Ict Ministry Strategy Plan

REPUBLIC OF KENYA
MINISTRY OF INFORMATION AND COMMUNICATIONS
STRATEGIC PLAN
2006- 2010
June 2006
MIC Strategic Plan 2004-2009

TABLE OF CONTENTS
Page
ACRONYMS ..................................................................................................................................................iv
Foreword by the Hon. Minister ....................................................................................................................... v
Statement by the Permanent Secretary ........................................................................................................vi
EXECUTIVE SUMMARY ............................................................................................................................. vii
CHAPTER ONE………………………………………………………………………………………………….……..1
1.0. INTRODUCTION..................................................................................................................................... 1
1.1. Historical Background of the Ministry ……………………………………………………………………….1
1.2. Rationale for the Strategic Plan .......................................................................................................... 1
1.3 Methodology of Developing the Plan ................................................................................................... 2
1.4. Organisation of the Plan ..................................................................................................................... 3
CHAPTER TWO ……………………………………………………………………………………………………….4
2.0 INSTITUTIONAL REVIEW....................................................................................................................... 4
2.1 Background ......................................................................................................................................... 4
2..2. Past Performance ............................................................................................................4
2.3 Current Mandates ............................................................................................................................. 5
2.3.1 Vision.............................................................................................................................5
2.3.2 Mission...........................................................................................................................5
2.3.3 Core functions…………………………………………………………………….………………….…5
2.3.4 Policy Priorities…………………………………………………………………….……………..…….5
2.3.5 Core Values .......................................................................................................................... 5
2.4 Organisational Structure and Staffing ............................................................................................. 6
2.4.1.Management and Support Services and Department .........................................................6
2.4.2. Department of Information ..............................................................................................7
2.4.3. Kenya Institute of Mass Communication...........................................................................7
2.4.4. Department of Film Services ...........................................................................................8
2.5. Parastatals ........................................................................................................................................ 8
2..5.1 Kenya Broadcasting Corporation .....................................................................................8
2..5.2 Telkom Kenya Limited ....................................................................................................8
2.5.3.Gilgil Telecommunications Industries ................................................................................9
2.5.4 Postal Corporation of Kenya.............................................................................................9
2.6. Semi -Autonomous Government Agencies ................................................................................... 9

2..6.1 National Communications Secretariat...............................................................................9
2..6.2 Communications Commission of Kenya ...........................................................................9
2..6.3 Communications Appeals Tribunal...................................................................................9
2.6.4 Kenya Film Censorship Board .........................................................................................9
2.6.5 Kenya College of Communications Technology ...............................................................10
2.7 Structure of the Ministry....................................................................................................10
2.7.1 Staffing Levels………….…………………………..………………………………10
CHAPTER THREE……………………………………………………………………………………………………14
3.0 SITUATIONAL ANALYSIS ................................................................................................................ 14
3.1 Legal Framework ................................................................................................................................... 14
MIC Strategic Plan 2006-20010 ii
3.2 Environmental Scan………………………………………………………………….......................................15
3.2.1 External Environment.......................................................................................................................... 15
3.2.2 Internal Environment........................................................................................................................... 19
3.2.2.1 SWOT Analysis……………………………………………………………………………………..19
3.2.3 Stakeholder Analysis ....................................................................................................................... 19
CHAPTER FOUR ………………………………………………………………………….……21
4.0. STRATEGIC ISSUES AND OBJECTIVES……………………………………………………………...........21
4.1. Strategic Issues ................................................................................................................................ 21
4.2. Strategic Objectives....................................................................................................................... 22
CHAPTER FIVE………………………………………………………...…………………………………………….25
5.0 STRUCTURE OF THE MINISTRY ................................................................................................... 25
5.1. Background Information ................................................................................................................ 25
5.2. Current Structure of the Ministry .................................................................................................. 26
5.3 key Structural Recommendations ................................................................................................ 27
5.3.1. Department of Information.............................................................................................27
5.3.2. Department of Film Services .........................................................................................27
5.3.3 Kenya Film Commission ...............................................................................................28
5.3.4 Kenya Film Censorship Board ........................................................................................28
5.3.5. Kenya Institute of Mass Communication.........................................................................28
5.3.6 Management and Support Services and Department…………………………………………….28
5.3.7 Directorate of Communications …………….………………………………………....……………28
5.3.8 National Communications Secretariat……………………………………………………..…........29
5.3.9 Proposed Ministry Structure……………………………………………………………………..….30
CHAPTER SIX………………………………………………………………………………………………….. 31
6.0. RESOURCE MOBILIZATION……………………………………………………………………… 31
CHAPTER SEVEN…………………………………………………………………………………….….…………..32
7.0. STRATEGIC PLAN IMPLEMENTATION......................................................................................... 33
Appendix I: Implementation Matrix.......................................................................................................... 33
Appendix II: Staffing Level Analysis....................................................................................................... .44
Appendix III: References ......................................................................................................................... 48
MIC Strategic Plan 2006-20010 iii

ACRONYMS
ACU Aids Control Unit
ADI Assistant Director of Information
AFRALTI African Regional Telecommunications Institute
AGOA African Growth Opportunity Act
CCK Communications Commission of Kenya
COMESA Common Market for Eastern and Southern Africa
COMTEL COMESA Telecommunications Project
DFS Department of Film Services
EAC East African Community
ERSWC Economic Recovery Strategy for Wealth and Employment Creation
EU-ACP European Union- African, Caribbean and Pacific Countries
GDP Gross Domestic Product
GTI Gilgil Telecommunications Industries
ICT Information and Communication Technology
IGAD Inter-Governmental Authority on Development
ITU International Telecommunications Union
JKUAT Jomo Kenyatta University of Agriculture and Technology
KBC Kenya Broadcasting Corporation
KCCT Kenya College of Communications Technology
KFCB Kenya Film Censorship Board
KFC Kenya Film Commission
KFPA Kenya Film Producers Association
KFTPA Kenya Film and Television Professionals Association
KIMC Kenya Institute of Mass Communication
KNA Kenya News Agency
KNFA Kenya National Film Association
KUJ Kenya Union of Journalists
MDGS Millennium Development Goals
MIC Ministry of Information and Communications
MOT Ministry of Transport
MPIT Ministerial Performance Improvement Teams
MPER Ministerial Public Expenditure Review
MTEF Medium Term Expenditure Framework
MTWL Ministry of Tourism and Wildlife
MWIT Ministerial Work Improvement Teams
NCS National Communications Secretariat
NEPAD New Partnership for African Development
NIC Newly Industrialised Country
NGOs Non-Governmental Organizations
PAPU Pan African Postal Union
PCK Postal Corporation of Kenya
PEM Public Expenditure Management programme
PER Public Expenditure Review
PRSP Poverty Reduction Strategy Paper (Process)
PTO Public Telecommunication Operator
SAGA Semi Autonomous Government Agency
SMART Specific, Measurable, Achievable, Realistic and Timely.
SWOT Strengths, Weaknesses, Opportunities and Threats
TKL Telkom Kenya Limited
UPU Universal Postal Union
URTNA Union of Radio and Television Networks in Africa
USIU United States International University of Africa
VOK Voice of Kenya
MIC Strategic Plan 2006-20010 iv
Foreword by the Honourable Minister
I have the pleasure to present to you the Ministry of Information and Communications Strategic Plan for the
period 2006- 20010. The Plan is the outcome of extensive consultations between the Ministry and key
stakeholders that included the departments and parastatals under the Ministry. The Plan has adopted
various approaches that aim at improving productivity in the Ministry and facilitate the growth of the
Information Communication Technologies ( ICT) sector in the country as well as the region.
The ICT sector is a key catalyst in accelerating socio-economic development process in the country as it
enhances productivity of other sectors. It also helps to promote trade and industrial development, reduces
poverty, creates, wealth, as well as empowering people to meet the challenges of the 21st century and the
Millennium Development Goals (MDGS). The sector is one of the fastest growing in the country, as a result
of various reforms undertaken since 1997 that included restructuring, liberalization, introduction of
competition and effective regulatory framework.
The Ministry has been facing many challenges in its endeavour to provide efficient, reliable and affordable
services. Some of the main challenges include, financial and budgetary constraints, poor support
infrastructure like roads and electricity, obsolete equipment, slow rate in adoption of ICT technologies and
provision of reliable and affordable services. To address these problems, new approaches are being
adopted to improve service delivery and accountability in the public service. My Ministry will create an
enabling environment to enlist greater support of the private sector, enhance regional integration, promote
provision of services to areas that are not commercially viable such as remote, marginal and border areas
through the Rural Telecommunications Programme, establishment of Universal Access Fund, and provision
of community radios and telephone services. Emphasis will be placed in bridging the digital divide between
the rural and urban areas.
The ICT sector is now one of the most attractive investment destinations in the country since it provides
investment opportunities to large investors, the youth and low income entrepreneurs. The overall objective
of my Ministry in collaboration with stakeholders is to create a knowledge-based information society that will
enable the country to meet the challenges of the 21st century. In addition an e-government strategy has
been initiated to provide electronic delivery of public services. This will improve efficiency and reduce the
cost of accessing the services.
In order to streamline various activities in the sector, my Ministry in collaboration with other players has
prepared an ICT Policy. The Policy is expected to stimulate investment in the country, mobilize resources
and increase Public-Private sector Partnership. It is anticipated that the policies also will assist in
increasing access to ICT services, ensure affordability and create employment opportunities. I believe that
the Strategic Plan will play a critical role in enhancing the performance of the sector and spur the country’s
socio-economic development.
Hon. Mutahi Kagwe

Minister for Information and Communications
MIC Strategic Plan 2006-20010 v

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

Permanent Secretary
MIC Strategic Plan 2006-20010 vi

Executive Summary
The Strategic Plan for the Ministry of Information and Communications covers the period 2005-2009. It
reviews the strengths, weaknesses, threats and opportunities; presents the Ministry’s Vision, Mission,
Values, and Objectives; and sets the Ministry’s strategies and goals.
The Plan takes in stride the Ministry’s commitment to the national goals of:
a) Poverty reduction,
b) Wealth and employment creation,
c) Infrastructure development,
d) Promotion of trade,
e) Industrial development,
f) Good governance and the rule of law,
g) Accessible, equitable and affordable education,
h) Regional and International Cooperation, and
i) Millennium Development Goals (MDGs)
The Strategic Plan takes into account the Ministry’s commitment and responsibility to develop and promote
Kenya’s Information and Communications Sector as an attractive investment field.
The overall goal of the Ministry is to facilitate the provision of equitable and affordable quality information
and communications services through:
a) Development and improvement of the information and communications infrastructure,

b) Ensuring efficient management and regulation of ICT sector,
c) Ensuring availability of well trained professionals in ICTs sector,
d) Promotion and development of the ICTs industries,
e) Informing, educating and entertaining, and
f) Enhancement of government image through provision of public relation services.
The plan examines the local and external factors that are likely to influence the Ministry’s activities and
incorporates them in the development strategies. Following a review of the Ministry’s functions,
recommendations are made on merging certain functions under departments within the Ministry or with
others under different Ministries to remove overlaps and duplications.
It seeks to strengthen the delivery of services and proposes to establish a Department of IT and create a
semi-autonomous Institute of Mass Communications for human resources capacity building. Kenya Film
Commission has been established to market Kenya as a major Filming destination. It also recommends
strengthening of KFCB.
The plan outlines the major strategic objectives to be implemented within the plan period, indicating the
major activities, implementation strategies, monitoring and evaluation plan, financial requirements and
proposes new ministry structures. The plan also envisages mobilisation of resources beyond Central
Government’s budgetary allocations and outlines some of the potential sources of funds and how they may
be identified.
The Ministry intend to accomplish these strategic objectives by:
a) Developing a workforce that is well trained and professional

b) Embracing a customer responsive culture in its service delivery
c) Improving collaborative linkages with its stakeholders
MIC Strategic Plan 2006-20010 vii

d) Strengthening financial systems that ensure the effective and efficient use of taxpayers money through
upholding its values of integrity and accountability.
e) Making more effective use of ICT.
Noting that successful implementation of the Plan will require an effective mechanism of ensuring that
activities are carried out as planned, the Ministry will engage in a process of monitoring and evaluation that
will involve its key stakeholders.
MIC Strategic Plan 2006-20010 viii

CHAPTER ONE
1.0. INTRODUCTION
1.1 Historical Background of the Ministry

Whereas the Ministry of Information and Communications was constituted in June 2004, it is composed of
one of the oldest Departments in the history of Kenya Civil Service. The Information and Broadcasting Sub-
Sector started in the 1920s when the colonial government decided to create Kenya Information Services.
The Kenya Institute of Mass Communication (KIMC) joined the sub-sector much later to provide the much
needed human resources in the mass media. After a series of changes in structure and mission at
independence in 1963, the information service was a subordinate department of the Ministry of
Constitutional Affairs and Administration. In June 1963, the Ministry of Information, Broadcasting and
Tourism was created. Its mandate included Broadcasting and Television Policy, Broadcasting Advisory
Board, Film Licensing and Censorship, Government Film Projects, Information Services, Kenya News
Agency (KNA) and Press Office, Kenya Government Public Relations, Liaison with Tourism Associations,
Promotion of Tourism, Voice of Kenya (VOK) Administration and Control.
In 1965, the Tourism portfolio was removed from the Ministry and it was renamed the Ministry of Information
and Broadcasting. Following the government reorganisation of 2000, the Ministry was merged with the
Ministry of Transport and Communications. In June 2001 the Information and Broadcasting sector re-united
with the Department of Tourism to form the Ministry of Tourism and Information and in June 2004 it was
merged with the Communications Section in Ministry of Transport and Communications to form a new
Ministry of Information and Communications. The Communications Sub-Sector includes
Telecommunications, Postal Services, Broadcasting and Information Technology Services. In its current
form, the Ministry is a one stop shop that covers all ICT activities including Administration of Information and
Communications Technologies, Policy Formulation and Implementation, Regulatory, Infrastructure
Development and Human Resource Development.
1.2. Rationale for the Strategic Plan
The Government’s key policy papers that include the Poverty Reduction Strategy (PRSP) and the Economic
Recovery Strategy (ERS) for Employment and Wealth Creation emphasize the need for efficiency and
better management in the utilization of public resources, to enable the Government achieve its strategic
objectives of growth, productivity, cost recovery and improvement in service delivery. The rationale for this
Strategic Plan is therefore to make the Ministry more responsive to the sector requirement and create an
enabling environment for realisation of Government Development Goals.
The ICT Sector is increasingly becoming more important as a powerful tool for accelerating the country’s
economic development. Considering that the attainment of ERS can be largely achieved through sufficient
growth in investments, diversification and competitiveness of the country’s products and expansion of the
private sector, it is imperative that the Ministry is well positioned to optimise its contribution to the recovery
process. It is in this context that this Strategic Plan has been developed as a roadmap to attain the
objectives. Furthermore, ICT infrastructure is an important conduit for change as well as achieving rapid
and sustainable development.
This Strategic Plan lays ground for enhanced performance of the Ministry that is premised on proper
utilisation of resources, arising from clearly identified goals, targets and core functions, determination of
appropriate staffing levels, as well as better and enhanced staff performance based on achievement of set
objectives and targets within the Ministry. The Plan is basically meant to serve the following purposes:
MIC Strategic Plan 2006-20010 1

1.2.1 Stimulating Forward Thinking and Establishing Future Direction
In addressing the negative tendencies such as complacency, resistance to change, defenders of the status quo
and undertaking mainly routine activities in the Ministry, the Strategic Plan will encourage innovativeness,
creativity, invention, visionary management and pro-activeness among staff. The Plan provides the framework
for establishing a sense of direction and purpose as well as a mechanism for ensuring that the Ministry remains
on the right path in service delivery, change of mind sets, influence tradition and habit in order to improve work
ethics.
1.2.2 Enhancing Teamwork and Motivation.
In light of the participatory nature of the strategic planning, the staff in the ministry will be encouraged to nurture
shared goals. This joint effort will motivate the officers to be focussed on working towards attaining the
Ministry's objectives, enhance support for each other and improve productivity. The strategic development
process will therefore results in improved employee knowledge of the organization, better communication
across levels and functions, improved managerial skills, improved job satisfaction, increased investment and
commitment to the organization.
1.2.3 A Tool for Resource Mobilization and Stakeholder Support.
The Plan aims to enhance the credibility and image of the Ministry. It will give direction and thereby encourage
Development Partners to provide technical assistance, loans and grants. The Plan will also be used for optimal
resource utilisation.
1.3 Methodology of Developing the Plan
In preparing the Plan, consultations were held with key Ministry personnel and other stakeholders.
Literature review on public sector reform and other pertinent change management facets was done. Some
of the main documents studied include:
a) The Economic Recovery Strategy Paper for Employment and Wealth Creation
b) The Poverty Reduction Strategy Paper
c) National ICT Policy
d) Performance Contract for the Permanent Secretary in the Ministry
e) Ministry Rationalisation Report
f) Ministerial Public Expenditure Review
g) Public Expenditure Review
The Secretariat used the information gathered from the literature review, workshops, and interviews with
Heads of Departments and other staff as well as written submissions received from the Heads of
Departments to undertake the situation analysis and in deriving the policy options that the Ministry has to
consider over the plan period. In developing the new structure for the Ministry, the Secretariat reviewed the
institutional bottlenecks that have been undermining effectiveness in service delivery and ways of
shortening the consultative process.
In computing the resource requirements for the implementation of the Plan, the Secretariat looked at
previous expenditure levels and particularly the 2005-2008 MTEF figures and the budget figures for the
financial year 2005/6, which were released as the plan was being finalised. The financial projections were
then adjusted for expected gains in efficiency over the plan period due to increased use of ICT, efficient use
of resources and improved performance of state corporations.
1.4. Organization of the Plan
The Report is structured into three Parts:
Part I is the preamble and consists:
i) Table of Contents
ii) Acronyms
iii) Foreword by Honourable Minister
iv) Statement by the Permanent Secretary
v) Executive Summary.
Part II is the main body of the Plan and consists of eight chapters namely:
i) Introduction
ii) Institutional Review
iii) Situation Analysis
iv) Strategic Issues and Objectives
v) Ministry Structure to deliver the Objectives
vi) Resource Mobilisation
vii) Monitoring and Evaluation
viii) Conclusions
Part III Consists of the Appendices namely:
i) Appendix (i) Implementation Matrix

ii) Appendix (ii) Staffing levels Analysis
iii) Appendix (iii) References

CHAPTER TWO
2.0 INSTITUTIONAL REVIEW
2.1 Background
The Information and Communications Technology sector plays a vital role in the country's economic development
in terms of GDP contribution, foreign exchange earnings and employment. In the context of national economy,
growth of Information and Communications sector has a catalytic effect to the growth of other sectors. The sector
is therefore important for the government to achieve its targets in Economic Recovery Strategy Paper for Wealth
and Employment Creation.
The Information and Broadcasting sub-sector includes gathering and dissemination of news and information
through Radio and Television, Training of Mass Media Personnel, Information Marketing, Advertising and Image
building. The sub-sector, through press accreditation also regulates the activities of local and foreign journalists to
ensure upholding of mass media communication professionalism and ethics. Filming as part of Information and
Broadcasting, has a positive impact in the economy through job creation and provision of foreign exchange
earnings. The sub-sector regulates the film industry through film classification, licensing of film crews and
promotion of Kenya as a film making destination.
The communications sub-sector comprises the tele-communications, the Information Communications

Technologies (ICTs), and the Postal Services. The Government has undertaken a broad range of policy reforms
since 1997 with the aim of expanding communications infrastructure to improve service delivery and
competitiveness within the sector. Following liberalization, competition has increased the penetration of ICT
services, boosted tele-density and provided consumers with a variety of choices. However, the current state of
ICT infrastructure is still a major hindrance to the country’s full exploitation of the economic and commercial
potential of the sector. Consequently, the Ministry will over the plan period implement policies and programmes to
facilitate the fast development of ICT infrastructure in Kenya. The Ministry will also restructure the sector and
provide an enabling environment for private sector participation in the development of ICT infrastructure and
provision of services.
2.2. Past Performance

Based on the prevailing circumstances and numerous constraints since its establishment, the Ministry’s
past performance can be said to be modest. The Ministry was able to facilitate and provide infrastructure
and service for tele-Communications and Postal Services as well as ensure provision of news and
information through KBC and KNA. The Ministry also regulated and marketed the film industry and
contributed significantly to the development of skilled manpower in communications and mass media
through KCCT and the KIMC.
The information and film industry has not developed to the expected levels mainly due to past monopolistic
policies, lack of competition and reduced investment by both the public and private sectors. With the
liberalisation of the media, there has been significant improvement in the news coverage. However, the
performance in the Ministry remains wanting due to poor facilities, lack of skilled and experienced
manpower, poor remuneration and inhibitive working environment.

2.3 Mandate
The mandate of the Ministry as derived from Presidential Circular No. 1/2004 of September 2004 includes
Information and Broadcasting Policy, Development of the Film Industry and Licensing, Kenya Broadcasting
Corporation, Kenya News Agency, Kenya Institute of Mass Communication, Kenya Film Censorship Board,
Communications Policy, Communications Commission of Kenya, Telkom Kenya Limited, Postal Corporation
of Kenya, National Communications Secretariat, Communications Appeal Tribunal, Kenya College of
Communications Technology and Gilgil Telecommunications Industries.
2.3.1 Vision
“Kenya becomes a world class centre of excellence in ICT”.
2.3.2. Mission
“To facilitate ICT development in Kenya.”
2.3.3 Core Functions
The functions of the ministry are to:
a) Formulate ICT Policy

b) Implement ICT policies
c) Facilitate Development of ICT in Kenya
d) Regulate consumption of films in Kenya
e) Encourage a conducive work environment and good health
f) Encourage the development of ICT capacity in the country
g) Regulate production of film in Kenya
h) Develop capacity in mass media
i) Enhance Public Access to Information
2.3.4 Policy priorities
In fulfilling its core functions, and in light of the prevailing environment, the Ministry has adopted the
following main policy priorities:
a) Implement the service charter of the Ministry

b) Capacity building in ICT sector
c) Re-tooling (modernization of equipment)
d) Mainstreaming HIV/AIDS, health and safety activities in the core functions of the ministry
e) Facilitate development of knowledge based information society
f) Continuous review of schemes of service domiciled in the Ministry
g) Promote Public Private Partnership in ICT development
h) Continuous review of the legal framework
i) Promote Regional and International Corporation in ICT issues
j) Creation of employment through outsourcing of ICT services
K) Periodically review and update National ICT Policy to facilitate development of the ICT sector.
2.3.5 Core Values
The core values are:

a) Integrity
b) Customer Orientation & Service Excellence
c) Creativity and Innovativeness
d) Efficiency and Effectiveness
e) Professionalism
f) Teamwork & Ownership
g) Courage, Dedication and Patriotism
h) Social Responsibility
i) Uphold human Rights
2.4 Organizational Structure and Staffing
The Ministry has the following Departments, Parastatals and Other bodies:
2.4.1 Management and Support Services Department
The Ministry’s Headquarters role is to formulate, co-ordinate and administer public policy for promotion and
development of Information and Communications sector and offers support services. This department has various
divisions that include Administration, Human Resources, Finance and Accounts; Economic Planning, Procurement,
Aids Control Unit and Public Relations. These divisions perform different specialized duties that collectively ensure
the smooth running of the Ministry.
2.4.1.1 Administration
The Division is responsible for overall administration and management of the Ministry’s Departments and
supervision of the Parastatals under its mandate. The Division also includes Transport Services, Office
Superintendent and General Registry.
2.4.1.2 Human Resource Management and Development Division

The Division interprets policies and provides services pertaining to Human Resource Management and
Development to other departments and parastatals in the Ministry. It deals with appointments, complement
control, personnel records, discipline, salaries, staff training and development.
2.4.1.3 Central Planning and Project Monitoring Division
The Division is responsible for micro and macro-economic policy, economic planning and analysis of
development matters pertaining to the Ministry. This includes assisting departments to prepare short and
medium term plans in line with the Ministry’s strategic objectives, goals and mission. The Division is also
responsible for the Monitoring and Evaluation of the implementation of all the Ministry’s plans in liaison with
the Ministry of Planning and National Development.
2.4.1.5 Accounts
The Accounts Division, in liaison with the Finance Division, advises the Accounting Officer on all accounting
matters pertaining to the Ministry. The key goals of the division are to:
a) Ensure effective requisitioning and disbursement of funds for implementation of all the Ministry’s
activities.
b) Ensure timely accounting for all Appropriation in Aid and expenditures of the Ministry.
c) Prepare Financial Reports for use by the Ministry’s Departments and other stakeholders.
2.4.1.6 Finance
The Division is charged with the responsibility for financial management of the Ministry. These include the
Budget Rationalization Programme, Programme Review and Forward Budget, Draft /Revised Estimates and
Annual Revenue Estimates.
2.4.1.7 Procurement
The Division is responsible for implementation, upholding and maintenance of government policies on
procurement procedures. It is also responsible for procurement of goods, services and works for the
Ministry.
2.4.1.8 Internal Audit Unit
The Unit is responsible for strengthening internal controls and internal audit system in the ministry.
2.4.1.9 AIDS Control Unit
The Unit is responsible for dissemination on HIV/AIDS information. The fight against HIV/AIDS is multi-
sectoral and has been mainstreamed in the ministry spear-headed by ACU.
2.4.1.10 Public Relations Unit

The Public Relations Unit is responsible for enhancing and maintaining positive image of the Ministry.
2.4.1.11 Information Communication Technology (ICT)

The Information Communication Technology unit is responsible for designing, implementing and supporting
computer systems.
2.4.2 Department of Information
The department is responsible for gathering, processing, storing and dissemination of information for print and
electronic media; press accreditation; public relations; mass media research; public information, education and
communication campaigns; and international cooperation in the field of information and broadcasting. The
department has the following divisions:
a) Directorate of Information (advisory)
b) Provincial and District Information Services
c) Kenya News Agency
d) Mobile Cinema and Library Services
e) Rural Press and Publications
f) Photography
g) Central Media Services
h) Field Information Services
i) Technical Services
j) Provision of Public Relations services
2.4.3 Kenya Institute of Mass Communications
Kenya Institute of Mass Communication (KIMC) is a government training institution mandated to train
middle level mass media professionals/practitioners with specialized skills in Electronic and Print
Journalism, Radio and Television Programme Production, Film Making and Electronic/Telecommunication
Broadcasting Technologists. It also trains at postgraduate diploma level and is to introduce an
undergraduate degree programme in media production.
The Institute offers training through the following departments:

a) Production
b) Information
c) Engineering
d) Film Production Department
e) Media Advertising & Marketing
f) Post Graduate Studies Programme.
g) Technical and Maintenance services.
h) Media Production Centre (MPC)
The institute plans to produce, co-produce and disseminate video and radio programmes through its Media
Production Centre which offers post production services such as editing, dubbing as well as printing
services.
The Institute will strive to bridge the training gap to meet the strategies of the liberalization of the airwaves
within Kenya and the region.
2.4.4 Department of Film Services ( DFS)
The DFS was established in 1982 to produce films that influence the public on Government development
policies and programmes. Currently, the Department is responsible for developing and coordinating all
matters pertaining to the film industry in the country. The Department is composed of the following:
a) Film Licensing and Liaison Services
b) Film/Video Inspection
c) Camera/Sound
d) Production
e) Editing
f) Dissemination
g) Film Library and Archive.
2.5 Parastatals
2.5.1. Kenya Broadcasting Corporation
Kenya Broadcasting Corporation (KBC) is a state corporation established by an Act of Parliament CAP 221 of the
Laws of Kenya to undertake public broadcasting services. Its main mandate is to inform, educate and entertain the
public through radio and television services and thereby propagate all that consolidates national unity, peace and
development. Its prime objectives are to:
a) Increase understanding among the people on government development policies and strategies
b) Impart knowledge on the process of effective communication with the public
c) Promote an effective approach to the use of Radio and Television as tools for National Development
d) Offer suitable entertainment services to the people of Kenya
KBC is implementing its recovery and restructuring programme aimed at upgrading and modernizing its
transmission equipment and facilities country wide. The ministry is supporting the programme by providing
funding. KBC has been carrying out its functional and staff rationalization to ease reporting system and cost
reduction. It re-launched the existing channels to improve service delivery to its listeners.
2. 5. 2 Telkom Kenya Limited
Telkom Kenya Ltd (TKL) is Kenya’s incumbent Public Telecommunication Operator (PTO) which was
established as a Limited Liability Company under the Companies Act (Cap 486) Laws of Kenya in 1997 and
commenced operations as body corporate in 1999. It is a state corporation that is charged with
responsibility of developing, operating and maintaining the telecommunications network in Kenya. Initially
the firm was given a five years exclusivity period which expired in June 2004 with the advent of competition.
A second National Operator is expected to be licensed soon to compete with TKL. The Corporation has
universal service requirements in its license and is obliged to provide e-interconnection facilities to other
duly licensed operators.
The Corporation is now undergoing major restructuring changes which include reduction of staff while
injecting new professionalism and private sector management practices. It intends to undertake a major
expansion and modernization programme aimed at raising its customer base by the year 2010, in an all-
digital automatic network. The vision of TKL is to be among the top 5 Public Telecommunications Operators
in Africa by 2010.
TKL is also implementing a number of projects including digitalization project aimed at expanding its capacity in all
major towns, while implementation of the Rural Telecommunication Development Programme is also underway.
2.5.3 Gilgil Tele-communication Industries.
Gilgil Telecommunications Industries (GTI) is a wholly owned Telkom Kenya subsidiary whose core function
is the manufacture and assembly of telecommunications terminal equipment accessories and outside plant
products. The Government intends to divest a substantial stake to a strategic equity partner in order to
increase its viability and expand the growth of the ICT through the availability of affordable terminal
equipment, accessories and outside plant products.
2.5.4 Postal Corporation of Kenya
The Postal Corporation of Kenya (PCK) was established by the Postal Corporation of Kenya Act (1998) to
provide communications, distribution and financial services. Currently PCK has a monopoly in stamp
production and provision of private letter boxes. It competes with private operators in all other market
segments. The Corporation is now being re-positioned to provide new products based on new info-
communication technologies with a view to remaining relevant in an increasingly competitive market
environment.
2.5.5 Kenya Film Commission
Kenya Film Commission was established by Legal notice No. 10 of 25th February 2004. The mandate of the
Commission is to develop and market Kenya as a filming destination.Under the general direction of the
Minister for the time being responsible for the development of films, the Commission is established for the
following purposes;
• To advice the government and all relevant stakeholders on matters pertaining to development, co-
ordination, regulation and promotion of a vibrant film industry in Kenya.
• To facilitate the provision of content development, funding and investment for film projects
• To undertake comprehensive and continuous assessment and resolution of the needs and problems of
the film industry.
• To market Kenya as a centre of excellence in film production in the region.
• To increase production opportunities through strategic alliances and Co-production treaties.
• To assist in the marketing, distribution, exhibition and dissemination of Kenyan films.
• To encourage, whether by the provision of financial assistance or otherwise, the proper keeping of Film
Archives in Kenya.
• To encourage investment in the development of film industry infrastructure.

• To identify critical training needs of the film industry with a view to enhancing the capacity of industry
practitioners at entry and advanced levels.
• To maintain a database of equipment, personnel and production facilities available locally.
• Facilitate the expansion of the commission activities nationally.
• Facilitate the protection of film related intellectual property rights.
• Any other facilitative role that the commission may deem necessary.
2.6 SEMI AUTONOMOUS GOVERNMENT AGENCIES (SAGAS)

2.6.1 National Communications Secretariat
The National Communication Secretariat (NCS) was established through the Kenya Communications Act of 1998 to
advise the Government on the info-communications policies. The Secretariat was formed through Kenya gazette
notice of 15th February 1999. Its mandate includes advising on policies, management and technological
development, carrying out specialized research and conducting continuous review of development under info-
communications sector.
2.6.2 Communications Appeal Tribunal
The Kenya Communications Act, 1998 also established a Communications Appeal Tribunal for the purpose of
arbitrating in disputes between parties in the Communications Sector.
2.6.3 Communication Commission of Kenya

The Communication Commission of Kenya (CCK) was established by the Kenya Communications Act,
1998 as the regulatory body for the Communications Sector to regulate telecommunications, postal and
radio communications services. The specific functions of the Commission include: issuance of licenses,
price regulation, establishment of interconnection principles, type approval of equipment, manage the radio
frequency spectrum and fostering fair competition and access in the sector. The emphasis will be on
facilitation of investments, promoting fair competition and fostering universal access to ICTs.
2.6.4 Kenya Film Censorship Board.
The Kenya Film Censorship Board (KFCB) was established in the 1930s with a regulatory function to
ensure that films screened to the public are in line with the national aspirations and culture. The Board
discharges its functions as per the Films and Stage Plays Act Cap. 222 of the Laws of Kenya. The Board
mandate includes classification of films, registration of video businesses, and examination of posters,
publicity materials and video inspections. In keeping with technological changes KFCB plans to re-brand
itself as Kenya Film Classification Board.
2.6.5 Kenya College of Communications Technology
The Kenya College of Communications Technology (KCCT) is a semi-autonomous subsidiary of CCK whose
core function is Human Resource Development for the ICT sector. The college has three campuses at
Mbagathi, Loresho and Telposta Towers in the Nairobi which offer courses related to electronics engineering,
information technology, postal studies, that include certificate, diploma, degree and postgraduate level.
2.7 Structure
In addition to existing departments, the Ministry also proposes to establish a fully fledged IT Department to
deal with matters relating to IT development in Kenya. Successful implementation of this Strategic Plan will
require a change in the Ministry’s current structure to take account of its new role and status. (Figures 1-4
shows current departmental structures). The proposed structure in figure 6 defines the allocation of
responsibilities and powers, reporting relationships, processes and hierarchy levels.
2.7.1 Staffing Levels

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

5.2 STRUCTURE
FIGURE 5. Current Structure of the Ministry.
Minister
Assistant Minister Assistant Minister
Permanent Secretary
1. Kenya Broadcasting Corporation

2. Postal Corporation of Kenya
3. Telkom Kenya
4. Kenya college of Communications Technology
5. Communications Commission of Kenya
6. Kenya Film Censorship Board
7. National Communications Secretariat
8. Telkom Kenya
9. Gilgil Telecommunications Industries
10. An Appeal Tribunal
Senior Deputy Chief Finance Chief Economist Chief Executive

Secretary Officer. Secretary KFCB Director of R
Information
DS/Administr DS/Commu Deputy Deputy Director Principal KIMC Director of Film Senior Deputy
ation nications Deputy Chief Chief Human Resources Services Director of
Finance Economist Management Information Q
Officer.
Aids Under Accounts Public Deputy Director

control unit Secretary Controller Relations Deputy Chief of Film Services P
Officer Principal Procurement Information
Information KIMC Officer

FIGURE 2: CURRENT DIRECTORATE OF INFORMATION
PERMANENT SECRETARY
SECRETARY
R
DIRECTOR OF INFORMATION
SENIOR DEPUTY DIRECTOR Q
DEPUTY DIRECTOR DEPUTY DIRECTOR DEPUTY DIRECTOR

(KENYA NEWS DEPUTY DIRECTOR (PUBLIC AND (FINANCE &
AGENCY) (OUTREACH SERVICE) FOREIGN RELATIONS) ADMINISTRATION) P
ADI/ ADI IT ADI/KENYA ADI/PIOs ADI/RURAL ADI/MOBILE ADI/CENTRAL PROS PRESS PUBLIC
ELECTRONIC /TECHNICAL
SERVICES
NEWS (8) PRESS & CINEMA MEDIA ATTACHE RELATIONS N
MEDIA AGENCY PUBLICATION SERVICES OFFICER
S
PRESS
CENTRE
FEATURE
DESK
SECTIONAL
ENGINEER
HEAD OF
KNA
CHIEF
INFORMATIO
BUREAU CHIEF
INFORMATION
CHIEF
INFORMATION
CHIEF MEDIA
RESEARCH
M
OPERATIONS N OFFICER CHIEFS OFFICER OFFICER OFFICERS
PROCUREMENT
OFFICER
EXECUTIVE OFFICER
DEPUTY
SECTIONAL
INFORMATION
OFFICER
DEPUTY
SECTIONAL
OPERATIONS
SUPERVISOR
EDITORIA
L STAFF
DISTRICT
INFORMATION
SENIOR
INFORMATION DISSEMINATORS
SENIOR MEDIA
RESEARCH
ACCOUNTANT STAFF
TRANSPORT OFFICER
L
ENGINEER PROCUREMENT STAFF
ENGINEER OFFICERS OFFICER OFFICERS
SUPPORT STAFF
PRINTERS
TECHNICAL
STAFF
OPERATIONS
STAFF
INFORMATIO
N OFFICERS
K&
MEDIA BELOW
RESEARCH
OFFICERS

FIGURE 3: KIMC CURRENT ORGANIZATION CHART
PERMANENT SECRETARY
PRINCIPAL
DEPUTY PRINCIPAL/SENIOR
PRICIPAL LECTURER.
ADMINISTRATION
SECRETARY
PRINCIPAL PRINCIPAL PRINCIPAL PRINCIPAL PRINCIPAL CHIEF
ADM. /FINANCE LECTURER
LECTURER LECTURER FILM LECTURER LECTURER PRINCIPAL
ENGINEERING TRAINING ACADEMICS INFORMATION TECHNICAL
TRAINING TRAINING INSTRUCTOR
RADIO/TV
TRAINING
CHIEF FILM
OFFICER (MPC) CHIEF
ACCOUNTS TECHNICAL SENIOR SENIOR SENIOR SENIOR SENIOR
CATERING/ OFFICER LECTURER LECTURER LECTURER LECTURER LECTURER
HOUSE KEEPING
TRANSPORT
SECURITY
PRODUCERS PERSONNEL
EDITORS LECTURER I LECTURER I LECTURER I SENIOR
SENIOR LECTURER I TECHNICAL
CAMERA MEN LECTURER I
INSTRUCTOR I
TECHNICAL
DESIGNERS OFFICER
TECHNICAL LECTURER LECTURER II LECTURER LECTURER LECTURER TECHNICAL

OFFICER I INSTRUCTOR I
II II II II
ELECTRONIC ASSISTANT ASSISTANT

TECHNICIANS
LECTURER LECTURER ASSISTANT ASSISTANT ASSISTANT
LECTURER LECTURER LECTURER

FIGURE 4: CURRENT ORGANIZATIONAL STRUCTURE OF THE FILM DEPARTMENT
PERMANENT SECRETARY
DIRECTOR OF FILM SERVICES

Q
P
DEPUTY DIRECTOR/ADMINISTRATION DEPUTY DIRECTOR/TECH. SERVICES
N ASST. DIRECTOR ASST. DIRECTOR ASST. DIRECTOR ASST. DIRECTOR ASST. DIRECTOR
ADMINISTRATION ARCHIVE/DISSEMINATION TECHNICAL SERVICES FIELD SERVICES LICENSING/LIAISON
SERVICES
CHIEF CHIEF CHIEF CHIEF CHIEF CHIEF

M FILM OFFICER FILM OFFICER FILM OFFICER FILM OFFICER FILM OFFICER FILM OFFICER
SOUND CAMERA PRODUCTION EDITING ARCHIVE LICENSING
M CHIEF CHIEF CHIEF CHIEF CHIEF

FILM OFFICER FILM OFFICER FILM OFFICER FILM OFFICER FILM OFFICER
MOMBASA ELDORET KISUMU EMBU NAKURU
L
FILM OFFICERS AND FILM ASSISTANTS

CHAPTER THREE
3.0 SITUATION ANALYSIS

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

Other Acts that impact on the sectors performance include the Monopoly and Price Control Act, Copy Right
Act, Act on Privacy, Official Secrets Act, the Science and Technology Act of 1990 and the Local
Government Act. All these Acts need to be reviewed in tandem with changing technology.
3.2 Environmental Scan
3.2.1 External Environment
This part gives an analysis on the external environment in which the ministry is operating in and highlights
the impacts on its ability to achieve its mission and thus realize its vision. The scan looks at political,
economic, social, technological and environmental factors both at micro and macro levels of world divide.
Issues and/or developments that are likely to What effect do the changes present in terms of opportunities and
Dimension impact on the Ministry’s capacity to achieve its threats to the Ministry?
objectives.
Issues Opportunities Threats

Political
Globally Reduced number of ICT

Growing insecurity due to global terrorism investments due to
perceived insecurity.
Increased political co-operation and alliances Creation of larger market and

that are leading to creation of economic blocs. formation of economic unions
Middle East conflicts Instability in world
economies because of the
effects of oil and price
increases.
Millennium Development Goals Donor resources for the MDG

activities.
Establishment of the EAC, COMESA, and
NEPAD, AGOA, EU-ACP Agreement Larger markets and formation of
economic unions
Increasing prospects of peace in Sudan and Enhanced security in the region
Somalia
Increased awareness on Human Rights issues Improved observance of human rights.
Political instability of Kenya’s neighbours Insecurity because of

Political integration. firearms brought about by
Regionally cross-border interactions.
Political integration. Larger markets and formation of

economic unions
Increased democratization Improved democratization process
Political consciousness raising awareness and More favourable political environment

Locally
high expectation by the citizenry hence political stability.
Coalition government Government of National Unity Political uncertainity
Freeing of airwaves Increase access to information

Increased employment opportunities
objectives.
Continued peace in the country Political stability.
Increased awareness on Human Rights issues Improved human rights
Constitution review Better laws for the country. Political uncertainty
Bill on Terrorism Reduced insecurity associated with Increased terrorism

terrorism.
Economic
Global village information sharing age.
Globally Global village phenomenon in information
sharing.
Liberalisation and tendency to less More private sector participation in

government involvement in business business
Global information flows favouring the Foreign television

industrialised economies programmes flooding local
markets
Formation of regional trading blocks, custom Regional markets and common

unions tariffs and currency.
Formation of Free Trade Area Agreements & Enhanced free trade within the
WTO region
Economic
Wider global outreach Global markets.
Regional New operators leading to increased Better services resulting from

competition. competition
Harmonization of ICT policy. Increased access to information within

a wider region
Locally Slow economic recovery Slowed growth in local

employment opportunities.
Growing levels of poverty
and insecurity.
New market structure. Improved service delivery .
SOCIAL Increased movement of skilled human Spread of worldwide ideas and

resources worldwide. divergent views.
Globally
Increased cross border movements of Increased appreciation of the cultural
interactions and geographical diversities of the
region leading to increased regional
integration.
Regionally Rapid growing labour force Growing unemployment.

objectives.

Escalating crime due to rising Increased insecurity.
unemployment.
Locally Increased social contacts across ethnic, National integration of cultures.

regional and other facts.
Increased protection of women and Protection of the vulnerable sectors

children of the population
Effects of HIV/AIDs Increased HIV infections
Growing use of ICT and e-commerce.

Global Trade using e-commerce.
Global village phenomena impact on
Technology language, education and how we
communicate etc Negative influence of
Globally foreign habits.
Growing adoption of computer and ICT in Growing use of ICT in business within
business the region
Regionally
Locally Growing adoption of computer and ICT in Reduced need for workers
operations due to automation further
worsening unemployment
situation.
Business transactions quickened through e- Faster business transaction using en-

commerce /business commerce
3. Faster electronic money processing and Reduced costs of communication and
transfer through internet. money transfer.
Environmental
Globally Increased involvement of environmentalists Environmentalist and NGO are

and NGOs in trade and industries issues. becoming useful partners in
information dissemination at global
level.
Regionally Involvement of NGOs and CBOs in trade and Increased involvement of NGO’s and
industries issues. CBO’s in trade and industrial issues
hence regional harmonization and
integration.
Locally NGO’s becoming useful partners in Curtailing of certain development
information dissemination. activities which degrade the
environment by environmental action
groups.

3.2.2 INTERNAL ENVIRONMENT
3.2.2.1 Strength, Weakness, Opportunities and Threats (SWOT ) Analysis
STRENGTHS
Harmonised provisions of information and communications services.

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

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

Liberalization and Privatization of the sector.
Increased use of information and communication technology
External support
Increased Stakeholders participation.
Potential regional market
Advances in technology
Enabling environment
Enhanced capacity building for the sector.
Enormous and untapped potential of the ICT industry.
Existence of abundant creative talent for media currently untapped.
Attractive tax regimes
THREATS
Negative portrayal of the country’s image abroad

Internal ethnic strife
General Insecurity reducing investment opportunity.
Ignorance to Changes in ICT
3.2.3 STAKEHOLDERS
The Ministry of Information and Communications has strong linkages to all other productive sectors of the
economy and hence has scope for tremendous contribution to economic recovery, growth and development

of the country. It has a cross cutting role to many sectors of the economy and has a diverse range of
stakeholders. The following stakeholders have direct or indirect relationship with the Ministry.
3.2.3.1 Internal
• Departments of the Ministry and parastatals.
3.2.3.2 External
Other Ministries/Departments and Public institutions

Commercial Organisations and societies
Media Associations, service providers.
NGOs and CBOs,FBOs
Organizations such as ITU, WSIS, PAPU, UPU
Foreign governments and their missions
General public
Table 4: Stakeholder Analysis
Stakeholder Relationship/Impact on the Ministry
Employees of the Ministry of They are the implementers of Government policies and the Strategic
information and communications and Plan
its Parastatals
Other Ministries/Departments and There are strong linkages and shared responsibilities with various
public institutions government bodies such as:
• All government ministries and Departments since information and
communication is a cross cutting.
Media and related Business The media is critical in conveying information to and from the people for
Associations informed decision making.
Broadcasting stations
Newspapers and Magazines
Media Council of Kenya
Media Owners Association
Editors Guide of Kenya
Kenya Film Makers Association
Kenya Union of Journalists
Pan Africa News Agency
Union of Radio and Television in Africa
( URTNA)
Kenya Community Media Network
Media Educators and Trainers
Association
Foreign Correspondents Association of
Kenya
Telecommunications Service Providers
of Kenya
Computer Society of Kenya
Kenya Network Information Centre
Kenya Country Business Incubators
Kenya ICT Federation
Kenya Private Sector Alliance
Kenya World Summit Information
Society Caucus.
International organizations / Foreign These include both multilateral and bilateral donors as well as foreign
missions, governments and Markets direct investors and consumers of information, postal,
telecommunications and film products and services.
NGOs and CBOs NGOs and CBOs have an increasing role in the affairs of the Ministry,
especially in matters related to human rights, infringement of moral
behaviour through mass media, corporate social responsibility, social
change and access to information.

All film crews The Ministry’s objective of promoting Kenya as a filming destination and
activities are largely dependent on film crews and thus the creation of a
congenial environment for them will be critical for the realisation of the
Ministry’s objectives.
Furthermore, the ministry has an obligation to actively encourage local

film/video creative and reality productions for local consumption and
export purposes, with a potential to generate income for thousands of
local talent.

CHAPTER FOUR
4.0 STRATEGIC ISSUES AND OBJECTIVES
4.1 Strategic Issues

Arising from the situation analysis in Chapter 3, the following key strategic issues have been identified:
4.1.1 Development of the ICT Infrastructure
There is poor and inadequate infrastructure as well as low adoption of technological changes.
4.1.2 Universal Access to ICTs Policy
Rural –Urban/Rural - Rural digital divide.
4.1.3 Efficiency in Service Delivery
Lack of Results- Based Management leading to poor service delivery.
4.1.4 Development of ICT Master Plan
The full potential of the industry has not been exploited for employment and wealth creation. In addition, lack of
policies, dumping and piracy have also affected the industry. The pertinent questions to be addressed are:
a) What jobs to create?

b) Where to create such jobs?
c) Who will create them?
d) How will they be created?
e) What resources will be given to attain a given level of employment?
4.1.5 Legal and regulatory framework
Inadequate laws and regulatory framework.
4.1.6 Regional Integration in the ICT Sector
Bureaucracy, inadequate linkages, incompatible technology disparities in tariff charges, disparities in regional
development and inadequate resources.
4.1.7 Promote Conducive Work environment and better Facilities.
The Ministry will promote good staff relations and also provide the necessary equipment for better service delivery.
4.1.8 Capacity Building within the ICT Sector
The Ministry will spearhead building of fibre networks for a world class information society and provision of skilled
personnel for the ICT sector.

4.1.9 Provision of ICT Data Centres (Knowledge banks)
Lack of adequate data and information on ICT services.
4.1.10 Financing
Inadequate resources for development of the sector.
4.1.11 Equality in Provision of ICT Services
Inequality in the provision ICT services among groups and between regions
4.1.12 HIV/AIDS Health and Safety Programmes
The Ministry will mainstream HIV/AIDS, Health and safety issues in the core activities of the Ministry.
4.1.13 Creation of employment through outsourcing of ICT services.
The Ministry will promote outsourcing of ICT services.
4.2 STRATEGIC OBJECTIVES
Arising from the strategic issues above, the Strategic objectives include:
4.2.1 Develop and Improve ICT Infrastructure
The Ministry will formulate, review and update policies in the information and communications sector to
facilitate development of ICT infrastructure. This will be achieved by fostering competition through
liberalization of the sector and licensing of new players in various market segments. This will include
modernization of equipment and facilities at Kenya Institute of Mass Communication, Kenya News Agency,
Field Offices and support to KBC Recovery Programme, TKL and PCK, among others.
The Ministry intends to expand and automate telecommunications countrywide. This will improve tele-
density in rural and urban areas from 0.33 to 5 and from 1.97 to 20 lines per 100 inhabitants in rural and
urban areas respectively. Implementation of this project will develop telecommunication infrastructure that
would support the planned e-government programme.
4.2.2 Improve Universal Access to ICT Services
The ministry will continue to expand the information and communication networks in the country with the
aim of improving the general ICT take up processes. It will also support polices that promote progress
towards the achievement of universal access to ICTs countrywide by the year 2015. This will be achieved
through:
a) Support for the provision of national infrastructure to improve ICT services that call for investments in
telecommunications and other related infrastructures in marginalised areas.
b) Implementation of policies which help to create demand for ICT, for instance, relevant legislation and
sensitization campaigns among others
c) Support for non formal training in ICT programmes for all people who would like to use ICT
d) Support the e-government programme that will place emphasis on ways of reforming the delivery of
services. Greater emphasis will be put on e-services in selected government services to reduce costs.

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

In order to strengthen the management and regulation of the ICT sector the following Acts of Parliament will
be reviewed in addition to implementation of the ICT policy. This will include enactment of the necessary
legislation to support the ICT policy and Periodic review of the ICT Policy. The Acts to be reviewed include:
a) Kenya Communication Act 1998
b) Kenya Communications Regulations, 2001
c) Films and Stage Plays Act Cap 222.
d) Postal Corporations Act 1998
e) the Kenya Broadcasting Corporation Act Cap 221
f) Officials Secret Act
4.2.6 Promote Regional and International cooperation within the ICT sector.
Support will be given to the installation of the East African Submarine Cable System along the East African
Coast by 2007 with the aim of improving the competitiveness of the East African seaports. The ministry will
also support the implementation of Regional African Satellite Communications (RASCOM) Project to
provide African countries with efficient and cheaper telecommunications facilities to enhance the
transmission of sound and television broadcasting to all areas using a regional satellite. Other projects
include the implementation of COMESA Telecommunications Project (COMTEL) that aims at improving
connection between telecommunications network within the COMESA Region. The project will put to an end
the rerouting of regional traffic through other countries outside COMESA thus reducing the regional
communications costs. The other projects include East African Internet Exchange Point and East African
Postal Automation Project among others.
The Ministry will also participate in ICTs international forums and implement appropriate decision of these
meetings.
4.2.7 Promote Conducive Work environment and better Facilities.
The Ministry will procure Modern Plant Machinery and Equipment in order to improve service
delivery.

4.2.8 Capacity Building within the ICT Sector
The ministry will develop measures to facilitate training of professionals in the sector. Emphasis will be
placed in encouraging ICTs training in educational institutions to provide adequate professionals.
In the era of communication and media liberalization, adequate and recognized ICT training institutions is a key
focus area for the ministry. For better service delivery, KIMC and KCCT will continue to develop human resources
for the sector.
4.2.9 Provision of ICT Data Centres ( Knowledge Banks)
An important priority area for the ministry is the strengthening of data gathering, analysis and storage, as
well as policy analysis, formulation and implementation.
4.2.10 Financing
The Ministry will explore financing mechanism for development for the ICT industry including public private
sector partnership establishment of universal access fund digital solidarity fund, multilateral and bilateral
funding promotion of investment through liberalization and licensing of additional operators and
encouraging equity ownership.
4.2.11 Improve Equity in the Provision of ICT
In order to promote social equity for the disadvantaged groups, targeted programmes will be implemented
to enhance their participation in development process. The Ministry will support development of
multipurpose community centres and public libraries as public ICT access centres through provision of
complimentary infrastructure like electricity and telecommunications. The project will target farmers, Jua
Kali Artisans, Community Based Organizations, marginalized groups among others by providing internet
Kiosks at proximity locations in both urban and rural areas.
The Ministry will also provide physical incentives as a way of addressing inequitable access to ICT.
4.2.12 Enhance HIV/AIDS Health and Safety Programmes
The ministry will play a leading role in dissemination on information on HIV/AIDS. In this connection, the
ministry will support others arms of government in spearheading sensitization campaigns against the
HIV/AIDS country wide.
4.2.13 Creation of employment through outsourcing of ICT services.
The Ministry will promote outsourcing of ICT services in order to create employment especially for the youth
and contribute to the national goal of wealth and employment creation

CHAPTER FIVE
5.0 MINISTRY STRUCTURE TO DELIVER THE OBJECTIVES
5.1. Background and Situation Analysis
The Civil Service reform programme started in 1993, when staff reduction started with a voluntary early
retirement scheme (VERS), followed by not filling non-critical positions that fell vacant through natural
attrition, deaths and resignations. The rationalization and right-sizing programme has now been accepted
and adopted as one of the strategies for economic recovery, and was first done from 1999-2000. The
reform programme redefined the mandates of the government ministries and departments, their core
functions, policy priorities and strategic objectives. It also identified functions that were duplicated and
requiring abolition, transfer and/or privatisation. During the VERS, ministries lost a number of
professional/technical officers. From those negative lessons learned, the Government undertook the
rationalisation and right-sizing more seriously through staff re-training and establishment of Ministerial Work
Improvement Teams (MWIT) and Ministerial Performance Improvement Teams (MPIT).
The rationalization and right sizing of staff in the Ministry has been a process that started with a review of
the core functions of the ministry and identifying activities needed to achieve the set strategic goals.
Analysis of the workload as well as staff requirements and the expected growth over the next five years
helped in coming up with recommendations on staff re-deployment, abolition of posts, privatisation,
commercialisation, sub-contracting and transforming some institutions into SAGAs.
In the Ministry, a number of officers have stagnated in one grade for a long time, which has resulted in low
morale and lack of motivation on the part of the affected officers. The stagnation has been occasioned by
obsolete schemes of service, lack of career path and succession planning. Reviewing and updating the
affected schemes has been slow and some are still being revised with the assistance of the DPM.
The Ministry has a substantial number of vacant posts which has resulted in overworking the few officers
available. This has been made more critical by the creation of more districts and the need to deploy officers
there. The Ministry requires more Information Officers, Public Relation Officers, Film Officers, Media
Training Specialists, IT content developers and Electronic Technicians. It also has an acute shortage of
administration personnel including secretaries, drivers, security and subordinate staff. The technical
departments of the Ministry furthermore require modern state of the art facilities to replace existing ones, for
better service delivery.
As the Ministry overseeing the ICT sector, it requires being versatile in fruitful usage of ICTs, including the
benefits of internet access and multi-media streaming. The Ministry proposes to create a fully fledged
Directorate of Communications to facilitate the development of ICT industry. The Directorate will be staffed
with the technical personnel and will have a wide mandate including policy formulation and implementation,
among others. The department will also spearhead ICT penetration in the Ministry.
To ensure continuity the proposed structure takes into consideration succession management and the
challenges posed by natural attrition, particularly retirements, resignations and deaths. It also considers
technological development currently available to implement e-government programmes. Figure 6 shows the
new proposed structure for the Ministry.

5.2 STRUCTURE
FIGURE 5. Current Structure of the Ministry.
Minister
Assistant Minister Assistant Minister
Permanent Secretary
11. Kenya Broadcasting Corporation

12. Postal Corporation of Kenya
13. Telkom Kenya
14. Kenya college of Communications
Technology
15. Communications Commission of Kenya
16. Kenya Film Censorship Board
17. National Communications Secretariat
18. Telkom Kenya
19. Gilgil Telecommunications Industries
20. An Appeal Tribunal
Senior Deputy Chief Finance Chief Economist Chief Executive

Secretary Officer. Secretary KFCB Director of
Information R
DS/Administr DS/Commu Deputy Deputy Director Principal KIMC Director of Film Senior Deputy
ation nications Deputy Chief Chief Human Resources Services Director of
Finance Economist Management Information
Q
Officer.
P
Aids Under Accounts Public Deputy Director
control unit Secretary Controller Relations Deputy Chief of Film Services
Officer Principal Procurement Information
Information KIMC Officer

5.3: KEY STRUCTURAL RECOMMENDATIONS
Establishment of a full fledged Directorate of Communications.

Transforming of the Kenya Institute of Mass Communication as a Government funded Semi-
Autonomous Institute
Training and full adaptation of ICT’s in all sections of the Ministry.
Contracting out some of the services due to staff shortage.
Repeal, Amendment and Review of a number of Acts governing the various parastatals in the
Ministry.
Setting up of Districts Information and Documentation Centres for public use.
To introduce an undergraduate degree programme at KIMC
5.3.1. Department of Information
5.3.1.1. Press Centre
Press Centre will work directly under the Directorate of Information and its equipment utilized for dubbing
news materials for wider dissemination to the electronic media as part of the KNA subscriber service.
5.3.1.2. Kenya News Agency
Kenya News Agency (KNA) has already been restructured into 24 regional Bureaux, as recommended in
year 2000. The Directorate of Information has also retained all the 72 existing Information stations as KNA
cannot be de-linked from the established administrative boundaries, being an essential government service
for motivation of the populace in national development. The Department proposes to abolish the 24 regional
bureaux and strengthen District information offices as they remain the centre of Government rural
development initiatives. The District Information offices will be repositioned to serve as ICT information and
resource centres to disseminate information and spearhead the development of the rural areas.
The National Editorial Office at the Directorate will establish specialized News/Features desk for better
management of news flow to national and international subscribers.
5.3.1.3 The Mobile Cinema Unit and Rural Press Services
The Mobile Cinema Unit and the Rural Press project is responsible for mass mobilisation on activities
geared towards the socio- economic development through Film shows and Rural Newspaper.
The Ministry will therefore strengthen management and facilities for the Unit and Rural Press.
The staffing levels are low and the Department has not been able to fill the positions since 2000.
Consequently, the Department will fill in all the existing posts within the Plan period.
5.3.2. Department of Film Services
The Film Services Department has been restructured to spearhead the development of the film industry in
the country. Currently the Department has two functional divisions namely, the Technical Services, Finance
and Administration. The Department will develop a well-defined communications channel that fully
addresses the linkages between the department and the stakeholders.

5.3.3 Kenya Film Commission
The Kenya Film Commission was established in January 2005 to promote and market Kenya as the ideal
filming location. The Commission is mandated to develop local film industry with aim of increasing viewers
of local films in both domestic and international markets.
5.3.4 Kenya Film Censorship Board
The Kenya Film Censorship Board proposes to establish a secretariat which will ensure that board
decisions are implemented. The Board has no secretariat and members are currently doing secretariat
duties like inspecting video Kiosks and cinema theatres. Table below shows the proposed staff
establishment of the secretariat.
DESIGNATION Recommended
Chief Executive Officer/Secretary 1
Technical Services Mnager 1
Operations Manager 1
Finance and Administrations Manager 1
Senior Technical Officer 1
Senior Operations Supervisor 1
Senior Administration Officer 1
Senior Finance officer/Accountant 1
Personal Secretary/Assistant 1
Technical Officer 3
Inspectors 10
Administrations Officer 1
Cashiers 2
Accounts Clerk 2
Secretaries 2
Public relations officer 1
Drivers 3
Messengers 2
Receptionist 2
Records Officer 1
TOTAL 38
The existing allowances to Board members are very low and need to be reviewed. It is recommended that
the board be transformed into either a SAGA or a Parastatal.
5.3.5. Kenya Institute of Mass Communication (KIMC)

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

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

MINISTER
FIGURE 6. PROPOSED MINISTRY STRUCTURE ASSISTANT

ASSISTANT MINISTER
MINISTER
PERMANENT
SECRETARY Job
group
IT SECRETARY DIRECTOR OF ADMINISTRATION INFORMATION SECRETARY
SSECRETARY
DEPUTY IT CHIEF CHIEF SENIOR DEPUTY CHIEF EXECUTIVE DIRECTOR OF DIRECTOR R

SECRETARY ECONOMIST FINANCE SECRETARY SECRETARY KFCB INFORMATION KIMC
OFFICER ADMINISTRATION
CHIEF IT DEPUTY CHIEF SENIOR PRINCIPAL DEPUTY CHIEF DEPUTY DIRECTOR FILM SENIOR DEPUTY SENIOR DEPUTY SENIOR DEPUTY Q
PERSONNEL FINANCE SECRETARY DIRECTOR OF DIRECTOR DIRECTOR
OFFICER ECONOMIST OFFICER OFFICER SERVICES INFORMATION FINANCE /ADM. ACADEMICS
PRINCIPAL IT PRINCIPAL PRINCIPAL PRINCIPAL PUBLIC SENIOR DEPUTY DEPUTY P

ECONOMIST PERSONNEL FINANCE OFFICER RELATIONS DIRECTOR FILM DD KENYA DEPUTY DIRECTOR DIRECTOR
OFFICER OFFICER OFFICER SERVICES ACADEMIC
NEWS AGENCY FINANCE/ADM.
UNDER
SECRETARY DD OUTREACH DEPUTY DIRECTOR DEPUTY
SERVICE DEVELOPMENT & DIRECTOR
COMMERCIAL UNDERGRADUA
ACCOUNTS SENIOR PRINCIPAL SERVICES TE/ &
CONTROL I PROCUREMENT GRADUATE
OFFICER STUDIES
DD FINANCE AN
ADMINISTRATION
1. COMMUNICATIONS COMMISSION OF KENYA

2. KENYA BROADCASTING CORPORATION DD PUBLIC &
3. KENYA COLLEGE OF COMMUNICATIONS FOREIGN
RELATIONS
TECHNOLOGY
4. KENYA FILM CENSORSHIP BOARD
5. KENYA FILM COMMISSION CHIEF PERSONNEL DD FINANCE AND
6. NATIONAL COMMUNICATIONS SECRETARIAT OFFICER ADMINISTRATION
7. POSTAL CORPORATION OF KENYA
8. TELKOM KENYA FILM/VIDEO
9. GILGIL TELECOMMUNICATIONS INDUSTRIES INSPECTORS
10. AN APPEAL TRIBUNAL DD TECHNICAL
SERVICES

CHAPTER SIX
6.0 RESOURCE MOBILIZATION

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

CHAPTER SEVEN
7.0. STRATEGIC PLAN IMPLEMENTATION

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

STRATEGIC PLAN IMPLEMENTATION MATRIX
Goal: Provide equitable and affordable quality information and communications services
Strategic objective Strategy Activities Objective Yearly Targets Budget Actors Critical
Issue Verifiable 2005/2006 Assumptions
0 1 2 3 4 5
Indicators KShs. 000
Development of Increase access to Implementation of ICT Government approval Government approval MIC, Public Commitment by
the ICT information Policy 200,000 and Private authorities
Infrastructure Release and launching of ICT Policy 100 stakeholders Conducive
%
in the country Implementation of the environment for
Implementation of the ICT Policy ICT policy investment
100
%
20% 20% 20% 20%
√ √ √ √ √ √ 300,000 MIC, CCK, Availability of

Encourage use of Invest in satellite and wireless based Number of Internet Relevant funds and
appropriate technology for technologies to reach out rural areas Points operational Development support of
rural Communications Number of Tele- partners development
centres opened partners.
Roll out of ground net works (Community Implementation of

Tele-centres) rural
Telecommunications
Implement rural telecommunications project. project.
Build fibre networks Laying of fibre optic cable Km of fibre optic cable √ √ √ √ √ 5,000,000 MIC, CCK, Availability of
Relevant funds and
Development support of
partners development
partners.
500,000 MIC, CCK, Legislation to be
Universal Access Achieve universal Establishment of a Hold consultative forum No. of meetings held √ √ √ √ √ and other done in time
For ICTS service obligations universal access fund Formulation of the Access Policy Access policy and Stakeholders Political goodwill
Setting up the access fund legislations in place √ √ √ √ √
Initiate consultative Access fund set up √ √ √ √ √
meetings for the universal Launching and operanalisation of the fund Access fund launched √ √ √ √ √
access policy
Implementation Setting up of community based multipurpose Percentage of
Tele-centres National ICT services √ √ √ √
coverage √
Distribution of ICT services Develop ICT infrastructure in marginalized Km of cable √ √ √
in the marginalised areas areas and support non formal ICT Training No. of tele-centres √ √
35
0 1 2 3 4 5
Facilitation in the Re-positioning of District Information offices District Offices √ √ √ √ √ 100,000 OP, MIC, Existence of ICT
implementation of e- to also serve as ICT and documentation Repositioned as ICT/ MOF, other in the rural areas
government and centres Documentation Ministries,
Strengthening of Public Centres other
ICT structures stakeholders
Development of Develop ICT Encourage investment in Promote Establishment of ICT No. of investors in ICT √ √ √ √ √ 100,000 Continued
ICT Master plan Master plan for manufacturing of ICT manufacturing and Assembly parks. parks MIC, KBC, general economic
Wealth and hardware CCK growth
employment Introduce fiscal incentives for local Tax waivers, duty Availability of
creation Investments in the manufacture of ICT hardware and soft exemptions on ICT √ √ √ √ √ funds, and
development of ICT wares producers increased private
soft /hard wares Publicity for locally developed ICT products sector
participation.
Promotion of E-commerce Create awareness on E-Commerce No. of Exhibition and
Trade fairs organized √ √ √ √ √
/attended
Promote competition in the Encourage licensing of more Radio and T.V No. of licenses issued √ √ √ √ √
Broadcasting sector stations
Increase ICT penetration Licensing of other ICT service providers Value of ICT sector √ √ √ √ √
contribution to the
economy.
Promote film making Provision of liaison services No. of film markets 8 10 10 10 10 16,600 Film Adequate
industry given liaison Licensing funding
services officers and No adverse
Set a fund to promote local film makers No. local film makers FOs travel
funded advisories
Aggressive marketing of Kenya as a major No. of foreign crews √ √ √ √ √ 100,000 KFC, MIC Funds
film destination filming in Kenya availability
Participation in international Film/TV No. of festivals 5 9 9 9 12 10,000 MIC, FPD, Funds available
festivals attended KFC, IPC,
Stakeholders
Host regional film festival No. of regional 1 1 1 1 1 4,400 DOF/FOs Funds available
festivals organized stakeholders
Produce films on Kenyans products No. of film s 5 5 5 5 5 100,000 DO/FOs Funds available
produced
36
0 1 2 3 4 5
Formulate dissemination plans and No. of broadcast 4 5 6 8 8 20,000 DO/FOs Funds available
lobby broadcast houses houses sensitized on
the importance of an
informed citizenry
Collection of data and up-linking Website in place 1 - - - - 125,000 LO/FO’S/D Funds available
OF
No. of enquiries on
the web
Set up film archives 1 - - - - DOF/FO Funds available
1200 1200 1200 1100 1200
Set up film data base Collect catalogue No. of films stored 1 1 1 1 1 65,000
and store Kenyan archives Updated catalogue
Recruit personnel
√ √ √ √ √ √ PCK, MIC,
Regional Promote EAC and Harmonization of regional Harmonization of regional ICT polices. (EAC, No. of project s 7,000,000 TELKOM,CCK Availability of
integration and Regional Co- policies and programmes. COMESA, AU, NE PAD) formulated and Foreign Affairs funds and
international operation implemented 630,000 Regional and support from
cooperation Create Common market Identify and prepare draft Bill for No. committees setup international other government
within the ICT and Customs union within Domestication Harmonized ICT 160,000 governments arms and
sector East Africa Community Formulation and implementation of regional policy for EAC and and member states.
projects. I.e. RASCOM, EASSY,EADTS, COMESA, AU, Organizations
COMTEL, East Africa Postal Automation NEPAD
Project, East Africa Internet Exchange Point, No. of Bills prepared
EASMCS
Set up preparatory committee of the 2008
UPU Congress.
Participate in ICTs Participation in Regional and International √ √ √ √ √ √ 150,000 MIC, CCK, Funds available,
Promote International Forums and ICT Meetings No of agreements Telephone Other members
International meetings, ITU, UPU, WRC, signed Operators, states to
Coperaation WTDA, WSIS, UNGA, Implement appropriate decisions of these Postal cooperate
INTELSAT, CTO, G77 and meetings Tariffs harmonized Operators
other ad hoc Bilateral
Meetings. Preparation of the 2008 UPU Congress. No. of decisions
implemented
Capacity Ensure availability Crush staff training on ICT Purchase of modern ICT training equipment No. of equipments √ √ √ √ √ √ 100,321 KIMC MIC Availability of
Building within of skilled Modernized Training at KIMC ICT Staff training for different procured funds
the ICT Sector manpower in the Equipment at KIMC specialist Train Diploma, Undergraduate and No. of workshops
ICT sector Postgraduate students at KIMC. held.
No. of staff trained
No. Of students
trained
√ √ √ √ √
Expand and modernize Acquisition and modernization of Training Presence of Modern 500,000 MIC, DPM, Funds available
Training equipment and Equipments Training Equipment at Treasury &
Facilities in ICT public i KIMC. 300 300 300 300 300 KIMC
37
0 1 2 3 4 5
KIMC, MIC
No. of students Treasury
Institutions. Training and Staff Development graduating KIMC √
Staff Development. No. of employees √ √ √
(Sponsor officers to Study professional trained
Provide Training courses.)
Scholarships Train students in Telecommunication and No. of scholarships √ √ √
√ √
electronics at Diploma and Degree level at
Organize Refresher Conduct refresher courses No. Of Courses
Courses
Recruit n of critical skilled staff No. of Staffs √
Employed √ √ √ √
√ √ √ √ √
Activate radio and TV Acquisition of radio and TV transmission No. of Equipment
frequencies equipment
DPM, MIC & Funds Available

12 100
Efficient service Instutionalize Restructure and Rationalize work processes & procedures Recruit IT Secretary 500,000 Treasury
delivery within Results-Based Rationalize the staff and Creation of the Department of ICT in the and IT staff &
the ICT sector Management institutional set up of Ministry. other staff members to √ √ √ √ √
ministry’s departments Provide adequate facilities. reach optimum level.
√
Implement the service As stipulated in the service charter Service Charter in
charter. place.
Offer training opportunities Offering training opportunities to officers in Number of officers 50 50 50 50 50

to officers in each each department trained annually.
department
Establish KFCB Secretariat Recruitment of secretariat members of staff. KFCB Secretariat √ √

to implement decisions Established.
made by the Board.
√ √
Operationalize the Kenya Recruitment of technical members staff. Kenya Film
Film Commission Commission
operational.
Grant KIMC Semi Development of the concept paper MIC, DPM, Support of
Autonomy Status by Modernization of KIMC training equipment √ √ 20,000 AG, KIMC stakeholders
December 2007.
Availability of
Increase by 50% the Aggressive marketing of MPC products and √ √ √ √ √ funds
revenue generated by activities
Media Production Centre
each year.
38
0 1 2 3 4 5
√ √ √ √ √ MIC, DPM, Funds available
Computerization and Computerize key work processes in the Computerized Treasury other
networking of key work Ministry, Registry, Accounts, personnel, information systems stakeholders Items procured
processes. procurement and financial procedures on time
Improve office Refurbishment and maintenance of offices Offices Refurbished

accommodation Identify, purchase/build MIC Hqs. √ √ √ √ √
Parliament,
√ √
Development of Strengthen and Review the existing Acts Review of the Kenya Communications Kenya 2,000 CCK, AG, Parliament
the Regulatory review legal and Regulations, 2001. Communications MIC, approval
Framework for Regulatory Regulations Act 2001 Stakeholders
the ICT sector Framework Reviewed.
governing the ICT
sector. Review the Films and stage plays Act Cap Film and stage plays √ √ MIC, FPD,
222. Act 1,000 AG. Parliament
Parliament approval
Amend the Postal Corporations Act 1998 to
√ √
remove exclusivity in delivery of mails (0- Removal of Exclusivity 1,000 MIC. PCK, Parliament
350) grams and Clause in the act. CCK, AG, OP approval
enable PCK provide Financial services PCK providing √ √

Financial Services.
Amend the Kenya Broadcasting Corporation 1,000 MIC, KBC,
√ √
Act to remove the issuance of Radio and TV Amended KBC Act. - CCK AG, OP, Parliament
permits and licensing equipment. approval
1,000 MIC, CCK, , Availability of
√ √ √ √
Implementation of ICT Periodic review of the ICT Policy No reviews done √ ICT Operators funds
Policy
Development of Inform, educate Continued Support to KBC Transfer of funds Funds transfered √ √ √ √ √ √ 2,000,000
Broadcasting and entertain the Recovery Programme
and Information general public in
services sector Kenya.
Increase the number of Gather news and information for circulation No. Of News and √ √ √ √ √ √ 250,000 Department of Availability of
KNA news stories and to print and electronic media. stories Circulated Information funds
features circulated to the
media from 36,000 to Establishment of data bank with special Data bank established Department of Support by
46,800 annually. emphasis on African and news and √ Information stakeholders
information.
39
0 1 2 3 4 5
Increase the number of Produce and distribute Rural Press News No. produced. √ √ √ √ √ √ Rural press Availability of
Rural Press Magazines papers. Unit funds
circulation. Number of people
reached and informed
Increase the number of
mobile cinema shows. Conduct Mobile cinema shows annually. No. of mobile Cinema 100 400 400 400 400 400
Shows. Mobile Availability of
Cinema Unit funds
Production of educational Produce 8 films each year. No. of Films. 8 8 8 8 8 8 Film Availability of
films on Kenyan diverse Department funds
culture and on
development activities
Provision of ICT Provision of data Establishment of Tele- Establishment of the tele-centres Tele-cetres √ √ √ √ √ 2,000 MIC, CBS, Availability of
data centres and information centres at the District established CCK, resources
(Knowledge ICT centres to all Information offfices Established Telecommunic Political goodwill
Banks) the districts of the ation
country Equip the Unit with appropriate human Equipment and √ √ √ √ √ Operators
resources and computer systems facilities
√ √
Collect, store, and analyze ICT data for Data banks √ √ √
easier retrieval
Development of Networking infrastructure Networs √ √

√ √ √
Promotion of Staff motivation Give incentives Adequate compensation Compensations √ √ √ √ √ 2,000 MIC, Treasury
Conducive work Procure modern equipment Procure equipment Equipment √ √ √ √ √
environment Promote inter- personal Promote Staff welfare Staff cohesiveness √ √ √ √ √
and better relationships
facilities
1,000,000 MIC
Enhancement of Improve Deploy PROS in all Training and Retraining of PROs and PROs in every √ √ √ √ √ DPM Funds available
Government Government image government ministries & information officers Ministry and PSC
image locally locally and abroad. departments and press department. Scheme of
and abroad. attaches in Kenyan service prepared
Embassies abroad. and approved
Development of PROs Review the current Scheme of Service for New scheme of √ √
scheme of service PROs and Information officers Service for PROs and √ √ √
information officers
Enhance Maintain a Sensitization on staff on Sensitization workshop and seminars No. of workshop & 32 40 48 48 48 22,000 DOF/FOs/M Funds available
HIV/AIDS Health healthy HIV/AIDS Location filming seminars conducted edia
and Safety workforce No. of films stakeholders
Programmes Recruit and train personnel on safety produced ACU/NACC
40
0 1 2 3 4 5
Education on safety and first aid No. of staff 24 44 52 52 52 86,600 DOF/FOS Funds available
measures and first aid recruited and
Encourage exercise and Acquire equipment trained
good health practices No. of films 8 8 8 8 8 30,000 Funds available
projectors bought
No. of 32 48 48 48 48 22,000 DOF/FOS Funds available
dissemination media horse
channels in place
No. of people 2m 4m 8m 8m 8m 7,000 DOF/FOS Funds available
reached
Increase To ensure Increase budgetary Annual budget preparation Increased budgetary - 20% 50% 80% 100 150 - CFO, AIE, Sector funds
% %
budgetary adequate funding allocation allocation Planning will be
provision for to meet strategic holders, provided
the sector goals H.A.U
Donor funding Increased donor - 10% 5% 5% 5% 5% - CFO, AIE, Funds available
funding holders
AIA Collection Increased AIA - 5% 5% 5% 5% 5% - CFO,HAU, Funds available
Collection AIE,
Holders/Dist
rict Treasury
Employment Generate Provide ICT Development of infrastructure KM of cable √ √ √ √ √ 1,000,000 MIC
Creation employment infrastructure Develop back offices Back offices Treasury
through Establish Back offices Incubation centres Incubators Stakeholders
Outsourcing of Establish Incubation
ICT Services centres
41
Appendices
Appendix II Staffing Levels Analysis
DESIGNATION JG APP. IN REC REC VAR

POST POST MIN CONS
MINISTER 4 1 1 1
ASSISTANT MINISTER 6 2 2 2
PERMANENT SECRETARY U 1 1 1
CHIEF EXECUTIVE, FILM CESORSHIP R 1 0 1
DIRECTOR OF INFORMATION R 1 1 1
CHIEF ECONOMIST R 1 0 1
SENIOR DEPUTY SECRETARY R 1 1 1
CHIEF FINANCE OFFICER R 1 0 1
PRINCIPAL (K.I.M.C.) Q 1 2 1
DIRECTOR OF FILM SERVICES Q 1 0 1
SENIOR DEPUTY DIRECTOR OF INFORMATION Q 1 1 1
DEPUTY CHIEF ECONOMIST Q 1 0 2
DEPUTY SECRETARY Q 1 2 2
SNR. ASST. DIRECTOR HUMAN RESOURCE MANAGEMENT Q 1 0 1
DEPUTY CHIEF FINANCE OFFICER Q 1 1 1
DEPUTY DIRECTOR OF INFORMATION P 4 1 7
DEPUTY DIRECTOR FILM SERVICES P 2 0 2
DEPUTY PRINCIPAL/SNR. PRINCIPAL LECTURER ( K.I.M.C.) P 1 1
PRINCIPAL ECONOMIST P 1 0 1
UNDER SECRETARY P 2 0 3
ASSIST.DIRECTOR HUMAN RESOURCE MANAGEMENT P 1 0 1
ASSIST.DIRECTOR HUMAN RESOURCE DEVELOPMENT P 1 0 1
PRINCIPAL ACCOUNTANT 11 N 1 0 1
PRINCIPAL INFORMATION COMMUNICATION TECHNOLOGY N 0 0 1
OFFICER
PRINCIPAL FINANCE OFFICER N 1 0 1
ASSISTANT DIRECTOR OF INFORMATION N 19 11 25
PRINCIPAL TECHNICAL OFFICER (ELECTRONICS) N 1 0 1
PRINCIPAL LECTURER (K.I.M.C.) N 4 2 6
PRINCIPAL TECHNICAL INSTRUCTOR N 1 0 1
ASST. DIRECTOR OF FILM SERVICE N 5 1 5
PRINCIPAL PROCUREMENT OFFICER N 0 0 1
SENIOR ECONOMIST 1 N 1 1 1
SENIOR ASSIST. SECRETARY 1 N 1 1 2
CHIEF HUMAN RESOURCE MANAGEMENT OFFICER M 1 0 0
EXECUTIVE SECRETARY M 2 0 2
SENIOR FINANCE OFFICER M 1 0 1
SENIOR ASSISTANT SECRETARY II M 2 0 3
CHIEF PROCUREMENT OFFICER M 1 1 1
CHIEF ACCOUNTANT M 1 1 1
CHIEF INFORMATION OFFICER M 39 14 33 19
42
POST POST MIN CONS
CHIEF PHOTOGRAPHER M 1 1 1 0
SENIOR LECTURER M 13 13 18
CHIEF TECHNICAL OFFICER M 2 0 7
CHIEF FILM OFFICER M 8 5 8
CHIEF SUPERINTENDENT PRINTER M 2 0 2
CHIEF LIBRARIAN M 1 1 1+ 0
ECONOMIST I L 2 2 3
FINANCE OFFICER I L 2 2 1
SENIOR LIBRARIAN L 1 0 1
SENIOR PROCUREMENT OFFICER L 1 1 2
SENIOR PERSONAL SECRETARY L 1 0 1
SENIOR HUMAN RESOURCE MANAGEMENT OFFICER L 1 1 1
SENIOR ACCOUNTANT L 1 0 2
SENIOR TELEPRINTER SUPERVISOR L 1 0 1
SENIOR INFORMATION OFFICER L 88 75 75
SENIOR TECHNICAL OFFICER (ELECTRONICS) L 2 0 2
SENIOR TECHNICAL INSTRUCTOR L 4 1 10
SENIOR HOUSEKEEPER / CATERESS L 1 2 2
SENIOR FILM OFFICER L 11 1 11
SENIOR SUPERINTENDENT PRINTER L 2 1 2
SENIOR ELECTRONIC TECHNICIAN L 1 0 7
SENIOR PRODUCER L 0 0 2
ECONOMIST II / I K/L 2 2 4
ASST. ENGINEER / ENGINEER I (ELECTRONICS) K/L 2 1 2
HUMAN RESOURCE MANAGEMENT OFFICER 1 K 2 2 2
FINANCE OFFICER I/11/111 K 1 60 0
ACCOUNTANT I K 1 1 2
PROCUREMENT OFFICER I K 2 1 2
INFORMATION OFFICER I K 68 58 87
TELEPRINTER SUPERVISOR I K 1 0 1
PHOTOGRAPHER OFFICER I K 2 0 4
ELECTRONIC TECHNICIAN I K 6 1 6
REGISTRAR K 1 0 1
TECHNICAL INSTRUCTOR I K 7 3
SENIOR STUDIO TECHNICAL OPERATOR K 2 2 4
NURSING OFFICER I K 2 2 2
TECHNICAL OFFICER I K 1 0 2
HOUSEKEEPER / CATERESS I K 1 0 2
PRINTER I K 2 2 2
SECURITY OFFICER I K 1 1 2
INFORMATION COMMUNICATION TECHNOLOGY OFFICER I K 0 0 10
CAMERAMAN /EDITOR /SOUNDMAN I K 1 0 10
PRODUCER I K 0 1 2
PERSONAL SECRETARY 11/1 K 2 5 3
ASSISTANT SECRETARY III / II / I J/L 3 3 4
LECTURER III / II / I ( K.I.M.C.) J/L 62 20 62
43
POST POST MIN CONS
GRAPHIC DESIGNER II / I J/K 1 1 1
LIBRARIAN II / I J/K 7 3 10
FILM OFFICER I/II J/K 26 25 26
EXECUTIVE OFFICER II J 2 0 2
PERSONAL SECRETARY II J 2 5 4
FINANCE OFFICER III J 2 2 1
PROCUREMENT OFFICER II J 2 0 3
HUMAN RESOURCE MANAGEMENT OFFICER II J 2 0 2
HUMAN RESOURCE MANAGEMENT ASSIST. II J 0 1 1
ACCOUNTANT II J 7 2 2
TELEPRINTER SUPERVISOR II J 5 0 5 2
INFORMATION OFFICER II J 89 81 105 80
PHOTOGRAPHER OFFICER II J 4 4 4
HOUSEKEEPER/CATERESS II J 1 1 2 1
STAGE DESIGNER II J 2 0 2 1
PRINTER II J 8 5 5 6
COMMERCIAL TEACHER II J 1 0 2 1
SECURITY OFFICER II J 2 2 2+4 1
MEDIA RESEARCH OFFICER II J 0 2 2 0
SENIOR FILM ASSISTANT J 29 28 29
FILM OFFICER III/II H/J 20 1 20
ELECTRONIC TECHNICIAN III / II H/J 29 17 37+19 29
PROCUREMENT ASSISTANT H 7 1 2+ 6
EXECUTIVE ASSISTANT H 9 4 1 6
RECORDS MANAGEMENT OFFICER III H 0 3 0
HUMAN RESOURCE MANAGEMENT ASSIST. III H 2 3 4
ACCOUNTS ASSISTANT H 15 4 15
TELEPRINTER SUPERVISOR III H 4 3 4 2
PHOTOGRAPHER OFFICER III H 25 11 25
PRODUCER III H 5 5 6 5
HOUSEKEEPER/CATERESS III H 1 1 3 1
STUDIO TECHNICAL OPERATOR II H 6 0 6+3 5
PRINTER III H 8 3 - 4
ASSISTANT SECURITY OFFICER H 4 1 4+6 2
INFORMATION COMMUNICATION TECHNOLOGY OFFICER III H 0 4 20 3
AUDIO - VISUAL PRODUCER III / II / I G/J 4 2 6 4
LIBRARY ASSISTANT II / I G/H 17 6 6+8 8
INFORMATION OFF. III/ASST. INFOR. OFF. G/H 34 23 168 61
FILM ASSISTANT I / SENIOR G/H 29 28 15
SHORTHAND TYPIST II / I G/H 22 8 14+28+8 14
ACCOUNTS ASSISTANTS II G 0 3 5 0
GRAPHIC DESIGN ASSISTANT I G 1 0 1
PHOTOGRAPHIC ASSISTANT I G 18 0 29 10
ASSISTANT HOUSEKEEPER/CATERESS G 3 3 3 3
STUDIO TECHNICAL OPERATOR III G 3 2 3
TECHNICIAN INSTRUCTOR III G 0 1 0
44
POST POST MIN CONS
SENIOR SECURITY WARDEN G 3 3 3+8 3
COPY TYPIST II / I / SENIOR F/H 55 41 6+57+8+5 56
RIGGING ASSISTANT II F 1 1 1 0
CLERICAL OFFICER / H.C.O. / S.C.O. E/G 71 42 6+74+9+9 60
TELEPHONE OPER. II / I / SNR. E/G 10 7 7+2 10
STOREKEEPER I / II / SENIOR E/G 13 14 3+5 18
TELEPRINTER OPERATOR II / I/ SENIOR E/G 37 12 4 20
PRINTING ASSISTANT III/II/I E/G 10 8 2 8
DRIVER III / II / I / SENIOR DRIVER II D/G 96 48 8+12+8 70
MECHANIC III / II / I / CHARGEHAND D/G 4 2 1
ARTISAN III / II / I / CHARGEHAND D/G 3 2 3 2
COOK III / II / I / SENIOR D/G 6 8 12 6
SECURITY WARDEN III / II / I D/F 10 3 15 10
ASSISTANT WAITER I C/E 0 1 0
DARKROOM ASSISTANT III / II / I C/E 21 3 21 10
GROUNDSMAN GARDENER C/E 2 1 4 1
CLEANING SUPPERVISOR I / SUPPORT STAFF / SANITARY A/G 126 63
CLEANER III
SECURITY GUARD III / II / I A/C 48 4
GRAND TOTALS 1365 709 25 748
45
Appendix III: References
1. Draft ICT Policy

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

MINISTRY OF INFORMATION AND COMMUNICATIONS

MIC Strategic Plan 2004-2009

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

MIC Strategic Plan 2006-20010 iii

Hon. Mutahi Kagwe

MIC Strategic Plan 2006-20010 v

Dr. Bitange Ndemo Phd.

MIC Strategic Plan 2006-20010 vi

a) Development and improvement of the information and communications infrastructure,

The Ministry intend to accomplish these strategic objectives by:

a) Developing a workforce that is well trained and professional

MIC Strategic Plan 2006-20010 vii

MIC Strategic Plan 2006-20010 viii

1.1 Historical Background of the Ministry

1.2. Rationale for the Strategic Plan

MIC Strategic Plan 2006-20010 1

1.2.2 Enhancing Teamwork and Motivation.

1.2.3 A Tool for Resource Mobilization and Stakeholder Support.

1.3 Methodology of Developing the Plan

The Report is structured into three Parts:

Part I is the preamble and consists:

i) Appendix (i) Implementation Matrix

MIC Strategic Plan 2006-20010 3

The communications sub-sector comprises the tele-communications, the Information Communications

2.2. Past Performance

MIC Strategic Plan 2006-20010 4

“Kenya becomes a world class centre of excellence in ICT”.

“To facilitate ICT development in Kenya.”

2.3.3 Core Functions

The functions of the ministry are to:

a) Formulate ICT Policy

2.3.4 Policy priorities

a) Implement the service charter of the Ministry

2.3.5 Core Values

The core values are:

2.4 Organizational Structure and Staffing

2.4.1 Management and Support Services Department

2.4.1.2 Human Resource Management and Development Division

2.4.1.3 Central Planning and Project Monitoring Division

2.4.1.8 Internal Audit Unit

2.4.1.9 AIDS Control Unit

2.4.1.10 Public Relations Unit

2.4.1.11 Information Communication Technology (ICT)

2.4.2 Department of Information

2.4.3 Kenya Institute of Mass Communications

The Institute offers training through the following departments:

2.4.4 Department of Film Services ( DFS)

2.5.1. Kenya Broadcasting Corporation

2. 5. 2 Telkom Kenya Limited

2.5.3 Gilgil Tele-communication Industries.

2.5.4 Postal Corporation of Kenya

2.5.5 Kenya Film Commission

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

2.6 SEMI AUTONOMOUS GOVERNMENT AGENCIES (SAGAS)

2.6.3 Communication Commission of Kenya

2.6.4 Kenya Film Censorship Board.

2.6.5 Kenya College of Communications Technology

2.7.1 Staffing Levels

MIC Strategic Plan 2006-20010 10

MIC Strategic Plan 2006-20010 11

FIGURE 5. Current Structure of the Ministry.

1. Kenya Broadcasting Corporation

Senior Deputy Chief Finance Chief Economist Chief Executive