Consultancy on the Jua Kali and Cottage Industries Support Programme in Bomet County

A. TECHNICAL PROPOSAL

and

B. FINANCIAL PROPOSAL

12th July, 2014

Consultancy on the Jua Kali and Cottage IndustriesSupport Programme in Bomet County

A. TECHNICAL PROPOSAL

1.0IntroductionBomet County is located in the former Rift Valley Province bordering Kericho County to the North and North East, Narok County to the South East, South, and South West, and Nyamira County to the North West. The county, listed electoral number 36, has Bomet town as its administrative center and covers a total area of 1,997.90 Sq Km.

His Excellency Isaac Rutto, EGH, who is also the Chairman of The Council of Governors, is serving his first term as the governor of the county and is deputized by His Excellency Stephen Mutai.

As per the 2009 National Census, the county had a total population of 730,129 of which 49% were males while 51% were females. Bomet County has five electoral constituencies:Sotik,Chepalungu, Bomet East, Bomet Central and Konoin.

Bomet County is a multiracial, multi-ethnic nation with citizens of diverse socio-economic, religious and cultural backgrounds co-existing with the collective will of making things better for future generations. Bomet County Government has the major towns namely: Bomet Town, Sotik Town, and Longisa, Mulot.

1.1Agriculture in Bomet CountyAgriculture is the mainstay of Bomet County with tea farming and dairy production leading in the sector. Food crops are grown in the area with maize being the areas staple food. Beans, Irish potatoes, millet, cabbages, onions, bananas and pineapples are grown both for subsistence and sale in the county and distant markets mainly Nairobi and various counties in the former Nyanza Province. Commercial growing of avocado and passion fruits is picking up in the county.

Tea earns the residents of the county most of their revenue. Dairy industry is also a major player in contributing to household incomes. There is a milk factory in Sotik town and several milk cooling plants spread across the county. Coffee farming is also established in areas around Bomet, Tarakwa and Ndanai. Fish and poultry rearing are also receiving attention in the county of late.

The high altitude at which the county is located has predisposed it to favourable climatic conditions that have allowed the area to remain green for most parts of the year. The area also receives rainfall for a good part of the year which allows agriculture to flourish.

1.2Business Trade and Investment in Bomet CountyTrade is conducted in the urban centres of the region with a number of financial institutions offering banking and credit services to the people of the county. Micro-finance initiatives along with government loans towards the youth and women would see an increase in trade which would mean an increase in the household incomes of the people of the county.

The county is among the most densely populated counties in the region and thus has a large labour force concentrated around its agricultural centres. The potential for this labour force is quite high since any efforts to direct its energy towards increased agricultural production would see the county contribute a substantial portion toward Kenyas food requirements and consequently provide incomes for its people.

Investment opportunities abound in agriculture, hospitality and transport sectors. A maize milling factory would do well as there is a lot of maize grown in the county and in the two neighboring counties of Narok and Nyamira which have always used Bomet County roads as a transit route to far-off markets.

The close proximity of the county to the world-famous Maasai Mara Game Reserve means that hotels would prosper. As the county government takes root, increased number of visitors to the county will be a boost to hotels around Bomet town as well.

The Bomet County Government has laid a lot of emphasis on improving road infrastructure making areas that were hitherto inaccessible by vehicles accessible hence more opportunities in the public transport sector. Demand for housing from county staff, business community and people who want to settle in the serene suburbs of Sotik and Bomet towns is helping to boost the property market.

As a county with a youthful population, ICT related colleges and services are on demand. Businesses, government institutions and schools are digitizing services and processes hence business opportunities for ICT companies that provide these solutions are limitless.

There is also room for investment in retail and wholesale businesses, hardware stores and trade in farm products. Investors both from within and without the county should take advantage of investment incentives offered by the county government and the good investment environment that prevails in the county- good security, hospitable people, low labor costs, vast space for setting up structures, pro-investment policies set by the county and sound purchasing power of the community fueled by a fast growing middle class.

1.3Devolved GovernmentDevolution in Kenya is the pillar of the Constitution and seeks to bring government closer to the people, with county governments at the centre of dispersing political power and economic resources to Kenyans at the grassroots. The promulgation of the Constitution of Kenya 2010 marked a major milestone in the way the country is governed. It stipulated the dispersal of political power and economic resources from the centre in Nairobi to the grassroots in a process known as devolution. As a result. 47 county governments and the Senate were established following the March 4, 2013, General Election as part of the implementation of devolution.

County Governments in Kenya: Devolution is enshrined in Chapter 11 of the Constitution. It legalizes the formation of the 47 counties, each with its own government as spelt out in the County Governments Act, 2012. This Act also created elaborate structures to ensure the full implementation and success of devolution.

The county governments have executive and legislative authority, including the accompanying mandates and powers, to raise limited revenue, establish policies, plans, budget and governance. Under this Act, the national government is obliged to support the county governments. The form of the devolved government is defined in Section Six, which states that though the two levels of government are distinct, they remain independent.

The advantages / benefits of devolution in Kenya - Devolution is expected to help Kenyans reap the following:a) Equitable distribution of resources across the country, especially to regions that have been marginalized for decades.b) Management of governance and public service to the smallest units of the counties.c) Timely and efficient delivery of public services such as health care, education and infrastructure.d) Allowing Kenyans to take charge of their development initiatives from the grassroot levels through prioritizing of their needs.e) Avoiding political tensions at the national level by devolving leadership to the countryside.

The Constitution gives the county governments the executive and legislative authority and mandate to raise revenue, craft policies and make own budgets for the purpose of devolving services to the people. County governments are each administered by a County Executive unit under an elected governor.

The two levels of government, though distinct, are not based on absolute autonomy but rather on interdependence and cooperation. While Section 6 (2) of the Constitution emphasizes distinctiveness and interdependence, section 189 calls for closer liaison, consultation and exchange of information between the national government and the counties. This is supported by the fact that Kenya remains one unitary state despite devolution. The Constitution creates structures to ensure that this remains so and that any emerging issues are dealt with.

1.4Vision 2030Vision 2030 is a national long-term development blue-print aimed at creating a globally competitive and prosperous nation with a high quality of life by 2030; it aims to transform Kenya into a newly industrializing, middle-income country providing a high quality of life to all its citizens by 2030 in a clean and secure environment. The vision is anchored on three key pillars; economic, social and political governance.

The objective of the economic pillar is To maintain a sustained economic growth of 10 percent per annum for 25 years. To achieve this growth target would entail implementation of several flagship projects in the six priority sectors namely Tourism, Agriculture, Wholesale and Retail Trade, Manufacturing, Business Process Out sourcing (BPO) and Financial Services. Under the manufacturing sector Small and Medium Enterprise (SME) industrial parks concept will be developed, piloted, and created.

The social pillar of Vision 2030 seeks to create a just, cohesive and equitable social development in a clean and secure environment. It, therefore, presents comprehensive social interventions aimed at improving the quality of life of all Kenyans and Kenyan residents. The vision classifies interventions in the social pillar into six broad areas of focus. These include education, health, water and sanitation, environment, housing and urbanisation, and gender, youth and vulnerable groups.

The political pillar vision is to have A democratic political system that is issue-based, people-centred, result-oriented and accountable to the public. This will be a complete overhaul of the current system dominated by tribal and regional political alliances with emphasis on patronage rather than issues.

1.5National Industrial Development PolicyThis policy was developed soas to spur economic growth in Kenya through industrialization in order to create employment and lead in contribution to GDP so as to offer sustainable better lives for Kenyans. The policy is expected to enhance a sustained growth of the industrial sector, by at least 15 per cent per annum by 2017, by creating an enabling environment for a robust, diversified, fair competition field, cost and time conscious, and innovative industrial sector; that offers targeted incentive packages in priority sectors; and desires to have a country wide dispersal of industrial activities leading to regional economic empowerment.

Objectives of Kenya National Industrialization Policy - The overall objective of this policy is to sustain the growth of the industrial sector and make it the most preferred location for industrial investment by:a) creating an enabling environment through improved infrastructure for industrial development;b) attracting local and foreign industrial investment, mining and quarrying;c) promoting the development of Micro, Small and Medium Industries(MSMIs);d) enhancing value addition to Kenyas natural and agricultural resources;e) intensifying research and development, innovation and technology adoption for industrial growth and sustainability;f) facilitating the provision of internationally recognized standards, measurement and conformity assessment solutions;g) ensuring protection of Intellectual Property Rights;h) ensuring sound policy on counterfeit products and damping is in place;i) enhancing access to financial services and markets;j) upgrading technical, production and managerial skills;k) Protection of the environment.

SME growth and graduationThe SME sector is the foundation of industrial development in most developing and developed countries. The sector is suffering from many challenges including lack of access to affordable finance, limited access to markets, and lack of infrastructure, hostile business environment, weak management structures, and lack of access to skilled labour. Many of the past policies were devised from the perspective of large firms and those targeting the sector were fragmented and not effective to the development of the SMEs. This study is likely to come up with recommendations that will mitigate these challenges, and therefore unlock their full potential in economic development of Bomet County.

Policy Statements on SME growth and graduation for industrialization:a) Fast track the enactment of the Micro, Small and Enterprise Bill (this has already been done).b) Establish an Industrial Development Fund (IDF); the County should also establish a Fund for the sector as per the Strategic Plan.c) Develop a National Industrial Park and Incubation Policy; the County should also develop a County Industrial Incubation Policy as per the Strategic Plan. d) Develop a One-Stop-Shop for business registration, licensing and taxation for SMEs.e) Develop a National Industrial Subcontracting Policy to assist in technology transfer from large firm to SMEs.

1.6Sessional Paper No. 2 of 2005 and the Improvement of Technology Competitiveness of Small Enterprises in KenyaThe Sessional Paper No. 2 of 2005 on Development of Micro and Small Enterprises (MSEs) for Wealth and Employment Creation for Poverty Reduction singles out restricted levels of technology as one of the major constraints to the growth of MSEs in Kenya. The Sessional Paper further states that most MSEs face limitations associated with use of inappropriate technology, lack of information on existing technologies, and inadequate institutional capacity to support adaptation and absorption of modern technological skills. There is also a wide gap between the suppliers of technology and the end users of technology products. In Kenya, effective transfer of technology is limited because decisions relating to most aspects rest with large local firms and multinational corporations, even though these firms have weak linkages with MSEs. Without access to technology, MSEs lack the capability to produce efficiently, meet deadlines, upgrade product quality and evolve new product designs.

Much of the existing technology available to MSEs is not sufficient to produce goods of a quality or type that enables them to break into new, expanding or more demanding markets. This is because choosing a technology requires specific skills and knowledge that MSEs do not have. Making the right technology choice requires capacity to continuously adapt technology to particular needs and continuously improve technology use through innovation. Thus, MSEs need to upgrade their own internal technology effort, which requires innovation. However, innovation cannot be cultivated in isolation but needs a wealth of supporting services, infrastructure, institutions and enabling conditions. Kenyas national innovation systems are weak; science and technology policy does not command as much attention as it should, and institutions of technology are not only under-funded, but are also ill-equipped. MSEs, therefore, operate at lower levels of productivity, competitiveness, profitability and value addition.

Broadly defined, technology is the science and art of getting things done through the application of skills and knowledge. It is a body of knowledge of techniques, methods, processes and designs. This ranges from the way a product is made and designed, the way raw materials are sourced and used, and how the production line and workshop is designed and structured, how products are distributed and stocked. It also includes how the MSE (micro and small enterprise) is managed and how the various phases of production or departments are interlinked both within and outside the MSE.

Although the appropriate technology (AT) approach to technology development achieved some success, it has been criticized for having minimal impact on the technological capacity of MSEs in Kenya. It focused on MSEs but failed to narrow the gap between MSEs and larger enterprises. Critics have argued that the AT approach is responsible for the failure of Kenya to develop a technology vision since it was understood not in terms of the capacity to produce market or demand-led products but in terms of older generation or manual technologies. The approach focused on increase of technological development of the country; technological development of MSEs should also have been part and parcel of the overall national technology development plan.

The government encouraged research and development, linkages between small and large enterprises (through sub-contracting), and strong support institutions involved in technology development and diffusion. Another important policy effort was to improve the product and quality of MSEs and exporters through information exchange, Jua Kali technology support and identification of technological and workforce requirements.

Currently, there are minimal innovations in the policy framework, as most of the elements of policy remained generic. Focus remains on enhancement of linkages between small and large enterprises through measures such as business incubation. The Sessional No.2 of 2005 MSE policy has proposed interventions focusing on enhancing the ability of MSEs to adapt and adopt new technology, enhancing the capacity of institutions that support technology development, improving access to information on available technology, and enhancing provision of technological skills. However, issues such as commercialization of technology, programmes for techno-preneurs, and technology benchmarking are downplayed in the Sessional Paper No. 2 of 2005.

Technology Acquisition and Use among MSEs - Three factors underline technology capability among enterprises: creation and use of technology; technology infrastructure; and development of human skills. One of the main areas in which MSEs are seriously constrained is in technology use and creation. About 93 per cent of MSEs in Kenya have never received advice on technology from any source. This shows that both public and private outreach activities in the technology area remain fairly shallow.

Whereas the world is rapidly changing towards knowledge-based technologies, Kenyan enterprises are still straddling between either labour-intensive or capital-intensive technologies. Technology used by Kenyas MSEs is mostly embodied in form of tools, equipment and machinery, with little industrial engineering. The only disembodied technology is in form of licensing, consultancy and management. Most MSEs rely more on human-powered machines compared to animal powered, fuel powered and electric machines. The machines used by MSEs are mostly outdated or belong to what has been referred to as third and fourth generation technologies. They use recycled and reconditioned tools and equipment.

1.7Micro and Small Enterprise Act of 2012The Micro and Small Enterprise Act (2012) is a law that was passed by Parliament in 2012. It set up new rules and institutions to support micro and small businesses in Kenya to support them to succeed.

The MSE Act is aimed at improving the MSE industry. First and foremost, the act requires formalization of the businesses through registration. This enable the operators to grow and be competitive thus making them more attractive to lenders and insurers, leading to the development of small businesses.In an attempt to bring order to this sector and ensure its growth, the MSE Act first divides the MSE sector into seven main parts:a) The micro and small enterprisesb) The MSE Associations and Umbrella organizationsc) The Registrar of SMEsd) The MSE Authoritye) The MSE Fundf) The MSE TRIBUNALg) The Cabinet Secretary

The micro and small enterprises have been divided into four categories, that is, Trade, Farming, Manufacture and Service Providers. It is important to note that a Micro Enterprise has less than Ksh 5 million invested in it or sales of less than Ksh 500,000 a year or has 1-9 people working in it. A Small Enterprise on the other hand has sales of between Ks. 500,000 to Ksh 1million a year, or has 10 50 people working in it.

The Umbrella organizations and Associations will keep a record of their members and have proper book of accounts. They will also have the responsibility of looking to raise resources for development of their members enterprises.

The registrar of SMEs is responsible for registering the MSEs Associations and Umbrella Organizations, while the MSE Authority will formulate and review policy programs for MSEs, while also looking to raise resources for the development of MSE activities. With the MSE fund, the enterprises will have access to affordable credit for promotions and development. The fund can be accessed by:a) Associations and Umbrella organizations through loan applications, factoring, guarantee and micro-insurance for the members benefits.b) Community based organizations, non-governmental organizations or any institution involved in the promotion and development of the MSE sector activities, and for use in relevant MSE programs.With this, MSEs can expand their businesses as well as insure against loss as witnessed before. The application of this act will see the MSEs advance to SMEs, raise employment levels in the country and create sustainable growth.

1.8Micro and Small Enterprise Authority (MSEA)The MSE Authority is a permanent body led by an 18-member board that shall have:a) A non-executive chairperson appointed by the President.b) The Principal Secretaries of the Ministries responsible for, the development of micro and small enterprises, of Finance, of Industrialization, of Trade, and of Youth matters, or their representatives appointed in writing.c) Four persons nominated by umbrella organizations from manufacturing, trade, service and agri-business sectoral associations, and appointed by the Cabinet Secretary responsible for matters relating to micro and small enterprises.d) One person each nominated by the most representative associations of youth, women, and of persons with disability, engaged in micro and small enterprisese) One person nominated by the most representative private sector organization with micro and small enterprise support programs.f) One person nominated by the most representative umbrella organization of micro finance institutions.g) One person, not being a public officer, with knowledge and at least 10 years experience in micro and small enterprise development.h) One person nominated by the umbrella association of workers.i) The Chief Executive Officer, appointed by the Authority through a competitive process, with a minimum of KCSE or equivalent qualification and five years experience in micro and small enterprises.j) Any number of co-opted persons to assist the Authority as it may deem necessary. Such persons shall not be counted as members of the Authority for purposes of forming a quorum nor will they be entitled to vote.

Core functions of the MSE Authoritya) To formulate and review policies and programs for MSEs.b) To monitor and evaluate the implementation of existing policies and programs related to or affecting micro and small enterprises, and advise the government on what policies and actions to take.c) To raise resources for the development of MSE activities.d) To promote innovation and development of products by MSEs.e) To develop mechanisms, tools and programs for collection of comprehensive data disaggregate by sex, region and age among others to enable proper planning for the micro and small enterprises sector.f) To connect with relevant authorities to zone out and manage land for MSEs.g) To develop and guide certified demand-driven capacity-building programs.h) To promote and provide business development services for MSEs.i) To identify markets for products generated by micro and small enterprises and provide linkages between micro and small enterprises and potential markets.j) To source for funds and resources for development of appropriate technology in relevant research institutions/enterprises that develop technology for MSEs.k) To encourage innovation and transfer of technology so as to increase competitiveness of micro and small enterprises products and services.l) To encourage invention and innovation by micro and small enterprises.m) To identify, collect, develop and spread technology and products to MSEs.n) To administer the MSE Fund.o) To collaborate with relevant institutions to develop programs for improving credit access and other financial services by micro and small enterprises. The MSE FundThe MSE Act has set up a Micro and Small Enterprises Fund to do the following:a) Finance the promotion and development of micro and small enterprises.b) Provide affordable and accessible credit to micro and small enterprises.c) Finance research, development, innovation and transfer of technology.

The MSE TRIBUNALThis is a 7-member Tribunal provided for by the law to settle disputes specific to MSEs. Its members include: two judges of the High Court nominated by the Judicial Service Commission (JSC) to serve as chairperson and vice chairperson; a qualified advocate of the High Court with seven years experience nominated by the Law Society of Kenya (LSK); two advocates with experience in MSE matters appointed by the Cabinet Secretary, one of whom shall serve as the secretary; and two persons with skills in management of MSEs appointed by the Cabinet Secretary.

2.0About the Project2.1The Projects overall objectiveThe overall objective of the project is to undertake technical study to develop a strategy for the support of the Jua Kali and cottage industries support programme in Bomet County and finally monitor its implementation.

2.2The Projects Specific ObjectivesThe specific objectives for this study are as follows:a) To promote the sector participation by having conversation around the devolved functions; and the role of the county government vis--vis the industrial sector in the county economic development.b) To conduct a baseline survey to establish the number of Jua Kali players in each sub-county, respective sub-sector, challenges of the sector, enlist required appropriate technologies, existing industrial skills, sets and gaps to be filled taking cognizance of the need for jobs for women and the youth.c) Carry out an assessment of all existing programs and projects (completed/stalled) relating to the Micro and small Enterprise (industrial sector/cottage) at the county.d) Identify stakeholders both at the county and at the national levels, their functions/mandates with a view to establish collaborative synergies for effective design and implementation of support programs for the sector to climbing ladder from micro onwards in line with the first Bomet Strategic Plan 2014 2017 and vision 2030.e) To facilitate borrowing of the best practices and sharing experience from other counties/countries.f) To review and customize existing national policies relating to industrial sector development for county level usage.g) To put in place long-term measures to address industrial/cottage sectors social economic development needs within the devolved government framework.h) To develop a framework of action with clear deliverable and timeline for delivery in the short, medium and long-term intervention measures.

2.3The project expected Results The project expected results are:a) Five Youth Training centers (one per Constituency) are established and/or refurbished and equipped to offer small business and market based employability skills training and support programs to women and the youth.b) Five YTCs have improved management and governance through capacity building , exposure and technical support of YTC, PTA and YTC Boardsc) 3,000 youth (2,000 male and 1,000 female) acquire skills for employment and self-employment through YTCs and BEST training, are then supported to earn a living and form, participate in and benefit from savings and microfinance business groups within the Strategic Plan period.d) Youth, private sector and civil society benefit from increased collaboration and capacity on alternative youth livelihoods for wealth creation and poverty reduction in Bomet County.e) Several cottage industries established, at least one per sub-county ward.f) Five Business Development Centres (BDCs) established one per Constituency.g) A monitoring and evaluation unit established in the County.h) A framework of action developed with clear deliverable and timeline for delivery in the short, medium and long-term intervention measuresi) An Industrial Development Policy for Bomet County put in place in line with the national industrial development policy.j) Land will be acquired and provided for industrial development in areas of existing and high potential for industrial development as prioritized in the National Industrial Policy document. This land should be planned, demarcated and zoned it for industrial development.

3.0 Terms of Reference3.1 Consultant interpretation of terms of referenceOur understanding of the terms of reference is to undertake a technical study to develop a strategy for the support of the Jua Kali and cottage industries support program in Bomet County and finally monitor its implementation. This will involve the following:a) Collecting information on the Jua kali artisans in the county and their activities; Jua kali clusters and their membership; the type of cottage industries in the county;b) Carry out a Training needs assessment for all Jua Kali artisansc) Carry out an Assessment of any Youth training centres (YTC) in the county to find out the courses that can be conducted, the necessary equipment and tools, the necessary renovations required and their capacities.d) Capacity assessment of YTC managers, PTAs and BOGe) Carry out a Market scan in the countyf) Conduct a baseline survey to establish the number of Jua Kali players in each sub-county, respective sub-sector, challenges of the sector, enlist required appropriate technologies, existing industrial skills, sets and gaps to be filled.g) Carry out an assessment of all existing programs and projects (completed/stalled) relating to the Micro and small Enterprise (industrial sector/cottage) at the county.h) Identify stakeholders both at the county and at the national levels, their functions/mandates with a view to establish collaborative synergies for effective design and implementation of support programs for the sector to enable the artisans move from one level of enterprise to the next in line with the first Bomet Strategic Plan 2014 2017 and vision 2030i) Review and customize existing national policies relating to industrial sector development for county level usage.

This will then enable the consultants to:i) Develop a framework of action with clear deliverable and timeline for delivery in the short, medium and long-term intervention measures.ii) Put in place long-term measures to address industrial/cottage sectors social economic development needs within the devolved government framework.iii) Identify the type of cottage industries to be established by the artisans in the countyiv) Identify investment opportunities in the county, andv) Assist the County/Ministry of Trade, Industry, Tourism and Energy to establish a Monitoring and Evaluation unitvi) Give recommendations to the County/Ministry of Trade, Industry, Tourism and Energy on the appropriate Industrial policy for county in line with other national policies on the same.

3.2The Development of the SME/Jua Kali sector the Devolved Governance SystemSmall and Medium Enterprises (SMEs) is an important sub sector for the Kenyan economy like many other developing countries, since it employs about 85 percent of the Kenyan workforce (about 7.5 million Kenyans of the countrys total employment). The current Constitution provides a new window of opportunity to address SMEs related issues through regulatory and institutional reforms under a new, devolved governance system as well as the Micro and Small Enterprises Act 2012.

While the subsector constitutes close to 85 percent of employment, it only contributes about 20 percent of the total GDP. This implies dismal performance of the subsector. The development trajectory of the subsector thus requires a system which holistically fosters SME development. However, the impact of devolution on SMEs development depends on the architecture of the regulatory and institutional framework inclined to support SMEs in an economy. It is thus imperative to appraise the regulatory and institutional framework for SMEs given the existing devolved government system in Kenya.

Current SME challenges at county level include:a) Poor coordination of the SMEs activities; b) Inadequate private and public dialogue at the county level; c) Poor enforcement of regulatory legislations; and d) Knowledge gap about national and county-level policies interface.

To mitigate these challenges, it is recommended to:a) Initiate inclusive private-public dialogues; b) support the establishment of stronger business associations at the county level; c) formulate specific county led SMEs policies aligned with the overall national SMEs policy framework; d) establish tailored training institutes for SMEs at the county level; e) develop SMEs oriented financial institutions in counties; f) establish an import and export bank for SMEs; g) Establish an SME bank and/or cooperative; establish a revolving fund for the sectorh) Establish a Business Development Centres (BDCs) in all sub-county wards; these centers can be used for training, mentoring and coaching, consulting services (including accounting and auditing), resource mobilization/ cooperatives; train how to make a strategic and/or business plans, stock specialized tools and equipment at affordable prices.i) Establish a unit for graduating the operators from one level to the next one; this unit will set up an incentive/reward schemes to encourage the operators to work hard and grow in line with some of the Newly Industrialized countries (Malaysia, South Korea, Brazil,etc).j) Develop a National Industrial Subcontracting Policy to assist in technology transfer from large firm to SMEs.k) Establish intermediaries to assist small operators serve Heavy Volume Buyers with quality products/services, and also train them, and bring them together with microfinance organizations.l) Establish a system of operators guaranteeing among themselves, and also the use of equipment and tools as bank collateralsm) Set aside 30% of all procurements for the SMEs as per the MSE Act and the Bomet Strategic Plan. n) Provide common tools for each cluster to be used at a fee.o) Establish mobile training unitsp) Budget for tours to learn best practicesq) Train a number of trainers to be used to train the operators.r) Assist in establishing cottage industries that use locally available materials and equipment/machinery/toolss) Develop skills upgrading courses for the artisans, and establish Youth training centres and equip them for BEST (Basic Employability Skills Training) Models after a market scan.t) Establish a research and development centre for the sectors businesses; establish a unit to assist the artisans improve the quality of their products/services; link the operators with universities and other research institutions for the purposes of improving their products; assist the artisans patent and/or register their innovations with KIPI; the R&D centre should identify patents/innovations from KIPI and other research institutions, simplify them and package for use by the artisans. u) Establish an Information and Communication Technologies (ICT) system for use by the artisansv) Improve the infrastructure, the regulatory and business environment w) Establish a unit for marketing the artisans products/servicesx) Acquire and provide adequate land for industrial development in areas of existing and high potential for industrial development prioritized in the National Industrial Policy document. This land should be planned, demarcated and zoned it for industrial development.y) Take advantage of the services of the Micro and small enterprise Authority which is already established at the central government to coordinate the SMEs issues in the country.

3.3 Monitoring and EvaluationDuring the implementation of the project, the County will need to monitor and evaluate the inputs, activities, outputs and outcomes to ensure that the project objectives are delivered as expected. There is need therefore, to design an effective M&E framework. It is expected that an independent ad hoc M&E Committee will be formed to work together with the consultants to oversee and supervise the M&E Jua Kali programs and activities; this will ensure transparency and accountability.

Monitoring is an important management tool that:a) Helps management to pursue progress and make decisions aimed at improving performance of a program;b) Allows managers to determine whether the program is on course and likely to achieve the intended objectives;c) Ensures accountability to all parties involved in the program/organization outcomes;

Through the process of monitoring, management will assess the delivery and use of resources in accordance with the implementation plan, the achievement of the intended outputs on a timely, cost effective manner and the overall efficiency with which the activities are implemented.

Evaluation on the other hand has five main purposes: a) To enquire into the feasibility of a program/plan; b) Assess the overall impact of a program/plan;c) Helps to avoid the possibility of wasting money by guiding selection of the most effective alternative; d) Ensures that an organization does not continue with a project activity that is unlikely to produce the intended outcomes; and e) Helps to detect and correct some of the factors that reduce the positive impact of the project activities.

2.3.1Monitoring MethodologiesThree methods will be applied in monitoring the project implementation and performance; routine collection and analysis of data at all levels, supervision and surveys. The results from the routine data collection and analysis will be used to inform decision making at all levels. This way, the objectives of the project will be reinforced through corrective measures on a timely basis.

2.3.2Evaluation MechanismThe project will be evaluated before, during and after implementation to ensure that it remains feasible, relevant and likely to produce the planned results. The evaluation will be carried out using the relevance, efficiency, effectiveness, sustainability and impact criteria.a) The Relevance criteria ensure that the project continues to address the policy priorities of the County at all times. b) The Efficiency criterion assesses the extent to which resources are used optimally.c) Effectiveness criterion assesses the extent to which the desired outputs are being achieved. d) Sustainability ensures there is capacity to continue with the Strategic Plan.e) Impact assessment is concerned with outcomes realization.

2.3.3 Monitoring and Evaluation FrameworkGenerally the monitoring process (which is normally carried out on a continuous basis) will be the responsibility of the County M&E Unit, while the Evaluation exercise will be carried out, preferably quarterly, by the Consultant.

In the Monitoring process the following questions will be used to guide the M&E unit: i) What is being done?ii) By whom?iii) Target population?iv) When?v) How much?vi) How often?vii) Additional outputs?viii) Resources used? (Staff, funds, materials, etc.)

In the Evaluation exercise the following Questions will be used to guide the Consultant:a) Is the content of the intervention or the activity being delivered as planned?b) Does the content of the intervention or the activity reflect the requisite standards?c) Have the intervention achieved the expected results?

2.7Study AdministrationThe Consultants will be reporting to a designated officer at Ministry of Trade, Industry, Tourism and Energy. The Ministry designated officer will provide technical management and oversight to the Consultants to ensure the successful completion of the assignment. The Consultants will be responsible for soliciting feedback from the designated officer for all critical stages of the project implementation.

2.7.2Client assistanceThe Ministry of Trade, Industry, Tourism and Energy shall provide the necessary documents and data to the consultants required for the preparation of the report. In addition, the Ministry of Trade, Industry, Tourism and Energy will be responsible for liaison with relevant authorities in the five constituencies and their sub-county wards where the study will be done in order to facilitate obtaining of information

3.0Approach and MethodologyTo achieve the defined project objectives, the following activities will be undertaken in different phases using the following approaches; literature (desk) review, data collection, data processing and analysis, presentation of the findings and final report.

3.1 ApproachThe consultants will, following a debriefing session with the Client, meet under the Lead Consultant for the purpose of forging a common understating of the problem, taking into consideration the Clients perspectives. The Consultants will then prepare an Inception Report that will include a refined Methodology and a detailed Work Plan for the assignment for discussion with the Project steering committee/Ministry of Trade, Industry, Tourism and Energy. . Once the Client and the Consultants agree on the Inception Report, the Consultants will commence the assignment with a debriefing from relevant officials, before making detailed analysis of the existing information from available data sources.

3.2MethodologyThe lead Consultant is required to lead on all tasks below, in consultation with Ministry of Trade, Industry, Tourism and Energy.a) Review of project documents and understanding the project design and contextual frameworkb) Design tools and methodology projection for data collection of both qualitative and quantitative data. The baseline tool should be able to capture National and County level data in the following key areas:i) Relevant National industrial policies and plans, including the Bomet Strategic Plan 2014-2017.ii) Status of key highlighted Skills Training indicators in the project working documentiii) Key social, cultural, gender and behavioral issues related to the projectiv) Project related services and interventions available to youth and women including barriers , issues and best practicev) Number, type, geographical spread and activities of the project in targeted sub-county wards.vi) Capacity of youth and women to undertake advocacy and resource mobilization for economic empowerment.vii) Relevant and available or potential opportunities for the project implementation.c) Field test the baseline survey toolsd) Train research assistants to ensure that standardized methodology and application of the tools are fully understood e) Implement and supervise field data collections, data input and cleaning: coordination with the Ministry of Trade, Industry, Tourism and Energy and project staff and other stakeholders; preparation of materials and equipment; notification to Jua Kali artisans and communities; deployment of research assistants to the field; conduct data processing- primary processing, comparison and validation of files, clean files tabulationsf) Analyze and synthesize data; and prepare report and project indicator tracking preparation of initial report, discussion with Ministry of Trade, Industry, Tourism and Energy and other stakeholders on initial report, revision of impact indicators as per feedback from Ministry of Trade, Industry, Tourism and Energy, report preparationg) Submit two hard copies of well bound final report and two electronic copies.

3.2.1Scope of WorkIn line with the requirements of the TOR the consultants will examine, assess, and make recommendations on all aspects of the study project. The study will cover the five constituencies and their sub-county wards. To achieve the objectives of the assignment, the consultants will be responsible for providing critical technical inputs into the implementation of this study and overall management and supervision of the study. The Lead Consultant will have the overall responsibility for the quality and timely submission of all deliverables, including the final study report to the Ministry of Trade, Industry, Tourism and Energy.

3.2.2SamplingIn this study all the 25 sub-county wards will be covered. Information will be sought from the capital headquarter of Bomet County and other agreed urban areas. These places will be agreed upon between the consultants and designated staff from the Ministry of Trade, Industry, Tourism and Energy during the presentation of the inception report.

3.2.3Data processing and analysisThis phase is consisting of the assessment of the knowledge, information, data gaps in order to propose appropriate solutions. Qualitative and quantitative methods for data analysis will be used. Data from secondary data sources regarding different studies on Jua Kali operations and their skills will descriptively analyzed in relation to the objectives of the study and linking them to the consultant experiences and knowledge in the operation of Jua Kali sector. Tables and graphs will be used to summarize data and will be part of the report to be submitted.

3.2.4Presentation of the FindingsThe initial findings and recommendations will be presented to the Ministry of Trade, Industry, Tourism and Energy and the County Administration. The final findings and recommendations will be presented to all stallholders in a workshop that will organized by the Ministry.

3.3Milestone and Inputsa) Review of project documents and understanding the project contextual frameworkb) Design of baseline assessment tools and data collection methodologyc) Pre-test and review of data collection toolsd) Data collection from all sub-county wards in the five Constituencies of Bomet Countye) Analysis of data for each Constituencyf) Preparation of preliminary reportg) Revisions and preparation of draft reporth) Presentation of draft report in a forum to project client and other key stakeholders and key Bomet County staff. i) Compilation and submission of final report

4.0 Work Plan for the Project ImplementationThe study is likely take 45 working days to finish4.1 Graphic Representation of the Work Plan

ActivitiesDuration in Weeks

123456789

1.Preparation, submission and discussion ofInception Report

2.Review of project documents;Team briefing/ orientation/ consultation

3.Formulation of study framework

4.Develop and validate study tools withMinistry of Trade, Industry, Tourism and Energy

5. Data collection

6. Data processing and analysis

7. Draft report preparation and submission;receive comments from Ministry; incorporation of comments into the report

8. Final report preparation

9. Submission of final report

5. Consultancy deliverablesIn addition to the Inception Report, the Consultant proposes that the following will be prepared and delivered: a) An Interim Reportb) A Draft Final Reportc) A Final Reportd) Two hard copies of final report.e) Two electronic copies of CDs of the final report.

6.0 Research teamThis study will be carried out by two consultants Dr. K. Langat and Dr. Charles M.M. Ondieki both who have wide experience on the Jua Kali operations in Kenya and in East Africa. Dr. Kipkirui Langat will be the lead consultant assisted by Dr. Charles M.M. Ondieki. Their profiles are summarized as follows:

6.1 Dr. Kipkirui LangatDr. K. Langat is Technical Director, Norton Engineering Consultants Ltd which deals with consultancy, training and supply of engineering equipment and machinery. His main duty is to coordinate a team of technical personnel in developing organizations strategies. He is also responsible for preparation of technical bids/proposals including PPP proposals, budget preparation, project costing and estimates, Project Planning, monitoring and evaluation.

Dr. Langat is a holder of Doctor of Philosophy in Engineering Systems and Management from Egerton University, a Master of Business Administration (Strategic Management), Master of Philosophy in Technology Education (Automotive Technology) and Bachelor of Education Technology (Power Mechanics Technology) all from Moi University.

He has carried out the following activities that are in line with upcoming assignment on Motor vehicle study. He has experience of about 17 years in the area of motor vehicle study. He has in depth understanding of policies, research methodology, data analysis and interpretation that will be necessary to carry out the study.

May 2013 to Date: Working with Safe/Right Way and National Transport Safety Authority to implement road safety programs in Kenya. The programs mainly involve:o Encouraging motorists to observe speed limitso Monitoring drivers conditionso Encouraging use of safety beltso Discouraging use of mobile phones while drivingo Reviewing road infrastructure conditionso Road surveillance and post crush careJune 2012: Presented a position paper on Comparative analysis of acquiring and running new and used car in respect to socio-economic and environmental impact during the East Africa Business Council (EABC) meeting at Hilton Hotel Nairobi. The presentation covered:o Trends and vehicle characteristic in the region (new and old; including those manufactured locally, or imported)o Investment and operating costs a comparison of new and used vehicle in terms of cost of initial purchase and cost of operation (including fuel consumption) and maintenanceo Socio-economic, health and environmental impactFeb. 2012 to Dec 2012: Developed transport sub-sector in the Kenya National Climate Change Action Plan. The study was to develop action plan for reducing emissions in the transport sector. It mainly considered:o Transport sector background (structure and policy)o Government of Kenya development priorities in transport sectoro Low-carbon scenario analysis (Choice of abatement options, Calculation of abatement potentials, Calculation of abatement costs)o Low carbon development options (Improving passenger vehicle and HDV stock efficiency, BRT and LRT systems, Shift of freight from road to rail)o Mitigation potentialso Development impactso Climate resilience impacts of low-carbon optionso Feasibility of implementationo Potential policy measures and instrumentsApril 2009 to August 2012: Project Coordinator Motor Vehicle Emission Control Project organized by Prime Minister Office, Ministry of Environment and Mineral Resources and Climate Network Africa. The project brought together all the stakeholders in transport to discuss vehicle emissions. The following were covered:o Factors contributing to vehicle emissions (fuel quality, vehicle maintenance and transport policies)o Impact of vehicle emission on human health and environmento Components of integrated transport managementso Institutional framework and capacity building in transport managemento Legal perspective in the implementation of transport managemento Potential benefits and opportunities in implementing integrated transport management.May 2009: Reviewed Draft Standard CD ENG/06: 2009 Code of practice Vehicle test station evaluation. The standard covers general provisions for the evaluation of the technical competence of vehicle test station authority. It also serves as the basis in determining grading and registration of the authority on the grounds of its adherence to the provisions of this standard, the suitability of the equipment and the competence of the examiners employedApril 2009: Reviewed Draft Standard CD ENG/05: 2009 Code of practice for motor vehicle used spare parts prepared by Kenya Bureau of Standard. The standard is to regulate the sector to ensure conformity of these parts to acceptable standards by Kenya Bureau of Standards (KEBS). It will serve to ensure that second hand spare parts imported into our economy are of acceptable standards in terms of extent of wear and tear and safety. March 2009: Submitted to the Road Safety and Environment Unit (RSEU) of the Ministry of Infrastructure of the United Republic of Tanzania a technical proposal on the selection of concessionaire for the mandatory vehicle inspection in The United Republic of Tanzania. The proposal detailed the design, implementation and maintaining of mandatory vehicle inspection and maintenance systemFebruary 2009: a member of taskforce appointed by the Permanent Secretary Ministry of Industrialization to look into Importation of Second-hand Motor Vehicle Spare Parts in Kenya. The Taskforce established that motorists in Kenya result to the use of second hand spare mainly due to non-availability of new parts locally and the rampant use of counterfeit and substandard spare parts. Taskforce recommends that the government offer tax incentives to motor vehicle parts manufacturers to control the models that are allowed into the country. Mandatory inspection of all vehicles and privatization of inspection services to enhance capacity2005 to 2009: Carried out research on Performance and Emission Characteristics of SI Engines Based on Engine Operating Parameters at Motor Vehicle Inspection Centre Nairobi. The study developed engine performance and emissions prediction model basedon:o Engine ageo Engine operating parameters (timing, spark plug gap)o Mileage2001 to 2002: Investigated the Impact of Automotive Technology on the Performance of Mechanics in the Informal Sector in Kenya. The study looked the training, competencies of mechanics, tools and equipment they are using in relation to technology development and requirements in the automotive sector. 1997 to 1998: Participated in the development of Automotive Training Models forTechnical Training Institution in Kenya sponsored by GTZ. The work involved:o Designing, planning and production of teaching models especially living engines from used automotive componentso Design and development hand-outs for students to make use of teaching models especially living engines in automotive trainingo Induction of automotive lecturers in the operation of modern automotive equipment (motor tester, electronic tyre balancing, electronic wheel alignment) and its use in automotive training 16th-28th Dec. 1996: Research project for GTZ and Ministry of Research, TechnicalTraining and Technology on vocational training entitled Automotive Training needsAssessment in Eldoret area.6.2 Dr. Charles M.M. Ondieki:

NAME:Dr. Ondieki, Charles Manasseh MokuaADDRESS:P.O. Box 58274 - 00200, Nairobi,Tel: +254-722 705 609, +254-772968753E-mail: charlesondieki@yahoo.co.uk; charlesondieki@gmail.com;

DATE OF BIRTH:18th March, 1952; NATIONALITY: KenyanMARITAL STATUS:Married with two childrenQUALIFICATIONS:a) PhD degree on Engineering Management from Open University of Tanzania (OUT), b) MSc in Mechanical Engineering from UK, c) Advanced Studies Certificate in Mechanical Engineering from UK,d) Higher Diploma in Mechanical Engineering from Kenya, and e) Certificate in Technical Teacher Training from Kenya.

A. THE EXPERIENCE THAT IS RELEVANT TO THIS ASSIGNMENT:

1. I have been contracted by the Ministry of Devolution and Planning, Directorate of Monitoring and Evaluation, through Darika Consultants to carry out an evaluation study on the impact of the Constituency Development Fund in Kenya from 2003 to 2012. The evaluation started in February 2014, and will be finished at the end of July 2014. Most CDF activities in the constituencies are carried out by Jua Kali artisans.

2. In August 2013 I was contracted by Plan International South Sudan to design and draft a proposal for Youth Empowerment to train Non-State Actors and Local Authorities to be involved in Youth Empowerment where the Youth are given vocational and entrepreneurship training; I finished the proposal on 18th October 2013 and was presented to European Union (EU) for funding. The project, which started in March 2014, has been approved and the EU has agreed to fund to a tune of Euro 1.4 million, representing 75% of the total cost of the project; 25% of the cost is to be provided by Plan International UK. The Youth referred to in this project is what in Kenya is referred to as Jua Kali artisans; this project is actually similar in many aspects to the proposed study project in Bomet.

3. Currently I together with Dr. K. Langat are carrying out a study on the age limit of the second hand vehicles being imported to East Africa Community member countries. The research project was contracted to us by the East Africa Business Council (EABC) on behalf of EAC; it is sponsored by TradeMark East Africa. The project is to be finished at the end of July 2014. The age limit of second vehicles is likely to positively or negatively affect the Jua Kali activities concerning motor vehicle repairs and maintenance.

4. In May 2011 I finished writing a project proposal on Youth Lead Program (2011 2014) a UNICEF Project on behalf of Plan International South Sudan. The project is intended to help at-risk youth aged 10-24 become productive members of their communities and reduce conflict-related vulnerabilities in 3 states and 6 selected counties in Southern Sudan. This project is being implemented and it is supposed to be concluded this year (2014). In this project I am the lead consultant through EUREKA Educational and Training Consultants. The Youth referred to in this project is what in Kenya is referred to as Jua Kali artisans.

5. Mr. Eliud Moiyo of KIPPRA and I wrote a Strategic Plan and Business Plan for the Micro and Small Enterprises Federation (MSEF); we were contracted by CIPE of USA through Kenya Gatsby Trust in 2011.

6. Presently I am the National Consultant for the Biomass Gasification project at the Kenya Forest Research Institute (KEFRI); the project is sponsored by Finland through the Energy and Environment Partnership Programme (EEP). The project will come to the end in September 2014. I am also a member of the Ministry of Energy Steering Committee on the standardization of biomass clean stoves for institutional and domestic use, sponsored by UNDP. The Biomass projects benefit mainly Jua Kali artisans.

7. I finished a Monitoring & Evaluation of a JICAJKUAT in-country Training Programme at JKUAT for JFY 2010. The training programme was on Strengthening the Capacity of Grassroots Women Leaders for Wealth Creation and Socio-Economic Development. The programme took place at Jomo Kenyatta University of Agriculture and Technology (JKUAT) between 19th July, 2010 and 6th August, 2010. i.e. 3 weeks; at Kisii between 22nd 28th August 2010, at Kakamega between 29th August 2010 4th September 2010, at Machakos between 24th 30th October 2010, and at Nyeri between 31st October 2010 5th November 2010.

8. In July 2010 I was contracted by Kenya Gatsby Trust (KGT) to train the Board Members of Micro and Small Enterprises Federation (MSEF) on Strategic Planning; the training workshop took place at the Parkplace Hotel, Nairobi from 28th to 30th July, 2010.

9. From November 2007 to January 2009 I carried out a study on the Industrial Training Levy Scheme, this included restructuring of the Directorate of Industrial Training, revision of the Industrial Training Act Cap 237, and revision of the Industrial Training Scheme so that the Training Levy could also benefit the MSE/Jua Kali sector.

10. In May 2008 I was recruited by the MSE Federation Board as a consultant to develop a Strategic Plan for the MSE Federation for five years; the Plan was presented to the stakeholders on 17th January, 2009.

11. In February 2006 we (CDA) finished undertaking an Ex-Ante Evaluation and Project Formulation Study on Trade Training Programme for SME Exporters in Kenya. This programme, which was sponsored by JICA of Japanese Government, was implemented by the Export Promotion Council and the Ministry of Trade and Industry.

12. In 2004 I wrote a project proposal on the Market Linkages for Lake Victoria Fish. The project aims at improving the market opportunities and incomes of fisher-folk along the shores of Lake Victoria through better product development, quality fish production and modern marketing techniques i.e. market linkages between the Fisher-Folk and High Volume Buyers (HVBs).

13. In April 2003 I drafted a policy document on the MSE sector in Kenya, material of which was included in the Sessional Paper No 2 of 2005 on MSE Development; the Private Sector Forum on behalf of the Confederation of Informal Sector Organizations (CISO) Kenya contracted me.

14. In March 2002 I finished a Monitoring & Evaluation of a JICA sponsored Third Country Training Program at JKUAT for rural women.

15. In Sept Oct 2001 I worked with Almaco Management Consultants Ltd. on a Monitoring and Evaluation of the Micro and Small Enterprise Training and Technology Project (MSETTP) - a World Bank project with the Government of Kenya.

16. JULY 1996 - JULY 1999: Employed as Production/Project Manager of Engineering Development and Service Center (EDSC) at KIRDI. Duties: Managing the Engineering Development and Service Center (EDSC); EDSC undertakes engineering design, engineering consultancy, spare parts and prototype production, and technical training and market research. EDSC in addition offers services like heat treatment, sheet metal work and testing to small and medium enterprises (SMEs) including Jua Kali enterprises.

17. June 1990 to Feb. 1992- worked as Lecturer at Jomo Kenyatta University of Agriculture and Technology (JKUAT). While at JKUAT I was appointed Director of Institute for Production and Innovation (I.P.I), an Institute I started with the objective of encouraging innovative ideas in the design and development of products especially for use by small scale farmers, Jua Kali artisans and other small entrepreneurs and rural industries.

18. May 1988 to June 1990- worked with the Directorate of Industrial Training (D.I.T.) as Chief Technical Officer in charge of Apprentices Training, coordinating and supervising skills upgrading courses and advising employers, especially the small scale enterprises (Jua Kali included) how to register with D.I.T. to benefit from its training programs.

19. In 2009 embarked on studying for PhD degree on Engineering Management with the Open University of Tanzania (OUT), which I finished in February 2012; I successfully defended my thesis and I was awarded PhD degree in October 2012. My PhD research project was to study the influence of education level, mode of training and business location on the quality of products from Jua Kali artisans.

B. DETAILED CURRICULUM VITAE

PRESENT EMPLOYMENT- January 2011 to Date: Multimedia University of KenyaI am a Senior lecturer at Multimedia University of Kenya department of Mechanical and Mechatronics Engineering where I lecture in Mechanical Engineering Courses. I also lecture in applied mechanics at the Technical University of Kenya as a part-time lecturer. Besides lecturing I am presently developing mechanical engineering curricula both for Multimedia University and Technical University of Kenya.

CONSULTANCY WORKI am a senior consultant with Capacity Development Africa (CDA) and EUREKA Educational and Training Consultants. I do consultancy with various organizations on project management, entrepreneurship, technology transfer, monitoring & evaluation and technical and management training alone or in collaboration with Capacity Development Africa (CDA) or EUREKA.

I have been contracted by the Ministry of Devolution and Planning, Directorate of Monitoring and Evaluation, through Darika Consultants to carry out an evaluation study on the impact of the Constituency Development Fund in Kenya from 2003 to 2012. The evaluation started in February 2014, and will be finished at the end of July 2014.

In August 2013 I was contracted by Plan International South Sudan to design and draft a proposal for Youth Empowerment to train Non-State Actors and Local Authorities to be involved in Youth Empowerment where the Youth are given vocational and entrepreneurship training; I finished the proposal on 18th October 2013 and was presented to European Union (EU) for funding. The project, which started in March 2014, has been approved and the EU has agreed to fund to a tune of Euro 1.4 million, representing 75% of the total cost of the project; 25% of the cost is to be provided by Plan International UK.

Currently I together with Dr. K. Lanagt are carrying out a study on the age limit of the second hand vehicles being imported to East Africa Community member countries. The research project was contracted to us by the East Africa Business Council (EABC) on behalf of EAC; it is sponsored by TradeMark East Africa. The project is to be finished at the end of July 2014.

In May 2011 I finished writing a project proposal on Youth Lead Program (2011 2014) a UNICEF Project on behalf of Plan International South Sudan. The project is intended to help at-risk youth aged 10-24 become productive members of their communities and reduce conflict-related vulnerabilities in 3 states and 6 selected counties in Southern Sudan. This project is being implemented and it is supposed to be concluded this year (2014). In this project I am the lead consultant through EUREKA Educational and Training Consultants.

Mr. Eliud Moiyo of KIPPRA and I wrote a Strategic Plan and Business Plan for the Micro and Small Enterprises Federation (MSEF); we were contracted by CIPE of USA through Kenya Gatsby Trust in 2011.

Presently I am the National Consultant for the Biomass Gasification project at the Kenya Forest Research Institute (KEFRI); the project is sponsored by Finland through the Energy and Environment Partnership Programme (EEP). The project will come to the end in September 2014. I am also a member of the Ministry of Energy Steering Committee on the standardization of biomass clean stoves for institutional and domestic use, sponsored by UNDP.

In May 2010 I finished writing a project proposal on TVET on behalf of Plan International South Sudan. The project to be funded by CIDA to the tune of US$ 5 million was intended to rehabilitate technical and vocational training institutions in South Sudan and assist in offering technical and vocational skills to the many young people in South Sudan.

I finished a Monitoring & Evaluation of a JICAJKUAT in-country Training Programme at JKUAT for JFY 2010. The training programme was on Strengthening the Capacity of Grassroots Women Leaders for Wealth Creation and Socio-Economic Development. The programme took place at Jomo Kenyatta University of Agriculture and Technology (JKUAT) between 19th July, 2010 and 6th August, 2010. i.e. 3 weeks; at Kisii between 22nd 28th August 2010, at Kakamega between 29th August 2010 4th September 2010, at Machakos between 24th 30th October 2010, and at Nyeri between 31st October 2010 5th November 2010.

In July 2010 I was contracted by Kenya Gatsby Trust (KGT) to train the Board Members of Micro and Small Enterprises Federation (MSEF) on Strategic Planning; the training workshop took place at the Parkplace Hotel, Nairobi from 28th to 30th July, 2010.

From November 2007 to January 2009 I carried out a study on the Industrial Training Levy Scheme, this included restructuring of the Directorate of Industrial Training, revision of the Industrial Training Act Cap 237, and revision of the Industrial Training Scheme so that the Training Levy could also benefit the MSE/Jua Kali sector.

In September 2008 I finished developing a Strategic Plan for the department of Industrial and Energy Engineering Egerton University; In Novemeber 2008 I participated in developing a Strategic Plan for the faculty of Engineering and Technology Egerton University.

In April 2008 I was recruited by Nyaribari Chache Constituency Development Fund (CDF) Committee as one of the three consultants to develop a five year Strategic Plan for Nyaribari Chache Constituency; the Plan was presented to the stakeholders on 19th January, 2009.

In May 2008 I was recruited by the MSE Federation Board as a consultant to develop a Strategic Plan for the MSE Federation for five years; the Plan was presented to the stakeholders on 17th January, 2009.

In February 2006 we (CDA) finished undertaking an Ex-Ante Evaluation and Project Formulation Study on Trade Training Programme for SME Exporters in Kenya. This programme, which was sponsored by JICA of Japanese Government, was implemented by the Export Promotion Council and the Ministry of Trade and Industry.

In July October, 2006 I together with two other consultants (under CETFPRO, an NGO where I am secretary) carried out a preliminary study, in collaboration with the Ministry of Trade and Industry, on Trade Facilitation Needs Assessment for the trade facilitation implementing agencies in Kenya.

In May 2006 the International Lawyers and economists against poverty (ILEAP) which is based in Canada contracted me together with two other consultants to carry out an Audit of the Implementation of Trade Facilitation Measures in Kenya. In order to enhance its negotiating position, the Ministry of Trade and Industry decided to carry out an Audit of trade facilitation measures in Kenya and requested International Lawyers and economists against poverty (ILEAP) to finance the study. The request was agreed to and we were assigned to carry out this study. The main objective of the assignment was to establish the readiness of Kenya to implement some of the key provisions as suggested by current proposals that are likely to shape a trade facilitation agreement in the WTO. The specific objectives of the assignment were to find out: - a) The readiness of the implementing agencies to implement TF measures, b) The difficulties they are experiencing while implementing these TF measures,c) Their strength and weaknesses, andd) The assistance these implementing agencies need so as to meet the challenges of globalization.We submitted the audit report which described the implementation status of Trade Facilitation (TF) Measures, and we then carried out needs assessment for all the implementing agencies in Kenya.

In August 2005 I participated in the Focus Group Discussions (FGD) for the African Peer Review Mechanism (APRM) of NEPAD in Gucha and Siaya Districts in Nyanza Province, and drafted the report.

In 2004 I wrote a project proposal on the Market Linkages for Lake Victoria Fish. The project aims at improving the market opportunities and incomes of fisher-folk along the shores of Lake Victoria through better product development, quality fish production and modern marketing techniques i.e. market linkages between the Fisher-Folk and High Volume Buyers (HVBs).

In Oct Nov 2003 I finished an Ex-post Evaluation of JKUAT undergraduate program a JICA project - that ended in April 2000. Capacity Development Africa (CDA) (the firm that was contracted by JICA) recruited me as one of the consultants to carry out the exercise.

In April 2003 I drafted a policy document on the MSE sector in Kenya, material of which was included in the Sessional Paper No 2 of 2005 on MSE Development; the Private Sector Forum on behalf of the Confederation of Informal Sector Organizations (CISO) Kenya contracted me.

In March 2002 I finished a Monitoring & Evaluation of a JICA sponsored Third Country Training Program at JKUAT.

In Sept Oct 2001 I worked with Almaco Management Consultants Ltd. on a Monitoring and Evaluation of the Micro and Small Enterprise Training and Technology Project (MSETTP) - a World Bank project with the Government of Kenya.

PREVIOUS WORKING EXPERIENCEFrom April 2001 to January 2011, I was employed as a lecturer at Egerton University department of Industrial and Energy Engineering. I lectured in Applied mechanics, Industrial manufacturing, Terotechnology, Industrial Engineering and Management, and Engineering design to undergraduates, and Applied/Industrial Ergonomics, Technology and Product Development, and Maintenance Engineering and Management to post graduate (MSc) students. I also gave lectures in Applied/Industrial Ergonomics, Total Quality Management and Occupational Health and Safety to post graduate (MSc.) students at Masinde Muliro University of Science and Technology as a part-time lecturer. Besides lecturing I also supervised student research projects, both at undergraduate and postgraduate levels.

In September 2001 I drafted the syllabus for the degree of Bachelor of Industrial Technology for the Department of Industrial and Energy Engineering. In 2004 I reviewed the MSc Syllabus in Engineering systems and management; I also drafted a Master of Industrial Technology course for the department. In 2001 I did a Master Plan for the faculty of Engineering and Technology Egerton University. In March 2006 I drafted a paper for the establishment of a Centre for Innovations and Appropriate Technology Studies (CIATS) for the Department of Industrial and Energy Engineering Egerton University.

JULY 1996 - JULY 1999: Employed as Production/Project Manager of Engineering Development and Service Center (EDSC) at KIRDI. Duties: Managing the Engineering Development and Service Center (EDSC); EDSC undertakes engineering design, engineering consultancy, spare parts and prototype production, and technical training and market research. EDSC in addition offers services like heat treatment, sheet metal work and testing to small and medium enterprises (SMEs) including Jua Kali enterprises.

June 1995 to July 1996- worked as Lecturer in the Production Department Moi University to lecture in mechanical engineering (Applied Mechanics) courses.

Feb. 1992 to Jan. 1993- worked as Technical Training Manager with B.A.T. (Kenya) Ltd. before resigning to start private business in consultancy on technology transfer and entrepreneurship in the SME sector. At B.A.T I was in-charge of the technical training of artisans, technicians and engineers working on the tobacco processing machinery. I prepared and conducted the training of all personnel undertaking maintenance and operation of cigarette making and packing machines.

June 1990 to Feb. 1992- worked as Lecturer at Jomo Kenyatta University of Agriculture and Technology (JKUAT). While at JKUAT I was appointed Director of Institute for Production and Innovation (I.P.I), an Institute I started with the objective of encouraging innovative ideas in the design and development of products especially for use by small scale farmers, Jua Kali artisans and other small entrepreneurs and rural industries.

May 1988 to June 1990- worked with the Directorate of Industrial Training (D.I.T.) as Chief Technical Officer in charge of Apprentices Training, coordinating and supervising skills upgrading courses and advising employers, especially the small scale enterprises (Jua Kali included) how to register with D.I.T. to benefit from its training programs.

Jan.1981 to May 1988- worked at the Kenya Polytechnic starting as an Assistant Lecturer, promoted to Lecturer in April 1982 and in Jan. 1988 I was again promoted to Senior Lecturer. During the time I was at the Kenya Polytechnic, I was appointed Deputy Head of Mechanical Department in January 1985 and as Head of the same Department in January 1986.

Sept. 1976 to Aug. 1977 I taught at Kisumu Technical High School as Technical Teacher 1.

EDUCATION AND QUALIFICATIONSPrimary: Attended at Bobaracho and Nyanguru Primary Schools from January 1961 to December 1967 - obtained CPE Certificate.

Secondary: I attended at Itierio Mixed Secondary School from January 1968 to December 1971 - obtained O Level (C.S.C.) Division 1.

College/University: From May 1972 to December 1974 studied for Ordinary Diploma in Mechanical and Electrical Engineering at the Kenya Polytechnic- passed with Credit.a) From September 1975 to July 1976 studied for Technical Teachers Certificate (TTC) at the Kenya Polytechnic.c) From September, 1978 to December 1980 studied for Higher Diploma in Mechanical Engineering at the Kenya Polytechnic - passed with Credit.d) From September 1982 to July 1983 studied for Advanced Studies Certificate (equivalent to Honors Degree) in Mechanical Engineering at U.M.I.S.T. (University of Manchester in England).e) From October, 1983 to October 1984 studies for Masters degree, MSc. in Mechanical Engineering at U.M.I.S.T. (University of Manchester), England.f) In 2009 embarked on studying for PhD degree on Engineering Management with the Open University of Tanzania (OUT), which I finished in February 2012; I successfully defended my thesis and I was awarded PhD degree in October 2012.

OTHER COURSES THAT I HAVE ATTENDEDa) Mechanical Maintenance and Troubleshooting by Eureka Education Consultants.b) Project management, Monitoring & Evaluation, andc) COMESA/UNIDO Workshop on Metal Working Industries and Maintenance.d) On 9th July 1997, attended a Seminar on Standards and Standardization at Grand Regency Hotel Organized by Kenya Bureau of Standards

Project Superviseda) Design to improve the efficiency of dust extraction unit at B.A.T. (Kenya) LtdNairobi Factory - Higher Diploma Projectb) Critical Analysis of B.A.T. (K) assistance to Jua Kali Sector K.I.M. Diploma Project.c) Design of portable, motorized saw for use by small scale saw millers - B.Tech.Project Moi Universityd) Design of bottle crusher to be incorporated with any bottling plant- B.Tech project Moi University.e) Design of a portable stone-dressing machine.f) Design of a solar sensitive panel positioning system to maximize energy.g) I have supervised many BIT and BSc student projects at Egerton University.h) I have also supervised MSc student research projects.

PAPERS PUBLISHEDI have published six papers with reputable Journals and one book, titled The Effect of Artisans and Business Attributes on Arc Welding Quality, which was published in Germany.

S/No.Title of paperCo-authorsJournal/PublisherYear of Publication

1.Effect of mode of training on product quality; the case study of arc welding in small scale metalworking enterprises in KenyaProf.E. T. Bisanda, and Prof. W. O.OgolaInternational Journal of Computational Engineering Research; Vol. 3 Issue 1Jan 2013

2.Determination of the Bending Strength and Hardness Values of Sisal Fiber Reinforced Polyester CompositesMs Mutai, A. J., and Pof. W.O. Ogola

Egerton J. Sci. & Technol. Volume 12Oct. 2012

3.Impact of business location on product quality; The case study of arc welding in small scale metalworking enterprises in kenyaProf.E. T. Bisanda, and Prof. W. O.OgolaInternational Journal of Engineering Science Invention

Jan 2013

4.Effect of laminate thickness and quantity of catalyst on flexural strength properties of glass reinforced polyester composite

Ms Chemeli, R., and Prof. W.O. Ogola International Journal of Engineering Research, Science and TechnologyVol. 2, No. 2, May 2013

5.Impact of education level on product quality: Case study of arc welding in small scale metalworking enterprises in KenyaProf.E. T. Bisanda, and Prof. W. O.OgolaJournal of Business Administration and Management Sciences Research, Vol. 2(1) Jan 2013

6.Investigation into the Effects of Education, Training And Business Location on Product Quality; The Case Study of Arc Welding in Small Scale Metalworking Enterprises in KenyaProf.E. T. Bisanda, and Prof. W. O.OgolaInternational Journal of Engineering Research and Applications (IJERA), Vol. 3, Issue 1, Feb 2013

7.The Effect of Artisans and Business Attributes on Arc Welding Quality(this a book)Prof.E. T. Bisanda, and Prof. W. O.OgolaLambert Academic Publishing, GermanyOct. 2012

PAPERS WRITTEN1. Productivity Improvement in the MSE sector.2. The Promotion of SME in East Africa.3. University Education: A strategy for the productivity improvement in the MSE sector.4. Development of a Mechanical De-mucilager and Grader for Coffee Processing.5. Needs Assessment for Good Governance in the SME sector in Kenya.6. Civic Education and Good Governance in the SME sector in Kenya.7. KEPSA Publicity.8. HIV/AIDS Strategy Proposal for the MSE Sector9. Bachelor of Industrial Technology (BIT) Curriculum, Department Of Industrial and Energy Engineering, Egerton University 10. Centre for Innovations and Appropriate Technology Studies (CIATS)11. Design of a Solar Sensitive Panel Positioning System12. Skills Upgrading Course for Agricultural Machinery and Implements Operators13. Skills Upgrading Course for Earth Moving Equipment Operators14. Entrepreneurship in the Pharmaceutical Sector in Kenya15. Constraints That Affect Productivity and Competitiveness in the MSE Sector16. Biomass Gasification Technology and Utilization17. The Design and Development of a machine for pulping, demucilating and grading of coffee18. Research Project Proposal On the design of Electron Breeder Machine19. Engineering Design a Teaching Manual for undergraduate courses20. Impact of Education Levels on Product Quality the Case Study of Arc Welding In Small Scale Metalworking Enterprises in Kenya21. Impact of Training Mode on Product Quality the Case Study of Arc Welding In Small Scale Metalworking Enterprises In Kenya22. Industrial Engineering Management a Teaching Manual for undergraduate courses23. Industrial Ergonomics - a Teaching Manual for Degree programs24. Occupational Health and Safety - a Teaching Manual for Degree programs25. Research Methodology - A Teaching Manual For Degree Programs26. The Process Of Industrial Development Through The Use Of Science, Technology And Innovations27. SME Fund and the Financial Inclusion of the Informal Sector (FIIS)28. Strategies to Improve Productivity in the MSE Sector29. Terotechnology - A Teaching Manual for Degree Programs30. The Contribution Of Small And Medium Enterprise Sector (SME) to the Promotion of Agriculture In Kenya31. The Design and Production of a Floating Hyacinth Combine Harvester32. MSEF Strategic Plan 2010/11 - 2014/1533. MSEF Business Plan 2011/201234. Maintenance Engineering and Management - A Teaching Manual For Degree Programs35. The Development of SMEs In Southern Sudan Through Capacity Building36. Solid and Structural Mechanics - A Teaching Manual for Undergraduate Courses37. Proposed Innovation Projects38. Productivity Improvement in the MSE Sector through Market Linkages39. Introduction to Production Systems Technology - A Teaching Manual for Undergraduate Courses40. Production Management and Control - A Teaching Manual for Postgraduate Courses41. Micro and Small Enterprise (MSE) Sector Development through Capacity Building: Pilot Project Proposal to Investigate Why Capacity Building Programmes Have Had Little Impact on the MSE Development in Kenya42. Curriculum for the Degree of Master of Science in Engineering Systems & Management 43. Strength of Materials Ii - A Teaching Manual For Undergraduate Courses44. University and industry co-operation in production - University of Nairobi 1986.45. Post graduate program (MSc.) in Design and Production Engineering 1991.46. Establishment of I.P.I. at JKUCAT 1990.47. Linkages between education and employment with reference to Jua Kali Development Program - UNESCO Conference in Bangkok Thailand - 1980.48. Training Policy and Training Evaluation for B.A.T. (Kenya) Ltd. 1992.49. Promotion of co-operation between institutions of technical and vocational education and industry - K.I.E. 1992.50. Short and Long Term Strategy Document for the Kenya National Federation of Jua Kali Association at the Conference on National Export and Investment Promotion at Safari Park Hotel on 5th May, 1993.51. Maintenance and Repair Management for Capital Equipment.52. Maintenance Management53. Importance of Balancing and Mechanical Vibrations to maintenance and repair of Capital equipment54. Failure due to poor management of maintenance and repair of Industrial Equipment55. The Development of MSE Sector through Higher Levels of Education and Training56. Proposed Micro and Small Enterprises (MSE) Sessional Paper Format57. The Design and Production of Punching Dies58. Implementation of MSE Policies and Activities59. Proposed Postgraduate Programmes in Industrial Technology60. Introduction to Manufacturing a Teaching Manual for undergraduate courses61. Maintenance and Repair Management of Capital Equipment as an aid to Industrial Growth and Development62. The Water Hyacinth weed Menace and the Development and Production of a Mechanical Harvesting Machine63. The Systematic Transfer, Application and Development of Science and Technology a Strategy for Industrial Transformation 64. CONCEPT PAPER on the Support for gender sensitive, market oriented Technical and Vocational Education and Training (TVET) for male and female youth in Southern Sudan65. YOUTH LEAD PROGRAM (2011 2014) - Helping at-risk youth aged 10-24 become productive members of their communities and reduce conflict-related vulnerabilities in 3 states and 6 selected counties in Southern Sudan.66. African Union Research Grants Proposal on Demonstration of biomass gasification technology for electricity generation to rural communities in Kenya and Nigeria for poverty reduction and climate change mitigation; The African Component of the ACP Research Programme for Sustainable Development Ref: EuropeAid/130-741/D/ACT/ACP - 10th European Development Fund

NATIONAL COMMITTEES SERVED/SERVINGa) Member of National Technical Committee for Kenya-Italy Debt Conversion at the Ministry of Finance (I represent the Civil Society from urban areas).b) K.I.E. Technical Committee Panels.c) National Industrial Training Councils.d) MTTAT Training Policy Rationalization and Harmonization on Curricula, Examination and Certificate.e) University Investment Project - World Bank Funding - 1991.f) Committee to revise the Engineering Registration Board (ERB) Act 1986.g) Committee to analyze the tender specifications for the machinery and equipment for Eldoret Polytechnic funded by European Economic Community (EEC).h) Member of National Co-ordination Committee of Ministry of Planning and National Development charged with Policy formulation on small enterprises and Jua Kali Development.i) National Industrial Research & Development Committee.j) Chairman of the Mechanical Engineering Industries Committee of the Kenya Bureau of Standards and member of the East Africa Standards Committee at Arusha, Tanzania in 1998-1999.k) Member and secretary of MSE Federation (KEPSA-MSE sector Committee).

By Dr. Charles M.M. Ondieki

July 2014

Annex 1: Terms of Reference (TOR)

BOMET COUNTY GOVERNMENTMINISTRY OF TRADE, INDUSTRY, TOURISM AND ENERGYP.O. Box 454-20400, BOMETEXPRESSION OF INTEREST

CONSULTANCY TO STUDY AND DEVELOP STRATEGIES FOR THE DEVELOPMENT OF THE COUNTY JUA KALI AND COTTAGE INDUSTRIES SUPPORT PROGRAMME The overall objective of the project is to undertake technical study to develop a strategy for the support of the Jua Kali and cottage industries support programme in Bomet County and finally monitor its implementation.

SCOPE OF THE WORK OBJECTIVESThe specific objectives for this study are as follows:i. To promote the sector participation by having conversation around the devolved functions; and the role of the county government vis--vis the industrial sector in the county economic development.ii. To conduct a baseline survey to establish the number of Jua Kali players in each sub-county, respective sub-sector, challenges of the sector, enlist required appropriate technologies, existing industrial skills, sets and gaps to be filled taking cognizance of the need for jobs for women and the youth.iii. Carry out an assessment of all existing programs and projects (completed/stalled) relating to the Micro and small Enterprise (industrial sector/cottage) at the county.iv. Identify stakeholders both at the county and at the national levels, their functions/mandates with a view to establish collaborative synergies for effective design and implementation of support programs for the sector to climbing ladder from micro onwards in line with the first Bomet Strategic Plan 2014 2017 and vision 2030.v. To facilitate borrowing of the best practices and sharing experience from other counties/countries.vi. To review and customize existing national policies relating to industrial sector development for county level usage.vii. To put in place long-term measures to address industrial/cottage sectors social economic development needs within the devolved government framework.viii. To develop a framework of action with clear deliverable and timeline for delivery in the short, medium and long-term intervention measures.

Expression of shall contain the following:1. A snap summary including methodology and implementation plan;2. Company/individual background;3. Summary of previous completed works relevant to this assignment and the contacts of c