountant 4 Senior Accountant 5 Accountant II/I Total Supply Chain Management Unit 1 Snr. Dep. Dir. Supply chain management 2 Chief Supply Chain Management Officer 3 Senior Supply Chain Management Officer 4 Supply Chain Mgt. Officer II/I 5 Senior Supply Chain Management Assistant 6 Supply Chain Mgt. Assistant III/II 7 Supply Chain Mgt. Assistant IV Total Central Planning Unit 1 Chief Economist 2 Senior Economist I 3 Senior Economist Ii 4 Economist II/I/ 5 Assistant Planning Officer Total Information Communication Technology Unit 1 Assistant Director ICT 2 Principal ICTO 3 Chief Information Communication Technology Officer 4 Senior Information Communication Technology Officer 5 ICTO II/I/Senior 6 ICTO III Total Public Communication 1 Principal Information Officer 2 Chief Information Officer Total Legal Service Unit 1 Senior Principal State Counsel 2 State Counsel II/I Total Records Unit 1 Assistant Director Records 2 Principal Records Management Officer 3 Chief Records Management Officer 4 Senior Records Management Officer 5 Records Management Officer I 6 Records Management Officer III/II

60

Q P N

A/E In/pos Varianc t e 1 0 -1 1 0 -1 0 1 +1 3 1 -2

S N M L J/K

1 1 1 3 14 20

0 0 1 1 2 4

-1 -1 0 -2 -12 -16

S M L J/K L H/J G

1 3 3 3 0 2 2 14

0 1 1 1 2 3 2 10

-1 -2 -2 -2 +2 +1 0 -7

R N M K/L H

1 2 5 5 5 18

1 1 1 3 0 6

0 -1 -2 -2 -5 -12

P N M L J/K H/J

0 1 1 4 7 4 17

1 0 0 1 7 0 9

+1 -1 -1 -2 0 -4 -8

N M

1 0 1

0 1 1

-1 +1 0

Q (SL5 ) L/M(SL1/2 )

1 2 3

0 1 1

1 1 -2

P N M L K H/J

1 1 2 4 4 6

1 1 1 0 1 2

0 0 0 -4 -3 -5

S/NO. DESIGNATION

J/G

Total Sub Total Technical Departments (a) Devolution Affairs 1 Secretary – Devolution Affairs 2 Director – Devolution Affairs 3 Deputy Director - Devolution Affairs 4 Snr. Assistant - Devolution Affairs 5 Assistant Director - Devolution Affairs 6 Principal Devolution Officer 7 Chief Devolution Officer 8 Senior Devolution Officer 9 Devolution Officer II/I 10 Audit Examiner II/I 11 Senior Assistant Office Administrator 12 Assistant Office Administrator 13 Assistant Office Administrator III 14 Office Administrative Assistant III/II 15 Clerical Officer II/I/Senior 16 Driver III/II/I/Snr./Chief 17 Support Staff III/II/I/Senior./Cleaning Supervisor(2A) Total (b) Inter-Governmental Relations 1 Deputy Director - Devolution Affairs 2 Snr. Assistant - Devolution Affairs 3 Assistant Director - Devolution Affairs 4 Principal Devolution Officer chiec 5 Chief Devolution Officer 6 Senior Devolution Officer 7 Devolution Officer II/I/ 8 Senior Assistant Office Administrator 9 Assistant Office Administrator III/II 10 Office Administrative Assistant III/II 11 Clerical Officer II/I/Senior 12 Support Staff III/II/I/Senior/Cleaning Supervisor(2A) Total (c) Capacity Building & Technical Assistance 1 Deputy Director - Devolution Affairs 2 Snr. Assistant - Devolution Affairs 1 Assistant Director - Devolution Affairs 2 Principal Devolution Officer 3 Chief Devolution Officer 4 Senior Devolution Officer 5 Devolution Officer II/I/Senior/Chief 6 Senior Assistant Office Administrator 7 Assistant Office Administrator III/II 8 Office Administrative Assistant III/II/I 9 Clerical Officer II/I/Senior 10 Support Staff III/II/I/Senior./Cleaning Supervisor(2A)

61

A/E In/pos Varianc t e 18 203

T S R Q P N M L J/K G/H L K H/J G/H F/G/H D/E/F/G/H A-G

1 1 2 2 2 5 7 11 11 2 0 0 3 3 8 9 3 70

6 112

I 1 1 3 1 3 7 1 1 1 1 1 0 0 1 0 1 23

-12 -91

0 0 -1 +1 -1 -2 0 -10 -10 -1 +1 +1 -3 -3 -7 -9 -2 -46

R Q P N M L J/K L H/J G/H F/G/H A-G

1 2 2 3 5 8 9 0 1 2 3 1 37

0 0 3 1 3 3 0 2 0 0 0 3 15

-1 -2 +1 -2 -2 -5 -9 +2 -1 -2 -3 +2 -22

R Q P N M L J/K L H/J G/H F/G/H A-G

1 1 3 3 5 8 9 0 1 2 3 1

0 0 3 0 3 2 0 1 0 1 0 1

-1 -1 0 -3 -2 -6 -9 +1 -1 -1 -3 0

S/NO. DESIGNATION

J/G

A/E In/pos Varianc t e 37 11 -26 347 161 -185

Total State Department Totals STATE DEPARTMENT OF SPECIAL PROGRAMMES 1 Director of Administration 2 Senior Deputy Secretary 3 Deputy Secretary 4 Under Secretary 5 Senior Assistant Secretary 6 Assistant Secretary I 8 Assistant Secretary II 9 Assistant Secretary Cadet / Assistant Secretary III 10 Principal Assistant Office Administrator 11 Chief Assistant Office Administrator 12 Senior Assistant Office Administrator 13 Assistant Office Administrator I 14 Assistant Office Administrator III/II 15 Office Administrative Assistant I 16 Office Administrative Assistant III/II 17 Senior Telephone Supervisor 18 Telephone Supervisor I 19 Telephone Operator II/I/SENIOR 20 Senior Librarian 21 Clerical Officer II/I/Senior/Chief 22 Principal Driver 23 Driver III/II/I/Senior/Chief 24 Subordinate Staff III/II/I/Senior/Supervisor/ Cleaning Supervisor IIA/I 24 Coxswain II 25 Customer Care III/II/I/SENIOR Total Human Resource Management 1 Deputy Director - HRM 2 Senior Assistant Director HRM 3 Assistant Director HRM 4 Principal HRM Officer 5 Chief Human Resource Management Officer 6 Senior Human Management Officer 7 HRM Officer II/I/Senior 8 Human Resource Management Assistant I 9 HRM Assistant/III/II Total Human Resource Development 1 Senior Assistant Director HRD SENIOR ASSISTANT DIRECTOR HRD 2 Assistant Director HRD 3 Principal HRD Officer Total Finance 1 Chief Finance Officer 2 Senior Principal Finance Officer

62

S R Q P N M L J/K N M L K H/J J G/H L K F/G/H L F/G/H J D/E/F/G/H A-G

1 1 2 2 1 3 0 3 4 3 5 5 7 5 4 1 1 8 1 20 0 40 25

0 4 2 0 1 3 1 2 0 0 3 2 2 1 0 1 1 4 1 6 3 16 9

-1 +3 0 -2 0 0 +1 -1 -4 -3 -2 -3 -5 -4 -4 0 0 -4 0 -15 +3 -24 -17

E/F F/G/H

2 6 150

2 0 64

0 -6 -86

R Q P N M L J/K K H/J

1 1 1 1 1 2 2 1 1 11

0 0 0 1 0 0 0 1 1 3

-1 -1 -1 0 -1 -2 -2 0 0 -8

Q

1

0

-1

P N

1 1 3

0 0 0

-1 -1 -3

R P

1 1

0 0

-1 -1

S/NO. DESIGNATION

J/G

3 4 5 6

Principal Finance Officer Senior Finance Officer Finance Officer I Finance Officer III/II Total Accounts 1 Senior Assistant Accountant General 2 Principal Accounts Controller 3 Internal Auditor 4 Chief Accountant 5 Senior Accountant 6 Accountant II/I Total Supply Chain Management 1 Senior Assistant Director Supply Chain Management 2 Principal supply chain management officer 3 Chief Supply Chain Management Officer 4 Senior Supply Chain Management Officer 5 Supply Chain Management Officer II/I 6 Senior Supply Chain Management Assistant ASSISTANT 7 Supply chain management assistant I 8 Supply Chain Management Assistant/III/II/ Total Central Planning Unit 1 Chief Economist 2 Deputy Chief Economist 3 Principal Economist 4 Senior Economist I 5 Senior Economist II 6 Economist II/I Total Information Communication Technology Section 1 Assistant Director - ICT 2 Chief ICT Officer 3 Senior Information Communication Technology Officer 4 Information Communication Technology Officer I 5 Information Communication Technology Officer III/II Total Public Communication 1 Senior Assistant Director, Public Communications 2 Assistant Director, Public Communications 3 Chief Public Communications Officer/Principal 4 Public Communication Officer III/II/I 5 Technical Officer/Cameraman/Photographer Officer III/II 6 Technical Officer/Electrical/Electronic III/II 7 Film/Radio Producer II/I Total Legal Services Unit 1 Principal State Counsel

63

N M L J/K

A/E In/pos Varianc t e 1 0 -1 1 0 -1 1 0 -1 1 1 0 6 1 -5

Q N N M L J/K

1 1 1 3 3 5 14

0 0 0 0 0 2 2

-1 -1 -1 -3 -3 -3 -12

Q N M L J/K L

1 1 1 3 2 1

0 0 0 0 0 1

-1 -1 -1 -3 -2 0

K H/J

1 3 13

0 3 4

-1 -1 -9

R Q P N M K/L

P M L K H/J

1 1 1 1 1 2 7

0 1 0 1 1 2 5

-1 0 -1 0 0 0 -2

1 1 1 3 1 7

0 1 1 3 0 5

-1 0 0 0 -1 -2

Q P M K H/J H/J J/K

1 1 1 1 1 1 1 7

0 0 0 1 0 0 0 1

-1 -1 -1 0 -1 -1 -1 -6

P(SL4)

1

0

-1

S/NO. DESIGNATION

J/G

2

State Counsel Total Records Management Unit 1 Assistant Director/Records 2 Principal Records Management Officer 3 Chief Records Management Officer 4 Senior Records Management Officer 5 Records Management Officer I 6 Records Management Officer III/II Total Sub Total Technical Departments (a) Food Relief Management 1 Secretary ,Special Programmes 2 Director, Relief Management 3 Deputy Director, Relief Management 4 Senior Assistant Director Relief Management 5 Regional Coordinators 6 Logistics Coordination 7 Senior Assistant Director Relief Food Management 8 Assistant Office Administrator III/II 9 Office Administrative Assistant III/II/I 10 Clerical Officers II/I/Senior/Chief 11 Driver III/II/I/Senior/Chief 12 Support Staff III/II/I/Senior/ Supervisor/ Cleaning Supervisor IIA/I Total (b) Street Family Rehabilitation Fund 1 Asst. Dir. Gender & Social Dev. Office 2 Principal Gender & Social Dev. Office 3 Chief Gender & Social Dev. Office 4 Senior Gender & Social Dev. Office 5 Gender & Social Dev. Office II/I 6 Social Welfare II/I 7 Assistant Office Administrator I 8 Support Staff III/II/I/Senior/Cleaning Supervisor(2A) Total C) Arid And Semi-Arid Lands (ASAL) Administration 1 Director of Administration 2 Senior Deputy Secretary 4 Deputy Secretary 5 Senior Assistant Secretary 6 Assistant Secretary I 7 Assistant Secretary Cadet /Assistant Secretary III 8 Principal Assistant Office Administrator 9 Chief Assistant Office Administrator 10 Senior Assistant Office Administrator 11 Assistant Office Administrator I 12 Assistant Office Administrator III/II 13 Office Administrative Assistant II

64

M (SL2)

A/E In/pos Varianc t e 1 0 -1 2 0 -2

P N M L K H/J

1 1 1 2 2 2 9 229

0 0 0 1 1 0 2 87

-1 -1 -1 -1 -1 -2 -7 -142

T S R Q P P Q H/J G/H F/G/H D/E/F/G/H A-G

1 1 2 4 3 0 0 1 1 2 6 1 22

0 0 0 0 0 0 0 0 0 1 0 1 2

-1 -1 -2 -4 -3 3 1 -1 -1 -1 -6 0 -20

P N M L J/K J/K K A-G

1 1 2 1 1 2 0 0 8

0 0 2 0 1 0 1 1 5

-1 -1 0 -1 0 -2 +1 +1 -3

S R Q N M J/K N M L K H/J J

1 1 1 2 1 1 3 5 2 1 1 3

1 0 0 1 1 0 0 0 0 0 0 0

0 -1 -1 -1 0 -1 -3 -5 -2 -1 -1 -3

S/NO. DESIGNATION

J/G

14 15 16 17 18 19 20 21

Office Administrative Assistant III/II Senior Telephone Supervisor Telephone Operator II/I/ Clerical Officer II/I/SNR. Receptionist Technician Driver III/II/Senior//Chief Support Staff III/II/I/Senior/Cleaning Supervisor (2A) Total Human Resource Management 1 Deputy Director HRM&D 2 Senior Assistant Director HRM&D 3 Assistant Director HRM&D 4 Principal HRM&D Officer 5 Chief HRM&D Officer 6 Senior HRM&D Officer 7 Human Resource Management Officer II/I 8 Senior Human Resource Management Assistant 9 Human Resource Management Assistant I 10 Human Resource Management Assistant III/II 11 Senior Assistant Office Administrator 12 Assistant Office Administrator I 13 Assistant Office Administrator III/II/I/SENIOR 14 Office Administrative Assistant I 15 Office Administrative Assistant III/II/I 16 Clerical Officer II/I/Senior/Chief 17 Support Staff III/II/I/Senior/Cleaning Supervisor (2A) Total Finance 1 Senior Principal Finance Officer 2 Senior Finance Officer 3 Finance Officer I 4 Finance Officer III/II 5 Assistant Office Administrator III/II/I/Senior 6 Office Administrative Assistant I 7 Office Administrative Assistant III/II/I 8 Support Staff III/II/I/Senior/Cleaning Supervisor (2A) Total ACCOUNTS 1 Senior Principal Accounts Controller 2 Assistant Accountant General 3 Principal Accounts Controller 4 Chief Accountant 5 Senior Accountant 6 Accountant II/I 7 Senior Assistant Office Administrator 8 assistant office administrator III/II 9 Office Administrative Assistant I 10 Office Administrative Assistant III/II/I 11 Clerical Officer II/I/Senior/Chief

65

A/E In/pos Varianc t e G/H 3 0 -3 J 0 1 +1 F/G/H 0 1 +1 F/G/H 1 0 -1 G 2 0 -2 H 1 0 -1 D/E/F/G/H 76 10 -60 A-G 12 2 -10 117 17 -100 R Q P N M L J/K L K H/J L K H/J J G/H F/G/H A-G

1 2 1 1 3 2 3 1 1 1 1 1 1 1 1 5 6 32

0 0 0 0 0 0 1 1 1 1 1 0 0 0 0 2 1 8

-1 -2 -1 -1 -3 -2 -2 0 0 0 0 -1 -1 -1 -1 -3 -5 -24

P M L J/K H/J J G/H D/E/F/G

1 1 1 1 1 1 1 3 10

0 0 0 0 0 0 0 0 0

-1 0 -1 0 -1 -1 -1 -3 -10

Q P N M L J/K L H/J J G/H F/G/H/J

1 1 1 2 4 5 1 1 1 1 5

0 0 0 1 1 4 1 0 0 0 0

-1 -1 -1 -1 -3 -1 0 -1 -1 -1 -5

S/NO. DESIGNATION

J/G

12

Support Staff III/II/I/Senior/Cleaning Supervisor (2A) Total SUPPLY CHAIN MANAGEMENT 1 Senior Assistant Director Chain Management 2 Assistant Director Chain Management 3 Principal Supply Chain Management 4 Supply Chain Mgt. Officer II/I 5 Senior Supply Chain Mgt. Assistant 6 Supply Chain Mgt. Assistant III/II/I/Senior 7 Supply Chain Mgt. assistant IV 8 Assistant Office Administrator I 9 Assistant Office Administrator III/II 10 Office Administrative Assistant I 11 Office Administrative Assistant III/II/I 12 Clerical Officer II/I/Senior/Chief 13 Support Staff III/II/I/Senior/Cleaning Supervisor (2A) Total Central Planning Unit 1 Chief Economist 2 Deputy Chief Economist 3 Principal Economist 4 Economist II/I Senior II/I 5 Senior Assistant Office Administrator 6 Assistant Office Administrator I 7 Assistant Office Administrator III/II 8 Office Administrative Assistant I 9 Office Administrative Assistant III/II 10 Support Staff III/II/I/Senior/Cleaning Supervisor (2A) Total Information Communication Technology 1 Senior ICT Officer 2 ICTO I 3 ICTO II/ I 4 ICTO III 5 Support Staff III/II/I/Senior/Cleaning Supervisor (2A) Total Public Communication 1 Principal Public Information Officer 2 Chief Information Officer 3 Senior Film Officer 4 Photographer III/II 5 Office Administrative Assistant I 6 Office Administrative Assistant III/II 7 Support Staff III/II/I/Senior/Cleaning Supervisor (2A) Total Records Management Unit 1 Assistant Director/Records 2 Principal Records Management Officer 3 Chief Records Management Officer 4 Senior Record Management Officer

66

A-G

A/E In/pos Varianc t e 4 0 -4 27 7 -20

Q P N M L H/J G K H/J J G/H F/G/H A-G

1 1 1 1 2 1 0 1 1 1 1 2 4 17

0 0 0 1 0 0 1 0 0 1 0 0 1 4

-1 -1 -1 0 -2 -1 0 -1 -1 0 -1 -2 -3 -13

R Q P K/L L K H/J J G/H A-G

1 1 1 1 1 1 1 2 1 3 13

0 2 0 2 0 0 0 0 0 1 5

-1 +1 -1 +1 -1 -1 -1 -2 -1 -2 -8

M L J/K H A-G

2 1 1 0 2 6

1 0 1 1 1 4

-1 -1 0 +1 -1 -2

N M L H/J J G/H A-G

1 1 1 1 1 1 3 9

0 1 0 0 0 0 0 1

-1 0 -1 -1 -1 -1 -3 -8

P N M L

1 1 1 2

0 0 0 1

-1 -1 -1 -1

S/NO. DESIGNATION

J/G

5 6 7 8

Record Management Officer I Records Management Officer III/II/I Clerical Officer II/I/Senior. Support Staff III/II/I/Senior/Cleaning Supervisor (2A) Total Sub Total Technical Departments (a) ASAL Secretariat 1 Deputy Programmes Officer Total (b) Livelihood Support & Resilience Building Division 1 Secretary, ASALS 2 Director 3 Deputy Programmes Officer 4 Senior Assistant Director 5 Assistant Director 6 Principal Programmes Officer 7 Chief Programmes Officer 8 Programmes Officer I/Senior 9 Senior Assistant Office Administrator 10 Assistant Office Administrator III/II 11 Office Administrative Assistant I 12 Office Administrative Assistant III/II 14 Support Staff III/II/I/Senior/Cleaning Supervisor (2A) Total (i) Partnership And Investment Unit 1 Director Of Programmes Management 2 Deputy Programmes Director 3 Senior Assistant Director 4 Assistant Director 5 Principal Programmes Officer 6 Chief Programmes Officer 7 Programmes Officer I/Senior 8 Senior Assistant Office Administrator 9 Assistant Office Administrator I 10 Assistant Office Administrator III/II/I/Senior 11 Office Administrative Assistant I 12 Office Administrative Assistant III/II/I 13 Support Staff III/II/I/Senior/Cleaning Supervisor (2A) Total (ii) Resource & Human Capital Development Unit 1 Director 2 Deputy Director 3 Senior Assistant Director 4 Assistant Director 5 Senior Assistant Chief Clinical Officer 6 Principal Programmes Officer 7 Chief Programmes Officer 8 Programmes Officer I /Senior /Chief/Principal 9 Senior Assistant Office Administrator

67

K H/J F/G/H A-G

A/E In/pos Varianc t e 1 0 -1 2 0 -2 8 2 -7 4 1 -3 20 4 -16 251 50 -201

R

0 0

1 1

+1 +1

T S R Q P N M K/L L H/J J G/H A-G

1 1 4 4 4 3 3 3 1 1 1 1 6 33

0 0 2 0 0 0 0 0 1 0 0 0 0 3

-1 -1 -2 -4 -4 -3 -3 -3 0 -1 -1 -1 -6 -30

S R Q P N M K/L L K H/J J G/H A-G

1 2 2 2 2 3 3 1 1 1 2 1 4 25

0 1 0 0 0 0 0 1 0 0 0 0 1 3

-1 -1 -2 -2 -2 -3 -3 0 -1 -1 -2 -1 -3 -22

S R Q P N N M K/L L

1 3 3 3 0 2 3 3 1

0 1 0 0 1 0 0 0 0

-1 -2 -3 -3 +1 -2 -3 -3 -1

S/NO. DESIGNATION

J/G

10 11 12 13 14

Assistant Office Administrator I Assistant Office Administrator III/II Office Administrative Assistant I Office Administrative Assistant III/II/I Support Staff III/II/I/Senior/Cleaning Supervisor (2A) Total (iii) Resilience Initiatives Unit 1 Director 2 Deputy Director 3 Senior Assistant Director 4 Assistant Director 5 Principal Programmes Officer 6 Chief Programmes Officer 7 Programmes Officer I /Senior /Chief/Principal 8 Drought Early Warning Officer II/I/Senior. 9 Senior Assistant Office Administrator 10 Assistant Office Administrator III/I 11 Office Administrative Assistant I 12 Office Administrative Assistant III/II 13 Support Staff III/II/I/Senior/Cleaning Supervisor (2A) Total (c). Policy Development and Planning Division 1 Director 2 Deputy Director 3 Senior Assistant Director 4 Assistant Director 5 Principal Programmes Officer 6 Chief Programmes Officer 7 Programmes Officer I /Senior /Chief/Principal 8 Assistant Office Administrator I 9 Assistant Office Administrator III/II/I/Senior 10 Office Administrative Assistant I 11 Office Administrative Assistant III/II 12 Support Staff III/II/I/Senior/Cleaning Supervisor (2A) Total (i). Policy and Planning Unit 1 Deputy Programmes Director 2 Senior Assistant Director 3 Assistant Director 4 Principal Programmes Officer 5 Chief Programmes Officer 6 Programmes Officer I/SENIOR 7 Assistant Office Administrator I 8 Assistant Office Administrator III/II/I/Senior 9 Office Administrative Assistant I 10 Office Administrative Assistant III/II/I 11 Support Staff III/II/I/Senior/Cleaning Supervisor (2A) Total (ii) Research &Technological Management Systems Unit 1 Deputy Programmes Director

68

K H/J J G/H A-G

S R Q P N M K/L G/H/J L H/J J G/H A-G

A/E In/pos Varianc t e 1 1 0 2 1 -1 1 0 -1 2 0 -2 4 1 -3 29 5 -24 1 3 3 3 2 3 3 46 1 1 1 1 2 4 73

0 1 0 0 0 0 0 0 1

-1 -2 -3 -3 -2 -3 -3 -46 0 0

0 0 0 3

-1 -2 -4 -70

S R Q P N M K/L K H/J J G/H A-G

1 3 3 3 2 3 3 1 1 1 1 3 25

1 0 0 0 0 0 0 0 0 0 0 2 3

0 -3 -3 -3 -2 -3 -3 -1 -1 -1 -1 -1 -22

R Q P N M K/L K H/J J G/H A-G

0 4 4 3 3 4 1 1 1 1 4 26

1 0 0 0 0 0 0 0 0 0 0 1

+1 -4 -4 -3 -3 -4 -1 -1 -1 -1 -4 -25

R

0

1

+1

S/NO. DESIGNATION 2 3 4 5 6 7 8 9 10 11 12

J/G

Senior Assistant Director Assistant Director principal programmes officer Chief Programmes Officer Engineer 1(water) Programmes Officer I/Senior Assistant Office Administrator I Assistant Office Administrator III/II/I/Senior Office Administrative Assistant I Office Administrative Assistant III/II/I Support Staff III/II/I/Senior/Cleaning Supervisor (2A) Total SUB TOTAL State Department Totals

Q P N M L K/L K H/J J G/H A-G

A/E In/pos t 4 0 4 0 3 0 3 0 0 3 4 0 1 0 1 0 1 0 1 0 4 0 26 4 237 23 747 167

Varianc e -4 -4 -3 -3 +3 -4 -1 -1 -1 -1 -4 -21 -214 -580

Staff Establishment for Regional Development Authorities Designation S/N Administration 4 5 6 7 8

Senior Deputy Secretary Deputy Secretary Under Secretary Senior Assistant Secretary Assistant Secretary Cadet/III/II/I

Total Information Communication Technology(ICT) 9 Principal ICT Officer 10 Chief ICT Officer 11 ICT Officer II/I /Senior 12 ICT Officer III Total Human Resource Management Division 13 Deputy Director Human Resource Management 14 Senior Asst Director of HRM 15 Assistant Director Human Resource Management 16 Principal Human Resource Management Officer 17 Chief Human Resource Management Officer 18 Human Resource Management Officer II/I/Senior 19 Human Resource Management Assistant III/II Total Human Resource Development Unit 20 Deputy Director of HR Development 21 Assistant Director of HRD 22 Principal Human Resource Development Officer 23

Chief Human Resource Development Officer

69

Job Group

Approved Establishment

In post

Variance

R Q P N J/K/L /M

1 1 2 3 6

2 0 3 0 3

+1 -1 +1 -3 -3

16

10

-6

N M J/K/L H

1 1 3 4 9

1 0 3 0 4

0 -1 0 -4 -5

R Q P N M J/K/L H/J

1 0 1 0 1 4 2 9

0 1 0 1 0 2 2 6

-1 +1 -1 +1 -1 -2 0 -3

R P N

1 1 0

0 0 1

-1 -1 +1

M

1

0

-1

Designation

Job Group

S/N Sub Totals Accounts 24 Deputy Accountant General 25 Senior Assistant Acct General 26 Assistant Accountant General 27 Chief Accountant 28 Accountant II/I/Senior Sub Totals Planning 29 Chief Economist/ Statistician Deputy Chief Economist/ Statistician Principal Economist/Statistician Senior Economist I/ Statistician I Senior Economist II/ Statistician II Economist/Statistician II/I Totals Procurement 35 Deputy Director, Supplies Chain Management 36 Principal Supply Chain Mgt. Officer 37 Chief Supply Chain Mgt. Officer 38 Supply Chain Mgt. Officer II/I/Senior 39 Supply Chain Mgt. Assistant II/I/Snr 40 Storekeeper II/I/Senior Totals Internal Audit 41 Internal Auditor II/I/Senior Totals Finance 42 Chief Finance Officer 43 Deputy Chief Finance Officer 44 Senior Principal Finance Officer 45 Principal Finance Officer 46 Senior Finance Officer 47 Finance Officer III/II/I Totals Public Relations/Public Communication 48 Senior Assistant Director of Public Communications 49 Assistant Director of Public Communication 50 Chief Public Communications Officer 51 Technical Officer (Cameraman/Photographer)III/II/I 52 Technical Officer (Electrical/Electronic)III/II/I Totals Administration Support 53 Assistant Director of Records Management 54 Principal Records Management Officer

Approved Establishment 3

In post 1

R Q P M J/K/L

1 1 1 1 5 9

0 0 1 1 9 11

-1 -1 0 0 +4 +2

R

1

1

0

Q P N M K/L

1 1 1 1 2

0 0 0 1 1

-1 -1 -1 0 -1

30 31 32 33 34

7

70

Variance -2

3

-4

R N M J/K/L G/H/J/K E/F/G

1 1 1 3 2 2 10

0 0 1 2 4 0 7

-1 -1 0 -1 +2 -2 -3

J/K/L

3

2

-1

3

2

-1

R Q P N M J/K/L

1 1 1 1 1 2 7

0 0 0 1 0 2 3

-1 -1 -1 0 -1 0 -4

Q

1

0

-1

P M H/J/K

1 0 1

0 1 0

-1 +1 -1

H/J/K

1 4

0 1

-1 -3

P N

1 1

O 0

-1 -1

Designation S/N 55 56 57 58 59 60 61 62

Chief Records Management Officer Records Management Officer III/II/I/Senior Senior Executive Secretary Executive Secretary Personal Secretary III/II/I/Senior Secretarial Assist. II/I/Senior Clerical Officer II/I/Senior Senior Library Assistant Totals Support Staff 63 Support Staff III/II/I/Cleaning Supervisor III/IIA/IIB/I Sub Totals Drivers 64 Principal Driver 65 Drivers III/II/I/Senior/Chief Sub Totals Telephone Personnel 66 TELEPHONE SUPERVISOR II 67 Telephone Operator II/I/Senior Totals Technical Department of Regional Development 68 Director of Regional Development Regional Planning & Development Division 69 Deputy Director - Regional Planning& Development 70 Senior Assistant Director - Regional Planning& Development 71 Assistant Director - Regional Planning& Development 72 Economist I/Statistician I Total Natural Resources Management Division 73 Deputy Director Natural - Resources Management 74 Senior Assistant Director - Natural Resources Management 75 Assistant Director - Natural Resources Management 76 Senior Superintending Engineer (Water/Civil) 77 Engineer(Water) 78 Engineer(Civil) 79 Superintendent Water 80 Principal Agricultural/Range Management Officer 81 Principal Environmental Officer 82 Principal Livestock Development Officer 83 Agricultural Officer I Total

71

Job Group M H/J/K/L N M H/J/K/L G/H/J F/G/H L

Approved Establishment 1 6 2 2 16 8 18 0 53

In post

Variance O 5 0 1 13 5 19 1 44

-1 -1 -2 -1 -3 -3 +1 +1 -9

13

11

-2

13

11

-2

J D/E/F/G/H

1 12 13

0 13 13

-1 +1 0

J F/G/H

1 3 4

2 1 3

+1 -2 -1

S

1

1

0

A/B/C/D/E /F/G

R

1

0

-1

Q

1

0

-1

P

1

1

0

K

2 6

0 2

-2 -4

R

1

0

-1

Q

1

0

-1

P

1

1

0

N K K L N N N K

1 1 1 0 1 1 1 2 11

0 0 0 1 0 1 0 0 3

-1 -1 -1 +1 -1 0 -1 -2 -8

Designation S/N Resource Mobilization Division 84 Deputy Director - Resource Mobilization 85 Senior Assistant - Director Resource Mobilization 86 Assistant Director - Resource Mobilization 87 Sociologist/Social Dev. Officer 88 Enterprise Development Off. Total Grand total

72

Job Group R Q P M/N M/N

Approved Establishment 1 1 1 1 1 5 187

In post

Variance

1 0 1 0 0 2 126

0 -1 0 -1 -1 -3 -61

Annexure 5: Institutions Domiciled in the Ministry The Ministry’s SAGAs, Constitutional Commissions and Independent Offices as outlined in Executive Order No. 1 of May 2016 are: 1. Transition Authority 2. Intergovernmental Summit 3. Intergovernmental Steering Committee 4. Intergovernmental Relations Technical Committee 5. NEPAD/APRM 6. Community Development Trust Fund (ACP/EU Protocol) 7. National Council for Population and Development 8. Kenya Institute of Public Policy Research and Analysis (KIPPRA) 9. Kenya National Bureau of Statistics (KNBS) 10. National Government Constituency Development Fund Board 11. Tana and Athi River Development Authority 12. Lake Basin Development Authority 13. Kerio Valley Development Authority 14. Ewaso Nyiro North Development Authority 15. Ewaso Nyiro South Development Authority 16. Coast Development Authority 17. NGO Coordination Board 18. National Drought Management Authority

73

Annexure 6: Reporting template Strategic Objective 1 Outcome Activity Output Activity 1 Output 1 Output 2 Output 3 Activity 2 Output1 Output 2 Output 3

Indicator

Baseline

Target

74

Achievements

Variance

Comments