REPUBLIC OF KENYA

MINISTRY OF FOREIGN AFFAIRS AND INTERNATIONAL TRADE

STRATEGIC PLAN 2018/19 – 2022/23

APRIL 2018

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Foreword

The Ministry of Foreign Affairs and International Trade is mandated to pursue Kenya’s Foreign Policy in accordance with the Constitution of Kenya, with the overarching objective of projecting, promoting and protecting the nation’s interests abroad. Kenya’s Foreign Policy is a tool for pursuing, projecting, promoting and protecting national interests and values across the globe. The underpinning principle of the policy is a strong advocacy for a rule-based international system, environmental sustainability, equitable development and a secure world.

This desire and commitment is aptly captured in our vision statement, “A peaceful, prosperous, and globally competitive Kenya” and the mission statement: “To project, promote and protect Kenya’s interests and image globally through innovative diplomacy, and contribute towards a just, peaceful and equitable world”.

The overarching goal of this Strategic Plan is to contribute to the country’s development agenda and aspirations under the Kenya Vision 2030, the Third Medium Term Plan and the “Big Four” Agenda on: manufacturing, food and nutrition security, affordable healthcare and affordable housing for Kenyans.

We are operating in a period of rapid transition in international relations as exemplified in the unprecedented political and socio-economic dynamism within the global system. A robust and dynamic foreign policy grounded on empirical research and analysis is paramount in addressing the attendant issues presented by globalisation coupled with power shifts towards the newly emerging economies which have redefined the diplomatic landscape. These changing dynamics impose on the Ministry the onerous responsibility of ensuring coherent strategies are developed and deployed to adapt to these global realities while at the same time identifying the corresponding opportunities to enhance Kenya’s global competitiveness in line with the Kenya Vision 2030 and the Third Medium Term Plan. This plan therefore lays a solid foundation in advancing Kenya’s legacy and position in the region and at the global level through effective diplomatic engagement.

The changing dynamics in global geopolitics demand constant engagement with Kenya Missions abroad in order to develop strategies for effective engagement with countries within the region to secure and safeguard Kenya’s interests. To this end, the Ministry will institutionalise the regional Ambassadors’ retreats with Kenya’s Envoys in each of the five continents to facilitate constant review of Kenya’s diplomatic posture and to identify unique opportunities to harness, and overcome challenges to realize Kenya Foreign Policy objectives and aspirations. These retreats

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will be augmented by the biennial Ambassadors/High Commissioners Conferences presided over by H.E. the President. At the multilateral level, Kenya has and continues to play a critical role in shaping global environmental agenda, particularly on climate change and sustainable development. Kenya’s commitment to multilateralism and a rule-based international system can be attested to in the hosting of United Nations Office at Nairobi (UNON), the United Nations Environment Programme (UNEP), United Nations Human Settlements Programme (UN-HABITAT) and other UN entities. Kenya will continue to be an active member of regional and multilateral organizations such as the East Africa Community (EAC), Common Market for East and Southern Africa (COMESA), Intergovernmental Authority on Development (IGAD), International Conference on the Great Lakes Region (ICGLR), African Union (AU) and the United Nations (UN), among others.

Kenya’s pan-African agenda is to consolidate Africa’s voice, pursue an African agenda from a common platform and accelerate Africa’s integration, growth and development for shared prosperity. This agenda is well articulated in the Africa Union Vision; Agenda 2063. This is important as Kenya and Africa at large seeks to play a more visible role to influence global decisions including reforms within the UN system and other global organs. In pursuing this objective, we have realigned our foreign policy agenda towards fostering better relations with our immediate neighbours, the rest of the African continent and the world at large.

A highly motivated and skilled workforce is a key success factor in any organisation. To successfully implement this Strategic plan, the Ministry will equip the Foreign Service Officers with requisite skill sets, knowledge, competencies and attitudes to not only multitask but to adequately respond to the demands of the 21st Century diplomacy. In this regard, the Ministry has embarked on a comprehensive programmatic review of the Foreign Service Academy to effectively deliver on its mandate of equipping Foreign Service officers with skills and knowledge to ensure effective representation and articulation of Kenya’s Foreign policy.

As a Ministry, we are under no illusion that the task before us is daunting but we are equally aware that this task is surmountable, with the collective determination, commitment and proven dynamism of the staff of the Ministry. I wish to emphasize that the strategies outlined in this Plan will no doubt deliver positive and lasting outcomes in our quest to effectively tackle the emerging challenges of the today’s diplomacy and create a just, peaceful and equitable world in line with our vision. Successful implementation of the plan will also be predicated on strengthening collaboration with our partners and building alliances with new ones. We will also expand our diplomatic foot print and strengthen our representation globally in order to engage effectively with the rest of the world.

I take this opportunity to thank the Principal Secretary, Amb. Macharia Kamau for ably steering the successful preparation of this Plan. I equally commend all the Ministry staff, both at the Headquarters and in our Diplomatic Missions abroad for working tirelessly to ensure that we have

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a Strategic Plan that meets our goals and aspirations. Lastly and not the least, I wish to thank all our partners and collaborators for the invaluable input towards finalization of this Plan. I am confident that with collective ownership, dedication and team work we shall be able to fully achieve the goals we have spelt out in this Plan and in the successful execution of our mandate.

Amb. Monica Juma, DPhil, CBS CABINET SECRETARY

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Preface and Acknowledgements

This strategic plan was developed to provide a roadmap for the implementation of the Ministry’s priorities for the next five years. The plan was prepared in line with the Constitution of Kenya, policy objectives of the Kenya Vision 2030 and its Third Medium Term Plan (MTP III 2018/19 - 2022), the ruling party manifesto, the “Big Four” Agenda and other government policies.

In order for the Ministry to continue executing its mandate effectively, it is imperative that its policy objectives and priorities are not only aligned to the larger government development agenda but also respond to the challenges experienced during implementation of the preceding plan period as well as the emerging issues that have potential to impact on the Ministry programmes. To ensure this, the preparation of this plan began with a review of the Ministry Strategic Plan 2013/14 – 2017/18, other key government policy documents and the Ambassadors’ regional conferences reports. The review was critical in informing the strategic thrust for the next plan and in identifying programmes and activities that should be rolled over to the current plan period. This strategic plan therefore, not only builds on the successes of implementation of the Ministry Strategic Plan 2013/14 – 2017/18 but also takes cognizance of the challenges experienced during the last five years of its implementation as well as the emerging issues. In this regard, the priority programmes and activities identified for implementation in the next five years have been carefully selected so as to address the challenges encountered previously and respond to the emerging issues while remaining focused to the achievement of Kenya’s Vision 2030 and the “Big Four” Agenda.

As a Ministry, our mandate is to articulate Kenya’s Foreign policy with the overarching objective of projecting, promoting and protecting the nation’s interest globally. This Strategic Plan is therefore designed to give fresh impetus and position the Ministry in the plan period, to implement the Kenya’s Foreign Policy priorities to meet the desired outcomes. The Plan aims to facilitate robust and mutually beneficial engagements with both developed and developing countries through both bilateral and multilateral systems. To ensure that these engagements remain focused, the Plan defines the strategic areas around which the Ministry’s objectives and strategies have been derived, namely: Kenya’s Sovereignty and Territorial Integrity, Peace, Security and Stability; Economic Cooperation, International Trade and Investment; Kenya’s Interests Abroad; Diaspora Engagement and Consular Services; Public Diplomacy and Stakeholders’ Engagement; and Policy, Legal and Institutional Capacity.

The preparation of this plan commenced in earnest in September 2017. The process was highly consultative and participatory involving relevant stakeholders and partners in the private and public sector. In this regard, I wish to convey my appreciations to all those who contributed to the

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development of this document. I also wish to recognize the guidance and counsel afforded to the team by the Cabinet Secretary for Foreign Affairs during the entire process of preparing this document. I similarly thank all Heads of Directorate, Division and Unit, as well as the Heads of our Diplomatic Missions and their staff, for their invaluable contribution and support to this process.

I would like to also acknowledge with profound gratitude our staff members (the drafting team) who were responsible for putting together this document. Their diligence, unwavering commitment and teamwork are duly appreciated. Special thanks go to the members of the Central Planning and Project Monitoring Department, who were instrumental in coordinating and guiding the process of putting together this Plan. I note with satisfaction that this Plan has been developed entirely in-house hence underscoring the wealth of experience and skills among our staff. I am confident that the teamwork and zeal exemplified in the preparation of this document will be brought to bear fruits in the implementation process.

Lastly, I take cognizance of the contribution by the Ministry of Planning for providing guidelines on the development and preparation process of the plan.

I am confident that the management of our country’s foreign relations will benefit immensely from the implementation of this plan and contribute effectively to the realization of economic growth and overall transformation of our country Kenya as envisaged in the Kenya Vision 2030 and the “Big Four” Agenda.

Amb. Macharia Kamau, MBS Principal Secretary

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TABLE OF CONTENTS Foreword ii Preface and Acknowledgements ...... v Administrative Map of Kenya ...... x Country Fact Sheet ...... xi Key Economic and Social Indicators...... xii Acronyms and Abbreviations ...... xiii EXECUTIVE SUMMARY ...... xvii CHAPTER 1: INTRODUCTION ...... 20 1.1 Background and History of the Ministry...... 20 1.2 Evolution of Kenya’s Foreign Policy...... 20 1.3 Rationale for Preparation of the Strategic Plan ...... 21 1.4 Methodology ...... 22 1.5 Ministry Mandate ...... 22 CHAPTER 2: KENYA’S DEVELOPMENT AGENDA, CHALLENGES AND OPPORTUNITIES ...... 24 2.1 Kenya’s Development Agenda...... 24 2.2 Kenya’s Development Challenges and Ministry’s role in addressing the Challenges... 27 CHAPTER 3: SITUATIONAL ANALYSIS ...... 30 3.1 Overview of the Ministry’s Achievements ...... 30 3.2 Performance review under the Strategic Plan period 2013/14 – 2017/18...... 30 3.3 Strategic Foreign Policy Shift/Focus...... 32 3.4 Lessons Learnt from the implementation of the Ministry’s Strategic Plan 2013/14- 2017/18 ...... 33 3.5 Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis ...... 34 3.6 PESTEL Analysis...... 36 3.7 Stakeholder Analysis ...... 39 3.8 Ministry’s Vision, Mission and Core Values ...... 44 CHAPTER 4: STRATEGIC MODEL ...... 45 4.1 Ministry Strategic Issues, Objectives and Strategies ...... 45 4.2 Description of the Strategic Issues, Strategic Objectives and Strategies ...... 45 CHAPTER 5: COORDINATION FRAMEWORK AND INSTITUTIONAL CAPACITY 55 5.1 Introduction ...... 55 5.2 Current Organizational Structure ...... 57

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5.3 New Organisational Structure ...... 59 5.4 Staff Establishment ...... 74 5.5 Strategic Plan Resource Requirements ...... 83 5.6 Strategic Plan Implementation Risks and Mitigation Measures ...... 84 CHAPTER 6: MONITORING, EVALUATION AND REPORTING ...... 88 APPENDIX: IMPLEMENTATION MATRIX...... 89 ANNEX 1: FORMER MINISTERS OF FOREIGN AFFAIRS ...... 137 ANNEX 2: YEAR OF MISSION ESTABLISHMENT ...... 138 ANNEX 3: ADDRESSES/CONTACTS OF HIGH COMMISSIONS AND...... 140 EMBASSIES OF THE REPUBLIC OF KENYA ...... 140 ANNEX 4: KENYA’S HONORARY CONSULS ...... 147

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Administrative Map of Kenya

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Country Fact Sheet

Official Name Republic of Kenya

Political System Unitary State with Multiparty Democracy

Capital City Nairobi

Independence 12th December 1963

Official Languages Kiswahili and English

Official Currency Kenya Shillings

Geographical location Located in East Africa

Surface Area 582,646 km2 of which Water - 11,230 km2, National Parks - 25,334 km2, and others 546,082 km2 Religions Catholic, Protestants, Muslims and Traditional Beliefs

Administrative structure National Government and 47 County Governments that are distinct and Interdependent Economy Kenya’s economic growth plummeted to 4.5 % in 2017 compared to 5.8 % in 2016. The contraction in economic growth was due to severe drought, prolonged electioneering, weak credit growth and fluctuations in oil prices. However, the growth of the economy is projected to rebound to 5.8% in 2018 and 6.1% in 2019. Main sectors of the economy Agriculture and Forestry, fishing, mining and quarrying, manufacturing, electricity and water supply, construction, wholesale and retail, hotels and restaurants, transport and information communication technology, financial intermediation, real estate, renting and business services Commerce Kenya’s economy mainly supported by agriculture and tourism, though other sectors are rising. These are finance, construction, mining, IT and wholesale and retail trade. Natural resources They include limestone, soda ash, salt, gemstones, fluorspar, zinc, diatomite, gypsum, wildlife, geothermal power and hydropower among others S & P's Rating B+

Sources: Constitution of Kenya; Kenya Economic Survey 2016, 2017 and 2018; Statistical Abstract 2016; and Kenya Facts and Figures 2015

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Key Economic and Social Indicators

Data Year Profile 2011 2012 2013 2014 2015 2016 2017* Total Population 39.5 40.7 41.8 43 44.2 45.4 46.6 (millions) Population growth 2.7 2.7 2.7 2.9 2.8 2.7 2.6 (Annual %) GDP (current US$, Billion) 35.8 39.6 44.0 61.4 63.7 70.5 74.93

Gross national Income (current 38.5 42.2 46.8 60.6 63.1 69.8 74.1 US$, Billion) GNI per Capita (current US$) 904.3 969.1 1,052.7 1408.8 1427.2 1538.4 1590.7

GDP per Capita 905.9 973.2 1,052.9 1428.9 1442.7 1553.5 1608.3 (Current US$) GDP growth 4.4 4.6 5.7 5.3 5.7 5.8 4.9 (Annual %) Inflation 14.0 9.4 5.7 6.9 6.6 6.3 8.0 (annual %) Market capitalization of listed companies 10.2 14.8 24.3 24.0 23.4 19.7 21.48 (current US $, Billion) Market capitalization of 28.49 37.37 55.23 39.09 36.73 27.94 28.7 listed companies (% of GDP) Mobile cellular subscriptions (per 67 71 95 78.3 85.4 85.9 91.9 100 people) Internet users (per 28.0 32.1 31.55 38.3 54.2 59 84 100 people) Adult literacy rate 96.22 100.66 101.12 78.7 78.0 69.96 53.1

*Provisional Sources: World Development Indicators Database; Kenya Economic Survey 2016 and 2017; Statistical Abstract 2016; Kenya Facts and Figures 2015; Capital Markets Authority Annual report 2015 and 2016

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Acronyms and Abbreviations

ACP African, Caribbean and Pacific Group of states

AGOA African Growth and Opportunity Act

AIDS Acquired Immune Deficiency Syndrome

AIE Authority to Incur Expenditure

AIR African Institute for Remittances

AMISOM African Union Mission to Somalia

ASEAN Association of Southeast Asian Nations

AU African Union

AU-PSC African Union Peace and Security Council

BRIC Brazil, Russia, India and China

CBOs Community Based Organizations

CFTA Continental Free Trade Agreement

COMESA Common Market for East and Southern Africa

CPPMD Central Planning and Project Monitoring Department

DRC Democratic Republic of Congo

EAC East Africa Community

EDMS Electronic Document Management System

EMCA Environmental Management and Co-ordination Act

EPAs Economic Partnership Agreements

ERS Economic Recovery Strategy for Wealth and Employment Creation

EU European Union

FBOs Faith Based Organizations

FDI Foreign Direct Investment

FOCAC Forum on China-Africa Cooperation

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FSA Foreign Service Academy

FSI Foreign Service Institute

GDP Gross Domestic Product

HIV Human Immunodeficiency Virus

HLM High Level Meetings

HQs Headquarters

HRM&D Human Resource Management and Development

ICC International Criminal Court

ICGLR International Conference on the Great Lakes Region

ICT Information and Communication Technology

IGAD Intergovernmental Authority on Development

IGOs International Governmental Organizations

IORA Indian Ocean Rim Association

IPPD Integrated Payroll and Personnel Database

JBC Joint Border Commission

JCC Joint Commission for Cooperation

JEC Joint Economic Commission

JMC Joint Ministerial Commission

JPC Joint Permanent Commission

JTC Joint Technical Commission

KPI Key Performance Indicator

LAPSSET Lamu Port & Lamu-Southern Sudan-Ethiopia Transport

M & E Monitoring and Evaluation

MDAs Ministries, Departments and Agencies

MDGs Millennium Development Goals

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MOU Memorandum of Understanding

MPER Ministerial Public Expenditure Review

MTEF Medium Term Expenditure Framework

MTP Medium Term Plan

NADICOK National Diaspora Council of Kenya

NGOs Non-Governmental Organizations

NMARRT National Multi-Agency Refugee Repatriation Team

NSAC National Security Advice Centre

NSC National Security Council

NTBs Non-Tariff Barriers

PABX Private Automatic Branch Exchange

PAS Performance Appraisal System

PC Performance Contract

PESTEL Political, Economic, Sociological, Technological, Environmental and Legal

PMS Performance Management System

PWDs People with Disabilities

RECs Regional Economic Communities

SACCOs Savings and Credit Cooperative Organisations

SADC Southern African Development Community

SDGs Sustainable Development Goals

S & P’s Standard and Poor’s

SSA Special Status Agreement

SWOT Strength, Weaknesses, Opportunities and Threats

TFTA Tripartite Free Trade Area

TICAD Tokyo International Conference on African Development

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TTIP Transatlantic Trade and Investment Partnership

TTP Trans-Pacific Partnership

UK United Kingdom

UN United Nations

UNEA United Nations Environment Assembly

UNEP United Nations Environment Programme

UNESCO United Nations Educational, Scientific and Cultural Organization

UN-HABITAT United Nations Human Settlement Programme

UNON United Nations Office at Nairobi

USA United States of America

VLANs Virtual Local Area Networks

VSAT Very Small Aperture Terminal

WTO World Trade Organization

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EXECUTIVE SUMMARY

This Strategic Plan sets out the framework within which the Ministry will discharge its functions, in line with the Constitution of Kenya, the Executive Order No. 1 of May 2016 and the Kenya Foreign Policy, in the next five-year planning period 2018/19-2022/23. It outlines the key objectives and strategies to be pursued to address the key strategic issues identified.

The Strategic Plan gives an overview of the Kenya Foreign Policy in light of global dynamism, the aspirations of the Third Medium Term Plan (MTP) (2018-2022) of the Kenya Vision 2030, and the Ministry’s priority MTP Programmes. It highlights the current global, regional and national challenges that Kenya faces in pursuing its development. These include deceleration in global economic growth, insecurity and transnational crimes, regional instability, evolving geopolitics and climate change, among others. It also outlines the Ministry’s achievements and lessons learnt from the implementation of the previous Strategic Plan 2013/14-2017/18.

The Ministry’s mandate broadly covers the country’s engagement externally related to management of Kenya’s Foreign Policy, bilateral and multilateral relations, regional peace and security, sustainable management of natural resources and environmental issues, and provision of consular services. This also includes oversight of the functions of fifty-six (56) Kenya Diplomatic Missions spread across the globe.

The Ministry’s aspirations are captured in its theme, vision and mission statements. Accordingly, the theme of this Strategic Plan is Building bridges for peace, international cooperation, global competitiveness, sustainable development and shared prosperity. The vision statement is a peaceful, prosperous, and globally competitive Kenya while the mission statement is to project, promote and protect Kenya’s interests and image globally through innovative diplomacy, and contribute towards a just, peaceful and equitable world.

As the Ministry pursues the vision, it will be guided by the following core values: customer focus, patriotism, team spirit, professionalism, ethics and integrity and equity and fairness.

Under this Strategic Plan, the Ministry has identified seven strategic areas of focus around which the Ministry’s objectives and strategies have been derived, these are: Kenya’s sovereignty and territorial integrity, peace, security and stability; pursue and safeguard Kenya’s interests globally amidst the ever-changing economic and political environment; economic cooperation, international trade and investment; diaspora engagement and consular services; public diplomacy and stakeholders engagement; and policy, legal and institutional capacity.

To address these issues, the Ministry has formulated seven strategic objectives with corresponding strategies to realise them. The first is that the Ministry will seek to protect Kenya’s sovereignty and territorial integrity by collaborating with the relevant Ministries, Departments and Agencies. The second is to promote peace, security and stability at the national, regional and international levels by enhancing collaboration with stakeholders in conflict prevention, resolution, peace building and post conflict reconstruction. It also entails promoting collaboration with relevant MDAs to implement initiatives to achieve national peace, security and stability. The third objective is to strengthen Kenya’s engagement and diplomatic representation globally. This objective seeks

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to strengthen Kenya’s international engagement and diplomatic representation globally through high level exchange visits, opening of new missions, consulates and appointment of honorary consuls, ensuring a coordinated participatory approach at the United Nations, African Union and other multilateral forums, placing Kenya and Kenyans in strategic positions at the UN and other international organisations with a view to influencing decisions, and effective deployment of the Fund for Regional Technical Cooperation. This will aid to secure and safeguard Kenya’s global interests for economic, social and political prosperity.

The fourth objective is to promote economic cooperation, international trade and investment through robust initiation, negotiation, conclusion, monitoring and evaluation of economic cooperation frameworks at the bilateral, regional and multilateral levels. The Ministry will also map out potential investors and investment opportunities, as well as promote exports of Kenyan goods and services. The Ministry will redouble its efforts to build on the foundation of the successful track-record of promoting Nairobi as a premier destination for hosting major international conferences and meetings through a structured and coordinated approach to conferencing, predicated on a meticulous preparatory process with clear strategies, consistent with Kenya’s foreign policy priorities. The fifth objective is enhancing Diaspora engagement and consular services with the aim of harnessing the skills and expertise of the Kenyans in the Diaspora to contribute to national development. The Ministry seeks to strengthen the structures of engagement with the Diaspora to ensure their effective participation in the national development and democratic processes, investment and facilitating remittances. These will include registering and maintaining a database of Kenyans living abroad and their skills, signing bilateral labour agreements, appointing Honorary Consuls and assistance of Kenyans in distress abroad. The sixth objective is to enhance public diplomacy and stakeholders’ engagement which aims to improve stakeholder understanding and collaboration in delivering the Ministry’s mandate. The Ministry will develop and implement a framework of engagement to promote partnerships and regular consultation with stakeholders. The Ministry will also employ cultural diplomacy to promote, secure and develop an understanding of Kenya’s heritage and creative industries in an effort to build broad support and create influence for its economic and political goals. Lastly, the Ministry will seek to strengthen its policy, legal and institutional capacity in order to effectively execute its mandate through: development and implementation of various policies, training and development to build requisite competencies, promote good governance, strengthen ICT capacity, enhance Assets management, enhance staff welfare and wellness, and strengthening results based management. The Ministry has also reviewed its organisational structure to take into consideration the on-going reforms in the public sector arising from amalgamation of Ministries and State Departments. The Ministry has been organised into four (4) directorates, namely: The Office of the Political and Diplomatic Secretary, Foreign Service Administration, Protocol, and International Conferences and Events, while the Foreign Service Academy will be strengthened and adequately resourced to effectively deliver its mandate, especially in the area of foreign policy research and analysis.

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An implementation matrix detailing the strategic objectives, strategies and activities with corresponding expected outputs and outcomes, key performance indicators, cost estimates and the Ministry functional areas charged with their implementation and reporting has been annexed to this Plan. The Central Planning and Project Monitoring Department, will oversee and coordinate the implementation and periodic reporting of this Plan. This will aid the Ministry improve the process from planning, implementation, monitoring and evaluation towards achieving its goals and contribute towards achieving the goals and aspirations of the Kenya Vision 2030, the Third MTP and the Big Four Agenda, and ultimately contribute to sustainable development, employment creation and improved livelihoods for the people of Kenya.

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CHAPTER 1: INTRODUCTION

1.1 Background and History of the Ministry

The Ministry of Foreign Affairs was established in 1963 after independence, as External Affairs Department under the Office of the Prime Minister operating from the then Government House, now the State House. The Prime Minister was the first Minister for Foreign Affairs in Kenya. The Ministry was later renamed the Ministry of State for Foreign Affairs still under the Office of the President.

In 1969, the Ministry became a fully-fledged Ministry with a first Minister for Foreign Affairs and only three divisions namely: Political/Economic, Protocol and Administration. The Ministry relocated to the present Headquarters, the Old Treasury building, in 1980 and has since expanded to its current state.

Immediately after independence, the Government established Diplomatic Missions in London, Moscow, Bonn (Germany), Peking (currently Beijing), Cairo, Washington / New York (UN) and Paris. By 1969, other diplomatic missions were established in Addis Ababa, Lusaka, New Delhi and Tokyo. From 1978 onwards, more missions were opened in different parts of the world. Today, Kenya has 56 Missions spread all over the world as shown in Annex 2.

Following the current re-organisation of Government, the Ministry was renamed Ministry of Foreign Affairs and International Trade, with two State Departments; one in charge of Foreign Affairs matters and the other in charge of International Trade matters. The broad mandate of the Ministry, is to pursue Kenya’s foreign policy in accordance with the Constitution of Kenya, with the overarching objective of protecting, projecting and promoting the nation’s interests abroad. The underpinning principle of the policy is a strong advocacy for a rule-based international system, environmental sustainability, equitable development and a secure world.

1.2 Evolution of Kenya’s Foreign Policy

From independence, Kenya has pursued a foreign policy based on fundamental principles of peaceful co-existence, preservation of national security, peaceful settlement of disputes, non- interference in the internal affairs of other states, non-alignment, national interests and adherence to the Charters of the United Nations and the Africa Union.

The current Kenya’s Foreign Policy, which is the first ever written foreign policy since independence, was launched in January 2015. The policy is anchored on five interlinked pillars of diplomacy that guide Kenya’s relations and diplomatic engagement with the rest of the world. The five pillars are: Economic Diplomacy, Peace and Humanitarian Diplomacy, Environmental Diplomacy, Cultural Diplomacy and Diaspora Diplomacy.

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The Economic Diplomacy pillar aims to achieve robust and sustained economic transformation in order to secure Kenya’s social economic development and prosperity. The peace diplomacy pillar seeks to consolidate Kenya’s legacy in promoting peace and stability as necessary conditions for development and prosperity in countries within the region. The Environmental diplomacy pillar recognizes Kenya’s enormous stake in the sustainable management of its own natural resources, those of the region and the world. Underlying this commitment, is the urgency to confront the impact of contemporary environmental challenges such as global climate and to provide the link between the management of shared resources and issues of security, sustainability and prosperity especially within the Eastern African and Great Lakes region. The pillar further aims to facilitate the realisation of the post 2015 global development agenda.

The cultural diplomacy pillar aims to use our cultural heritage and endowments as pedestals of our foreign engagement. The exchange of ideas, values, traditions and aspects of our diverse culture and identity will be used to strengthen relationships, build broad support and create influence for Kenya’s economic and political goals enhance socio-cultural cooperation and promote our national interests. Lastly, the Diaspora diplomacy pillar recognizes the importance of harnessing the diverse skills, expertise and potential of Kenyans living abroad, and facilitating their integration into the national development agenda.

With the change in global dynamism, the world has witnessed a shift in the political and economic interests and alliances among nations, which have made nations, devise innovative ways of engagement with both the old and new partners. Consequently, regional economic communities and strategic partnerships have characterised modern diplomacy as countries align themselves to benefit from perceived stronger influence and economies of scale that such strategic alliances offer.

In view of this, this Strategic Plan presents an ideal opportunity for the Ministry, not only to review diplomatic posture and strengthen its diplomatic foot print across the globe, but also to identify strategies to be applied in implementing priorities, programmes, projects and activities over the plan period with a view to aligning its foreign policy priorities with emerging opportunities.

1.3 Rationale for Preparation of the Strategic Plan

Strategic Plans were introduced for the first time in Public Service in 2004 as a performance management tool to aid public sector institutions to focus their work strategically and enhance efficiency and accountability in the use of public resources.

This Strategic Plan sets the foundation for development of the Ministry’s priorities for a five- year period. Specifically, the plan will guide the Ministry in enhancing its performance and service delivery, stimulating strategic thinking, providing a basis for resource mobilization, and 21

allocation as well as contributing to the attainment of the Kenya Foreign Policy objectives, the Kenya Vision 2030, the Third Medium Term Plan goals and aspirations, as well as the Big Four Agenda.

1.4 Methodology

This Strategic plan was developed through a highly consultative and participatory process involving key stakeholders in conformity with the Constitution of Kenya on public participation. The stakeholders include: Ministry staff both at the headquarters and Kenya Missions, MDAs, members of the Diplomatic corps, development partners and private sector players, research and training institutions among others. The Ministry’s stakeholders were involved at various stages of the process including round table discussions with the top management.

The discussions were aimed at collecting views on Kenya’s diplomatic environment and posture, achievements, challenges, opportunities and lessons learnt over the previous strategic plan implementation period and the strategic direction the Ministry must take as envisioned by the top management of the Ministry. A number of retreats and focused group discussions were also held within the Ministry. The draft plan was shared with the Kenya missions and their contributions were instrumental in solidifying the strategies contained in this plan.

Reference was made to several key policy documents which include: the Constitution of Kenya; the Kenya Vision 2030 and Third Medium Term Plan (2018-2022); the Jubilee Manifesto 2017; the “Big Four” Immediate priorities and actions; the Kenya Foreign Policy, the Kenya Diaspora Policy; the East African Community (EAC) Vision 2050; the Africa Union (AU) Agenda 2063, the United Nations (UN) development agenda as contained in the Sustainable Development Goals (SDGs); the Ministry’s previous strategic plan and other Government policy documents.

1.5 Ministry Mandate

The Fourth Schedule of the Constitution of Kenya identifies Foreign Affairs and Foreign Policy as a function of the National Government. The reorganization of government in 2016 outlines the functions of the Ministry of Foreign Affairs and International Trade as: Management of Kenya’s Foreign Policy; Coordination of Regional Peace Initiatives; Ratification/accession to, depository and custodian of all International Treaties, Agreements and Conventions; Promotion of Nairobi as a Hub for Multilateral Diplomacy; Lobbying for Kenyan Candidatures in the International Governance System; Negotiation and conclusion of Headquarters and Host Country Agreements with International Organization and Agencies; Oversight over Attaches; Liaison with International and Regional Organizations; Management of Kenya’s Missions and Embassies abroad; Liaison with Foreign Missions in Kenya; Administration of Diplomatic Privileges and Immunities; Coordination of State and Official Visits; Handling of Protocol Matters; Provision of Consular Services; Management of Joint Commissions with other 22

countries; Management of Bilateral and Multilateral Relations; Official Communications on foreign affairs and global issues; Facilitation of Kenya’s Migrant Labour; and Facilitation of Kenya’s Diaspora issues.

The Ministry being Kenya’s primary interface with the rest of the world, works with all other Ministries, Departments, Agencies (MDAs) and Counties in order to project, promote and protect Kenya’s interests globally through effective diplomatic engagement. Kenya’s foreign policy is inclined towards upholding the country’s sovereignty, promoting universal peace, and fostering good relations with its neighbours, within Africa and the rest of the world.

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CHAPTER 2: KENYA’S DEVELOPMENT AGENDA, CHALLENGES AND OPPORTUNITIES

2.1 Kenya’s Development Agenda

Kenya’s development agenda is guided by clearly defined long term and medium development strategies. Preceding the Kenya Vision 2030, are a number of development strategies that not only shaped development planning, but also laid the premise for guided implementation of Kenya’s development agenda. Two of these worth mentioning are: The Sessional Paper No. 10 of 1965, “African Socialism and Its Application to Planning in Kenya” credited for being the first well thought out planning policy document for the Government as well as putting an end to the era of pursuing economic development through party manifesto declarations; the second is the “Economic Recovery Strategy for Wealth and Employment Creation (ERS) 2003 – 2007 credited for putting back Kenya’s economy on a growth path. Successful implementation of the ERS policies enabled Kenya’s Gross Domestic Product to grow from a low of 0.6 % in 2002 to a record 7.1 % in 2007 with all other economic and social indicators improving.

Currently, Kenya’s development agenda is guided by the Kenya Vision 2030 and its five-year medium-term plans; the Jubilee Manifesto 2017; the “Big Four” Immediate priorities and actions; the East African Community (EAC) Vision 2050; the United Nations development agenda as contained in the Sustainable Development Goals (SDGs) and the Africa Union (AU) Agenda 2063, as well as other regional, continental and global treaties and conventions.

The EAC Vision provides a catalyst for the region to enhance transformation for growth and development and move the community to a higher income cohort and subsequently achieve an upper middle-income status within a secure and politically united East Africa based on the principles of inclusiveness and accountability. Similarly, the AU Agenda 2063 envisages a peaceful, secure, globally influential United Africa with strong governance systems where the rule of law thrives and a strong growing economy able to afford the African people good life. The SDGs build on the successes and lessons learnt in the implementation of the Millennium Development Goals (MDGs) and put forward targets to be pursued by all nations to develop their countries to afford their citizens a decent life where the economic and social needs can easily be met. These are indeed the same aspirations of the Kenya Vision 2030 being pursued by the government through its implementing agencies, the Ministry of Foreign Affairs included.

The overriding goal of the Kenya Vision 2030 is to transform Kenya into a newly industrializing middle-income country providing a high quality of life to all its citizens by the year 2030. The policies and strategies outlined in the Vision aim to address the economic, social and political challenges facing the country categorised in three pillars as such. Similarly, the Ministry’s programmes and activities focus on reducing poverty levels, employment creation, sustainable development and economic transformation, peace, security and stability 24

among other objectives of the Vision. Through the five pillars of the Kenya Foreign Policy, the Ministry focuses on promotion of trade, foreign direct investment, regional and international cooperation; promotion of peace, security and stability and conflict resolution as a precursor to economic prosperity; sustainable management of natural resources and combating contemporary environmental issues; preservation and promotion of our cultural heritage; promoting and safeguarding Kenya’s interests abroad and enhancement of Diaspora engagement and participation in national development. The mandate of the Ministry therefore cuts across the three pillars of the Vision and therefore addresses itself to these same objectives as the Vision.

To date, the country has implemented two five-year medium plans of the Kenya Vision 2030 and the implementation of the Third Medium Term Plan (MTP) will commence in July 2018. Over their periods of implementation, the first two MTPs isolated priorities to be implemented by the Ministry of Foreign Affairs which have enabled the Ministry to make great strides towards contributing to the realisation of the Kenya Vision 2030 aspirations. Key among these programmes are: Development of Kenya Missions Abroad; Promotion of Nairobi as a Hub for multilateral diplomacy; Restructuring of the Kenya Foreign Service Institute; Realigning Kenya’s foreign policy with the nation’s economic cooperation and international trade objectives; developing and implementing Kenya Diaspora policy and implementing the thirty percent public procurement preference, access to Government Procurement opportunities policy for youth, women and PWDs. Significant achievement was made in the implementation of these programmes as outlined in chapter two of this document. A number of these programmes have been rolled over to the next MTP period since they are continuous. The Ministry priorities during the Third Medium Term Plan are elaborated in section 2.1.2. These are backed up by the Jubilee Government’s “Big Four” Agenda by the year 2022 for economic development which focuses on increased manufacturing, food and nutrition security, universal healthcare and affordable housing whose outcome is a healthy public with reduced poverty.

2.1.1 Third Medium Term Plan Policy thrust

The Third MTP identifies key policy actions, reforms, programmes and projects to be implemented by the government during the period 2018 – 2022. It builds on the gains made so far in implementing the previous MTPs, laying emphasis on a higher economic growth trajectory and targets to increase the level of savings and investment as well as enhancing the productivity of investment across all sectors. It also aims at effecting structural changes in the economy towards increasing the shares of manufacturing, industrial and exporting sectors. It prioritizes development of the oil and mineral resources sector and the Blue Economy which are expected to play a key role in contributing to higher economic growth in the next five years and beyond.

The Plan also prioritizes policies, programmes and projects which will implement the “Big Four” initiatives namely: Raise the share of manufacturing sector to 15 percent of GDP; Ensure that all citizens enjoy food security and improved nutrition by 2022; Achieve 25

Universal Health Coverage; and Deliver at least five hundred thousand (500,000) affordable housing units. The implementation of the “Big Four” will also contribute to broad based inclusive sustainable economic growth, faster job creation and reduction of poverty and inequality.

The Third MTP has mainstreamed and will implement the 17 Global Sustainable Development Goals (SDGs) as outlined in the United Nations 2030 Agenda for Sustainable Development. The Plan is further aligned to the Africa Agenda 2063 which constitute the strategic framework for socio-economic transformation of the African continent in the next 50 years.

2.1.2 Ministry Third MTP Programmes for the period 2018 – 2022

The Third MTP equally outlines programmes and projects to be implemented by the Ministry of Foreign Affairs and International Trade over the period 2018- 2022. These include:

• Expand Kenya’s diplomatic footprint: Measures will be taken to align and grow Kenya’s diplomatic footprint to enhance the country’s ability to articulate national interests abroad and enhance provision of consular services. This also includes Modernization of Diplomatic Properties, enhance security and branding of Missions; acquisition/development of Chanceries and Ambassadors residences in the East African Region; and acquisition of Multi-lateral and Regional Missions and support for the Establishment of a Diplomatic Enclave.

• Transforming the Foreign Service Academy (FSA) into a Semi-Autonomous Institution and centre of excellence: to develop skilled, competent and high calibre diplomats in the Eastern and Central African Region and beyond, including officers in the National and County Governments who require diplomacy or protocol knowledge and expertise.

• Finalise and implement the Foreign Service Bill: to lay the legal foundation for the establishment, operation and functions of the Foreign and Diplomatic Service of Kenya.

• Integration of Kenya Diaspora into National Development: establishment of National Diaspora Council of Kenya (NADICOK) and operationalisation of the Diaspora web portal

• Promote Trade, tourism and investment: This entails securing markets for Kenyan goods and services at the bilateral, regional and multilateral levels, both in the traditional and emerging markets. Being the biggest export market for Kenyan goods and services, Africa will remain the cornerstone of our Foreign Policy and the Ministry will work towards deepening Kenya’s foreign relations and diplomatic engagement with the African countries. Kenya actively engages on African matters through its membership to the African Union (AU), the East African Community (EAC), the Inter- 26

Governmental Authority on Development (IGAD), the Common Market for East and Southern Africa (COMESA), the International Conference on the Great Lakes Region (ICGLR) and the Nile Basin Initiative, amongst others.

The Continental Free Trade Area (CFTA), with a 1.2billion market free of trade barriers, further provides a huge opportunity for Kenyan businesses especially for manufactured goods under the Big 4 Agenda.

At the multilateral level, Kenya will deepen her engagement in the World Trade Organisation (WTO), United Nations Conference on Trade and Development (UNCTAD), World Intellectual Property Organisation (WIPO) and International Trade Centre (ITC) to secure better terms and support for Kenyan goods in penetrating external markets.

• Ratification of International/Regional Treaties, Conventions, Bilateral Agreements and Memoranda of Understanding (MoUs): Cooperation will be strengthened within regional and international frameworks including Regional Economic Communities (RECs) and Inter-Governmental Organizations (IGOs) cutting across all sectors including: health, education, ICT, oil, gas and mineral processing, blue economy, environment conversation and climate change mitigation, housing among others

• Enhance regional peace and security: As a precursor to economic development, Kenya will continue to play a pivotal role in regional peace and security initiatives to facilitate regional stability and provide a conducive environment to trade and development

• Mainstream national values and ethics in Environment, Climate change, HIV and AIDS, gender, youth and PWD

2.2 Kenya’s Development Challenges and Ministry’s role in addressing the Challenges

This section highlights the current global, regional and national challenges that impact on Kenya’s development efforts.

2.2.1 Global Challenges

The global system poses serious challenges to national development, especially for resource scarce developing countries like Kenya. The effects of globalization including unfair competition and dumping continue to deprive the economy of potential capital, investment flows and tourists. Slow economic growth in major international players such as the USA, BRIC countries and Eurozone economies, which Kenya relies on for its agricultural exports and tourists affects the growth of the Kenya economy. 27

Transnational crimes such as terrorism, piracy, money laundering, drugs and human trafficking have not only dented the image and reputation of the country but continue to pose serious socio- economic and security confrontation. Environmental concerns and associated natural disasters inter alia climate change, droughts and floods have devastating effects on Kenya’s development endeavours.

Delays in concluding the World Trade Organization’s (WTO’s) development agenda continue to encourage protectionism through proliferation of tariffs and non-tariffs barriers. Further, the ongoing negotiations on Economic Partnership Agreements (EPAs) involving the East African Countries and the European Union (EU) has introduced new challenges of reciprocity with developed countries in the trading regime. Emerging mega trading blocs such as Trans-Pacific Partnership (TPP) and Transatlantic Trade and Investment Partnership (TTIP) that could lead to fragmentation of the WTO Multilateral Trading System. The uncertainty around Brexit could also affect trade, financing, investment and other forms of cooperation with UK.

While international legal and regulatory frameworks help to create harmony and coherence in the global system, some of them are discriminatory and pose challenges for instance on issues of international labour market. The changing geo-political alignments and resultant bilateral and multilateral adjustments are issues that the Ministry will give attention especially in relation to foreign aid and investment flows. Many countries are looking east for foreign aid and investment and this seems to generate negative perceptions from traditional sources of foreign aid and investment. In addition, fluctuating international foreign exchange rates affect prices of key imports and exports with potential to affect national development, planning and budgetary processes

2.2.2 Regional Challenges

Regional stability is key to Kenya’s development goals. Kenya is situated within the conflict prone region of the Great Lakes and Horn of Africa. The spill over effects of instability in the region affect Kenya in many ways such as influx of refugees, proliferation of small arms and light weapons thereby escalating the insecurity situation in the country. Further, conflict situations perpetuate human rights abuses in the form of sex and gender-based violence that disproportionately affects women, children and other vulnerable groups.

Poor infrastructure in the region negatively impacts on intra-regional trade, investment and free movement of goods and services. This is coupled with overlapping membership to regional economic blocs leading to slow implementation of commitments. There is also lack of diversification and specialization in industrial and service sectors as well as inadequate human capital capacity and low investment in technology. These factors are key for rapid and sustainable development yet the region has not developed a mechanism for identifying its priorities.

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Kenya has been in the forefront in championing for regional integration, especially the East Africa Community (EAC). This is key in opening up consumer markets for intra-regional markets for products services and capital. However, this has been slow mainly due to real or perceived historical ideological orientations.

The Ministry will play a critical role of marketing regional trade and investment opportunities like the Lamu Port & Lamu - Southern Sudan - Ethiopia Transport (LAPSSET) corridor, the Kenya Uganda railway, and other regional development initiatives to the international investors. In addition, the Ministry will initiate negotiations at regional level for application of comparative advantage in production and marketing of goods and services.

2.2.3 National Challenges

Poverty, unemployment and inequality are challenges that the government must address in order to effectively achieve the middle-income country status with a high quality of life for its citizens. In spite of the progress made through the implementation of poverty reduction strategies, the Economic Recovery Strategy for Wealth and Employment Creation (2003 – 2007) and subsequently the MDGs, the above remain top on Kenya's development agenda. Addressing these will require resources, both financial, technical and human that are currently and continue to be in short supply.

Other challenges include: overreliance on traditional exports and markets; inadequate and poor infrastructure; low competitiveness of Kenya’s products in the export markets; cumbersome business regulatory framework; high rate of taxation; high cost of energy and power outages; limited and high cost of finance; underdeveloped ICT infrastructure; inadequate funding for promotion and trade negotiation; lack of trade and economic experts in Kenya diplomatic missions; inadequate resources to implement some activities in the performance contract; insecurity associated with proliferation of small arms and light weapons is a key deterrent to development. The other elements of insecurity of key concern are inter-tribal tensions and conflicts that scare away investors as much as they divert the scarce domestic resources that would otherwise be used for beneficial development activities.

The Constitution fundamentally changed how the country is governed leading to introduction of two levels of government: National and County Governments. This has widened the scope of activities of the Ministry to include supporting County Governments.

Unstable macroeconomic situation, external debt burden, corruption, weak governance structures, poor infrastructure, drug trafficking, gender disparity in access to opportunities, resources and representation are other challenges that requires urgent attention. The prevalence of HIV/AIDS non-communicable diseases and other lifestyle diseases have brought out the need for universal health coverage to address these health and lifestyle challenges”.

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CHAPTER 3: SITUATIONAL ANALYSIS

3.1 Overview of the Ministry’s Achievements

The Ministry is mandated to pursue Kenya’s foreign policy, with the overarching objective of projecting, promoting and protecting the nation’s interests abroad, with a view to achieve the goal and objectives of the Kenya Vision 2030. The Ministry endeavoured to expand geo- political footprint, build and strengthen strategic partnerships globally through diplomatic engagements. To achieve this, the Ministry’s strategies over the plan period were aimed at promoting Kenya’s economic transformation, sustained peace and stability in the region and safeguarding and protecting our national interests. It is also during the Second Medium Term period, that Kenya, more than ever before, was put on the map on very key global issues on trade, cooperation and environment among others. This Strategic Plan, therefore, builds on the successes and lessons learnt from the implementation of the 2013/14-2017/18 Strategic Plan, as well as on policies, programs and projects of the Sustainable Development Goals (SDGs) and The African Union Agenda 2063.

3.2 Performance review under the Strategic Plan period 2013/14 – 2017/18

Within the implementation period of the 2013/14-2017/18 Strategic Plan, the Ministry made commendable achievements which are discussed below.

Kenya has been at the forefront of consolidating its legacy of promoting peace and stability within the region. As a member of the African Union Peace and Security Council (AU-PSC), Intergovernmental Authority on Development (IGAD) and International Conference on the Great Lakes Region (ICGLR), Kenya made significant contribution to peace and security initiatives both in Africa and globally. Towards this, the Ministry remained fervent in engagement towards conflict resolution and peace building in the region. It undertook conflict mediation and monitored peace processes, in particular in the South Sudan, Somalia, Central African Republic and countries within the Great Lakes Region. Particularly, the Ministry enhanced its engagement towards secession of hostilities and implementation of the Agreement on the Resolution of the South Sudan Conflict; contribution towards peace and security in Somalia; relentless diplomatic engagements that resulted in financial support towards AMISOM and repatriation of refugees programs in Somalia; worked with IGAD to strengthen and coordinate responses to threats posed by terrorism and violent extremism and addressed maritime insecurity resulting to a decline of piracy activities in the Ocean waters. Besides this, the Ministry has been on the forefront in coordinating Kenya’s participation in Summits and other high-level meetings of the AU, IGAD, and ICGLR, which are some of the main platforms from which Kenya as a member, articulates its position on peace, security and stability in the region. The Ministry further extended technical assistance and emergency intervention activities in the fragile and needy states in the region. In so doing, Kenya reinforced her leadership role and diplomatic footprint in the region. Notably, the Ministry enhanced capacity 30

and skills of regional diplomats through training on peace building and conflict management in the EAC, IGAD, ICGLR and Horn of Africa regions.

Towards strengthening economic and commercial diplomacy, the Ministry coordinated high level state/official visits. Through these high-level engagements, His Excellency the President reached out to Kenya’s strategic partners and held discussions with potential investors, further strengthening relationships and cooperation in areas of trade, investment, tourism among others. Consequently, Kenya witnessed an unprecedented number of high level exchange visits, which are testament to the enhanced global image and visibility, culminating into beneficial strategic partnerships. Further, within the plan period, the Ministry expanded Kenya’s diplomatic footprint, by opening and operationalizing five (5) fully fledged diplomatic missions and appointing a number of honorary consuls across the globe thus, enhancing Kenya’s presence and representation.

In the plan period, the Ministry also strengthened and deepened regional and international cooperation, through participation in regional, continental and international cooperation meetings within the frameworks of EAC; COMESA; COMESA-EAC-SADC Tri-Partite Free Trade Area; CFTA; EAC-EU EPA; IORA; TICAD, FOCAC, AGOA, Africa-India, Africa- France, Africa-Arab, Africa-Turkey. Engagements within these frameworks have led to fulfilling and safeguarding Kenya’s economic and commercial interests. The Ministry also facilitated signing of bilateral cooperation agreements in a number of areas and followed up on the implementation of existing agreements under the Joint Commission for Cooperation (JCCs), Memorandum of Understandings (MoUs) and trade specific agreements.

In line with the Ministry’s strategic objective of promoting Nairobi as a diplomatic and economic hub, Kenya, within the period of review, hosted key international meetings and conferences that delivered concrete outcomes for the country. Some of these are: the Global Entrepreneurship Summit, ACP-EU Joint Ministerial Conference, World Trade Organization 10th Ministerial Conference, United Nations Environmental Assembly, African Union Ministerial retreat, 14th United Nations Conference on Trade and Development, the Sixth Tokyo International Conference on African Development, Second High Level Meeting of Global Partnership (HLM2) Conference and the Special Summit of the Inter-Governmental Authority on Development (IGAD) among others. In order to enhance Kenya’s profile and influence at the global level, the Ministry played a pivotal role in the adoption of the Sustainable Development Goals (SDGs) during the United Nations General Assembly. Further, within the plan period, the Ministry lobbied for Kenyan and Kenya’s candidatures in the UN and other international organizations.

At the multilateral level, the Ministry coordinated Kenya’s participation in critical meetings including the United Nations General Assembly, the African Union Summits, Regional meetings and other high level multilateral meetings. The Ministry also played a critical role in shaping global environmental agenda, climate change and sustainable development. This is evidently seen through hosting the United Nations Environmental Programme and the United 31

Nations Settlements Programme (UN-Habitat) and in hosting the first and second United Nations Environment Assemblies (UNEA).

The diaspora is a key aspect of the Kenyan economy. In recognition of their role in Kenya’s development agenda, the Ministry strengthened engagement with them through diaspora investment conferences and diaspora meetings in Kenyan Missions. Through these structured engagements, diaspora remittance inflows to Kenya have been on an upward trend, rising from Ksh.165.1 billion in June 2016 to Ksh. 175.9 billion in June 2017. Further, the Ministry provided consular services to Kenyans ranging from processing travel documents, authentication of documents, repatriations, and evacuations among others.

In enhancing Kenya’s image, the Ministry acquired properties to establish permanence in countries where Kenyan has diplomatic missions. Acquisitions and constructions within the plan period include; purchase of a Chanceries in New York and Kampala, construction of Chancery and Official Resident in Islamabad, ongoing construction of Chancery, Official Residence and staff houses in Mogadishu and Pretoria. The current portfolio of Government owned properties in Kenyan missions comprise 22 Chanceries, 21 Official Residences and 50 staff houses. The Ministry also undertook comprehensive modernization of government owned properties abroad to enhance Kenya diplomatic standing and image.

Lastly, the Ministry implemented various government policies and regulations, including the gender policy and government affirmative action on procurement opportunities. Further, the Ministry strengthened policy and its institutional capacity by developing the Kenya Foreign Policy, the Kenya Diaspora Policy, the Foreign Service Bill and the Foreign Service Regulations. In addition, it embarked on restructuring its Foreign Service Institute (FSI) into the Foreign Service Academy (FSA) as a semi-autonomous government agency. This will enhance its capacity to impart skills and knowledge on the Foreign Service, making it professional, effective and efficient in its undertakings. The Ministry also embarked on digitization of its documents, so as to improve the overall management of its records.

3.3 Strategic Foreign Policy Shift/Focus

The foreign policy environment that Kenya operates in is dynamic, to the extent that global interests are constantly shifting and influencing decisions being made at bilateral, regional and multilateral levels. This has resulted to an increasingly growing demand for Kenya to strengthen its strategic direction and engagement. This is clearly demonstrated by the huge responsibility bestowed on Kenya, through membership to the AU Peace & Security Committee, expectations to respond to increasing threat of terrorism, particularly in our geo- strategic location in the Horn of Africa, a growing and inward-looking nationalism in various regions including the continent of Africa, as well as the ever-growing opportunities specifically in South East Asia and the Middle East.

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To keep pace with these changes and have coherence in dealing with this foreign policy shift, the Ministry recognizes the need to recalibrate and align Kenya’s foreign policy engagement with this fast-changing global environment. The Ministry will aspire to take advantage of the emerging opportunities and mitigate against the resultant threats while at the same time safeguard against erosion of gains made in our diplomatic sphere. It is within this foreign policy shift, as well as our quest to grow our diplomatic footprint in emerging markets, that the Ministry has refocused its strategic direction, by developing strategies and activities that will steer it in the Third Medium Term, to facilitate attainment of Kenya’s prosperity and development.

3.4 Lessons Learnt from the implementation of the Ministry’s Strategic Plan 2013/14- 2017/18

The development of this Strategic Plan was partially informed by the experiences and lessons learnt from the implementation of the 2013/14-2017/18 Strategic Plan. The lessons learnt during the plan implementation period include:

• Aligning of the Ministry’s Strategic Plan with national development plans such as the Kenya Vision 2030, Medium Term Plans, performance contracting and Medium-Term Expenditure Framework is very significant since it facilitates realignment of both the national and Ministry priorities with the planning and budgetary processes.

• Monitoring and evaluation of the implementation of the plan on a regular basis play a critical role in ensuring that programmes and priorities envisaged in the plan are successfully implemented. This includes conducting regular inspections both at the headquarters and Kenya Missions and mid-term review of implementation of the Plan.

• Maintaining a databank of all the reports prepared for various activities like Ambassadors conference, Medium Term Plans among others acts as useful reference source in the preparation of Ministerial policy/strategy documents including the Strategic Plan.

• Reflective senior staff sessions/retreats provided interactive forums for senior managers to review and chart the way forward on the implementation of the Strategic Plan priorities. Such forums are considered vital even for the future implementation of Programs.

• Wide consultations and engagement with Kenya Diplomatic Missions, Directorates, Divisions and Units in the development and implementation of the Plan, particularly, in setting priorities and targets stimulated ownership and enhanced implementation of the plan.

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• Development of the Kenya Missions Strategic Plans made implementation of the Ministry Strategic Plan more realistic since these Strategic Plans were developed in line with that of the Ministry. This linkage is important moving forward.

• Adoption of the relevant technological advancement including installation of systems such as PMS, Diaspora web portal increased efficiency and effectiveness in implementation of the Ministry priorities. Maintenance of this will ensure continued improvement in the implementation of the planned priorities

• Several programmes and activities are intertwined with the global, regional and sub- regional dynamics. The occurrences at global, regional and sub-regional arena shape the direction and pace of the implementation of the Ministry’s programmes. The Ministry may not have control on such issues and must re-align its priorities accordingly.

• Building capacities of staff is crucial in addressing prevailing and emerging policy issues. This is through trainings, secondment and exchange programmes.

• Adequate human and financial resources are critical for successful execution of the planned priorities and programmes. This plan proposes to engage development partners to mobilise external resources to supplement government exchequer funding for its implementation.

• A number of international commitments and obligations such as agreements and MOUs are implemented in collaboration with MDAs. This requires close collaboration between the ministry and MDAs to ensure timely implementation, monitoring, evaluation and reporting.

3.5 Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis

During the preparation of this strategic plan, the Ministry undertook a SWOT analysis to identify the main opportunities to take advantage of and the strengths to build on in order to mitigate the major weaknesses and threats to the Ministry’s success.

The following is a summary of SWOT analysis of the Ministry.

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Table 3.5.1: Summary of SWOT Analysis

Strengths Opportunities • Strong diplomatic presence and representation • Constitution of Kenya which clearly defines in the various regions of the world; the national function of the Ministry under • Competent human resources; schedule IV; • A Foreign Service Academy charged with the • Political stability and goodwill; responsibility of capacity building of staff on • Evolving strategic geo-political situation; diplomacy; • Large and skilled number of Kenyans living • Rich diplomatic experience in international abroad; negotiations and conflict resolution; • UN headquarters in Nairobi • ISO Certification underway • Evolving status of Nairobi as a hub of • Use of ICT and digital media multilateral diplomacy; • Close liaison with Diplomatic Corps in Kenya • Diplomatic representation and organisations in Kenya • Presence of international press in Kenya • Unique cultures and heritage (game parks, culture, artefacts, sports); • Existence of bilateral and multilateral cooperation frameworks; • Deepening regional integrations; • Vibrant private sector; • Education Scholarships and training opportunities • Regional & international markets for Kenyan products and services • Deepened democratization • Harmonized EAC protocols with national legislation

Weaknesses Threats • Fluid diplomatic environment • Delays in domestication of treaties; • Rapidly evolving capacity needs in analytical, • Cybercrime; negotiation, communication and foreign • International and transnational Crime language skills (terrorism, piracy, money laundering, human • Inadequate financial, human and material trafficking; resources; • Regional instability; • Lack of clear structures on succession, • Porous borders; knowledge and information management; • Limited stakeholder knowledge on Kenya’s • Lack of clear policy framework to assist foreign policy; distressed Kenyans abroad; • International interference • weak linkages and coordination with other • Low competitiveness Kenyan products and MDAs; services (over reliance on traditional exports) • Climate change and global warming

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• Effects of globalisation – unfair competition, dumping, change in foreign policy objectives of major international players

3.6 PESTEL Analysis

This analysis assesses the political, economic, social, technological, environmental and legal factors that will either support or impede the implementation of the strategic plan. These are factors in the external environment that can either impact favourably or unfavourably on the operations of the Ministry. The table 3.6.1 below presents a summary of the PESTEL analysis.

Table 3.6.1: PESTEL Analysis

Political The Constitution The creation of the National and County Governments has Factors of Kenya widened the mandate of the Ministry to engage with the latter on trade, training and other relevant areas. Membership to Kenya is a member of regional and international regional and organizations such as EAC, AU, COMESA, IGAD, the UN, international and ICC among others which shape Kenya’s political space organizations and influence the country’s day to day actions based on the organizations protocol’s and principles. Developments in these organizations continue to impact on the implementation of this strategic plan. In 2017, Kenya got elected in the AU Peace and Security Committee (PSC) which is an opportunity to enhance influence on Peace and Security issues in Africa. Regional peace, Regional peace, security and stability are key to Kenya’s security and development agenda. Kenya is situated within the conflict stability and prone region of the Great Lakes and Horn of Africa. The spill International over effects of instability in the region affects Kenya in many crime ways such as influx of refugees, proliferation of small arms and light weapons thereby escalating the security situation in the country. International crimes such as terrorism, piracy, cybercrime among others affect the operations of the country. The on-going efforts to fight terrorism and to stabilize Kenya’s neighbouring governments such as Somalia and South Sudan are positive developments for Kenya’s overall prosperity. Expanded The newly created department of International Events and mandate Conferences has an obligation to promote and coordinate hosting of International Conferences and Events by the government spearheaded by the Ministry. If well-equipped and resourced, the department will enhance the Ministry’s capacity in handling international conferences and events as

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well as enable the Ministry to achieve one of its key objectives of promoting Nairobi as a diplomatic and economic hub and a premier destination for international conferences and events. Governance and The perception of bad governance and rampant corruption in Corruption the management of public affairs affect credibility of public service. This must be continuously addressed to earn public confidence and acceptability of the services offered by public service. Nullification of The nullification of the general elections has raised public 2017 general trust in the judiciary, however, the effect of a delayed elections swearing of the Head of State has interfered with effective running of government programs as well as diverted the available financial resources Economic Globalization Globalization presents both opportunities and threats for Factors Kenya. As part of a global village, Kenya can benefit from the global economic opportunities. However, the nation needs to be conscious that it is equally susceptible to the global dynamics like international business trends and competition. Regional and Concerted efforts have been made by countries to form international regional and economic blocs to maximize on economic Economic benefits. These blocs include EAC, COMESA, and EU cooperation among others. These blocs have the potential to significantly impact on the economy either positively or negatively through expansion of markets for goods and services and flow of the same or dumping of substandard goods or creating trade imbalances.

The proposal to merge COMESA, EAC and SADC will expand the free trade area to cover more than 527 million people with a combined estimated gross domestic product of about $624 billion. This will indeed boost Intra-Africa trade. Shifting Economic interests for countries are dynamic and vary in economic accordance with changes in the international economic arena. interests Many countries have multiple memberships in the economic blocs and developments in each of them trigger realignment of strategic cooperation and shifting economic relations which could significantly affect the cooperation and the benefits. Kenya has increasingly shifted pursuance of economic interests to the East while maintaining the trade relations with the traditional trade partners an approach that is helping the country to maximize economic benefits from this economic cooperation Social Factors Culture Kenya has diverse and rich cultures that can be tapped to increase the economic benefits. Cultural diplomacy presents an opportunity for Kenya to maximize the economic benefits

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of the diverse culture of the people of Kenya. Culture can be used to promote friendship and mutual understanding among peoples of different countries as well as to promote positive economic and trade relations. Encouraging patenting of some of Kenya’s cultural products for example Kiondo is one way of promoting and safeguarding Kenya’s heritage. Kenyans in the Diaspora can equally position themselves to draw gains from culture. Population Population growth rate in the world and age distribution growth among others are factors that will determine the way the country will engage other countries across the globe. Kenya stands to reap demographic dividend from its predominantly young population since it is skilled and can be employable at a cost that makes our products and services globally competitive Unemployment The unemployment levels especially amongst the youth and and poverty overall poverty pose a threat to stable development of the levels country. The idle and poor population is at risk to engage in illegal and criminal activities and is also prone to human trafficking in the guise of looking for jobs abroad where they end up stranded and distressed requiring the intervention of the Ministry. Environmental Environmental The presence of UN Environment Assembly headquarters in factors conservation Nairobi the world's highest-level decision-making body on programs the environment presents an opportunity for Kenya to take up an influential role in environmental conservation matters.

The green economy has been proposed as a means for catalysing renewed national policy development and international cooperation and support for sustainable development. The push for a greener economy has been further entrenched in the SDGs Climate Change Global warming and adverse climate have negatively affected Kenya’s productive sectors. There is need to enhance capacity for environmental policy planning to mitigate the effects Technological Communication The world has experienced tremendous technological factors and interaction of development in information and communications technology people which has reduced the world into a global village. Processes, movements and communication are now much faster and efficient. However, the technology related crimes remain a challenge in the usage of electronic mode of communication.

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Legal Factors Legislation and The constitution expanded the Ministry’s mandate and today policy it works to support the relevant activities of various county framework governments when required. However, the lack of legislation or framework to guide the engagement of county governments with the Ministry has a bearing on the extent to which the Ministry can engage with them. Besides, finalization of the Foreign Service Bill, 2014, the Kenya Diaspora Policy and the Kenya Foreign Policy will impact on the manner this plan will be implemented.

The development and adoption of international laws will also impact positively or negatively on how the plan will be implemented. Specifically, the proposed reforms under ICC will have some impact on the Kenya’s foreign policy.

3.7 Stakeholder Analysis

The Ministry has a responsibility to deliver on the demands and expectations of its stakeholders. Satisfying external stakeholders is crucial to fulfilling our mandate whereas satisfying our internal stakeholders is crucial because winning their commitment is critical in the provision of efficient and quality services. An analysis of stakeholders was carried out, which identified the following key stakeholders:

Table 3.7.1: Stakeholder Analysis

Category Stakeholder Stakeholder’s Ministry’s Potential strategies Expectations Expectations for obtaining support Government Ministry Staff • Ministry to provide a Professionally • Capacity building conducive work competent, (training, environment Committed, results mentorship, • Personal oriented and coaching) development, Motivated staff • Strengthen training and performance mentorship and management career progression system (PAS & PC) • Equity and Fairness • Equal opportunities to all staff The MDAs • Coordinate Timely requests, • Strengthen preparation of information and collaboration and working documents participation partnering linkages for bilateral and with MDAs multilateral Identification of • Increase awareness engagements issues for and publicity on (country position engagements Ministry’s Service 39

Category Stakeholder Stakeholder’s Ministry’s Potential strategies Expectations Expectations for obtaining support papers, agreements, • delivery MOUs, Cooperation and requirements Communiqués, etc) consultation • Online • Coordinate dissemination of preparation for activities holding of • Effective use of JCCs/JTCs ICT and new media • Timely facilitation of engagements with foreign countries Kenyan • Coordinate Timely submissions • Enhance use of ICT Missions preparation for of reports to strengthen abroad holding JCCs/JTCs communication • Timely Response to between the correspondences Ministry HQs and • Timely release of missions funds • Enhance • Timely facilitation collaboration and with procurement partnership between processes missions. • Timely guidance on • Finalise and government policy approve missions and positions on staff establishment various issues • Install VSAT • Timely preparation technology and of aide memoires video conferencing • Adequate and timely at Ministry deployment of staff headquarters County • Timely facilitation • Timely requests, • Strengthen the Governments of engagements with information and Liaison, foreign countries participation Parliamentary and (visas, appointments, • Identification of County Affairs and other logistics) issues for Division • Coordinate engagements • Develop a preparation of • Cooperation and framework to guide relevant working consultation engagement documents for between county bilateral and governments and multilateral the Ministry and engagements (e.g. foreign countries country position • Develop and papers, agreements, disseminate the protocol manual 40

Category Stakeholder Stakeholder’s Ministry’s Potential strategies Expectations Expectations for obtaining support MOUs, • Online Communiqués, etc) dissemination of activities • Effective use of ICT and new media The National • Facilitation of • Processing of • Strengthen the Assembly & engagements with requests, Liaison Division the Senate foreign countries and information and • Develop a adherence to travel participation collaboration and guidelines (visas, • Identification of engagement appointments, and issues for framework other logistics) engagements • Develop and • Coordination and • Cooperation and disseminate a preparation of consultation protocol manual working documents for bilateral and multilateral engagements (relevant country position papers, agreements, MOUs, Communiqués, etc) • Timely preparation of reports and Parliamentary responses (budgets, sessional papers, Bills, ratification of treaties) Clients The Kenyan Timely delivery of Support, • Hold Ministry public and services collaboration and Open days Foreign cooperation • Develop Corporate Nationals communication strategy • Effective use of Huduma centres • Develop and maintain an interactive website • Effective use of ICT and new media Kenyans • Timely Consular • Patriotism • Implement the living and services Diaspora policy; 41

Category Stakeholder Stakeholder’s Ministry’s Potential strategies Expectations Expectations for obtaining support travelling • Involvement in • Cooperation, • Develop and abroad national collaboration and implement development partnership in Diaspora processes nation building. communication • Provide information strategy. on national • Development and opportunities online dissemination of guidelines on requirements for travelling abroad Suppliers and • Maintenance of good • Timely delivery of • Adherence to the merchants working relations goods and services Public Procurement • Timely processing of • Professionalism and Disposal Act, payments for goods and adherence to 2005 and services quality standards • Online • Adhere to the dissemination of principles of good Ministry tenders governance and contracts • Online dissemination of list of prequalified suppliers/merchants Non–state • Provision of reports Input in the Strengthen and actors (IGOs and briefs. formulation of structure relationship NGOs, CBOs, • Protection of policies. with the non-state FBOs) national interests and actors socio-economic development • Respond to communication The Media • Receive timely • Inform, educate Develop and information and communicate implement Ministry • Access on social, communication facts/information economic and strategy. political issues • Factual reporting on Ministry’s affairs Diplomatic Foreign • Timely response to • Timely response to • Practicing an open- community Missions correspondences correspondences door Accredited to (letters, email and communication Kenya faxes) system. 42

Category Stakeholder Stakeholder’s Ministry’s Potential strategies Expectations Expectations for obtaining support • Support in • Support in • Providing regular facilitating facilitating contacts and briefs. enhancement of enhancement of • Develop and diplomatic relations diplomatic disseminate the and partnerships relations and protocol manual partnerships. Foreign • Support in • Support in Practicing an open- Governments facilitating facilitating door communication enhancement of enhancement of system and providing diplomatic relations diplomatic regular contacts and and partnerships relations and briefs to foreign • Protection of their partnerships governments. interests. • Enhanced • Respond to cooperation communication (letters, email and faxes) • Timely facilitation of negotiations and agreements UN and • Support in • Technical support • Strengthen and International facilitating and • Resource structure organizations enhancing mobilization relationship to diplomatic relations enhance resource and operations of mobilization UN bodies in Nairobi • Adhering to the principles of good governance Development • Mutually beneficial • Technical support Have an partners engagements • Resource engagement • Effective and mobilization framework in place efficient resource utilization • Involve stakeholders in various aspects. • Practice principles of good governance

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3.8 Ministry’s Vision, Mission and Core Values

3.8.1 Vision Statement

A peaceful, prosperous and globally competitive Kenya

3.8.2 Mission Statement

To project, promote and protect Kenya’s interests and image globally through innovative diplomacy, and contribute towards a just, peaceful and equitable world

3.8.3 Core Values

The core values of the Ministry cover the following:

• Ethics and Integrity: We will embrace transparency and accountability in all operations of the Ministry. • Professionalism: Our members of staff shall exercise high level of professional competence and confidentiality in all their work. • Customer focus: We shall treat our customers with courtesy, respect and promptness. • Patriotism: Our staff shall exercise loyalty and uphold allegiance to the Republic of Kenya at all times • Team spirit: We shall promote teamwork to enhance service delivery. The Ministry will further inculcate a sense of shared and collective responsibility for the execution of its mandate. • Equity and fairness: We shall promote justice, impartiality and diversity in all our dealings. • Commitment: Our members of staff shall enhance dedication in performing their duties • Results oriented: we shall strive to achieve the desired results in our performance.

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CHAPTER 4: STRATEGIC MODEL

4.1 Ministry Strategic Issues, Objectives and Strategies

Kenya has played a significant role in the international arena majorly due to its extensive diplomatic presence and representation through the country’s diplomatic missions abroad. Kenya is an active member of both regional and international organizations such as EAC, COMESA, IGAD, AU and the United Nations among others. These organizations provide a platform for the Ministry to address and shape the international opinion to the interests and values that Kenya as a sovereign state stands for.

To continue to play an enhanced role in the international arena, the Ministry needs a strategic plan that sets out objectives, priorities and strategies that it intends to pursue to achieve tangible and measurable results. In this regard, arising from the review of the previous Strategic Plan and the situation analysis, the Ministry has identified six strategic issues, with the corresponding strategic objectives and specific strategies required to address them. The six strategic issues are: Kenya’s Sovereignty, Territorial Integrity, Peace, Security and Stability; Kenya’s interests globally; Economic Cooperation, International Trade and Investment; Diaspora Engagement and Consular Services; Public Diplomacy and Stakeholders Engagement; and Policy, Legal and Institutional Capacity.

It is further evident that human rights is an issue that cuts across all the above six strategic issues and indeed is increasingly taking centre stage both within the country, as a result of the Constitution of Kenya 2010, as well as in the international context having been mainstreamed within the United Nations pillars and the Sustainable Development Goals (SDGs). It is therefore important for Kenya to demonstrate adherence to human rights principles and practices, in its endeavour to achieve its strategic goals as well as contribute towards a just, peaceful and equitable society in Kenya and globally.

4.2 Description of the Strategic Issues, Strategic Objectives and Strategies

Strategic Issue 1: Kenya’s Sovereignty, Territorial Integrity, Peace, Security and Stability

Kenya exists in a region that is characterised by protracted and intractable conflicts resulting in political instability. The country also shares borders with five (5) countries namely Uganda, Tanzania, South Sudan, Ethiopia and Somalia as well as the Indian Ocean. Kenya also recognises the huge potential for economic and social transformation presented by marine resources and is determined to secure its maritime boundaries to facilitate the growth of the blue economy.

In view of the foregoing, Kenya’s Foreign Policy seeks inter alia to protect its sovereignty and territorial integrity and promote peace, security and stability within its borders and in its core 45

environment comprising the Horn of Africa and the Great Lakes Region. Diplomacy is the preferred tool in the protection of sovereignty and territorial integrity and pursuing peace and security.

This strategic issue will be addressed by two Strategic Objectives as explained below:

Strategic Objective 1: To Protect Kenya’s Sovereignty and Territorial Integrity

This objective aims at ensuring protection of Kenya’s sovereignty and territorial integrity and will employ one strategy as explained below:

Strategy Strategic Thrust 1. Strengthen collaboration with The strategy entails building strong partnerships with relevant MDAs and other relevant MDAs and other key stakeholders to protect stakeholders to safeguard Kenya’s territorial integrity and safeguard Kenya’s sovereignty. In sovereignty and territorial integrity addition, it will involve engagements at bilateral and multilateral levels to address actions that may amount to external interference with internal affairs of the country.

Strategic Objective 2: To promote national and international peace, security and stability

This objective aims at promoting national, regional and international peace, security and stability as a prerequisite for sustainable development.

The objective will entail two strategies as explained below:

Strategy Strategic Thrust 1. Enhance engagement in conflict This strategy is anchored on the Peace Diplomacy Pillar of prevention, resolution and peace Kenya’s foreign policy. It will focus on conflict building regionally and globally prevention, resolution, peace building, and post conflict reconstruction in collaboration with inter-governmental organizations and other stakeholders. 2. Promote national peace, security This strategy is premised on collaboration with relevant and stability MDAs to implement initiatives aimed at maintaining national peace, security and stability to buttress the country’s position as a critical player in the international arena.

Strategic Issue 2: Kenya’s Interests Globally

Countries across the globe have diverse interests abroad. Depending on the extent to which these interests are met, they shape and influence the direction of the country’s development agenda. The Ministry of Foreign Affairs recognizes that these interests are critical in the 46

country’s overall development and has identified objectives and strategies to pursue, secure and safeguard interests for social, economic and political prosperity of the country.

This strategic issue will be addressed by the Strategic Objective below:

Strategic Objective 3: To Strengthen Kenya’s Engagement and Diplomatic Representation globally This strategic objective aims at advancing and securing Kenya’s interests globally through five strategies explained below:

Strategy Strategic thrust 1. Strengthen Kenya’s foreign The strategy aims at strengthening Kenya’s engagement relations and diplomatic with international community and leveraging Kenya’s representation. engagement with international community, particularly Proposal 2: Effective and Expanded within Africa, Middle East and Asia. … This will entail Representation Abroad opening new missions in strategic locations and emerging economies, general consulates and undertaking multiple accreditations to enhance the work of Missions.

2. Promote international cooperation The strategy aims at ensuring a coordinated, participatory and a rule based multilateral approach at the UN, AU EAC and other multilateral system. forums. This will be to support and strengthen Kenya’s role in enhancing international co-operation and a stronger, rule based multilateral system. Preparations for international meetings will be predicated on thorough preparatory processes with clear objectives, and strategies so that the outcomes of such meetings are in line with Kenya’s Foreign Policy priorities. 3. Strengthen Kenya’s presence and This strategy aims at enhancing Kenya’s presence and influence in international influence in the international system through election or organizations appointment of the country and its citizens into key policy making organs of the United Nations, AU and other international organizations. 4. Enhance Kenya’s leadership role in This strategy seeks to enhance Kenya’s influence on critical environmental issues decisions and resolutions on global environmental issues through effective participation in major international environmental forums. The strategy further aims at continuously championing the strengthening of UNEP and UN Habitat in Nairobi and their activities.

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5. Strengthen regional technical The strategy seeks to assist the country reinforce her cooperation diplomatic footprint in the region through assistance to key high impact programmes. This will assist in the realization of shared prosperity that also promotes the country’s political, economic, peace and security interests. This will involve implementation of specific programs including, capacity building, trade promotion, peace building and conflict resolution and governance for East Africa Region Member States, IGAD Member States, Horn of Africa, COMESA and Great Lakes Region. 6. Support the realisation of Universal This strategy seeks to enhance Kenya’s influence on the Health Coverage in Kenya International health policy and decision-making, guidelines and standards development, health decisions and resolutions through effective participation in major global and international health forums for example the World Health Organisation (WHO), the United Nations Joint Programme on HIV/AIDS (UNAIDS), the Global Fund to Fight HIV, Malaria and Tuberculosis, the Global Alliance for Vaccines and Immunization (GAVI) and the Framework of Convention on Tobacco Control (FCTC). This is with the aim of equipping and contributing to the national health agenda of strengthening health care systems and realization of universal health coverage. The strategy further aims to promote and support efforts for resource mobilization to address local, regional and global health challenges.

Strategic Issue 3: Economic Cooperation, International Trade and Investment

Economic cooperation, trade and investment takes centre stage in the country’s efforts to attain the goals envisaged in the Vision 2030 which is geared towards improving the prosperity of Kenyans through achievement of an average Gross Domestic Product (GDP) growth rate of 10% per annum. The Ministry will endeavour to adopt strategies that will ensure the country maximises on her regional, continental and global competitiveness to increase trade and investment.

This strategic issue will be addressed by the strategic objective below:

Strategic Objective 4: To promote Economic Cooperation, International Trade and Investment This objective aims to advance Kenya’s economic interests through robust engagement at bilateral, regional and multilateral levels with a view to increase international trade and investments for sustained and stable economic development of Kenya.

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This strategic objective will be achieved through four strategies: Strategy Strategic Thrust 1. Strengthen bilateral, regional and This strategy seeks to promote and consolidate Kenya’s multilateral economic cooperation economic cooperation for the realisation of socio-economic development. This will entail enhancing engagement at the bilateral, regional and multilateral levels to pursue and protect Kenya’s economic interests

The Ministry will coordinate and participate in initiation, negotiation, conclusion of economic cooperation frameworks at bilateral, regional and multilateral levels with a view to improve the trade and investment environment. These include JCCs/JECs/JTCs/SSAs, trade and investment agreements, TFTA, CFTA, EPAs and WTO among others.

The Ministry will monitor and evaluate the implementation of the frameworks in order to assess the realization of the intended outcomes for Kenya’s socio-economic development. 2. Promote investments The strategy aims at increasing FDI inflows and expansion of Kenyan investments abroad. 3. Promote exports of Kenyan goods The Ministry will promote export of Kenyan goods and and services services in traditional, emerging and potential markets. The Ministry will collaborate with relevant MDAs in the implementation of the National Trade Policy and the development of a National Export Strategy with a view to increase exports by addressing issues of diversification of export products, overreliance on primary products and non- tariff barriers. 4. Promote Nairobi as a diplomatic The Ministry will redouble its efforts to build on the and economic hub and a premier foundation of the successful track-record of promoting destination for international Nairobi as a premier destination for hosting significant conferences and events international meetings/conferences through a structured and coordinated approach to conferencing, predicated on a thorough preparatory process with clear strategies, consistent with Kenya’s foreign policy priorities. The sheer size and high-profile nature of international meetings/conferences/events presents a great multiplier effect which yield significant dividends for the Kenyan economy.

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Strategic Issue 4: Diaspora Engagement and Consular services

The Kenyan Diaspora is an essential resource that needs to be leveraged on in order to harness their contribution in terms of skills, expertise and remittances for national development. The Kenya Constitution, 2010 recognizes the potential of the Diaspora and provides for dual citizenship and voting rights to enhance the Diaspora’s capacity in participating in national development. It also sets out the right for protection of Kenyans within and beyond the borders.

The Kenya Vision 2030 recognizes Diaspora contribution as a major enabler to the growth of our economy and as a critical factor in the achievement of our overarching vision of a globally competitive and prosperous Kenya by the year 2030. It is in recognition of this imperative that the development of a Diaspora Policy was identified as one of the Kenya Vision 2030 flagship projects. The Kenya Foreign Policy equally recognizes Kenyans in the Diaspora and spells out policies to harness this resource. This strategic plan sets out strategies to fully engage the Diaspora in national development, as well as strengthen the assistance and protection accorded to them.

This strategic issue will be addressed by the strategic objective below:

Strategic Objective 5: To enhance Diaspora engagement and consular services

This strategic objective aims to promote, utilize and enhance the contribution of the Kenyan Diaspora to national development and strengthen the assistance and protection to the Kenyans living abroad through the following two strategies: Strategies Strategic thrust 1. Enhance the engagement of The strategy seeks to strengthen the structures and Kenyans abroad in national processes of engagement with the Diaspora such as their development participation in democratic processes, organize investment fora, share information on opportunities, support processes to reduce high cost of remittances, and maintain a database of Kenyans living abroad and their skills. 2. Strengthen the assistance and This strategy seeks to enhance delivery of consular protection mechanisms of the services to Kenyans. The strategy will also seek to enhance Kenya Diaspora consular capacity both at the headquarters and missions to effectively deliver consular services

It will involve signing of Bilateral Labour Agreements, appointment of Honorary Consuls, assistance to Kenyans in distress and establishment of a Consular Fund for emergency situations among others.

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Strategic Issues 6: Public Diplomacy and Stakeholders Engagement

The Ministry recognises the critical role Public Diplomacy plays in communicating the country’s interests and position to stakeholders. In this regard, the Ministry will utilise public diplomacy to communicate and promote Kenya’s Foreign Policy objectives to all relevant stakeholders. The Ministry equally recognizes that to effectively deliver on its mandate in the ever-dynamic environment, identifying and analysing stakeholders’ expectations and interests is critical in laying the foundation for effective engagement with them. This analysis assists the Ministry to identify avenues to build partnership and foster collaboration for mutual benefit. It also allows the Ministry to better understand and address the needs and expectations of its stakeholders while at the same time allowing them to contribute positively to the success of the Ministry.

This strategic issue will be addressed by the strategic objective below:

Strategic Objective 6: To Enhance Public Diplomacy and Stakeholders Engagement

This strategic objective aims to improve stakeholder understanding and collaboration in delivering the Ministry’s mandate. This objective seeks to enhance the working relationship and engagement of stakeholders including Parliament, County Governments, the MDAs, Diplomatic Corps, the private sector, citizens among others. The objective also aims to utilise public diplomacy to communicate and influence on the country’s interests. This objective will further facilitate implementation of the Cultural Diplomacy pillar of the Kenya Foreign Policy to enhance the contribution of culture to socio-economic development, and to position Kenya as a cultural hub.

This strategic objective will be achieved through four strategies: Strategies Strategic Thrust 1. Strengthen public diplomacy The strategy seeks to enhance information flow to key Ministry stakeholders through clear channels of communication and engagement. it will focus on facilitating better understanding between the Ministry and its stakeholders for effective delivery of the Ministry’s mandate. 2. Strengthen stakeholder The strategy aims to promote partnerships and effective Engagement and Collaboration engagements with stakeholders, and further seeks to enhance working relationships to deliver the Ministry’s mandate. It will involve engaging Ministry’s stakeholders to build a collaborative mechanism with them to achieve better results for the Ministry.

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3. Promote e-diplomacy This strategy seeks to focus on developing and supporting innovative technology solutions that facilitate engagement and collaboration with Ministry's stakeholders. 4. promote and safeguard Kenya’s The strategy aims to promote and safeguard Kenya’s heritage, arts, sports and image Heritage and creative industries including film, visual arts, performing arts, music and sports. It also seeks to increase Kenya’s cultural and natural sites on UNESCO World Heritage sites and implement ratified cultural conventions.

Strategic Issue 6: Policy, Legal and Institutional Capacity

The overall policy direction of the Ministry is encapsulated in the foreign policy which is anchored on the Constitution of Kenya, the Kenya Vision 2030, executive orders, laws and regulations governing the civil service, political prudence as well as international conventions that Kenya is a party to. The Ministry will enhance its policy, legal and institutional capacity in order to effectively execute its mandate.

This strategic issue will be addressed by the strategic objective below:

Strategic Objective 7: To strengthen Policy, Legal and Institutional Capacity

The objective aims to strengthen the Ministry’s capacity to effective delivery on its mandate. It will involve developing necessary policies and legal frameworks, building requisite skills and competences and improving the work environment. This will be achieved through twelve strategies: Strategy Strategic Thrust 1. Strengthen Policy and Legal This strategy seeks to develop the policy and legal capacity Capacity of the Ministry for effective delivery of its mandate. This will involve finalization of various pending policies and bills as well as development of other necessary policy and legal frameworks. 2. Strengthen FSA to a centre of The strategy seeks to enhance the capacity of the Foreign excellence in training, research Service Academy to offer cutting edge training, research and consultancy and policy analysis. This will entail transforming the FSA in to an Semi-Autonomous Government agency, conducting foreign policy research and analysis and holding colloquiums among others.. 3. Promote Good Governance This Strategy aims to promote integrity, transparency, accountability, equity and fairness in line with the constitutional provisions and prevailing government regulations and policies. This will involve sensitization of Ministry staff on good governance, development of a Ministerial Risk Register, continuously updating complaints handling register and undertaking audits to determine and ensure compliance with statutory obligations. 52

4. Strengthen ICT Capacity The strategy seeks to enhance use of ICT as a key enabler of Infrastructure and Security service delivery to reduce turnaround time and costs for internal processes. It will involve upgrading and acquiring of new ICT technology and infrastructure as well as increasing connectivity with Kenya Missions. It will further entail training Ministry staff on basic ICT skills and enhancing security for ICT infrastructure and information. 5. Enhance Asset Management This strategy seeks to improve work environment and enhance efficiency in service delivery. This will entail developing an asset management plan to guide acquisition, construction, modernization, maintenance and repairs of Ministry assets. 6. Strengthen Human Resource The strategy seeks to develop a professional foreign service Management and Capacity to strengthen Human Resource Management and capacity Development development through Human Resource Planning, training and talent management. Emphasis will be given to language training, skills inventory and employee motivation, Staff Performance Appraisal System and management of rewards and sanctions. Additionally, the Ministry will ensure equity and fairness in recruitment, promotion and deployment as well as review the Foreign Service Scheme of Service. 7. Enhance staff wellness This strategy aims at promoting a healthy work force and wellness of staff. It will entail operationalization of staff welfare association, institutionalise employee assistance programmes and sensitizing staff on cross cutting issues such as alcohol, drugs and substance abuse and HIV/AIDS.

8. Enhance Involvement of The strategy seeks to safeguard the interests of vulnerable Vulnerable Groups into Ministry groups. This will entail mainstreaming of gender, youth and Programmes Persons with Disabilities into Ministry’s programmes as well as implement empowerment programmes. 9. Strengthen Result Based This strategy aims at ensuring achievement of the Ministry’s Management vision, mission and strategic objectives, whilst instilling a culture of continuous performance improvement and management for results. This will be achieved through implementation of rewards and sanctions to performance, improved work planning and its alignment to budgeting, strategic planning, clear task allocations, clear service charters and establishment of the performance management committee, 10. Strengthen Public Financial This strategy aims to enhance proper planning, budgeting, Management transparency and accountability in public finance management. This will be achieved by implementation of Programme based budgeting, expenditure controls, timely financial reporting, ensuring proper internal controls, sensitization of applicable laws and regulations

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11. Strengthen Records Management This strategy aims at enhancing records management to offer efficient services in the Ministry. This will be achieved through the digitization of all records in the Ministry through Operationalization of the Electronic Document Management System (EDMS). This strategy further aims to sensitize and train Ministry staff on records management, appraise records and dispose valueless records at the Ministry headquarters and missions in line with the laid down laws and regulations

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CHAPTER 5: COORDINATION FRAMEWORK AND INSTITUTIONAL CAPACITY

5.1 Introduction

The successful implementation of this Strategic Plan hinges on three distinct but closely related factors. First, is the human resource capacity of the Ministry, secondly, the coordination framework which provides effective and efficient reporting and feedback channels, and lastly, the financial resources. The combination of the above factors coupled with the full involvement, effort, commitment and leadership from the Ministry staff and all the stakeholders, will be critical in the realization of the aspirations of this strategic plan.

It is imperative that the mobilisation and utilization of these resources is geared towards the achievement of the objectives spelt out in the plan. Therefore, Political goodwill and management support will be critical in actualising some of the activities outlined in this plan particularly those relating to expansion of diplomatic presence across the globe.

This chapter addresses challenges and concerns relating to the structural issues, capacity building gaps and resource requirements likely to impact the effective implementation of this strategic plan.

In addition to the strategies identified in chapter four under the strategic model, the Ministry will focus on the following for successful implementation of this plan:

5.1.1 Continuous Human Resource Development

The Ministry will endeavour to develop the competencies and skills necessary for the delivery of quality services. An elaborate plan for capacity development will be developed and implemented to build this capacity within the Ministry.

5.1.2 Capacity Assessment

The Ministry will continuously undertake capacity assessment to determine optimal capacity levels to implement the strategic plan. Capacity gaps in terms of numbers, training and skills have been identified across all cadres. This strategic plan has proposed strategies to address these gaps and strengthen the skills of the employees through identification and documentation of training needs and development of data base to inform training programmes. Other activities include induction programmes, multi-skilling, targeted training for each level of staff, language proficiency training, collaboration with research and training institutions, and a programmatic review of the Foreign Service Academy.

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5.1.3 Staff motivation and work environment

The ministry is cognizant of the fact that many factors contribute towards motivation and morale of employees. Efficient and effective service delivery requires not only qualified and well-motivated employees but also a working environment that stimulates productivity. During the plan period, the Ministry will review the Foreign Service Regulations and also develop and implement employee recognition and reward scheme for the best performing staff both at the Ministry headquarters and in its missions abroad. This will be administered through the performance contract and performance appraisal system frameworks.

The Ministry will further improve working conditions by, among other things, optimal utilization of the current office space; construction of an ultra-modern building to house the Ministry headquarters, providing adequate office space and residential housing for the Kenya diplomatic mission staff, provision of office equipment and furniture and reducing administrative procedures through adoption of contemporary management practices.

5.1.4 Financial Challenges

Financial constraints across the entire government remain a major impediment to successful implementation of government programmes and projects. Under this strategic plan we envisage a similar challenge where resource requirements for this Strategic Plan falls short of the resource allocation to the Ministry by the National Treasury. To address this, the Ministry will continue to exercise prudent financial management and implement the austerity measures to cut down on wastages. The Ministry will also engage the National Treasury to enhance the budgetary ceilings, improve collection of A-in-A revenues from rental income of properties abroad and consular services, and engage development partners to supplement these efforts to bridge this gap.

5.1.5 Ministry’s Linkage to County Governments

The Constitution of Kenya 2010 created two levels of government namely; the National and County Governments. Though the functions of the Ministry of Foreign Affairs fall under the National Government, this Ministry will work in close collaboration with County Governments. The Ministry established the Liaison, Parliamentary and County Affairs Division as a link between the Ministry and County Governments and Parliament. The County Governments and Parliament also require protocol services and trade facilitation among other services to effectively engage with the outside world as well as drum up support for the country’s foreign policy priorities. This Ministry will therefore continue to review the established framework of engagement to promote partnership and collaboration with County Governments.

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5.2 Current Organizational Structure

The current Ministry structure comprises 18 technical directorates and divisions, 16 General Administration and Support Services divisions and units, and 56 Missions spread across the globe.

The Technical Services in the Ministry consist of:- Political and Diplomatic Affairs; Directorate of Protocol; Directorate of UN & Multilateral Affairs; Foreign Service Academy (FSA); Directorate of Africa & AU; Directorate of Americas; Directorate of Asia & Australasia; Directorate of Middle East Affairs; Directorate of Diaspora & Consular Services; Economic & Commercial Diplomacy; Legal & Host Country Affairs Division; Directorate of Europe & Commonwealth; EAC Affairs; Peace and Security Division; Office of the Registrar of Treaties; Events and Conferences Division; Liaison, Parliamentary & County Affairs, and Office of the Great Lakes Region.

The General Administration and Support Services comprise of: Administration Directorate; Finance Division; Human Resource Management & Development; Central Planning & Project Monitoring Division; Asset Management Unit; ICT Unit; Transport Unit; Accounts Unit; Records Management Unit; Office Services Unit; Communications Unit; Welfare & ACU; Supply Chain Management Unit; Telephone Services Unit; Public Affairs & Communications Division; and Internal Audit.

The Ministry also manages and supervises 56 diplomatic Missions spread across the five continents as follows: 20 in Africa, 14 in Europe, eight (8) in the Middle East, eight (8) in Asia and Australasia, and six (6) in the Americas. Some of the missions have multiple accreditations for neighbouring countries.

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Figure 5.2.1: Current Organizational Structure

Cabinet Secretary

Principal Secretary

Economic & Political & Administration Office of the Foreign Protocol Directorate International Trade Diplomatic Affairs Directorate Chef de Cabinet Service Directorate Directorate Academy Central Planning & Regional Trade Diaspora & Public Affairs & Project Monitoring and Investments Consular Services Comm. State Protocol Africa and AU

Middle East Supply Chain Mgt Services Legal & Host Internal Privileges and Multilateral Countries Services Immunities Audit Trade & ITO Asset Management Africa Immigration Economic Affairs Services Human Resource Europe & Mgt./Development Commonwealth Diplomatic Bilateral Trade & Security Investments Finance Asia, Australasia & Pacific Islands Accounts

Americas ICT

UN &Multilateral 58 Affairs

Liaison, Parliamentary & County Affairs

5.3 New Organisational Structure

The new structure seeks a pragmatic approach that establishes operational relations within the hierarchy for the optimization of the human resource skills and competencies. The new organogram appreciates the detailed functions of the Ministry for each Directorate/Division/Section/Unit. Notwithstanding the unique mandate of the Ministry, the new structure also takes into consideration the ongoing reforms of the public sector in line with the re-organization of government Ministries and Departments.

The restructured Ministry of Foreign Affairs has been re-organized into three (3) Directorates namely: Protocol; International Conferences and Events; and Foreign Service Administration. The Foreign Service Academy will be transformed into a Semi-Autonomous Agency. The structure also retains the Office of the Chef de Cabinet charged with the management of both the offices of the Cabinet Secretary, Chief Administrative Secretary and the Principal Secretary.

The new structure will facilitate the allocation of functions to the bearers of the respective offices in tandem with the government’s performance management policy.

5.3.1 Office of the Political and Diplomatic Secretary

The management of Kenya’s Foreign Policy and the implementation of national positions in pursuit of national interests in bilateral, regional and global affairs is a primary function of the Ministry. The Directorate will be headed by a Secretary of Political and Diplomatic Affairs and will be responsible for providing foreign policy advice.

The specific functions of the Political and Diplomatic Secretary are:- Formulation, implementation and review of the Kenya’s Foreign Policy; provision of technical advice on foreign policy matters; management of bilateral relations, management of multilateral relations and cooperation; promotion of Kenya’s cooperation with international and regional organizations; management of joint commissions with other countries; official communications between the Government of Kenya and foreign Governments, missions and organizations; articulation of Kenya’s position on foreign and global issues; formulation, implementation and review of the Kenya Diaspora Policy, management of the affairs of Kenyans living abroad; promotion of employment of Kenyans abroad; coordination and management of Kenyan labour migration; coordination of regional conflict prevention, resolution and peace initiatives; lobbying for Kenya’s candidature in the international governance system; promotion of Nairobi as a hub for multilateral system; management of the Fund for Regional Technical Cooperation; preparation of political reports, policy analysis & research on issues of interests to Kenya’s Foreign Policy; and Diaspora and consular services for Kenyans abroad.

The Office oversees the following 16 Departments: 59

5.3.1.1 Africa & AU Department Kenya’s Foreign Policy identifies Africa as its primary focus. Strengthening Kenya’s bilateral relations with African countries and engagement with African regional organizations is therefore imperative. In order to realize Kenya’s strategic objectives in Africa, the Ministry recognizes the need to prioritize engagement with the African countries and organizations. This would entail allocation of adequate human resources to the Division and Kenya diplomatic Missions within Africa.

The Functions of the Department are: coordination of bilateral relations with African countries including joint border commissions and joint commissions for co-operation; co-ordination of African Union affairs; co-ordination of regional peace and security matters; analysis of emerging issues within Africa and their impact on Kenya’s Foreign Policy; coordination of political aspects of regional economic organizations; preparation of political briefs, reports and statements; co-ordination of candidatures within the AU, COMESA, EAC, SADC and coordination of bilateral activities of the Kenya diplomatic missions within the African countries.

5.3.1.2 Americas Department Kenya is committed to maintain the valuable traditional relations with countries of the Americas. In addition, the emergence of several countries in this region calls for increased attention on the Americas. The Latin and South America countries have great economic achievements, experiences and challenges which Kenya could learn from and craft carefully considered strategies to insulate the advancements attained in its development process from facing similar challenges as the country seeks to achieve the Big four and industrialise by 2030.

The functions of the Division are: promotion of bilateral relations with countries within the Americas region, including implementation of Joint Commissions for Co-operation; coordination of Kenya’s engagement with regional organizations in the Americas; analysis of emerging issues within the Americas and their impact on Kenya’s Foreign Policy; co- ordination of the political aspects of the partnership between Africa and countries of the Americas; preparing political briefs, reports and statements and coordination of the activities of Kenya Diplomatic Missions within the Americas.

5.3.1.3 Asia, Australasia & Pacific Islands Department Kenya has long established relations with Asian countries which continue to be strengthened in tandem with Kenya’s quest to seek additional resources, investments and technology transfer to support its national development agenda and increased market access to its products. The functions of the Division are: promotion of bilateral relations between Kenya and countries within Asia and Australasia, including implementation of joint commissions for co-operation; analysis of emerging issues within Asia and Australasia and their impact on Kenya’s foreign policy; coordination of Kenya’s participation in multilateral engagement with Asia and Australasia countries including ASEAN; Co-ordination of the activities of Kenya missions 60

within Asia and Australasia; and co-ordination of the political aspects of Africa strategic partnerships with China, India, Korea and Japan and preparing political briefs, reports and statements.

5.3.1.4 Cultural Diplomacy Unit Cultural Diplomacy aims to use culture as a vital tool in international relations especially through the use of cultural heritage and endowments as the pedestals of our foreign engagement. Cultural Diplomacy is uniquely able to reach out to people of all walks of life with a reduced language barrier. It will enable the Ministry to: reach a broad and diverse audience who cannot be accessed through traditional modes of diplomacy; provide a positive agenda for cooperation; create a neutral platform for face to face interaction; and provide awareness of cultural richness of our nation and generate interest in Kenya’s cultural heritage.

The functions of the Unit are: enhance respect and recognition of cultural diversity and heritage; promote cultural exchanges and partnerships; promote global intercultural dialogue; participate and represent the country in International conferences/ conventions where cultural issues are being discussed; promote sports and art diplomacy by recognizing the role of Kenyan artists, athletes and other sportsmen and women; and Promote the recognition of Kiswahili as a continental and global language.

5.3.1.5 Diaspora and Consular Services Department The functions of the departments are: implementation and review of the Kenya Diaspora Policy; provision of consular services; promotion of employment of Kenyans abroad; facilitate the signing and implementation of Bilateral Labour Agreements with Kenyan workers destination countries; establishing linkages and networks with Kenyans in the Diaspora to assist in marketing of Kenya’s products to promote international trade; co-ordinating appointment of Honorary Consuls; and co-ordination of regional conflict prevention, resolution and peace initiatives.

5.3.1.6 East African Community Affairs Department The EAC is an important foreign policy vehicle and a major trading and investment bloc for Kenya. Guided by the Treaty for the Establishment of the East African Community, Kenya continues to strengthen ties with EAC Countries through the implementation of provisions of all common instruments. The EAC Affairs Division is therefore mandated to develop and articulate policies, programmes and projects geared towards advancing Kenya’s interests vis - à-vis deepening of the integration process in the EAC.

The Division’s functions are directed at safeguarding national interests through promotion of regional trade, peace and stability and include inter alia: Participation in the EAC Heads of State Summits and EAC Sectoral Councils; contribute in policy formulation in the EAC, participation in national dialogues and roundtable meetings; finalization of EAC protocols and facilitation of depository of instruments with the EAC Secretary General.

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5.3.1.7 Economic Affairs and Commercial Diplomacy Department The mandate of the directorate includes the following: undertaking research and policy analysis focusing on promotion of economic diplomacy; seeking external development support including financial, technical assistance, and capacity building in collaboration with the National Treasury and other relevant Government institutions; coordinate bilateral and multilateral development cooperation frameworks such as TICAD, FOCAC among others; coordinating Kenya’s participation in economic, financial and sustainable development process at national, regional and global levels; protecting and promoting Kenya’s socio-economic and environmental interests at the global level in liaison with relevant MDA’s; maintaining inventory of and promoting implementation of all economic and technical agreements; analysing global trends and emerging socio-economic issues and provide policy briefs; and monitoring and evaluating economic policies and collaborations with development partners.

5.3.1.8 Europe and Commonwealth Department Strategic partnership with European countries, both at the bilateral and multilateral level, contributes to the realization of Kenya’s strategic national development goals. The Ministry therefore will seek to strengthen bilateral ties with the European countries and increase Kenya’s engagement within the context of Africa-Europe partnership. The functions of the Department are: Promotion of bilateral relations with countries within Europe, including implementation of framework agreements for co-operation; coordination of Kenya’s engagement with the Commonwealth and European Union; analysis of emerging issues within Europe and their impact on Kenya’s Foreign Policy; co-ordination of the political aspects of Africa-European Union and Africa-Turkey partnerships; co-ordination of the activities of Kenya diplomatic missions within Europe and preparing political briefs and reports and statements.

5.3.1.9 Legal and Host Country Affairs Department The functions of the department are: provide legal advice on matters pertaining to Kenya’s Foreign Policy and international relations; preparation and coordination of Kenya’s position on international law issues; coordination with the Attorney General on implementation of Kenya’s commitment under international law; preparation and vetting of Instruments of Ratification, Accession, Full Powers and Notifications; preparation of Letters of Commission and Exequatur for Honorary consuls; participate in bilateral and multilateral negotiations; drafting and negotiation of multilateral treaties, bilateral agreements, MOUs and other lega l instruments; and authentication/legalization of Kenyan legal documents intended for use abroad.

5.3.1.10 Middle East Department The new foreign policy orientation has given emphasis on Kenya’s economic interests in its diplomatic engagement. Under the economic pillar of the Kenya’s Foreign Policy the Ministry seeks to boost ties with the countries in the Middle East particularly in the areas of increased trade, foreign direct investments and employment of Kenyans abroad. This calls for effective management of relations with the countries in this region. The functions of the department are: 62

promotion of bilateral relations with countries within the Middle East, including implementation of Joint Commissions for Co-operation; coordination of Kenya’s engagement with the Arab League, Gulf Co-operation Council, Afro-Arab Co-operation and Organization of Islamic Conference matters; analysis of emerging issues within the Middle East and their impact on Kenya’s Foreign Policy; preparing political briefs, reports and statements; and coordination of the activities of Kenya diplomatic missions within the Middle East Countries.

5.3.1.11 Office of Registrar of Treaties The Office of Registrar of treaties will undertake the following functions: maintain a website of the treaties to which Kenya is a signatory; keep copies of the published reports of proceedings of the negotiations that led to the adoption of the treaties ratified by Kenya; facilitate public access to treaties which Kenya has ratified; maintain a record of the treaties to which Kenya is a signatory; proposed for ratification and reports to treaty bodies; monitor the implementation of the treaties ratified by Kenya; inform lead State divisions to observe and uphold the obligations; and advise any citizen of Kenya on the rights and obligations of Kenya under a treaty.

5.3.1.12 Office of the Great Lakes Region The Directorate’s main mandate is to contribute to regional stability, peace and security, humanitarian issues and conflict resolution and mitigation in the Great Lakes Region. This is achieved through coordinating the implementation of the ICGLR pact, protocols, programmes and activities at the national level and coordinating Kenya’s participation in the Peace, Security and Cooperation (PSC) Framework for the DRC and the Great lakes region.

5.3.1.13 Liaison, Parliamentary and County Affairs Department The Division’s key mandate is to provide a “one-stop-link” for the coordination and facilitation of engagements for Parliament and County government in a seamless and fashioned manner. In so doing, the Division intensively interact with the leadership and Members of both the National Assembly and Senate, Council of Governors (COG), County Assembly Forum (CAF), both the executive and Assemblies of the County Governments, Ministries of Interior and Devolution and Diplomatic Corps. Further, the Division coordinates activities under the Technical Fund.

5.3.1.14 Peace and Security Department The Peace and Security Directorate is mandated to implement the following: Engage in Conflict Resolution and Peace Building initiatives to enhance peace and security in the region; Support International and Regional mechanisms aimed at advancing stability, state building; national reconciliation and post-conflict reconstruction in the region; and Participate effectively in tackling emerging threats to peace and security.

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5.3.1.15 United Nations and Multilateral Affairs Division Kenya remains an active member of the United Nations and its global governance system. Furthermore, Kenya has a strategic role in Africa’s quest for reform of the UN and its agencies to better serve the interests of the member states. Kenya is also committed to the pursuit of sustainable development and management of climate change. These are core components of Kenya’s Foreign Policy agenda at the multilateral level.

The functions of the Division are: coordination of Kenya’s multilateral engagement in the United Nations, its agencies, affiliated organizations and other multilateral organizations; co- ordination of Kenya’s position for and participation in meetings of the United Nations, its agencies and affiliated organizations, as well as other multilateral institutions; co-ordination of Kenya’s candidatures and its position on elections in the United Nations’ agencies, affiliated organizations and other multilateral organizations; co-ordination of the activities of the UN Host Country Liaison Committee; coordination of multilateral engagement with Kenya missions to the UN in New York, Geneva, Vienna and Nairobi; encouraging for candidatures of Kenyans for positions in policy making organs of inter-governmental organizations; promotion of employment of Kenyans in international organizations; preparation of briefs, reports and statements; and facilitation of attachments/internships programmes for Foreign Service officers in international organizations.

5.3.1.16 Public Affairs and Communications Division The mandate of Public Affairs and Communication (PAC) Division is to enhance internal and external communication by expanding communication channels to enhance and maintain positive image of the Ministry and the larger Government; Strengthen communication capacity through: Ensuring effective and efficient communication channels between internal and external publics; planning and overseeing ministries information education communication (IEC) materials; and disseminate information on Foreign Policy.

It is also within the Public Affairs purview to increase the Ministry’s Visibility, Strengthen Media Partnership and Relations, Enhance Public Diplomacy, promote Diaspora and Stakeholder Engagement and overall to Strengthen Information Management.

5.3.2 Protocol Directorate

The functional mandate of the Protocol Directorate is: Implementation of the Policy on the management of Diplomatic immunities and privileges; provision of protocol services to foreign missions, regional and international organizations; coordination of state and official visits; provision of consular services for foreign nationals in Kenya; management of diplomatic passports; processing of letters of credence/letters of recall for Kenya’s diplomatic representatives; coordination of appointments for foreign missions, regional and international organizations; management of diplomatic precedence; facilitation on issuance of airport passes to diplomatic missions; facilitation on security clearance of civil, diplomatic and military 64

aircrafts and vessels; facilitation on the installation of communications systems by diplomatic/ consular missions and international organizations; coordination of presentation of credentials by Ambassadors/ High Commissioners accredited to Kenya; coordination of honorary consuls for foreign countries in Kenya; preparation of credentials for Kenya’s delegations attending meetings abroad and coordination on immigration services to government departments/agencies and Kenyans abroad.

The Directorate will comprise of the following four (4) Units:

5.3.2.1 State Protocol Unit The functions of the unit are: preparation of credentials for Kenya’s delegations attending meetings abroad; coordination of appointments for foreign missions, regional and international organizations; coordination of presentation of credentials by Ambassadors/High Commissioners accredited to Kenya; provision of protocol services to foreign missions, regional and international organizations; processing of letters of credence/letters of recall for Kenya’s diplomatic representatives; coordination of honorary consuls for foreign countries in Kenya; and coordination of state and official visits.

5.3.2.2 Privileges and Immunities Unit The functions of the unit are: management of disputes/complaints between Kenyans employed by diplomatic missions and organizations based in Kenya enjoying privileges and immunities; processing of authority for acquisition of assets for diplomatic missions and organizations; management of claims for tax and duty refunds for diplomatic staff, missions and organizations and management of the protocol registry and documentations.

5.3.2.3 Immigration Services Unit The functions of the unit are: coordination of immigration services to government departments/agencies and Kenyans abroad; provision of consular services for foreign nationals in Kenya and management of diplomatic passports.

5.3.2.4 Diplomatic Security Unit The functions of the unit are: facilitate issuance of airport passes to diplomatic missions; facilitate security clearance of civil; diplomatic and military aircrafts and vessels; and facilitate the installation of communications systems by diplomatic/consular missions and international organizations.

5.3.3 Directorate of International Conferences and Events

The mandate of the Directorate of International Conferences and Events is to promote and coordinate the hosting of major international conferences and events by the Government of Kenya. The functions include: Coordinate the identification and recommendation of potential conferences/events to be hosted by the Government of Kenya, Coordinate lobbying activities for hosting of these conferences/events in Kenya, Coordinate all conference planning related

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organizational activities and servicing, including forecasting a calendar of conferences in collaboration with relevant Authorities and Government Ministries, Departments and Agencies (MDAs) as well as Private Sector, Provide advisory services to the Government on hosting conferences, including budgeting and customizing requirements, in coordination with relevant Authorities and Government Ministries, Departments and Agencies (MDAs) as well as Private Sector, Coordinate invitations, registration and accreditation of participants, Liaise with Foreign Governments/International Organisations, Coordinate logistics and management of conference services and administrative arrangements for hosting of International Conferences in Kenya, in liaison with relevant Authorities, Government Agencies and service providers, Serve as core Government agency for hosting international conferences in Kenya, Review and evaluate work done during the conference using appropriate monitoring and evaluation tools, Develop and monitor implementation of policies and guidelines on conference management, Coordinate and Monitor implementation of conference resolutions/recommendations in collaboration with relevant MDAs, Coordination mobilization of resources within the corporate sector and development partners facilitate hosting of conferences/meetings, Any other duties and responsibilities incidental thereto.

The Directorate will comprise of the following four Divisions:

5.3.3.1 Administration and Logistics Division The functions of the Division are: Provide advisory services to the Government on hosting conferences, including budgeting and customizing requirements, in coordination with relevant Authorities and Government Agencies; Recommend the best use of conference resources, facilities and services; Oversee the development and implementation of policy and strategy for resource mobilization (financial, human and material resources); Oversee resource planning and management; Coordinate logistics and management of administrative arrangements for hosting of International Conferences/events in Kenya, in liaison with relevant Authorities, Government Agencies and service providers. Sections under this Division include: Budgeting and finance; Resource Mobilization; Transport and Logistics; Hospitality and accommodation; and ICT

5.3.3.2 Conference Planning and Coordination Division The functions of the Division are: Develop and implement a strategy to identify, bid and lobby to host major international conferences and events in Kenya; Develop guidelines for planning, management and provision of services for international conferences/events; Coordinate conference planning and organization activities, including forecasting a calendar of conferences in collaboration with relevant Authorities and Government Agencies; Facilitate Cabinet Decisions on hosting international conferences/events in Kenya; Coordinate bidding and lobbying activities for hosting of these conferences/events; Coordinate preparation of documentation for Kenya’s participation. Sections under this Division include: Conference planning; Registration and accreditation; Meetings management; Inter-Agency coordination; Strategic communication and publicity; and, Monitoring and evaluation.

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5.3.3.3 Conference Services Division The functions of the Division are: Facilitate provision and oversee management of conference services, the key components which entail simultaneous interpretation, translation, documentation and related services; Advise on the suitability of the venue and conference- servicing requirements for the event; Ensure high-quality conference services through the most efficient utilization of existing permanent resources and technological tools; Coordinate implementation of the conference-servicing policy on the basis of existing legislative authorities and mandates; Facilitate document reproduction and distribution; Coordinate venue/meeting room support (conference officers, meeting room attendants, documents distribution assistants); Plan and coordinate the provision of all facilities and services in the meeting/conference rooms. The Sections under this Division are: Conference Services; Interpretation and Translation Services; and, Documentation.

5.3.3.4 International Events Division The functions of the Division are: Coordinate the hosting of International Expos and Trade fairs, Sports and Cultural events in Kenya led by the Government of Kenya; Plan for these events on the sidelines of major international meetings/conferences; Provide advisory services to the Government with regard to the requirements of hosting such events; Facilitate preparation and coordination of tourism packages; Oversee identification of competent service providers, including consultants and event managers; Coordinate event management training; Liaise with relevant Divisions for provision of logistics, publicity, hospitality and administrative services. Sections under this Division are: Exhibition, cultural events and sports.

5.3.4 Foreign Service Administration Directorate

The Directorate of Administration will exercise administrative and financial management oversight in the operations of both the Ministry and the Kenya diplomatic missions. The main functions of the directorate will be coordination of cross cutting functions. The functions are: coordination of the activities of administrative, finance and other support divisions; coordination of financial, budgetary and internal audit matters; coordinate the Ministry’s project and program planning, monitoring and evaluation framework; provision of oversight in procurement matters, including office accommodation, equipment, furniture and stationery; coordination of the provision of information and communication technology services; coordination of asset management matters; coordination of staff welfare matters; coordination of security of the Ministry, its properties and assets; coordination of travel clearance; provision of general office services including security, stores, cleaning and transport management; co-ordination of registry services; coordination of integrity, gender, HIV/AIDS and youth programs; coordination of inspection of missions; and chairing functional administrative and financial committees.

The Directorate will comprise of the following 13 Divisions and Units:

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5.3.4.1 Central Planning and Project Monitoring Department The functions of the Division are: monitoring the implementation of the Kenya Vision 2030 and the Medium Term Plan by the Ministry; development and implementation of a monitoring and evaluation system for development projects; formulation of an assessment framework to examine the performance of each mission; establishment of a statistical data bank on pertinent policy matters regarding the Ministry; coordinating the Ministerial Public Expenditure Review (MPER) process and Medium Term Expenditure Framework (MTEF) processes and monitoring implementation; coordinating the development, review and implementation of Ministry’s performance contract and strategic Plan and coordination of Gender and Youth Affairs programs.

5.3.4.2 Youth and Gender Mainstreaming Unit **Proposal by Youth Officer

5.3.4.3 Accounts Division The functions of the division are: advise the Accounting Officer on all accounting matters; provision of accounting services at headquarters and in Kenya diplomatic missions abroad; development and management of internal accounting control systems, including issue of accounting instructions in liaison with Accountant General; preparation of annual accounts; collection of Appropriations-in-Aid and ensuring compliance with Government financial policies, regulations and other instructions.

5.3.4.4 Finance Division The functions of the division are: preparation of the budget; preparation of Authority to Incur Expenditure (AIEs); ensuring effective implementation and utilization of budgetary funds; coordinating and preparing responses to audit queries from the Controller and Auditor General; ensuring financial compliance on all financial transactions through issuance of circulars, orders and guidelines in conformity with the National Treasury directives and Government Financial Regulations; and advising the Accounting Officer on financial matters.

5.3.4.5 Supply Chain Management Division The functions of the division are: responsible for the procurement of goods and services for the Ministry; interpretation, implementation and enforcement of the government procurement regulations, systems and procedures in conformity with the Public Procurement and Asset Disposal Act 2015; inventory and stock control, including stock taking and supplies management inspections; preparation and consolidation of Ministerial Annual Procurement Plans; and coordinating the establishment of Boards of Survey and disposal of surplus and unserviceable stores.

5.3.4.6 Human Resource Management and Development Division The functions of the division are: Management of Ministry’s human resource management; liaison with Ministry of Devolution and Planning and the Public Service Commission on HRM issues; management of payroll and HRM records through IPPD system; coordination and implementation of performance appraisal system; coordination of declarations of income, 68

assets and liabilities by officers; interpretation and implementation of human resource policies and regulations, labor laws and other statutes on human resource matters; deployment of staff; AIE holder for all personal emoluments, gratuities, house allowances and other related allowances; promotion of national values and anti-corruption practices; management of staff welfare; guidance and counselling; and control of HIV/AIDs; implementation of the Public Service Training Policy; and updating staff skills inventory of the Ministry.

5.3.4.7 Assets Management Division The functions of the division are: formulation of policies and strategies for acquisition, lease, maintenance and disposal of properties and assets at headquarters and in Kenya diplomatic missions abroad; establishment and management of a comprehensive database on all properties and assets at headquarters and in missions; mobilisation of all original documents of title to property held by missions for safe custody at Ministry headquarters; ensure optimal use of assets and properties, including renting out excess space at Kenya diplomatic missions abroad; coordination of the planning, contracting and construction of property development projects; provision of advice to missions on matters relating to leasing (new leases, lease renewal, rents etc.), provide guidance on management, maintenance, repairs and alterations, and disposal of properties; evaluation and registration of all properties and assets in missions abroad and ensure regular updating; and review annual returns and ensure compliance with requirements for the management and utilization of all assets.

5.3.4.8 Information and Communication Technology Division The functions of the division are: responsible for the implementation of the Ministry’s ICT strategy; management of the Ministry’s information and communication infrastructure; provision of technical support services; designing, implementing and maintenance of secure ICT systems for the Ministry; provision of secure telecommunications to the Ministry; advise the Ministry’s management on current ICT options and solutions; regularly up-date the Ministry’s website; maintain and update the inventory on ICT equipment; facilitate the proper maintenance and support of all ICT equipment and facilitate basic training for staff on the use and handling of ICT equipment.

5.3.4.9 Telephone Services Unit Ensuring timely receipt and connection of telephone calls; coordinating maintenance of telephone lines and extensions; coordinating service of the Private Automatic Branch Exchange {PABX}; scrutinizing and initiating payments of Telephone bills; preparation and provision of Internal and Postal Directory; advising the Ministry on Telephone matters and provision of Telephone facilities as need arises.

5.3.4.10 Wellness and ACU Unit The Mandate of the unit is to promote the wellness of staff for their well-being. The functions of the division are: to promote mainstreaming of HIV/AIDS prevention in the workplace; to promote Disability mainstreaming in the ministry; to promote a Foreign Service free from

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Drugs and Substance Abuse; to promote Gender mainstreaming in the Ministry and promote welfare of staff

5.3.4.11 Records Management Unit The Mandate of the division is to ensure efficient and effective management of the Ministry’s both manual and digital records from creation, maintenance, use and disposal through a continuum of care. The functions of the division are: to ensure accountability and compliance by creators and users of records; have reliable, authentic, integrity and usable records to support the Ministry’s business; to deploy new technology in the management of records; develop a suitable File Index and Classification Scheme; to create appropriate records’ storage facilities and conditions to ensure records security and accessibility; to identify and protect records of enduring value for preservation and transfer records of enduring value to Kenya National Archives and Documentation Service.

5.3.4.12 Transport Management Unit The function of the unit is to enhance the Ministry’s operational efficiency through provision of efficient and effective transport services.

5.3.4.13 Communication Services Unit The functions of the unit are: timely production of the Division’s annual work plan, based on the Kenya Foreign Policy and Ministry’s Strategic Plan; develop a comprehensive Division’s Performance Contract in line with the Ministry’s Performance Contract; implement the Division’s Service Delivery Charter; ensure accountability and integrity in the Division’s operations; ensure achievement of agreed targets; ensure that public services are delivered in accordance with the Constitution; ensure improvement of service delivery in the Division’s and ensure that officers demonstrate professionalism, transparency and accountability in performing their duties and that they show courtesy, integrity and neutrality in dealing with its clientele.

5.3.5 Office of the Chef De Cabinet The office of the Chef de Cabinet is charged with the management of both the offices of the Cabinet Secretary and the Principal Secretary.

The specific functions of the office are: management of the Cabinet Secretary, Chief Administrative Secretary and Principal Secretary diaries and correspondences and ensuring that programs are appropriately prioritized and attended to; management of policy documents such as speeches, statements briefs, talking points and statements; coordination of local and foreign official engagements and logistics, documentation and participation; management of Cabinet Secretary and Principal Secretary engagements with the diplomatic community and United Nations accredited in Nairobi; facilitation of engagements with the media; and

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facilitation of engagement with Parliamentary Committees/ County Governments, the private sector and other stakeholders.

5.3.6 Foreign Service Academy The Foreign Service Academy was established to provide specialized training programes for the Foreign Service personnel in order to equip them with a wide variety of skills and knowledge that would ensure effective representation and articulation of Kenya’s Foreign policy, undertake strategic studies and research on foreign policy issues and to serve as a think tank on foreign policy.

The functions of the Foreign Service Academy are: training foreign service personnel for effective representation and articulation of Kenya’s Foreign Policy; provision of focused studies and reaction analysis on current and emerging national security and foreign policy concerns; classification and un-classification of deliberations and briefings to inform Kenya’s Foreign Policy; organization of outreach programmes for public diplomacy; organization of major conferences and seminars on Kenya’s Foreign Policy; and creation and conducting of simulation exercises to foreign officials on conduct at forums on diplomatic engagements. The institute will also train diplomats from Eastern African Region and beyond to extend and promote the influence of Kenya and project its image and prestige.

5.3.7 Internal Audit Division The functions of the division are: Review and evaluation of budgetary performance, financial management, transparency and accountability mechanisms and processes within the Ministry; Contribute to the improvement and give reasonable assurance through the Audit Committee on the state of risk management, internal controls and governance processes within the Ministry; and review the effectiveness of the financial and non-financial performance management of the Ministry.

5.3.8 Kenya Diplomatic Missions The Ministry also manages and supervises Kenya’s 56 diplomatic Missions spread across the five continents as follows:

Africa: Addis Ababa-Ethiopia, Abuja-Nigeria, Algiers-Algeria, Bujumbura-Burundi, Cairo- Egypt, Dar-es-Salaam-Tanzania, Gaborone-Botswana, Harare-Zimbabwe, Juba-South Sudan, Kampala-Uganda, Khartoum-Sudan, Kigali-Rwanda, Kinshasa-Democratic Republic of Congo, Lusaka-Zambia, Pretoria-South Africa, Windhoek-Namibia, Kenya Embassy to Somalia, and UN HABITAT and United Nations Office in Nairobi (UNON), Gigiri-Nairobi

Americas: Brasilia-Brazil, Havana-Cuba, Ottawa-Canada, New York (United Nations), Washington DC and Los Angeles (Consulate) - United States of America

Asia: Bangkok-Thailand, Beijing-China, Canberra-Australia, Islamabad-Pakistan, Kuala Lumpur-Malaysia, New Delhi-India, Seoul-South Korea, and Tokyo-Japan 71

Europe: Ankara-Turkey, Berlin-Germany, Brussels-Belgium, Dublin-Ireland, Geneva- Switzerland & UN, Hague-Netherlands, Madrid-Spain, Moscow-Russia, London-United Kingdom, Paris-France, Rome-Italy, Stockholm-Sweden, Vienna-Austria & UN and UNESCO (Paris)

Middle East: Abu Dhabi and Dubai Consulate-UAE, Doha-Qatar, Kuwait City-Kuwait, Muscat-Oman, Riyadh-Saudi Arabia, Tehran-Iran and Tel-Aviv-Israel

Multilateral Missions: Kenya’s multilateral Missions play a key role in enabling the country to engage with the UN, International Organisations and bilateral partners in advancing commonly shared interests in the international sphere as well as maintaining a rule based international system. Kenya’s multilateral stations, include the United Nations Office at Nairobi (UNON)/ United Nations Environment Programme (UNEP), UN Habitat, United Nations Headquarters New York and United Nations Office at Geneva (UNOG). These Missions share similar focal interests, mandates and methods of work by accreditation to international organisations.

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Figure 2: New Organizational Structure Cabinet Secretary

Chief Administrative Secretary

Principal Secretary Directorate of the Political & Diplomatic Secretary

Internal Protocol Administration Foreign Service Chef de Cabinet International Conferences & Audit Div. Directorate Directorate Events Directorate Academy

State Protocol Priviledges & Conf. CPPMD Accounts Div. Administration Africa & AU Dep. Americas Dep. Unit Immunities Unit Planning & & Logistics Unit Coord. Unit

Asia, Australasia & Cultural Diplomacy Immigration Diplomatic Supply Chain Services Unit Security Unit Finance Div. Conf. Services International Pacific Islands Dep. Unit Mngt Div. Unit Events Unit

Diaspora & Assets Consular Affairs EAC Dep. HRM&D Div. Management Dep. Div.

Europe & Records Mngt ICT Unit Economic & Commercial Commonwealth Div. Diplomacy Dep. Dep. Telephone Welfare Unit Legal & Host Services Unit Country Affairs Middle-East Dep. Dep. Communications Transport Unit Office of the Unit Office of the Great Registrar of Treaties Lakes Region Office Services Unit Liaison, Parl. & Peace & Security County Affairs Dep. Dep. 73 UN & Multi. Affairs Public Affairs & Dep. Comm Div.

HEADS OF MISSION

5.4 Staff Establishment

The Ministry’s current staff establishment is 896 members of staff as shown in the table 5.4.1 below. The personnel are however deployed both at the Ministry Headquarters and Missions abroad. In order to implement this strategic plan and to effectively deliver its mandate, the Ministry requires a total of 1,323 members of staff spread across all cadres both at the Ministry headquarters and the diplomatic missions abroad.

Table 5.4.1: Staff Establishment

Proposed In- S/No DESIGNATION JG A/E Optimal Post Levels Office of the Cabinet Secretary 1 Cabinet Secretary 4' 1 1 1 2 Ambassador/Policy Advisor U 2 0 1 3 Ambassador/Policy Advisor T 1 0 1 4 Director of Foreign Service S 1 1 1 5 Director of Public Communications R 1 1 1 6 Snr Foreign Service Officer N 1 1 1 7 Foreign Service Officer M 2 2 2 8 Assistant Director Office Administration P 0 1 1 9 Assistant Office Administrator I/Senior K/L 1 1 1 10 Principal Driver J 1 1 1 11 Senior Driver H 1 1 1 12 Cleaning Supervisor I G 1 1 2 13 Cleaning Supervisor IIB/A E/F 1 1 0 14 Chef de Cabinet T 0 1 1 15 Director of Foreign Service S 0 1 1 16 Deputy Director of Foreign Service R 0 1 1 17 Senior Asst. Director Foreign Service Q 0 1 1 18 Senior Principal State Counsel Q 0 1 1 19 Principal Economist P 0 1 1 Sub Total 14 18 20 Office of Chief Administrative Secretary 1 Chief Administrative Secretary 2 3 4 5 Office of Principal Secretary 1 Principal Secretary U' 1 1 1

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Proposed In- S/No DESIGNATION JG A/E Optimal Post Levels 2 Policy Adivisor U' 0 2 2 3 Ambassador/Policy Adivisor T 0 1 1 4 Policy Advisor P 0 0 0 5 Assistant Officer Administrator N 1 1 1 6 Foreign Service Officer M 1 1 1 7 Assistant Secretary I M 1 1 1 8 Assistant Office Administrator 1/Senior K/L 3 1 1 9 Principal Driver I J 1 1 1 10 Senior Driver H 1 1 1 11 Cleaning Supervisor I G 1 1 1 12 Cleaning Supervisor IIB/A E/F 1 1 1 Sub Total 11 12 12 Administration Directorate 1. Administration Division Secretary of Foreign Service 1 T 0 1 1 (Administration 2 Director of Administration S 1 1 1 3 Senior Deputy Secretary R 2 1 1 4 Deputy Director Administration Q 1 2 2 5 Under Secretary P 0 2 2 6 Senior Assistant Secretary N 0 3 3 7 Assistant Secretary II/I L/M 0 3 3 8 Assistant Secretary Cadet/III J/K 1 4 4 Chief Assistant Office M/N 1 2 2 Administrator/Principal Assistant Office Administrator II/I J/L 3 0 2 Sub Total 9 17 17 2. Human Resource Management and Development Division 1 Director HRM & D S 1 1 1 2 Senior Assistant Director HRM & D Q 1 2 2 3 Assistant Director HRM & D P 1 2 2 4 Principal HRMO & D N 1 2 2 5 Chief Records Management Officer M 1 1 1 6 Chief HRMO M 2 2 2 7 Senior HRM Officer L 1 2 2 8 Senior HRM Assistant I L 0 2 2 9 HRM Officer II/I J/K 5 2 2 10 HRM Assistant II/III H/J 4 1 1 75

Proposed In- S/No DESIGNATION JG A/E Optimal Post Levels 11 Senior Clerical Officer H 3 1 1 12 Clerical Officer G 1 3 3 13 Chief Assistant Office Administrator M 1 2 2 14 Assistant Office Administrator/Senior K/L 2 1 1 Sub Total 24 24 24 3. Finance Division 1 Senior Chief Finance Officer S 1 1 1 2 Deputy Chief Finance Officer Q 0 1 1 3 Senior Principal Finance Officer P 0 1 1 4 Principal Finance Officer N 0 1 1 5 Senior Finance Officer M 0 2 2 6 Finance Officer I L 0 2 2 7 Finance Officer II K 2 2 2 8 Principal Assistant Office Administrator N 1 0 1 9 Senior Assistant Office Administrator L 2 0 2 Sub Total 6 10 13 4. Central Planning & Project Monitoring Unit 1 Deputy Director of Planning S 0 1 1 2 Chief Economist R 0 0 1 3 Deputy Chief Economist Q 2 1 2 4 Principal Economist P 0 1 4 5 Senior Economist I N 0 1 6 6 Senior Economist II M 1 0 8 7 Economist II/I K/L 4 2 10 Sub Total 7 6 32 5. Supply Chain Management Division 1 Director Supply Chain Management S 0 1 1 2 Deputy Director Supply Chain Management R 0 1 1 Senior Asst. Director Supply Chain 3 Q 0 1 1 Management Officer Asst. Director Supply Chain Mgt Officer P 0 0 1 Principal Supply Chain Mgt Officer N 1 0 1 4 Chief Supply Chain Management Officer M 0 2 2 Senior Supply Chain Management 5 L 2 2 2 Assistant/Officer 6 Supply Chain Management Officer I/II/III H/J/K 3 2 2 Supply Chain Management Assistant 7 G/H/J/K/L 6 3 3 I/II//III 76

Proposed In- S/No DESIGNATION JG A/E Optimal Post Levels Sub Total 12 12 14 S/No. 6. Transport Section 1 Principal Records Management Officer N 0 1 1 2 Chief Records Management Officer M 0 1 1 3 Clerical Officer G 1 1 1 4 Driver I E/F 26 20 20 5 Driver III D 0 10 10 6 Principal Driver J 1 2 2 Sub Total 28 34 34 S/No. 7. Records Management Section 1 Assistant Director/Records P 1 1 1 2 Principal RMO N 1 2 2 3 Chief Records Management Officer M 8 5 5 4 Senior Records Mgt Officer L 0 3 3 5 Records Mgt Officer I/Senior K 3 2 2 6 Records Management Officer II J 3 15 15 7 Records Management Officer III H 5 5 5 Sub Total 21 33 33 S/No. 8. Foreign Service Academy 1 Ambassador/Director FSA T 1 1 1 2 Director of Foreign Service S 0 1 4 3 Senior Assistant Director/FS Q 1 1 4 4 Under Secretary P 1 1 2 5 Foreign Service Officer I N 2 1 4 6 Foreign Service Officer I M 2 2 4 7 Chief Records Management Officer M 0 2 1 8 Chief Library Assistant K/L 1 2 2 9 Records Management Officer I/II J/K 2 2 2 10 Assistant Secretary I M 0 1 1 11 Senior HRM Assistant L 2 0 1 12 Principal Assistant Office Administrator N 2 1 2 13 Security Officer J 0 1 1 14 Cleaning Supervisor G 1 2 3 15 Assistant Office Administrator II J/K 1 1 4 16 Senior Clerical Officer H 1 0 2 Sub Total 17 19 38 S/No. 9. Assets Management Division 1 Director-Assets Management S 1 1 1 77

Proposed In- S/No DESIGNATION JG A/E Optimal Post Levels 2 Senior Assistant Director - Land Surveys Q 0 1 1 3 Assistant Director/Land Surveys P 0 1 2 4 Assistant Office Administrator I K 1 1 1 Third Secretary Cadet/Third Secretary/First J/K/L 2 0 2 Secretary Sub Total 4 6 6 S/No. 10. Information Communication Division Deputy Director, Information 1 R 0 1 1 Communication Technology Assistant Director, Information 2 P 1 1 1 Communication Technology Principal Information Communication 3 N 0 1 1 Technology Officer 4 Chief ICT Office M 2 2 2 5 ICT Officer III/II/I/Senior H/J/K/L 3 4 4 Sub Total 6 9 9 S/No. 11. Main Ministry Library 1 Chief Librarian M 1 1 1 2 Library Assistant [3] G/H/J 0 2 2 Sub Total 1 3 3 S/No. 12. Legal Directorate 1 Chief State Counsel S 1 1 1 2 Deputy Chief State Counsel R 1 1 1 3 Senior Principal State Counsel Q 0 5 5 4 Principal State Counsel P 1 6 6 5 State Counsel [1] N 0 6 6 6 Senior State Counsel (SL3/SL2/SL1) K/L/M 2 6 6 Third Secretary Cadet/Third Secretary/First J/K/L/M 7 0 6 Secretary Sub Total 12 25 25 S/No. 13. Telephone Office Services 1 Assistant Director Telephone Services P 0 1 1 2 Principal Telephone Supervisor N 0 1 1 3 Chief Telephone Supervisor M 0 2 2 4 Senior Telephone Supervisor L 0 2 2 Senior Telephone Operator/Telephone 5 H/J/K 5 3 3 Supervisor II/I 6 Telephone Operator II/I/ Senior F/G/H 8 4 4 78

Proposed In- S/No DESIGNATION JG A/E Optimal Post Levels Sub Total 13 13 13 S/No. 14. Office Superintendent 1 HRMA II/I J/K 0 1 1 2 Senior Clerical Officer H 1 1 1 Cleaning Supervisor/Subordinate 3 A/B/C/D/E/F/G 20 28 28 Staff/Support Staff Sub Total 21 30 30 S/No. 15. Public Affairs & Communications 1 Director Public Communications S 0 1 1 2 Deputy Director -Public Communications R 0 1 1 3 Assistant Director-Information P 1 1 1 Senior Public Communications 4 L/M/N 2 2 2 Officer/Chief/Principal Technical 5 H/J/K 1 2 2 Officer/Cameraman/Photographer/III/II/I Sub Total 4 7 7 S/No. 16. Mail Office 1 Chief Records Management Officer M 2 1 1 2 Records Management Officer I K 0 1 1 3 Records Management Officer III/II H/J 1 2 2 4 Clerical Officer F/G/H 3 2 2 Cleaning Supervisor/Subordinate 5 A/B/C/D/E/F/G 2 2 2 Staff/Support Staff Sub Total 8 8 8 S/No. 18. Communications 1 Chief Records Management Officer M 1 1 1 2 Telephone Supervisor I K 1 0 1 Records Management Officer II/III H/J 1 0 2 3 Clerical Officer F/G/H 3 1 1 4 Telephone Operator II H 1 0 1 5 Surbodinate / Cleaning Supervisor A/B/C/D/E/F/G 1 1 1 Sub Total 8 3 5 S/No. 19. Confidential Registry 1 Chief Records Management Officer M 2 1 1 2 Records Management III/II H/J 0 1 1 3 Clerical Officer F/G/H 1 1 1 Sub Total 3 3 3 S/No. 20. Registrar of Treaties 79

Proposed In- S/No DESIGNATION JG A/E Optimal Post Levels 1 Chief State Counsel S 0 1 1 2 Deputy Chief State Counsel R 1 1 1 3 State Counsel II/Senior K/L 0 2 1 Third Secretary Cadet/Third Secretary/First J/K/L/ 1 0 2 Secretary Clerical Officer E/G/H 1 0 2 4 Subordinate Staff/Cleaning Supervisor A/B/C/D/E/F/G/H 1 1 1 5 ICT Officer H/J 0 1 1 Driver II/Senior G/H 0 2 2 Assistant Office Administrator II/I/Senior J/K/L 2 0 2 Sub Total 6 8 13 S/No. 21. Civilian Security 1 Chief Security Officer M 0 1 1 2 Senior Security Officer L 0 2 2 3 Security Officer I K 1 3 3 Security Officer II/Assistant Security 4 H/J 3 4 4 Officer 5 Security Warden Snr/I/II/III D/E/F/G 5 5 5 6 Senior Reception Assistant J 1 3 3 7 Receptionist Assistant II/I G/H 2 5 5 Sub Total 12 23 23 S/No. 22. Accounts Division 1 Assistant Director of Accounts S 0 1 1 2 Snr. Principal Accountant Q 1 1 1 3 Principal Accountant I P 0 1 1 4 Principal Accountant II N 0 2 2 5 Chief Accountant M 2 6 6 6 Senior Accountant L 6 10 10 7 Accountant II/I J/K 22 12 12 Sub Total 31 33 33 Political Directorate a) Headquarters 1 Political & Diplomatic Secretary T1 0 1 1 2 Ambassador/High Commissioner T 13 15 15 Director of Foreign 3 S 3 8 8 Service/Minister/Consul-General Deputy Director of Foreign 4 R 7 10 10 Service/Minister-Counsellor I 80

Proposed In- S/No DESIGNATION JG A/E Optimal Post Levels Senior Assistant Director of Foreign 5 Q 12 14 14 Service/Minister-Counsellor II Assistant Director of Foreign 6 P 19 16 16 Service/Counsellor I Senior Foreign Service Officer/ Counsellor 7 N 19 20 20 II 8 Foreign Service Officer I/ First Secretary M 70 55 55 Foreign Service Officer II/ Second 9 L 2 22 22 Secretary Foreign Service Officer III/Third Secretary/ 10 J/K 39 60 60 Third Secretary Cadet Principal Executive Secretary/ Assistant 11 P 0 3 3 Director of Services 12 Principal Assistant Office Administrator N 6 8 8 13 Chief Assistant Office Administrator M 8 15 15 14 Senior Assistant Office Administrator K/L 14 20 20 Assistant Office Administrator 15 H/J 18 10 10 III/II/I/Senior 16 Office Administrative Assistant III/II/I G/H/J 11 20 20 Sub Total 241 297 297 b) Missions 1 Ambassadors/High Commissioner U 1 0 0 2 Ambassador/High Commissioner T 58 58 58 3 Deputy Ambassador/High Commissioner T 12 12 12 Director of Foreign 4 S 5 10 10 Service/Minister/Consul-General Deputy Director of Foreign 5 R 5 14 14 Service/Minister-Counsellor I Senior Assistant Director of Foreign 6 Q 19 18 18 Service/Minister-Counsellor II Assistant Director of Foreign 7 P 24 26 26 Service/Counsellor I Senior Foreign Service Officer/ Counsellor 8 N 35 40 40 II 9 Foreign Service Officer I/ First Secretary M 39 65 65 Foreign Service Officer II/ Second 10 L 0 44 44 Secretary

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Proposed In- S/No DESIGNATION JG A/E Optimal Post Levels Foreign Service Officer III/Third Secretary/ 11 J/K 2 48 48 Third Secretary Cadet 12 Chief Accountant M 4 8 8 13 Senior Accountant L 16 15 15 14 Accountant II/I J/K 33 34 34 Principal Executive Secretary/ Assistant 15 P 3 2 2 Director of Services 16 Principal Assistant Office Administrator N 6 8 8 17 Chief Assistant Office Administrator M 8 12 12 Assistant Office Administrator 18 H/J/K/L 32 28 28 III/II/I/Senior 19 Secretarial Assistant II/I/Senior G/H/J 11 10 10 20 Principal Records Mgt Officer N 2 0 2 21 Chief Records Mgt Officer M 2 5 5 22 Senior Records Mget Officer L 2 5 5 23 Records Management Officer I K 2 5 5 24 Records Management Officer III/II H/J 5 12 12 Sub Total 326 479 481 S/No. Events and Conferences Officers 1 Director-General Events & Conferences T 0 0 1 2 Deputy Director Events & Conferences R 0 0 1 Senior Assistant Director Events & 3 Q 0 0 2 Conferences 4 Assistant Director Events & Conferences P 0 0 4 5 Senior Events & Conferences Officer N 0 0 6 6 Events & Conference Officer I M 0 0 10 Second Secretary Events & Conferences 7 L 0 0 18 Officer II Events & Conference Officer III/ Events & 8 J/K 42 0 45 Conference Officer Cadet 9 Events & Conference Assistant H 1 0 6 Sub Total 43 0 93 S/No. Internal Audit 1 Deputy Internal Auditor General S 0 1 -1 2 Senior Assistant Internal Auditor General I R 0 1 -1 3 Senior Assistant Internal Auditor General II Q 0 1 -1 4 Assistant Internal Auditor General P 0 1 -1 5 Principal Internal Auditor N 1 1 0

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Proposed In- S/No DESIGNATION JG A/E Optimal Post Levels 6 Chief Internal Auditor M 1 1 0 7 Senior Internal Auditor L 2 2 0 8 Internal Auditor I K 0 2 -2 Sub Total 4 10 -6 GRAND TOTAL 415 1,187 1,323

5.5 Strategic Plan Resource Requirements To implement this strategic plan the Ministry will require Kshs 67,993.5 million, out of which Kshs. 51,293.5 million is for recurrent expenditure while Kshs. 16,700 million is for development expenditure, the bulk of which will be funded through the exchequer. This implies that the Ministry will require an average of Kshs. 13,598.70 million annually, Kshs. 10,258.7 million and Kshs. 3,340.0 million being for recurrent and development respectively. A substantial amount will be required to expand Kenya’s diplomatic presence and representation through opening of new diplomatic missions and consulates, construction of an ultra-modern office block to house the Ministry headquarters, acquisition of chanceries and residential staff houses in the Kenya missions and upgrading and renovations of government owned properties abroad, facilitation of high level state and official visits, hosting of high level international conferences and articulating Kenya’s Foreign Policy in the international fora.

5.5.1 Ministry Medium Term Expenditure Framework (MTEF) Programmes and Resource Flows: 2018/19 – 2020/21

Within the MTEF Process, the Ministry has four programmes, namely: General Administration, Planning and Support Services; Foreign Relations and Diplomacy; Economic and Commercial Diplomacy; and Foreign Policy Research, Capacity Development and Technical Cooperation.

Under the MTEF period 2018/19 - 2020/21, the National Treasury projects to allocate the Ministry Kshs. 53,723.54 million for the three-year period out of which Kshs. 47,909.54 million and Kshs. 5,814 million is recurrent and development expenditure respectively as indicated in table 5.5.1.1 below. On average the Ministry will receive Kshs. 15,969.85 million annually for recurrent and Kshs. 1,938 million for development. This translates to an estimated allocation of Kshs. 79,849.23 million for recurrent expenditure and Kshs. 9,690 million for development expenditure amounting to a total allocation of Kshs. 89,539.23 million for the five year period.

Out of Kshs. 79,849.23 million for recurrent expenditure, only an estimated Kshs. 21,784.32 will be available to implement the recurrent programmes in the strategic plan against a resource 83

requirement of Kshs. 51,293.5 million translating into a shortfall of Kshs. 29,509.18 million. The balance of Kshs. 58,064.91 will cater for Personnel emoluments, subscriptions, rental expenses, insurance and contracted services. On the other hand, development expenditure is expected to fund the plan activities to the tune of Kshs. 9,690 million against the plan resource requirement of Kshs. 16,700 million translating into a shortfall of Kshs. 7,010 million over the plan period.

The total resource shortfall over the plan period is therefore Kshs. 36,519.18 million which translates to an estimated annual shortfall of Kshs. 7,303.84 million recurrent being Kshs. 5,901.84 million and development being Kshs. 1,402 million.

Table 5.5.1.1: Ministry’s Recurrent and Development Budget 2018/2019 – 2020/2021

Expenditure Projected Estimates (Ksh Mn)

2018/19 2019/20 2020/21 Total

Recurrent 15,170.17 16,095.80 16,643.57 47,909.54 Development 1,938.0 1,938.0 1,938.0 5,814 Total 17,108.17 18,033.80 18,581.57 53,723.54

5.5.2 Resource mobilization

To plug the budget gap, the Ministry will continue to engage National Treasury to allocate more resources to implement this strategic plan. The Ministry will also enhance collection of A-in-A particularly from rental income of government owned properties abroad and consular service charges. In addition, the Ministry will engage development partners to raise resources to finance some of the activities outlined in this strategic plan.

5.6 Strategic Plan Implementation Risks and Mitigation Measures

The table below gives a summary of the various risks the Ministry anticipates during implementation of this strategic plan and how it intends to address them.

Table 5.6.1: Strategic Plan Implementation Risks and Mitigation Measures

Specific Risk Description Risk Mitigation Measures Political Risks Global Ideological shifts Shifting strengths of cooperation Balance the relations between the with non-traditional partners like traditional partners and the non- China, Russia, Latin America, traditional ones. Brazil and the Far East has created perceived tension characterized by 84

Specific Risk Description Risk Mitigation Measures cold reception from Kenya’s traditional partners to the country’s request for support. Unstable geopolitics The Horn of Africa and Great Lakes The Ministry to continue to play Region are prone to eruption of an active role in the realization of violence in member states that have regional peace, stability and post not attained full political stability conflict reconstruction through such as in the Eastern DR Congo active participation in the various and South Sudan. establishments such as the AU, ICGLR, EAC and IGAD. Government regimes Change of government regimes Develop Kenya’s Foreign Policy changes internally and globally may lead to a that can transcend the changing policy shift in Kenya’s foreign global environment including relations. political regime changes. Variations in initial Dynamics in the process of regional • Continuously act to strengthen internal integration are likely to be affected the regional ties and relationships. socio-economic and by the readiness of a country to join • Work towards harmony in the political a regional bloc as dictated by the policies of the regional blocs as conditions of member initial internal conditions. Equally, well as the member states’ states overlapping membership can derail policies. and overlapping the pace of integration especially membership where there is disharmony in the in the regional blocs policies of the regional blocs. Environmental Risks Climate change and The negative effects of climate Factor climate change in planning natural disasters change globally, and natural disaster and programming. such as floods and drought lead to destruction of infrastructure, property, loss of life and derail the Ministry’s focus on core activities. Technological Risks Increased technological The rapid developments in Apply effective ICT management innovations related technological innovations pose a techniques and secure network. crimes (Cybercrime) threat to the safety of the Ministry’s Keep abreast with the information that is stored/ technological advances and transmitted in electronic form. develop innovations that would aptly protect the information. International Security Risks Trans-national crime Kenya is a transit route for trans- Equip the Ministry with disaster (terrorism, piracy, drug national crime and this has security /tragedy preparedness. and human trafficking, organised crime, money 85

Specific Risk Description Risk Mitigation Measures laundering and youth implications that dent the country’s Develop a working framework radicalization) image with other MDAs to counter the crimes

Social cultural The language barrier in interaction Regular training on languages for differences with members of Diplomatic corps staff Regular cultural orientation Lack of awareness of protocol and activities cultural etiquettes Economic risks Increased competition at With increased competition, markets Explore new and emerging market the global market for are becoming more saturated with frontiers for Kenyan goods and Kenyan products products from other competing diversify export products. countries encroaching into Emphasize on value addition to traditional Kenyan global markets. Kenyan products accessing the Moreover, our export products have global markets. remained primary in nature and the country is over dependent on few products. Variations in initial Dynamics in the process of regional Continuously act to strengthen the internal socio-economic integration are likely to be affected regional ties and relationships. and political conditions by the readiness of a country to join of member states and a regional bloc as dictated by the Work towards harmony in the overlapping membership initial internal conditions. policies of the regional blocs as in the regional blocs. Equally, overlapping membership well as the member states’ can derail the pace of integration policies. especially where there is disharmony in the policies of the regional blocs. Global financial and The crises affect demand for Reduce overreliance on foreign economic crises Kenyan products. aid and build self-sufficiency in Support for programmes, FDI flows, revenue generation. ODA and Diaspora remittances. Promote domestic investment and expand export base. Financial risks Inadequate budgetary Inadequate funding for the Prioritise programmes and allocations Ministry’s programs will result in projects and adhere to a strict failure of achievement of the set programme of implementation of goals. the same. Increase A-I-A collections for the Ministry while ensuring

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Specific Risk Description Risk Mitigation Measures expenditure of the same on the Ministry’s priority activities. Withdrawal of funds by Some of the Ministry’s projects are -Avoid over reliance on AID by projects partners dependent on partner funding, developing revenue generation should partners withdraw and the mechanisms Ministry faces the risk of not -Observe set terms and conditions completing the set projects and on MOUs programs. -Engage multiple developmental partnerships Delay in exchequer Some of the projects and activities Engage the National Treasury for releases will delay in implementations timely release of exchequer. thereby increasing the project costs. Austerity measures/ cuts The implementation of austerity Engage the National Treasury for measures in the middle of the lifting of austerity measures. financial year curtails the implementation of planned activities and projects. Fluctuation of foreign Transfer of funds from Kenya to Proposal to be made to the exchange rates Embassies abroad area affected National Treasury to create foreign exchange losses. This Exchange Loss Assumption funds reduces their allocation hampering to cater for the losses. the planned projects and activities. Debt burden Servicing of the national debt locks Exercise fiscal discipline, improve up resources for development and on debt management and affects the pace of development for negotiate for concessional loans the country. and grants.

Explore other forms of financing projects and programs that do not lead to debt such as equity financing bonds, inter alia

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CHAPTER 6: MONITORING, EVALUATION AND REPORTING

The Strategic Plan provides a broad roadmap of what is to be pursued up to 2022 in the Ministry of Foreign Affairs. It sets objectives to guide the ministry’s efforts in promoting, projecting and enhancing Kenya’s foreign policies over the plan period. It forms the basis for preparation of ministerial annual targets and budgets.

For the ministry to track its achievement, the plan sets objectives, strategies and activities to be undertaken and key indicators to monitor its implementation. Monitoring and evaluating the implementation of the strategic plan, will be useful to gauge the performance.

The Plan will be implemented through the development of annual work plans and performance contracts as the main tools through which the Ministry will monitor its activities. To ensure effective tracking of performance, the key indicators will be reported on a quarterly and annual basis. However, given that the scope of performance contract reports may be narrow, independent annual reviews for this plan will be undertaken to measure the implementation success and identify shortcomings, if any. The annual reviews will provide invaluable feedback for the Ministry to strengthen its performance in providing quality services to the public and in delivering on its overall mandate.

The Ministry will also undertake a comprehensive mid-term review of the implementation of the Strategic Plan. This review will aim to evaluate the cumulative successes achieved by the plan and focus on the half period remaining. The review will further assess whether the Ministry will be on track to attain all its targets as set out in the plan or if there would be need to vary the targets accordingly especially to accommodate any emerging issues in the international arena.

Actual monitoring and evaluating the progress in implementing this plan will be based on the Key Performance Indicators (KPIs) identified in the implementation matrix of this plan. The KPIs will be the basis of measuring the success or failures so far achieved. Responsible directorates, departments and divisions will use the KPIs to monitor their activities as spelt out in the strategic plan and document the successes and failures on regular basis as they implement them.

Overall monitoring and evaluation of the implementation of the strategic plan and documenting the successes and shortcomings, including the annual review process will be coordinated by the Central Planning and Project Monitoring Division (CPPMD). In this regard, the rest of the directorates/divisions/units will not only be expected to work closely with the CPPMD, but also to prepare and submit their progress reports to CPPMD.

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APPENDIX: IMPLEMENTATION MATRIX

Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 Strategic Issue 1: Kenya’s Sovereignty, Territorial Integrity, Peace, Security and Stability Strategic Objective 1: To Protect Kenya’s Sovereignty and Territorial Integrity Strategy 1: Convene multi- Issues of maritime • Secured Meeting reports, Peace & Strengthen agency forum on security maritime communiques 4 4 4 4 4 50 Security, collaboration promotion of monitored and boundary and working Legal & Host with the relevant maritime security documented • Secured papers Country, MDAs and other maritime UN & stakeholders to resources Multilateral safeguard Kenya’s Participation in Participated in Peaceful Agreed minutes, 1 1 1 1 1 8 Africa & AU, sovereignty and Joint Border Joint border resolution of communiques Peace & territorial Commissions’ commission border disputes Security, integrity (JBC) meetings meetings and delimitation Legal & Host of territorial Country, borders Kenya Missions Monitor the Timely Enhanced and Status Reports 1 1 1 1 1 8 Africa & AU, implementation of implementation of coordinated Peace & decisions of Joint Decisions of Joint feedback Security, Border Commission Border mechanism for Legal & Host meetings (JBC) Commissions monitoring Country, implementation of Kenya Missions decisions JBCs Liaise with relevant Timely Informed and Political briefs 4 4 4 4 4 60 All Directorates, MDAs and other Information on timely decision and analytical All Missions actors to collect, issues that making on key reports analyse, and report portend threat to foreign policy on issues with Kenya’s issues

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Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 potential to impact sovereignty and on sovereignty and territorial territorial integrity integrity

Strategic Objective 2: To promote national and international peace, security and stability Strategy 1: 1.1 Collaborate Effective support More stable and No. of peace 4 4 4 4 4 50 Africa & AU, Enhance with regional and and facilitation in peaceful region processes OGLR, Peace & engagement in international regional peace facilitated, Security conflict partners to support processes communiques, prevention, conflict resolution Reports resolution and processes in the peace building region regionally and 1.2 Monitor peace Timely status Enhanced Quarterly Status 4 4 4 4 4 30 Africa & AU, globally processes in the reports on the Kenya’s response Reports and OGLR, region particularly ongoing peace to peace and Briefs Peace & Somalia, Sudan, processes security situations Security South Sudan, in the region Burundi, DRC among others 1.3 Develop a framework/guidelin e for identification of mediators/ negotiators on peace and security

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Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 1.4 Develop and Updated Database Effective and Updated Updat Updat Updat Updat Updat 2 FSA, update the database of mediators and timely mediation Database ed ed ed ed ed Peace & of mediators and negotiators on and negotiation in Datab Datab Datab Datab Datab Security, negotiators on peace and security peace and security ase ase ase ase ase Office of the peace and security PDS

1.5 Facilitate cross Effective Effective Annual Reports 1 1 1 1 1 50 OGLR, border peace facilitation of Participation of Welfare, building initiatives cross border the youth, CPPMD involving the youth, peace building Women, PWDs Women, PWDs and initiatives and other other vulnerable vulnerable groups groups in peace building initiatives 1.6 Provide Improved • Stable region to Annual Reports 1 1 1 1 1 25 Africa & AU, technical assistance capacity in facilitate OGLR, Peace & and build capacity targeted countries progressive Security, to support post economic, Liaison/ conflict political and Parliamentary & reconstruction and social County Affairs development in the development region • Enhanced Kenya’s influence in the region 1.7 Participate in Participation in Reduced potential Communiques, 1 1 1 1 1 25 Africa & AU, regional and the international conflicts in the Reports, Briefs OGLR, Peace & international meetings region Security meetings aimed at

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Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 preventing conflict within the region 1.8 Participate in Participation in Reduced election Election 2 2 2 2 2 15 OGLR, Elections Observer election related conflicts observation and Africa and AU, Missions and observation and monitoring EAC, monitor Elections monitoring reports Kenya Missions within the region Strategy 2: 2.1 Participate in Participation in A secure and Briefs/meeting 4 4 4 4 4 1 Office of the Promote national national security NSC, NSAC and stable Kenya reports CS, peace, security mechanisms ad hoc task forces Office of the PS and stability; including the NSC, NSAC, and ad hoc task forces on emerging security issues 2.2 Participate in Participation in Voluntary Minutes and 4 4 4 4 4 1 Peace and efforts to facilitate activities of the Repatriation of Reports, security, voluntary National Multi- refugees Africa and AU repatriation of Agency Refugee UN & refugees Repatriation Multilateral Team (NMARRT) 2.3 Monitor and Submission of Reduced Reports, Briefs 2 2 2 2 2 10 UN & evaluate reports to relevant incidences of Multilateral, implementation of UN and other transnational Peace and initiatives aimed at bodies on crime such as Security, combating fulfilment of terrorism, OGLR transnational crime. government narcotics trade, obligations under human trafficking relevant treaties

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Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 and smuggling among others Strategic Issue 2: Kenya’s Interest Globally Strategic Objective 3: To Strengthen Kenya’s International Engagement and Diplomatic Representation globally. 1. Strengthen Organize and Number of State/ Strengthened Annual Reports 20 20 20 20 20 10,000 Protocol Kenya’s foreign coordinate State/ Official High- relations between on state/ relations and Official High-Level level visits to Kenya and Official high- Relevant diplomatic visits. each countries visited. level exchange Directorate representation. region/continent visits. Proposal: facilitated Kenya influence expand/enhance enhanced. Kenya’s representation Kenya positioned abroad as an attractive investment destination. Organize Biennial Ambassadors’ Strengthened Report of the 1 0 1 0 1 240 PDS Ambassadors’ Conference held. Foreign Policy Ambassadors’ Relevant conference. and reviewed Conference. Directorates strategies on Relevant Kenya’s MDAs/ international and Stakeholders diplomatic engagements. Kenya Missions Organize strategic Number of Reviewed Report of the 5 5 5 5 5 85 PDS reflective Regional regional implementation of regional conferences for conferences held. programmes in ambassador’s Relevant Kenya envoys. the region. conferences. Directorates

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Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 Deepened Relevant collaboration/part MDAs/ nerships between Stakeholders the Headquarters and the envoys in Kenya Missions the region. expand diplomatic New missions Enhanced Report of New 0 2 1 0 2 1,000 PDS footprint opened. representation of diplomatic Kenya’s interests missions Relevant globally. opened. Directorates

Consular services Relevant MDAs taken closer to Kenyans abroad.

Enhanced cooperation between Kenya and the rest of the world New consulates Enhanced New General 0 1 0 1 0 300 PDS opened. representation of Consulate Kenya’s interests opened Kenya Missions globally. Relevant Consular services Directorates taken closer to Kenyans abroad. Relevant MDAs

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Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 Enhanced cooperation between Kenya and the rest of the world Honorary Consuls Enhanced New Honorary 3 3 3 3 3 0 PDS appointed. representation of Consuls Kenya’s interests appointed Kenya Missions globally. Relevant Enhanced Directorates cooperation between Kenya Relevant MDAs and the rest of the world Organize biennial Honorary Strengthened Report of the 1 0 1 0 1 240 PDS Honorary Consuls’ Consuls’ Foreign Policy Honorary Relevant conference. conference held. and reviewed Consuls’ Directorates strategies on Conference. Relevant Kenya’s MDAs/ international and Stakeholders diplomatic engagements. Kenya Missions Progressive Multiple Enhanced Multiple 2 2 2 1 1 160 PDS implement the accreditations representation of accreditations report on multiple report Kenya’s interests report Kenya Missions accreditations. implemented. globally. implemented. Relevant Directorates

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Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 Consular services Relevant MDAs taken closer to Kenyans abroad.

Enhanced cooperation between Kenya and the rest of the world. Deploy adequate Kenya Missions Improved Staff returns 12 12 12 12 12 PDS staff to Kenya’s adequately efficiency in report in each diplomatic staffed. provision of Mission. Administration Missions as per the services. establishment HRM Enhanced representation. Kenya Missions Initiate, Prepare and Bilateral Enhanced Number of 10 10 10 10 10 100 Legal and Host conclude bilateral agreements, political/ MOUs/Agreeme Country affairs; cooperation MoUs/JCCs/JMC economic nts concluded. Relevant agreements/ s signed. relations with Directorates; MoUs/JCCs/JMCs. other countries. Kenya Diplomatic Missions; MDAs Monitor Status of Implementation of Annual 1 1 1 1 1 10 Legal Division; implementation of implementation. cooperation Implementation CPPMD; decisions and frameworks reports. Kenya recommendations monitored. Diplomatic of bilateral Missions; cooperation

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Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 agreements/MoUs/ Relevant JCCs/ JMCs/JPCs Directorates Administer Privileges and Conformity to Annual Report 1 1 1 1 1 Protocol; privileges and Immunities international of the privileges Legal Division; immunities to all offered. accepted practice and immunities Relevant foreign Missions i.e. Vienna offered. Directorates and international convention. organizations in Foreign Kenya Missions in Kenya Undertake Political Quarterly Enhanced Number of 4 4 4 4 4 900 PDS audits and mission Political audits implementation of audits and All Directorates inspections and mission foreign policy inspections inspections conducted conducted Audit and inspection reports 2. Promote Develop and Developed and Informed Data-base 1 Updat Updat Updat Updat 10 Legal; International regularly update a regularly updated decision-making e e e e Multilateral; Cooperation and data-base of data-base. on Kenya’s CPPMD a rule based Kenya’s international multilateral international obligations. system obligations. Carry out a Cost- CBA done. Informed policy CBA Report. 1 - - - - 5 Legal; Benefit Analysis decision on UN & (CBA) on membership and Multilateral; membership and subscriptions. CPPMD subscriptions to

97

Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 international organizations. coordinate Country position Finalised Minutes of 20 20 20 20 20 25 Political preparation of papers. Common Inter-ministerial Directorates country positions position. meetings; for the UN, AU and Country Kenya other international position papers; Diplomatic forums. Briefs; Missions Talking points participate in the Participation at Enhanced Reports of 20 20 20 20 20 1,000 Political UN, AU and other the forums. multilateral international Directorates international cooperation and meetings forums. common attended. Kenya approaches to Diplomatic international Missions issues. Disseminate and Shared International Letters 5 5 5 5 5 Political advice on the information. cooperation Memos Directorates implementation of enhanced. Briefs the outcomes, decisions and Resolutions resolutions of UN, AU, and other International forums. Participate in EAC Participation in Common EAC Reports 2 2 2 2 2 10 EAC directorate Sectoral council on the EAC Sectoral positions on Foreign Policy Council meeting. issues of mutual interests

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Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 Lobby for Common Participated in Well-coordinated Reports 20 20 20 20 20 100 Africa &AU African positions lobbying for common Briefs Directorate on critical issues at common positions positions. Common the UN, AU, NAM, position papers UN & G77 & China. Multilateral Directorate 3. Enhance Participate in Position paper Unified Kenyan Position paper Multilateral Kenya’s developing Kenya’s position on Directorate leadership role and Africa’s environmental in environmental position on Major issues issues. environmental issues Participate at major Participation Enhanced Reports of 4 6 3 6 4 30.5 UN & environmental multilateral environmental Multilateral meetings cooperation and meetings Directorate common attended. Kenya approaches to Diplomatic environmental Missions. issues

Initiate and develop Agreement on Enhanced Agreement - 1 - - - PDS an agreement for secondment experience and UN & secondment of developed skills of FSO in Multilateral Foreign Service UN Directorate officers to UNEP HRM UNON/UNEP/ UN-Habitat 4. Strengthen Develop some Framework/guidel /informed Finalised 1 Imple Imple Imple Imple 2 PDS Kenya’s framework/guidelin ines developed. decision making Framework/ ment ment ment ment UN & presence and es for identification on candidatures guidelines. Multilateral

99

Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 influence in and support of Legal international Kenyan candidates. organizations. Develop and Data base Data base 1 Updat Updat Updat Updat 3 UN & regularly update a developed. e e e e Multilateral data base for ICT current and future vacant positions in the UN and other international organizations. Lobby for No. of Kenyans Enhanced Report of the 5 5 5 5 8 210 UN & candidatures lobbied for. Kenya’s influence number of Multilateral and prestige Kenyans lobbied for. No. of country Report. of 2 2 2 2 2 2,000 UN & candidatures candidatures Multilateral lobbied for lobbied for. Develop a Framework Increased Framework 1 Imple Imple Imple Imple 40 UN & framework for developed. placement of ment ment ment ment Multilateral; secondment/attach Kenyans. Legal; ment of officers HRM&D; from the Ministry UNON; and other MDAs to Economic & UNON, RECs and Commercial other international Diplomacy; organizations. EAC; Africa & AU Disseminate Dissemination Enhanced Dissemination. Updat Updat Updat Updat Updat 0 UN & information on done. awareness. e e e e e Multilateral available vacancies

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Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 in international organizations. 5. Strengthen Develop and policy Enhance the policy Draft Final imple imple imple 5 PDS ; Liaison ; regional implement a Policy attainment of policy polic ment ment ment CPPMD ; technical on Technical foreign policy y Africa &AU ; cooperation Cooperation goals FSA ; Peace ; Economics; EAC

Develop and Programme Consistency and Programme Resea Draft Printi imple imple 3 PDS ; Liaison ; implement a prospectus visibility prospectus rch, prosp ng menta menta CPPMD ; programme Plan for consu ectus final tion tion Africa &AU ; technical assistance ltation prosp FSA ; Peace ; and cooperation in s and ectus Economics select countries bench mark

Come up with High Carry out five (5) Enhance Kenya’s number Identi Identi Identi Identi Identi 150 Liaison; Africa impact strategic high impact influence by fy and fy fy fy fy and &AU; FSA; interventions in projects forging closer carry and and and carry Peace; fragile and infant relations out carry carry carry out Economics; states the out out out the Great Lakes projec the the the projec t proje proje proje t ct ct ct

Establish Kitty for S. Enhance Kenya’s Number Kitty Kitty Kitty Kitty Kitty 460 PDS; Liaison; Ambassadors’ kitty Sudan, Somali, influence and for 7 for 8 for 9 for 10 for 12 Relevant for strategic/ Uganda, DRC, visibility countr count count count countr Missions emergency ies ries ries ries ies

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Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 interventions in the TZ, Rwanda and region Burundi

Undertake capacity Organize 40 Enhance capacity, Number Organ Orga Orga Orga Organ 800 FSA; Africa building for public trainings competences and ize 8 nize 8 nize 8 nize 8 ize 8 &AU; Peace; officers in the knowledge traini traini traini traini traini Great Lakes; region cohorts sharing in the ng ng ng ng ng Liaison region cohort cohor cohor cohor cohort s ts ts ts s

Implement Implement Enhanced programmes Identi Identi Identi Identi Identi 2,134 CS; PS; PDS; government programmes diplomatic fy and fy fy fy fy and Peace; EAC; Commitments in agreed during relations imple and and and imple Africa; Liaison; the region state visits, JCCs ment imple imple imple ment Great Lakes; and other ment ment ment Relevant cooperation Missions frameworks

Strategic Issue 3: Economic Cooperation, International Trade and Investment Strategic Objective 4: To promote Economic Cooperation, International Trade and Investment Strengthen 1.1 Coordinate Negotiated/conclu Enabling trade No. of position 10 10 10 10 10 500 EA&CD, bilateral, negotiation of ded economic and investment papers EAC and other regional and bilateral, regional cooperation environment No. of 10 10 10 10 10 relevant multilateral and multilateral frameworks cooperation Political economic economic frameworks directorates, cooperation cooperation No. of agreed 10 10 10 10 10 Kenya Missions frameworks. minutes/reports Abroad

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Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 1.2 Monitor and Implementation Compliance with M&E reports 4 4 4 4 4 84 EA&CD evaluate the of frameworks commitments implementation of monitored made bilateral, regional and multilateral economic cooperation frameworks 1.3 Coordinate and Programmes and Improved trade No. of 4 4 4 4 4 400 Participate in the decisions and investment implementation implementation of implemented environment reports programmes and No. of agreed 2 2 2 2 2 outcomes/decisions minutes at the bilateral, No. of position 2 2 2 2 2 regional and documents multilateral levels 1.4 Develop and Database Informed policy Database datab Updat Updat Updat Updat 75 EA&CD update a database decisions ase ed ed ed ed Registrar of of trade and datab datab datab datab Treaties investment ase ase ase ase agreements 1.5 Develop a Kenya’s Increased Strategy of Devel imple imple imple imple 150 PDS strategy of economic economic engagement op ment ment ment ment EA&CD engagement at the interests well opportunities for and Political bilateral, regional articulator and Kenya imple directorates, and multilateral protected ment Kenya Missions level Abroad

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Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 1.6 Monitor and Harmonised trade Improved No. M&E 4 4 4 4 4 15 EA&CD evaluate and investment business reports compliance with the laws/regulations environment multilateral trade laws and regulations 1.7 Build capacity Effective Increased No. of officers 4 4 4 4 4 100 FSA for economic policy negotiation team economic trained EA&CD analysis and opportunities for Relevant Kenya international trade Kenya Missions negotiations Abroad (include sub- activities) **(Sub activity of Access to Informed policy No. of linkages Creat Creat Maint Maint Maint 50 EA&CD 1.7) Develop a information on decisions e e ain ain ain framework for emerging linkag linka linka linka linkag cooperation with economic issues es ges ges ges es institutions of higher learning to support economic… To promote 2.1 Map out Database of Increased inbound Database of Devel Updat Updat Updat Updat 50 EA&CD investments potential inbound investors and outbound investors op e e e e Kenya Missions and outbound investments Abroad investors

2.2 Map out Database of Increased Database of Devel Updat Updat Updat Updat 59 EA&CD potential domestic foreign investments investment op e e e e Kenya Missions and foreign investment opportunities Abroad opportunities

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Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 investment opportunities 2.3 Disseminate Investment guide Increased Investment Devel Updat Updat Updat Updat 60 EA&CD investment investments guide op e e e e Kenya Missions opportunities to Abroad potential inbound and outbound investors 2.4 Organise Forums and Increased No. of Forums 12 12 12 12 12 1,000 EA&CD outbound and linkages investments Kenya Missions inbound Abroad business/investment forums Promote exports 3.1 Participate in Improved trade Increased exports National Export Devel Imple Imple Imple Imple 500 EA&CD of Kenyan goods development and regime Strategy op ment ment ment ment and services implementation of and the National Export imple Strategy ment 3.2 Participate in Imple Imple Imple Imple Imple implementation of ment ment ment ment ment the National Trade Policy 3.3 Coordinate and Trade fairs, expos Increased exports No. of 12 12 12 12 12 540 EA&CD participate in export and trade promotional Kenya Missions promotion activities Missions activities Abroad 3.4 Map out Database of Improved and Database Devel Updat Updat Updat Updat 20 EA&CD potential export export products diversified export op e e e e Kenya Missions products and products and Abroad markets updat e

105

Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 Expanded export markets for Kenyan products 3.5 Link potential Established Improve the Directory of Updat Updat Updat Updat Updat 25 EA&CD exporters and/or linkages supply chain exporters e e e e e Kenya Missions producers to No. of Forums 12 12 12 12 12 Abroad markets 3.6 Monitor and Eliminated NTBs Increased trade Reports contin conti conti conti contin 30 EA&CD negotiate uous nuous nuous nuous uous EAC elimination of NTBs 3.7 Carryout Economic policy Informed trade No. of economic 6 6 6 6 6 240 EA&CD research and papers and investment policy papers analysis to inform policy decisions the country’s trade and investment Increased trade decisions and investments To promote 4.1 Develop and Strategy Effective/strategic Strategy Devel Imple Imple Imple Imple 300 DICE Nairobi as a implement a developed bidding and document op ment ment ment ment Relevant diplomatic and strategy to identify, lobbying and technical economic hub bid, and lobby to Major imple directorates and and a premier host major conferences/event ment Kenya Missions destination for international s profiled abroad international conferences and conferences and events events

106

Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 4.2 Coordinate Centralised Increased No. of DICE hosting of major approach for conference international 2 2 2 2 2 12,000 Relevant international conferencing tourism conferences and technical conferences and events held in directorate and events in Kenya Increased revenue Kenya Kenya Missions Minutes of Conti Conti Conti Conti Conti abroad Institutionalised preparatory nuous nuous nuous nuous nuous standard for meetings hosting major Post-event international report conferences and events 4.3 Monitor and M&E reports Institutionalised No. M&E 2 2 2 2 2 250 DICE Evaluate the impact standard for reports Relevant of the international hosting major technical conferences and international directorate and events hosted in conferences and Kenya Missions Kenya events abroad

Kenya’s enhanced role in global events Strategic Issue 4: Diaspora Engagement and Consular Services Strategic Objective 5: To enhance Kenyan Diaspora Engagement and Consular Services Strategy 1. 1.1 Organize Enhanced linkages Increased flow of No. of fora 2 2 2 2 2 50 Diaspora & Enhance Diaspora between Kenya’s Investments by Consular engagement of investment fora private sector and the Diaspora Affairs; Kenyans abroad the Diaspora Economic Diplomacy and

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Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 in national Informed and Commercial development engaged Kenyan Affairs; Diaspora on All Missions investment abroad; opportunities Private Sector 1.2 Organize annual Informed Enhanced No. of 1 1 1 1 1 75 Diaspora & Homecoming Diaspora engagement of the Conferences Consular Diaspora Diaspora in held Affairs; Conferences national All Missions development abroad; processes MDAs 1.3 Disseminate Informed Increased Reports Bi- Bi- Bi- Bi- Bi- 5 Diaspora & information on Diaspora investment in annua annua annua annua annua Consular investment Kenya by the l l l l l Affairs; opportunities in Diaspora report report report report report All Missions Kenya to the s s s s s abroad; Diaspora MDAs 1.4 Coordinate Umbrella A Cohesive Number of 5 5 5 5 5 100 All Missions formation of Associations Diaspora Associations abroad; umbrella formed Effective formed Diaspora & associations for Consular Kenyans in the Effective Affairs; Diaspora Engagement by the government 1.5 Coordinate SACCOs formed Increased savings, Number of 1 1 1 1 1 10 Diaspora & formation of remittances and SACCOs Consular SACCOs by investments by formed Affairs; Kenyans in the the Diaspora All Missions Diaspora abroad; MDAs

108

Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 1.6 Establish the Fully operational Improved Operational Opera Opera Opera Opera Opera 50 Diaspora & National Diaspora council management of council tional tional tional tional tional Consular affairs; Council of Kenya Diaspora issues counc counc counc counc counci Office of the (NADICOK) il il il il l PDS

1.7 Update the Comprehensive Informed Updated Updated Updated Updated Updated Updated 0 Diaspora & Database of database decision-making database database database database database database Consular Kenyans in the and effective Affairs; Diaspora and the Diaspora All Missions Kenya Diaspora engagement abroad Associations 1.8 Facilitate the Reduced costs of Increased flow of Reports 1 1 1 1 1 0 Diaspora & operations of the remittances remittances Consular African Institute for Affairs; Remittances (AIR) MDAs 1.9 Establish Enhanced Effective No. of Visits 1 1 1 1 1 30 Diaspora & collaboration with knowledge and provision of Consular other countries to skills on provision consular services Affairs; share best practices of consular All Missions on Diaspora and services abroad Consular affairs management 1.10 Conduct county outreach programmes on Diaspora items 1.11 Facilitate Diaspora participation in

109

Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 democratic processes Strategy 2. 2.1 Develop Efficient Effective Bill - Bill Imple Imple I 15 Diaspora & Strengthen the framework/guidelin processes to assist management of ment ment imple Consular assistance and e on managing Kenyans in distress cases Cabinet Memo Cab ment Affairs; MDAs protection distress cases distress Mem mechanisms of amongst Kenyans o Kenyans living in the Diaspora abroad 2.2 Facilitate and Increased Increased No. of Labour 1 1 1 1 1 25 All political participate in employment remittances Agreements directorates negotiation of opportunities. &MOUs MDAs Bilateral Labour concluded Agreements and Enhanced protection MoUs and welfare of Kenyans working abroad 2.3 Undertake Well informed on Enhanced Reports 2 2 2 2 2 50 Diaspora & consular visitation the Diaspora delivery of Consular affairs; to selected expectations consular services Missions abroad countries on consular services Effective decision making on consular matters 2.4 Establish an Established Enhanced Fully operatio operatio operatio operatio operatio 100 All directorates evacuation committee planning and operational nal nal nal nal nal committee decision making committee committ committ committ committ committ MDAs during times of ee ee ee ee ee turmoil abroad 2.5 Develop an Evacuation plan Effective Evacuation plan EvacuatiEvacuatiEvacuatiEvacuatiEvacuati 2 Diaspora & Evacuation Plan developed assistance to on plan on plan on plan on plan on plan Consular affairs;

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Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 Kenyans in All Directorates; distress MDAs; Missions abroad 2.6 Establish a An established Effective Fully Operatio OperatioOperatioOperatio Operatio 1,000 Diaspora & Kenya Diaspora Fund assistance to operational fund nal fund nal fund nal fund nal fund nal fund Consular affairs; Assistance Fund Kenyans in Missions abroad distress 2.7 Facilitate Availability of Effective No. of 2 2 2 2 2 30 Diaspora & secondment of professional management of counsellors Consular affairs; professional counselling consular cases deployed HRM&D counsellors to the services Ministry 2.8 Train Ministry Improved skills Effective No. of officers 12 12 12 12 12 30 Diaspora and officers on basic on handling of management of trained Consular affairs; counselling skills distress cases consular cases HRM&D 2.9 Upgrade and Improved Effective Operational web Operatio OperatioOperatioOperatio Operatio 100 Diaspora and manage the usability engagement with the portal nal web nal web nal web nal web nal web Consular affairs Diaspora web- Diaspora portal portal portal portal portal portal ICT 2.10 Initiate and Informed Kenyan Reduced distress No. of 4 4 4 4 4 50 Diaspora & coordinate pre- emigrants cases sensitization Consular affairs; departure and re- programmes Dept. of Labour; entry programmes conducted Recruitment Agencies; Foreign Missions in Kenya 2.11 Facilitate implementation of the Kenya Transfer

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Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 of Prisoners Act 2015 Strategic Issues 6: Public Diplomacy and Stakeholders Engagement Strategic Objective 6: To Enhance Public Diplomacy and Stakeholders Engagement Strengthen Review the Communication communication Aligned 1 5 PACD public diplomacy Ministry’s strategy document strategy aligned to Communication CPPMD communication the overall strategy strategy strategy document Hold national days Improved Improved Annual Reports 1 1 1 1 1 48 PDS in Kenya Missions engagement with patriotism and Missions the Diaspora Diaspora participation Publish quarterly Enhanced Well Informed Published 3 3 3 3 3 15 PACD Ministerial bulletin visibility stakeholders quarterly magazine Hold quarterly Enhanced mutual Enhanced Statements/brief 4 4 4 4 4 5 CS briefings with the engagement and engagement and s CAS Diplomatic corps relations collaboration PS PDS Protocol Directorate Publicise Ministry’s Enhance visibility Improved Published 4 4 4 4 4 20 PACD programmes and ministry image articles activities through the media Hold Improved image Enhanced Annual report 1 1 1 1 1 2.5 CS annual/biennial for the country working CAS briefing sessions relationship with PS between the PDS

112

Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 President and the the diplomatic Protocol Diplomatic corps corp. Directorate Strengthen Develop/ Effective Stakeholder Stakeholder frame imple imple imple imple Liaison, FSA, stakeholder implement engagement with Engagement Engagement work ment ment ment ment PACD engagement and framework for stakeholders framework framework Collaboration engaging various developed stakeholders capacity build Enhanced Increased MOUs 50 60 70 80 80 330 Liaison, FSA MCDAs and country’s image/ influence in the Parliament staff on prestige region protocol and foreign policy related issues. Hold quarterly Enhanced Improved Press statement 1 1 1 1 1 5 PACD meetings with the understanding and understanding of media collaboration on Ministry; the Ministry’s visibility role Organise bi-annual Strengthen Reports briefing retreats for collaboration with relevant Parliament Parliamentary Committees promote and Nominate and Increase Kenya’s Increased Number of 3 4 6 6 8 27 MFA, Kenya safeguard lobby for Kenya’s cultural heritage preservation and Nominations Mission to Kenya’s Natural and sites on the list conservation of from current 6 UNESCO, and heritage, arts, Cultural Heritage Kenya’s cultural Ministry of sports and image sites to UNESCO Heritage Culture, Sports World List and the Arts

113

Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 brand at least seven Improved image 20 20 30 30 30 130 MFA/BKB (7) missions per and visibility of year Kenyan cultural diversity Coordinate Harmonised 15 15 15 20 15 80 MFA/BKB identification of identity of artefacts, films, Kenyan Missions paintings, songs and literature to be replicated in the Missions Coordinate Kenya’s Strengthen 3 3 4 4 5 19 MFA and participation at bilateral and Kenya Mission international multilateral to UNESCO cultural relations through and MDAs fairs/festivals and Cultural meetings Diplomacy collaborate with Increase diversity Strengthen Increa PDS, Head relevant MCDAs in and protection of bilateral and sed Cultural the implementation Kenya’s diverse multilateral tolera of ratified cultural of cultural relations through nce conventions practices Cultural and Diplomacy respec t for cultur e. Showcase Kenya’s Promote cultural 4 4 6 8 8 30 Head Cultural cultural products exchanges during the annual

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Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 Kenya week in Kenya Missions Lobby for the PDS, Head adoption of Cultural Kiswahili as a UN language Coordinate TORs and Promote Kenya’s nomination of nomination of image and cultural goodwill goodwill prestige through ambassadors sports and arts Organise cultural Enhance cultural PDS, Head visits for diplomatic exchanges with Cultural missions accredited Diplomatic to Kenya missions Undertake cultural Improved 4 4 6 8 8 30 MFA/MCSA exchange visits knowledge of Kenya’s cultural diversity Promote e regularly update the Increased Enhanced Website 3 PS, PDS, Head Diplomacy interactive global interaction and interactive ICT, Head PAC website engagement website Introduce and Diplomats writing Written opinion Blogs PDS, Head PAC manage Blogs skills sharpened Sensitise and Enhance Effective Active social PDS, Head PAC encourage use of interactive engagement and media accounts Ministry’s social engagement Prompt feedback media accounts

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Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 Introduce cell Timely Updated missions App 1 PDS, Head phone-based interaction with team ICT, communication the missions Head PAC application (Balozi app) Strategic Issue 6: Policy, Legal and Institutional Capacity Strategic Objective 7: To strengthen Policy, Legal and Institutional Capacity Strategy 1: finalize the Foreign FS Bill finalized Kenya’s global Draft Foreign Finali Enact Imple Imple Imple 5,050 PDS Strengthen Policy Service Bill strategic interests Service Bill ze the ment ment ment ment and Legal achieved Bill Legal & HCA Capacity Finalize the review of Foreign Service Regulations

Develop and Policy developed Efficient and Asset Draft Finali Imple Imple Imple 5 Asset implement Effective Management Policy ze ment ment ment Management ministerial asset management of Policy polic Unit; CPPMD; management policy assets of the y Relevant Ministry Missions

Develop guidelines Guidelines to Uniformity in Guidelines on Draft Finali Imple Imple Imple 1.5 PDS to harmonize Host harmonize Host handling Host Host Country the ze the ment ment ment Country Country Country Affairs Affairs guidel guide Legal & HCA Agreements Agreements ines lines Protocol developed

Develop Policy on Policy on Enhanced Policy on Draft Finali Imple Imple Imple 5 PDS; Liaison; Technical Technical attainment of technical Policy zation ment ment ment CPPMD; Africa Cooperation cooperation of &AU; FSA;

116

Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 Cooperation Foreign Policy Polic Peace; Developed Goals y Economics

Maintain and Database of Improved access Database of Updat Updat Updat Updat Updat 144.5 OROT update treaties treaties to information on treaties ed ed ed ed ed database maintained and treaties datab datab datab datab datab updated ase ase ase ase ase

Monitor Quarterly report Compliance with Quarterly 4 4 4 4 4 100 OROT implementation of prepared Treaty Making reports treaties ratified by and Ratification Legal Kenya Act 2012

(Rev.2014) Annual reports Annual reports prepared 1 1 1 1 1

Conduct Public Awareness Informed Consolidated 1 1 1 1 1 250 OROT Awareness on reports done citizenry on Awareness treaties ratified by international report Kenya obligations

Prepare Annual Presidents Report Compliance of Annual Report 1 1 1 1 1 150 PDS Presidential report on International constitutional on the progress Obligations requirement for ORoT made in fulfilling prepared Presidential report Legal the int. obligations

Prepare the C.S’s C.S’s reports to Compliance with Annual Report 1 1 1 1 1 100 PDS reports to the the National the legislative National Assembly Assembly on the requirement for ORoT on the Treaties Treaties Ratified C.S’s report by the Republic

117

Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 Ratified by the of Kenya Republic of Kenya prepared

Coordinate consultative meetings with the attorney general and relevant MDAs for legal positions on Foreign Affairs (another proposal – coordinate preparation of legal positions on foreign issues)

Strategy 2: Acquire ultra- Adequate office Reduced cost of Quality of office Identi Maint Maint Maint Maint 200 FSA Develop modern premises space and training training space and fy and ain ain ain ain requisite skills for FSA facilities training acquir and facilities e competencies for acquired office Enhanced effective space institutional diplomatic and capacity engagement traini ng facilit ies

Develop a strategy Strategy Enhanced foreign Strategy Devel Imple Imple Imple Imple 4 FSA to guide foreign developed policy research document op ment ment ment ment

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Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 policy research and and policy strate analysis analysis gy

Conduct research Research and Facilitate Number of 3 3 3 3 3 75 FSA and policy analysis. policy analysis informed decision Research and undertaken making/ policy analysis All Directorates engagement reports/ papers

Review and Reviewed FSA Enhance Curriculum Revie Imple Imple Imple Imple 5 FSA implement FSA Curriculum efficiency and document w ment ment ment ment Curriculum effectiveness curric ulum

Develop a training Training calendar Consistence and A training Traini imple imple imple imple 0.5 FSA calendar developed programmed calendar ng ment ment ment mente trainings calen d dar devel oped

Conduct trainings Trainings Enhanced skills Number of Under Unde Unde Unde Under 1000 FSA in line with the undertaken and knowledge trainings take rtake rtake rtake take Reviewed conducted traini traini traini traini traini Curriculum and ngs ngs ngs ngs ngs training calendar Training reports

Develop a Framework for Enhanced A framework in Frame Imple Imple Imple Imple 2 FSA framework for management of efficiency in place work ment ment ment ment management of scholarships scholarship devel scholarships developed management oped

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Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 Develop guidelines Guidelines Enhanced value Guidelines in Guide imple imple imple imple 2 FSA to facilitate developed addition derived place line ment ment ment ment mentorship and from placement devel All directorates placement of and mentorship oped foreign service officers to Regional and International organizations

Coordinate Mentorship and Enhanced skills Number of 10 10 10 10 10 10 FSA mentorship and placement of and competences officers placement of foreign service mentored and All Directorates foreign service officers placed in the officers to undertaken Regional and Regional and International International Organizations organizations

Develop and Framework Effective Collaboration Imple Imple Imple Imple 20 FSA implement developed engagement with framework in ment ment ment ment collaborative stakeholders on place Frame Legal framework and research and work linkages with policy review devel academic and oped research institutions

Hold bi-annual Bi-annual Enhanced Bi-annual 2 2 2 2 2 50 PDS colloquiums colloquiums held dialogue on reports FSA

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Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 foreign policy All Directorates issues

Publish quarterly Quarterly journals Enhanced Quarterly 4 4 4 4 4 10 FSA Foreign Policy published availability and journals research journals access to Public Affairs& information and Communication knowledge on All Directorates foreign policy issues

Establish a a depository and Enhanced a depository and Establ Opera Opera Opera Opera 100 FSA depository and an an e-learning availability of an e-learning ishme tional tional tional tional e-learning resource resource center resource/ resource Centre nt of a ICT center established reference in place. depos All Directorates materials itory and an e- learni ng resour ce Centr e

Conduct Training Enhanced skills Number of 100 100 100 100 100 200 Fsa of regional and knowledge on officers trained diplomats policy analysis All directorates Training reports

121

Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 Strategy 3: Sensitize Ministry ministry staff Enhanced ethics, Number of staff 100 100 100 100 100 20 Administration Promote Good staff on ethics, Sensitized integrity and sensitized Governance integrity and good Good Governance governance

review Ministry’s Reviewed Good governance reviewed risk 1 1 1 1 1 5 Administration risk register Ministerial Risk promoted register (corruption risk register assessment and mitigation plan)

Develop and Risk policy Good governance Risk policy implement framework promoted framework institutional risk developed policy framework

Finalise and Ministerial gift Promote Ministerial Gift 1 imple imple imple imple Admin implement policy accountability and Policy; ment ment ment ment Ministerial Gift transparency in Reports/ briefs/ Policy the exchange of minutes gift

Strategy 4: Acquire and ICT Equipment improve user 1:1 Ratio of Procu Procu Procu Procu Procu 200+3 ICT, Admin, Strengthen ICT maintain ICT (acquired and productivity computer to remen reme reme reme remen 0 Procurement Capacity, Equipment maintained user t of nt of nt of nt of t of and Missions Infrastructure and equip equip equip equip equip Security ment ment ment ment ment

122

Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 Finalize and publish ICT Policy Enhanced ICT Published ICT Finali Imple Imple Imple Imple 4 ICT, CPPMD ICT policy finalized and operations in the Policy ze ment ment ment ment published Ministry and Publis h

Upgrade and secure Upgraded and Fast, reliable and Annual Upgra Maint Maint Maint Maint 60 ICT, Admin, Ministry Network secured Local secure Local Area Maintenance de enanc enanc enanc enanc Procurement Infrastructure Area Network - Network Report on Local and e e e e (HQ and Missions LAN (Intranet Area Network config (HQ (HQ (HQ and and Internet) uratio and and and 48 n (HQ 12 24 36 Missi and Missi Missi Missi ons); 12 ons); ons); ons); Upgra Missi Upgr Upgr Upgr de ons) ade ade ade and and and and config confi confi confi uratio gurati gurati gurati n (12 on on on Missi (12 (12 (12 ons) Missi Missi Missi ons ons ons)

Expand and Data Centre, and Improved and Upgraded and Upgra Maint Maint Maint Maint 120 ICT, Admin, upgrade Data and Disaster Recovery timely access to expanded Data de enanc enanc enanc enanc Procurement Disaster Recovery Centres Upgraded information; Centre, and and e e e e and Missions Centres and expanded reduced risk of Disaster config data loss and ure Data

123

Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 High availability Recovery Centr of systems Centres e, virtua l enviro nment and Disast er Recov ery Centr e

Acquire and Install Secure Secured installed Secure 13 12 12 12 12 200 ICT, Admin, information information information Information Procurement, security software System acquired within HQ and to System. Missions and installed Missions

Automate Administrative Enhanced No. of Install Updat Updat Updat Updat 150 ICT, Admin, administrative and and operational efficiency and administrative ation e/ e/ e/ e/ Procurement operational services services in the effectiveness in and operational maint maint maint and Missions in the Ministry Ministry service delivery systems ain ain ain maint automated installed ain

Train Ministry staff Ministry staff Enhanced ICT No. of staff 160 160 160 160 160 80 ICT, Admin, on ICT Skills, trained on ICT competencies trained Procurement security and Skills and Missions modern technologies

124

Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 Re-Design Interactive and to provide an Redesigned Redes Maint Maint Maint Maint 10 ICT. Public Websites (Global user-friendly effective and Website(s) ign enanc enanc enanc enanc Affair, Admin website, Missions website(s); efficient e e e e Websites, FSA & communication Diaspora Websites) avenue

Install IP telephony IP Telephony Improved Number of 4 4 4 4 4 200 ICT, Admin, in Kenya Missions Installed connectivity and Missions on IP Procurement reduced telephone Telephony and Missions costs

install modern Upgraded ICT Enhanced upgraded Install Maint Maint Maint Maint 15 ICT, Admin, telecommunication Equipment in efficiency conference ation enanc enanc enanc enanc Procurement Equipment and Boardrooms equipment and e e e e and Missions systems at the Confi Ministry and gurati Missions on

Strategy 5: Construct a modern Completed Reduced Ultra-modern Acqui Com Const Const Com 4,000 Administration/ strengthen Asset office to house the modern office operational costs office block re menc ructio ructio missi Assets Management Ministry block land e n n on Headquarters Improved work constr buildi environment uctio ng

n Improve productivity

Acquire/construct Acquired • Reduction in No. of missions Const Const Const Const Com 7,350 Admin, Chanceries, buildings rental bills with owned ructio ructio ructio ructio missi Residences and • Improved Work n n n n oning Environment and Kenya’s image

125

Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 staff houses in modern Lease Lease Lease buildi Asset Kenyan Missions buildings ng Management Acqui Acqui Acqui sition sition sition Relevant Missions

maintain, repairs, Refurbished • Enhanced No. of Reno Reno Reno Reno Reno 1,350 Administration, renovate and buildings Kenya’s image renovated and vation vatio vatio vatio vation redevelop • Improve work repaired s and ns ns ns s and Public works, properties at the environment buildings repair and and and repair Asset Headquarters and s repair repair repair s Management Kenya Missions s s s

Establish a Diplomatic Nairobi The established Acqui Surve Alloc Alloc Alloc 4,000 Administration, diplomatic enclave enclave transformed into a diplomatic sition y and ation ation ation established competitive enclave of subdi to to to Asset diplomatic capital land vision emba emba embas Management, ssies ssies sies National Land and and and Commission high high high com Com Com missi missi missi ons ons ons

security Safety and Safe and secure Safety and imple Maint Maint Maint Maint 200 Administration enhancement in security measures environment for security mente ain ain ain ain Kenya Missions in place staff and assets d securi securi securi securi ty ty ty ty

126

Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 Purchase and New vehicles Provision of Improved Purch Maint Maint Purch Maint 1,100 Administration maintain vehicles at purchased and efficient transport transport ase enanc enanc ase enanc the Ministry maintained services services and e e and e headquarters and maint Maint Kenya Missions ain enanc e

Develop a Asset Asset Ministerial asset management plan management management plan developed plan

Acquire appropriate Appropriate Fully equipped premises and premises and Premises equipment for FSA equipment acquired

Strategy 6: Develop and Improved Human Efficient HRM&D plan Draft Appr imple imple Revie 100 HRM/PDS Implement human Resource management of Plan oved ment ment w Strengthen resource and Management human resource. plan Human development plan Resource Management Review foreign and Capacity service allowance Development Review Scheme of Scheme of Enhanced Reviewed Draft Appr imple imple Revie 5 HRM/PDS Service for Foreign Service reviewed meritocracy, Scheme of Plan oved ment ment w Service Officers professionalism Service plan and optimal deployment of staff

127

Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 Develop and update Requisite and Enhanced skills, Skills and Traini Traini Traini Conti Traini 20 HRM/FSA Skills and Relevant Skills knowledge and competencies ng ng ng nuous ng competencies and competencies. competency inventory and and traini and inventory data collec ng updat ting es data

for inven tory

Implement online Improved Online Enhanced Online PAS Traini Imple Imple Imple Imple 5 HRM performance Staff Appraisal individual ng ment ment ment ment appraisal system performance

Review and FSR Reviewed Operational Imple Imple Imple Revie Opera 5 HRM/PDS implement Foreign and consolidated FSR ment ment ment w tionali Service Regulations ze

Finalize knowledge Published Improved Knowledge Publis Sensit imple imple Revie 100 HRM/FSA/ICT management Knowledge efficiency and management h ize/i ment ment w and strategy Management productivity strategy and Know mple updat Strategy finalized system ledge menta e and published Mana tion while geme nt Strate gy and devel op the

128

Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 syste m

Develop knowledge Knowledge management Management system System Developed

Review and Responsive Efficiency and Revised Draft Appr Imple imple Revie 0.5 HRM/ /PDS implement Organizational effectiveness in structure struct oved ment ment w ADMN organizational Structure service delivery ure Struct structure ure

Implement and Improved Efficiency and Number of Imple sensit sensit sensit sensiti 5 HRM/ADMN sensitize staff on understanding and effectiveness in officers ment ize ize ize ze HR/relevant compliance with service delivery sensitized and and Government regulations level of sensiti policies compliance ze

Strategy 7: Operationalize Staff Staff welfare Improved staff Welfare 1 Imple Imple Imple Imple 0.5 Wellness Unit Enhance Staff Welfare association morale Constitution By- ment ment ment ment Wellness Association Laws, (MFASWA) operational welfare committee

Organize annual Annual Improved Team building 1 1 1 1 1 15 Administration ministerial team ministerial team teamwork, morale report building building day and productivity observed

129

Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 sensitize staff on Sensitization Increased Sensitization 1 1 1 1 1 10 Wellness Unit crosscutting issues workshops held awareness on Report i.e HIV/AIDS and effects of ADA prevention HIV/AIDS & and disability reduced mainstreaming incidences of ADA

Initiate psycho- social support enhanced welfare Approved 1 1 1 1 1 25 Wellness Unit social support programs initiated of staff programmes programs including counselling services

Strategy 8: Develop a database Database on Effective internal Approved HRM&D; on vulnerable vulnerable groups institutional programs Youth Unit Enhance groups and their in the Ministry mechanisms to involvement of needs support vulnerable vulnerable groups groups into Ministry provide favourable Infrastructure in Disability friendly Favourable 1 1 1 1 1 75 /Admin. programmes infrastructure for place environment infrastructure PWDs

Provide work- Work related Empowered Various 1 Identi Identi Identi Identi 20 Admin/Wellnes related assistive assistive devices products & fy fy fy fy and s unit devices, products & services in PLWDs services and and and procu procu and services place procu procu re re re re

130

Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 Put up structures Prompt reporting 1 Imple Imple Imple Imple 0.5 Admin/Wellnes for reporting SGBV Structures for of SGBV Number of ment ment ment ment s Unit in all the buildings reporting SGBV reporting in place. occupied by the structures

Ministry (complaint boxes, hotline).

trainings on Gender Training Enhanced Workshop 1 1 1 imple imple 15 HRM&D/Welln and SGBV at the workshop held effectiveness in report ment ment ess/ Gender Kampala Regional handling gender Unit/ training centre and SGBV issues

Develop and Youth strategy Increased Youth strategy 1 Imple Imple Imple Imple 2.5 Youth implement developed integration of ment ment ment ment unit/Admin/CPP Ministry’s youth youth MD strategy empowerment initiatives

Initiate youth Youth Increased Number of 1 Imple Imple Imple Imple 25 Youth empowerment & empowerment & integration of operational ment ment ment ment unit/Admin participation participation youth programs

programs programs initiated

Train champions in Trained Enhanced Number of 1 1 1 1 1 9 Wellness/Youth Youth & gender champions effectiveness in trained Unit mainstreaming mainstreaming champions

initiate mentorship Institutionalised Enhanced Number of 1 1 1 1 1 25 Youth pogrammes for Mentorship capacity for youth in the Unit/Admin Ministry’s young programmes serving officers & programmes officers and

131

Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 prospective developed skills diplomats base

Develop & procure Developed & Enhanced Mentorship 1 Imple Imple Imple Imple 10 Youth/Admin./P Youth mentorship procured resource base materials ment ment ment ment rocurement materials and mentorship guidelines for materials mentors in the Ministry

Development of Developed IEC Enhanced IEC materials 1 Imple Imple Imple Imple 10 Wellness/Youth IEC materials on materials awareness ment ment ment ment Unit/Admin./ gender and SGBV CPPMD

Strategy 9: acquire certification ISO 9001:2015 Improved service ISO 9001:2015 ISO Imple Imple Imple Revie 20 Admin Strengthen Result of ISO 9001:2015 QMS delivery QMS Certificate Certif ment ment ment w Based QMS Certification icatio certifi Management Adopted and n cation implemented

Review and Service charters Efficiency and Revised and Revie Imple Imple Imple Imple 1 CPPMD implement reviewed, effectiveness in displayed w and ment ment ment ment Ministry’s service displayed and service delivery Service charters Imple All Heads of charter implemented ment Divisions

Conduct biennial Customer Informed decision Baseline and Prepa Prepa Prepa Prepa 10 CPPMD Customer satisfaction making exit Reports re and re re re and satisfaction surveys surveys imple and and imple Administration conducted and ment imple imple ment reports prepared baseli ment ment

132

Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 ne exit exit exit report report report report

Develop, Cascade Performance Improved No. of signed 33 33 33 33 33 10 CPPMD and implement Contracts and performance Ministry of Ministry annual work plans management Headquarters work plans and developed, Annual Work performance cascaded and Plans contracts monitored. No. of signed 56 56 56 56 56 Mission Annual Work Plans

No. of signed 33 33 33 33 33 Ministry of Headquarters Performance Contracts

No. of signed 56 56 56 56 56 Mission Performance Contracts

PC Desk Officers No. of PC Desk 60 30 60 30 60 12 CPPMD at the Ministry and Mission officers trained trained on PMS on PMS at the Headquarters

133

Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 No. of Missions 8 8 8 8 8 6 trained on PMS

Monitor Implementation Enhanced service Annual 1 1 1 1 1 7 CPPMD implementation of of policies delivery performance policies, projects projects and review reports and programmes. programmes monitored. No. of quarterly 4 4 4 4 4 M&E programs and project Reports.

Mid and end - - 1 - 1 term review report on the strategic plan

Create a database Database created Enhanced Database Devel Updat Updat Updat Updat 5 CPPMD for policies, information op a e e e e projects and sharing and datab programmes decision making ase

Build Monitoring M&E officers Improved No. of officers 10 10 10 10 10 6 CPPMD and Evaluation trained competency and trained capacity in the productivity Ministry

Establish customer Customer service Improved service Customer desk 8 8 8 8 8 9 CPPMD service desks in desks established delivery

134

Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 Huduma centres in in Huduma Counties centres

Facilitate review of CPPMD Mission’s strategic plans

Strategy 10: roll out IFMIS in select Missions on proper budget IFMIS operation 4 4 4 4 4 5 Finance & Strengthen public Kenya Missions IFMIS execution and in select Accounts Financial timely reporting Missions ICT Management of expenditures Select Missions

strengthen internal Compliance with Efficient Internal Audit 6 6 6 6 6 10 Finance, controls and relevant laws, utilization of Reports adherence to regulations and financial Accounts relevant laws, circulars resources Internal Audit regulations and circulars

Strategy 11: Operationalize All records Enhanced service EDMS Acqui Imple Imple Imple Imple 20 Administration Strengthen Electronic digitized delivery operationalized re and menta menta menta menta Records Records Document install tion tion tion tion Management Management Management ICT System (EDMS). Sensitize and train All staff Enhanced Number of staff Sensit Sensit Sensit Sensit Sensit 10 Administration staff on EDMS sensitized and knowledge in sensitized and ize ize ize ize ize Records trained records trained and and and and and Management management Train Train Train Train Train ICT

135

Strategic Issue/ Activity Output Outcome Key Indicators Targets Budge Responsible Objective/ t Ksh. Strategy Mn Y1 Y2 Y3 Y4 Y5 18/19 19/20 20/21 21/22 22/23 Appraise records in Records appraised Rid registry of Number of Appra Appr Appr Appr Appra 15 Administration the Ministry in line obsolete records records ise aise aise aise ise and Records with the laid the appraised and and and and and and laid down laws and preserved preser preser preser preser preser regulations ve ve ve ve ve record recor recor recor record s ds ds ds s

Total 69,174

136

ANNEX 1: FORMER MINISTERS OF FOREIGN AFFAIRS

Name Position Year

1. Hon. Jomo Kenyatta Prime Minister 1963

2. Hon. Joseph Murumbi Minister of State for Foreign Affairs 1963

3. Hon. Mbiyu Koinange Minister of State for Foreign Affairs 1963–1967

4. Hon. James Nyamweya Minister of State for Foreign Affairs 1967–1968

5. Hon. Argwings-Kodhek Minister of State for Foreign Affairs 1968–1969

6. Hon. Dr. Njoroge Mungai Minister for Foreign Affairs 1969–1974

7. Hon. Dr. F. L. Munyua Waiyaki Minister for Foreign Affairs 1974–1979

8. Hon. Dr. Robert J. Ouko Minister for Foreign Affairs 1979–1983

9. Hon. Elijah Mwangale Minister for Foreign Affairs 1983–1986

10. Hon. Dr. Zachary Onyonka Minister for Foreign Affairs 1986–1988

11. Hon. Dr. Robert J. Ouko Minister for Foreign Affairs 1988–1990

12. Hon. Wilson Ndolo Ayah Minister for Foreign Affairs 1990–1993

13. Hon. Stephen Kalonzo Musyoka Minister for Foreign Affairs 1993–1998

14. Hon. Bonaya Godana Minister for Foreign Affairs 1998–2001

15. Hon. Chris Obure Minister for Foreign Affairs 2001

16. Hon. Major (Rtd). Marsden Madoka Minister for Foreign Affairs 2001–2003

17. Hon. Stephen Kalonzo Musyoka Minister for Foreign Affairs 2003–2004

18. Hon. Chirau Ali Mwakwere Minister for Foreign Affairs 2004

19. Hon. Raphael Tuju Minister for Foreign Affairs 2004–2008

20. Hon. Moses M. Wetangula Minister for Foreign Affairs 2008–2012

21. Hon. Sam K. Ongeri Minister for Foreign Affairs 2012–2013

22. Amb. Amina Mohamed Cabinet Secretary for Foreign Affairs 2013–2018

23. Amb. Monica Juma Cabinet Secretary for Foreign Affairs 2018-present & International Trade

137

ANNEX 2: YEAR OF MISSION ESTABLISHMENT

Mission Year of Establishment

1. Havana, Cuba 2016 2. Mogadishu, Somalia 2015 3. Luanda, Angola 2015 4. Algiers, Algeria 2014 5. Ankara, Turkey 2012 6. Muscat, Oman 2011 7. Doha, Qatar 2010 8. Dubai, UAE (Consulate) 2010 9. Bujumbura, Burundi 2007 10. Seoul, Korea 2007 11. Dublin, Ireland 2007 12. Madrid, Spain 2007 13. Kuwait City, Kuwait 2007 14. Brasilia, Brazil 2006 15. Bangkok, Thailand 2006 16. Paris-UNESCO 2006 17. Juba, South Sudan 2006 18. Los Angeles 2004 19. UNON 1996 20. Kuala Lumpur, Malaysia 1996 21. Pretoria, South Africa 1995 22. Austria, Vienna 1994 23. Tel Aviv, Israel 1994 24. Windhoek, Namibia 1990 25. Tehran, Iran 1988 26. Rwanda, Kigali 1986 27. Geneva, Switzerland 1986 28. Hague, Netherlands 1985 29. Canberra, Australia 1984 30. Islamabad, Pakistan 1984 31. Khartoum, Sudan 1982 32. Abu Dhabi, UAE 1982 33. Kampala, Uganda 1981 34. Harare, Zimbabwe 1980 35. Tokyo, Japan 1979 36. Ottawa, Canada 1978 37. UN-HABITAT/ UNEP 1978/1973 38. Brussels, Belgium 1978

138

Mission Year of Establishment

39. Riyadh, Saudi Arabia 1977 40. Rome, Italy 1974 41. Abuja, Nigeria 1972 42. Lusaka, Zambia 1970 43. Stockholm, Sweden 1970 44. New Delhi, India 1969 45. Kinshasa, DRC Congo 1967 46. Gaborone, Botswana 1966 47. Paris, France 1966 48. Cairo, Egypt 1965 49. Addis Ababa, Ethiopia 1964 50. New York, KMUN 1964 51. Beijing, China 1964 52. Berlin, Germany 1964 53. Dar es Salaam, Tanzania 1963 54. Washington, USA 1963 55. London, United Kingdom 1963 56. Moscow, Russia 1963

Summary Establishment 2005-2018 Year of establishment Number of Missions 2005 0 2006 4 2007 5 2008 0 2009 0 2010 2 2011 1 2012 1 2013 0 2014 1 2015 2 2016 1 2017 0 2018 0 Total 17

139

ANNEX 3: ADDRESSES/CONTACTS OF HIGH COMMISSIONS AND EMBASSIES OF THE REPUBLIC OF KENYA

A B

ALGERIA BOTSWANA Embassy of the Republic of Kenya, Algiers Kenya High Commission, Gaborone Rue Mohamed Khoudi Plot 5373, President’s Drive El-biar 16030 Private Bag 297 Gaborone, Botswana Algiers Tel: + 267 3951408/3951430 Algeria 16000 Fax: +267 3951409 213674328824 Emails: [email protected] [email protected] or [email protected]. ANGOLA Embassy of the Republic of Kenya, Luanda BRAZIL HCTA Talatona, Rua Luanda Sul Embassy of the Republic of Kenya, Brasilia Luanda, CCB4 GU02, Villa No. A112, Luanda SHIS QL 10, Conjunto 08, Casa 08, Lago Sul, CEP: Tel : +244 222 035 517 71630-085, Brasília-DF, Brazil. Cell: +244 921 858 913 Tel: +55-61 3364 0691/1141 Fax : +244 222 723 711 Fax: +5561 3364 – 0978 Email : [email protected] Email: [email protected] or [email protected], AUSTRALIA Website: www.kenyaembassybrazil.com.br Kenya High Commission, Canberra Accredited to: Argentina, Chile, Colombia & 43 Culgoa Circuit, O’Malley, ACT 2606 Venezuela GPO Box 1990, Canberra City 2601 Tel: +61-2-6290 7100/: +61-2-62474788 BURUNDI Fax: +61262576613 Embassy of the Republic of Kenya, Bujumbura Emails: [email protected] or PTA Building, 2nd Floor, West Wing [email protected] P.O. Box 5138 Mutanga, Bujumbura Website: www.kenya.asn.au Tel: +257-22-258160 Accredited to: New Zealand Fax:+257-22-258161 Emails: [email protected] or AUSTRIA [email protected] Embassy/Permanent Mission of the Republic of Website:www.kenyaembassyburundi.com Kenya in Vienna Andromeda Tower, 16th Floor BELGIUM Donau-City-Strasse 6 Embassy of the Republic of Kenya in Belgium & A-1220 Vienna Luxembourg and Mission to the European Union, Email: [email protected], [email protected] Brussels Tel: +4317123919 Avenue Winston Churchilllaan 208-1180 Brussels Fax: +4317123922 Tel: +32-2-340 10 40 Website: www.kenyaembassyvienna.at Fax: +32-2-340 10 50 Accredited to: Austria, Hungary and Slovakia and Emails: [email protected] or UN Agencies (UNOV, IAEA, UNIDO, UNODC & [email protected] CTBTO) Website: www.kenyabrussels.com Accredited to: Luxembourg & the EU

140

C Tel.+202-23592159/23581260 Fax: +202-23580713 CHINA E-Mail: [email protected] Embassy of the Republic of Kenya, Beijing Website:www.kenemb-cairo.com No. 4 Xi Liu Jie, San Li Tun Accredited to Morocco, Tunisia, Eritrea and Beijing-China： 100600 Jordan Tel: +86-10-65323381/65322473 Fax: +86-10-65321770 ETHIOPIA E-mails: [email protected] or Embassy of the Republic of Kenya, Addis Ababa [email protected] P. O. Box 3301, Addis Ababa, Ethiopia Website: www.kenyaembassy.cn Tel: +251-11-6610033 Fax: +251-11-6611433 CANADA Email: [email protected] Kenya High Commission, Ottawa Website:www.kenyaembassyaddis.org 415 Laurier Avenue East Ottawa Ontario Accredited to: Djibouti & AU K1N 6R4, Canada. Tel: +1-613-5631773 F Fax: +1-613-233-6599 Email: [email protected] FRANCE [email protected] Embassy of the Republic of Kenya, Paris Website: http://kenyahighcommission.ca 3, rue Freycinet 75116 – Paris. Accredited to: ICAO Tel: +33-1-56622525 Fax: +33-1-47204441 CUBA [email protected] or Embassy of the Republic of Kenya, Havana [email protected], 5th Ave, Between 76 and 78 streets, Miramar Trade Website: www.kenyaembassyparis.org Centre, Barcelona Building, Accredited to: Portugal, Serbia & Holy See, Havana, Cuba Kazakhstan, Switzerland, P.O Box No. 513 Hotel Neptuno Postal Code: 11300 Permanent Delegation of Kenya to UNESCO Tel: +53-55598907 1, Rue Miollis, 75732 Paris Cedex 15 France Email: [email protected] Tel: +33-145 68 32 81 Fax: +33-145 68 32 83 CONGO, DRC Email: [email protected] or Embassy of the Republic of Kenya, Kinshasa [email protected] 4002 Avenue de l’Ouganda Gombe Website: www.kenya-delegation-unesco.org P. O. Box 9667, Kinshasa, Congo (DRC) Tel:+243 815565935/36 G Fax:+243 815565939 Emails:[email protected] GERMANY Website: www.kenyaembassy.cd Embassy of the Republic of Kenya, Berlin Accredited to: Congo (Brazzaville), Gabon and Markgrafenstr. 63 10969 Berlin Central Africa Republic Tel: +49 030 2592660/11 E Fax: +49-030-25926650 Emails: [email protected] or EGYPT [email protected], Embassy of the Republic of Kenya, Cairo Website: www.embassy-of-kenya.de Villa 60, Al Kanal Street, Maadi Accredited to: Bulgaria & Romania Cairo 141

I Website: www.embassyofkenya.it Accredited to: Poland, Greece, Malta & Cyprus, UN INDIA Agencies in Rome (FAO, IFAD & WFP) Kenya High Commission, New Delhi D-1/27, Vasant Vihar J New Delhi-110057 Tel: +91-11-26146537/38/40 JAPAN Fax: +91-11-26146550 Embassy Kenya, Tokyo Emails: [email protected] or 3-24-3, Yakumo Meguro-ku [email protected] Tokyo 152-0023, JAPAN Website: www.kenyahicom-delhi.com Tel:03-3723-4006/7 Accredited to: Bangladesh, Sri Lanka & Singapore Fax: 03-3723-4488 Email: [email protected] or IRAN [email protected] Embassy of the Republic of Kenya, Tehran Website:www.kenyarep-jp.com 12, M. Ravanpour STR, off Africa Avenue P. O. Box 19395/4566, Tehran K Islamic Republic of Iran Telegraphic address Kenyarep Tehran KENYA Tele: +98 21 22651080-2 Permanent Mission of Kenya to the UN Office at Fax: +98 21 22651083 Nairobi, the UN Environmental Programme and Email: [email protected] or UN-Habitat, Nairobi Gigiri, off Limuru Road IRELAND Tel: +254 20 8079149, +254 20 2163368 Embassy of the Republic of Kenya, Dublin Fax: +254-20-2163372 11 Elgin Road, Ballsbridge Dublin 4, Email: [email protected] or Tel: +353-1-6136380 [email protected] Fax: 353-1-6685506 Website: www.kmunon.go.ke [email protected], KUWAIT Website: www.kenyaembassyireland.net Embassy of the Republic of Kenya, Kuwait Zahra Block 8, street 806, Villa 196. ISRAEL P.O. Box 129, Al-Surra Code 45701, Kuwait Embassy of the Republic of Kenya, Tel Aviv Tel: + (965) 25243771/2 Zaksenberg Building, 15 Abba Hillel Silver Street, Fax: + (965) 25243788 P. O. Box 3621, Ramat Gan 52136, Email: [email protected] Tel Aviv, Israel Website: www.kenyaembkuwait.com Tel: +972-3-5754633 Accredited to Lebanon Fax: 000-972-3-5754788 Emails: [email protected] or M [email protected], Website: www.kenyaembassytlv.org.il MALAYSIA Kenya High Commission, Kuala Lumpur ITALY No. 8 Jalan Taman U-thant Embassy of the Republic of Kenya, Rome 55000, Kuala Lumpur, Malaysia Viale Luca Gaurico, 205 Tel: +603-2146 1163 00143, Rome, Italy Fax: +603-2145 1087 Tel: +39-06-8082717 Email: [email protected] Fax: +39-06-8082707 Website: www.kenyahighcom.org.my Email: [email protected] Accredited to: Indonesia, Philippines and Brunei 142

N P

NAMIBIA PAKISTAN Kenya High Commission, Windhoek Kenya High Commission, Islamabad 134 Robert Mugabe Avenue Plot # 1-2-3, St # 27, Ramna 5 P. O. Box 2889 Diplomatic Enclave Islamabad Pakistan Windhoek, Namibia P. O. Box 2097, Islamabad, Pakistan Tel: 061 226836 / 225900 Tel: +92-51-2601504-6 Fax: 061 221409 Fax: +92-51-2601507 Email: [email protected] or Email: [email protected] [email protected] or [email protected] Web: www.kenyahighcommission.com.pk Website: www.khcwindhoek.com Accredited to: Angola Q

NETHERLANDS QATAR Embassy of Kenya, The Hague Embassy of Kenya to the State of Qatar, NieuweParklaan 21 West Bay, Zone 66, Street 840, Hse 131 2597 LA Den Haag (The Hague) P. O. Box 23091, Doha Tel: +31-70-3504215 Tel.: +974 4493 1870, Fax: +974 44831730 Email: [email protected] Email: [email protected] Website: www.kenyaembassy.nl Website: www.kenyaembassydoha.com Accredited to: Netherlands & Czech Republic R

NIGERIA RWANDA Kenya High Commission, Abuja Kenya High Commission, Kigali No 357, Diplomatic Drive, CBD, Abuja, Nigeria Plot No. 1716 Kacyru, P.O Box: P.M.B.5160, Wuse Head Office, Abuja Blvd de l’Umuganda Tel: +234 709 873 4350 P.O Box 6159, Kigali, Rwanda Cell: +234 816 474 9510 Tel.: +250-252 2583332/6 Email: [email protected] or [email protected] Mobile: +250 788 306227 Website: www.kenyanigeria.org Email: [email protected], Accredited to: Cote d’Ivoire, Togo, Ghana, Liberia, [email protected] Benin & Sierra Leone Website: www.kenyahighcomkigali.org

O RUSSIA Embassy of the Republic of Kenya, Moscow OMAN Lopukhinskiy Pereulok, 5, Moscow, Russia, 119034 Embassy of the Republic of Kenya, Muscat Tel: +7 (495) 637-21-86 Way No. 3050, Villa No. 4074, Shatti Al Qurum. Fax: +7 (495) 637-54-63 P. O. Box 173, Bareeq Al Shatti, PC 103, Muscat Email: [email protected] or Sultanate of Oman [email protected] Tel: +968 24697664 Website: www.kenemb.ru Fax: +968 24697366 Accredited to: Belarus, Kazakhstan, Ukraine and Email: [email protected] or Georgia [email protected] Website: www.kenyaembassy-muscat.com S

SAUDI ARABIA

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Embassy of Kenya, Riyadh Diplomatic Quarter SUDAN P. O. Box 94358 – 11693 Riyadh, Embassy of Kenya, Khartoum Tel: +966-1-4881238/4882484 No. 516 Block 1, West Giraif, Street 60 Fax: +966-1-4882629 P. O. Box 8242, Khartoum, Sudan Email: [email protected], [email protected] Tel: +249-1-55772800/01 Website: www.kenyaembassyriyadh.com Fax: +249-1-55772802 Accredited to: Iraq and Yemen Email: [email protected]

SOMALIA SWEDEN Embassy of Kenya, Mogadishu Embassy of Kenya, Stockholm Mogadishu, IDMAO CAMP Birger Jarlsgatan 37, 103 95 Stockholm Somalia, 252617983371617983387 P. O. Box 7694 103 95 Stockholm Mogadishu International Airport Area Accredited to: Denmark, Norway, Finland and Mogadishu Iceland Email: [email protected] or SOUTH AFRICA [email protected] Kenya High Commission, Pretoria Website:kenyaembassystockholm.com TaifaHse 302 Brooks Street, Menlo Park, 0081, Pretoria SWITZERLAND Tel: +27-12-3622249 Permanent Mission of Kenya to the United Nations Fax: +27-12-3622252 Office, Geneva Email: [email protected] or [email protected] 1-3 Avenue de la Paix Website: www.kenya.org.za 1202 GENEVA Tel:+41 22 906 40 50/73 SOUTH KOREA Fax: +41 22 731 2905 Embassy of the Republic of Kenya, Seoul Email: [email protected]/ 38, Hyoinamuro 44-gil, Yongsan-Gu [email protected] Seoul, Korea (140-857) Website: www.kenyamission.ch Tel: 82-2-3785-2903/4 Fax: 82-2-3785-2905 T Email: [email protected] Web:www.kenyaembassy.or.kr TANZANIA Kenya High Commission, Dar-Es -Salaam SOUTH SUDAN Ali Hassan Mwinyi/ Kaunda Drive Junction, Embassy of Kenya, Juba Oysterbay. P. O. Box 208, Juba, South Sudan, P. O. Box 5231, Dar-Es -Salaam, Tanzania Tel: +211-954898147 Tel.:+255 22 2668285/6, Email: [email protected] Cell: +255 689 141416 Web: www.kenyaembassysouthsudan.org Fax:+255 22 2668213 Email: [email protected] or SPAIN [email protected] Embassy of Kenya, Madrid Website:www.kenyahighcomtz.org Calle Jorge Juan 9 – 3º Dcha Madrid, 28001 Tel: +34-917812000 THAILAND Fax: +34-915760854 Embassy of Kenya, Bangkok Email: [email protected] 62 Soi 5 Thonglor Sukhumvit 55 Road [email protected] Klongtan, Wattana, Bangkok 10110 Website: www.kenyaembassyspain.es Tel: 66-27125721

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Fax: 66-21725720 UNITED KINGDOM Email: [email protected] or Kenya High Commission, London [email protected] 45 Portland Place London W1B 1AS Website: www.kenyaembassy.or.th Tel: +44-020-7636 2371/5 Accredited to: Cambodia, Laos, Vietnam and Fax: +44 -020-7323 6717 or +44-020-73231932 Myanmar Email: [email protected] or [email protected] or [email protected] TURKEY Website: www.kenyahighcom.org.uk Embassy of Kenya, Ankara Accredited to: Switzerland, commonwealth and Ilkbahar Mahalesi, Turan Güneş Blv. International Maritime Organization Galip Erdem Cad. Fahrettin Paşa Sok. No. 11 Yıldız, Çankaya, UNITED STATES OF AMERICA (USA) ANKARA/TURKEY Embassy of the Republic of Kenya, Washington Tel: +90 312 491 4508/09 2249, R. STREET N W Fax: +90 312 491 4525/26 Washington, DC 20008 Email: [email protected] Tel: +1-202-387 6101 Website: www.kenyaembassy.org.tr Fax: +1-202-462 3829 Email: [email protected] or U [email protected] Website:www.kenyaembassy.com UNITED ARAB EMIRATES (U.A.E) Accredited to: Mexico Embassy of Kenya, Abu Dhabi Al Manhal/Falah Street No.9, Behind Diabetes Permanent Mission of Kenya to the United Center, Khalidiya, Abu Dhabi. Nations, New York P. O. Box 3854, Abu Dhabi, UAE 866 UN Plaza, Room 304, New York, 10017 Tel: +971-2-6666300 Tel: +1-212-421 4741 Fax: 000-971-2-6652827 Fax: +1 212 4861985 Email: [email protected] or Email: [email protected] or [email protected] [email protected] or [email protected] Website: www.kenyaembassy.ae Website: www.kenyaun.org

Kenya Consulate General, Dubai Kenya Consulate, New York Jumeirah Beach Road, Jumeirah 2, Street 15, Villa 866 UN Plaza Suite 4014 No 5 New York, NY 10017 U.S.A. P. O. Box 214933, Dubai Tel: (212) 421 4741 Tel. +971-4-3428111 Fax: (212) 486 1985 Fax: +971-4-3428181 Email: [email protected] Email: [email protected] or Website: www.kenyaun.org/consulate [email protected] or [email protected] Kenya Consulate, Los Angeles UGANDA Park Mile Plaza, Mezzanine Floor 4801 Wilshire Kenya High Commission, Kampala Boulevard, Los Angeles, CA 0010 Plot 8A John Babiha (Acacia Avenue) Tel: +1-323-9392408 P.O. Box 5220, Kampala, Uganda. Fax: + 1-323-9392412 Tel: +256-414-258232/5/6 Email: [email protected] or, Fax: +256 – 414-258239 [email protected] or Email: [email protected] or [email protected] [email protected] Website: www.kenyaconsulatela.com Website: www.kenyamission.or.ug

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ZIMBABWE Kenya High Commission, Harare 95 Park Lane Harare P. O. Box 4069. A (9) Harare Zimbabwe Tel: +263-4-704 820 Fax: +263 4 723 042 Email: [email protected] or, [email protected] or [email protected] Accredited to: Mozambique

ZAMBIA Kenya High Commission, Lusaka 5207 United Nations Avenue P. O. Box 50298, Lusaka, Zambia Tel: +260 211 250722 Fax: +260 211 253829 Email: [email protected] Website: www.kenyamission.org.zm Accredited to: Malawi and COMESA

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ANNEX 4: KENYA’S HONORARY CONSULS

A C

Australia, Perth Canada, Vancouver Kenyan Consulate in Perth 2864 Cottonwood Street, Abbotsford BC V4X 1K5 83 Belmont Avenue Tel: (778) 786 2562 Belmont Fax: (604) 857 1467 WA 6104 E-mail: [email protected] Tel: +61-8-63636199 Croatia, Zagreb Mobile: +61411644425 ILICA 43/11, 10000 Zagreb, Croatia Email: [email protected] Tel: +385 I 484 6405 Fax: +385 1 492 1874 Austria, Upper Austria Email: [email protected] Atrium City Center, HarrachstraBe 6/3, Centre, A-4020 Linz, Austria Cyprus, Nicosia Tel: +43732657070-0 20 Omirou Avenue 1097 Fax: +43732657070-65 P.O. Box 20342, 2151 Nicosia, Cyprus Email: [email protected] Tel: +357-22671313 Fax: +357-22671166 B Email: [email protected]

Bangladesh, Dhaka Canada, Toronto Union Centre 41 Lesmil Road 68/1 Gulshan Avenue, Gulshan-1 Toronto,Ontario Dhaka-1212 Canada M3B 2T3 Bangladesh Email : [email protected] Tel: +880-2- 9885771-4, 9881936-9 Tel +1 416 752 4125 Fax: +880-2- 8823454 Cell: +1 416 357 0013 website: www.kenyaconsulate.com Email: +1 416 751 1033

Belgium, Flemish Region, Antwerp G Kwikstaartlaan nr 18 2610 Antwerpen (Wilrijk) Germany, Hamburg Tel: + Lehmweg 7 Email: [email protected] 20251 Hamburg Tel: +49 40 30 304 229/8 Bulgaria, Sofia Cell: +49 171 204 5635 Positano Street 3, 2 nd Floor Email: [email protected] Bulgaria 1000, Sofia Tel: 00350 2 988 26 52; 00359 2 986 58 96; Greece, Athens Fax: 003592980 32 47; 00359 2 986 58 96; 126th Solonos street, 10681 Athens, Greece E-mail: [email protected] Tel: +30 210-38.39.259 Fax: +30 210 -38.05.113 E-mail: [email protected]

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H J

Hong Kong and Macau Special Admin Japan: Nagoya City & Chubu Region Regions 16f, Century Toyota Building Unit 1901, 19/f, Far East finance center 4-9-8, Meieki, Nakamura-ku 16 Harcourt Road, Admiralty, Hong Kong Nagoya-shi, Arichi Pref. Tel: +852 252 05000 450-8575, Japan Fax: +852 252 01600 Tel: 052-584-5019 E-mail: [email protected] Fax:0525845050 121 Strategic Plan 2013/14-2017/18 Jordan: Amman 6th circle, Zahran Street, Building No. 198 I Emmar Towers Wing A Tel:+96265777277 India, State of Maharashtra Mumbai Fax: +96265777407 73, Maker Chambers IV Email: consul@kenya- 7th floor jo.com/[email protected] Nariman Point Mumbai- 400021 L Tel: +91-22-22029022/22029130/22027370 Fax: +91-22-22850352 Lebanon, Beirut E-mail: [email protected] or 150, Badaro Street, Fawaz Building, Beirut [email protected] Tel: +961 (0) 383 006 – 384 006 Fax: +961 (0) 396 006 India, Kolkata 8/1 Russa Road East, 1st Lane, Kolkata 700033 M Tel. 913340051640 E-mail: [email protected] Morocco, Casablanca 122, Bd d’Anfa Casablanca Indonesia, Jakarta Tel: +2125224755454 Royal Industries Indonesia Fax : +212522470937 OL 2 30-32, Bellagio Office Park, Mega Kuningan, GSM +212669111111 Jakarta, Indonesia E-mail: [email protected]/ Tel: +622130066151-53 [email protected] Fax: +62213066155/66 Principality of Monaco Israel, Jerusalem Monte Carlo Palace 14 Hai Taib Street, Har Nof Jerusalem 7 Boulevard des Moulins, Monaco Tel. 036914242 Tel. +377 97 98 53 33 Fax: 036914646 Email: [email protected] E-mail: [email protected] P Italy, Milan Honorary Consulate of Kenya, Pakistan: Karachi Largo Augusto 8 – 20122, Milan F/61-F, Near Philips Electrical Industries Tel: +390276281512 S.I.T.E. Karachi-75700, Pakistan Fax: +39024692716 Makati City 1200, Manila Philippines Email: [email protected] Tel: +92 21 32578423/32578588 Mobile: +92(0) 333-2291159/0320-2291159

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Fax: +92 21 32578134 #01-08 Email: [email protected] or (Phoenix Park Office Campus) [email protected] Singapore, 247977 Tel: +65 6220 5056 The Philippines, Manila Fax: +65 6235 5690 4thFloor, Grepalife Buliding, 221 Sen. Gill Puyat Email: [email protected] Avenue, Makati City 1200 Manila Philippines Tel: +(63) 2 889-8287 U Fax: +(63) 2 889-8286 Email: [email protected] Ukraine, KYIV Home: Ukraine, S 01133 Kiev 77 Appt. 36-b Schortsa Street Serbia, Belgrade Office: Ukraine 01014, Pere Cetkovica 8, Belgrade 11000, Serbia Kiev 18 Sorochynska Str Tel: +38112624885 Cell+380503514581 Email: [email protected] Landline +380444515551 Office+380445695591 Singapore, City of Singapore Fax: +380442860106 314 Tanglin Road

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