i

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, environmenta l

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 facilita te

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, unwaver ing

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

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

Figures 2015

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+

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Key Economic and Social Indicators

*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

Data

Profile

Year

2011 2012 2013 2014 2015 2016 2017*

Total Population

(millions) 39.5 40.7 41.8 43 44.2 45.4 46.6

Population growth

(Annual %) 2.7 2.7 2.7 2.9 2.8 2.7 2.6

GDP (current US$,

Billion) 35.8 39.6 44.0 61.4 63.7 70.5 74.93

Gross national

Income (current

US$, Billion)

38.5 42.2 46.8 60.6 63.1 69.8 74.1

GNI per Capita

(current US$) 904.3 969.1 1,052.7 1408.8 1427.2 1538.4 1590.7

GDP per Capita

(Current US$) 905.9 973.2 1,052.9 1428.9 1442.7 1553.5 1608.3

GDP growth

(Annual %) 4.4 4.6 5.7 5.3 5.7 5.8 4.9

Inflation

(annual %) 14.0 9.4 5.7 6.9 6.6 6.3 8.0

Market

capitalization of

listed companies

(current US $,

Billion)

10.2 14.8 24.3 24.0 23.4 19.7 21.48

Market

capitalization of

listed companies (%

of GDP)

28.49 37.37 55.23 39.09 36.73 27.94 28.7

Mobile cellular

subscriptions (per

100 people)

67 71 95 78.3 85.4 85.9 91.9

Internet users (per

100 people) 28.0 32.1 31.55 38.3 54.2 59 84

Adult literacy rate

96.22 100.66 101.12 78.7 78.0 69.96 53.1

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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 geopolit ics

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 internationa l

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 effective ly

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 Environmenta l

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 activit ies

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

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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

23

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.

24

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. Simila r ly,

the Ministry’s programmes and activities focus on reducing poverty levels, employment

creation, sustainable development and economic transformation, peace, security and stability

25

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 internationa l

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 opportunit ies

policy for youth, women and PWDs. Significant achievement was made in the implementa t ion

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, universa l

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

26

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-

27

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 Regiona l

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.

28

Transnational crimes such as terrorism, piracy, money laundering, drugs and human traffick ing

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.

29

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-regiona l

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 initiat ives

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 opportunit ies,

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

31

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 benefic ia l

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 internationa l

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 Organizat ion

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-Governmenta l

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, Regiona l

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

32

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, Offic ia l

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 specifica l ly

in South East Asia and the Middle East.

33

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 implementat ion

of Programs.

• Wide consultations and engagement with Kenya Diplomatic Missions, Directorates,

Divisions and Units in the development and implementation of the Plan, particular ly,

in setting priorities and targets stimulated ownership and enhanced implementation of

the plan.

34

• 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 prioritie s

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 implementat ion,

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

in the various regions of the world;

• Competent human resources;

• A Foreign Service Academy charged with the

responsibility of capacity building of staff on

diplomacy;

• Rich diplomatic experience in international

negotiations and conflict resolution;

• ISO Certification underway

• Use of ICT and digital media

• Close liaison with Diplomatic Corps in Kenya

• Constitution of Kenya which clearly defines

the national function of the Ministry under

schedule IV;

• Political stability and goodwill;

• Evolving strategic geo-political situation;

• Large and skilled number of Kenyans living

abroad;

• UN headquarters in Nairobi

• Evolving status of Nairobi as a hub of

multilateral diplomacy;

• 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

• Rapidly evolving capacity needs in analytical,

negotiation, communication and foreign

language skills

• Inadequate financial, human and material

resources;

• Lack of clear structures on succession,

knowledge and information management;

• Lack of clear policy framework to assist

distressed Kenyans abroad;

• weak linkages and coordination with other

MDAs;

• Delays in domestication of treaties;

• Cybercrime;

• International and transnational Crime

(terrorism, piracy, money laundering, human

trafficking;

• Regional instability;

• Porous borders;

• Limited stakeholder knowledge on Kenya’s

foreign policy;

• International interference

• Low competitiveness Kenyan products and

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

Factors

The Constitution

of Kenya

The creation of the National and County Governments has

widened the mandate of the Ministry to engage with the latter

on trade, training and other relevant areas.

Membership to

regional and

international

organizations

Kenya is a member of regional and international

organizations such as EAC, AU, COMESA, IGAD, the UN,

and ICC among others which shape Kenya’s political space

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,

security and

stability and

International

crime

Regional peace, security and stability are key to Kenya’s

development agenda. 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 affects Kenya in many

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

mandate

The newly created department of International Events and

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

37

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

Corruption

The perception of bad governance and rampant corruption in

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

2017 general

elections

The nullification of the general elections has raised public

trust in the judiciary, however, the effect of a delayed

swearing of the Head of State has interfered with effective

running of government programs as well as diverted the

available financial resources

Economic

Factors

Globalization Globalization presents both opportunities and threats for

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

international

Economic

cooperation

Concerted efforts have been made by countries to form

regional and economic blocs to maximize on economic

benefits. These blocs include EAC, COMESA, and EU

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

Economic interests for countries are dynamic and vary in

accordance with changes in the international economic arena.

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

38

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

growth

Population growth rate in the world and age distribution

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

and poverty

levels

The unemployment levels especially amongst the youth and

overall poverty pose a threat to stable development of the

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

factors

Environmental

conservation

programs

The presence of UN Environment Assembly headquarters in

Nairobi the world's highest-level decision-making body on

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

factors

Communication

and interaction of

people

The world has experienced tremendous technological

development in information and communications technology

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.

39

Legal Factors

Legislation and

policy

framework

The constitution expanded the Ministry’s mandate and today

it works to support the relevant activities of various county

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

Expectations

Ministry’s

Expectations

Potential strategies

for obtaining

support

Government

Ministry Staff • Ministry to provide a

conducive work

environment

• Personal

development,

training and

mentorship and

career progression

• Equity and Fairness

Professionally

competent,

Committed, results

oriented and

Motivated staff

• Capacity building

(training,

mentorship,

coaching)

• Strengthen

performance

management

system (PAS & PC)

• Equal opportunities

to all staff

The MDAs • Coordinate

preparation of

working documents

for bilateral and

multilateral

engagements

(country position

Timely requests,

information and

participation

Identification of

issues for

engagements

• Strengthen

collaboration and

partnering linkages

with MDAs

• Increase awareness

and publicity on

Ministry’s Service

40

Category Stakeholder Stakeholder’s

Expectations

Ministry’s

Expectations

Potential strategies

for obtaining

support

papers, agreements,

MOUs,

Communiqués, etc)

• Coordinate

preparation for

holding of

JCCs/JTCs

• Timely facilitation

of engagements with

foreign countries

Cooperation and

consultation

• delivery

requirements

• Online

dissemination of

activities

• Effective use of

ICT and new media

Kenyan

Missions

abroad

• Coordinate

preparation for

holding JCCs/JTCs

• Timely Response to

correspondences

• Timely release of

funds

• Timely facilitation

with procurement

processes

• Timely guidance on

government policy

and positions on

various issues

• Timely preparation

of aide memoires

• Adequate and timely

deployment of staff

Timely submissions

of reports

• Enhance use of ICT

to strengthen

communication

between the

Ministry HQs and

missions

• Enhance

collaboration and

partnership between

missions.

• Finalise and

approve missions

staff establishment

• Install VSAT

technology and

video conferencing

at Ministry

headquarters

County

Governments

• Timely facilitation

of engagements with

foreign countries

(visas, appointments,

and other logistics)

• Coordinate

preparation of

relevant working

documents for

bilateral and

multilateral

engagements (e.g.

country position

papers, agreements,

• Timely requests,

information and

participation

• Identification of

issues for

engagements

• Cooperation and

consultation

• Strengthen the

Liaison,

Parliamentary and

County Affairs

Division

• Develop a

framework to guide

engagement

between county

governments and

the Ministry and

foreign countries

• Develop and

disseminate the

protocol manual

41

Category Stakeholder Stakeholder’s

Expectations

Ministry’s

Expectations

Potential strategies

for obtaining

support

MOUs,

Communiqués, etc)

• Online

dissemination of

activities

• Effective use of

ICT and new media

The National

Assembly &

the Senate

• Facilitation of

engagements with

foreign countries and

adherence to travel

guidelines (visas,

appointments, and

other logistics)

• Coordination and

preparation of

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)

• Processing of

requests,

information and

participation

• Identification of

issues for

engagements

• Cooperation and

consultation

• Strengthen the

Liaison Division

• Develop a

collaboration and

engagement

framework

• Develop and

disseminate a

protocol manual

Clients The Kenyan

public and

Foreign

Nationals

Timely delivery of

services

Support,

collaboration and

cooperation

• Hold Ministry

Open days

• Develop Corporate

communication

strategy

• Effective use of

Huduma centres

• Develop and

maintain an

interactive website

• Effective use of

ICT and new media

Kenyans

living and

• Timely Consular

services

• Patriotism • Implement the

Diaspora policy;

42

Category Stakeholder Stakeholder’s

Expectations

Ministry’s

Expectations

Potential strategies

for obtaining

support

travelling

abroad

• Involvement in

national

development

processes

• Provide information

on national

opportunities

• Cooperation,

collaboration and

partnership in

nation building.

• Develop and

implement

Diaspora

communication

strategy.

• Development and

online

dissemination of

guidelines on

requirements for

travelling abroad

Suppliers and

merchants

• Maintenance of good

working relations

• Timely processing of

payments for goods

and services

• Adhere to the

principles of good

governance

• Timely delivery of

goods and services

• Professionalism

and adherence to

quality standards

• Adherence to the

Public Procurement

and Disposal Act,

2005

• Online

dissemination of

Ministry tenders

and contracts

• Online

dissemination of

list of prequalified

suppliers/merchants

Non–state

actors (IGOs

NGOs, CBOs,

FBOs)

• Provision of reports

and briefs.

• Protection of

national interests and

socio-economic

development

• Respond to

communication

Input in the

formulation of

policies.

Strengthen and

structure relationship

with the non-state

actors

The Media

• Receive timely

information

• Access

facts/information

• Inform, educate

and communicate

on social,

economic and

political issues

• Factual reporting

on Ministry’s

affairs

Develop and

implement Ministry

communication

strategy.

Diplomatic

community

Foreign

Missions

Accredited to

Kenya

• Timely response to

correspondences

(letters, email and

faxes)

• Timely response to

correspondences

• Practicing an open-

door

communication

system.

43

Category Stakeholder Stakeholder’s

Expectations

Ministry’s

Expectations

Potential strategies

for obtaining

support

• Support in

facilitating

enhancement of

diplomatic relations

and partnerships

• Support in

facilitating

enhancement of

diplomatic

relations and

partnerships.

• Providing regular

contacts and briefs.

• Develop and

disseminate the

protocol manual

Foreign

Governments

• Support in

facilitating

enhancement of

diplomatic relations

and partnerships

• Protection of their

interests.

• Respond to

communication

(letters, email and

faxes)

• Timely facilitation

of negotiations and

agreements

• Support in

facilitating

enhancement of

diplomatic

relations and

partnerships

• Enhanced

cooperation

Practicing an open-

door communication

system and providing

regular contacts and

briefs to foreign

governments.

UN and

International

organizations

• Support in

facilitating and

enhancing

diplomatic relations

and operations of

UN bodies in

Nairobi

• Adhering to the

principles of good

governance

• Technical support

• Resource

mobilization

• Strengthen and

structure

relationship to

enhance resource

mobilization

Development

partners

• Mutually beneficial

engagements

• Effective and

efficient resource

utilization

• Involve stakeholders

in various aspects.

• Practice principles of

good governance

• Technical support

• Resource

mobilization

Have an

engagement

framework in place

44

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 professiona l

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.

45

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

46

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 integr ity

and will employ one strategy as explained below:

Strategy Strategic Thrust

1. Strengthen collaboration with

relevant MDAs and other

stakeholders to safeguard Kenya’s

sovereignty and territorial integrity

The strategy entails building strong partnerships with

relevant MDAs and other key stakeholders to protect

territorial integrity and safeguard Kenya’s sovereignty. In

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

prevention, resolution and peace

building regionally and globally

This strategy is anchored on the Peace Diplomacy Pillar of

Kenya’s foreign policy. It will focus on conflict

prevention, resolution, peace building, and post conflict

reconstruction in collaboration with inter-governmental

organizations and other stakeholders.

2. Promote national peace, security

and stability

This strategy is premised on collaboration with relevant

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

47

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

relations and diplomatic

representation.

Proposal 2: Effective and Expanded

Representation Abroad

The strategy aims at strengthening Kenya’s engagement

with international community and leveraging Kenya’s

engagement with international community, particularly

within Africa, Middle East and Asia. … This will entail

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

and a rule based multilateral

system.

The strategy aims at ensuring a coordinated, participatory

approach at the UN, AU EAC and other multilateral

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

influence in international

organizations

This strategy aims at enhancing Kenya’s presence and

influence in the international system through election or

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

environmental issues

This strategy seeks to enhance Kenya’s influence on critical

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.

48

5. Strengthen regional technical

cooperation

The strategy seeks to assist the country reinforce her

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

Health Coverage in Kenya

This strategy seeks to enhance Kenya’s influence on the

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.

49

This strategic objective will be achieved through four strategies:

Strategy Strategic Thrust

1. Strengthen bilateral, regional and

multilateral economic cooperation

This strategy seeks to promote and consolidate Kenya’s

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

and services

The Ministry will promote export of Kenyan goods and

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

and economic hub and a premier

destination for international

conferences and events

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 significant

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.

50

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

Kenyans abroad in national

development

The strategy seeks to strengthen the structures and

processes of engagement with the Diaspora such as their

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

protection mechanisms of the

Kenya Diaspora

This strategy seeks to enhance delivery of consular

services to Kenyans. The strategy will also seek to enhance

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.

51

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 collaborat ion

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 positive ly

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

Engagement and Collaboration

The strategy aims to promote partnerships and effective

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.

52

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

heritage, arts, sports and image

The strategy aims to promote and safeguard Kenya’s

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

Capacity

This strategy seeks to develop the policy and legal 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

excellence in training, research

and consultancy

The strategy seeks to enhance the capacity of the Foreign

Service Academy to offer cutting edge training, research

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.

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4. Strengthen ICT Capacity

Infrastructure and Security

The strategy seeks to enhance use of ICT as a key enabler of

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

Management and Capacity

Development

The strategy seeks to develop a professional foreign service

to strengthen Human Resource Management and capacity

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

Vulnerable Groups into Ministry

Programmes

The strategy seeks to safeguard the interests of vulnerable

groups. This will entail mainstreaming of gender, youth and

Persons with Disabilities into Ministry’s programmes as

well as implement empowerment programmes.

9. Strengthen Result Based

Management

This strategy aims at ensuring achievement of the Ministry’s

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

Management

This strategy aims to enhance proper planning, budgeting,

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 documentat ion

of training needs and development of data base to inform training programmes. Other activit ies

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 & Communicat ions

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

Foreign Service Academy

Diaspora & Consular Services

Services

Africa and AU

Legal & Host

Countries Services

Economic & International Trade Directorate

Political & Diplomatic Affairs Directorate

Principal Secretary

Administration Directorate

Protocol

Directorate

Middle East

Africa

Europe & Commonwealth

Asia, Australasia &

Pacific Islands

Americas

UN &Multilateral

Affairs

Regional Trade and Investments

Multilateral

Trade & ITO Asset Management

Immigration

Services

Privileges and Immunities

State Protocol

Economic Affairs

Diplomatic Security

Supply Chain Mgt

Finance

Liaison, Parliamentary &

County Affairs

ICT

Accounts

Human Resource

Mgt./Development

Office of the

Chef de Cabinet

Central Planning & Project Monitoring

Bilateral Trade &

Investments

Internal

Audit

Public Affairs &

Comm.

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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 Administrat ion.

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 Principa l

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:- Formulat ion,

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; offic ia l

communications between the Government of Kenya and foreign Governments, missions and

organizations; articulation of Kenya’s position on foreign and global issues; formulat ion,

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 internationa l

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:

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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 activit ies

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

61

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 cultura l

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 politica l

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 Commiss ion

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:

63

promotion of bilateral relations with countries within the Middle East, includ ing

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 Organizat ion

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 facilita t ion

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 build ing;

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 mainta in

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 communica t ion

(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 internationa l

organizations; management of diplomatic precedence; facilitation on issuance of airport passes

to diplomatic missions; facilitation on security clearance of civil, diplomatic and military

65

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 internationa l

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 immunit ie s;

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 organizat ions

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 nationa ls

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 internationa l

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 activit ies

for hosting of these conferences/events in Kenya, Coordinate all conference planning related

66

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 Authorit ies,

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 legisla t ive

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 functiona l

administrative and financial committees.

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

68

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 monitor ing

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 financ ia l

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 Financia l

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,

69

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

70

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 facilit ies

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

71

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, financ ia l

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

72

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.

73

Figure 2: New Organizational Structure

Cabinet Secretary

Principal

Secretary

Internal

Audit Div.

Directorate of the Political & Diplomatic Secretary

Africa & AU Dep. Americas Dep.

Asia, Australasia & Pacific Islands Dep.

Cultural Diplomacy Unit

Diaspora & Consular Affairs

Dep.EAC Dep.

Economic & Commercial Diplomacy Dep.

Europe & Commonwealth

Dep.

Legal & Host Country Affairs

Dep.Middle-East Dep.

Office of the Registrar of

Treaties

Office of the Great Lakes Region

Liaison, Parl. & County Affairs Dep.

Peace & Security Dep.

UN & Multi. Affairs Dep.

Public Affairs & Comm Div.

HEADS OF MISSION

Protocol

Directorate

State Protocol Unit

Priviledges & Immunities Unit

Immigration Services Unit

Diplomatic Security Unit

Chef de CabinetAdministration

Directorate

CPPMD Accounts Div.

Finance Div.Supply Chain

Mngt Div.

HRM&D Div.Assets

Management Div.

ICT UnitRecords Mngt

Div.

Welfare UnitTelephone

Services Unit

Transport UnitCommunications

Unit

Office Services

Unit

International Conferences & Events Directorate

Administration & Logistics Unit

Conf. Planning & Coord. Unit

Conf. Services Unit

International Events Unit

Foreign Service

Academy

Chief Administrative

Secretary

74

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

S/No DESIGNATION JG In-

Post A/E

Proposed

Optimal

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

75

S/No DESIGNATION JG In-Post

A/E

Proposed

Optimal

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

1 Secretary of Foreign Service

(Administration T 0 1 1

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

Administrator/Principal M/N 1 2 2

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

76

S/No DESIGNATION JG In-Post

A/E

Proposed

Optimal

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

3 Senior Asst. Director Supply Chain

Management Officer Q 0 1 1

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

5 Senior Supply Chain Management

Assistant/Officer L 2 2 2

6 Supply Chain Management Officer I/II/III H/J/K 3 2 2

7 Supply Chain Management Assistant

I/II//III G/H/J/K/L 6 3 3

77

S/No DESIGNATION JG In-Post

A/E

Proposed

Optimal

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

78

S/No DESIGNATION JG In-Post

A/E

Proposed

Optimal

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

Secretary J/K/L 2 0 2

Sub Total 4 6 6

S/No. 10. Information Communication Division

1 Deputy Director, Information

Communication Technology R 0 1 1

2 Assistant Director, Information

Communication Technology P 1 1 1

3 Principal Information Communication

Technology Officer N 0 1 1

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

Secretary J/K/L/M 7 0 6

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

5 Senior Telephone Operator/Telephone

Supervisor II/I H/J/K 5 3 3

6 Telephone Operator II/I/ Senior F/G/H 8 4 4

79

S/No DESIGNATION JG In-Post

A/E

Proposed

Optimal

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

3 Cleaning Supervisor/Subordinate

Staff/Support Staff A/B/C/D/E/F/G 20 28 28

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

4 Senior Public Communications

Officer/Chief/Principal L/M/N 2 2 2

5 Technical

Officer/Cameraman/Photographer/III/II/I H/J/K 1 2 2

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

5 Cleaning Supervisor/Subordinate

Staff/Support Staff A/B/C/D/E/F/G 2 2 2

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

80

S/No DESIGNATION JG In-Post

A/E

Proposed

Optimal

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

Secretary J/K/L/ 1 0 2

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

4 Security Officer II/Assistant Security

Officer H/J 3 4 4

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

3 Director of Foreign

Service/Minister/Consul-General S 3 8 8

4 Deputy Director of Foreign

Service/Minister-Counsellor I R 7 10 10

81

S/No DESIGNATION JG In-Post

A/E

Proposed

Optimal

Levels

5 Senior Assistant Director of Foreign

Service/Minister-Counsellor II Q 12 14 14

6 Assistant Director of Foreign

Service/Counsellor I P 19 16 16

7 Senior Foreign Service Officer/ Counsellor

II N 19 20 20

8 Foreign Service Officer I/ First Secretary M 70 55 55

9 Foreign Service Officer II/ Second

Secretary L 2 22 22

10 Foreign Service Officer III/Third Secretary/

Third Secretary Cadet J/K 39 60 60

11 Principal Executive Secretary/ Assistant

Director of Services P 0 3 3

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

15 Assistant Office Administrator

III/II/I/Senior H/J 18 10 10

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

4 Director of Foreign

Service/Minister/Consul-General S 5 10 10

5 Deputy Director of Foreign

Service/Minister-Counsellor I R 5 14 14

6 Senior Assistant Director of Foreign

Service/Minister-Counsellor II Q 19 18 18

7 Assistant Director of Foreign

Service/Counsellor I P 24 26 26

8 Senior Foreign Service Officer/ Counsellor

II N 35 40 40

9 Foreign Service Officer I/ First Secretary M 39 65 65

10 Foreign Service Officer II/ Second

Secretary L 0 44 44

82

S/No DESIGNATION JG In-Post

A/E

Proposed

Optimal

Levels

11 Foreign Service Officer III/Third Secretary/

Third Secretary Cadet J/K 2 48 48

12 Chief Accountant M 4 8 8

13 Senior Accountant L 16 15 15

14 Accountant II/I J/K 33 34 34

15 Principal Executive Secretary/ Assistant

Director of Services P 3 2 2

16 Principal Assistant Office Administrator N 6 8 8

17 Chief Assistant Office Administrator M 8 12 12

18 Assistant Office Administrator

III/II/I/Senior H/J/K/L 32 28 28

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

3 Senior Assistant Director Events &

Conferences Q 0 0 2

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

7 Second Secretary Events & Conferences

Officer II L 0 0 18

8 Events & Conference Officer III/ Events &

Conference Officer Cadet J/K 42 0 45

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

83

S/No DESIGNATION JG In-Post

A/E

Proposed

Optimal

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 Administrat ion,

Planning and Support Services; Foreign Relations and Diplomacy; Economic and Commercia l

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

84

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

with non-traditional partners like

China, Russia, Latin America,

Brazil and the Far East has created

perceived tension characterized by

Balance the relations between the

traditional partners and the non-

traditional ones.

85

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

Region are prone to eruption of

violence in member states that have

not attained full political stability

such as in the Eastern DR Congo

and South Sudan.

The Ministry to continue to play

an active role in the realization of

regional peace, stability and post

conflict reconstruction through

active participation in the various

establishments such as the AU,

ICGLR, EAC and IGAD.

Government regimes

changes

Change of government regimes

internally and globally may lead to a

policy shift in Kenya’s foreign

relations.

Develop Kenya’s Foreign Policy

that can transcend the changing

global environment including

political regime changes.

Variations in initial

internal

socio-economic and

political

conditions of member

states

and overlapping

membership

in the regional blocs

Dynamics in the process of regional

integration are likely to be affected

by the readiness of a country to join

a regional bloc as dictated by the

initial internal conditions. Equally,

overlapping membership can derail

the pace of integration especially

where there is disharmony in the

policies of the regional blocs.

• Continuously act to strengthen

the regional ties and relationships.

• Work towards harmony in the

policies of the regional blocs as

well as the member states’

policies.

Environmental Risks

Climate change and

natural disasters

The negative effects of climate

change globally, and natural disaster

such as floods and drought lead to

destruction of infrastructure,

property, loss of life and derail the

Ministry’s focus on core activities.

Factor climate change in planning

and programming.

Technological Risks

Increased technological

innovations related

crimes (Cybercrime)

The rapid developments in

technological innovations pose a

threat to the safety of the Ministry’s

information that is stored/

transmitted in electronic form.

Apply effective ICT management

techniques and secure network.

Keep abreast with the

technological advances and

develop innovations that would

aptly protect the information.

International Security Risks

Trans-national crime

(terrorism, piracy, drug

and human trafficking,

organised crime, money

Kenya is a transit route for trans-

national crime and this has security

Equip the Ministry with disaster

/tragedy preparedness.

86

Specific Risk Description Risk Mitigation Measures

laundering and youth

radicalization)

implications that dent the country’s

image

Develop a working framework

with other MDAs to counter the

crimes

Social cultural

differences

The language barrier in interaction

with members of Diplomatic corps

Lack of awareness of protocol and

cultural etiquettes

Regular training on languages for

staff

Regular cultural orientation

activities

Economic risks

Increased competition at

the global market for

Kenyan products

With increased competition, markets

are becoming more saturated with

products from other competing

countries encroaching into

traditional Kenyan global markets.

Moreover, our export products have

remained primary in nature and the

country is over dependent on few

products.

Explore new and emerging market

frontiers for Kenyan goods and

diversify export products.

Emphasize on value addition to

Kenyan products accessing the

global markets.

Variations in initial

internal socio-economic

and political conditions

of member states and

overlapping membership

in the regional blocs.

Dynamics in the process of regional

integration are likely to be affected

by the readiness of a country to join

a regional bloc as dictated by the

initial internal conditions.

Equally, overlapping membership

can derail the pace of integration

especially where there is

disharmony in the policies of the

regional blocs.

Continuously act to strengthen the

regional ties and relationships.

Work towards harmony in the

policies of the regional blocs as

well as the member states’

policies.

Global financial and

economic crises

The crises affect demand for

Kenyan products.

Support for programmes, FDI flows,

ODA and Diaspora remittances.

Reduce overreliance on foreign

aid and build self-sufficiency in

revenue generation.

Promote domestic investment and

expand export base.

Financial risks

Inadequate budgetary

allocations

Inadequate funding for the

Ministry’s programs will result in

failure of achievement of the set

goals.

Prioritise programmes and

projects and adhere to a strict

programme of implementation of

the same.

Increase A-I-A collections for the

Ministry while ensuring

87

Specific Risk Description Risk Mitigation Measures

expenditure of the same on the

Ministry’s priority activities.

Withdrawal of funds by

projects partners

Some of the Ministry’s projects are

dependent on partner funding,

should partners withdraw and the

Ministry faces the risk of not

completing the set projects and

programs.

-Avoid over reliance on AID by

developing revenue generation

mechanisms

-Observe set terms and conditions

on MOUs

-Engage multiple developmental

partnerships

Delay in exchequer

releases

Some of the projects and activities

will delay in implementations

thereby increasing the project costs.

Engage the National Treasury for

timely release of exchequer.

Austerity measures/ cuts The implementation of austerity

measures in the middle of the

financial year curtails the

implementation of planned activities

and projects.

Engage the National Treasury for

lifting of austerity measures.

Fluctuation of foreign

exchange rates

Transfer of funds from Kenya to

Embassies abroad area affected

foreign exchange losses. This

reduces their allocation hampering

the planned projects and activities.

Proposal to be made to the

National Treasury to create

Exchange Loss Assumption funds

to cater for the losses.

Debt burden Servicing of the national debt locks

up resources for development and

affects the pace of development for

the country.

Exercise fiscal discipline, improve

on debt management and

negotiate for concessional loans

and grants.

Explore other forms of financing

projects and programs that do not

lead to debt such as equity

financing bonds, inter alia

88

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.

89

APPENDIX: IMPLEMENTATION MATRIX

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

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:

Strengthen

collaboration

with the relevant

MDAs and other

stakeholders to

safeguard

Kenya’s

sovereignty and

territorial

integrity

Convene multi-

agency forum on

promotion of

maritime security

Issues of maritime

security

monitored and

documented

• Secured

maritime

boundary

• Secured

maritime

resources

Meeting reports,

communiques

and working

papers

4

4

4

4

4

50

Peace &

Security,

Legal & Host

Country,

UN &

Multilateral

Participation in

Joint Border

Commissions’

(JBC) meetings

Participated in

Joint border

commission

meetings

Peaceful

resolution of

border disputes

and delimitation

of territorial

borders

Agreed minutes,

communiques

1 1 1 1 1 8 Africa & AU,

Peace &

Security,

Legal & Host

Country,

Kenya Missions

Monitor the

implementation of

decisions of Joint

Border Commission

meetings (JBC)

Timely

implementation of

Decisions of Joint

Border

Commissions

Enhanced and

coordinated

feedback

mechanism for

monitoring

implementation of

decisions JBCs

Status Reports 1 1 1 1 1 8 Africa & AU,

Peace &

Security,

Legal & Host

Country,

Kenya Missions

Liaise with relevant

MDAs and other

actors to collect,

analyse, and report

on issues with

Timely

Information on

issues that

portend threat to

Kenya’s

Informed and

timely decision

making on key

foreign policy

issues

Political briefs

and analytical

reports

4 4 4 4 4 60 All Directorates,

All Missions

90

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

22/23

potential to impact

on sovereignty and

territorial integrity

sovereignty and

territorial

integrity

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

Strategy 1:

Enhance

engagement in

conflict

prevention,

resolution and

peace building

regionally and

globally

1.1 Collaborate

with regional and

international

partners to support

conflict resolution

processes in the

region

Effective support

and facilitation in

regional peace

processes

More stable and

peaceful region

No. of peace

processes

facilitated,

communiques,

Reports

4 4 4 4 4 50 Africa & AU,

OGLR, Peace &

Security

1.2 Monitor peace

processes in the

region particularly

Somalia, Sudan,

South Sudan,

Burundi, DRC

among others

Timely status

reports on the

ongoing peace

processes

Enhanced

Kenya’s response

to peace and

security situations

in the region

Quarterly Status

Reports and

Briefs

4 4 4 4 4 30 Africa & AU,

OGLR,

Peace &

Security

1.3 Develop a

framework/guidelin

e for identification

of mediators/

negotiators on

peace and security

91

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

22/23

1.4 Develop and

update the database

of mediators and

negotiators on

peace and security

Updated Database

of mediators and

negotiators on

peace and security

Effective and

timely mediation

and negotiation in

peace and security

Updated

Database

Updat

ed

Datab

ase

Updat

ed

Datab

ase

Updat

ed

Datab

ase

Updat

ed

Datab

ase

Updat

ed

Datab

ase

2

FSA,

Peace &

Security,

Office of the

PDS

1.5 Facilitate cross

border peace

building initiatives

involving the youth,

Women, PWDs and

other vulnerable

groups

Effective

facilitation of

cross border

peace building

initiatives

Effective

Participation of

the youth,

Women, PWDs

and other

vulnerable groups

in peace building

initiatives

Annual Reports 1 1 1 1 1 50 OGLR,

Welfare,

CPPMD

1.6 Provide

technical assistance

and build capacity

to support post

conflict

reconstruction and

development in the

region

Improved

capacity in

targeted countries

• Stable region to

facilitate

progressive

economic,

political and

social

development

• Enhanced

Kenya’s

influence in the

region

Annual Reports 1 1 1 1 1 25 Africa & AU,

OGLR, Peace &

Security,

Liaison/

Parliamentary &

County Affairs

1.7 Participate in

regional and

international

meetings aimed at

Participation in

the international

meetings

Reduced potential

conflicts in the

region

Communiques,

Reports, Briefs

1 1 1 1 1 25 Africa & AU,

OGLR, Peace &

Security

92

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

22/23

preventing conflict

within the region

1.8 Participate in

Elections Observer

Missions and

monitor Elections

within the region

Participation in

election

observation and

monitoring

Reduced election

related conflicts

Election

observation and

monitoring

reports

2 2 2 2 2 15 OGLR,

Africa and AU,

EAC,

Kenya Missions

Strategy 2:

Promote national

peace, security

and stability;

2.1 Participate in

national security

mechanisms

including the NSC,

NSAC, and ad hoc

task forces on

emerging security

issues

Participation in

NSC, NSAC and

ad hoc task forces

A secure and

stable Kenya

Briefs/meeting

reports

4 4 4 4 4 1 Office of the

CS,

Office of the PS

2.2 Participate in

efforts to facilitate

voluntary

repatriation of

refugees

Participation in

activities of the

National Multi-

Agency Refugee

Repatriation

Team

(NMARRT)

Voluntary

Repatriation of

refugees

Minutes and

Reports,

4 4 4 4 4 1 Peace and

security,

Africa and AU

UN &

Multilateral

2.3 Monitor and

evaluate

implementation of

initiatives aimed at

combating

transnational crime.

Submission of

reports to relevant

UN and other

bodies on

fulfilment of

government

obligations under

relevant treaties

Reduced

incidences of

transnational

crime such as

terrorism,

narcotics trade,

human trafficking

Reports, Briefs 2 2 2 2 2 10 UN &

Multilateral,

Peace and

Security,

OGLR

93

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

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

Kenya’s foreign

relations and

diplomatic

representation.

Proposal:

expand/enhance

Kenya’s

representation

abroad

Organize and

coordinate State/

Official High-Level

visits.

Number of State/

Official High-

level visits to

each

region/continent

facilitated

Strengthened

relations between

Kenya and

countries visited.

Kenya influence

enhanced.

Kenya positioned

as an attractive

investment

destination.

Annual Reports

on state/

Official high-

level exchange

visits.

20 20 20 20 20 10,000 Protocol

Relevant

Directorate

Organize Biennial

Ambassadors’

conference.

Ambassadors’

Conference held.

Strengthened

Foreign Policy

and reviewed

strategies on

Kenya’s

international and

diplomatic

engagements.

Report of the

Ambassadors’

Conference.

1 0 1 0 1 240 PDS

Relevant

Directorates

Relevant

MDAs/

Stakeholders

Kenya Missions

Organize strategic

reflective Regional

conferences for

Kenya envoys.

Number of

regional

conferences held.

Reviewed

implementation of

programmes in

the region.

Report of the

regional

ambassador’s

conferences.

5 5 5 5 5 85 PDS

Relevant

Directorates

94

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

22/23

Deepened

collaboration/part

nerships between

the Headquarters

and the envoys in

the region.

Relevant

MDAs/

Stakeholders

Kenya Missions

expand diplomatic

footprint

New missions

opened.

Enhanced

representation of

Kenya’s interests

globally.

Consular services

taken closer to

Kenyans abroad.

Enhanced

cooperation

between Kenya

and the rest of the

world

Report of New

diplomatic

missions

opened.

0 2 1 0 2 1,000 PDS

Relevant

Directorates

Relevant MDAs

New consulates

opened.

Enhanced

representation of

Kenya’s interests

globally.

Consular services

taken closer to

Kenyans abroad.

New General

Consulate

opened

0 1 0 1 0 300 PDS

Kenya Missions

Relevant

Directorates

Relevant MDAs

95

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

22/23

Enhanced

cooperation

between Kenya

and the rest of the

world

Honorary Consuls

appointed.

Enhanced

representation of

Kenya’s interests

globally.

Enhanced

cooperation

between Kenya

and the rest of the

world

New Honorary

Consuls

appointed

3 3 3 3 3 0 PDS

Kenya Missions

Relevant

Directorates

Relevant MDAs

Organize biennial

Honorary Consuls’

conference.

Honorary

Consuls’

conference held.

Strengthened

Foreign Policy

and reviewed

strategies on

Kenya’s

international and

diplomatic

engagements.

Report of the

Honorary

Consuls’

Conference.

1 0 1 0 1 240 PDS

Relevant

Directorates

Relevant

MDAs/

Stakeholders

Kenya Missions

Progressive

implement the

report on multiple

accreditations.

Multiple

accreditations

report

implemented.

Enhanced

representation of

Kenya’s interests

globally.

Multiple

accreditations

report

implemented.

2 2 2 1 1 160 PDS

Kenya Missions

Relevant

Directorates

96

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

22/23

Consular services

taken closer to

Kenyans abroad.

Enhanced

cooperation

between Kenya

and the rest of the

world.

Relevant MDAs

Deploy adequate

staff to Kenya’s

diplomatic

Missions as per the

establishment

Kenya Missions

adequately

staffed.

Improved

efficiency in

provision of

services.

Enhanced

representation.

Staff returns

report in each

Mission.

12 12 12 12 12 PDS

Administration

HRM

Kenya Missions

Initiate, Prepare and

conclude bilateral

cooperation

agreements/

MoUs/JCCs/JMCs.

Bilateral

agreements,

MoUs/JCCs/JMC

s signed.

Enhanced

political/

economic

relations with

other countries.

Number of

MOUs/Agreeme

nts concluded.

10 10 10 10 10 100 Legal and Host

Country affairs;

Relevant

Directorates;

Kenya

Diplomatic

Missions;

MDAs

Monitor

implementation of

decisions and

recommendations

of bilateral

cooperation

Status of

implementation.

Implementation of

cooperation

frameworks

monitored.

Annual

Implementation

reports.

1 1 1 1 1 10 Legal Division;

CPPMD;

Kenya

Diplomatic

Missions;

97

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

22/23

agreements/MoUs/

JCCs/ JMCs/JPCs

Relevant

Directorates

Administer

privileges and

immunities to all

foreign Missions

and international

organizations in

Kenya

Privileges and

Immunities

offered.

Conformity to

international

accepted practice

i.e. Vienna

convention.

Annual Report

of the privileges

and immunities

offered.

1 1 1 1 1 Protocol;

Legal Division;

Relevant

Directorates

Foreign

Missions in

Kenya

Undertake Political

audits and mission

inspections

Quarterly

Political audits

and mission

inspections

conducted

Enhanced

implementation of

foreign policy

Number of

audits and

inspections

conducted

Audit and

inspection

reports

4 4 4 4 4 900 PDS

All Directorates

2. Promote

International

Cooperation and

a rule based

multilateral

system

Develop and

regularly update a

data-base of

Kenya’s

international

obligations.

Developed and

regularly updated

data-base.

Informed

decision-making

on Kenya’s

international

obligations.

Data-base 1 Updat

e

Updat

e

Updat

e

Updat

e

10 Legal;

Multilateral;

CPPMD

Carry out a Cost-

Benefit Analysis

(CBA) on

membership and

subscriptions to

CBA done. Informed policy

decision on

membership and

subscriptions.

CBA Report. 1 - - - - 5 Legal;

UN &

Multilateral;

CPPMD

98

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

22/23

international

organizations.

coordinate

preparation of

country positions

for the UN, AU and

other international

forums.

Country position

papers.

Finalised

Common

position.

Minutes of

Inter-ministerial

meetings;

Country

position papers;

Briefs;

Talking points

20 20 20 20 20 25 Political

Directorates

Kenya

Diplomatic

Missions

participate in the

UN, AU and other

international

forums.

Participation at

the forums.

Enhanced

multilateral

cooperation and

common

approaches to

international

issues.

Reports of

international

meetings

attended.

20 20 20 20 20 1,000 Political

Directorates

Kenya

Diplomatic

Missions

Disseminate and

advice on the

implementation of

the outcomes,

decisions and

resolutions of UN,

AU, and other

International

forums.

Shared

information.

International

cooperation

enhanced.

Letters

Memos

Briefs

Resolutions

5 5 5 5 5 Political

Directorates

Participate in EAC

Sectoral council on

Foreign Policy

Participation in

the EAC Sectoral

Council meeting.

Common EAC

positions on

issues of mutual

interests

Reports

2 2 2 2 2 10 EAC directorate

99

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

22/23

Lobby for Common

African positions

on critical issues at

the UN, AU, NAM,

G77 & China.

Participated in

lobbying for

common positions

Well-coordinated

common

positions.

Reports

Briefs

Common

position papers

20 20 20 20 20 100 Africa &AU

Directorate

UN &

Multilateral

Directorate

3. Enhance

Kenya’s

leadership role

in environmental

issues.

Participate in

developing Kenya’s

and Africa’s

position on Major

environmental

issues

Position paper Unified Kenyan

position on

environmental

issues

Position paper Multilateral

Directorate

Participate at major

environmental

meetings

Participation

Enhanced

multilateral

cooperation and

common

approaches to

environmental

issues

Reports of

environmental

meetings

attended.

4

6

3

6

4

30.5

UN &

Multilateral

Directorate

Kenya

Diplomatic

Missions.

Initiate and develop

an agreement for

secondment of

Foreign Service

officers to UNEP

Agreement on

secondment

developed

Enhanced

experience and

skills of FSO in

UN

Agreement - 1 - - - PDS

UN &

Multilateral

Directorate

HRM

UNON/UNEP/

UN-Habitat

4. Strengthen

Kenya’s

presence and

Develop some

framework/guidelin

es for identification

Framework/guidel

ines developed.

/informed

decision making

on candidatures

Finalised

Framework/

guidelines.

1 Imple

ment

Imple

ment

Imple

ment

Imple

ment

2 PDS

UN &

Multilateral

100

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

22/23

influence in

international

organizations.

and support of

Kenyan candidates.

Legal

Develop and

regularly update a

data base for

current and future

vacant positions in

the UN and other

international

organizations.

Data base

developed.

Data base 1 Updat

e

Updat

e

Updat

e

Updat

e

3 UN &

Multilateral

ICT

Lobby for

candidatures

No. of Kenyans

lobbied for.

Enhanced

Kenya’s influence

and prestige

Report of the

number of

Kenyans

lobbied for.

5 5 5 5 8 210 UN &

Multilateral

No. of country

candidatures

lobbied for

Report. of

candidatures

lobbied for.

2 2 2 2 2 2,000 UN &

Multilateral

Develop a

framework for

secondment/attach

ment of officers

from the Ministry

and other MDAs to

UNON, RECs and

other international

organizations.

Framework

developed.

Increased

placement of

Kenyans.

Framework 1 Imple

ment

Imple

ment

Imple

ment

Imple

ment

40 UN &

Multilateral;

Legal;

HRM&D;

UNON;

Economic &

Commercial

Diplomacy;

EAC;

Africa & AU

Disseminate

information on

available vacancies

Dissemination

done.

Enhanced

awareness.

Dissemination. Updat

e

Updat

e

Updat

e

Updat

e

Updat

e

0 UN &

Multilateral

101

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

22/23

in international

organizations.

5. Strengthen

regional

technical

cooperation

Develop and

implement a Policy

on Technical

Cooperation

policy Enhance the

attainment of

foreign policy

goals

policy Draft

policy

Final

polic

y

imple

ment

imple

ment

imple

ment

5 PDS ; Liaison ;

CPPMD ;

Africa &AU ;

FSA ; Peace ;

Economics;

EAC

Develop and

implement a

programme Plan for

technical assistance

and cooperation in

select countries

Programme

prospectus

Consistency and

visibility

Programme

prospectus

Resea

rch,

consu

ltation

s and

bench

mark

Draft

prosp

ectus

Printi

ng

final

prosp

ectus

imple

menta

tion

imple

menta

tion

3 PDS ; Liaison ;

CPPMD ;

Africa &AU ;

FSA ; Peace ;

Economics

Come up with High

impact strategic

interventions in

fragile and infant

states

Carry out five (5)

high impact

projects

Enhance Kenya’s

influence by

forging closer

relations

number Identi

fy and

carry

out

the

projec

t

Identi

fy

and

carry

out

the

proje

ct

Identi

fy

and

carry

out

the

proje

ct

Identi

fy

and

carry

out

the

proje

ct

Identi

fy and

carry

out

the

projec

t

150 Liaison; Africa

&AU; FSA;

Peace;

Economics;

Great Lakes

Establish

Ambassadors’ kitty

for strategic/

emergency

Kitty for S.

Sudan, Somali,

Uganda, DRC,

Enhance Kenya’s

influence and

visibility

Number Kitty

for 7

countr

ies

Kitty

for 8

count

ries

Kitty

for 9

count

ries

Kitty

for 10

count

ries

Kitty

for 12

countr

ies

460 PDS; Liaison;

Relevant

Missions

102

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

22/23

interventions in the

region

TZ, Rwanda and

Burundi

Undertake capacity

building for public

officers in the

region

Organize 40

trainings

cohorts

Enhance capacity,

competences and

knowledge

sharing in the

region

Number Organ

ize 8

traini

ng

cohort

s

Orga

nize 8

traini

ng

cohor

ts

Orga

nize 8

traini

ng

cohor

ts

Orga

nize 8

traini

ng

cohor

ts

Organ

ize 8

traini

ng

cohort

s

800 FSA; Africa

&AU; Peace;

Great Lakes;

Liaison

Implement

government

Commitments in

the region

Implement

programmes

agreed during

state visits, JCCs

and other

cooperation

frameworks

Enhanced

diplomatic

relations

programmes Identi

fy and

imple

ment

Identi

fy

and

imple

ment

Identi

fy

and

imple

ment

Identi

fy

and

imple

ment

Identi

fy and

imple

ment

2,134 CS; PS; PDS;

Peace; EAC;

Africa; Liaison;

Great Lakes;

Relevant

Missions

Strategic Issue 3: Economic Cooperation, International Trade and Investment

Strategic Objective 4: To promote Economic Cooperation, International Trade and Investment

Strengthen

bilateral,

regional and

multilateral

economic

cooperation

1.1 Coordinate

negotiation of

bilateral, regional

and multilateral

economic

cooperation

frameworks.

Negotiated/conclu

ded economic

cooperation

frameworks

Enabling trade

and investment

environment

No. of position

papers

10 10 10 10 10 500 EA&CD,

EAC and other

relevant

Political

directorates,

Kenya Missions

Abroad

No. of

cooperation

frameworks

10 10 10 10 10

No. of agreed

minutes/reports

10 10 10 10 10

103

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

22/23

1.2 Monitor and

evaluate the

implementation of

bilateral, regional

and multilateral

economic

cooperation

frameworks

Implementation

of frameworks

monitored

Compliance with

commitments

made

M&E reports 4 4 4 4 4 84 EA&CD

1.3 Coordinate and

Participate in the

implementation of

programmes and

outcomes/decisions

at the bilateral,

regional and

multilateral levels

Programmes and

decisions

implemented

Improved trade

and investment

environment

No. of

implementation

reports

4 4 4 4 4 400

No. of agreed

minutes

2 2 2 2 2

No. of position

documents

2 2 2 2 2

1.4 Develop and

update a database

of trade and

investment

agreements

Database Informed policy

decisions

Database datab

ase

Updat

ed

datab

ase

Updat

ed

datab

ase

Updat

ed

datab

ase

Updat

ed

datab

ase

75 EA&CD

Registrar of

Treaties

1.5 Develop a

strategy of

engagement at the

bilateral, regional

and multilateral

level

Kenya’s

economic

interests well

articulator and

protected

Increased

economic

opportunities for

Kenya

Strategy of

engagement

Devel

op

and

imple

ment

imple

ment

imple

ment

imple

ment

imple

ment

150 PDS

EA&CD

Political

directorates,

Kenya Missions

Abroad

104

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

22/23

1.6 Monitor and

evaluate

compliance with the

multilateral trade

laws and

regulations

Harmonised trade

and investment

laws/regulations

Improved

business

environment

No. M&E

reports

4 4 4 4 4 15 EA&CD

1.7 Build capacity

for economic policy

analysis and

international trade

negotiations

(include sub-

activities)

Effective

negotiation team

Increased

economic

opportunities for

Kenya

No. of officers

trained

4

4

4

4

4

100

FSA

EA&CD

Relevant Kenya

Missions

Abroad

**(Sub activity of

1.7) Develop a

framework for

cooperation with

institutions of

higher learning to

support

economic…

Access to

information on

emerging

economic issues

Informed policy

decisions

No. of linkages

Creat

e

linkag

es

Creat

e

linka

ges

Maint

ain

linka

ges

Maint

ain

linka

ges

Maint

ain

linkag

es

50 EA&CD

To promote

investments

2.1 Map out

potential inbound

and outbound

investors

Database of

investors

Increased inbound

and outbound

investments

Database of

investors

Devel

op

Updat

e

Updat

e

Updat

e

Updat

e

50 EA&CD

Kenya Missions

Abroad

2.2 Map out

potential domestic

and foreign

Database of

foreign

investment

opportunities

Increased

investments

Database of

investment

opportunities

Devel

op

Updat

e

Updat

e

Updat

e

Updat

e

59 EA&CD

Kenya Missions

Abroad

105

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

22/23

investment

opportunities

2.3 Disseminate

investment

opportunities to

potential inbound

and outbound

investors

Investment guide Increased

investments

Investment

guide

Devel

op

Updat

e

Updat

e

Updat

e

Updat

e

60 EA&CD

Kenya Missions

Abroad

2.4 Organise

outbound and

inbound

business/investment

forums

Forums and

linkages

Increased

investments

No. of Forums 12 12 12 12 12 1,000 EA&CD

Kenya Missions

Abroad

Promote exports

of Kenyan goods

and services

3.1 Participate in

development and

implementation of

the National Export

Strategy

Improved trade

regime

Increased exports National Export

Strategy

Devel

op

and

imple

ment

Imple

ment

Imple

ment

Imple

ment

Imple

ment

500 EA&CD

3.2 Participate in

implementation of

the National Trade

Policy

Imple

ment

Imple

ment

Imple

ment

Imple

ment

Imple

ment

3.3 Coordinate and

participate in export

promotion activities

Trade fairs, expos

and trade

Missions

Increased exports No. of

promotional

activities

12 12 12 12 12 540 EA&CD

Kenya Missions

Abroad

3.4 Map out

potential export

products and

markets

Database of

export products

Improved and

diversified export

products

Database Devel

op

and

updat

e

Updat

e

Updat

e

Updat

e

Updat

e

20 EA&CD

Kenya Missions

Abroad

106

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

22/23

Expanded export

markets for

Kenyan products

3.5 Link potential

exporters and/or

producers to

markets

Established

linkages

Improve the

supply chain

Directory of

exporters

Updat

e

Updat

e

Updat

e

Updat

e

Updat

e

25 EA&CD

Kenya Missions

Abroad No. of Forums 12 12 12 12 12

3.6 Monitor and

negotiate

elimination of

NTBs

Eliminated NTBs Increased trade Reports contin

uous

conti

nuous

conti

nuous

conti

nuous

contin

uous

30 EA&CD

EAC

3.7 Carryout

research and

analysis to inform

the country’s trade

and investment

decisions

Economic policy

papers

Informed trade

and investment

policy decisions

Increased trade

and investments

No. of economic

policy papers

6 6 6 6 6 240 EA&CD

To promote

Nairobi as a

diplomatic and

economic hub

and a premier

destination for

international

conferences and

events

4.1 Develop and

implement a

strategy to identify,

bid, and lobby to

host major

international

conferences and

events

Strategy

developed

Major

conferences/event

s profiled

Effective/strategic

bidding and

lobbying

Strategy

document

Devel

op

and

imple

ment

Imple

ment

Imple

ment

Imple

ment

Imple

ment

300 DICE

Relevant

technical

directorates and

Kenya Missions

abroad

107

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

22/23

4.2 Coordinate

hosting of major

international

conferences and

events in Kenya

Centralised

approach for

conferencing

Increased

conference

tourism

Increased revenue

Institutionalised

standard for

hosting major

international

conferences and

events

No. of

international

conferences and

events held in

Kenya

2

2

2

2

2

12,000

DICE

Relevant

technical

directorate and

Kenya Missions

abroad Minutes of

preparatory

meetings

Conti

nuous

Conti

nuous

Conti

nuous

Conti

nuous

Conti

nuous

Post-event

report

4.3 Monitor and

Evaluate the impact

of the international

conferences and

events hosted in

Kenya

M&E reports Institutionalised

standard for

hosting major

international

conferences and

events

Kenya’s enhanced

role in global

events

No. M&E

reports

2 2 2 2 2 250 DICE

Relevant

technical

directorate and

Kenya Missions

abroad

Strategic Issue 4: Diaspora Engagement and Consular Services

Strategic Objective 5: To enhance Kenyan Diaspora Engagement and Consular Services

Strategy 1.

Enhance

engagement of

Kenyans abroad

1.1 Organize

Diaspora

investment fora

Enhanced linkages

between Kenya’s

private sector and

the Diaspora

Increased flow of

Investments by

the Diaspora

No. of fora 2 2 2 2 2 50 Diaspora &

Consular

Affairs;

Economic

Diplomacy and

108

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

22/23

in national

development

Informed and

engaged Kenyan

Diaspora on

investment

opportunities

Commercial

Affairs;

All Missions

abroad;

Private Sector

1.2 Organize annual

Homecoming

Diaspora

Conferences

Informed

Diaspora

Enhanced

engagement of the

Diaspora in

national

development

processes

No. of

Conferences

held

1 1 1 1 1 75 Diaspora &

Consular

Affairs;

All Missions

abroad;

MDAs

1.3 Disseminate

information on

investment

opportunities in

Kenya to the

Diaspora

Informed

Diaspora

Increased

investment in

Kenya by the

Diaspora

Reports Bi-

annua

l

report

s

Bi-

annua

l

report

s

Bi-

annua

l

report

s

Bi-

annua

l

report

s

Bi-

annua

l

report

s

5 Diaspora &

Consular

Affairs;

All Missions

abroad;

MDAs

1.4 Coordinate

formation of

umbrella

associations for

Kenyans in the

Diaspora

Umbrella

Associations

formed

A Cohesive

Diaspora

Effective

Effective

Engagement by

the government

Number of

Associations

formed

5 5 5 5 5 100 All Missions

abroad;

Diaspora &

Consular

Affairs;

1.5 Coordinate

formation of

SACCOs by

Kenyans in the

Diaspora

SACCOs formed Increased savings,

remittances and

investments by

the Diaspora

Number of

SACCOs

formed

1 1 1 1 1 10 Diaspora &

Consular

Affairs;

All Missions

abroad;

MDAs

109

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

22/23

1.6 Establish the

National Diaspora

Council of Kenya

(NADICOK)

Fully operational

council

Improved

management of

Diaspora issues

Operational

council

Opera

tional

counc

il

Opera

tional

counc

il

Opera

tional

counc

il

Opera

tional

counc

il

Opera

tional

counci

l

50 Diaspora &

Consular affairs;

Office of the

PDS

1.7 Update the

Database of

Kenyans in the

Diaspora and the

Kenya Diaspora

Associations

Comprehensive

database

Informed

decision-making

and effective

Diaspora

engagement

Updated

database

Updated

database

Updated

database

Updated

database

Updated

database

Updated

database

0 Diaspora &

Consular

Affairs;

All Missions

abroad

1.8 Facilitate the

operations of the

African Institute for

Remittances (AIR)

Reduced costs of

remittances

Increased flow of

remittances

Reports 1 1 1 1 1 0 Diaspora &

Consular

Affairs;

MDAs

1.9 Establish

collaboration with

other countries to

share best practices

on Diaspora and

Consular affairs

management

Enhanced

knowledge and

skills on provision

of consular

services

Effective

provision of

consular services

No. of Visits 1 1 1 1 1 30 Diaspora &

Consular

Affairs;

All Missions

abroad

1.10 Conduct

county outreach

programmes on

Diaspora items

1.11 Facilitate

Diaspora

participation in

110

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

22/23

democratic

processes

Strategy 2.

Strengthen the

assistance and

protection

mechanisms of

Kenyans living

abroad

2.1 Develop

framework/guidelin

e on managing

distress cases

amongst Kenyans

in the Diaspora

Efficient

processes to assist

Kenyans in

distress

Effective

management of

distress cases

Bill

Cabinet Memo

- Bill

Cab

Mem

o

Imple

ment

Imple

ment

I

imple

ment

15 Diaspora &

Consular

Affairs; MDAs

2.2 Facilitate and

participate in

negotiation of

Bilateral Labour

Agreements and

MoUs

Increased

employment

opportunities.

Enhanced protection

and welfare of

Kenyans working

abroad

Increased

remittances

No. of Labour

Agreements

&MOUs

concluded

1 1 1 1 1 25 All political

directorates

MDAs

2.3 Undertake

consular visitation

to selected

countries on

consular services

Well informed on

the Diaspora

expectations

Enhanced

delivery of

consular services

Effective decision

making on

consular matters

Reports 2 2 2 2 2 50 Diaspora &

Consular affairs;

Missions abroad

2.4 Establish an

evacuation

committee

Established

committee

Enhanced

planning and

decision making

during times of

turmoil abroad

Fully

operational

committee

operatio

nal

committ

ee

operatio

nal

committ

ee

operatio

nal

committ

ee

operatio

nal

committ

ee

operatio

nal

committ

ee

100 All directorates

MDAs

2.5 Develop an

Evacuation Plan

Evacuation plan

developed

Effective

assistance to

Evacuation plan Evacuati

on plan

Evacuati

on plan

Evacuati

on plan

Evacuati

on plan

Evacuati

on plan

2 Diaspora &

Consular affairs;

111

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

22/23

Kenyans in

distress

All Directorates;

MDAs;

Missions abroad

2.6 Establish a

Kenya Diaspora

Assistance Fund

An established

Fund

Effective

assistance to

Kenyans in

distress

Fully

operational fund

Operatio

nal fund

Operatio

nal fund

Operatio

nal fund

Operatio

nal fund

Operatio

nal fund

1,000 Diaspora &

Consular affairs;

Missions abroad

2.7 Facilitate

secondment of

professional

counsellors to the

Ministry

Availability of

professional

counselling

services

Effective

management of

consular cases

No. of

counsellors

deployed

2 2 2 2 2 30 Diaspora &

Consular affairs;

HRM&D

2.8 Train Ministry

officers on basic

counselling skills

Improved skills

on handling of

distress cases

Effective

management of

consular cases

No. of officers

trained

12 12 12 12 12 30 Diaspora and

Consular affairs;

HRM&D

2.9 Upgrade and

manage the

Diaspora web-

portal

Improved

usability

Effective

engagement with the

Diaspora

Operational web

portal

Operatio

nal web

portal

Operatio

nal web

portal

Operatio

nal web

portal

Operatio

nal web

portal

Operatio

nal web

portal

100 Diaspora and

Consular affairs

ICT

2.10 Initiate and

coordinate pre-

departure and re-

entry programmes

Informed Kenyan

emigrants

Reduced distress

cases

No. of

sensitization

programmes

conducted

4 4 4 4 4 50 Diaspora &

Consular affairs;

Dept. of Labour;

Recruitment

Agencies;

Foreign

Missions in

Kenya

2.11 Facilitate

implementation of

the Kenya Transfer

112

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

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

public diplomacy

Review the

Ministry’s

communication

strategy

Communication

strategy document

communication

strategy aligned to

the overall

strategy

Aligned

Communication

strategy

document

1 5 PACD

CPPMD

Hold national days

in Kenya Missions

Improved

engagement with

the Diaspora

Improved

patriotism and

Diaspora

participation

Annual Reports 1 1 1 1 1 48 PDS

Missions

Publish quarterly

Ministerial bulletin

Enhanced

visibility

Well Informed

stakeholders

Published

quarterly

magazine

3 3 3 3 3 15 PACD

Hold quarterly

briefings with the

Diplomatic corps

Enhanced mutual

engagement and

relations

Enhanced

engagement and

collaboration

Statements/brief

s

4 4 4 4 4 5 CS

CAS

PS

PDS

Protocol

Directorate

Publicise Ministry’s

programmes and

activities through

the media

Enhance visibility Improved

ministry image

Published

articles

4 4 4 4 4 20 PACD

Hold

annual/biennial

briefing sessions

between the

Improved image

for the country

Enhanced

working

relationship with

Annual report 1 1 1 1 1 2.5 CS

CAS

PS

PDS

113

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

22/23

President and the

Diplomatic corps

the diplomatic

corp.

Protocol

Directorate

Strengthen

stakeholder

engagement and

Collaboration

Develop/

implement

framework for

engaging various

stakeholders

Effective

engagement with

stakeholders

Stakeholder

Engagement

framework

developed

Stakeholder

Engagement

framework

frame

work

imple

ment

imple

ment

imple

ment

imple

ment

Liaison, FSA,

PACD

capacity build

MCDAs and

Parliament staff on

protocol and

foreign policy

related issues.

Enhanced

country’s image/

prestige

Increased

influence in the

region

MOUs 50 60 70 80 80 330 Liaison, FSA

Hold quarterly

meetings with the

media

Enhanced

understanding and

collaboration on

the Ministry’s

role

Improved

understanding of

Ministry;

visibility

Press statement 1 1 1 1 1 5 PACD

Organise bi-annual

briefing retreats for

relevant

Parliamentary

Committees

Strengthen

collaboration with

Parliament

Reports

promote and

safeguard

Kenya’s

heritage, arts,

sports and image

Nominate and

lobby for Kenya’s

Natural and

Cultural Heritage

sites to UNESCO

World List

Increase Kenya’s

cultural heritage

sites on the list

Increased

preservation and

conservation of

Kenya’s cultural

Heritage

Number of

Nominations

from current 6

3 4 6 6 8 27 MFA, Kenya

Mission to

UNESCO, and

Ministry of

Culture, Sports

and the Arts

114

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

22/23

brand at least seven

(7) missions per

year

Improved image

and visibility of

Kenyan cultural

diversity

20 20 30 30 30 130 MFA/BKB

Coordinate

identification of

artefacts, films,

paintings, songs

and literature to be

replicated in the

Missions

Harmonised

identity of

Kenyan Missions

15 15 15 20 15 80 MFA/BKB

Coordinate Kenya’s

participation at

international

cultural

fairs/festivals and

meetings

Strengthen

bilateral and

multilateral

relations through

Cultural

Diplomacy

3 3 4 4 5 19 MFA and

Kenya Mission

to UNESCO

and MDAs

collaborate with

relevant MCDAs in

the implementation

of ratified cultural

conventions

Increase diversity

and protection of

Kenya’s diverse

of cultural

practices

Strengthen

bilateral and

multilateral

relations through

Cultural

Diplomacy

Increa

sed

tolera

nce

and

respec

t for

cultur

e.

PDS, Head

Cultural

Showcase Kenya’s

cultural products

during the annual

Promote cultural

exchanges

4 4 6 8 8 30 Head Cultural

115

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

22/23

Kenya week in

Kenya Missions

Lobby for the

adoption of

Kiswahili as a UN

language

PDS, Head

Cultural

Coordinate

nomination of

cultural goodwill

ambassadors

TORs and

nomination of

goodwill

Promote Kenya’s

image and

prestige through

sports and arts

Organise cultural

visits for diplomatic

missions accredited

to Kenya

Enhance cultural

exchanges with

Diplomatic

missions

PDS, Head

Cultural

Undertake cultural

exchange visits

Improved

knowledge of

Kenya’s cultural

diversity

4 4 6 8 8 30 MFA/MCSA

Promote e

Diplomacy

regularly update the

interactive global

website

Increased

interaction and

engagement

Enhanced

interactive

website

Website

3 PS, PDS, Head

ICT, Head PAC

Introduce and

manage Blogs

Diplomats writing

skills sharpened

Written opinion Blogs

PDS, Head PAC

Sensitise and

encourage use of

Ministry’s social

media accounts

Enhance

interactive

engagement

Effective

engagement and

Prompt feedback

Active social

media accounts

PDS, Head PAC

116

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

22/23

Introduce cell

phone-based

communication

application (Balozi

app)

Timely

interaction with

the missions

Updated missions

team

App

1 PDS, Head

ICT,

Head PAC

Strategic Issue 6: Policy, Legal and Institutional Capacity

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

Strategy 1:

Strengthen Policy

and Legal

Capacity

finalize the Foreign

Service Bill

FS Bill finalized Kenya’s global

strategic interests

achieved

Draft Foreign

Service Bill

Finali

ze the

Bill

Enact

ment

Imple

ment

Imple

ment

Imple

ment

5,050 PDS

Legal & HCA

Finalize the review

of Foreign Service

Regulations

Develop and

implement

ministerial asset

management policy

Policy developed Efficient and

Effective

management of

assets of the

Ministry

Asset

Management

Policy

Draft

Policy

Finali

ze

polic

y

Imple

ment

Imple

ment

Imple

ment

5 Asset

Management

Unit; CPPMD;

Relevant

Missions

Develop guidelines

to harmonize Host

Country

Agreements

Guidelines to

harmonize Host

Country

Agreements

developed

Uniformity in

handling Host

Country Affairs

Guidelines on

Host Country

Affairs

Draft

the

guidel

ines

Finali

ze the

guide

lines

Imple

ment

Imple

ment

Imple

ment

1.5 PDS

Legal & HCA

Protocol

Develop Policy on

Technical

Cooperation

Policy on

Technical

Enhanced

attainment of

Policy on

technical

cooperation

Draft

Policy

Finali

zation

of

Imple

ment

Imple

ment

Imple

ment

5 PDS; Liaison;

CPPMD; Africa

&AU; FSA;

117

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

22/23

Cooperation

Developed

Foreign Policy

Goals

Polic

y

Peace;

Economics

Maintain and

update treaties

database

Database of

treaties

maintained and

updated

Improved access

to information on

treaties

Database of

treaties

Updat

ed

datab

ase

Updat

ed

datab

ase

Updat

ed

datab

ase

Updat

ed

datab

ase

Updat

ed

datab

ase

144.5 OROT

Monitor

implementation of

treaties ratified by

Kenya

Quarterly report

prepared

Annual reports

prepared

Compliance with

Treaty Making

and Ratification

Act 2012

(Rev.2014)

Quarterly

reports

Annual reports

4

1

4

1

4

1

4

1

4

1

100 OROT

Legal

Conduct Public

Awareness on

treaties ratified by

Kenya

Awareness

reports done

Informed

citizenry on

international

obligations

Consolidated

Awareness

report

1 1 1 1 1 250 OROT

Prepare Annual

Presidential report

on the progress

made in fulfilling

the int. obligations

Presidents Report

on International

Obligations

prepared

Compliance of

constitutional

requirement for

Presidential report

Annual Report 1 1 1 1 1 150 PDS

ORoT

Legal

Prepare the C.S’s

reports to the

National Assembly

on the Treaties

C.S’s reports to

the National

Assembly on the

Treaties Ratified

by the Republic

Compliance with

the legislative

requirement for

C.S’s report

Annual Report 1 1 1 1 1 100 PDS

ORoT

118

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

22/23

Ratified by the

Republic of Kenya

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:

Develop

requisite skills

and

competencies for

effective

diplomatic

engagement

Acquire ultra-

modern premises

for FSA

Adequate office

space and training

facilities

Reduced cost of

training

Enhanced

institutional

capacity

Quality of office

space and

training

facilities

acquired

Identi

fy and

acquir

e

office

space

and

traini

ng

facilit

ies

Maint

ain

Maint

ain

Maint

ain

Maint

ain

200 FSA

Develop a strategy

to guide foreign

Strategy

developed

Enhanced foreign

policy research

Strategy

document

Devel

op

Imple

ment

Imple

ment

Imple

ment

Imple

ment

4 FSA

119

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

22/23

policy research and

analysis

and policy

analysis

strate

gy

Conduct research

and policy analysis.

Research and

policy analysis

undertaken

Facilitate

informed decision

making/

engagement

Number of

Research and

policy analysis

reports/ papers

3 3 3 3 3 75 FSA

All Directorates

Review and

implement FSA

Curriculum

Reviewed FSA

Curriculum

Enhance

efficiency and

effectiveness

Curriculum

document

Revie

w

curric

ulum

Imple

ment

Imple

ment

Imple

ment

Imple

ment

5 FSA

Develop a training

calendar

Training calendar

developed

Consistence and

programmed

trainings

A training

calendar

Traini

ng

calen

dar

devel

oped

imple

ment

imple

ment

imple

ment

imple

mente

d

0.5 FSA

Conduct trainings

in line with the

Reviewed

Curriculum and

training calendar

Trainings

undertaken

Enhanced skills

and knowledge

Number of

trainings

conducted

Training reports

Under

take

traini

ngs

Unde

rtake

traini

ngs

Unde

rtake

traini

ngs

Unde

rtake

traini

ngs

Under

take

traini

ngs

1000 FSA

Develop a

framework for

management of

scholarships

Framework for

management of

scholarships

developed

Enhanced

efficiency in

scholarship

management

A framework in

place

Frame

work

devel

oped

Imple

ment

Imple

ment

Imple

ment

Imple

ment

2 FSA

120

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

22/23

Develop guidelines

to facilitate

mentorship and

placement of

foreign service

officers to

Regional and

International

organizations

Guidelines

developed

Enhanced value

addition derived

from placement

and mentorship

Guidelines in

place

Guide

line

devel

oped

imple

ment

imple

ment

imple

ment

imple

ment

2 FSA

All directorates

Coordinate

mentorship and

placement of

foreign service

officers to

Regional and

International

organizations

Mentorship and

placement of

foreign service

officers

undertaken

Enhanced skills

and competences

Number of

officers

mentored and

placed in the

Regional and

International

Organizations

10 10 10 10 10 10 FSA

All Directorates

Develop and

implement

collaborative

framework and

linkages with

academic and

research institutions

Framework

developed

Effective

engagement with

stakeholders on

research and

policy review

Collaboration

framework in

place

Frame

work

devel

oped

Imple

ment

Imple

ment

Imple

ment

Imple

ment

20 FSA

Legal

Hold bi-annual

colloquiums

Bi-annual

colloquiums held

Enhanced

dialogue on

Bi-annual

reports

2 2 2 2 2 50 PDS

FSA

121

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

22/23

foreign policy

issues

All Directorates

Publish quarterly

Foreign Policy

research journals

Quarterly journals

published

Enhanced

availability and

access to

information and

knowledge on

foreign policy

issues

Quarterly

journals

4 4 4 4 4 10 FSA

Public Affairs&

Communication

All Directorates

Establish a

depository and an

e-learning resource

center

a depository and

an e-learning

resource center

established

Enhanced

availability of

resource/

reference

materials

a depository and

an e-learning

resource Centre

in place.

Establ

ishme

nt of a

depos

itory

and

an e-

learni

ng

resour

ce

Centr

e

Opera

tional

Opera

tional

Opera

tional

Opera

tional

100 FSA

ICT

All Directorates

Conduct Training

of regional

diplomats

Enhanced skills

and knowledge on

policy analysis

Number of

officers trained

Training reports

100 100 100 100 100 200 Fsa

All directorates

122

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

22/23

Strategy 3:

Promote Good

Governance

Sensitize Ministry

staff on ethics,

integrity and good

governance

ministry staff

Sensitized

Enhanced ethics,

integrity and

Good Governance

Number of staff

sensitized

100 100 100 100 100 20 Administration

review Ministry’s

risk register

(corruption risk

assessment and

mitigation plan)

Reviewed

Ministerial Risk

register

Good governance

promoted

reviewed risk

register

1 1 1 1 1 5 Administration

Develop and

implement

institutional risk

policy framework

Risk policy

framework

developed

Good governance

promoted

Risk policy

framework

Finalise and

implement

Ministerial Gift

Policy

Ministerial gift

policy

Promote

accountability and

transparency in

the exchange of

gift

Ministerial Gift

Policy;

Reports/ briefs/

minutes

1 imple

ment

imple

ment

imple

ment

imple

ment

Admin

Strategy 4:

Strengthen ICT

Capacity,

Infrastructure and

Security

Acquire and

maintain ICT

Equipment

ICT Equipment

(acquired and

maintained

improve user

productivity

1:1 Ratio of

computer to

user

Procu

remen

t of

equip

ment

Procu

reme

nt of

equip

ment

Procu

reme

nt of

equip

ment

Procu

reme

nt of

equip

ment

Procu

remen

t of

equip

ment

200+3

0

ICT, Admin,

Procurement

and Missions

123

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

22/23

Finalize and publish

ICT policy

ICT Policy

finalized and

published

Enhanced ICT

operations in the

Ministry

Published ICT

Policy

Finali

ze

and

Publis

h

Imple

ment

Imple

ment

Imple

ment

Imple

ment

4 ICT, CPPMD

Upgrade and secure

Ministry Network

Infrastructure

Upgraded and

secured Local

Area Network -

LAN (Intranet

and Internet)

Fast, reliable and

secure Local Area

Network

Annual

Maintenance

Report on Local

Area Network

Upgra

de

and

config

uratio

n (HQ

and

12

Missi

ons)

Maint

enanc

e

(HQ

and

12

Missi

ons);

Upgr

ade

and

confi

gurati

on

(12

Missi

ons

Maint

enanc

e

(HQ

and

24

Missi

ons);

Upgr

ade

and

confi

gurati

on

(12

Missi

ons

Maint

enanc

e

(HQ

and

36

Missi

ons);

Upgr

ade

and

confi

gurati

on

(12

Missi

ons)

Maint

enanc

e (HQ

and

48

Missi

ons);

Upgra

de

and

config

uratio

n (12

Missi

ons)

60 ICT, Admin,

Procurement

and Missions

Expand and

upgrade Data and

Disaster Recovery

Centres

Data Centre, and

Disaster Recovery

Centres Upgraded

and expanded

Improved and

timely access to

information;

reduced risk of

data loss and

Upgraded and

expanded Data

Centre, and

Disaster

Upgra

de

and

config

ure

Data

Maint

enanc

e

Maint

enanc

e

Maint

enanc

e

Maint

enanc

e

120 ICT, Admin,

Procurement

and Missions

124

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

22/23

High availability

of systems

Recovery

Centres

Centr

e,

virtua

l

enviro

nment

and

Disast

er

Recov

ery

Centr

e

Acquire and Install

information

security software

Secure

information

System acquired

and installed

Secured

information

within HQ and to

Missions

installed Secure

Information

System.

13 12 12 12 12 200 ICT, Admin,

Procurement,

Missions

Automate

administrative and

operational services

in the Ministry

Administrative

and operational

services in the

Ministry

automated

Enhanced

efficiency and

effectiveness in

service delivery

No. of

administrative

and operational

systems

installed

Install

ation

Updat

e/

maint

ain

Updat

e/

maint

ain

Updat

e/

maint

ain

Updat

e/

maint

ain

150 ICT, Admin,

Procurement

and Missions

Train Ministry staff

on ICT Skills,

security and

modern

technologies

Ministry staff

trained on ICT

Skills

Enhanced ICT

competencies

No. of staff

trained

160 160 160 160 160 80 ICT, Admin,

Procurement

and Missions

125

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

22/23

Re-Design

Websites (Global

website, Missions

Websites, FSA &

Diaspora Websites)

Interactive and

user-friendly

website(s);

to provide an

effective and

efficient

communication

avenue

Redesigned

Website(s)

Redes

ign

Maint

enanc

e

Maint

enanc

e

Maint

enanc

e

Maint

enanc

e

10 ICT. Public

Affair, Admin

Install IP telephony

in Kenya Missions

IP Telephony

Installed

Improved

connectivity and

reduced telephone

costs

Number of

Missions on IP

Telephony

4 4 4 4 4 200 ICT, Admin,

Procurement

and Missions

install modern

telecommunication

Equipment and

systems at the

Ministry and

Missions

Upgraded ICT

Equipment in

Boardrooms

Enhanced

efficiency

upgraded

conference

equipment

Install

ation

and

Confi

gurati

on

Maint

enanc

e

Maint

enanc

e

Maint

enanc

e

Maint

enanc

e

15 ICT, Admin,

Procurement

and Missions

Strategy 5:

strengthen Asset

Management

Construct a modern

office to house the

Ministry

Headquarters

Completed

modern office

block

Reduced

operational costs

Improved work

environment

Improve

productivity

Ultra-modern

office block

Acqui

re

land

Com

menc

e

constr

uctio

n

Const

ructio

n

Const

ructio

n

Com

missi

on

buildi

ng

4,000 Administration/

Assets

Acquire/construct

Chanceries,

Residences and

Acquired

buildings

• Reduction in

rental bills

• Improved Work

Environment and

Kenya’s image

No. of missions

with owned

Const

ructio

n

Const

ructio

n

Const

ructio

n

Const

ructio

n

Com

missi

oning

7,350 Admin,

126

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

22/23

staff houses in

Kenyan Missions

modern

buildings

Lease

Acqui

sition

Lease

Acqui

sition

Lease

Acqui

sition

buildi

ng

Asset

Management

Relevant

Missions

maintain, repairs,

renovate and

redevelop

properties at the

Headquarters and

Kenya Missions

Refurbished

buildings

• Enhanced

Kenya’s image

• Improve work

environment

No. of

renovated and

repaired

buildings

Reno

vation

s and

repair

s

Reno

vatio

ns

and

repair

s

Reno

vatio

ns

and

repair

s

Reno

vatio

ns

and

repair

s

Reno

vation

s and

repair

s

1,350 Administration,

Public works,

Asset

Management

Establish a

diplomatic enclave

Diplomatic

enclave

established

Nairobi

transformed into a

competitive

diplomatic capital

The established

diplomatic

enclave

Acqui

sition

of

land

Surve

y and

subdi

vision

Alloc

ation

to

emba

ssies

and

high

com

missi

ons

Alloc

ation

to

emba

ssies

and

high

Com

missi

ons

Alloc

ation

to

embas

sies

and

high

Com

missi

ons

4,000 Administration,

Asset

Management,

National Land

Commission

security

enhancement in

Kenya Missions

Safety and

security measures

in place

Safe and secure

environment for

staff and assets

Safety and

security

imple

mente

d

Maint

ain

securi

ty

Maint

ain

securi

ty

Maint

ain

securi

ty

Maint

ain

securi

ty

200 Administration

127

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

22/23

Purchase and

maintain vehicles at

the Ministry

headquarters and

Kenya Missions

New vehicles

purchased and

maintained

Provision of

efficient transport

services

Improved

transport

services

Purch

ase

and

maint

ain

Maint

enanc

e

Maint

enanc

e

Purch

ase

and

Maint

enanc

e

Maint

enanc

e

1,100 Administration

Develop a

Ministerial asset

management plan

Asset

management plan

developed

Asset

management

plan

Acquire appropriate

premises and

equipment for FSA

Appropriate

premises and

equipment

acquired

Fully equipped

Premises

Strategy 6:

Strengthen

Human

Resource

Management

and Capacity

Development

Develop and

Implement human

resource and

development plan

Improved Human

Resource

Management

Efficient

management of

human resource.

HRM&D plan Draft

Plan

Appr

oved

plan

imple

ment

imple

ment

Revie

w

100 HRM/PDS

Review foreign

service allowance

Review Scheme of

Service for Foreign

Service Officers

Scheme of

Service reviewed

Enhanced

meritocracy,

professionalism

and optimal

deployment of

staff

Reviewed

Scheme of

Service

Draft

Plan

Appr

oved

plan

imple

ment

imple

ment

Revie

w

5 HRM/PDS

128

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

22/23

Develop and update

Skills and

competencies

inventory

Requisite and

Relevant Skills

and competencies.

Enhanced skills,

knowledge and

competency

Skills and

competencies

inventory

Traini

ng

and

data

Traini

ng

Traini

ng

and

collec

ting

data

for

inven

tory

Conti

nuous

traini

ng

Traini

ng

and

updat

es

20 HRM/FSA

Implement online

performance

appraisal system

Improved Online

Staff Appraisal

Enhanced

individual

performance

Online PAS Traini

ng

Imple

ment

Imple

ment

Imple

ment

Imple

ment

5 HRM

Review and

implement Foreign

Service Regulations

FSR Reviewed

and consolidated

Operational

FSR

Imple

ment

Imple

ment

Imple

ment

Revie

w

Opera

tionali

ze

5 HRM/PDS

Finalize knowledge

management

strategy

Published

Knowledge

Management

Strategy finalized

and published

while

Improved

efficiency and

productivity

Knowledge

management

strategy and

system

Publis

h

Know

ledge

Mana

geme

nt

Strate

gy

and

devel

op the

Sensit

ize/i

mple

menta

tion

imple

ment

imple

ment

Revie

w and

updat

e

100 HRM/FSA/ICT

129

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

22/23

syste

m

Develop knowledge

management

system

Knowledge

Management

System

Developed

Review and

implement

organizational

structure

Responsive

Organizational

Structure

Efficiency and

effectiveness in

service delivery

Revised

structure

Draft

struct

ure

Appr

oved

Struct

ure

Imple

ment

imple

ment

Revie

w

0.5 HRM/ /PDS

ADMN

Implement and

sensitize staff on

HR/relevant

Government

policies

Improved

understanding and

compliance with

regulations

Efficiency and

effectiveness in

service delivery

Number of

officers

sensitized and

level of

compliance

Imple

ment

and

sensiti

ze

sensit

ize

sensit

ize

sensit

ize

sensiti

ze

5 HRM/ADMN

Strategy 7:

Enhance Staff

Wellness

Operationalize Staff

Welfare

Association

(MFASWA)

Staff welfare

association

Improved staff

morale

Welfare

Constitution By-

Laws,

operational

welfare

committee

1 Imple

ment

Imple

ment

Imple

ment

Imple

ment

0.5 Wellness Unit

Organize annual

ministerial team

building

Annual

ministerial team

building day

observed

Improved

teamwork, morale

and productivity

Team building

report

1 1 1 1 1 15 Administration

130

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

22/23

sensitize staff on

crosscutting issues

i.e HIV/AIDS and

ADA prevention

and disability

mainstreaming

Sensitization

workshops held

Increased

awareness on

effects of

HIV/AIDS &

reduced

incidences of

ADA

Sensitization

Report

1 1 1 1 1 10 Wellness Unit

Initiate psycho-

social support

programs including

counselling services

social support

programs initiated

enhanced welfare

of staff

Approved

programmes

1 1 1 1 1 25 Wellness Unit

Strategy 8:

Enhance

involvement of

vulnerable

groups into

Ministry

programmes

Develop a database

on vulnerable

groups and their

needs

Database on

vulnerable groups

in the Ministry

Effective internal

institutional

mechanisms to

support

vulnerable groups

Approved

programs

HRM&D;

Youth Unit

provide favourable

infrastructure for

PWDs

Infrastructure in

place

Disability friendly

environment

Favourable

infrastructure

1 1 1 1 1 75 /Admin.

Provide work-

related assistive

devices, products

and services

Work related

assistive devices

& services in

place

Empowered

PLWDs

Various

products &

services

1 Identi

fy

and

procu

re

Identi

fy

and

procu

re

Identi

fy

and

procu

re

Identi

fy and

procu

re

20 Admin/Wellnes

s unit

131

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

22/23

Put up structures

for reporting SGBV

in all the buildings

occupied by the

Ministry (complaint

boxes, hotline).

Structures for

reporting SGBV

in place.

Prompt reporting

of SGBV

Number of

reporting

structures

1 Imple

ment

Imple

ment

Imple

ment

Imple

ment

0.5 Admin/Wellnes

s Unit

trainings on Gender

and SGBV at the

Kampala Regional

training centre

Training

workshop held Enhanced

effectiveness in

handling gender

and SGBV issues

Workshop

report

1 1 1 imple

ment

imple

ment

15 HRM&D/Welln

ess/ Gender

Unit/

Develop and

implement

Ministry’s youth

strategy

Youth strategy

developed

Increased

integration of

youth

empowerment

initiatives

Youth strategy 1 Imple

ment

Imple

ment

Imple

ment

Imple

ment

2.5 Youth

unit/Admin/CPP

MD

Initiate youth

empowerment &

participation

programs

Youth

empowerment &

participation

programs initiated

Increased

integration of

youth

Number of

operational

programs

1 Imple

ment

Imple

ment

Imple

ment

Imple

ment

25 Youth

unit/Admin

Train champions in

Youth & gender

mainstreaming

Trained

champions

Enhanced

effectiveness in

mainstreaming

Number of

trained

champions

1 1 1 1 1 9 Wellness/Youth

Unit

initiate mentorship

pogrammes for

Ministry’s young

officers and

Institutionalised

Mentorship

programmes

Enhanced

capacity for

serving officers &

Number of

youth in the

programmes

1 1 1 1 1 25 Youth

Unit/Admin

132

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

22/23

prospective

diplomats

developed skills

base

Develop & procure

Youth mentorship

materials and

guidelines for

mentors in the

Ministry

Developed &

procured

mentorship

materials

Enhanced

resource base

Mentorship

materials

1 Imple

ment

Imple

ment

Imple

ment

Imple

ment

10 Youth/Admin./P

rocurement

Development of

IEC materials on

gender and SGBV

Developed IEC

materials

Enhanced

awareness

IEC materials 1 Imple

ment

Imple

ment

Imple

ment

Imple

ment

10 Wellness/Youth

Unit/Admin./

CPPMD

Strategy 9:

Strengthen Result

Based

Management

acquire certification

of ISO 9001:2015

QMS

ISO 9001:2015

QMS

Certification

Adopted and

implemented

Improved service

delivery

ISO 9001:2015

QMS Certificate

ISO

Certif

icatio

n

Imple

ment

Imple

ment

Imple

ment

Revie

w

certifi

cation

20 Admin

Review and

implement

Ministry’s service

charter

Service charters

reviewed,

displayed and

implemented

Efficiency and

effectiveness in

service delivery

Revised and

displayed

Service charters

Revie

w and

Imple

ment

Imple

ment

Imple

ment

Imple

ment

Imple

ment

1 CPPMD

All Heads of

Divisions

Conduct biennial

Customer

satisfaction surveys

Customer

satisfaction

surveys

conducted and

reports prepared

Informed decision

making

Baseline and

exit Reports

Prepa

re and

imple

ment

baseli

Prepa

re

and

imple

ment

Prepa

re

and

imple

ment

Prepa

re and

imple

ment

10 CPPMD

Administration

133

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

22/23

ne

report

exit

report

exit

report

exit

report

Develop, Cascade

and implement

Ministry annual

work plans and

performance

contracts

Performance

Contracts and

work plans

developed,

cascaded and

monitored.

Improved

performance

management

No. of signed

Ministry of

Headquarters

Annual Work

Plans

33 33 33 33 33 10 CPPMD

No. of signed

Mission Annual

Work Plans

56 56 56 56 56

No. of signed

Ministry of

Headquarters

Performance

Contracts

33 33 33 33 33

No. of signed

Mission

Performance

Contracts

56 56 56 56 56

PC Desk Officers

at the Ministry

and Mission

trained on PMS

No. of PC Desk

officers trained

on PMS at the

Headquarters

60 30 60 30 60 12 CPPMD

134

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

22/23

No. of Missions

trained on PMS

8 8 8 8 8 6

Monitor

implementation of

policies, projects

and programmes.

Implementation

of policies

projects and

programmes

monitored.

Enhanced service

delivery

Annual

performance

review reports

1 1 1 1 1 7 CPPMD

No. of quarterly

M&E programs

and project

Reports.

4 4 4 4 4

Mid and end

term review

report on the

strategic plan

- - 1 - 1

Create a database

for policies,

projects and

programmes

Database created Enhanced

information

sharing and

decision making

Database Devel

op a

datab

ase

Updat

e

Updat

e

Updat

e

Updat

e

5 CPPMD

Build Monitoring

and Evaluation

capacity in the

Ministry

M&E officers

trained

Improved

competency and

productivity

No. of officers

trained

10 10 10 10 10 6 CPPMD

Establish customer

service desks in

Customer service

desks established

Improved service

delivery

Customer desk 8 8 8 8 8 9 CPPMD

135

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

22/23

Huduma centres in

Counties

in Huduma

centres

Facilitate review of

Mission’s strategic

plans

CPPMD

Strategy 10:

Strengthen public

Financial

Management

roll out IFMIS in

Kenya Missions

select Missions on

IFMIS

proper budget

execution and

timely reporting

of expenditures

IFMIS operation

in select

Missions

4 4 4 4 4 5 Finance &

Accounts

ICT

Select Missions

strengthen internal

controls and

adherence to

relevant laws,

regulations and

circulars

Compliance with

relevant laws,

regulations and

circulars

Efficient

utilization of

financial

resources

Internal Audit

Reports

6 6 6 6 6 10 Finance,

Accounts

Internal Audit

Strategy 11:

Strengthen

Records

Management

Operationalize

Electronic

Document

Management

System (EDMS).

All records

digitized

Enhanced service

delivery

EDMS

operationalized

Acqui

re and

install

Imple

menta

tion

Imple

menta

tion

Imple

menta

tion

Imple

menta

tion

20 Administration

Records

Management

ICT

Sensitize and train

staff on EDMS

All staff

sensitized and

trained

Enhanced

knowledge in

records

management

Number of staff

sensitized and

trained

Sensit

ize

and

Train

Sensit

ize

and

Train

Sensit

ize

and

Train

Sensit

ize

and

Train

Sensit

ize

and

Train

10 Administration

Records

Management

ICT

136

Strategic Issue/

Objective/

Strategy

Activity Output Outcome Key Indicators Targets Budge

t Ksh.

Mn

Responsible

Y1

18/19

Y2

19/20

Y3

20/21

Y4

21/22

Y5

22/23

Appraise records in

the Ministry in line

with the laid the

laid down laws and

regulations

Records appraised Rid registry of

obsolete records

Number of

records

appraised and

preserved

Appra

ise

and

preser

ve

record

s

Appr

aise

and

preser

ve

recor

ds

Appr

aise

and

preser

ve

recor

ds

Appr

aise

and

preser

ve

recor

ds

Appra

ise

and

preser

ve

record

s

15 Administration

and Records

Total 69,174

137

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

& International Trade

2018-present

138

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

139

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

140

ANNEX 3: ADDRESSES/CONTACTS OF HIGH COMMISSIONS AND

EMBASSIES OF THE REPUBLIC OF KENYA

A

ALGERIA

Embassy of the Republic of Kenya, Algiers

Rue Mohamed Khoudi

El-biar 16030

Algiers

Algeria 16000

213674328824

ANGOLA

Embassy of the Republic of Kenya, Luanda

HCTA Talatona, Rua Luanda Sul

Luanda, CCB4 GU02, Villa No. A112, Luanda

Tel : +244 222 035 517

Cell: +244 921 858 913

Fax : +244 222 723 711

Email : luanda@mfa.go.ke

AUSTRALIA

Kenya High Commission, Canberra

43 Culgoa Circuit, O’Malley, ACT 2606

GPO Box 1990, Canberra City 2601

Tel: +61-2-6290 7100/: +61-2-62474788

Fax: +61262576613

Emails: canberra@mfa.go.ke or

khc-canberra@kenya.asn.au

Website: www.kenya.asn.au

Accredited to: New Zealand

AUSTRIA

Embassy/Permanent Mission of the Republic of

Kenya in Vienna

Andromeda Tower, 16th Floor

Donau-City-Strasse 6

A-1220 Vienna

Email: kenyarep-vienna@aon.at, vienna@mfa.go.ke

Tel: +4317123919

Fax: +4317123922

Website: www.kenyaembassyvienna.at

Accredited to: Austria, Hungary and Slovakia and

UN Agencies (UNOV, IAEA, UNIDO, UNODC &

CTBTO)

B

BOTSWANA

Kenya High Commission, Gaborone

Plot 5373, President’s Drive

Private Bag 297 Gaborone, Botswana

Tel: + 267 3951408/3951430

Fax: +267 3951409

Emails: hc.gaborone@mfa.go.ke

info@khcbotswan.org.bw or gaborone@mfa.go.ke.

BRAZIL

Embassy of the Republic of Kenya, Brasilia

SHIS QL 10, Conjunto 08, Casa 08, Lago Sul, CEP:

71630-085, Brasília-DF, Brazil.

Tel: +55-61 3364 0691/1141

Fax: +5561 3364 – 0978

Email: brazil@mfa.go.ke or

info@kenyaembassybrazil.com.br,

Website: www.kenyaembassybrazil.com.br

Accredited to: Argentina, Chile, Colombia &

Venezuela

BURUNDI

Embassy of the Republic of Kenya, Bujumbura

PTA Building, 2nd Floor, West Wing

P.O. Box 5138 Mutanga, Bujumbura

Tel: +257-22-258160

Fax:+257-22-258161

Emails: bujumbura@mfa.go.ke or

info@kenyaembassyburundi.com

Website:www.kenyaembassyburundi.com

BELGIUM

Embassy of the Republic of Kenya in Belgium &

Luxembourg and Mission to the European Union,

Brussels

Avenue Winston Churchilllaan 208-1180 Brussels

Tel: +32-2-340 10 40

Fax: +32-2-340 10 50

Emails: brussels@mfa.go.ke or

info@kenyabrussels.com

Website: www.kenyabrussels.com

Accredited to: Luxembourg & the EU

141

C

CHINA

Embassy of the Republic of Kenya, Beijing

No. 4 Xi Liu Jie, San Li Tun

Beijing-China： 100600

Tel: +86-10-65323381/65322473

Fax: +86-10-65321770

E-mails: beijing@mfa.go.ke or

info@kenyaembassy.cn

Website: www.kenyaembassy.cn

CANADA

Kenya High Commission, Ottawa

415 Laurier Avenue East Ottawa Ontario

K1N 6R4, Canada.

Tel: +1-613-5631773

Fax: +1-613-233-6599

Email: ottawa@mfa.go.ke

Balozi.kenyahighcommission@rogers.com

Website: http://kenyahighcommission.ca

Accredited to: ICAO

CUBA

Embassy of the Republic of Kenya, Havana

5th Ave, Between 76 and 78 streets, Miramar Trade

Centre, Barcelona Building,

Havana, Cuba

P.O Box No. 513 Hotel Neptuno

Postal Code: 11300

Tel: +53-55598907

Email: cuba@mfa.go.ke

CONGO, DRC

Embassy of the Republic of Kenya, Kinshasa

4002 Avenue de l’Ouganda Gombe

P. O. Box 9667, Kinshasa, Congo (DRC)

Tel:+243 815565935/36

Fax:+243 815565939

Emails:kinshasa@mfa.go.ke

Website: www.kenyaembassy.cd

Accredited to: Congo (Brazzaville), Gabon and

Central Africa Republic

E

EGYPT

Embassy of the Republic of Kenya, Cairo

Villa 60, Al Kanal Street, Maadi

Cairo

Tel.+202-23592159/23581260

Fax: +202-23580713

E-Mail: info@kenemb-cairo.com

Website:www.kenemb-cairo.com

Accredited to Morocco, Tunisia, Eritrea and

Jordan

ETHIOPIA

Embassy of the Republic of Kenya, Addis Ababa

P. O. Box 3301, Addis Ababa, Ethiopia

Tel: +251-11-6610033

Fax: +251-11-6611433

Email: addisababa@mfa.go.ke

Website:www.kenyaembassyaddis.org

Accredited to: Djibouti & AU

F

FRANCE

Embassy of the Republic of Kenya, Paris

3, rue Freycinet 75116 – Paris.

Tel: +33-1-56622525

Fax: +33-1-47204441

paris@mfa.go.ke or

info@ambassade-kenya.fr,

Website: www.kenyaembassyparis.org

Accredited to: Portugal, Serbia & Holy See,

Kazakhstan, Switzerland,

Permanent Delegation of Kenya to UNESCO

1, Rue Miollis, 75732 Paris Cedex 15 France

Tel: +33-145 68 32 81

Fax: +33-145 68 32 83

Email: paris_unesco@mfa.go.ke or

dl.kenya@unesco-delegations.org

Website: www.kenya-delegation-unesco.org

G

GERMANY

Embassy of the Republic of Kenya, Berlin

Markgrafenstr. 63 10969 Berlin

Tel: +49 030 2592660/11

Fax: +49-030-25926650

Emails: berlin@mfa.go.ke or

office@kenyaembassyberlin.de,

Website: www.embassy-of-kenya.de

Accredited to: Bulgaria & Romania

142

I

INDIA

Kenya High Commission, New Delhi

D-1/27, Vasant Vihar

New Delhi-110057

Tel: +91-11-26146537/38/40

Fax: +91-11-26146550

Emails: newdelhi@mfa.go.ke or

info@kenyahicom-delhi.com

Website: www.kenyahicom-delhi.com

Accredited to: Bangladesh, Sri Lanka & Singapore

IRAN

Embassy of the Republic of Kenya, Tehran

12, M. Ravanpour STR, off Africa Avenue

P. O. Box 19395/4566, Tehran

Islamic Republic of Iran

Telegraphic address Kenyarep Tehran

Tele: +98 21 22651080-2

Fax: +98 21 22651083

Email: tehran@mfa.go.ke or

IRELAND

Embassy of the Republic of Kenya, Dublin

11 Elgin Road, Ballsbridge Dublin 4,

Tel: +353-1-6136380

Fax: 353-1-6685506

info@kenyaembassyireland.net,

Website: www.kenyaembassyireland.net

ISRAEL

Embassy of the Republic of Kenya, Tel Aviv

Zaksenberg Building, 15 Abba Hillel Silver Street,

P. O. Box 3621, Ramat Gan 52136,

Tel Aviv, Israel

Tel: +972-3-5754633

Fax: 000-972-3-5754788

Emails: telaviv@mfa.go.ke or

info@kenyaembassytlv.org,

Website: www.kenyaembassytlv.org.il

ITALY

Embassy of the Republic of Kenya, Rome

Viale Luca Gaurico, 205

00143, Rome, Italy

Tel: +39-06-8082717

Fax: +39-06-8082707

Email: rome@mfa.go.ke

Website: www.embassyofkenya.it

Accredited to: Poland, Greece, Malta & Cyprus, UN

Agencies in Rome (FAO, IFAD & WFP)

J

JAPAN

Embassy Kenya, Tokyo

3-24-3, Yakumo Meguro-ku

Tokyo 152-0023, JAPAN

Tel:03-3723-4006/7

Fax: 03-3723-4488

Email: tokyo@mfa.go.ke or

kenrep@kenyarep-jp.com

Website:www.kenyarep-jp.com

K

KENYA

Permanent Mission of Kenya to the UN Office at

Nairobi, the UN Environmental Programme and

UN-Habitat, Nairobi

Gigiri, off Limuru Road

Tel: +254 20 8079149, +254 20 2163368

Fax: +254-20-2163372

Email: kmunon@mfa.go.ke or

executiveoffice@unep.org

Website: www.kmunon.go.ke

KUWAIT

Embassy of the Republic of Kenya, Kuwait

Zahra Block 8, street 806, Villa 196.

P.O. Box 129, Al-Surra Code 45701, Kuwait

Tel: + (965) 25243771/2

Fax: + (965) 25243788

Email: kenemb.kuwait@gmail.com

Website: www.kenyaembkuwait.com

Accredited to Lebanon

M

MALAYS IA

Kenya High Commission, Kuala Lumpur

No. 8 Jalan Taman U-thant

55000, Kuala Lumpur, Malaysia

Tel: +603-2146 1163

Fax: +603-2145 1087

Email: kualalumpur@mfa.go.ke

Website: www.kenyahighcom.org.my

Accredited to: Indonesia, Philippines and Brunei

143

N

NAMIBIA

Kenya High Commission, Windhoek

134 Robert Mugabe Avenue

P. O. Box 2889

Windhoek, Namibia

Tel: 061 226836 / 225900

Fax: 061 221409

Email: kenyanet@mweb.com.na or

windhoek@mfa.go.ke or hc.windhoek@mfa.go.ke

Website: www.khcwindhoek.com

Accredited to: Angola

NETHERLANDS

Embassy of Kenya, The Hague

NieuweParklaan 21

2597 LA Den Haag (The Hague)

Tel: +31-70-3504215

Email: hague@mfa.go.ke

Website: www.kenyaembassy.nl

Accredited to: Netherlands & Czech Republic

NIGERIA

Kenya High Commission, Abuja

No 357, Diplomatic Drive, CBD, Abuja, Nigeria

P.O Box: P.M.B.5160, Wuse Head Office, Abuja

Tel: +234 709 873 4350

Cell: +234 816 474 9510

Email: abuja@mfa.go.ke or info@kenyanigeria.org

Website: www.kenyanigeria.org

Accredited to: Cote d’Ivoire, Togo, Ghana, Liberia,

Benin & Sierra Leone

O

OMAN

Embassy of the Republic of Kenya, Muscat

Way No. 3050, Villa No. 4074, Shatti Al Qurum.

P. O. Box 173, Bareeq Al Shatti, PC 103, Muscat

Sultanate of Oman

Tel: +968 24697664

Fax: +968 24697366

Email: muscat@mfa.go.ke or

info@kenyaembassymuscat.com

Website: www.kenyaembassy-muscat.com

P

PAKISTAN

Kenya High Commission, Islamabad

Plot # 1-2-3, St # 27, Ramna 5

Diplomatic Enclave Islamabad Pakistan

P. O. Box 2097, Islamabad, Pakistan

Tel: +92-51-2601504-6

Fax: +92-51-2601507

Email: Islamabad@mfa.go.ke

Web: www.kenyahighcommission.com.pk

Q

QATAR

Embassy of Kenya to the State of Qatar,

West Bay, Zone 66, Street 840, Hse 131

P. O. Box 23091, Doha

Tel.: +974 4493 1870, Fax: +974 44831730

Email: doha@mfa.go.ke

Website: www.kenyaembassydoha.com

R

RWANDA

Kenya High Commission, Kigali

Plot No. 1716 Kacyru,

Blvd de l’Umuganda

P.O Box 6159, Kigali, Rwanda

Tel.: +250-252 2583332/6

Mobile: +250 788 306227

Email: Kigali@mfa.go.ke,

info@kenyahighcomkigali.org

Website: www.kenyahighcomkigali.org

RUSSIA

Embassy of the Republic of Kenya, Moscow

Lopukhinskiy Pereulok, 5, Moscow, Russia, 119034

Tel: +7 (495) 637-21-86

Fax: +7 (495) 637-54-63

Email: moscow@mfa.go.ke or

kenemb@kenemb.ru

Website: www.kenemb.ru

Accredited to: Belarus, Kazakhstan, Ukraine and

Georgia

S

SAUDI ARABIA

144

Embassy of Kenya, Riyadh

Diplomatic Quarter

P. O. Box 94358 – 11693 Riyadh,

Tel: +966-1-4881238/4882484

Fax: +966-1-4882629

Email: riyadh@mfa.go.keor, amb.riyadh@mfa.go.ke

Website: www.kenyaembassyriyadh.com

Accredited to: Iraq and Yemen

SOMALIA

Embassy of Kenya, Mogadishu

Mogadishu, IDMAO CAMP

Somalia, 252617983371617983387

Mogadishu International Airport Area

Mogadishu

SOUTH AFRICA

Kenya High Commission, Pretoria

TaifaHse 302 Brooks Street, Menlo Park, 0081,

Pretoria

Tel: +27-12-3622249

Fax: +27-12-3622252

Email: pretoria@mfa.go.ke or hc.pretoria@mfa.go.ke

Website: www.kenya.org.za

SOUTH KOREA

Embassy of the Republic of Kenya, Seoul

38, Hyoinamuro 44-gil, Yongsan-Gu

Seoul, Korea (140-857)

Tel: 82-2-3785-2903/4

Fax: 82-2-3785-2905

Email: seoul@mfa.go.ke

Web:www.kenyaembassy.or.kr

SOUTH SUDAN

Embassy of Kenya, Juba

P. O. Box 208, Juba, South Sudan,

Tel: +211-954898147

Email: juba@mfa.go.ke

Web: www.kenyaembassysouthsudan.org

SPAIN

Embassy of Kenya, Madrid

Calle Jorge Juan 9 – 3º Dcha Madrid, 28001

Tel: +34-917812000

Fax: +34-915760854

Email: madrid@mfa.go.ke

info@kenyaembassyspain.es

Website: www.kenyaembassyspain.es

SUDAN

Embassy of Kenya, Khartoum

No. 516 Block 1, West Giraif, Street 60

P. O. Box 8242, Khartoum, Sudan

Tel: +249-1-55772800/01

Fax: +249-1-55772802

Email: khartoum@mfa.go.ke

SWEDEN

Embassy of Kenya, Stockholm

Birger Jarlsgatan 37, 103 95 Stockholm

P. O. Box 7694 103 95 Stockholm

Accredited to: Denmark, Norway, Finland and

Iceland

Email: info@kenyaembassystockholm.com or

kenya.embassy@telia.com

Website:kenyaembassystockholm.com

SWITZERLAND

Permanent Mission of Kenya to the United Nations

Office, Geneva

1-3 Avenue de la Paix

1202 GENEVA

Tel:+41 22 906 40 50/73

Fax: +41 22 731 2905

Email: geneva@kenyamission.ch/

geneva@mfa.go.ke

Website: www.kenyamission.ch

T

TANZANIA

Kenya High Commission, Dar-Es-Salaam

Ali Hassan Mwinyi/ Kaunda Drive Junction,

Oysterbay.

P. O. Box 5231, Dar-Es-Salaam, Tanzania

Tel.:+255 22 2668285/6,

Cell: +255 689 141416

Fax:+255 22 2668213

Email: daressalaam@mfa.go.ke or

info@kenyahighcomtz.org

Website:www.kenyahighcomtz.org

THAILAND

Embassy of Kenya, Bangkok

62 Soi 5 Thonglor Sukhumvit 55 Road

Klongtan, Wattana, Bangkok 10110

Tel: 66-27125721

145

Fax: 66-21725720

Email: info@kenyaembassy.or.th or

bangkok@mfa.go.ke

Website: www.kenyaembassy.or.th

Accredited to: Cambodia, Laos, Vietnam and

Myanmar

TURKEY

Embassy of Kenya, Ankara

Ilkbahar Mahalesi, Turan Güneş Blv.

Galip Erdem Cad. Fahrettin Paşa Sok.

No. 11 Yıldız, Çankaya,

ANKARA/TURKEY

Tel: +90 312 491 4508/09

Fax: +90 312 491 4525/26

Email: ankara@mfa.go.ke

Website: www.kenyaembassy.org.tr

U

UNITED ARAB EMIRATES (U.A.E)

Embassy of Kenya, Abu Dhabi

Al Manhal/Falah Street No.9, Behind Diabetes

Center, Khalidiya, Abu Dhabi.

P. O. Box 3854, Abu Dhabi, UAE

Tel: +971-2-6666300

Fax: 000-971-2-6652827

Email: abudhabi@mfa.go.ke or

abudhabiconsular@gmail.com

Website: www.kenyaembassy.ae

Kenya Consulate General, Dubai

Jumeirah Beach Road, Jumeirah 2, Street 15, Villa

No 5

P. O. Box 214933, Dubai

Tel. +971-4-3428111

Fax: +971-4-3428181

Email: kenyarep@emirates.net.ae or

dubai@mfa.go.ke or cg.dubai@mfa.go.ke

UGANDA

Kenya High Commission, Kampala

Plot 8A John Babiha (Acacia Avenue)

P.O. Box 5220, Kampala, Uganda.

Tel: +256-414-258232/5/6

Fax: +256 – 414-258239

Email: kampala@mfa.go.ke or

kenhicom.kampala@gmail.com

Website: www.kenyamission.or.ug

UNITED KINGDOM

Kenya High Commission, London

45 Portland Place London W1B 1AS

Tel: +44-020-7636 2371/5

Fax: +44 -020-7323 6717 or +44-020-73231932

Email: Kcomm45@aol.com or hc.london@mfa.go.ke

or info@kenyahighcom.org.uk

Website: www.kenyahighcom.org.uk

Accredited to: Switzerland, commonwealth and

International Maritime Organization

UNITED STATES OF AMERICA (USA)

Embassy of the Republic of Kenya, Washington

2249, R. STREET N W

Washington, DC 20008

Tel: +1-202-387 6101

Fax: +1-202-462 3829

Email: information@kenyaembassy.com or

washington@mfa.go.ke

Website:www.kenyaembassy.com

Accredited to: Mexico

Permanent Mission of Kenya to the United

Nations, New York

866 UN Plaza, Room 304, New York, 10017

Tel: +1-212-421 4741

Fax: +1 212 4861985

Email: info@kenyaun.org or

newyork@mfa.go.ke or Kenya@un.int

Website: www.kenyaun.org

Kenya Consulate, New York

866 UN Plaza Suite 4014

New York, NY 10017 U.S.A.

Tel: (212) 421 4741

Fax: (212) 486 1985

Email: newyorkconsulate@kenyaembassy.com

Website: www.kenyaun.org/consulate

Kenya Consulate, Los Angeles

Park Mile Plaza, Mezzanine Floor 4801 Wilshire

Boulevard, Los Angeles, CA 0010

Tel: +1-323-9392408

Fax: + 1-323-9392412

Email: cg@kenyaconsulatela.com or,

losangeles@mfa.go.ke or

losangels@kenyaembassy.com

Website: www.kenyaconsulatela.com

146

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: kenhicom@africaonline.co.zw or,

harare@mfa.go.ke or amb.harare@mfa.go.ke

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: highcommissioner@kenyamission.org.zm

Website: www.kenyamission.org.zm

Accredited to: Malawi and COMESA

147

ANNEX 4: KENYA’S HONORARY CONSULS

A

Australia, Perth

Kenyan Consulate in Perth

83 Belmont Avenue

Belmont

WA 6104

Tel: +61-8-63636199

Mobile: +61411644425

Email: amus@quickcorporate.com.au

Austria, Upper Austria

Atrium City Center, HarrachstraBe 6/3, Centre,

A-4020 Linz, Austria

Tel: +43732657070-0

Fax: +43732657070-65

Email: linz@anwaltssocietaet.at

B

Bangladesh, Dhaka

Union Centre

68/1 Gulshan Avenue, Gulshan-1

Dhaka-1212

Bangladesh

Tel: +880-2- 9885771-4, 9881936-9

Fax: +880-2- 8823454

website: www.kenyaconsulate.com

Belgium, Flemish Region, Antwerp

Kwikstaartlaan nr 18

2610 Antwerpen (Wilrijk)

Tel: +

Email: kenyahonoraryconsul@skynet.be

Bulgaria, Sofia

Positano Street 3, 2 nd Floor

Bulgaria 1000, Sofia

Tel: 00350 2 988 26 52; 00359 2 986 58 96;

Fax: 003592980 32 47; 00359 2 986 58 96;

E-mail: office@sd-legal.com

C

Canada, Vancouver

2864 Cottonwood Street, Abbotsford BC V4X 1K5

Tel: (778) 786 2562

Fax: (604) 857 1467

E-mail: imbenzi@shaw.ca

Croatia, Zagreb

ILICA 43/11, 10000 Zagreb, Croatia

Tel: +385 I 484 6405

Fax: +385 1 492 1874

Email: info@kenyaconsulate.hr

Cyprus, Nicosia

20 Omirou Avenue 1097

P.O. Box 20342, 2151 Nicosia, Cyprus

Tel: +357-22671313

Fax: +357-22671166

Email: nicostorn@cytanet.com.cy

Canada, Toronto

41 Lesmil Road

Toronto,Ontario

Canada M3B 2T3

Email : sunir@conros.com

Tel +1 416 752 4125

Cell: +1 416 357 0013

Email: +1 416 751 1033

G

Germany, Hamburg

Lehmweg 7

20251 Hamburg

Tel: +49 40 30 304 229/8

Cell: +49 171 204 5635

Email: breitngross-kappa@gmx.com

Greece, Athens

126th Solonos street, 10681 Athens, Greece

Tel: +30 210-38.39.259

Fax: +30 210 -38.05.113

E-mail: info@kenyagreece.com

148

H

Hong Kong and Macau Special Admin

Regions

Unit 1901, 19/f, Far East finance center

16 Harcourt Road, Admiralty, Hong Kong

Tel: +852 252 05000

Fax: +852 252 01600

E-mail: general@kenyaconsulate.org.hk

121

Strategic Plan 2013/14-2017/18

I

India, State of Maharashtra Mumbai

73, Maker Chambers IV

7th floor

Nariman Point

Mumbai- 400021

Tel: +91-22-22029022/22029130/22027370

Fax: +91-22-22850352

E-mail: kenyaconsulate@hotmail.com or

46iptc@vsnl.net

India, Kolkata

8/1 Russa Road East, 1st Lane, Kolkata 700033

Tel. 913340051640

E-mail: kenyaconsulkolkata@yahoo.com

Indonesia, Jakarta

Royal Industries Indonesia

OL 2 30-32, Bellagio Office Park, Mega Kuningan,

Jakarta, Indonesia

Tel: +622130066151-53

Fax: +62213066155/66

Israel, Jerusalem

14 Hai Taib Street, Har Nof Jerusalem

Tel. 036914242

Fax: 036914646

E-mail: grofmanoffice@faire.co.il

Italy, Milan

Honorary Consulate of Kenya,

Largo Augusto 8 – 20122, Milan

Tel: +390276281512

Fax: +39024692716

Email: hcmilano@consulateofkenya.it

J

Japan: Nagoya City & Chubu Region

16f, Century Toyota Building

4-9-8, Meieki, Nakamura-ku

Nagoya-shi, Arichi Pref.

450-8575, Japan

Tel: 052-584-5019

Fax:0525845050

Jordan: Amman

6th circle, Zahran Street, Building No. 198

Emmar Towers Wing A

Tel:+96265777277

Fax: +96265777407

Email: consul@kenya-

jo.com/amjadyacoub@gmail.com

L

Lebanon, Beirut

150, Badaro Street, Fawaz Building, Beirut

Tel: +961 (0) 383 006 – 384 006

Fax: +961 (0) 396 006

M

Morocco, Casablanca

122, Bd d’Anfa Casablanca

Tel: +2125224755454

Fax : +212522470937

GSM +212669111111

E-mail: consulhonorarykenya@gmail.com/

abajaber@hotmail.com

Principality of Monaco

Monte Carlo Palace

7 Boulevard des Moulins, Monaco

Tel. +377 97 98 53 33

Email: gkent@abercrombiekent.com

P

Pakistan: Karachi

F/61-F, Near Philips Electrical Industries

S.I.T.E. Karachi-75700, Pakistan

Makati City 1200, Manila Philippines

Tel: +92 21 32578423/32578588

Mobile: +92(0) 333-2291159/0320-2291159

149

Fax: +92 21 32578134

Email: hrazk@cyber.net.pk or

hanifjanoo@gmail.com

The Philippines, Manila

4thFloor, Grepalife Buliding, 221 Sen. Gill Puyat

Avenue, Makati City 1200

Manila Philippines

Tel: +(63) 2 889-8287

Fax: +(63) 2 889-8286

Email: consulateofkenya.manila@yahoo.com

S

Serbia, Belgrade

Pere Cetkovica 8, Belgrade 11000, Serbia

Tel: +38112624885

Email: ifp2@ikomline.net

Singapore, City of Singapore

314 Tanglin Road

#01-08

(Phoenix Park Office Campus)

Singapore, 247977

Tel: +65 6220 5056

Fax: +65 6235 5690

Email: info@kenyaconsulate.sg

U

Ukraine, KYIV

Home: Ukraine,

01133 Kiev

77 Appt. 36-b Schortsa Street

Office: Ukraine 01014,

Kiev 18 Sorochynska Str

Cell+380503514581

Landline +380444515551

Office+380445695591

Fax: +380442860106