STRATEGIC PLAN 2013-2017 · Strategic Plan 2013-2017 Ministry of Labour, Social Security & Services...

MINISTRY OF LABOUR,

SOCIAL SECURITY AND SERVICES

STRATEGIC PLAN 2013-2017

REPUBLIC OF KENYA

Strategic Plan 2013-2017

Ministry of Labour, Social Security & Services

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The Ministry of Labour, Social Security and Services

Bishops Road, Social Security House

P.O. Box 40326 - 00100, Nairobi

Telephone: +254 (0) 2729800

Email: [email protected]

Website: www.labour.go.ke

Vision:

“A competitive workforce and a just society”

Mission:

“To promote decent work and enhance empowerment of vulnerable groups”



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Foreword

The Ministry of Labour, Social Security and Services projects and programmes seek to build a highly

productive workforce capable of delivering the country to the path of a rapidly industrializing

economy while empowering individuals and communities to participate fully in all spheres

of the country’s development. The Ministry thus plays a pivotal role in Kenya’s long term aspiration of

transforming into “a globally competitive and prosperous nation with a high quality of life” as outlined in

the Vision 2030. This role is even more critical as the country implements the Vision’s Second Medium

Term Plan (MTP) 2013-2017 which places emphasis on the full implementation of devolution in the context

of a rapidly growing economy, promoting equity, inclusiveness, and employment to meet the needs of

vulnerable groups including the youth.

The Labour and Employment Sector MTP 2013-2017 advocates for an efficient, motivated and healthy

human resource base, which is pivotal for enhanced national competitiveness, economic growth and

development. This is in line with the Constitution, which advocates for decent work, where freely chosen

productive employment is promoted simultaneously with fundamental rights at work, adequate income

from work, representation and social security. The Gender, Youth and Vulnerable Groups Sector MTP 2013-

17 focuses on equity in access, control and participation in resource distribution for improved livelihoods

of vulnerable groups specifically the orphans and vulnerable children, the elderly, and persons with

disabilities. Through the two sectors, the Ministry’s overall strategic focus in the National Development

Agenda will therefore be towards creation of a competitive workforce and decent work environment, and

empowerment of vulnerable groups.

This Strategic Plan 2013-2017 is the Ministry’s premier policy blueprint for guiding the implementation

of activities, policies and programmes for the five-year operational period. It has been carefully aligned

to the National Development Agenda as highlighted above. The Strategic Plan also takes into account the

provisions of the Constitution and key priorities outlined in the Jubilee Manifesto. The Plan will guide the

Ministry in delivering on its mandates, which include: promotion of harmonious industrial relations, safety

and health at workplaces; employment promotion; industrial training; productivity management; national

human resource planning and development; social security; children’s welfare and social development. It

also sets the stage for a transformation towards the delivery of quality services, with focus on tangible and

meaningful results for our customers. The Plan will therefore act as a guide for assessing the Ministry’s

contribution to national development. It also provides a framework for measuring performance and

achievement of results against the targets set.

The objectives set in this Plan are ambitious and challenges abound. To realize success, there is need for

broad consensus and participation of all staff of the Ministry, social partners, other key stakeholders and

the public in general. This will ensure that the Ministry delivers on its obligations. In light of this, I wish

to appeal for support and co-operation from all our stakeholders in making this plan a success. I call upon

all staff of the Ministry to strive towards the realization of the envisaged results. In implementing this Plan,

I will lead the process and expect dedication, teamwork and commitment by all staff.

Hon. Samwel Kazungu Kambi

Cabinet Secretary

Ministry of Labour, Social Security and Services



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Preface

This Strategic Plan 2013-2017 presents the corporate strategic approach to the achievement of the

set Vision, Mission and Strategic Objectives of the Ministry of Labour, Social Security and Services.

The Plan provides an effective framework for implementing activities, projects and programmes

to achieve desired results. It also has inbuilt feedback mechanism for monitoring and evaluation. The

timeframe and targets of this Plan are aligned to those of the Second Medium Term Plan 2013-2017 and

are geared towards the achievement of national goals set out in the Kenya Vision 2030.

Four Key Result Areas have been identified on which the Ministry will focus during the implementation of

this Strategic Plan. These are: Best labour practices; Social protection and services; Manpower development,

employment and productivity management; and Policy coordination and capacity building. Particular areas

of focus under these Key Result Areas include: maintenance of industrial peace and harmony; regulation of

trade unions; Employment promotion; industrial training and attachment; empowerment of communities,

persons with disabilities and older persons; social protection for vulnerable groups; safeguarding the

rights and welfare of children; safety and health at workplaces; provision of labour market information;

productivity promotion, improvement and measurement; and policy coordination and capacity building.

The implementation of the projects and programmes detailed in this Plan can only be effective if accompanied

by a strong monitoring and evaluation framework. Towards this, indicators have been identified to be

used in assessing the Ministry’s implementation of the Plan and its contribution to the Second Medium

Term Plan 2013-2017 and the Kenya Vision 2030. The current monitoring and evaluation system will

be strengthened by involving all departments, incorporating lessons learnt and focusing on the results

achieved in all projects and programmes undertaken.

The development of this Strategic Plan is a culmination of consensus achieved through a consultative

and participatory process involving stakeholder workshops, expert consultations, technical committee

meetings, and other forums.

I wish to thank the Ministry’s staff for their contribution towards the development of this Plan. Special

gratitude goes to the Technical Working Committee that tirelessly worked on this document and the Central

Planning and Monitoring Unit for playing a pivotal role in the co-ordination of the whole process. Finally,

I thank the social partners, other stakeholders and all those involved during the strategy review and

formulation process and encourage them to put even greater effort in championing the implementation of

the Plan.

The successful implementation of this Plan will require high level of coordination, dedication and personal

drive of all staff. At policy and administrative levels, efforts will be directed towards streamlining operations

and availing resources to facilitate timely delivery of expected outputs.

Ali N. Ismail, O.G.W.

Principal Secretary

Ministry of Labour, Social Security and Services



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Table of Contents

Forward.................................................................................................................................... iii

Preface..................................................................................................................................... iv

Table and Figures..................................................................................................................... vi

List of Acronyms....................................................................................................................... vii

Chapter OneIntroduction............................................................................................................................ 1

Background............................................................................................................................. 1

Current Mandate..................................................................................................................... 1

Core Functions........................................................................................................................ 2

Policy Priorities........................................................................................................................ 3

Chapter TwoSetting the Context of the Strategic Plan 2013-2014................................................................ 4

Overview of the Strategic Plans 2008-2012.............................................................................. 4

Milestones/Key achievements of the Strategic Plans 2008-2012.............................................. 4

Critical Gaps........................................................................................................................... 7

Challenges and Emerging Issues............................................................................................. 8

Lessons Learnt........................................................................................................................ 9

Rationale for the Strategic Plan 2013-2017.............................................................................. 9

Chapter ThreeThe Ministry in the Context of the National Development Agenda........................................... 10

The Constitution of Kenya........10

The Role of the Ministry in the Context Constitutional Dispensation...................................... 10

The Kenya Vision 2030 and the Second Medium Term plans 2013-2017................................ 11

The Kenya Vision 2030.......................................................................................................... 11

The Second Medium Term Plan 2013-2017............................................................................ 12

The Role of the Ministry in the vison 2030 and the Second Medium Term Plan...................... 13

The Role of the Ministry in International and Regional Development...................................... 14

Kenya’s Development Challenges........................................................................................... 14

National Development Challenges......................................................................................... 15

Regional Development Challenges......................................................................................... 17

Chapter 4Situational Analysis.............................................................................................................. 18

SWOT Analaysis................................................................................................................... 18

P-PESTEL Analaysis............................................................................................................. 19

Risk Management.................................................................................................................. 20

Stake Holder Analaysis.......................................................................................................... 22

Chapter FiveThe Strategic Model............................................................................................................... 31

Vision, Mission and Core Values............................................................................................ 31

Key Results area, Strategic Challenges, Strategic objectives and strategies............................ 31



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Chapter SixCoodination Framework & Implementation of the Strategic Plan............................................... 34

Overall Implematation Strategies.............................................................................................. 34

Functions of Departments........................................................................................................ 37

Administration and Support Services........................................................................................ 39

Chapter SevenCapacity for Implementation..................................................................................................... 42

Human Resource Capacity........................................................................................................ 42

Staff Establishment and Gaps................................................................................................... 42

Succession management........................................................................................................... 43

Training Needs........................................................................................................................... 43

Financial Capacity...................................................................................................................... 45

Resource Mobilization................................................................................................................. 46

Resource Gaps & Mobilization strategies.................................................................................... 47

Infrastructure Capacity............................................................................................................... 47

Chapter EightMonitoring, Evaluation and Reporting...................................................................................... 48

The Monitoring and Evaluation Framework.............................................................................. 48

Monitoring Responsibilities...................................................................................................... 48

Performance Reporting............................................................................................................. 48

Indicators for Reporting........................................................................................................... 49

Annex 1: Implementation Matrix for 2013-2017................................................................... 50

Annex II: Monitoring and Evaluation/Results Matrix for 2013-2017................................... 70

Tables and FiguresTables

Table 1: SWOT Analysis............................................................................................................. 18

Table 2: P-PESTEL Analysis........................................................................................................ 19

Table 3: Risks and mitigation Measures.................................................................................... 20

Table 4: Stakeholder Analysi...................................................................................................... 22

Table 5: Top Management Staff Establishment........................................................................... 42

Table 6: Technical Departments’ Staffing Levels......................................................................... 42

Table 7: Administration and Support Services Staffing Levels.................................................... 43

Table 8: Summary of Staffing Levels.......................................................................................... 43

Table 9: Training Needs............................................................................................................. 44

Table 10: Projected Resource Requirements............................................................................. 46

Table 11: Resource Mobilization.............................................................................................. 46

FiguresFigure 1: Organizational structure of the Ministry of Labour, Social Security and Services. ......... 36



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List of Acronyms

AAC Area Advisory Council

ACU Aids Control Unit

ADR Alternative Dispute Resolution

AG Attorney General

AGA Autonomous Government Agency

AIA Appropriation in Aid

AIE Authority to Incur Expenditure

APO Asian Productivity Organization

CAJ Commission on Administrative Justice

CBAs Collective Bargaining Agreements

CCIs Charitable Children’s Institutions

CD Community Development

CEDAW Convention on the Elimination of Discrimination Against Women

CEO Chief Executive Officer

CIC Constitution Implementation Commission

CMAC Conciliation Mediation and Arbitration Commission

CNA Competency Needs Analysis

COR Code of Regulations

COTU Central Organization of Trade Unions

CPC Corruption Prevention Committee

CPPMU Central Planning and Project Monitoring Unit

CSR Corporate Social Responsibility

CSAC Constituency Social Assistance Committees

CSOs Civil Society Organizations

CSPF Consolidated Social Protection Fund

CT-OP Cash Transfer to Older Persons

CT-OVC Cash Transfer to Orphans and Vulnerable Children

CUE Commission for University Education

DCS Department of Children’s Services

DFID Department of Fund on International Development

DIT Directorate of Industrial Training

DOSHS Directorate of Occupational Safety and Health Services

DPO Disabled People’s Organization

DPP Director of Public Prosecution

DSD Director of Social Development

EAC East African Community

EAP Employee Assistance Programme

E-govt Electronic Government

E-Platform Electronic Platform

E-Services Electronic Services

FIDA(K) Federation of Women Lawyers - Kenya

FKE Federation of Kenya Employers

GoK Government of Kenya

HAI Help Age International

HAK Help Age Kenya

HIV/AIDs Human Immunodeficiency Virus/ Acquired Immune Deficiency Syndrome



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HoDs Heads of Department

HRD Human Resource Development

HRM Human Resource Management

IAOs Integrity Assurance Officers

IC Industrial Court

ICT Information and Communication Technology

IDA International Development Agency

IEC Information, Education and Communication

IHRDS Integrated Human Resource Development Strategy

ILO International Labour Organization

IOM International Organization for Migration

IRA Insurance Regulatory Authority

ISCO International Occupational Classification Standard

ITLF Industrial Training Levy Fund

ISO International Organization for Standardization

JKUAT Jomo Kenyatta University of Agriculture and Technology

KAPEA Kenya Association of Private Employment Agencies

KBS Kenya Bureau of Standards

KICD Kenya Institute of Curriculum Development

KIPPRA Kenya Institute of public Policy Research and Analysis

KLRC Kenya Law Reform Commission

KNBS Kenya National Bureau of Statistics

KNOCS Kenya National Occupational Classification Standards

KRA Kenya Revenue Authority

KRAs Key Result Areas

KU Kenyatta University

LD Labour Department

LMIS Labour Market Information System

M&E Monitoring and Evaluation

MDAs Ministries, Departments and Agencies

MoFAIT Ministry of Foreign Affairs and International Trade

MIS Management Information System

MoLHUD Ministry of Lands, Housing and Urban Development

MoLSS&S Ministry of Labour, Social Security and Services

MoEST Ministry of Education Science and Technology

MoU Memorandum of Understanding

MPIC Ministerial Project Implementation Committee

MSE Micro and Small Enterprise

MSEA Micro and Small Enterprise Authority

MTEF Medium Term Expenditure Framework

MTP Medium Term Plan

NA National Assembly

NACADA National Authority for Campaign against Alcohol and Drug Abuse

NACC National Aids Control Council

NACOSH National Council for Occupational Safety and Health

NCCS National Council for Child Services

NCPWD National Council for Persons With Disabilities

NDMA National Drought Management Authority



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NEB National Employment Bureau

NEMA National Environment Management Authority

NFDK National Fund for Disabled of Kenya

NGEC National Gender and Equality Commission

NHIF National Hospital Insurance Fund

NHRPD National Human Resource Planning and Development

NITA National Industrial Training Authority

NLB National Labour Board

NOCS National Occupational Classification Standard

NPC National Productivity Council

NSPC National Social Protection Council

NSSF National Social Security Fund

NT National Treasury

OQF Occupational Qualifications Framework

OSH Occupational Safety and Health

OSHA Occupational Safety and Health Act

OSHIBA Occupational Safety, Health and Injury Benefits Authority

OSHICA Occupational Safety and Health Injury Compensation Authority

OVC Orphans and Vulnerable Children

PAC Public Accountant Committee

PAPA Pan African Productivity Association

PAS Performance Appraisal System

PC Performance Contract

PCK Productivity Centre of Kenya

PIBS Programme Implementation and Beneficiary Satisfaction

PPE Personal Protective Equipment

P-PESTEL Policy, Political, Economic, Social, Technological, Environmental and Legal

PRO Public Relations Officer

PS Principal Secretary

PSCK Public Service Commission of Kenya

PWA Persons With Albinism

PWDs Persons With Disabilities

QM Quality Manuals

QMS Quality Management Systems

RRI Rapid Results Initiative

RTU Registrar of Trade Unions

SAGA Semi-Autonomous Government Agencies

SCMU Supply Chain Management Unit

SCO/I Senior Citizens Organizations/Institutions

SLDP Strategic Leadership Development Programme

SPS Social Protection Secretariat

SRC Salaries and Remuneration Commission

SRMC Senior Resident Magistrate Court

SWOT Strengths, Weaknesses, Opportunities and Threats

TOTs Training of Trainers

TSPs Technical Service Providers

UFS Urban Food Subsidy

UNDP United Nations Development Programme



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UNICEF United Nations International Children Education Fund

USAID United States Agency on International Development

VCT Voluntary Counseling and Testing

VIO Volunteerism Involving Organizations

VRCs Vocational Rehabilitation Centres

VSO Voluntary Services Overseas

WB World Bank

WIBA Work Injury Benefits Act



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Chapter One

Introduction

This Strategic Plan 2013-2017 will guide the planning, implementation and monitoring of the

Ministry’s activities, projects and programmes during the period between the 2013/14 and 2017/18

Financial Years. It mainly presents the activities, projects and programmes related to the Ministry’s

mandate, which is drawn from the Executive Order, various legislations and key functions performed by

the various departments in the Ministry.

Background

The Ministry of Labour, Social Security and Services was formed following the re-organization of government

in May, 2013. The Ministry combined part of the former Ministry of Labour and part of the former Ministry

of Gender, Children and Social Development. The two former ministries have existed in various forms since

independence in 1963. Presidential Circular No. 2 of 2013, which constituted the re-organized government,

placed the following departments under the Ministry; the Department of Labour, Office of the Registrar of

Trade Unions. Directorate of Occupational Safety and Health Services (DOSHS) Department of Children’s

Services (DCS), Department of Social Development, Social Protection Secretariat, National Employment

Bureau (NEB), Productivity Centre of Kenya (PCK) and the Department of National Human Resource

Planning and Development (NHRPD). Others are the Semi-Autonomous Government Agencies (SAGAs)

namely the National Industrial Training Authority (NITA), National Council for Persons With Disabilities

(NCPWD) and National Council for Children Services (NCCS). The only Autonomous Government Agency

(AGA) under the Ministry’s mandate is the National Social Security Fund (NSSF).

Current Mandate

Executive Order No. 2 of 2013 gives the Ministry’s mandates as follows:

• Social Security Policy;

• Employment Policy;

• Policy and Programmes for Persons with Disabilities;

• National Human Resource Planning and Development

• National Labor Productivity Policy

• Child Labour Policy and Regulations Management

• Labour and Social Security Policy and Programme Implementation

• Facilitating and Tracking Employment creation

• Co-ordination of National employment

• Internship and Volunteers Policy for Public Service

• Community Development Policy

• Protection and advocacy of needs of Persons with Disabilities

• Social Assistance programmes

• Workplace Inspection

• Workman’s Compensation

• Promotion of Occupational Health and Safety at work

• Management of Labour Migration and International Jobs

• Industrial Relations Management

• Management of Vocational, Apprenticeship and Industrial Training



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• Vocational Training

• NationalProductivityandCompetitivenessImprovement

• TradeUnions

• FamilyProtectionPolicy

• Policiesonchildrenandsocialdevelopment

• Childwelfare

• ChildrenAffairs(Protection)

• CommunityMobilization

• SupportforMatrimonialandSuccessionLawsandPolicies

Core Functions

The Ministry is in charge of the following functions aimed and ensuring effective achievement of its

mandates:

• The formulation and implementation of labour market policies

• ThepromotionofsocialdialoguebetweenandamongSocialPartners

• Inspectionofworkplacestoensurecompliancewithlabourandoccupationalsafetyandhealthlaws

• TheAttestationofForeignContracts

• Combatingofchildlabour

• Registrationandsupervisionoftradeunions

• Promotionofoccupationalsafetyandhealthawareness

• Conductingofoccupationalsafetyandhealthtrainingandresearch

• Theadministrationofworkinjurybenefitsandrehabilitationofinjuredworkers

• FormulationandimplementationofSocialProtectionpolicies

• Provisionofchildwelfareservices

• Management and supervision of statutory children rehabilitation schools, children rescue

institutions and the children remand homes

• Develop,reviewandimplementofpoliciesandprogrammesoncommunitydevelopment,Persons

with Disabilities, older persons and ageing, volunteerism and family protection

• ProvisionoftrainingandrehabilitationforPersonsWithDisabilities

• Administrationofsocialassistanceprogrammes

• DevelopmentandmaintenanceoftheNationalSkillsInventory

• Provisionoflabourmarketinformation

• ProvisionofPublicEmploymentServices

• Developmentofpolicies,programmesandstrategiesonemployment;

• Monitoringemploymenttrends

• Promotionofforeignemployment

• Provisionofsocialsecurity

• Provisionofindustrialandvocationaltraining

• Coordinationofindustrialattachment

• Developmentandimplementationofindustrialtrainingandattachmentpolicies

• Developmentofpoliciesonnationalproductivityandcompetitiveness

• Promotionofproductivityawareness,measurementandimprovement



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Policy Priorities

In the implementation of its programmes, the Ministry’s focus will mainly be on the following policy areas:

• Promotion of sound labour relations and practices

• Promotionofoccupationalsafetyandhealthculture

• Improvementoflivelihoodsofvulnerablegroups

• Protection, support and care for children, persons with disabilities, older persons and other

vulnerable groups

• Promotionofemployment

• DevelopmentandmaintenanceoftheNationalSkillsInventory

• Productivitymanagement

• Internshipandvolunteerism

• Advancingtherights,needsandopportunitiesofolderpersonsandaging.

• Communitydevelopment

• Youth,genderanddisabilitymainstreaming

• Coordinationandintegrationofsocialprotectioninterventions



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Chapter Two

Setting the Context of the Strategic Plan 2013-2017

This Strategic Plan is being developed in the context of several changes that have occurred during

the implementation of the previous Plans for the ministries of Labour, and Gender, Children and

Social Development. This Chapter reviews the implementation of the Strategic Plans for the two

former ministries. In particular, the Chapter reviews the achievements of the two former ministries during

the Plan period, key gaps and challenges that were encountered during implementation and lessons that

were learnt. At the end, a rationale is presented to justify the development of this Strategic Plan.

Overview of the Strategic Plans 2008-2012

The Strategic Plans for the two former Ministries of Labour, and Gender, Children and Social Development

were implemented during the period between the 2008/09 and 2012/13 Financial Years. This period also

coincided with the implementation of the First Medium Term Plan 2008-2012 of the Kenya Vision 2030.

The Ministry of Labour Strategic Plan 2008-2012 covered the areas of social protection, employment

promotion and Micro and Small Enterprise (MSE) development, industrial peace and stability, arbitration

of trade disputes, national human resource planning, development and utilization, occupational safety

and health, labour rights and national productivity promotion. On the other hand, the Strategic Plan for

the Ministry of Gender, Children and Social Development for the 2008-2012 period covered the areas of

gender, children and social development.

The mandate for arbitration of trade disputes, which is carried out by the Industrial Court, was transferred

to the Judiciary in the 2012/13 Financial Year. This was as a result of the elevation of the Court to the

status of a High Court and its subsequent transfer to the Judiciary as provided for under the Constitution.

In addition, the re-organization of government in 2013 resulted in the transfer of the following mandates

to other government ministries; Micro and Small Enterprise Development to the current Ministry of

Industrialization and Enterprise Development and Gender to the Ministry of Devolution and Planning.

Milestones/Key Achievements of the Strategic Plans 2008-2012

Several key achievements were realized during the implementation of the Strategic Plans for the ministries

of Labour, and Gender, Children and Social Development during the 2008-2012 period. During the period,

the National Manpower Survey, whose main objective was to take stock of skills available in the labour

market and their characteristics, was conducted in sampled institutions and establishments in all the 47

counties and a Basic Report on the findings prepared.

To strengthen linkages between industry and training institutions, and ensure supply of relevant skills to

the industry, Trade Test Examinations were administered to 217,682 candidates in 34 Trades and 55,002

students trained in various industrial skills. In addition, 51,562 students were placed on industrial

attachment to expose them to the world of work. Further, the National Industrial Training and Attachment

Policy was developed, approved by the Cabinet and submitted as a Sessional Paper to Parliament in

the 2012/13 Financial Year. An online Industrial Training and Attachment Portal was also developed for

placement of trainees on industrial attachment.

Development, upgrading and refurbishment works in the 5 industrial training centres in Kisumu, Nairobi,

Mombasa and Athi River were carried out during the 2008-2012 period with an aim of keeping pace with the



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new technology. At the Technology Development Centre (TDC) Athi River, major expansion and upgrading

works jointly funded by the governments of Kenya and Korea were undertaken including; construction of

class rooms, display room for textile products, Information and Communications Technology (ICT) centre,

conference centre, workshops and sewerage treatment facilities, and overhaul of the sewer system. Training

equipments were also procured and lecturers trained on how to operate them.

To enhance the working conditions in the country, 56,319 workplace inspections were carried out. The

terms and conditions of employment, minimum wages paid to workers and provisions of the Collective

Bargaining Agreements (CBAs) were checked for compliance with the labour standards. In addition,

the time taken to resolve labour disputes was reduced from 12 to 3 months while a backlog of 54,946

Workmen’s Compensation cases were settled and processed payment of KShs. 358,868,974.80 for injured

workers in the public sector.

Productivity improvement programmes were implemented in 72 companies and trained 670 Productivity

Technical Service Providers (TSPs) from both public and private sectors to spearhead productivity in the

country. This led to an increase in productivity by 30%, reduced cost of production by 10%, reduced

delays of products/services by 20% and improved the quality of goods by 20% in the covered institutions.

A National Productivity Policy and National Productivity Council Bill were developed in collaboration with

stakeholders, approved by the Cabinet and forwarded to Parliament for approval and legislation in the

2012/13 Financial Year. The Bill, once enacted, will pave the way for the transformation of the Productivity

Centre of Kenya (PCK) into the National Productivity Council (NPC) to enhance the institution’s capacity to

implement productivity management programmes.

Several policies were developed to enhance the implementation of programmes. These are the National

Occupational Safety and Health Policy; the Employment Policy and Strategy for Kenya; the National

Industrial Training and Attachment Policy; National Productivity Policy; National Policy for Persons With

Disabilities, National Children Policy and National Policy for Older Persons and Aging. All the policies were

approved by the Cabinet and submitted to Parliament for approval. Drafts on the National Policy on Child

Labour, Diaspora Policy and National Community Development Policy were prepared and will be finalized

and implemented during the period of this Strategic Plan.

Three key legislations were enacted into law during the period of the preceding Strategic Plan. These

are: the Industrial Court Act, 2011 which effectively elevated the Court to the status of a High Court and

placed it under the Judiciary as provided for in the Constitution; the Industrial Training (Amendment) Act,

2011 which transformed the former Directorate of Industrial Training (DIT) into the National Industrial

Training Authority (NITA); and the Micro and Small Enterprise Act, 2012 which established the Micro and

Small Enterprise Authority (MSEA). In addition, amendments to the Work Injury Benefits Act, 2007 were

prepared to address issues raised by the High Court in an earlier ruling on the same and align the law to

the Constitution.

To enhance labour administration, several labour market institutions were established during the period

of the Strategic Plan 2008-2012 as provided for in the labour laws of 2007. These are: the National Labour

Board; the General, Agricultural, Building and Construction, Protective Services and Floriculture Sector

Wages Councils; regional Industrial Courts in Kisumu and Mombasa; Rules Board for the Industrial

Court; National Council for Occupational Safety and Health (NACOSH); Occupational Safety and Health

(OSH) Institute and Occupational Safety and Health (OSH) Fund. The institutions are all operational.

The National Social Protection Policy was developed and approved by the National Assembly in May

2012 to enhance coordination of social protection programmes (Social Assistance, Social Security and

Health Insurance). A draft National Social Protection Bill was prepared and submitted to Parliament for



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discussion. The Bill aims at establishing a National Social Protection Council (NSPC), which will coordinate

and harmonize social protection programmes in the country. It will be revised and resubmitted during the

implementation of the current Strategic Plan. A National Social Protection Secretariat has been put in

place to support the transition by providing strategic leadership, management support and oversight to

the programmes as stipulated in the National Social Protection Policy.

The Cash Transfer to Orphans and Vulnerable Children Programme, whose aim is to strengthen the capacity

of poor households taking care of orphans and vulnerable children, was supporting 8,280 households at

the beginning of the period under review and has since increased to 153,000 against the targeted 130,000

households. The programme is currently being implemented in the 47 counties up from 30 counties. The

bimonthly amount disbursed has also risen from KShs. 2,000 to KShs.4,000. An impact assessment of the

programme revealed an increase in real household consumption level by KShs. 274 per adult equivalent,

13 per cent reduction in poverty levels of the beneficiary households, reduction of child labour by 6 per

cent, increased secondary enrollment by 6.6 per cent increased primary school retention by 15 per cent

and improved dignity for beneficiaries. Further, refurbishment works were carried out in 14 children

institutions, which involved replacement of asbestos roofing in the dormitories and repairs in the kitchen

and dining halls. Construction of more buildings was also undertaken in the institutions and the field

stations.

The Cash Transfer programme to Older Persons was introduced in 2007/08 covering 300 beneficiaries.

This was scaled up to 59,000 beneficiaries in the 2012/13 financial year. An impact assessment of the

programme showed that beneficiaries were able to meet their basic needs, engage in income generating

activities, access medical care and educate their grandchildren. There is also improved food security in

households as well as dignity of the beneficiaries.

The Cash Transfer programme to Persons with Severe Disabilities was initiated in the financial year

2010/11 with an initial coverage of 14,700 households. The programme aims at empowering persons

with severe disabilities to participate effectively in development. Under this programme, the National

Development Fund for Persons With Disabilities was established in 2009/10 and has since received KShs.

1,240 million from the exchequer. The fund provides support for PWDs through grants to applicants and

this has facilitated PWDs in getting improved access to assistive devices, access to education and training,

access to affordable credit and business skills and it has enabled the schools with PWDs improve the

infrastructure and acquire required training equipment for them.

Further, the government included an indicator on disability mainstreaming in the performance contracts

for all government ministries, departments and agencies with an aim of creating a barrier-free society for

Persons With Disabilities. The Urban Food Subsidy was introduced in 2009/10 and covered 10,000 urban

poor. A database was developed to maintain up-to-date data on registered community groups and their

different categories and activities with a view to informing planning at the national level, and establish

linkages with the counties.

To enhance effective involvement and participation for improved livelihoods and sustainability of

community/group projects, 800,000 community groups were registered and 9,536 group leaders trained

with the aim of imparting leadership and project management skills. In addition, 6,879 self-help groups/

community projects were supported with financial grants. An assessment of the impact of the community

grants conducted in 2012 revealed that community groups contribute to increased productivity at the

individual level, enhanced social cohesion and overall economic empowerment in their communities.



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Three modern public employment offices were constructed in Thika, Embakasi and Siaya to enhance

access to employment opportunities. In addition, 84,363 jobseekers were registered and provided with

career guidance while 33,018 of those registered were placed in employment in different sectors of the

economy. Further, 729 certificates of accreditation were issued/renewed to private employment agencies

to enable them provide employment services and secure employment for the unemployed, locally and

abroad. Pre-departure training was conducted for 5,000 outbound migrants to induct and prepare them

for employment abroad. The National Employment Policy and Strategy for Kenya was developed and

submitted to Parliament as a Sessional Paper No. 4 of 2013 for discussion and approval. The Policy aims

at addressing the perennial challenge of unemployment in the country. It proposes varous strategies and

initiatives for accelarating job creation, especially for the youth.

Critical Gaps

Several targets for critical activities, projects and programmes planned for implementation during the

2008-2012 period were not achieved. The time taken to settle trade disputes was to be reduced from

average of 12 to 3 months but only 91 per cent of the disputes received were settled within the targeted

period. In addition, only five out of the seventeen Wages Councils provided for under the Labour Relations

Act, 2007 were established and operationalized. Processing of the backlog of Workmen’s Compensation

for the public sector was also not completed mainly due to failure by dependants to submit the relevant

documentation.

The Child Labour Policy was developed and submitted to Cabinet. The policy is however, yet to be approved

and enacted by Parliament. The Employment Act, 2007 was reviewed by the Ministry in collaboration

with the Kenya Law Reform Commission but was not validated by stakeholders. However, the Ministry

developed the Employment (General Rules) 2014 in support of the Employment Act, which included the

list of hazardous work and light on child labour. The Rules were not gazetted. The planned review of the

Labour Relations Act, 2007 and Labour Institutions Act, 2007 was also not carried out due to lack of

financial resources. A Concept Note on the development of Incomes and Wages policy was prepared and

approved by the Cabinet but the policy was not developed.

A functional Labour Market Information System (LMIS) and an Integrated Human Resource Development

Strategy (IHRDS) were to be developed during the 2008-2012 period. The two activities could not be

implemented since they were dependent on the completion of the National Manpower Survey. Other key

post-survey activities, which were not implemented are, the development of a National Skills Inventory

and updating of the Kenya National Occupational Classification Standards (KNOCS).

The Directorate of Occupational Safety and Health Services (DOSHS) was to be transformed into the

Occupational Safety, Health and Injury Benefits Authority (OSHIBA). This was however not achieved due

to the fact that this transformation was to be preceded by finalization of the National OSH policy and

subsequent enactment of a legal framework to pave way for the transformation. Although the Policy was

finalized over the review period, the legislation was not enacted. In addition, the National OSH Institute

could not be fully established due to delays in the construction of the building expected to host the

institution. The building was about halfway complete at the end of the 2012/13 Financial Year.

Development of a Wages and Income policy was not undertaken while formulation of the Diaspora Policy

was delayed by the challenges of developing it jointly between the then Ministry of Labour and Ministry of

Foreign Affairs. The Establishment of Employment Attaches Offices and undertaking of employment needs

assessments in key labour destination countries were also not realized during the 2008-2012 period.



8

The National Community Development Policy was submitted to the Cabinet sub-committee on Service

Sectors and was deferred to give time for the Ministry to consult with relevant Ministries and align it

with the Constitution. The National Policy on Older Persons and the Aging was adopted by the Cabinet in

November, 2009. However a Sessional paper to guide the implementation of the policy could not be tabled

in Parliament for approval since the policy needed to be aligned to the Constitution.

The planned establishment of an Ombudsman for children, Child Rights Clubs in schools and Children

Sector Directory were not carried. Establishment of firm level productivity indices database to inform

industry benchmarks, policy decisions and wage negotiations was also not achieved. The transformation

and capacity building for the Productivity Centre of Kenya (PCK) was hampered by the need for legal

reforms to facilitate the institutional changes. A Job Evaluation exercise for PCK that was planned for to

establish the human resource capacity was not carried out. The then Ministry of State for Public Service

had undertaken to conduct the exercise across the entire civil service, including the centre. In addition,

recruitment of new staff was not fully realized.

Although a lot of effort was made to enhance the policy, legal and institutional frameworks for implementation

of the programmes, several gaps persist. These include lack of policies on; Labour Migration; Social

Security; Family Protection; Community Development; Social Development; Internship and Volunteerism

in the Public Service and a policy for Persons With Disabilities.

Challenges and Emerging Issues

The above gaps were mainly due to several challenges encountered during implementation. Foremost

among these challenges was the inadequacy of financial resources. Whilst attempts were made to mobilize

more resources from the Treasury and development partners, actual allocations were not sufficient to

realize all targets. In some cases, key projects and programmes failed to receive any allocations during the

Strategic Plan 2008-2012 period. This is compounded by inadequate human resource capacity to handle

increased workloads, which were mainly occasioned by the increase in the number of districts during the

2008-2012 period which stretched the existing capacity.

Low public awareness on the rights of children and issues of persons with disabilities, labour laws,

older and aging persons, occupational safety and health and productivity continued to hamper effective

implementation of programmes in the respective areas. In addition, there is inadequate data on facets

related to the above areas, which weakens the planning and implementation of programmes. This is

aggravated by the fact that existing data is poorly managed and not disaggregated by either sex or age to

allow for better targeting and monitoring of progress.

Effectiveness of services offered by the former ministries of Labour, and Gender, Children and Social

Development was greatly hampered by inadequate access by citizens mainly due to lack of offices and

officers in most districts then. Even with the transition into the devolved government system, the Ministry

currently does not have all its departments with field offices in all the counties. The resultant limited

access to some of the Ministry’s services in most counties has weakened public confidence and placed

a greater strain on field officers, some of who currently cover more than one county. The most affected

services in this area are public employment services, occupational safety and health, labour inspections

and settlement of labour disputes.

The country’s transition to a devolved system of government has presented several challenges in the

implementation of programmes. First, some of the functions under the Ministry have been decentralized

to county governments without sufficient supervision and monitoring mechanisms being established.



9

In addition, there is a rapid increase in demand for services at the county level. This is mainly due to

increased civic awareness and the need by the county governments to have their citizens receive the

services. As a result, the Ministry is very likely to experience greater strain on its human, financial and

infrastructure resources due to the high expectations of citizens.

Weak partnerships and coordination mechanisms continued to weaken the synergies required in

implementing key programmes. This has especially affected programmes in the areas of social protection,

children’s services, industrial training and employment promotion. Administration of Occupational Safety

and Health Act, (OSHA) 2007 and Work Injury Benefits Act, (WIBA) 2007 are not interlinked and currently

are standalone functions. With effective prevention strategies, cases of accidents and ill health will decrease

and thus lower compensation costs. Compensation of work injuries and diseases should be connected to

efforts on prevention of the same by interlinking the two Acts.

The increasing influence of social media will provide the Ministry with an opportunity and challenge. Social

media can be utilized very effectively to communicate with citizens, especially youths, on programmes

under implementation while also seeking feedback on quality of services delivered. Indeed, social media

platforms provide an opportunity for resolution of complaints. On the other hand, social media can be

a medium for perpetuation of vices amongst children and youths hence exposing them to trafficking,

prostitution and other forms of violence.

Lessons Learnt

Several key lessons were learnt during the implementation of the Strategic Plans for the 2008-2012

period. These include: the need for aligning planned programmes to the budgeting framework; the need

for continuous monitoring of programmes; the importance of collaboration with Ministries, Government

Departments and Agencies (MDAs) and other stakeholders; the importance of progressive capacity building

of officers to equip them with relevant skills; the need to leverage on Information and Communications

Technology (ICT) in programmes implementation; the importance of political goodwill especially in

legislation; and the need for comprehensive data for planning, budgeting and implementation.

Rationale for the Strategic Plan 2013-2017

The Strategic Plans for the 2008-2012 period lapsed at the end of the 2012/13 Financial Year. During the

implementation of the Plans, several changes in the Ministry’s operational environment have occurred. Key

amongst these was the promulgation of the Constitution of Kenya in 2010 and its attendant provisions.

In addition, the First Medium Term Plan (MTP) of the Kenya Vision 2030 which covered the 2008-2012

period also came to termination at the end of the 2012/13 Financial Year. The recent re-organization of

government too has resulted in a different operational environment for the Ministry. All these, amongst

many other factors, have made it necessary for the Ministry to develop a new Strategic Plan which will

guide implementation of programmes during the next five years covering the period from the 2013/14 to

2017/18 Financial Years. The Plan period will coincide with that of the Second Medium Term Plan (MTP)

2013-2017.



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Chapter Three

The Ministry in the Context of the National Development Agenda

As a public institution, the Ministry is expected to deliver on the National Development Agenda

as articulated in the country’s long-term development blueprint the Kenya Vision 2030 and

its Medium Term Plans, the Constitution of Kenya and other key development policies. The

Constitution provides the fundamental principles upon which the country’s development, in all its forms,

will be carried out. The Kenya Vision 2030 is expected to guide the country’s Economic, Social and Political

Development in the long term – up to the year 2030. The Vision is being implemented in five-year Medium

Term Plans, the first of which covered the 2008-2012 period. The Second Medium Term Plan (MTP) will

be implemented in the 2013-2017 period and coincides with the period of this Strategic Plan. The goals,

objectives and strategies in this Strategic Plan have been aligned to the development blueprints outlined

before, to ensure that they deliver on the National Development Agenda.

The Constitution of Kenya

The Constitution of Kenya, promulgated in August 2010 as the country’s new supreme law, has brought

about fundamental changes in the country’s governance framework through the creation of a two-

tier government at the national and in the 47 counties. The constitution has also created a number of

institutions whose functions will have a strong bearing on the implementation of the country’s policies,

programmes and projects.

A key reform element of the Constitution is the premium placed on service delivery to the citizens of this

country. In particular, the country’s supreme law demands for public participation in all policy formulation

and implementation by state organs. The Ministry is therefore required to involve all stakeholders in the

development of policies. Further, the Bill of Rights has greatly enhanced citizens’ rights, some of which

directly relate to the mandate of the Ministry. These are; equality and freedom from discrimination, freedom

from slavery and forced labour, freedom of expression, freedom of association, access to information, and

right to assembly, demonstrate, picketing and petition.

The Role of the Ministry in the Current Constitutional Dispensation

The Ministry will play a key role in implementing the Constitution mainly through facilitating the devolution

process where applicable and ensuring progress towards the achievement of the Chapter on The Bill of

Rights, many of which touch directly on its mandates. Already, several ministerial functions have been

devolved while field officers working within the counties have continued to collaborate closely with their

respective county governments.

The labour relations rights in the Constitution are more comprehensive than ever before covering right to

fair labour practices, workers’ rights to: fair remuneration; reasonable working conditions; participation

in trade union activities and programmes; and the right to go on strike. In the same vein, the Constitution

proclaims the rights of employers to form and join an employers’ organization and to participate in the

activities and programmes of an employer’s organization. Trade unions and employers’ organizations also

have the right to: organize; form and join a federation; and engage in collective bargaining.

Under economic and social rights, the Constitution bequeaths to Kenyans the right to social security

and proclaims that the State shall provide appropriate social security to persons who are unable to



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support themselves and their dependants. Children on the other hand have a right to: be protected from

abuse, neglect, harmful cultural practices, all forms of violence, inhuman treatment and punishment,

and hazardous or exploitative labour; parental care and protection, which includes equal responsibility of

the mother and father to provide for the child, and not to be detained, except as a measure of last resort.

Overall, the Constitution declares the paramount importance of a child’s best interests in every matter

concerning the child.

Every person with any disability is entitled to; be treated with dignity and respect and to be addressed

and referred to in a manner that is not demeaning; access educational institutions and facilities for

persons with disabilities; reasonable access to all places, public transport and information. Further, the

person is entitled to; use of Sign language, Braille or other appropriate means of communication; and

access materials and devices to overcome constraints arising from the person’s disability. The State is

also constitutionally required to ensure the progressive implementation of the principle that at least five

percent of the members of the public in elective and appointive bodies are persons with disabilities.

The Constitution provides for affirmative action programmes designed to ensure that minorities and

marginalized groups participate and are represented in governance and other spheres of life, and are

provided special opportunities for access to employment. It further provides for the rights of older persons

to: fully participate in the affairs of society; pursue their personal development; live in dignity and respect

and be free from abuse; and receive reasonable care and assistance from their family and the State.

The constitution provides for a clean and healthy environment. In addition, if a person’s rights to a clean

and healthy environment are violated, the constitution requires that measures to prevent or discontinue

harmful emissions to the environment be undertaken. Workplace processes being the major pollutants

of the environment, the ministry has a role to ensure that the working environment is clean and healthy

for all employed persons and ensure that no pollutant is allowed to enter into the atmosphere without

appropriate treatment to prevent air pollution or other ill-effect to life and property.

Section 159 (2) c of the Constitution promotes the use alternative forms of dispute resolution including

reconciliation, mediation, arbitration and traditional dispute resolution mechanisms as one of the guiding

principles for courts and tribunals when exercising judicial authority. Towards this, the Ministry has

proposed the establishment of a Mediation and Conciliation Commission as an alternative disputes

settlement mechanism. The Commission will enhance access by parties to services in the determination

of labour and employment related disputes.

The Kenya Vision 2030 and the Second Medium Term Plan 2013-2017

The Kenya Vision 2030 is the premier national development policy that guides the country’s development

with an aim of transforming it into a middle-income country. The vision was motivated by a collective

aspiration for a better society by the year 2030. The Vision is being implemented in five-year phases

through the Medium Term Plans, with the second Medium Term Plan 2013 -2017 being the second phase

of the Vision 2030.

The Kenya Vision 2030

The Vision 2030’s overall goal is to transform Kenya into a middle-income country providing a high

quality life to all its citizens by the year 2030. This is in line with its theme of “A globally competitive and

prosperous nation with a high quality of life by 2030”. The Vision is anchored on three pillars, namely the

Economic Pillar which targets sustained economic growth of 10 per cent per annum; Social Pillar which

seeks to create a just and cohesive society enjoying equitable social development in a clean and secure



12

environment; and the Political Pillar whose aspiration is for the country to enjoy issue-based, people

centered results oriented and accountable democratic political system. The three pillars are underpinned

by the Foundations for Socio-economic Transformation and a macroeconomic framework, which seek to

provide the necessary support for the country’s social, economic and political development.

The Ministry’s projects and programmes are mainly linked to the Social Pillar and the Foundations for Socio-

Economic Development, specifically in the Labour, Human Resource Development and Employment, and

Gender, Youth and Vulnerable Groups sectors. The goal of the Gender, Youth and Vulnerable sector under

the Social Pillar is “equity in power and resource distribution between the sexes, improved livelihoods

for all vulnerable groups, and responsible, globally competitive and prosperous youth.” In addition, the

Vision provides for increased opportunities for women, youth and all disadvantaged groups. To achieve

this, the government commits to increasing the participation of women in all economic, social and political

decision-making processes, improving access to all disadvantaged groups and minimizing vulnerabilities

through prohibition of retrogressive practices such as child labour, and by up-scaling the training for

persons with disabilities and those with special needs.

Under the Labour, Human Resource Development and Employment sector, the country intends to

create “a globally competitive and adaptive human resource base to meet the requirements of a rapidly

industrializing economy.” This is to be carried out through life-long training and education. A key apriority

towards achieving this is the establishment of a human resource database to facilitate better planning

of human resource requirements in the country. Other key steps explicitly outlined in the Vision include

raising labour productivity to international levels, expanding industrial and technical institutions, as well

as the enhancement of linkages between industry and training institutions. The latter two strategies are

aimed at expanding the country’s skills base while aligning skills development to the needs of industry.

The Second Medium Term Plan 2013-2017

The theme of the Second Medium Term Plan (MTP) of Kenya Vision 2030 is “Transforming Kenya: Pathway

to Devolution, Socio-Economic Development, Equity and National Unity.” The Plan places emphasis on

the full implementation of devolution in the context of a rapidly growing economy, promoting equity,

inclusiveness, and employment to meet the needs of our youth. The Second MTP, just like the Vision

2030 is anchored on the Economic, Social and Political Pillars, with the Foundations for Socio-Economic

Transformation and a strong macroeconomic framework underpinning them. It consists of 20 sectors

across the three pillars and foundations. It has been aligned with the priorities outlined in the Jubilee

Coalition Manifesto: “Agenda for Kenya 2013-17 and Beyond.”

The Labour and Employment sector theme is “Every Kenyan with decent and gainful employment.” It

advocates for an efficient, motivated and healthy human resource base, which is pivotal for enhanced

national competitiveness, economic growth and development. This is in line with the Constitution, which

advocates for decent work, where freely chosen productive employment is promoted simultaneously with

fundamental rights at work, adequate income from work, representation and social security.

The theme for the Gender, Youth and Vulnerable Groups sector is “Equity in Access, Control and

Participation in Resource Distribution for Improved Livelihoods of Women, Youth and Vulnerable Groups.”

The Second MTP recognizes the critical role played by the sector in creating of an enabling environment for

socio-economic service delivery and human resource utilization for sustainable national economic growth

and development. The sector has also recognized the need to emphasize on sustainable development

programmes for women, youth, vulnerable groups, and persons living with disability. Focus has been

placed on the improvement of livelihoods of vulnerable groups specifically orphans and vulnerable children,

the elderly, and persons with disabilities.



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The Role of the Ministry in the Vision 2030 and the Second Medium Term Plan

All the three pillars of the Vision 2030 require a workforce with adequate levels of education, skills,

competency levels, creativity and innovation. Such a workforce should be capable of transforming the

country to a rapidly industrializing economy with a high quality of life for its citizens. In addition, economic,

social and political development must always be undertaken alongside sufficient protection for vulnerable

members of the society. Indeed, the Vision recognizes a just and equitable society as a key development goal.

The Ministry will contribute to this national development agenda through formulation and implementation

of activities, projects, programmes and policies on industrial relations, employment promotion, alignment

of skills development to industry needs, productivity promotion, community mobilization and development

and social protection, with emphasis on protection of vulnerable groups.

The Ministry will deliver on the National Development Agenda through implementation of the following

projects and programmes outlined in the Second MTP: implementation of the Sessional Paper on the National

Employment Policy and Strategy for Kenya with emphasis on Employment Creation Analysis for major

projects and programmes and promotion of internship and industrial attachment. Further, the Ministry

will undertake the Development of the National Labour Market Information System (LMIS); establishment

of model vocational training institutions; National Skills Audit and Integrated National Human Resource

Development Strategy; updating of the Kenya National Occupational Classification Standards (KNOCS)

2000; development of the Dictionary of Occupational Classifications; and National Labour Force Survey.

Other programmes to be implemented are: establishment of the Consolidated Social Protection Fund

(CSPF); establishment of the single registry for all CSPF Initiatives; support to Persons with Albinism (PWA);

and establishment of National Safety Nets Program; scale up the National Development Fund for Persons

With Disabilities (PWDs); implementation of the 30 percent public procurement preference for women,

Youth and Person With Disabilities; disability mainstreaming (inclusion and accessibility); promotion and

protection of rights and needs of older persons; youth and gender mainstreaming; establishment of Child

Protection Centres.

The Second MTP also promotes the strengthening of linkages between industry and training institutions;

productivity management with emphasis on the transformation of the Productivity Centre of Kenya (PCK)

into the National Productivity Council; and promotion of Occupational Safety and Health (OSH) through

fast-tracking implementation of the National Occupational Safety and Health Policy. It also proposes;

capacity building for the Labour Inspectorate; National Child Labour baseline Survey; the Green Jobs

Approach to job creation; development of Integrated Data Management System for children; implementation

of Children Rehabilitation Programmes; facilitating alternative family care services (adoption, foster care

and guardianship); public awareness on the needs, aspirations and capacities of vulnerable persons;

review Child participation Guidelines (2006); support for Children Assemblies; and full implementation of

the Child helpline (116).

Other key programmes include: capacity building for the National Industrial Training Authority (NITA);

establishment and upgrading of Industrial Training Centres; establishment of Industrial Attachment,

Industrial Training and Training Levy offices in the Counties; establishment of employment attachés offices

in Saudi Arabia and United Arab Emirates; development and implementation of a National Internship/

Volunteerism programme; national Occupational Safety and Health awareness campaign; surveillance of

work environment and workers’ health; reforming the work injury compensation system; and awareness

creation on labour laws.

Several policy reforms in the First MTP which, especially those which were not completed during the

period of the previous strategic plans will be prioritized for implementation in this Strategic Plan period.



14

Towards this, the following policies will be finalized, submitted to the Cabinet and Parliament for approval

and implemented: National Diaspora Policy; National Policy on Child Labour; National Policy on Older

Persons and Aging; and National Community Development Policy. In addition, the following policies will be

formulated, submitted for approval and implemented during the same period: Wages and Remuneration

Policy; Labour Relations Policy; Foreign Employment Policy (Labour Export Policy); and Labour Policy on

Employment for Expatriates. The Social Protection Policy will be transformed into a Sessional Paper for

Parliamentary approval and its implementation will be commenced during the Strategic Plan period.

Key legal reforms to be implemented are: enactment and implementation of the National Productivity

Council Bill, Work Injury Compensation Bill, 2013 and establishment of the Conciliation and Mediation

Commission. Others are: alignment of the labour laws to the Constitution; transformation of Directorate

of Occupational Safety and Health Services (DOSHS) to the Occupational Safety and Health Injury

Compensation Authority (OSHICA); capacity building for the Occupational Safety and Health Fund; and

transformation of the National Social Security Fund (NSSF) to a social insurance pension scheme.

The Role of the Ministry in International and Regional Development

Kenya is a member of International Labour Organization and Regional organizations. So far, the country

has ratified 49 Conventions and denounced 6 Conventions. The Conventions touch on labour standards,

which are in furtherance of fundamental principles and rights at work and decent work agenda. Kenya

ratified the Convention on the Elimination of all forms of Discrimination Against Women (CEDAW) in

1981. The Convention is often described as an international bill of rights for women and provides the

basis for realizing equality between women and men through ensuring women’s equal access to, and equal

opportunities in, political and public life, including the right to vote; education; health and employment.

The country is committed to taking appropriate measures, including legislation and temporary special

measures, so that women can enjoy all their human rights and fundamental freedoms. Further, the country

submits national reports every four years, on measures undertaken to comply with the convention.

The United Nations Convention on the Rights of Persons with Disabilities (UNCPRD) was adopted in 2006

by the General Assembly and came into force in 2008. Kenya signed the Convention in 2007 and ratified

it in 2008 which is an indication of the willingness and readiness of the Government of Kenya to be bound

by the Convention and to take legislative and administrative measures to give effect to its provisions.

The UNCRPD is the key normative guiding document at international, regional and national levels for all

efforts to realize of rights of Persons With Disabilities. It is at once a vision and a commitment to work

to overcome barriers and discrimination persons with disabilities face in their daily lives. The National

Council for Persons with Disabilities is the UNCRPD implementing agency of the national government and

has developed strategic action points to domesticate the Convention. The action points include aligning

Persons With Disabilities (PWD) Act, 2003 with the Convention and developing the National Action Plan

on Accessibility to ensure that existing legal framework protect rights and wellbeing of Persons With

Disabilities.

At the regional level, Kenya has signed East Africa Community (EAC) protocol on free movement of goods

and persons. The protocol is geared towards elimination of labour migration rules, which will enhance

creation of employment and integration of labour standards in the region.

Kenya’s Development Challenges

Kenya strives to create a conducive domestic environment for economic growth through the adoption

and implementation of economic policy reforms. Translating economic growth into sustainable economic

development requires the diversification of the sources of the growth and the adoption of policy measures



15

to ensure that all Kenyans partake in the benefits of economic growth. However, even with an abundance

of natural resources, a young and growing population, and a large potential market for outputs, the

country is still faced with several challenges at national, regional and international level, as discussed

below, which hinder sustainable growth of the economy.

National Development Challenges

Key challenges outlined in the Second MTP, which will have implications on the Ministry’s programmes

during the 2013-2017 period include: high unemployment especially amongst the youth, compounded

by rapid population growth; low levels of awareness on gender equality and women empowerment;

and structural rigidities within the labour market. Weak policy, legal and institutional frameworks for

employment interventions and uncoordinated implementation of employment programmes and limited

coverage of the Consolidated Social Protection Fund (CSPF), mainly due to insufficient funding, also impact

negatively on programmes in the Ministry. Poor infrastructure in rehabilitation schools, children homes,

remand schools and vocational rehabilitation schools affects key programmes for care and rehabilitation

of children. Lack of proper coodination mechanisms for the CSPF continues to weaken synergies between

implementers hence resulting in duplications and limiting the impact of programmes. The lack of timely

labour markets information and a database on the skills available in the country means that policy makers

continue to rely on inadequate and outdated data for human resource planining and development. This

has contributed to the skills gaps in the country.

Unemployment remains as a key development challenge. According to the 2005/06 Labour Force Survey,

Kenya’s employment challenge was manifested in terms of a 12.7 per cent open unemployment rate, 21 per

cent underemployment and a working poor estimated at 46 per cent of the employed. The youth constitute

the majority of the unemployed at 24 percent. The relatively high rates of open unemployment amongst

the entry group emphasize the magnitude of the country’s employment problem. The youth unemployment

challenge is not just about limited employment opportunities but also lack of employable skills because

majority of the unemployed youth do not possess appropriate skills. Most of the youth in Kenya who

have some form of formal education and training lack the critical skills required by employers. The youth

bulge, inadequate skills and mismatch between the education curricula and needs of the industry have

contributed to the high levels of unemployment.

Kenya is faced with the challenge of not only achieving consistency in her human resource development

approach but of also developing a competitive edge in the global labour market. This is largely due to

lack of accurate, timely and up to date labour market information to guide effective and efficient human

resource planning, development and utilization. Currently, the country lacks consistent and regular

labour market research and analysis, which would provide reliable labour market information. This has

resulted in haphazard skill development efforts characterized by a mismatch of the skills produced and

those required by the economy due to lack of a coordinated, streamlined, and collaborative institutional

alignment.

Currently research in occupational safety and health in Kenya is minimal. The introduction of new

technologies, chemicals, biohazards, processes, work organizations and emerging sectors such as oil and

mineral resources have brought about emerging occupational safety and health risks. These risks need to

be researched upon for effective provision of preventive measures. There is also general lack of awareness

on OSH among the general populace. Further, Occupational Safety and Health is not integrated into the

Kenyan education curricula, hence labour market entrants in the country lack basic knowledge and skills

in occupational safety and health. This has contributed greately to the weak occupational safety and

health culture in the country.



16

Most occupational diseases may involve prolonged exposure to injurious conditions where no specific

time is identifiable or have long latent periods and may be diagnosed long after an employee exits work.

This makes it difficult for the employees to be compensated by the insurance companies, who base their

premiums on a particular period yet it, is mandatory to compensate all occupational accidents and diseases.

To overcome this there is need to have a common fund where such compensations may be drawn from.

The country’s total number of Orphans and Vulnerable Children was estimated at 2.4 million in 2004 and

is likely to have increased by now. These children live in extreme poverty and there is a growing recognition

for the need to provide them with special attention and support to enable them grow as responsible

citizens. More children are becoming vulnerable and are in great need of support. The HIV and AIDS

pandemic has considerably contributed to this vulnerability by undermining the capacity of HIV positive

parents to provide appropriate care and protection to their children. Increased child rights violations for

children in conflict with the law and inadequate structures to mitigate against child rights violations.

According to the 2009 population census there were about 1,332,273 older persons aged 65 years and

above. Out of this, 540,000 households required social security to cope with basic human needs. This

may be attributed to increasing poverty levels in country and the role of the aged as caregivers of the

pandemics of HIV and AIDs victims, caring for the infected and affected members of the family, orphans,

grandchildren of single parents. The problem is aggravated by increasing migration of younger persons

from rural to urban areas in search of employment, which contribute to break down of extended family

support to older persons. Older persons are also more vulnerable to age–related diseases than other

segments of the population, yet most of them are not covered by any form of health insurance.

There is low participation of older persons in the development process. This leaves them with no or little

income to meet their basic needs. Further, there is low level of preparedness for old age and ageing which

results to a lot of frustration among the older persons. Inadequate data, knowledge and understanding in

social issues, weak coordination and networking mechanisms on community mobilization and development

practices and limited awareness on social protection services and programmes has a negative impact on

the older persons.

The Bill of Rights as enshrined in the Constitution provides for enhanced labour rights. The actualization

of these rights has ocassionally resulted in conflicts between labour, capital, entrepreneurship and

technological development in the context of under developed labour market institutions. The unlimited

freedom of association, right to form or join organized trade unions, increased demands for higher wages,

and improved terms and conditions of employment have often resulted in conflicts at workplaces since the

demands are usually not commensurate with the rate of economic growth.

The enhanced agitation for freedom of association and collective bargaining has widened the space for

unionization of staff and registration of more trade unions based on sector, trade or occupation rather

than industry. This has caused challenges in regulation of trade unions, disharmony, increased industrial

unrest and disruptions in the core sectors of economy. The man-hours lost due to strikes culminate in

low production, loss of profits, reduced employment opportunities and loss of revenue for the government.

Productivity management is a relatively new field in Kenya. The country has a weak productivity culture

coupled with limited critical mass of productivity practitioners with the required knowledge and skill.

Currently, the country’s labour productivity index is 2.2, which is relatively low compared with other

countries like Japan (7.6), Malaysia (5.3) and South Africa (4.5). This problem is further compounded



17

by inadequate legal and institutional framework to support productivity practices. The challenge for

Kenya is to develop legal and institutional structures to guide the uptake of best practices in productivity

management for enhanced competitiveness of Kenyan goods and services.

Persons with disabilities experience discrimination in society on many spheres of life. In many parts of the

country, negative cultural practices and traditions still hinder persons with disabilities from accessing their

basic rights since communities are ignorant of these rights. These have resulted in a majority of Persons

With Disabilities missing out on many opportunities for self-improvement and hence live in destitution.

Further, most people living with disabilities are not able to participate fully in the country’s development

process due to inaccessible infrastructure since most buildings and pavements do not have rumps and

appropriate pathways thus making it difficult for them to move from one place to the other.

Industrial training in Kenya faces the challenges of: limited linkages between industry and training

institutions; poor management of industrial attachment; inadequate infrastructure and obsolete technology

in industrial training centres; and minimal expansion of formal sector jobs. Further, there is weak and

uncoordinated labour enforcement mechanisms; low level of awareness of labour laws; weak coordination

of social protection system and inadequate coordination of foreign employment administration. Reliance

on donor funds has also created uncertainty and sustainability in programmes for vulnerable groups in

need of special protection.

Regional Development Challenges

The integration of the East Africa Community (EAC) Partner States and the anticipated free movement of

labour in the region have necessitated analysis of the manpower skill profiles in each member state. As the

Country implements the EAC Protocol signed in 2010, the challenge remains the capacity to determine the

kind of skills to allow in and those that are ring-fenced as well as their competitiveness to ensure stability

in the labour market.

The proposed integration of the East African Community will also pose some challenges for children given

that Kenya’s economic development level is higher than that of the other countries in the block. This may

act as a pull factor for the children. This might result in children being trafficked to the country for onward

transmission to other countries. The country has been identified as a transit point for trafficking both

children and the adults mainly due to porous borders and a relatively advanced transport sector which

serves as a conduit for those on transit to Europe and other parts of the world.



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Chapter Four

Situational Analysis

The level of success of this Strategic Plan will depend to a great deal on the Ministry’s operational

environment. This will include both the internal and external environments, which will have

impacts on the activities, projects and programmes spelt in the Plan. An assessment of the

Ministry’s Strengths, Weaknesses, Opportunities and Threats (SWOT) has been carried out to establish

those factors most likely to influence the Plan. In addition, an analysis of the Policy, Political, Economic,

Social, Environmental and Legal factors has been outlined to ascertain external environment likely to

shape the Ministry’s success. The Strategic, Financial and Operational risks, which the Ministry is likely

to face, have also been analyzed and a Risk Management Framework established for mitigation. Lastly, the

Ministry’s stakeholders have been identified and their needs elaborated to provide a basis for constructive

engagement during implementation.

SWOT Analysis

The SWOT Analysis presented below captures the Ministry’s immediate operational environment – both

internal and external. It outlines the Ministry’s Strengths and Weaknesses as well as the Opportunities

open to the Ministry and the Threats it faces. The analysis has been captured from an internal point of

view as well as from the perspective of external stakeholders. It was developed as objectively as possible

and has been designed to ensure that it informs the implementation process. Table 1 outlines this SWOT

analysis.

Table 1: SWOT Analysis

STRENGTHS WEAKNESSES

INT

ER

NA

L

• Skilled and competent staff• Institutional, legal and policy framework that

facilitates outreach of programmes up to the Sub-County level

• ICT infrastructure and supporting skills• Availability of specialized training opportunities• Presence in 47 counties• Partnership with relevant government agencies

• Lack of administrative infrastructure on regulation of Trade Unions

• Lack of a communication strategy• Lack of sex and age disaggregated and

harmonized data collection and management system

• Lack of succession management • Absence of reward strategy• Lack of appreciation of use of empirical

evidence in planning and decision making • Weak M & E framework

OPPORTUNITIES THREATS

EX

TE

RN

AL

• Progressive Bill of rights• Political good will• Public sector reforms and Performance Contracting • Support and collaboration from stakeholder and

development partners• Existence of e-Government Strategy • Mobile payment services• Availability of opportunities for collaborations with

institutions of higher learning in training and research

• Emerging economic sectors• Reservoir of Voluntary services • Exploitation of international days on labour and

social security• Enhanced fiber optic connectivity up to the

county/sub-county level

• Misconception in understanding devolution• HIV and AIDS• Poor public perception of the Ministry• Freeze on employment• competing interests of the levels of government • Breakdown of social values leading to suffering

of special interest groups• Rising numbers of vulnerable • Disasters, Poverty and natural calamities• Non compliance to ISO and C.O.R guidelines

e.g. Training of civil servants• Increased cyber attack



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The Ministry will strive to focus on and emphasize its Strengths for improved performance. On the other

hand, the outlined Weaknesses will be minimized as much as possible with the main aim of eliminating

the internal hindrances which may limit or hinder performance. Since the Weaknesses outlined in the

analysis are internal, the Ministry will have greater leeway in formulating the appropriate strategies to

address them. The Opportunities identified will be exploited to enable the Ministry take advantage of their

existence to foster its mandates. The opportunities will therefore be treated as openings for the Ministry

to utilize to its advantage in the pursuit of its goals. Threats, if left unchecked, can seriously hamper

the prospects of success. For this reason, the implementation strategies in this Plan have been carefully

selected to ensure that the Ministry is capable of facing potential threats if and when they arise. This

SWOT analysis therefore, affords the Ministry the chance to examine its immediate operating environment

and plan for it.

P-PESTEL Analysis

This analysis focuses on certain key factors which are likely to have an impact on the Ministry and

which the Ministry therefore has to utilize or mitigate. The P-PESTEL analysis focuses on Policy, Political,

Economic, Social, Technological, Environmental and Legal factors. Most of the factors are external. Despite

this, it is imperative that the Ministry captures and plans for them in order to improve the implementation

process. Table 2 presents the P-PESTEL analysis for the Ministry.

Table 2: P-PESTEL Analysis

Factor How it influences the Ministry’s Activities

Policy Opportunity • The Kenya Development blue print Vision 2030• The Second Medium Term Plan 2013-2017• Sector Plans and policies• The Constitution of Kenya• Various sectoral policies

Threat • Delay in enactment of legislation • Inability to provide for provisions for universal social security to people

living below poverty line as provide for in the constitution• Misconception on youth and gender mainstreaming • Lack of National coordination of all social protection initiatives – Legislation

to be developed• Lack of operationalization of National protection Council• Autonomy of various social protection initiatives

Political Opportunity • Devolution- Constitution • Political will• Executive Power to reorganize government-Executive order

Threat • Lack of clarity on roles of both national and devolved government• Dynamic political environment• Effects of expected mergers and restructuring of SAGAS and State

corporations

Economic Opportunity • New economic opportunities for employment sectors such as oil reserves and mineral mining –labour, OSH, child labour

• Improved economic performance can result in increased revenues for the government and hence increased allocations for the Ministry

Threats • Government austerity measures due various reasons may lead to budget cuts

• Increase in the prices of basic commodities affects the citizens purchasing power and increases the number of vulnerable persons as well as aggravating their vulnerability

• Poor status of the economy may result in job lay-offs leading to heavy workload for those who will be left



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Factor How it influences the Ministry’s Activities

Social Opportunity • Free primary education leads to fewer incidents of child labour• Foreign cash transfers boost houshold incomes• Freedom of expression in Collective Bargaining Agreements (CBAs)

Threats • Increased number of people falling below poverty line• Harmful cultural practices –FGM underage and early marriage • Inequality in resource allocation coupled with limited access to

opportunities for youth, women, PWDs and other vulnerable groups• High level of dependency • Weakened social fabric

Technological Opportunity • E- government • Electronic payment platforms for cash transfers• Email • Social media communication• Penetration of mobile • Toll free child help line

Threat • Cyber attack/crime• Rapid technological change• Inadequate resources to catch up with technological changes• Exposure to harmful content especially from the internet

Environmental Opportunity • Green jobs approach• Introduction of environmental sustainable Target

Threat • Asbestos roofing on many Ministry buildings• Lack of e-waste management policy• Unsafe work environment• Failure to adhere to safety regulations in Ministry projects

Legal Opportunity • The Constitution • Existence of legislation• International treaties, conventions and protocols

Threats • Non alignment of laws to constitution• Lengthy and slow pace of legislation affects the achievement of intended

milestones. • Lack of harmonization of legislation

The Ministry will exploit the opportunities presented with each factor for improved performance. In

addition, the Ministry will work with relevant stakeholders in addressing any threats related to each factor

to reduce hindrances in the implementation process. Priority will be given to those internal P-PESTEL

factors which are likely to be easier to address and also which can be used to demonstrate commitment

to performance.

Risk Management

The table below provides a summary of the range and types of risk the Ministry anticipates during the

course of the implementation of this Strategic Plan and how it intends to mitigate the risks.

Table 3: Risks and Mitigation Measures

Risk factor Source Mitigation strategy Risk owner

1. High unemployment especially amongst the youth

Slow pace of growth of the economy

Develop policies and programmes for employment creation

Cabinet Secretary, Principal Secretary, Director NEB and relevant stakeholders

2 Industrial unrest Enhanced labour rights and high cost of living

Develop and strengthen legal, policy and institutional frameworks, creation of awareness, resolution of disputes through conciliation and mediation mechanism

Cabinet Secretary, Labour Commissioner and Social Partners



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3 Loss of foreign job opportunities

•Foreign job embargo•Sour relations with the host country

•Negotiating and signing of bilateral labour agreements

•Enforcement of rules and regulations on foreign employment

Cabinet Secretary, Labour Commissioner, Director of Employment, Ministry of Foreign Affairs and International Trade and relevant countries

4 Denial of approval to establish Occupational Safety Health and Injury Compensation Authority (OSHICA)

On-going restructuring of parastatals and SAGAs

Lobby with the Labour and Social Welfare Committee and the Cabinet for its establishment

Cabinet Secretary, Principal Secretary and Head DOSHS

5. Inability to cope with the rapid changes in technology especially in industrial and vocational training rehabilitation

Rapid changes in technology

-Upgrading of technology and facilities in industrial and vocational training and rehabilitation centres -Introduce market oriented courses

Principal Secretary, Heads of NITA, and Vocational Rehabilitation Centres (VRCs)

6 Increasing number of workers exposed to hazardous working conditions

Inadequate information on the number of workers exposed to hazardous working conditions and number of plants and equipment that require periodic examination in Kenya

•Conducting a baseline survey to establish the number of workers exposed to hazardous working conditions

•Awareness creation and training for workers in hazardous occupations and conditions

Principal Secretary, Head DOSHS

7 Negative perception of the Ministry

•The enforcement role of the Ministry

•Inadequate awareness on the services offered by the Ministry

•Undertake awareness and sensitization on the Ministry’s programmes

•Enhance the Ministry’s publicity through Information Education and Communication materials

•Demonstrate results and performance

Cabinet Secretary, Principal Secretary, Head PRO and all Heads of Department

8 Possible litigation from citizens demanding constitutional rights on social protection

Expanded Bill of Rights in the Constitution

•Undertake intensive advocacy and lobbying amongst stakeholders to achieve consensus

•Demonstrate progress in achieving rights on social protection

Principal Secretary, Heads Children, Social development and Coordinator, Social Protection Secretariat

9 Low labour productivity in the country

Poor productivity culture in the country

Up-scale capacity building in productivity and implementation of productivity improvement at firm/ enterprise level

Head – Productivity Centre of Kenya

10 Increasing numbers of vulnerable persons requiring social protection

•Increased poverty•Occurrence of disasters

•Expand social protection coverage

•Collaboration with the relevant stakeholders

•Provide policy direction and advice on issues touching on vulnerable groups and persons

Cabinet Secretary, Heads of Children’s Services, Social Development and Coordinator, Social Protection Secretariat

11 Inability to keep pace with the rapid ICT changes

Rapid changes in technology

Undertake regular training of staff on ICT and upgrading of equipment in accordance with ICT trends

Principal Secretary and ICT



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12 Slow pace of enactment and approval of the necessary legislations and policies

Lack of control over parliament calendar

Lobby Parliamentarians to fast-track the approval and enactment of the policies and legislations

Cabinet Secretary and Head Legal Unit

13 Under utilization of human resource capacity

Un coordinated skills development for the economy

Link skills development to the needs and requirements of industry

Cabinet Secretary, Principal Secretary, Heads NHRPD and relevant stakeholders

14 Inability to offer required service delivery

Inadequate Staff Recruit staff to fill the vacant posts

Cabinet Secretary, Principal Secretary, Heads of Departments and HRM

Stakeholder Analysis

Stakeholders are those individuals and institutions who or which have an influence on an organization’s

activities. The level of influence may vary from one stakeholder to the other but this does not diminish

their importance to the organization. The Ministry identified its key stakeholders and has outlined

key issues based on the relationship with each stakeholder. These are: the functions each individual

stakeholder performs; their expectations on the Ministry; the role the Ministry should play in addressing

these expectations; and the role the stakeholder should play to facilitate the service delivery process. Table

4 outlines the Stakeholder Analysis for the Ministry.

Table 4: Stakeholder Analysis

Stakeholder Functions of stakeholder

Stakeholder expectations

Ministry’s role in meeting stakeholder

expectations

Stakeholder’s role in facilitating service

delivery

The Public • Nurture and care for children to be responsible adults

• Watchdog on quality of service delivery

• To be informed on child rights

• Efficient service delivery

• To sensitize the public on child rights

• To adhere to the standards set in the Citizens Service Delivery Charter

• Upholding Children’s rights

• Offer feedback to the Ministry on standards and levels of service delivery

County governments

• Mobilization, collaboration, administrative support, security

• Collaboration and involvement

• Sensitization and awareness

• Conduct sensitization and awareness sessions

• Goodwill, Participation and feedback

Line ministries/ departments

• Cooperation and collaboration

• Coordination and implementation of Government development policies and strategies

• Co-operation in the coordination and implementation of Government development policies and strategies

• Timely submission of reports

• Coordinate and implement Government development policies and strategies

• Ensure timelines are adhered to

• Frequent consultations

• Implement Government development policies and strategies

• Co-operation• Provide detailed

requirements



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expectations


delivery

The National Treasury

• Co-ordination of the budgeting process

• Tax exemption

• Prudent utilization of availed financial resources

• Optimum utilization of budgetary allocation

• Required documentation

• Ensure prudent internal allocation and utilization of resources

• Submission of relevant documents

• Facilitate effective mobilization, allocation and disbursement of financial resources

• Involve the Ministry in budgeting

• Monitor and Evaluate utilization of Financial Resources

• Approval of tax wavier

Ministry of Devolution and Planning,

• Policy co-ordination • Timely submission of reports and policy documents

• Implementation of policy guidelines

• Effective implementation of policies and timely submission of reports to the Ministry

• Give clear and consistent guidelines, realistic timelines, and offer technical support

Kenya Revenue Authority (KRA)

• Revenue collection • Timely remittances of all taxes

• Timely recovery and remittances of statutory deductions

• Issuance of guidelines

National Social Security Fund (NSSF)

• Offer social security to Kenyans

• Representation in Cabinet and Parliament

• Submission of bills, Policies and Reports to the Government on behalf of NSSF

• Supervision of functions of NSSF through the office of the Cabinet Secretary

• Timely submission of Bills, Policies and Reports to the Ministry

Ministry of Medical Services

• Provision of medical care, child survival, care of abandoned babies in medical facilities

• Networking and partnership on health issues of children, Persons with Disabilities, Persons with Albinism

• Collaboration on Children, Persons with Disabilities, Persons with Albinism Issues

• Expeditious medical interventions on children, Persons with Disabilities, Persons with Albinism

Ministry of Education

• Developing intellect of children

• Sensitize their officers on Children’s Rights, productivity and OSH issues

• Collaboration on Children Issues

• Collaboration on development of OSH curricula

• Collaboration on development of productivity curricula

• Implementation of the Children’s Act(2001)

• Development and implementation of OSH curricula

Micro and Small Scale Enterprises

• Coordinating MSE activities

• Sensitize MSE operators on best labour practices

• Collaboration in promoting best labour practices

• Mobilization of MSE operators

The Cabinet Office

• Discuss Cabinet Memoranda, Bills and approve the laws

• Prepared and submitted Cabinet memorandum and Sessional Papers, Bills

• Prepare the necessary documentation

• Discussion and approval of bills and policy documents



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expectations


delivery

Public Service Commission

• Mandated with the overall responsibility of appointment, confirmation, disciplinary control etc

• Proper interpretation and implementation of HRM policies and decisions

• Timely implementation of policies and decisions

• Make & forward the decisions to the Ministry

Directorate of Public Service Management

• Issuance of guidelines on Human Resource Management

• Implementation of and adherence to Human Resource Management policies and Guidelines

• Adherence to the given guidelines

• Timely issuance of clear and unambiguous circulars

Attorney General’s Office

• Provision of legal advice to the Ministry

• Receipt of areas of legal concern affecting the Ministry that need redress

• Presentation of areas of legal concern affecting Ministry that need redress to the AG

• Addressing legal concerns of the Ministry

Ministry of Interior and Coordination of National Government(Immigration and Registration of Persons)

• Issuance of travel documents

• Issuance of work permits

• Authority to link to IPRS to validate social assistance beneficiary data

• Presentation of valid documents

• Data on skills not readily available in the market

• Sectors with skills shortages

• Utilization of IPRS data

• Networking and collaboration on matters such as international adoption and counter trafficking of children

• Collaboration and networking

• Authentication of travel documents concerning children and Ministry staff

• Issuance of author to link to IPRS

Parliament • Enactment of laws • Formulation of bills for legislation by Parliament

• Timely preparation and submission of draft bills and policies

• Passing of legislations on Ministry’s mandate

The Judiciary • Administration of justice on children rights

• Reports on child rights violations that need to be addressed by the Judiciary

• Presentation of case reports to courts of justice

• Expeditious administration of justice

Industrial Court

• Adjudication of trade disputes

• Timely report on a disputed WIBA matter

• Provide reports on WIBA disputes promptly

• Give realistic requests

• Fair and timely judgment

Local communities

• Implementation of social development activities

• Sensitization and awareness creation

• Provision of the services

• Provide service delivery standards

• Participate in implementation of activities and programmes

Older Persons • Beneficiaries of service

• Participate in forums discussing issues of Older Persons

• Monitor quality of service delivery


• Involvement in decision making

• Information on rights of Older Persons

• Awareness creation and sensitization on rights of Older Persons

• Facilitation in resource mobilization

• Share feedback on quality and efficiency of service delivery

Disabled Peoples Organization (DPO)

• Mobilize resource at community level

• Monitor on timelines and quality of service delivery


• Information on Disability rights

• Awareness creation and sensitization on rights of Persons with Disabilities


• Capacity building• Resource

Mobilization• Monitoring



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expectations


delivery

Persons with Disabilities

• Beneficiaries of service

• Participation in forums discussing issues of disability

• Monitor quality of service delivery


• Involvement in decision making

• Information on rights of Persons with Disabilities

• Awareness creation and sensitization on rights of Persons with Disabilities


• Share feedback on quality and efficiency of service delivery

Help Age • Provide technical advise

• Monitor implementation of Global Action Plan on Aging and Older Persons

• Mobilizing and supplementing resources

• Development and implementation of Policies and Programmes on Aging on Older Persons

• Accountability and transparency on utilization of resources

• Putting in place accountable systems

• Provide Legal and Institutional Framework for Older Persons

• Capacity Building• Resource

Mobilization• Monitoring

NHIF • Financing health insurance to staff and vulnerable groups

• Remittance of staff contributions

• Provision of beneficiary data

• Recovery and remittance of contributions and submission of pay roll by-product and beneficiary data

• Registration of eligible persons and financing the health insurance programme

Kenya National Bureau of Statistics

• Collection and analysis of data and provision of technical statistical advice

• Source of secondary data and provision of technical advice

• Timely extraction of labour statistics for input in the Economic Survey and other statistical abstracts

• Timely submission of safety and health statistics for input in the Economic Survey

• Submission of social protection indicators for KIHBS

• Provide the required data and invite KNBS for technical meetings

• Timely submission of labour market information, OSH and social protection indicators

• Provide technical assistance and relevant data

Provincial Administrat-ion

• Maintenance of internal security, public trustee, co-ordination of activities and mobilization of resources

• To be sensitized on child rights and designed rehabilitation programmes to reduce incidences of children graduating into crime in their adulthood

• Sensitization on child rights

• Facilitation of Alternative Dispute Resolution in Children matters

The Police • Maintenance of law and order

• Sensitization on child rights

• Violation of children rights reported

• Expeditious investigations and appropriate action taken

Probation and Aftercare Services

• Presentation of Probation Officers’ report on offenders to court, Community Service Order, monitor probationers and rehabilitate youth offenders

• Sensitize their officers on Children’s Rights

• Sensitize Probation officers on Children’s Rights

• Preparation of court reports on matters pertaining children



26




expectations


delivery

Prisons Services

• Rehabilitating of youthful offenders

• Provides services to Children under 4yrs accompanying mothers to prisons

• Sensitization on Child rights

• Networking and collaboration

• Ensuring Children under 4yrs accompanying mothers to prisons are well catered for

Ministry’s Staff

• Facilitate Ministry business processes

• Enabling working environment commensurate reward for performance

• Capacity building

• Provide enabling work environment and resources

• Recognition and commensurate reward for performance

• Meet set objectives, targets and standards

Workers • Provide labour to facilitate production processes

• Prompt processing of claims under WIBA

• Protection against workplace injuries and diseases

• Quality and relevant training in OSH

• Enforce OSHA and WIBA

• Offer quality training in occupational safety and health and supervise training providers

• Ensure payments of WIBA Claims

• Cooperate with DOSHS and employers

• Compliance with OSHA and WIBA

COTU • Organize and represent interests of workers

• Protect Workers rights

• Provision of up-to-date and reliable labour market information

• Fair and efficient application of laws

• Timely action on applications for registration of unions/ employers organization/ officials

• Take action on reported cases of non-compliance with the labour laws

• Give technical guidance on safety and health issues

• Initiate review of outdated laws

• Collaborate with employees in the collection of labour market data

• Timely Processing of applications

• Positive engagement and consultations to advise their members correctly

• Timely processing of applications

Employers • Creation of employment opportunities

• Contributing levies to the OSH Fund and Industrial Training

• Provide safe and healthy working environment

• Compliance with the labour laws and regulations

• Continuous training and development of staff

• Fair and efficient application of OSHA ,WIBA and other labour laws

• Guidance on safety and health; and labour issues

• Initiate review of outdated safety and health laws

• Effective sensitization on the Labour Laws and the role of public employment services

• Approval of training and reimbursement of training costs

• Prompt processing of claims under WIBA

• Create awareness on labour and OSH issues

• Issue guidelines on labour and OSH

• Effective sensitization on the Labour Laws and the roles of public employment services

• Issuance of training guidelines

• Curricula development

• Vetting of training providers and training programmes

• Train their workers on safety and health

• Report occupational accidents and diseases

• Prompt payment of necessary levies to the OSH Fund and WIBA claims

• Implement recommendations issued by DOSHS and safety committees

• Advertise their vacancies through the District /County Employment Offices

• Levy contribution• Training of staff



27




expectations


delivery

Federation of Kenya Employers (FKE)

• Represent employers interests in all relevant forums

• Facilitate mindset change among employers

• Provision of up-to-date and reliable labour market information

• Expeditious settlement productivity related economic disputes

• Advise employers on productivity matters

• Fair and efficient application of laws

• Timely analysis of Collective Bargaining Agreements and preparation of Reports on trade disputes

• Collaborate with employers in the collection of labour market data

• Provide up-to-date and reliable labour market information

• Provide sound advice based on the labour market information

• Settle disputes as they arise

• Promptly provide needed advise

• Review laws as necessary

• Adhere to timelines

• Learn and apply the law

• Cooperate with Ministry officials

• Correctly advise their members

• Give realistic requests and timelines

Children • Children are part of the family, society and state and have responsibilities to family, society and state

• Realization of their Rights as per the legal provisions on issues concerning them

• Implementing its mandate on Child rights and welfare

• Embracing responsibilities stipulated in the Children’s Act(2001)

Development partners and NGO’s/FBO’s

• Mobilizing and supplementing resources,

• Capacity building for officers

• Collaboration on community mobilization and empowerment

• Support food subsidy programme to poor households in distress

• Accountability and transparency in utilization of funds and resources

• Efficient and effective delivery of the Cash Transfer

• Framework for volunteerism

• Identification of beneficiaries

• Provision of transport for food distribution

• Sound proposals, Work Plans, and framework for good governance

• Adherence to Terms of Reference for specified programmes

• Putting in place accountable systems to deliver services

• Nominate suitable personnel to be trained

• Target beneficiaries

• Implementation of programmes in accordance to terms of reference

• Funding• Capacity building• Monitoring

Academic and Research Institutions

• Conducting research

• Provision of information on the Ministry’s issues

• Creating avenues for cooperation

• Provide information

• Publishing and dissemination of research findings

Private and public training institutions

• Supply of skills • Projections of skills required by the labour market

• Provision of attachment opportunities

• Development of appropriate policies

• Timely provision of information on the labour market

• Identification of opportunities for attachments

• Implement the policy guidelines

• Release and supervision

The Media • Communicating Ministry’s issues

• Networking and partnership

• Collaboration on Ministry’s Issues

• Bringing Ministry’s issues to the lime light through networking



28




expectations


delivery

Payment service providers

• Disbursement of the Stipend

• Timely and accurate preparation of payrolls and funds transfer

• Preparation of accurate payrolls and processing of funds

• Make payments in the most accessible and convenient outlets to beneficiaries

National Council for Persons With Disabilities (NCPWD)

• Collaboration on issues of disability

• The agenda on disability is mainstreamed in Development

• Facilitate development of relevant policies

• Support implementation of activities

• Support implementation of activities

• Participation in policy development

Private Sector • Support programmes as part of Corporate Social Responsibility (CSR)

• Submitted requests/activity proposals for support

• Prepare requests and proposals

• collaboration, Acceptance and Support

Political leaders

• Advocacy, lobbying and mobilization

• Sensitization and awareness

• Submitted requests

• Identify target persons and areas of need

• Conduct sensitization and awareness sessions

• prepare/approach with requests

• Political goodwill• -Participation and

feedback

East African Community (EAC)

• Mobilize funding and technical assistance within the region

• Collaboration and active engagement with EAC partner states and implementation of EAC recommendations

• Actively participate in and implement EAC initiatives

• Finance, capacity building and facilitate networking

International Labour Organization (ILO)

• Formulate and set labour standards

• Provide technical advice to member states

• Provide capacity building and Institutional development on labour issues

• Resource mobilization on labour issues

• Monitor implementation of International labour standards

• An enabling environment for maintenance of industrial peace and social justice at the work place

• leadership and coordination of labour standards

• Respect fundamental principles

• Administer relevant domesticated legislation and conventions

• Provide reports on status of implementation of legislations and conventions

• Coordination of Decent Country programmes

• Provide technical and financial assistance to implement National Action programmes and Decent Country programmes.



29




expectations


delivery

International Organization for Migration (IOM)

• Provide technical assistance and advise on migration issues

• Have a database on migrants leaving the country and those coming in.

• Know the contribution of immigrants to the economy

• Ensure the protection of migrant rights

• Implement the relevant conventions

• Operationalize the unit on labour migration issues

• Create a framework to manage issues of migrant workers

• Provide technical and financial assistance to create a framework for managing migration issues

• Assist in building capacity of staff to operate the migration unit

• Fund workshops and studies to address migration issues

National Gender and Equality Commission (NGEC)

Promotion of gender equality and freedom from discrimination

Mainstream issues of gender, youth, elderly, marginalized and PWDs

Submission of periodic reports on gender mainstreaming in the ministry

Capacity building and provision of necessary guidance

Suppliers/Merchants

Supply of goods and services

Timely payment for delivered goods and services

Provision of the required specifications Timely payment for delivered goods and services

Timely supply of procured goods and services

Ethics and Anti-Corruption Commission

Combat and prevent corruption and economic crimes

Establish systems to promote integrity and combat corruption

• Implement corruption prevention strategies

• Report cases of corruption

• Submission of periodic reports

Provision of corruption prevention guidelines and capacity building

Commission for the Imple-mentation of the Constitu-tion (CIC)

Monitor, facilitate and oversee the development of legislations and administrative procedures required to implement the Constitution

Draft legislations, periodic reports on implementation of the Constitution

• Preparation and submission of well drafted legislations

• Timely submission of periodic reports on implementation of the Constitution

Provide technical advice on legislation and implementation of the Constitution

Commission onAdministra-tiveJustice (CAJ)

• Address all forms of maladministration, promote good governance and efficient public service delivery

• Enforce the right to fair administrative action

• Address all complaints related to the ministry’s mandate

• Provide periodic reports on resolution of complaints

• Establish structures and mechanisms for effective resolution of public complaints

• Resolve public complaints in an efficient and effective manner

• Prepare and submit reports on resolution of public complaints

• Provision of necessary guidance

• Investigate abuse of power, injustice, unlawful, oppressive, unfair or unresponsive official conduct



30




expectations


delivery

National Authority for Campaign against Alcohol and Drug Abuse (NACADA)

Coordination and facilitation of formulation and implementation of policies and laws on control of alcohol and drug abuse

Establish systems for prevention of alcohol and drug abuse

• Implement alcohol and drug abuse prevention strategies

• Awareness creation• Submission of

periodic reports

• Capacity building • Provision of

necessary guidance

National Environment Management Authority (NEMA)

Supervision and coordination over all matters relating to the environment

• Establish systems for environmental conservation

• Advice on OSH issues in Environmental Impact Assessment reports

• Implement environmental sustainability strategies

• Awareness creation• Submission of

periodic reports

Provision of necessary guidance

National Aids Control Council (NACC)

Provision of policy and framework for prevention, care and support to the infected and affected

Establish systems for the prevention of transmission of HIV & AIDs and to care and support the infected and affected

• Implementation of strategies

• Provision of care and support the infected and affected

• Submission of periodic reports

• Capacity building • Provision of material

for prevention and mitigation

• Provision of necessary guidance

Approved and Authorized Persons providing specialized services

Carry out ministerial outsourced activities

Provision of timely information and up to date codes of practice guidelines

Provide information and effective monitoring of activities

Adherence of set codes of practiceCommitment to the core values of the MinistryTimely submission of periodic reports

Based on this analysis, the Ministry will develop specific service standards which will seek to address

the stakeholders’ expectations. This will be achieved through the ministerial and departmental service

charters. The main aim of this will be to ensure that the Ministry delivers quality services to its stakeholders

by primarily linking service delivery to customer expectations.

Key Success Factors

The extent of achievement of this Strategic Plan will depend greatly on the following factors:

a. Focus on results

b. Continuous synergy between departments

c. Strict adherence to the results accountability framework

d. Leveraging on ICT



31

Chapter Five

The Strategic Model

The Ministry plays a critical role in the country’s development through promotion of harmonious

industrial relations; safety and health at workplaces; social development; employment promotion;

industrial training productivity management and national human resource planning, development

and utilization. Also, though social security; children welfare; compensation of injured workers; registration

and regulation of trade unions; protection of persons with disabilities; older persons and other vulnerable

groups.

This Chapter presents the Strategic Model, which will guide the actual implementation of the Strategic

Plan. In it, the Ministry’s focus and direction are set in the Vision and Mission. The corporate identity is spelt

out in the Core Values while Key Result Areas (KRAs) which will form the focus areas for implementation

are also outlined. Finally, the Strategic Objectives, Strategic Challenges and Activities for each Key Result

Area are presented for accountability during implementation.

Vision

“A competitive workforce and a just society”

Mission

“To promote decent work and enhance empowerment of vulnerable groups”

Core Values

• Customer focus – The Ministry is committed to upholding high standards in service delivery to all

its customers

• Courtesy – The Ministry is committed to treating its customers with courtesy and respect

• Child friendliness – the Ministry is committed to applying the principle of the “Best interest of the

child” in all matters concerning children

• Integrity, transparency and accountability – the Ministry is committed to promoting openness,

uprightness and reliability while executing its mandate

• Professionalism – The Ministry is committed to exercising competency, skills, knowledge and

ethical behavior in service delivery

• Equity and equality – the Ministry will promote fairness, human dignity and justice in all its

programmes

Key Result Areas, Strategic challenges, Strategic Objectives and Strategies

The Ministry has identified four Key Results Areas (KRAs), which if fully implemented, will contribute to

enhancement of the competitiveness of the country’s workforce and realization of a just society. These areas

of focus are; Best Labour Practices; Social Protection and Services; Manpower Development, Employment

and Productivity Promotion; and Policy Coordination and Capacity Building. The Strategies, Strategic

Objectives and Challenges under these Key Results Areas are discussed below.



32

Key Result Area 1 Best Labour practices

Strategic Issues/ Challenges

i. Inadequate awareness on occupational safety and health

ii. Inadequate awareness on labour rights and obligations

iii. Weak institutional framework for sustenance of industrial harmony

iv. Weak linkages between efforts on prevention of accidents and compensation of

work injuries

v. Inadequate safety and health guidelines in the emerging economic sectors

vi. Inadequate technical skills in the management of Trade unions funds

Strategic Objective 1.1 To inculcate a safety and health culture in workplaces

Strategies 1.1. Implementation of the National OSH Policy1.2. Mainstreaming occupational safety and health into all levels of education

system including employee in-service training1.3. Awareness creation on occupational safety and health1.4. Enhancing Surveillance of working environment and workers’ health

Strategic Objective 1.2 To promote harmonious labour relations, social dialogue and fair labour practices

Strategies 1.5. Strengthen institutions for labour administration1.6. Mainstreaming labour rights at work place1.7. Alignment of laws, policies and programmes with the constitution and sector

plans1.8. Registration and regulation of Trade Unions and employers’ associations

Key Result Area 2 Social protection and services


i. Limited awareness on social protection and services programmes

ii. Growing number of people in need of social assistance

iii. Inadequate monitoring and evaluation of programs

iv. Limited policies and legal framework on Social protection and services

v. Weak coordination and networking mechanisms on Community Mobilization

and Development practices, Disability Act 2003 and social protection funding

and implementation

vi. Low participation of older persons in development processes and unpreparedness

for old age and ageing

vii. Inadequate Data, knowledge and understanding on social protection issues

viii. Increased child rights violations for children in conflict with the law

ix. Inadequate structures to mitigate against child rights violations

x. Limited capacity in VRCs

Strategic Objective 2.1 To coordinate the development, implementation and review of policies on vulnerable persons and empower individuals, groups and communities for poverty alleviation

Strategies 1.1. Scale up social assistance to vulnerable groups1.2. Enhance capacity of social assistance programme1.3. Protection of rights and needs of older persons and aging1.4. Strengthen Communities for participation in Socio economic activities1.5. Provision of policy and legislative framework on social Development1.6. Rebrand Vocational Rehabilitation Centres (VRCs)1.7. Mainstreaming of issues of Disabilities1.8. Mainstreaming of Older persons and ageing issues1.9. Establishment institutional and legal framework to ensure coordination and

harmonization of the social protection sector1.10. Strengthen institutional governance for the national social protection system1.11. Develop and maintain central repository (Single Registry) for all matters of

Social protection1.12. Establish and maintain effective advocacy, communication and influencing

strategy for social protection1.13. Enhance coordination and disbursement of Social Protection Funding



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Strategic Objective 2.2 To provide care and support of children in need of special protection

Strategies 1.14. Strengthening of Area Advisory Councils1.15. Empowering children on their role in mitigating against child rights violations1.16. Strengthen alternative Family Care1.17. Establishment of child Protection centres1.18. Implementation of reforms in statutory children’s institutions

Key Result Area 3 Manpower development, employment and productivity management


i. Lack of up-to date labour market information

ii. Mismatch of skills

iii. Poor productivity culture

iv. High levels of unemployment

Strategic Objective 3.1 To provide policy guidance on national human resource planning, development and utilization

Strategies 1.1. Providing up-to-date labour market information1.2. Development of an integrated human resource development strategy1.3. Updating of the Kenya National Occupational Classification Standards

(KNOCS)

Strategic Objective 3.2 To ensure adequate supply of relevant skills to industry

Strategies 1.4. Expansion and upgrading the Industrial training Centres1.5. Development of Infrastructure and Physical facilities1.6. Link industrial Training to the needs of the industry1.7. Automate and digitize record management, implement e-business and use

electronic payment platform

Strategic Objective 3.3 To develop, implement and review labour market policies, legislation and programmes for employment and sustainable job creation

Strategies 1.8. Formulation of Employment Policies, strategies and programmes1.9. Enhance public employment services1.10. Strengthen management and coordination of labour migration and foreign

employment

Strategic Objective 3.4 To promote productivity awareness, improvement and measurement

Strategies 1.11. Implement the National Productivity Policy1.12. Productivity promotion1.13. Productivity improvement1.14. Productivity Measurement

Key Result Area 4 Policy coordination and capacity building


i. Inadequate human resource, financial, technological and infrastructure

capacities

ii. Weak asset management

iii. Weak Monitoring, Evaluation and Reporting framework

Strategic Objective To improve service delivery and coordination of Ministry functions, programmes and activities

Strategies 1.1. Strengthen ministerial institutional capacity1.2. Improve resource mobilization and utilization1.3. Improve governance and transparency



34

Chapter Six

Coordination Framework and Implementation of the Strategic Plan

This Strategic Plan will be implemented over a five-year period. In recognition of this, several

strategies have been outlined to ensure that planned activities, projects and programmes are

implemented at the end of the Strategic Plan period. To facilitate implementation of the Strategic

Plan, an Organizational Structure has been prepared outlining the departments, units, Autonomous

and Semi-Autonomous Government Agencies within the Ministry and their relationships. In addition,

the implementation process will require proper coordination between the departments and units in the

Ministry. Each department and unit in the Ministry has several activities on which it is expected to play

either a lead role or as a collaborator. The functions of each department and unit in the Ministry have

therefore been outlined to elaborate the implementation framework further.

Overall Implementation StrategiesPhasing and sequencing

During the implementation process, priority will be given to Vision 2030 activities, projects and programmes,

especially those that were not completed during the period of the First Medium Term Plan 2008-2012.

Regular ministry activities which are in line with the mandate will continuously be implemented with

focus on expanding their coverage and improving quality of service. New medium and long term projects

and programmes have been sequenced to ensure that there is reasonable progress in each Financial

Year and in recognition of the realities in the operational environment. This includes policy, legal and

institutional reforms.

Focusing on quick wins

Each department will identify key activities, projects and programmes which will be fast-tracked for

implementation to provide the impetus for other medium term and long term activities. These quick

wins will be foundations for key projects and programmes and will provide key learning points for future

implementation. They will also be used to demonstrate results and hence provide the impetus for future

implementation.

Results Based Management

A strict focus on results is the hallmark of this Strategic Plan. This is in line with the Ministry’s drive

towards improving the quality of service delivered to citizens. While recognizing the importance of internal

processes, the main priority will be on the key outputs and impacts relevant to the needs of customers.

A Results Matrix has been included to facilitate monitoring of performance and strengthening of the

accountability framework. Performance Contracting will be utilized to set agreeable annual and quarterly

targets for key activities which shall be evaluated duly to assess performance. Each member of staff will

also be placed on the Performance Appraisal System (PAS) where individual results-based performance

targets shall be set, tracked and assessed to gauge the level of individual performance. Further, Rapid

Results Initiatives (RRI) will be implemented in identified result areas to fast-track the achievement of

results and initiate small-scale performance culture changes.



35

Accountability Framework

The overall responsibility for the achievement of this Strategic Plan lies with the Ministry’s top management.

This however, does not diminish the respective roles of each department and unit. Individual members of

staff will also be accountable for performance on targets set at the department or unit level. The Results

Matrix has outlined the department or unit responsible for each and every activity in this Strategic Plan.

Heads of Department/Unit will be solely responsible for results in each activity under their respective

department/unit. The accountability framework will be cascaded further through departmental Strategic

Plans, Annual Work Plans and Individual Work Plans, all of which will be aligned to this Strategic Plan.

The Implementation Framework

As outlined above, this Strategic Plan places accountability for performance of each activity on the

respective Head of Department or Unit responsible for reporting on it. The Heads of Department will be

accountable to the Cabinet Secretary and Principal Secretary for their performance. Heads of Units and

Divisions will in turn be accountable to their respective Heads of Department while individual members

of staff will be accountable to their Unit/ Division heads. Despite this seemingly vertical implementation

framework, collaboration amongst departments, divisions and units will be highly utilized to achieve

greater synergy during implementation.

Organizational Structure for the Ministry of Labour, Social Security and Services

A new organizational structure has been developed taking into consideration the recent reorganization

of the Ministry. The structure covers all the departments in the Ministry and takes cognizance of the

recent changes such as the transformation of the Directorate of Industrial Training (DIT) to the National

Industrial Training Authority (NITA). It also reflects the proposed reorganization of departments, notably

the creation of directorates.



36

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Functions of DepartmentsThe following are the core functions of departments in relation to the Ministry’s mandate:

Department of Labour

i. Development, review and implementation of policies, projects and programmes

ii. Promotion of harmonious industrial relations

iii. Promotion of fundamental principles and rights at work

iv. Promotion of social dialogue and coordination of decent work programmes

v. Promotion of International Labour Standards

vi. Implementation of programmes on elimination of Child Labour

vii. Administration of foreign employment

Office of the Registrar of Trade Unions

i. Promote harmonious labour relations, social dialogue and fair labour practices

ii. Registration and regulation of trade unions and employer associations

Directorate of Occupational Safety and Health Services

i. Development, review and implementation of occupational safety and health policies

ii. Safety and health auditing of workplaces

iii. Examination and testing of hazardous industrial plants and equipment

iv. Identification, evaluation and control of hazards in the work environment

v. Medical surveillance in workplaces

vi. Management of Occupational Safety And Health Database Management System

vii. Training and awareness creation on occupational safety and health

viii. Facilitation of compensation to employees for work related injuries and diseases

ix. Investigation of occupational accidents, dangerous occurrences and cases of occupational

diseases

x. Carrying out research on matters relating to occupational safety and health

Department of Social Development

i. Coordination of Policy development (Community Development policy, National Policy on

Disability, National policy on Older Persons and Ageing, National policy on Volunteerism,

Family protection Policy)

ii. Standardization of Community Mobilization, participation and Volunteerism

iii. Disability Mainstreaming

iv. Coordinate policy and legal framework and programmes on older persons and aging

v. Advocacy on Disability issues

vi. Rebranding of Vocational Rehabilitation Centers

vii. Provision of Social assistance- Cash Transfers to Older Persons, Persons with Severe

Disabilities and Urban Food Subsidy (UFS)

viii. Promotion and coordination of partnerships among stakeholders dealing with Social

Development issues

ix. Advocacy and dissemination of Matrimonial and Succession Laws and Policies

x. Liaison and communication on International, Regional and National Instruments



38

Social Protection Secretariat

i. Provide overall strategic direction, technical support and strengthen institutional

governance arrangements for an effective National Social Protection system

ii. Facilitate development, review and monitoring of social protection policies and legislation

iii. Establish strategic coordination mechanisms across and between leading ministries and

development partners delivering social protection initiatives in Kenya

iv. Refine mechanisms for effective targeting and mapping of resource allocation of social

protection initiatives

v. Support the development of social protection information systems

vi. Facilitate research analysis for improved targeting of poor and vulnerable groups

vii. Create evidence-based national monitoring systems aligning social protection projects

and programmes

viii. Establish and maintain an effective advocacy, communication and influencing system on

social protection issues

ix. Expand protocols for development partner alignment and harmonization of social

protection initiatives and funding mechanisms

x. Collaborate with key stakeholders to develop mechanisms for establishing the National

Social Protection Consolidated Fund

Department of Children Services

i. Provision of technical/expert advice to the children’s court

ii. Provision of Social assistance - Cash Transfers to Orphans and Vulnerable Children

iii. Enforcement of orders made by children’s courts

iv. Provision of counseling and guidance to children and their families

v. Management of children rehabilitation schools, rescue institutions and remand homes

vi. Registration of Charitable Children Institutions and programmes

vii. Facilitation of adoption, foster care, and guardianship of children

viii. Coordination of children services provided by partners and stakeholders

ix. Rehabilitation and reintegration of Child Offenders into the community

National Employment Bureau

i. Formulation of policies, programmes and strategies that promote employment creation

and decent work

ii. Monitoring employment and unemployment trends in the country

iii. Provision of public employment services

iv. Administration of foreign employment and labour migration

National Industrial Training Authority

i. Provision and regulation of industrial training

ii. Registration and regulation of industrial training providers

iii. Coordination of Industrial training Schemes-Apprenticeship, indentured Learner ship,

Internship and attachment

iv. Development and harmonization of industrial training curricula

v. Management of industrial training and attachment database

vi. Certification and equation of certificates of occupational skills and Government trade test



39

National Human Resource Planning and Development

i. Provision of Labour Market Information

ii. Development of human resource planning and development policies

iii. Evaluation of relevance of training programmes to the labour market

iv. Assessment of training needs in the economy

v. Maintenance of training master-file

Vi. Maintenance of a National Occupational Classification Standard (NOCS)

Productivity Centre of Kenya

i. Promotion of productivity improvement and productivity culture

ii. Implementation of productivity improvement programme

iii. Measurement of productivity at national, sectoral and firm levels

iv. Establishment and maintenance of a productivity database

v. Development of national capacity in productivity management

vi. Promotion of worker innovativeness and innovation management

Administration and Support ServicesAdministration Unit

i. Coordination of development and implementation of policies, projects and programmes

ii. Timely response to public complaints

iii. Spearhead the fight against corruption

iv. Custodians of Ministry’s records and assets

v. Improvement of work environment

vi. Management of transport

vii. Coordinate mainstreaming of drug and substance abuse, environmental sustainability,

disability and HIV&AIDs issues

Finance Unit

i. Budget planning and preparation

ii. Budget implementation and control

iii. Budget monitoring and reporting

iv. Coordination of preparation of audit responses on policy matters

Central Planning and Monitoring Unit

i. Coordination of policy formulation and review

ii. Monitoring, Evaluation and Reporting on progress in the implementation of projects and

programmes

iii. Coordination of the ministry’s planning and reporting processes

iv. Investigation of economic trade disputes referred from the Industrial Court

v. Analysis of Collective Bargaining Agreements (CBAs) for registration by the Industrial Court

vi. Provision of labour market statistics

vii. Preparation of economic background papers for wage determination

viii. Mainstreaming of youth and gender issues

ix Research and studies on key issues related to the Ministries mandate



40

Human Resource Management Unit

i. Planning for the human resource requirements of the ministry

ii. Management of recruitment, compensation, maintenance and separation of human

resources

iii. Implementation of human resource management policies, rules and regulations

iv. Coordination of development and review of Schemes of Service administered by the ministry

v. Implementation of performance management

Human Resource Development Unit

i. Identification of skills requirements

ii. Formulation and implementation of the human resource development plan

iii. Coordinate the implementation of training programmes

iv. Coordination of internship programmes in the ministry

v. Monitoring and evaluation of training programmes

Information and Communications Technology Unit

i. Undertaking of systems design and development

ii. Development, implementation and monitoring of ICT strategy

iii. Implementation of the e-Government strategy

iv. Management of data security of and ICT infrastructure

v. Capacity building on relevant information communication technologies

Supply Chain Management Unit

i. Acquisition of goods and services

ii. Disposal of idle assets

iii. Asset and stores management

iv. Provision of advice on procurement related matters

v. Coordinate the preparation of Annual Procurement Plans

Accounts Unit

i. Process and make payments of financial transactions

ii. Produce financial reports

iii. Maintain accounting records

iv. Management of the cash flow

v. Preparation of final accounts

vi. Preparation of audit responses to accounting matters

Internal Audit Unit

i. Ensure internal controls

ii. Development and review of risk management strategy

iii. Carry out periodical and special audits



41

Public Communications Unit

i. Promotion of a positive corporate image

ii. Awareness creation of the Ministry’s programmes

iii. Development and implementation of a communication strategy

Legal Unit i. Provide legal services to the Ministry

ii. Coordination of development and implementation of legislations and policies

iii. Ensure compliance with the Constitution

iv. Ensure compliance with international obligations



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CHAPTER SEVEN

Capacity For Implementation

The extent of implementation of this Strategic Plan is dependent on the human resource, financial,

infrastructural and technological capacities available. While the Ministry recognizes that it does

not possess fully adequate capacities, efforts will be made to enhance efficient utilization of the

available resources. Strategies will also be implemented to mobilize additional resources and modernize

the available ones.

Human Resource CapacityThe Ministry has so far trained employees in short and long-term courses and all cadres have so far

benefited. The ministry has so far trained 4,834 officers and proposes to train 2,750 for the next 5 years.

Staff Establishment and GapsFollowing the release of the Executive order No. 2/2013 of 20th May 2013 on the organization of the

Government of Kenya, a team was appointed to develop appropriate organization and functional structure,

and propose optimal staffing levels for the Ministry. The team finalized the draft report and proposed

optimal staffing level as tabulated below.

Table 5: Top Management Staff Establishment

Designation Optimal In-Post Variance

Cabinet Secretary 1 1 0Principal Secretary 1 1 0

Senior Executive Secretary 2 3 +1

Personal Secretary 2 2 0Principal Driver 4 4 0

Support staff 4 4 0

Total 14 15 +1

Table 6: Technical Departments’ Staffing Levels

Department Optimal In-Post Variance Current Staffing level

Labour 414 247 167 59.7%Employment 181 65 116 35.9%Registrar of Trade Unions 28 6 22 21.4%National Human Resource Planning and Development

126 32 94 25.4%

Productivity Centre of Kenya 84 4 80 4.8%Occupational Safety and Health Services

375 137 238 36.5%

Directorate of Social Development

2572 921 1651 35.8%

Directorate of Children Services

2202 888 1314 40.3%

TOTAL 5982 2300 3682 38.44%



43

Table 7: Administration and Support Services Staffing Levels


General Administration 97 70 -27 72.2%Planning 29 26 -3 90%Finance 7 13 +6 185.7%Human Resource Management

36 77 +41 213.9%

Accounts 32 56 +24 175%Human Resource Development

8 11 +3 137.5%

Supply Chain Management 17 18 +1 105.9%Information and Communications Technology

11 18 +7 163.6%

Public Communication 5 5 0 100%Internal Audit 4 0 -4 0Legal Unit 3 4 +1 133.3%

TOTAL 233 291 58 124.9%

Summary of Staffing LevelsThe Ministry currently has a staff compliment of 2,606 employees, which translates to 41.8 per cent of the

proposed establishment. The acute understaffing is a great impediment to effective and efficient service

delivery and calls for urgent recruitment of staff. The overall distribution of staff in the Ministry is as below:

Table 8: Summary of Staffing Levels


Top Management 14 15 +1 107.1%Technical Departments 5982 2300 -3682 38.4%

Support Services 233 291 +58 124.9%

Total 6229 2606 -3623 41.8%

Succession Management

The Ministry will focus on ensuring the availability and sustainability of a supply of capable staff that

are ready to assume critical roles. This will be done as an integrated process involving forecasting of

human resource requirements, assessment of employee competence, identification of competence gaps,

implementation of learning and development programmes, performance management and recruitment

of staff both from internal and external sources. The Ministry will also develop a strong justification for

increased funding and approval to ensure succession gaps are filled.

Training Needs

While the Ministry recognizes that it does not possess fully adequate capacities, efforts will be made to

enhance efficient utilization of the available resources. Towards this end, the Ministry plans to mount

90 per cent of the compulsory short and long courses for all the cadres within the next five years. These

courses are promotional and will be both for individual and groups of employees in various cadres. The

courses include Senior Management Courses, Strategic Leadership Development Programme, Prosecution,

Proficiency and basic computer skills. The compulsory long courses include relevant Masters, Diploma

and Certificate level courses. The long and short courses for each Cadre are stipulated in the various

Schemes of Service.

At corporate level, key training areas include team building, public relations, guidance and counseling

and change management. Corporate level courses which will also be in the short mode of training will



44

mainly benefit supervisors in county offices and institutes. All cadres of employees will also be sensitized

on various government policies such as ISO, Ethics and Performance Appraisal among others.

The specific training programmes will be based on the current competency needs analysis and are outlined

below:

Table 9: Training Needs

Training programme Target group Type of training

Training content

1 Training of trainers / Pedagogical training

Instructors/ lecturers at D.I.T. Short Term/ Long-Term

Technical

2 ICT All Staff Short-Term Technical3 Health and Safety All Staff Short-Term Technical

4 Customer Care All Staff Short-Term Management5 Labour Administration and

Project managementTechnical Staff Short-Term Management/

technical

6 Arbitration and conciliation Technical Staff Short-Term Technical

7 International Labour Standards and social protection

Technical Staff Short-Term Technical

8 Labour Market Information Systems

Manpower Planning , Development and Employment Officers

Short-Term Technical

9 Productivity Measurement Productivity Officers Short-Term Technical

10 Sampling and Statistical Methods

Manpower Planning and Development Technical Staff


11 Employment and Unemployment Statistics

Manpower Planning , Development and Employment Officers


12 Projecting Tomorrow’s Workforce Manpower Planning , Development and Employment Officers


13 Analyzing Labour Statistics Middle and Senior level Cadre in Manpower Planning and Development


14 Policy Analysis Management level officers Short-Term Management

15 Proposal development Technical Officers Short-Term Technical

16 Strategic Management Management Staff/Registrars Short-Term Management

17 Team Building All Staff Short-Term Management

18 Leadership Supervisory Staff Short-Term Management

19 Integrity and Anti corruption IAOs and CPCs Short-Term Technical

20 Mainstreaming of HIV/Aids ACU,VCT members , peer counselors

Both Short-Term and Long-Term

Management

21 Financial Management in public service

Finance Officers Short Term Management

22 Defensive Driving and Road Safety

Drivers Short-Term Technical

23 Sensitization on procurement laws

All procurement officers and Members of all Mandatory Committees

Short-Term Management

24 Supply Chain Management Procurement officers and procurement assistants

Short-Term Management

25 Records Management Record Management Officers Long and Short- term

Management

26 New labour laws All Staff Short-Term Management

27 Post graduate degree in Statistics, Population B.phil/M.phil.

Senior Managers in Manpower Planning/Development

Long-Term Management



45

Training programme Target group Type of training

Training content

28 Diploma or Higher Diploma in Statistics, Applied statistics, Demography/Population Studies Computer Science or Labour studies

Middle and Senior level Cadre in Manpower Planning and Development

Long-Term Management

29 Bachelors, Masters and PHD Degree in Economics, Statistics, Mathematics or Computer Science.

Central Planning Unit Staff Long-Term Management

30 Masters in ICT Senior ICT Staff Long-Term Technical

31 Linux administration, MCSE, ORACLE for database administrators, Cisco networking

All Cadre of Staff Long-Term Technical

32 Degree in Secretarial Management

Secretarial Staff Long-Term Technical

33 MSC and PHD in Occupational Safety and Health

Occupational Safety and Health Officers

Long-Term Technical

34 Entrepreneurship Development Enterprise Development Officers Long-Term Technical

35 Masters Degree in Sociology, Education project planning and Education

Middle and Senior level cadre in Social and children services

Long term Technical

36 Certificate and diploma courses in Sociology and Education

Middle and lower cadre in children and Social services

Long term Technical

37 Masters Degree in Human Resource Management/ development/finance/procurement/governance

HRM/HRD/Administration/Finance/Accounts and Supply Chain- for middle level and senior level cadres

Long term Management

38 Sensitization on Policies such as ISO and Performance Appraisal

All members of staff Short term Management

39 Compulsory short course – Senior Management, SLDP, Supervisory skills etc

All cadres Short term management

Financial CapacityProjected Resource Requirements

The Ministry has identified four strategic objectives that will be achieved through implementation of the

activities identified in Chapter Five. The resources required for implementing these activities are tabulated

in the implementation matrix in Annex I. The Ministry’s projected resource requirements for the period

2013-2017 is KShs. 243,771.3 Million. Table 10 below shows a summary of resources required for

implementation of programmes, projects and activities under each Key Results Area in order to achieve

the set strategic objective during the plan period.



46

Table 10: Projected Resource Requirements

Key Results Area/Strategic Objective

Projected Resource Requirements (Million KShs) Total Requirement per Objective (Million KShs)

Financial Year

2013/14 2014/15 2015/16 2016/17 2017/18

Promotion of Best Labour Practices: To promote harmonious industrial relations, and a safety and health culture at work

408.3 1,142.1 1,210.8 1,426.2 1,499.8 5,687.2

Social Protection and Services: To coordinate the development, implementation and review of policies on vulnerable persons

12,978 30,418 32,456 49,946 61,290 187,088

Manpower development, employment and productivity management: To enhance competitiveness of the country’s workforce

648.7 2,417.9 2,722.5 3,127.5 2,556.5 11,473.1

Policy coordination and capacity building: To improve service delivery and coordination of Ministry functions, programmes and activities

3,351.0 7,282.0 8,440.0 9,927.0 10,523.0 39,523

Total 17,386 41,260 44,829.3 64,426.7 75,869.3 243,771.3

Resource Mobilization

The programmes and projects that will be implemented in the Ministry during the Strategic Plan period

2013-2017 will mainly be financed by the Government through the Exchequer releases and by the

development partners. During the plan period, the Ministry’s estimated budget is KShs. 166,436.9

Million as shown in Table 11 below.

Table 11: Resource Mobilization

Source Budget Estimates (Million KShs.) Total Budget Estimates (Million KShs)

Financial Year

2013/14 2014/15 2015/16 2016/17 2017/18

Recurrent Expenditure (GoK)

8,447.52 14,746.30 16,678.80 19,783.00 22,250.35 81,905.97

Development Expenditure (GoK)

5,231.29 10,631.22 14,256.49 19,725.49 20,466.64 70,311.13

Development Expenditure (Development Partners)

3,541.69 1,994.78 2,556.11 3,063.61 3,063.61 14,219.81

Grand Total 17,220.5 27,372.3 33,491.4 42,572.1 45,780.6 166,436.9



47

Resource Gaps and Mobilization Strategies

The Ministry requires a total of KShs. 243,666.3 Million for implementation of its programmes, projects

and activities during the period 2013-2017 against an MTEF budget of KShs. 166,436.9 million. This

leaves the Ministry with a deficit of KShs. 77,334.4 Million. The Ministry will involve all its Departments

and SAGAs in the budget process to ensure their full participation understanding of the process. In

addition, funding priority will be given to areas identified in the Plan to ensure that the available resources

are used efficiently and effectively.

Infrastructure CapacityAvailable Infrastructure

The Ministry has eight technical departments and support units. Five out of the eight departments have

field offices in all the counties, most of which were established at district level. Hence, some counties have

more offices than others, depending on the number of districts in the counties. Some of the field offices are

housed in Ministry’s own constructed buildings; others are housed in Government buildings while others

are in rented premises.

The Ministry has constructed offices in the following counties; Nairobi (Embakasi, Industrial Area),

Nyeri, Kiambu(Kiambu and Thika), Kirinyaga, Taita Taveta, Embu, Meru, Nakuru Nakuru and Naivasha),

Nanyuki, Vihiga, Bungoma, Homa Bay, Siaya, Kisii, Garissa, Nyandarua, Kitui, Machakos, Kisumu, Migori,

Kakamega, Busia, Trans Nzoia, Nandi, Laikipia. In addition, the Ministry has been allocated office space by

the County Commissioners in various regions.

The Ministry is currently paying rent amounting to KShs. 246,803,298 annually for office space in the

various counties. At the headquarters in Nairobi, the Ministry pays rent amounting to KShs. 140,000,000

annually while it pays KShs. 106,803,298 for rented field offices. The Ministry has rented office space in

the following twenty four (24) counties; Nairobi (Head quarters), Mombasa, Kwale, Kilifi, Uasin Gishu,

Narok, Murang’a, Tana River, Lamu, Wajir, Mandera, Marsabit, Meru, Tharaka Nithi, Makueni, Elgeyo

Marakwet, Narok, Kajiado, Bomet, Vihiga, Busia, Nyandarua, West Pokot and Samburu.

Infrastructure Requirements

The Ministry requires constructing offices in the twenty four (24) counties where it is renting office space.

Further, there is need to put all the ministry’s departments in each county under the same building to

enhance citizens’ access to the ministry’s services. This therefore calls for expansion of some of the existing

offices to accommodate all the officers in the various counties.



48

Chapter Eight

Monitoring, Evaluation and Reporting

Monitoring, evaluation and reporting will form a critical component for the successful implementation of this Strategic Plan. It is meant to examine the link between the set priorities, corresponding budgetary provisions and the resultant outputs and outcomes over the plan period. It will provide

the necessary feedback and enable management to make evidence based decisions.

The Monitoring and Evaluation Framework

The overall goal of monitoring and evaluation in the implementation of this Strategic Plan is to provide quality performance information for decision-making. The monitoring and evaluation will itself be based on a framework which consists of various components, which include a definition of responsibilities, performance indicators and monitoring mechanisms as outlined below:

Monitoring Responsibilities

It is the ultimate responsibility of top management to monitor the overall performance of the implementation of this Strategic Plan. Further, it is the responsibility of the Heads of Departments/SAGAs and officers in charge of projects and programmes to monitor the performance of their areas of jurisdiction in the Strategic Plan.

A Ministerial Monitoring and Evaluation Committee (MMEC) will be consitituted. The Terms of Reference of the Committee will be to:

• Actasthefocalpointintermsofcoordinatingtheoverallimplementationofthestrategicplan;• DevelopMonitoringandEvaluation(M&E)reportingguidelines;• Undertakemonitoringofprojectsandprogrammes;• Prepareandsubmitprogressreportsonimplementationofprojectsandprogrammes;• Forwardfinalreportwithappropriaterecommendationstothemanagementtoguideindecision

making on bi-annual basis;• Undertakeadhocindependentmonitoringvisitsonbi-annualbasis;• PlanforEvaluationofkeyprojectsandprogrammesintheMinistry;and• Develop,updateandmaintainadatabaseonallstrategicplaninterventions.

The MMEC will comprise members drawn from both the Central Planning & Project Monitoring Unit (CPPMU) and the Ministry’s Departments. The Head of the CPPMU will chair the Secretariat.

Performance Reporting

The Ministry will monitor and evaluate the aspirations spelt out in this Strategic Plan through the mandatory quarterly, mid-term, end year, performance contract reporting as well as Performance Appraisal Systems reporting. Other M&E measures will be through the regular senior management meetings where Heads of Departments, CEOs of SAGAs and Heads of units will be required to prepare monthly reports on their performance. Further M&E mechanisms will be through the Medium Term Expenditure Framework (MTEF) budget making process, where Heads of Departments/SAGAs and Heads of Units are expected to review performance of programmes and projects for the just concluded financial year before preparing funding proposals for the subsequent financial year. Mid-term evaluation will conducted on the implementation of the plan in order to incorporate lessons learnt and emerging issues. In additions, end-tern evaluation will also be undertaken to gauge the effectiveness and sustainability of the strategic plan realized interventions. The tracking of the strategic plan will therefore be regularized to become part of the above processes.



49

Indicators for ReportingAnnual performance indicators will be derived from the corresponding annual proposed targets as outlined in Annex II on Monitoring and Evaluation/Key Results Matrix of the strategic plan. Further, the Strategic Plan targets and indicators will be mandatory in departments/SAGAs and Units Annual Work Plans, annual Performance Contracts target as well as annual individual work targets where applicable. Annual budgets will be based on, and justified against the targets in the strategic plan results matrix.

Indicators for national and ministerial monitoring

National

i. No. of beneficiaries supported under the CT programmes (Older Persons, Persons With Severe

Disabilities and Urban Food Subsidy)

ii. Operational Commission for Mediation, Conciliation and Arbitration

iii. Operational single registry system for social assistance programmes

iv. Operational

v. Occupational Safety, Health and Injury Compensation Authority (OSHICA)

vi. No. of households taking care of OVCs supported through CTs

vii. Level of productivity awareness in the country (%)

viii. Operational National Productivity Council/Authority

ix. Operational guidelines for monitoring employment creation in the country (Employment Creation

Analysis)

x. Integrated human resource development strategy

xi. Operational Labour Market Information System (LMIS)

xii. No. of attachees and interns attached to industry

xiii. No. of persons trained on industrial skills

Ministerial

i. Operational data base on older persons and the ageing in all the counties

ii. Percentage of reported complaints and grievances resolved through the complaints and grievances

system

iii. Time taken to resolve labour disputes

iv. Time taken for attestation of foreign employment contracts

v. CT beneficiary satisfaction surveys index

vi. Increased awareness on social protection

vii. Percentage of workers in hazardous occupations medically examined (No. for the first Financial Year

and percentage henceforth – for the next four Financial Years)

viii. No. of hazardous industrial plants and equipment examined

ix. No. of children participating in the Children Assemblies at all levels

x. No. of children rehabilitated through vocational training

xi. No. of enterprises and organizations participating in productivity improvement programmes

xii. No. of persons trained on productivity management tools and techniques

xiii. No. of existing public employment offices upgraded

xiv. No. of pre-departure training programmes for Kenyan migrant workers

xv. Percentage of registered jobseekers placed in employment (%)

xvi. Updated National Occupational Classification Standard

xvii. No. of national skills standards for different occupations and trades developed



50

AN

NE

X I

: IM

PLE

ME

NTA

TIO

N M

ATR

IX F

OR

20

13

-20

17

Key R

esu

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of bes

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upati

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ghts

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ewor

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du

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arm

ony

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safe

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51

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(Mil

lion K

Shs.

)

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2014/15

2015/16

2016/17

2017/18

1.2

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to a

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9



52

Str

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cti

vit

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Indic

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of

funds

Indic

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ve B

udget

(Mil

lion K

Shs.

)

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2014/15

2015/16

2016/17

2017/18

1.4

E

nh

an

cin

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of w

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vir

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of eq

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250

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pati

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Pro

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cess

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Str

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Obje

cti

ve:

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ha

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s, soci

al d

ialo

gu

e a

nd

fa

ir la

bou

r pra

ctic

es

1.5

Str

engt

hen

in

stit

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ons

for

labou

r adm

inis

trati

on

Est

ablish

Con

ciliati

on a

nd

Med

iati

on C

omm

issi

on

Con

ciliati

on a

nd

Med

iati

on C

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issi

on

esta

blish

ed

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R in

stit

uti

on

esta

blish

edLD

, C

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G, K

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T,

PS

CK

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70

80

100

110

Est

ablish

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age

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tablish

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cils

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, C

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O4.0

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7.5

8.5

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Capaci

ty b

uild t

he

Nati

onal

Labou

r B

oard

(N

LB

)an

d

Sec

reta

riat

Train

Boa

rd m

ember

s.N

o. o

f B

oard

m

ember

s tr

ain

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LD

, C

OTU

, F

KE

, B

oard

mem

ber

s &

se

cret

ari

at

GO

K,

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2 .

03.5

4.5

5.5

8.0



53

Str

ate

gie

sA

cti

vit

ies

Outp

uts

Outp

ut

Indic

ato

rsA

cto

rsSourc

e

of

funds

Indic

ati

ve B

udget

(Mil

lion K

Shs.

)

2013/14

2014/15

2015/16

2016/17

2017/18

1.6

Main

stre

am

ing

Labou

r R

igh

ts a

t w

ork p

lace

Appre

hen

sion

an

d

Res

olu

tion

of

labou

r dis

pu

tes

Tim

e ta

ken

to

reso

lve

dis

pu

tes

redu

ced fro

m

105 d

ays

to

60 d

ays

Tim

e ta

ken

to

reso

lve

dis

pu

tes

LD

, C

OTU

, F

KE

, IC

, C

MA

CG

OK

8.0

9.5

10.5

12

15

En

forc

emen

t of

labou

r st

an

dard

s th

rou

gh labou

r In

spec

tion

s

67,3

00 labou

r in

spec

tion

s ca

rrie

d o

ut

No.

of in

spec

tion

sLD

, S

RM

C, D

PP,

IC

GO

K10

12

15

18

20

Att

esta

tion

of

fore

ign

co

ntr

act

s of

ser

vic

eTim

e ta

ken

to

att

est

con

tract

s re

du

ced fro

m

3 m

onth

s to

2 d

ays

Tim

e ta

ken

to

att

est

con

tract

sLD

, IO

MG

OK

, IO

M5

7.5

9

11

13

Neg

otia

tion

of

Bilate

ral

agr

eem

ents

3 b

ilate

ral agr

eem

ent

sign

edN

o. o

f agr

eem

ents

LD

, M

oFA

&IT

GO

K2

3.5

4.5

6.0

8.0

Carr

y ou

t C

hild L

abou

r su

rvey

Ch

ild L

abou

r S

urv

ey

un

der

taken

Rep

ort

LD

, K

NB

S, IL

OG

OK

070

58

10

Capaci

ty b

uild labou

r in

spec

tora

te

200 o

ffic

ers

train

edN

o. o

f tr

ain

ed

office

rsLD

, H

RD

, Tr

easu

ry,

PS

CK

GO

K2

34.5

56

En

sure

com

plian

ce w

ith

In

tern

ati

onal an

d R

egio

nal

con

ven

tion

s an

d t

reati

es

Adh

eren

ce t

o th

e in

tern

ati

onal Labou

r st

an

dard

s

No.

of re

por

ts

on a

dh

eren

ce

pre

pare

d

LD

, C

OTU

, F

KE

GO

K10.0

12

15

18

25

En

han

ce a

ware

nes

s of

la

bou

r la

ws

to w

orker

s an

d

emplo

yers

Com

plian

ce w

ith

labou

r la

ws

Incr

ease

dN

o. o

f tr

ain

ing

con

du

cted

LD

, C

OTU

, F

KE

, IL

O, C

SO

sG

OK

, IL

O0.8

1.5

2.0

2.5

3.0

1.7

Align

men

t of

la

ws,

pol

icie

s an

d

pro

gram

mes

wit

h

the

con

stit

uti

on

an

d s

ecto

r pla

ns

Dev

elop

an

d im

ple

men

t N

ati

onal W

age

s an

d

Rem

un

erati

on p

olic

y fo

r K

enya

Pol

icy

dev

elop

edPol

icy

dev

elop

edLD

, C

OTU

, F

KE

, S

RC

, Tr

easu

ry,

KIP

PR

A, C

abin

et,

Parl

iam

ent,

AG

GO

K20

25

30

35

40

Fin

alize

an

d im

ple

men

t C

hild labou

r pol

icy

Pol

icy

adop

ted a

nd

imple

men

ted

Pol

icy

doc

um

ent

LD

, A

G, C

abin

et,

Parl

iam

ent

GO

K,

ILO

10

12

15

18

20

Dev

elop

an

d im

ple

men

t an

In

du

stri

al R

elati

ons

pol

icy

for

Ken

ya

Pol

icy

dev

elop

edPol

icy

doc

um

ent

LD

, A

G, C

abin

et,

Parl

iam

ent

GO

K,

ILO

5.0

6.0

6.6

7.5

8.5

Rev

iew

an

d a

lign

labou

r la

ws

to t

he

Con

stit

uti

on

an

d E

AC

- co

mm

on m

ark

et

pro

toco

l

Em

plo

ymen

t A

ct,

Labou

r In

stit

uti

ons

Act

an

d L

abou

r R

elati

ons

Act

, 2007 r

evie

wed

No.

of la

ws

revie

wed

LD

, C

OTU

, F

KE

, A

G, K

LR

C, C

abin

et,

Parl

iam

ent

GO

K,

ILO

3.0

10.0

2.0

3.0

5.0

1.8

Reg

istr

ati

on

an

d r

egu

lati

on

of T

rade

Un

ion

s an

d e

mplo

yers

’ ass

ocia

tion

s

Reg

iste

r Tr

ade

Un

ion

sR

egis

ter

of T

rade

Un

ion

s u

pdate

dN

o. o

f re

cord

s of

re

gist

ered

tra

de

un

ion

s u

pdate

d

RTU

, C

OTU

, F

KE

GoK

0.9

1.0

91.5

92.2

93.2

9

Reg

istr

ati

on o

f O

ffic

ials

of

Trade

Un

ion

sU

pdate

d r

egis

ter

of

offici

als

No.

of ce

rtific

ate

s is

sued

RTU

GoK

14

4.5

56

Insp

ect

Boo

ks

of A

ccou

nt

of

Trade

Un

ion

sA

udit

ed t

rade

un

ion

sN

o. o

f tr

ade

un

ion

s au

dit

edR

TU

GoK

1.9

88.5

911

Tota

l re

sourc

e

requir

em

ents

408.3

1,1

42.0

91,2

10.7

91,4

26.1

91,4

99.7

9



54

Key R

esu

lt A

rea 2

Soc

ial Pro

tect

ion

an

d S

ervic

es

Str

ate

gic

Iss

ue/C

hall

enge

•Lim

ited

aw

are

nes

s on

soc

ial pro

tect

ion

an

d s

ervic

es p

rogr

am

mes

•G

row

ing

nu

mber

of peo

ple

in

nee

d o

f so

cial ass

ista

nce

•In

adeq

uate

mon

itor

ing

an

d e

valu

ati

on o

f pro

gram

s•

Lim

ited

pol

icie

s an

d leg

al fr

am

ewor

k o

n S

ocia

l pro

tect

ion

an

d s

ervic

es•

Wea

k c

oord

inati

on a

nd n

etw

orkin

g m

ech

an

ism

s on

Com

mu

nit

y M

obiliz

ati

on a

nd D

evel

opm

ent

pra

ctic

es,

Dis

abilit

y A

ct

2003 a

nd s

ocia

l pro

tect

ion

fu

ndin

g an

d im

ple

men

tati

on

•Low

part

icip

ati

on o

f ol

der

per

son

s in

dev

elop

men

t pro

cess

es a

nd u

npre

pare

dn

ess

for

old a

ge a

nd a

gein

g•

Inadeq

uate

Data

, kn

owle

dge

an

d u

nder

stan

din

g on

soc

ial pro

tect

ion

iss

ues

•In

crea

sed c

hild r

igh

ts v

iola

tion

s fo

r ch

ildre

n in

con

flic

t w

ith

th

e la

w a

nd I

nadeq

uate

str

uct

ure

s to

mit

igate

aga

inst

ch

ild

righ

ts v

iola

tion

s•

Lim

ited

capaci

ty in

VR

Cs

Str

ate

gie

sA

cti

vit

ies

Outp

uts

Outp

ut

Indic

ato

rsA

cto

rsSourc

e o

f fu

nds

Indic

ati

ve B

udget

(Mil

lion K

Shs)

2013/14

2014/15

2015/16

2016/17

2017/18

Str

ate

gic

Obje

cti

ves:

To c

oord

ina

te t

he d

evelo

pm

en

t, im

ple

men

tati

on

an

d r

evie

w o

f polici

es o

n v

uln

era

ble

pers

on

s a

nd

em

pow

er

ind

ivid

ua

ls, gro

ups a

nd

com

mu

nit

ies f

or

povert

y a

llevia

tion

2.1

Sca

le u

p S

ocia

l A

ssis

tan

ce t

o vu

lner

able

gro

ups

Dev

elop

a c

ompre

hen

sive

eq

uit

able

nati

onal u

p-s

calin

g st

rate

gy

Sca

lin

g-u

p s

trate

gy for

cash

tr

an

sfer

s dev

elop

edS

trate

gy D

ocu

men

tD

SD

, N

CPW

DG

oK,

Dev

pt.

part

ner

s0

10

00

0

Cash

tra

nsf

er t

o ol

der

per

son

sH

ouse

hol

ds

wit

h o

lder

per

son

s in

crea

sed fro

m

59,0

00 in

2012/13 t

o 800,0

00 in

2017/18

Nu

mber

of

ben

efic

iari

es

suppor

ted

DS

DG

oK2,6

22

7,2

44

10,9

36

22,5

88

29,7

44

Cash

tra

nsf

er t

o per

son

s w

ith

se

vere

dis

abilit

ies

Hou

seh

olds

wit

h p

erso

ns

wit

h s

ever

e dis

abilit

ies

incr

ease

d fro

m 1

4,7

00

in 2

012/13 t

o 80,2

00 in

2017/18

Nu

mber

of

ben

efic

iari

es

suppor

ted

DS

D, N

CPW

D

GoK

745.2

1,5

45.6

1,8

05.2

2,3

15

3,0

20

Cash

tra

nsf

er t

o u

rban

poo

rH

ouse

hol

ds

wit

h u

rban

poo

r in

crea

sed fro

m 1

0,0

00

in 2

012/13 t

o 120,0

00 in

2017/18

Nu

mber

of

ben

efic

iari

es

suppor

ted

DS

D

GoK

496.8

1,1

04

1,6

56

3,3

88

3,7

60

Su

ppor

t to

per

son

s w

ith

A

lbin

ism

Pro

vis

ion

of su

nsc

reen

to

10,0

0 per

son

s w

ith

alb

inis

m

No

of p

erso

ns

suppor

ted

DS

D, N

CPW

D,

GoK

100

200

250

300

350

Cash

tra

nsf

er t

o fa

milie

s ta

kin

g ca

re o

f O

rph

an

s an

d

Vu

lner

able

Ch

ildre

n (O

VC

)

Hou

seh

olds

takin

g ca

re

of O

VC

in

crea

sed fro

m

153,0

00 in

2012/13 t

o 350,0

00 in

2017/18

No.

of ben

efic

iari

esD

CS

GoK

, D

FID

, W

B8,0

10

8,9

40

10,1

80

12,5

80

14,5

80

Fin

an

cial su

ppor

t to

co

mm

un

ity

pro

ject

s an

d

orga

niz

ati

ons,

sch

olars

hip

s an

d m

obilit

y dev

ices

Fin

an

cial su

ppor

t to

15,0

00

pro

ject

s an

d in

div

idu

als

No

of p

roje

cts

an

d in

div

idu

als

ass

iste

d

DC

S, D

SD

, N

CPW

D a

nd N

FD

GoK

400

770

780

790

700



55

Str

ate

gie

sA

cti

vit

ies

Outp

uts

Outp

ut

Indic

ato

rsA

cto

rsSourc

e o

f fu

nds

Indic

ati

ve B

udget

(Mil

lion K

Shs)

2013/14

2014/15

2015/16

2016/17

2017/18

2.2

En

han

ce c

apaci

ty

of s

ocia

l ass

ista

nce

pro

gram

me

Hol

d in

form

ati

on c

am

ps

on c

ash

tr

an

sfer

pro

gram

s10 a

ware

nes

s ca

mps

on c

ash

tr

an

sfer

pro

gram

s h

eld

No.

of ca

mps

hel

d D

SD

, N

CPW

DG

oK, D

evpt

part

ner

s15

20

25

30

35

Est

ablish

an

d O

per

ati

onalize

a p

rogr

am

on

gri

evan

ces

an

d

com

pla

ints

mec

han

ism

Pro

gram

on

gri

evan

ces

an

d

com

pla

ints

mec

han

ism

es

tablish

ed

Per

cen

tage

of

com

pla

ints

an

d

grie

van

ces

repor

ted

an

d r

esol

ved a

t va

riou

s le

vels

DS

D, ID

AG

oK, D

evpt

part

ner

s 0

10

10

10

10

Oper

ati

onaliza

tion

of

Soc

ial

ass

ista

nce

Man

age

men

t In

form

ati

on S

yste

ms

(MIS

)

Oper

ati

onal M

ISN

o of

rep

orts

on

ben

efic

iari

es a

nd

paym

ents

gen

erate

d

thro

ugh

th

e M

IS

DS

D, S

PS

, D

FID

GoK

, D

evpt

part

ner

s0

55

55

Est

ablish

Con

stit

uen

cy S

ocia

l A

ssis

tan

ce C

omm

itte

es (C

SA

C)

290 C

SA

C e

stablish

edN

o of

CS

AC

s es

tablish

edD

SD

GoK

040

40

40

40

2.3

Pro

tect

ion

of

righ

ts

an

d n

eeds

of o

lder

per

son

s an

d a

gin

g

Un

der

take

a r

esea

rch

on

iss

ues

of

age

ing

an

d o

lder

per

son

sR

esea

rch

Rep

ort

on iss

ues

of

age

ing

an

d o

lder

per

son

sR

esea

rch

rep

ort

DS

D, H

AK

, H

AI,

S

CO

/I

GoK

, D

evpt

Part

ner

s0

20

00

0

Dev

elop

an

d u

pdate

data

base

on

ol

der

per

son

s an

d a

gein

gD

ata

base

on

old

er p

erso

ns

an

d a

gein

g dev

elop

ed a

nd

update

d

Data

base

on

old

er

per

son

s an

d a

gein

g D

SD

, H

AK

, H

AI,

S

CIO

/I

GoK

, D

evpt

Part

ner

s5

00

00

Str

engt

hen

in

stit

uti

ons

offe

rin

g se

rvic

es t

o ol

der

per

son

sIn

stit

uti

ons/

hom

es o

ffer

ing

serv

ices

to

older

per

son

s in

ev

ery

cou

nty

mapped

Data

base

of

Inst

itu

tion

s/ h

omes

DS

D, H

AK

, H

AI,

S

CIO

/I

GoK

, D

evpt

Part

ner

s2

Mod

el in

stit

uti

on/h

ome

of

older

per

son

s es

tablish

edM

odel

in

stit

uti

onD

SD

, H

AK

, H

AI,

S

CIO

/I

GoK

, D

evpt

Part

ner

s0

03

33

guid

elin

es for

est

ablish

men

t of

hom

es/in

stit

uti

ons

dev

elop

ed

Gu

idel

ines

on

st

an

dard

s an

d

regu

lati

ons

DS

D, H

AK

, H

AI,

S

CIO

/I

GoK

, D

evpt

Part

ner

s0

30

00

Dev

elop

an

d im

ple

men

t a

Nati

onal st

rate

gy

Nati

onal st

rate

gy for

M

ain

stre

am

ing

issu

es o

f age

ing

an

d o

lder

per

son

s dev

elop

ed a

nd im

ple

men

ted

Nati

onal S

trate

gy

on a

gein

g an

d o

lder

per

son

s doc

um

ent

DS

D, H

AK

, H

AI,

S

CIO

/I

GoK

, D

evpt

Part

ner

s0

30

00

Faci

lita

te m

ain

stre

am

ing

of

issu

es o

f ol

der

per

son

s acr

oss

all

sect

ors

of G

over

nm

ent

Sen

siti

zati

on m

an

ual on

m

ain

stre

am

ing

dev

elop

edS

ensi

tiza

tion

man

ual

DS

D, H

AK

, H

AI,

S

CIO

/I

GoK

, D

evpt

Part

ner

s0

33

33

Sta

keh

older

s se

nsi

tize

d o

n

issu

es o

f ol

der

per

son

s an

d

agi

ng

Sen

siti

zati

on r

epor

tsD

SD

, H

AK

, H

AI,

S

CIO

/I

GoK

, D

evpt

Part

ner

s0

00

00

Dev

elop

a m

an

ual fo

r cr

eati

ng

aw

are

nes

s on

in

vest

men

ts

in s

ocia

l se

curi

ty a

mon

g agi

ng

in p

art

ner

ship

wit

h k

ey

stakeh

older

s

Aw

are

nes

s cr

eati

on M

an

ual

dev

elop

edAw

are

nes

s cr

eati

on

man

ual

DS

D, H

AK

, H

AI,

S

CIO

/I

GoK

, D

evpt

Part

ner

s0

20

00

Aw

are

nes

s on

in

vest

men

ts

in s

ocia

l se

curi

ty a

mon

g agi

ng

in p

art

ner

ship

wit

h k

ey

stakeh

older

s cr

eate

d

Aw

are

nes

s cr

eati

on

repor

tsD

SD

, H

AK

, H

AI,

S

CIO

/I

GoK

, D

evpt

Part

ner

s0

23

33

Bu

ild c

apaci

ty o

n in

vest

men

ts in

so

cial se

curi

ty a

mon

g agi

ng

in

part

ner

ship

No

of p

erso

ns

sen

siti

zed/

train

edR

epor

tsD

SD

, H

AK

, H

AI,

S

CIO

/I

GoK

, D

evpt

Part

ner

s0

33

33

Pre

-ret

irem

ent

train

ing

an

d

cou

nse

lin

g fo

r pot

enti

al re

tire

es

in c

olla

bor

ati

on u

nder

taken

Pre

reti

rem

ent

man

ual

dev

elop

edm

an

ual

DS

D, H

AK

, H

AI,

S

CIO

/I

GoK

, D

evpt

Part

ner

s0

20

00

Pre

reti

rem

ent

train

ing

an

d

cou

nse

lin

g c

ondu

cted

No.

of re

tire

es

train

edD

SD

, H

AK

, H

AI,

S

CIO

/I

GoK

, D

evpt

Part

ner

s0

33

33

Bu

ild c

apaci

ty o

n S

ocia

l H

ealt

h

Insu

ran

ce f

or t

he

older

per

son

s an

d a

gin

g

Aw

are

nes

s cr

eati

on m

an

ual

dev

elop

edN

o. o

f per

son

s tr

ain

edD

SD

, H

AK

, H

AI,

S

CIO

/I

GoK

, D

evpt

Part

ner

s0

20

00

Aw

are

nes

s on

Soc

ial H

ealt

h

Insu

ran

ce c

reate

dre

por

tsD

SD

, H

AK

, H

AI,

S

CIO

/I

GoK

, D

evpt

Part

ner

s0

33

33

Advo

cacy

on

eld

er a

bu

seM

an

ual on

advo

cacy

on

eld

er

abu

se d

evel

oped

Man

ual

DS

D, H

AK

, H

AI,

S

CIO

/I

GoK

, D

evpt

Part

ner

s0

20

00

Advo

cacy

on

eld

er a

bu

se d

one

•A

dvo

cacy

rep

orts

•IE

C m

ate

rials

DS

D, H

AK

, H

AI,

S

CIO

/I

GoK

, D

evpt

Part

ner

s0

03

33



56

Str

ate

gie

sA

cti

vit

ies

Outp

uts

Outp

ut

Indic

ato

rsA

cto

rsSourc

e o

f fu

nds

Indic

ati

ve B

udget

(Mil

lion K

Shs)

2013/14

2014/15

2015/16

2016/17

2017/18

2.4

Str

engt

hen

C

omm

un

itie

s fo

r part

icip

ati

on in

S

ocio

eco

nom

ic

act

ivit

ies

Dev

elop

a c

omm

un

ity

mob

iliz

ati

on s

trate

gyN

ati

onal st

rate

gy o

n

com

mu

nit

y m

obiliz

ati

onC

omm

un

ity

mob

iliz

ati

on

stra

tegy

doc

um

ent

DS

D, Lin

e m

inis

trie

s,

Com

mu

nit

y D

evel

opm

ent

pra

ctit

ion

ers

GoK

, D

evpt

part

ner

s 0

60

00

Dev

elop

sta

ndard

gu

idel

ines

fo

r co

mm

un

ity

mob

iliz

ati

onG

uid

elin

es for

com

mu

nit

y m

obiliz

ati

on d

evel

oped

Gu

idel

ines

an

d

tool

s fo

r gr

oup

regi

stra

tion

DS

D, C

omm

un

ity

Dev

elop

men

t pra

ctit

ion

ers

GoK

01

00

0

Est

ablish

a d

ata

base

on

C

omm

un

ity

Dev

elop

men

t key

st

akeh

older

s d

isagg

rega

ted

by

Cou

nty

Data

ban

k o

n C

omm

un

ity

Dev

elop

men

t st

akeh

older

s es

tablish

ed

Data

ban

k

DS

DG

oK,

Dev

pt

Part

ner

s 0

10

00

0

Reg

istr

ati

on o

f co

mm

un

ity

self-h

elp g

rou

ps

Com

mu

nit

y se

lf-h

elp

grou

ps

regi

ster

edN

o. o

f co

mm

un

ity

self-h

elp g

rou

ps

regi

ster

ed

DS

D, C

omm

un

ity

Dev

elop

men

t pra

ctit

ion

ers

GoK

12

18

20

25

30

2.5

Pro

vis

ion

of

pol

icy

an

d leg

isla

tive

fr

am

ewor

k o

n

soci

al D

evel

opm

ent

Fin

alize

an

d im

ple

men

t C

omm

un

ity

Dev

elop

men

t pol

icy

CD

Pol

icy

fin

alize

dC

D p

olic

y doc

um

ent

DS

D, C

abin

et, C

IC

an

d P

arl

iam

ent

GoK

0.2

50

00

0

Dev

elop

Act

ion

Pla

n o

n C

D

Pol

icy

Act

ion

pla

n d

evel

oped

Nati

onal pla

n o

f act

ion

DS

D, C

abin

et, C

IC

an

d P

arl

iam

ent

GoK

, D

ev.

part

ner

s0

10

00

0

Dev

elop

an

d I

mple

men

t pol

icy

on v

olu

nte

eris

mVo

lun

teer

ism

Pol

icy

Dev

elop

ed

Pol

icy

on

volu

nte

eris

m

DS

D, V

IO, U

ND

P,

Red

Cro

ss, A

MR

EF,

V

SO

, C

abin

et, C

IC,

Parl

iam

ent

GoK

, U

ND

P

an

d o

ther

D

evpt

part

ner

s

2.2

510

00

Fin

alize

an

d im

ple

men

t th

e dis

abilit

y pol

icy

Dis

abilit

y Pol

icy

fin

alize

dD

isabilit

y pol

icy

doc

um

ent

DS

D, N

CPW

D,

NG

EC

, C

abin

et,

CIC

an

d

Parl

iam

ent

GoK

05

10

10

10

Dev

elop

Nati

onal Pla

n o

f A

ctio

n f

or d

isabilit

y pol

icy

Nati

onal pla

n o

f act

ion

dev

elop

edN

ati

onal pla

n o

f act

ion

DS

D, N

CPW

DG

oK0

20

00

Am

end a

nd im

ple

men

t D

isabilit

y A

ct 2

003

Dis

abilit

y A

ct A

men

ded

Dis

abilit

y A

ct

DS

D, N

CPW

D,

NG

EC

, C

abin

et,

CIC

an

d

Parl

iam

ent

GoK

015

15

00

Fin

alize

an

d im

ple

men

t th

e aff

irm

ati

ve a

ctio

n p

olic

y on

PW

D

Affir

mati

ve A

ctio

n P

olic

y fo

r PW

Ds

fin

alize

dA

ffir

mati

ve A

ctio

n

pol

icy

on P

WD

DS

D, N

CPW

D,

NG

EC

, C

abin

et,

CIC

an

d

Parl

iam

ent

GoK

05

00

0

Fin

alize

an

d im

ple

men

t N

ati

onal pol

icy

on o

lder

per

son

s an

d a

gein

g

Nati

onal pol

icy

on o

lder

per

son

s an

d a

gein

g fin

alize

dPol

icy

0n

old

er

per

son

s an

d a

gein

gD

SD

, N

GE

C

Cabin

et, C

IC a

nd

Parl

iam

ent

GoK

05

00

0

Dev

elop

Act

ion

Pla

n o

n O

lder

Per

son

s an

d A

gein

g Pol

icy

Nati

onal pla

n o

f act

ion

D

evel

oped

Act

ion

pla

n 0

n

older

per

son

s an

d

age

ing

DS

DG

oK0

07

00

Dev

elop

an

d im

ple

men

t fa

mily

pro

tect

ion

pol

icy

Fam

ily

pro

tect

ion

pol

icy

dev

elop

edF

am

ily

pro

tect

ion

Pol

icy

DS

D, M

aen

del

eo

ya W

an

aw

ake

an

d

Wan

au

me,

Sta

te

law

offic

e, F

IDA

(K)

GoK

010

00

0

Dev

elop

Act

ion

Pla

n o

n F

am

ily

Pro

tect

ion

Pol

icy

Nati

onal pla

n o

f act

ion

D

evel

oped

Act

ion

pla

nD

SD

GoK

00

10

00

Rev

iew

an

d im

ple

men

t th

e S

ocia

l A

ssis

tan

ce a

ct 2

013

am

ended

S

ocia

l A

ssis

tan

ce

Act

2013

Soc

ial A

ssis

tan

ce

Act

DS

D, C

abin

et, C

IC

an

d P

arl

iam

ent

GoK

010

00

0



57

Str

ate

gie

sA

cti

vit

ies

Outp

uts

Outp

ut

Indic

ato

rsA

cto

rsSourc

e o

f fu

nds

Indic

ati

ve B

udget

(Mil

lion K

Shs)

2013/14

2014/15

2015/16

2016/17

2017/18

2.6

Reb

ran

d V

ocati

onal

Reh

abilit

ati

on

Cen

tres

(V

RC

s)

Dev

elop

an

d im

ple

men

t co

mpre

hen

sive

str

ate

gy f

or

reva

mpin

g th

e V

RC

s

Str

ate

gy for

VR

Cs

dev

elop

edS

trate

gy d

ocu

men

tD

SD

, N

CPW

D,

KS

C, M

edia

GoK

, D

evpt

part

ner

s0

20

00

0

Dev

elop

sta

ndard

gu

idel

ines

fo

r m

an

age

men

t of

VR

Cs

Sta

ndard

s g

uid

elin

es

for

man

age

men

t of

VR

Cs

dev

elop

ed

Sta

ndard

gu

idel

ines

DS

D, N

CPW

D, K

BS

GoK

, D

evpt

Part

ner

s 0

010

00

Est

ablish

a M

odel

VR

CM

odel

VR

C e

stablish

ed a

nd

fun

ctio

nin

gM

odel

VR

CD

SD

, N

CPW

D, K

BS

GoK

, D

evpt

Part

ner

s 0

050

00

Dev

elop

a m

ark

etin

g an

d

com

mu

nic

ati

on s

trate

gy f

or

VR

Cs

Mark

etin

g an

d

com

mu

nic

ati

on s

trate

gy for

V

RC

s dev

elop

ed

Mark

etin

g an

d

com

mu

nic

ati

on

stra

tegy

doc

um

ents

DS

D, N

CPW

D,

Med

iaG

oK,

Dev

pt

Part

ner

s0

50

00

2.7

Main

stre

am

ing

of iss

ues

of

Dis

abilit

ies

Dev

elop

an

d d

isse

min

ate

a N

ati

onal dis

abilit

y m

ain

stre

am

ing

stra

tegy

Dis

abilit

y m

ain

stre

am

ing

Str

ate

gy d

evel

oped

an

d

dis

sem

inate

d

Dis

abilit

y M

ain

stre

am

ing

Str

ate

gy

DS

D, N

CPW

D,

MD

As

GoK

, D

evpt

Part

ner

s M

DA

s

05

00

0

Dev

elop

a m

onit

orin

g an

d

Eva

luati

on F

ram

ewor

k f

or

mon

itor

ing

Dis

abilit

y is

sues

M&

E F

ram

ewor

k d

evel

oped

M&

E fra

mew

ork

DS

D, M

DA

sG

oK0

50

00

Sen

siti

ze S

tate

an

d n

on

state

age

nci

es,

com

mu

nit

ies

an

d o

ther

org

an

izati

ons

on

dis

abilit

y is

sues

50 S

tate

an

d n

on s

tate

A

gen

cies

sen

siti

zed o

n

dis

abilit

y is

sues

No

of A

gen

cies

se

nsi

tize

dD

SD

, N

CPW

D, N

ati

onal

Dis

abilit

y F

un

d

MD

As

00

15

00

Con

du

ct c

ensu

s of

per

son

s w

ith

dis

abilit

ies

an

d p

erso

ns

wit

h a

lbin

ism

Data

base

for

PW

D a

nd P

WA

es

tablish

edC

ensu

s re

por

tD

SD

, N

CPW

DG

oK,

Dev

pt

part

ner

s0

00

50

0

2.8

Main

stre

am

ing

of

Old

er p

erso

ns

an

d

age

ing

issu

es

Res

earc

h o

n iss

ues

of

age

ing

an

d o

lder

per

son

s-R

esea

rch

Rep

ort

on iss

ues

of

age

ing

an

d o

lder

per

son

sR

esea

rch

rep

ort

on iss

ues

of age

ing

an

d o

lder

per

son

s

DS

D, H

AI,

HA

K,

SC

O/I

GoK

, D

evpt

Part

ner

s0

20

00

0

Dev

elop

an

d u

pdate

data

base

on

old

er p

erso

ns

an

d a

gein

gD

ata

base

on

old

er p

erso

ns

an

d a

gein

g es

tablish

edD

ata

base

on

old

er

per

son

s an

d a

gein

g D

SD

, H

AI,

HA

K,

SC

O/I

GoK

, D

evpt

Part

ner

s5

00

00

Dev

elop

sta

ndard

s an

d

regu

lati

ons

for

esta

blish

men

t of

hom

es/ in

stit

uti

ons

for

older

per

son

s

Sta

ndard

s an

d r

egu

lati

ons

for

esta

blish

men

t of

hom

es/

inst

itu

tion

s dev

elop

ed

Gu

idel

ines

on

st

an

dard

s an

d

regu

lati

ons

DS

D, H

AI,

HA

K,

SC

O/I

GoK

, D

evpt

Part

ner

s0

30

00

Dev

elop

an

d im

ple

men

t a

Nati

onal st

rate

gy

Nati

onal st

rate

gy for

M

ain

stre

am

ing

issu

es o

f age

ing

an

d o

lder

per

son

s dev

elop

ed a

nd im

ple

men

ted

Nati

onal S

trate

gy

on a

gein

g an

d o

lder

per

son

s doc

um

ent

DS

D, H

AI,

HA

K,

SC

O/I

GoK

, D

evpt

Part

ner

s0

2.5

00

0



58

Str

ate

gie

sA

cti

vit

ies

Outp

uts

Outp

ut

Indic

ato

rsA

cto

rsSourc

e o

f fu

nds

Indic

ati

ve B

udget

(Mil

lion K

Shs)

2013/14

2014/15

2015/16

2016/17

2017/18

2.9

Est

ablish

men

t of

str

ate

gic

In

stit

uti

onal an

d

lega

l fr

am

ewor

k

to e

nsu

re

coor

din

ati

on a

nd

harm

oniz

ati

on

of t

he

soci

al

pro

tect

ion

sec

tor

Rev

iew

, E

nact

an

d im

ple

men

t th

e N

ati

onal S

ocia

l Pro

tect

ion

C

oun

cil B

ill

Nati

onal S

ocia

l Pro

tect

ion

C

oun

cil A

ct

Nati

onal S

ocia

l Pro

tect

ion

C

oun

cil (N

SPC

)

Nati

onal S

ocia

l Pro

tect

ion

Cou

nci

l A

ct

Nati

onal S

ocia

l Pro

tect

ion

Cou

nci

l (N

SPC

)

SPS

G

oK, C

SO

s,

Pri

vate

Sec

tor,

D

FID

, W

orld

Ban

k,

UN

ICE

F

GoK

DF

IDW

B

57

11

13

15

Appro

val an

d I

mple

men

tati

on

of

the

Ses

sion

al Paper

on

th

e N

ati

onal S

ocia

l Pro

tect

ion

Pol

icy

Ses

sion

al Paper

on

th

e N

ati

onal S

ocia

l Pro

tect

ion

Pol

icy

(Bro

ad s

trate

gies

for

S

ocia

l pro

tect

ion

Pro

gram

s)

Ses

sion

al Paper

on

th

e N

ati

onal S

ocia

l Pro

tect

ion

Pol

icy

SPS

G

oK, C

SO

s, P

riva

te

Sec

tor,

Dev

pt.

Part

ner

s

GoK

DF

IDW

B

23.2

3.5

3.8

4

Dev

elop

an

d im

ple

men

t th

e S

ocia

l Pro

tect

ion

Str

ate

gyS

ocia

l Pro

tect

ion

Str

ate

gyG

uid

elin

es for

Soc

ial

pro

tect

ion

im

ple

men

tati

on

Soc

ial Pro

tect

ion

S

trate

gy d

ocu

men

tG

uid

elin

es for

S

ocia

l pro

tect

ion

im

ple

men

tati

on

SPS

, G

oK, C

SO

s,

Pri

vate

Sec

tor,

D

evpt.

Part

ner

s

GoK

DF

IDW

BU

ND

PU

NIC

EF

US

AID

34

4.5

55.5

2.1

0S

tren

gth

en

inst

itu

tion

al

gove

rnan

ce f

or

nati

onal so

cial

pro

tect

ion

sys

tem

Org

an

ize

dia

logu

e fo

rum

s acr

oss

an

d b

etw

een

lea

din

g m

inis

trie

s a

nd d

evel

opm

ent

part

ner

s in

Soc

ial Pro

tect

ion

are

na

For

um

s h

eld

bilate

ral m

eeti

ngs

No

of F

oru

ms

an

dbilate

ral m

eeti

ngs

h

eld

Nu

mber

of

part

icip

ati

ng

stakeh

older

s

SPS

, G

oK, C

SO

s,

Pri

vate

Sec

tor,

D

evpt.

Part

ner

s

GoK

DF

IDW

BU

NIC

EF

56

56

6

Dev

elop

gu

idel

ines

an

d

stan

dard

s ov

ersi

ght

for

effe

ctiv

e del

iver

y of

soc

ial

pro

tect

ion

in

terv

enti

on f

or

NS

NP

Gu

idel

ines

an

d s

tan

dard

s dev

elop

ed.

Gu

idel

ines

an

d s

tan

dard

s doc

um

ents

SPS

, D

CS

, D

SD

, N

DM

A, D

FID

, W

B,

UN

ICE

F

GoK

DF

IDW

B

35.5

6.5

77.5

Est

ablish

an

d im

ple

men

t ef

fect

ive

com

pla

int

an

d

grie

van

ce s

tru

ctu

res

for

the

NS

NP

com

pla

in a

nd g

riev

an

ce

stru

ctu

res

dev

elop

edco

mpla

in a

nd

grie

van

ce

stru

ctu

res

SPS

, D

CS

, D

SD

, N

DM

A, D

FID

, W

B,

HA

I

GoK

DF

IDW

BU

NIC

EF

HIA

20

53

45

Coo

rdin

ate

th

e des

ign

an

d

imple

men

tati

on o

f th

e N

ati

onal S

afe

ty N

et P

rogr

am

4 N

ati

onal S

afe

ty N

et

Pro

gram

des

ign

ed a

nd

Coo

rdin

ate

d

NS

NP p

rogr

am

appra

isal doc

um

ent

NS

NP p

rogr

ess

repor

ts

SPS

, D

CS

, D

SD

, N

DM

A, D

FID

, W

BG

oKD

FID

WB

US

AID

AU

STR

-A

LIA

N A

IDU

NIC

EF

56

4.5

56



59

Str

ate

gie

sA

cti

vit

ies

Outp

uts

Outp

ut

Indic

ato

rsA

cto

rsSourc

e o

f fu

nds

Indic

ati

ve B

udget

(Mil

lion K

Shs)

2013/14

2014/15

2015/16

2016/17

2017/18

2.1

1D

evel

op a

nd

main

tain

cen

tral

repos

itor

y (S

ingl

e R

egis

try)

for

all

matt

ers

of S

ocia

l pro

tect

ion

Dev

elop

an

d m

ain

tain

an

In

tegr

ate

d M

an

age

men

t In

form

ati

on S

yste

m (IM

IS)

(sin

gle

regi

stry

sys

tem

) fo

r so

cial ass

ista

nce

pro

gram

s lin

ked

to

IPR

S

sin

gle

regi

stry

sin

gle

regi

stry

SPS

, D

CS

, D

SD

, N

DM

A, D

FID

, W

B, D

ept.

of

Reg

istr

ati

on &

Im

mig

rati

on o

f Per

son

s

GoK

DF

IDW

B

3.5

44

56

Con

du

ct o

per

ati

onal re

searc

h

to e

nh

an

ce im

ple

men

tati

on

of s

ocia

l pro

tect

ion

pro

gram

s an

d p

roje

ct

Pro

gram

Im

ple

men

tati

on

an

d B

enef

icia

ry S

ati

sfact

ion

S

urv

eys

un

der

taken

an

nu

ally

4 P

rogr

am

Im

ple

men

tati

on

an

d B

enef

icia

ry

Sati

sfact

ion

S

urv

eys

an

nu

al

repor

ts

SPS

, D

CS

, D

SD

, N

DM

A, D

FID

, W

BG

oK,

DF

ID,

WB

25

25

25

25

25

Dev

elop

an

d im

ple

men

t a

Con

solidate

d C

ash

Tra

nsf

er

(NS

NP) M

onit

orin

g an

d

Eva

luati

on F

ram

ewor

k.

-Mon

itor

ing

an

d E

valu

ati

on

Sys

tem

-Per

iodic

rep

orts

don

e

(bim

onth

ly, h

alf a

nn

ual an

d

an

nu

al re

por

ts)

-Mon

itor

ing

an

d

Eva

luati

on S

yste

m-P

erio

dic

rep

orts

SPS

, D

CS

, D

SD

, N

DM

A, M

DA

s,

DF

ID, W

B, U

NIC

EF

GoK

, D

FID

, W

B3.5

44

56

Faci

lita

te a

nd c

oord

inate

ca

paci

ty b

uildin

g fo

r so

cial

pro

tect

ion

im

ple

men

ters

-Capaci

ty o

f so

cial

pro

tect

ion

im

ple

men

ters

en

han

ced.

-Equ

ipm

ent

for

NS

NP

imple

men

ters

pu

rch

ase

d

NS

NP fu

nct

ion

al

revie

w r

epor

t-N

o. o

f per

son

s tr

ain

ed o

n s

ocia

l pro

tect

ion

-No.

of eq

uip

men

ts

pro

cure

d a

nd

del

iver

ed t

o N

SN

P

imple

men

ters

SPS

, G

oK, M

DA

sG

oKD

FID

WB

UN

DP

UN

ICE

F

US

AID

A

ust

ralian

A

id,

Save

th

e C

hildre

n H

IA

20

20

15

10

5

2.1

2E

stablish

, im

ple

men

t a

nd

main

tain

eff

ecti

ve

advo

cacy

, co

mm

un

icati

on

an

d in

flu

enci

ng

stra

tegy

for

soc

ial

pro

tect

ion

Dev

elop

an

d p

rodu

ce a

dvo

cacy

an

d c

omm

un

icati

on m

ate

rials

Advo

cacy

an

d a

ware

nes

s m

ate

rials

dev

elop

edTy

pe

of a

dvo

cacy

an

d a

ware

nes

s m

ate

rials

dev

elop

ed

SPS

, D

CS

, D

SD

GoK

, D

FID

, W

B5

66.5

78

Un

der

take

advo

cacy

ca

mpaig

ns

acr

oss

the

cou

ntr

yE

nh

an

ced a

ware

nes

s on

so

cial pro

tect

ion

in

47

cou

nti

es

No.

of peo

ple

re

ach

ed p

er c

oun

tyS

PS

, D

CS

, D

SD

GoK

DF

IDW

B

66.5

74.5

3

2.1

3E

nh

an

ce

coor

din

ati

on a

nd

dis

bu

rsem

ent

of

Soc

ial Pro

tect

ion

F

un

din

g

Ref

ine

mec

han

ism

s fo

r ef

fect

ive

mappin

g of

G.O

.K

reso

urc

e alloc

ati

on f

or s

ocia

l pro

tect

ion

in

itia

tive

s

Mec

han

ism

rep

ort

Mec

han

ism

rep

ort

SPS

, G

oK, C

SO

s,

Pri

vate

Sec

tor,

D

FID

, W

orld

ban

k,

UN

DP,

UN

ICE

F,

US

AID

, A

ust

ralian

A

id, S

ave

th

e C

hildre

n, D

CS

, D

SD

, N

DM

A, H

IA

GoK

DF

IDW

B

34.5

55.5

Est

ablish

a C

onso

lidate

d

Soc

ial Pro

tect

ion

Fu

nd

Con

solidate

d F

un

d-C

once

pt

not

e-C

onso

lidate

d

Soc

ial Pro

tect

ion

A

ct

SPS

, G

oK, C

SO

s,

Pri

vate

Sec

tor,

D

evel

opm

ent

Part

ner

s

GoK

DF

IDW

B

53

Dev

elop

pro

toco

ls f

or

dev

elop

men

t part

ner

s fu

ndin

g align

men

t an

d h

arm

oniz

ati

on

Pro

toco

lPro

toco

lS

PS

, G

oK, C

SO

s,

Pri

vate

Sec

tor,

D

evpt

Part

ner

s

GoK

DF

IDW

B

23.5

4.5

43



60

Str

ate

gie

sA

cti

vit

ies

Outp

uts

Outp

ut

Indic

ato

rsA

cto

rsSourc

e o

f fu

nds

Indic

ati

ve B

udget

(Mil

lion K

Shs)

2013/14

2014/15

2015/16

2016/17

2017/18

Str

ate

gic

Obje

cti

ve:

To p

rovid

e c

are

an

d s

upport

of

child

ren

in

need

of

speci

al pro

tect

ion

2.1

4S

tren

gth

enin

g of

Are

a A

dvis

ory

Cou

nci

ls (A

AC

)

Oper

ati

onalize

Su

b C

oun

ty

AA

C60 S

ub C

oun

ty A

AC

op

erati

onalize

dN

o. o

f op

erati

onalize

d S

ub

Cou

nty

AA

C

DC

SG

oK1.5

22.5

33.5

Dis

sem

inate

gu

idel

ines

on

th

e op

erati

ons

of t

he

AA

C600 s

ub c

oun

ty A

AC

m

ember

s S

ensi

tize

dN

o. o

f se

nsi

tize

d

Su

b C

oun

ty A

AC

se

nsi

tize

d

DC

SG

oK20

21

24

25

26

Hol

d N

ati

onal C

hildre

n

Ass

embly

5 N

ati

onal C

hildre

n’s

A

ssem

bly

hel

dN

o. o

f N

ati

onal

Ch

ildre

n’s

A

ssem

bly

hel

d

DC

SG

oK13.5

14.0

14.3

14.5

15.0

Est

ablish

men

t of

cou

nty

ch

ildre

n’s

off

ices

60 n

ew o

ffic

es e

stablish

edN

o. o

f n

ewly

es

tablish

ed o

ffic

esD

CS

GoK

4.8

5.0

45.3

5.5

5.8

Hol

d p

ublic

foru

ms

to c

reate

aw

are

nes

s on

th

e n

eeds

asp

irati

on a

nd c

apaci

ty o

f ch

ildre

n

10 p

ublic

foru

ms

hel

dN

o. o

f pu

blic

foru

ms

hel

dD

CS

GoK

1.0

1.2

1.4

1.6

1.8

2.1

4E

mpow

erin

g ch

ildre

n o

n t

hei

r ro

le in

mit

igati

ng

aga

inst

ch

ild r

igh

ts

vio

lati

ons

Rev

iew

th

e C

hildre

n A

ct 2

001

Ch

ildre

n A

ct 2

001 r

evie

wed

Rev

iew

ed A

ctD

CS

GoK

21

00

0

Sen

siti

ze c

hildre

n’s

off

icer

s on

th

e re

vie

wed

Act

600 o

ffic

ers

sen

siti

zed

No.

of se

nsi

tize

d

office

rs

DC

SG

oK20

21

24

25

26

Sen

siti

ze c

hildre

n’s

off

icer

s on

th

e pla

n o

f act

ion

of

Nati

onal

Ch

ildre

n P

olic

y

600 o

ffic

ers

sen

siti

zed

No.

of se

nsi

tize

d

office

rs

DC

SG

oK20

21

24

25

26

2.1

5S

tren

gth

en

alt

ern

ati

ve F

am

ily

Care

Gaze

tte

Fos

ter

Care

an

d

Gu

ard

ian

ship

Gu

idel

ines

Fos

ter

care

an

d

Gu

ard

ian

ship

Gu

idel

ines

ga

zett

e

Gaze

tte

not

ice

DC

SG

oK1

00

00

Sen

siti

ze c

hildre

n’s

off

icer

s on

th

e F

oste

r C

are

an

d

Gu

ard

ian

ship

Gu

idel

ines

600 o

ffic

ers

sen

siti

zed

No.

of se

nsi

tize

d

office

rs

DC

SG

oK20

21

24

25

26

Pu

blic

aw

are

nes

s on

Adop

tion

th

rou

gh p

ublic

foru

ms

an

d

med

ia

15 loc

al ve

rnacu

lar

talk

sh

ows

on r

adio

sta

tion

sN

o. o

f ve

rnacu

lar

radio

talk

sh

ows

DC

SG

oK1

1.2

51.5

1.7

52

Rev

iew

th

e adop

tion

(C

hildre

n’s

) r

egu

lati

ons

2005

Gaze

ttem

ent

of t

he

revie

wed

adop

tion

(C

hildre

n’s

) re

gula

tion

s 2005

Gaze

tte

not

ice

DC

SG

oK2

2.5

00

0

Rev

iew

th

e C

hari

table

C

hildre

n’s

In

stit

uti

ons

(CC

I)

regu

lati

ons

(2006)

Gaze

ttem

ent

of t

he

revie

wed

C

hari

table

Ch

ildre

n’s

re

gula

tion

s

Gaze

tte

not

ice

DC

SG

oK2

2.5

00

0

Imple

men

tati

on o

f th

e re

vie

wed

CC

I re

gula

tion

s-T

rain

ing

Man

ual on

th

e re

vie

wed

CC

I m

an

ual

-600 o

ffic

ers

sen

siti

zed

-Tra

inin

g m

an

ual

-No.

of of

fice

rs

train

ed

DC

SG

oK25

21

24

25

26

2.1

7E

stablish

men

t of

ch

ild P

rote

ctio

n

cen

tres

Est

ablish

Ch

ild p

rote

ctio

n

cen

tres

42 C

hild P

rote

ctio

n c

entr

es

esta

blish

edN

o. o

f C

hild

Pro

tect

ion

Cen

tres

es

tablish

ed

DC

SG

oK21

23

25

27

30



61

Str

ate

gie

sA

cti

vit

ies

Outp

uts

Outp

ut

Indic

ato

rsA

cto

rsSourc

e o

f fu

nds

Indic

ati

ve B

udget

(Mil

lion K

Shs)

2013/14

2014/15

2015/16

2016/17

2017/18

2.1

8Im

ple

men

tati

on

of r

efor

ms

in

statu

tory

ch

ildre

n’s

in

stit

uti

ons

Pro

vis

ion

of

safe

cu

stod

y fo

r ch

ildre

n in

con

flic

t w

ith

th

e la

w

900 c

hildre

n in

safe

cu

stod

y in

rem

an

d h

omes

an

d

resc

ue

cen

tres

No.

of C

hildre

n in

sa

fe c

ust

ody

in

rem

an

d h

omes

an

d

resc

ue

cen

tres

DC

SG

oK70

72

74

76

78

Reh

abilit

ati

on o

f ch

ildre

n in

co

nflic

t w

ith

th

e la

w t

hro

ugh

vo

cati

onal sk

ills

tra

inin

gs

600 C

hildre

n r

ehabilit

ate

d

thro

ugh

vo

cati

onal sk

ills

No.

of re

habilit

ate

d

childre

nD

CS

GoK

97

99

102

104

106

Com

ple

tion

of

con

stru

ctio

n

wor

ks

in M

eru

Ch

ildre

n’s

R

eman

d H

ome

Mer

u C

hildre

n’s

Rem

an

d

Hom

e co

nst

ruct

edO

per

ati

onal

rem

an

d h

ome

DC

SG

oK20

10

11.5

2

Con

stru

ctio

n o

f a r

eman

d

hom

eR

eman

d h

ome

Con

stru

cted

Rem

an

d h

ome

DC

SG

oK0

010

30

0

Tota

l re

sourc

e

requir

em

ents

12,9

78

30,4

18

32,4

56

49,9

46

61,2

90

Key R

esu

lt A

rea 3

Man

pow

er d

evel

opm

ent,

em

plo

ymen

t an

d p

rodu

ctiv

ity

man

age

men

t

Str

ate

gic

Iss

ue/C

hall

enge

•L a

ck o

f u

p-t

o date

labou

r m

ark

et in

form

ati

on•

Mis

matc

h o

f sk

ills

•Poo

r pro

du

ctiv

ity

cult

ure

•H

igh

lev

els

of u

nem

plo

ymen

t

Str

ate

gie

sA

cti

vit

ies

Outp

uts

Outp

ut

Indic

ato

rsA

cto

rsSourc

e

of

funds

Indic

ati

ve B

udget

(Mil

lion K

Shs)

2013/14

2014/15

2015/16

2016/17

2017/18

Str

ate

gic

Obje

cti

ve:

To p

rovid

e p

olicy

gu

ida

nce

on

na

tion

al h

um

an

resou

rce p

lan

nin

g, d

evelo

pm

en

t a

nd

uti

liza

tion

3.1

Pro

vid

ing

up-t

o-date

labou

r m

ark

et

info

rmati

on

Dev

elop

an

d m

ain

tain

an

au

tom

ate

d labou

r m

ark

et

info

rmati

on s

yste

m

Labou

r m

ark

et in

form

ati

on

syst

em d

evel

oped

A w

eb b

ase

d

inte

ract

ive

pla

tfor

m

for

data

sh

ari

ng.

NH

RPD

, M

oES

T,

KN

BS

GoK

620

22

2

Com

pile

an

d m

ain

tain

a m

ast

er

file

on

loc

al tr

ain

ing

inst

itu

tion

sM

ast

er file

of L

ocal

Train

ing

inst

itu

tion

s co

mpiled

Update

d M

ast

er file

of L

ocal Tr

ain

ing

inst

itu

tion

s

NH

RPD

GoK

0.5

55

55

Carr

y ou

t a N

ati

onal S

kills

Au

dit

Skill A

udit

Rep

ort

Nu

mber

of se

ctor

s au

dit

edN

HR

PD

, M

oES

TG

oK0.1

80

10

00

Dev

elop

an

d m

ain

tain

a n

ati

onal

skills

in

ven

tory

Nati

onal S

kills

data

base

dev

elop

edN

um

ber

s, lev

els

an

d t

ypes

of sk

ills

in

th

e se

ctor

s

NH

RPD

GoK

0.1

44

11

Un

der

take

a L

abou

r F

orce

su

rvey

Labou

r fo

rce

Su

rvey

R

epor

tE

mplo

ymen

t tr

ends

an

d S

tatu

sN

HR

PD

, K

NB

SG

oK0

50

330

20

10

Un

der

take

a N

ati

onal M

an

pow

er

Su

rvey

Nati

onal M

an

pow

er

Su

rvey

Rep

ort

Sto

ck o

f sk

ills

in

th

e co

un

try

NH

RPD

, K

NB

SG

oK0

0205

700

200



62

Str

ate

gie

sA

cti

vit

ies

Outp

uts

Outp

ut

Indic

ato

rsA

cto

rsSourc

e

of

funds

Indic

ati

ve B

udget

(Mil

lion K

Shs)

2013/14

2014/15

2015/16

2016/17

2017/18

3.2

Dev

elop

men

t of

an

in

tegr

ate

d h

um

an

re

sou

rce

dev

elop

men

t st

rate

gy

Un

der

take

furt

her

an

aly

sis

of

the

2010 M

an

pow

er S

urv

ey

fin

din

gs

An

aly

tica

l R

epor

tsS

kill R

ati

os in

th

e ec

onom

yN

HR

PD

GoK

19

70

0

Un

der

take

evalu

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cti

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124

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ato

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e

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ve B

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k in

du

stri

al

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to t

he

nee

ds

of t

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indu

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um

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tern

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son

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in

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of per

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mplo

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inst

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GoK

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154

160

168

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ple

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ms

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ndu

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thro

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pla

tfor

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5

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cti

ve:

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p,

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t a

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gis

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d p

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or

em

plo

ym

en

t a

nd

su

sta

ina

ble

job c

rea

tion

3.8

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mu

lati

on o

f E

mplo

ymen

t Pol

icie

s,

stra

tegi

es a

nd

pro

gram

mes

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mple

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n o

f act

ion

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im

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on o

f th

e N

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mplo

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d

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n o

f A

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d im

ple

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n o

f A

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n

NE

B, C

OTU

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KE

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33

34

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d im

ple

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t a

fram

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k a

nd g

uid

elin

es f

or

mon

itor

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emplo

ymen

t cr

eati

on

in K

enya

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idel

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for

mon

itor

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emplo

ymen

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eati

on in

th

e co

un

try

dev

elop

ed a

nd

oper

ati

onalize

d

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00

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ate

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are

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s on

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onal

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plo

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d

stra

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asc

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pol

icy

at

the

cou

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lev

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are

nes

s on

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mplo

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ted

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job

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im

ple

men

tati

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f gr

een

jo

bs

dev

elop

edN

um

ber

of

guid

elin

esN

EB

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OG

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33

45



64

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gie

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cti

vit

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uts

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cto

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of

funds

Indic

ati

ve B

udget

(Mil

lion K

Shs)

2013/14

2014/15

2015/16

2016/17

2017/18

3.9

En

han

ce p

ublic

emplo

ymen

t se

rvic

es

Est

ablish

17 n

ew a

nd

mod

ern

em

plo

ymen

t of

fice

sN

ew a

nd m

oder

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emplo

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em

plo

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cen

ters

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orked

of

fice

s an

d w

eb b

ase

d

emplo

ymen

t se

rvic

es

No.

of n

ew

an

d m

oder

n

emplo

ymen

t of

fice

s es

tablish

ed

NE

BG

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50

50

50

50

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10 e

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ing

emplo

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fice

sU

pgr

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em

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em

plo

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t re

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cen

ters

, n

etw

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offic

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base

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No.

of ex

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office

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pgr

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N

EB

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1.8

20

20

20

20

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00 job

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d in

em

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No.

of jo

b s

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an

d

pla

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NE

BG

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50

40

Dev

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min

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captu

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syst

em in

pla

ceN

EB

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APE

AG

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44

45

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tren

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labou

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em

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mu

late

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abou

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col

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older

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B,

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tra

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for

outb

oun

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mig

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ts

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tra

inin

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me

dev

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um

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of tr

ain

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s

Pre

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tr

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pro

gram

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evis

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les

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on

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em

plo

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t

NE

BG

oK0

32

20

Neg

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tion

an

d s

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of

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eem

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ilate

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sign

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o. o

f agr

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ents

NE

B, M

FAG

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22

22

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ablish

em

plo

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t att

ach

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mplo

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ach

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tablish

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No.

of of

fice

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EB

, M

FAG

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520

20

20

Con

du

ct e

mplo

ymen

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eeds

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ent

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ey labou

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s

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plo

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eeds

ass

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ent

con

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2

cou

ntr

ies

No.

of n

eeds

ass

essm

ents

co

ndu

cted

NE

B, M

FA, IO

MG

oK0

05

50

Con

du

ct a

Labou

r F

orce

Su

rvey

in

th

e D

iasp

ora

Ken

yan

Labou

r F

orce

in

th

e D

iasp

ora e

stablish

ed

Rep

ort

on n

um

ber

of

Ken

yan

wor

ker

s abro

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stablish

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NE

B, M

FA, IO

MG

oK0

080

15

5

Str

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cti

ve: T

o p

rom

ote

pro

du

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ity a

wa

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ess,

impro

vem

en

t a

nd

mea

su

rem

en

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65

Str

ate

gie

sA

cti

vit

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uts

Outp

ut

Indic

ato

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cto

rsSourc

e

of

funds

Indic

ati

ve B

udget

(Mil

lion K

Shs)

2013/14

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2015/16

2016/17

2017/18

3.1

1Im

ple

men

t th

e N

ati

onal Pro

du

ctiv

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icy

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engt

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th

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ity

Cen

tre

of K

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thor

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of Parl

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, M

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50

00

Capaci

ty b

uild t

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Pro

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ity

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tre

of K

enya

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ast

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pro

vid

edIn

frast

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pro

vid

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oLS

S&

SG

oK31

90

100

120

130

3.1

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du

ctiv

ity

pro

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nati

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du

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paig

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77

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pro

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son

s tr

ain

edF

KE

, C

OTU

, M

oLS

S&

SG

oK8

10

15

20

25

Un

der

take

an

nu

al pro

du

ctiv

ity

aw

are

nes

s su

rvey

-Nati

onal Pro

du

ctiv

ity

Aw

are

nes

s R

epor

t-C

oun

ty P

rodu

ctiv

ity

Aw

are

nes

s R

epor

ts

-No.

of N

ati

onal

Pro

du

ctiv

ity

Aw

are

nes

s R

epor

ts-N

o. o

f C

oun

ty

Pro

du

ctiv

ity

Aw

are

nes

s R

epor

ts

MoL

SS

&S

, K

NB

SG

oK0

59

64

70

74

Cre

ate

net

wor

ks

wit

h o

ther

(N

PO

s)N

etw

orks

crea

ted

No.

of N

etw

orks

GoK

00

00

0

3.1

3Pro

du

ctiv

ity

impro

vem

ent

Incr

ease

th

e n

um

ber

of

mod

el

com

pan

ies/

pu

blic

sect

or

inst

itu

tion

s on

pro

du

ctiv

ity

impro

vem

ent

pra

ctic

es

-Mod

el c

ompan

ies

in t

he

pro

gram

me

-In

nov

ati

ons

gen

erate

d b

y w

orker

s

-Pu

blic

sect

or in

stit

uti

ons

part

icip

ati

ng

on

pro

du

ctiv

ity

-No.

of m

odel

co

mpan

ies

-No.

of re

gist

ered

w

orker

s’

inn

ovati

ven

ess

-No

of p

ublic

sect

ors

inst

itu

tion

s

MoL

SS

&S

GoK

24

140

167

215

238

Cre

ate

part

ner

ship

s on

pro

du

ctiv

ity

impro

vem

ent

-Part

ner

ship

agr

eem

ent

No.

of part

ner

ship

agr

eem

ent

exec

ute

dF

KE

, C

OTU

, M

oLS

S&

SG

oK/

Part

ner

s3

78

10

12

3.1

4Pro

du

ctiv

ity

Mea

sure

men

t

Dev

elop

an

d u

pdate

an

nu

al

Pro

du

ctiv

ity

Sta

tist

ics

Rep

ort

-An

nu

al Pro

du

ctiv

ity

Sta

tist

ics

repor

t dev

elop

ed

an

d u

pdate

d-F

irm

lev

el p

rodu

ctiv

ity

data

base

-Pu

blica

tion

of Pro

du

ctiv

ity

Rep

orts

-An

nu

al

Pro

du

ctiv

ity

Sta

tist

ics

-Pro

du

ctiv

ity

data

base

-No.

of pu

blica

tion

MoL

SS

&S

GoK

10

136

186

202

230

Inco

rpor

ate

pro

du

ctiv

ity

stati

stic

s ass

essm

ent

in w

age

se

ttin

g

-Wage

s co

un

cils

in

corp

orati

ng

pro

du

ctiv

ity

in w

age

det

erm

inati

on-C

BA

s n

egot

iate

d b

ase

d o

n

pro

du

ctiv

ity

No.

of w

age

s co

un

cil n

egot

iate

d

base

d o

n

pro

du

ctiv

ity

-No.

of C

BA

s n

egot

iate

d b

ase

d

on p

rodu

ctiv

ity

MoL

SS

&S

, F

KE

, C

OTU

GoK

520

25

27

30

Est

ablish

part

ner

ship

wit

h

inte

rnati

onal/

loca

l in

stit

uti

ons

un

der

takin

g re

searc

hes

on

gl

obal co

mpet

itiv

enes

s

-Part

ner

ship

agr

eem

ents

si

gned

No.

of part

ner

ship

agr

eem

ent

sign

edA

PO

, PA

PA, ID

AG

oK3

15

25

35

50



66

Str

ate

gie

sA

cti

vit

ies

Outp

uts

Outp

ut

Indic

ato

rsA

cto

rsSourc

e

of

funds

Indic

ati

ve B

udget

(Mil

lion K

Shs)

2013/14

2014/15

2015/16

2016/17

2017/18

Tota

l re

sourc

e

requir

em

ents

648.7

2,4

17.9

3,0

07.5

3,8

42.5

2,7

61.5

Key R

esu

lt A

rea

Pol

icy

coor

din

ati

on a

nd c

apaci

ty b

uildin

g

Str

ate

gic

Iss

ue/C

hall

enge

•In

adeq

uate

hu

man

res

ourc

e, fin

an

cial, t

ech

nol

ogic

al an

d in

frast

ruct

ure

capaci

ties

•W

eak a

sset

man

age

men

t•

Wea

k M

onit

orin

g, E

valu

ati

on a

nd R

epor

tin

g fr

am

ewor

k

Str

ate

gic

Obje

cti

ve

To im

pro

ve s

ervic

e del

iver

y an

d c

oord

inati

on o

f M

inis

try

fun

ctio

ns,

pro

gram

mes

an

d a

ctiv

itie

s

Str

ate

gie

sA

cti

vit

ies

Outp

uts

Outp

ut

Indic

ato

rsA

cto

rsSourc

e o

f fu

nds

Indic

ati

ve B

udget

(Mil

lion K

Shs)

2013/14

2014/15

2015/16

2016/17

2017/18

4.1

Str

engt

hen

m

inis

teri

al

inst

itu

tion

al ca

paci

ty

Sta

ffin

g -

Sta

ff in

ven

tory

/

esta

blish

men

t-

Fille

d p

osit

ion

s

-Sta

ff e

stablish

men

t-N

o. o

f st

aff

recr

uit

ed-N

o. o

f st

aff

pro

mot

ed

HR

MG

oK1,1

79

1,8

30

1,8

92

1,9

67

2,0

39

Com

pet

ency

Dev

elop

men

tC

ompet

ency

nee

ds

an

aly

sis

(CN

A) re

por

t%

of

reco

mm

endati

ons

of C

NA

Rep

ort

imple

men

ted

HR

D, A

dm

in &

H

oDs

GoK

22

22

2

-Skills

In

ven

tory

dev

elop

ed-5

-yea

r tr

ain

ing

pro

ject

ion

-A

nn

ual tr

ain

ing

pro

ject

ion

s

-En

han

ced c

ompet

enci

es

of s

taff

-Skills

In

ven

tory

-5-y

ear

train

ing

pro

ject

ion

rep

ort

-An

nu

al tr

ain

ing

pro

ject

ion

s re

por

t-N

o. o

f st

aff t

rain

ed

HR

D, A

dm

in &

H

oDs

GoK

32

33

34

35

36

- In

crea

sed n

um

ber

of

att

ach

ees

to w

orld

of w

ork

-No.

of att

ach

ees

att

ach

ed in

th

e M

inis

try

HR

D, A

dm

in &

H

oDs

GoK

00

00

0

En

d o

f co

urs

e ev

alu

ati

on

an

d t

rain

ing

impact

ass

essm

ent

repor

ts

Train

ing

pro

gram

mes

ev

alu

ate

d

HR

D, A

dm

in &

H

OD

sG

oK3

33

33

Coo

rdin

ati

on o

f dev

elop

men

t an

d r

evie

w o

f pol

icie

s, P

lan

s an

d leg

isla

tion

s

-Pol

icie

s-L

aw

s-M

id-t

erm

rev

iew

rep

orts

(M

TP I

I an

d S

P

An

nu

al Pro

gres

s R

epor

ts)

-MTP I

I re

vie

wed

- N

o. o

f pol

icie

s appro

ved

- N

o. o

f la

ws

enact

ed-N

o. o

f m

id-t

erm

re

por

ts-N

o. o

f A

PR

Leg

al U

nit

, C

PM

U,

Adm

in, H

oDs,

S

AG

As,

NS

SF

GoK

535

35

15

15

Pro

vis

ion

of

ICT in

frast

ruct

ure

an

d s

uppor

t se

rvic

esIC

T n

etw

ork in

frast

ruct

ure

% o

f IC

T e

qu

ipm

ent

con

nec

ted t

o th

e n

etw

ork

infr

ast

ruct

ure

ICT U

nit

, H

oDs

GoK

320

15

10

5

Inte

rnet

con

nec

tion

No

of u

sers

wh

o h

ave

an

acc

ess

to

inte

rnet

con

nec

tion

ICT U

nit

, H

oDs

GoK

410

10

10

10

Data

sto

rage

an

d s

ecu

rity

No.

of co

mpu

ters

co

nn

ecte

d t

o th

e se

cure

d c

entr

al

stor

age

sys

tem

ICT U

nit

, H

oDs

GoK

36

66.5

8

4.2

Impro

ve r

esou

rce

mob

iliz

ati

on a

nd

uti

liza

tion

Bu

dge

t pla

nn

ing

an

d

pre

para

tion

-MTE

F S

ecto

r re

por

t pre

pare

d-A

nn

ual an

d

supple

men

tary

est

imate

s pre

pare

d

-MTE

F S

ecto

r re

por

t-N

o. o

f ex

pen

dit

ure

es

tim

ate

s

Fin

an

ce, C

PM

U,

HoD

s, N

T, &

D

evel

opm

ent

part

ner

s

GoK

2.5

5.2

5.6

6.0

6.5

Bu

dge

t im

ple

men

tati

on a

nd

con

trol

-AIE

s pre

pare

d a

nd iss

ued

ou

t-L

iais

ing

wit

h d

onor

s fo

r dis

bu

rsem

ent

-No.

of A

IEs

issu

ed.

-Am

oun

t of

don

or

fun

ds

dis

bu

rsed

Fin

an

ce, A

IE

hol

der

s, A

ccou

nts

an

d S

CM

U

GoK

5.0

5.2

55.3

5.7

6.0

Bu

dge

t m

onit

orin

g an

d

repor

tin

g-

Exp

endit

ure

an

aly

sis

repor

ts p

repare

d-

Fu

nds

uti

liza

tion

pro

gres

s re

por

ts p

repare

d-A

ppro

pri

ati

on in

Aid

(A

IA) co

llec

tion

Pro

gres

s an

aly

zed

- N

o. o

f E

xpen

dit

ure

an

aly

sis

repor

ts-%

of le

vel of

re

sou

rce

uti

liza

tion

-No.

of A

IA r

epor

ts

Fin

an

ce, A

IE

hol

der

s an

d

Acc

oun

ts

GoK

3.0

3.2

53.5

4.0

4.3

Coo

rdin

ati

on o

f pre

para

tion

of

au

dit

res

pon

ses

on p

olic

y m

att

ers

-Bu

dge

t alloc

ati

on o

n t

he

au

dit

are

a r

evie

wed

-Appea

rin

g bef

ore

Pu

blic

Acc

oun

t C

omm

itte

e(PA

C)

-Act

ion

pla

n for

im

ple

men

tin

g PA

C

reco

mm

endati

ons

pre

pare

d

No.

of bu

dge

t re

vie

w

repor

ts

-PA

C r

epor

t

-No.

of A

ctio

n p

lan

s

Fin

an

ce, A

IE

hol

der

s an

d

Acc

oun

ts

GoK

5.0

5.2

5.5

5.7

56.0

Tim

ely

acq

uis

itio

n o

f go

ods

an

d s

ervic

es-

Goo

ds

pro

cure

d-

Ser

vic

es r

ender

ed-

Pro

cure

men

t Pla

ns

-An

nu

al

pro

cure

men

t pla

n Q

uart

erly

pro

cure

men

t re

por

ts

SC

MU

, H

oDs,

A

dm

in, A

ccou

nts

GoK

2,0

78

5,2

56

6,3

57

7,7

93

8,3

15

Ass

et a

nd c

ontr

act

s m

an

age

men

t-

Con

solidate

d a

sset

in

ven

tory

- In

ven

tory

reg

iste

rs-

Ass

et m

an

age

men

t pol

icie

s

- A

sset

s in

ven

tory

- N

o. o

f ass

ets

coded

- N

o. o

f ass

et

man

age

men

t pol

icie

s

SC

MU

, H

oDs,

A

dm

in, A

ccou

nts

GoK

22.2

21.5

1.3



67

Str

ate

gie

sA

cti

vit

ies

Outp

uts

Outp

ut

Indic

ato

rsA

cto

rsSourc

e

of

funds

Indic

ati

ve B

udget

(Mil

lion K

Shs)

2013/14

2014/15

2015/16

2016/17

2017/18

Tota

l re

sourc

e

requir

em

ents

648.7

2,4

17.9

3,0

07.5

3,8

42.5

2,7

61.5

Key R

esu

lt A

rea

Pol

icy

coor

din

ati

on a

nd c

apaci

ty b

uildin

g

Str

ate

gic

Iss

ue/C

hall

enge

•In

adeq

uate

hu

man

res

ourc

e, fin

an

cial, t

ech

nol

ogic

al an

d in

frast

ruct

ure

capaci

ties

•W

eak a

sset

man

age

men

t•

Wea

k M

onit

orin

g, E

valu

ati

on a

nd R

epor

tin

g fr

am

ewor

k

Str

ate

gic

Obje

cti

ve

To im

pro

ve s

ervic

e del

iver

y an

d c

oord

inati

on o

f M

inis

try

fun

ctio

ns,

pro

gram

mes

an

d a

ctiv

itie

s

Str

ate

gie

sA

cti

vit

ies

Outp

uts

Outp

ut

Indic

ato

rsA

cto

rsSourc

e o

f fu

nds

Indic

ati

ve B

udget

(Mil

lion K

Shs)

2013/14

2014/15

2015/16

2016/17

2017/18

4.1

Str

engt

hen

m

inis

teri

al

inst

itu

tion

al ca

paci

ty

Sta

ffin

g -

Sta

ff in

ven

tory

/

esta

blish

men

t-

Fille

d p

osit

ion

s

-Sta

ff e

stablish

men

t-N

o. o

f st

aff

recr

uit

ed-N

o. o

f st

aff

pro

mot

ed

HR

MG

oK1,1

79

1,8

30

1,8

92

1,9

67

2,0

39

Com

pet

ency

Dev

elop

men

tC

ompet

ency

nee

ds

an

aly

sis

(CN

A) re

por

t%

of

reco

mm

endati

ons

of C

NA

Rep

ort

imple

men

ted

HR

D, A

dm

in &

H

oDs

GoK

22

22

2

-Skills

In

ven

tory

dev

elop

ed-5

-yea

r tr

ain

ing

pro

ject

ion

-A

nn

ual tr

ain

ing

pro

ject

ion

s

-En

han

ced c

ompet

enci

es

of s

taff

-Skills

In

ven

tory

-5-y

ear

train

ing

pro

ject

ion

rep

ort

-An

nu

al tr

ain

ing

pro

ject

ion

s re

por

t-N

o. o

f st

aff t

rain

ed

HR

D, A

dm

in &

H

oDs

GoK

32

33

34

35

36

- In

crea

sed n

um

ber

of

att

ach

ees

to w

orld

of w

ork

-No.

of att

ach

ees

att

ach

ed in

th

e M

inis

try

HR

D, A

dm

in &

H

oDs

GoK

00

00

0

En

d o

f co

urs

e ev

alu

ati

on

an

d t

rain

ing

impact

ass

essm

ent

repor

ts

Train

ing

pro

gram

mes

ev

alu

ate

d

HR

D, A

dm

in &

H

OD

sG

oK3

33

33

Coo

rdin

ati

on o

f dev

elop

men

t an

d r

evie

w o

f pol

icie

s, P

lan

s an

d leg

isla

tion

s

-Pol

icie

s-L

aw

s-M

id-t

erm

rev

iew

rep

orts

(M

TP I

I an

d S

P

An

nu

al Pro

gres

s R

epor

ts)

-MTP I

I re

vie

wed

- N

o. o

f pol

icie

s appro

ved

- N

o. o

f la

ws

enact

ed-N

o. o

f m

id-t

erm

re

por

ts-N

o. o

f A

PR

Leg

al U

nit

, C

PM

U,

Adm

in, H

oDs,

S

AG

As,

NS

SF

GoK

535

35

15

15

Pro

vis

ion

of

ICT in

frast

ruct

ure

an

d s

uppor

t se

rvic

esIC

T n

etw

ork in

frast

ruct

ure

% o

f IC

T e

qu

ipm

ent

con

nec

ted t

o th

e n

etw

ork

infr

ast

ruct

ure

ICT U

nit

, H

oDs

GoK

320

15

10

5

Inte

rnet

con

nec

tion

No

of u

sers

wh

o h

ave

an

acc

ess

to

inte

rnet

con

nec

tion

ICT U

nit

, H

oDs

GoK

410

10

10

10

Data

sto

rage

an

d s

ecu

rity

No.

of co

mpu

ters

co

nn

ecte

d t

o th

e se

cure

d c

entr

al

stor

age

sys

tem

ICT U

nit

, H

oDs

GoK

36

66.5

8

4.2

Impro

ve r

esou

rce

mob

iliz

ati

on a

nd

uti

liza

tion

Bu

dge

t pla

nn

ing

an

d

pre

para

tion

-MTE

F S

ecto

r re

por

t pre

pare

d-A

nn

ual an

d

supple

men

tary

est

imate

s pre

pare

d

-MTE

F S

ecto

r re

por

t-N

o. o

f ex

pen

dit

ure

es

tim

ate

s

Fin

an

ce, C

PM

U,

HoD

s, N

T, &

D

evel

opm

ent

part

ner

s

GoK

2.5

5.2

5.6

6.0

6.5

Bu

dge

t im

ple

men

tati

on a

nd

con

trol

-AIE

s pre

pare

d a

nd iss

ued

ou

t-L

iais

ing

wit

h d

onor

s fo

r dis

bu

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ce, A

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oun

ts

GoK

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3.2

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No.

of bu

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MU

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A

dm

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ccou

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fun

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iste

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Im

ple

men

tati

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M&

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art

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of su

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col

lect

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m

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ICT P

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Coo

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art

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iste

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ject

Im

ple

men

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of M

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ally

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M&

E r

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ts

Adm

in, C

PM

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art

men

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form

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an

age

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nn

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ce c

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lect

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Ser

vic

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Inst

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vic

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iste

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ode

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nti

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on p

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y-

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k m

an

age

men

t-

Gift

regi

ster

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f et

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d

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ts-

No.

of of

fice

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train

ed o

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leader

ship

an

d

inte

grit

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Inst

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tion

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risk

man

age

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k-

No.

of of

fice

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dm

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33.2

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3.7

Pre

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an

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IDS

an

d p

rovis

ion

of

suppor

t se

rvic

es

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inis

teri

al H

IV &

AID

S

pol

icy

imple

men

ted

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o. o

f st

aff

sen

siti

zed o

n H

IV &

A

IDS

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o. o

f V

CT

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ion

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rrie

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7.1

7.3

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Pre

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tion

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se a

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of

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t se

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rugs

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bu

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Em

plo

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Ass

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nce

Pro

gram

me

(EA

P)

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al pol

icy

on

dru

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an

ce

abu

se

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o. o

f st

aff

sen

siti

zed o

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ce

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se-

No.

of st

aff o

n E

AP

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ts o

n d

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se

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3.6

3.6

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Au

dit

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risk

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age

men

t an

d

gove

rnan

ce iss

ues

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t an

d e

ffec

tive

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Ch

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o 350,0

00 in

2017/18

No.

of

suppor

ted b

enef

icia

ries

su

ppor

ted

No.

153,0

00

(2013)

253,0

00

350,0

00

350,0

00

350,0

00

350,0

00

DC

S

5 m

onit

orin

g re

por

ts o

n

imple

men

tati

on o

f ca

sh t

ran

sfer

pro

du

ced

Mon

itor

ing

repor

t N

o1

11

11

1D

SD

5 c

am

ps

on c

ash

tra

nsf

er

pro

gram

s h

eld

No.

of

cam

ps

No

-1

11

11

DS

D

Pro

gram

on

gri

evan

ces

an

d

com

pla

ints

mec

han

ism

es

tablish

ed

Per

cen

tage

of

com

pla

ints

an

d g

riev

an

ces

repor

ted a

nd

reso

lved

%-

-1

--

-D

SD

Oper

ati

onal M

ISG

ener

ate

d r

epor

ts o

n

ben

efic

iari

es a

nd p

aym

ents

No

-1

--

--

DS

D

Nati

onal pol

icy

on o

lder

per

son

s an

d a

gein

g fin

alize

d

-Pol

icy

doc

um

ent

No

-1

--

--

DS

D

Res

earc

hes

don

eR

esea

rch

rep

orts

No.

11

11

1D

SD

Liv

e D

ata

base

dev

elop

edD

ata

base

No.

11

11

11

DS

D

Capaci

ty o

f in

stit

uti

ons/

hom

es

of o

lder

per

son

s en

han

ced

Sta

ndard

s an

d g

uid

elin

es

dev

elop

ed a

nd g

aze

tted

No.

1-

--

-D

SD

Mod

el h

ome

esta

blish

edN

o.-

--

11

1D

SD

Part

ner

ship

s of

sta

keh

older

s st

ren

gth

ened

Coo

rdin

ati

on t

ask

for

ce in

pla

ce a

nd h

oldin

g m

eeti

ngs

No.

2 m

eeti

ngs

33

33

3D

SD

Issu

es o

f ol

der

per

son

s m

ain

stre

am

edPilot

ed m

inis

trie

sN

o.6 m

inis

trie

s2

46

6D

SD

Aw

are

nes

s on

in

vest

men

t in

so

cial se

curi

ty c

reate

dM

eeti

ngs

/w

orksh

ops/

bara

zas

No.

-2

34

44

DS

D

Pre

-ret

irem

ent

train

ing

an

d

cou

nse

lin

g fo

r pot

enti

al re

tire

es

don

e

Train

ing

repor

tsN

o-

13

33

3D

SD

Old

er p

erso

ns

an

d a

gin

g se

nsi

tize

d o

n s

ocia

l h

ealt

h

insu

ran

ce

Sen

siti

zati

on r

epor

tsN

o.-

13

33

3D

Sd

Eld

er a

bu

se r

edu

ced

IEC

mate

rials

Sen

siti

zati

on f

oru

ms

Red

uce

s ca

ses

that

are

re

por

ted

%.

11

11

1D

SD

Nati

onal st

rate

gy o

n c

omm

un

ity

m

obiliz

ati

onC

omm

un

ity

mob

iliz

ati

on

stra

tegy

doc

um

ent

No

--

1-

--

DS

D

Gu

idel

ines

for

com

mu

nit

y m

obiliz

ati

on d

evel

oped

Gu

idel

ines

an

d t

ools

for

gr

oup r

egis

trati

onN

o-

1-

--

-D

SD

Data

ban

k o

n C

omm

un

ity

Dev

elop

men

t (C

D) st

akeh

older

s es

tablish

ed

Data

ban

k

No

--

1-

--

DS

D



74

Outp

uts

(5 y

ear

Cum

ula

ted

targ

et)

Outp

ut

Indic

ato

rsU

nit

Base

line V

alu

e

and Y

ear

Targ

ets

Dept/

Unit

R

esp

onsi

ble

for

Report

ing

2013/14

2014/15

2015/16

2016/17

2017/18

Reg

istr

ati

on o

f co

mm

un

ity

self-

hel

p g

rou

ps

No.

of

com

mu

nit

y se

lf-h

elp

grou

ps

regi

ster

edN

o.

25,0

00

35,0

00

40,0

00

65,0

00

75,0

00

78,0

00

DS

D

- C

D P

olic

y fin

alize

dC

D p

olic

y doc

um

ent

No

-1

--

--

DS

D

CD

Act

ion

pla

n d

evel

oped

Nati

onal pla

n o

f C

D a

ctio

nN

o-

-1

--

-D

SD

-Vol

un

teer

ism

Pol

icy

Dev

elop

ed

-Dra

ft v

olu

nte

eris

m p

olic

yN

o-

1-

--

-D

SD

-Dis

abilit

y Pol

icy

fin

alize

dD

isabilit

y pol

icy

doc

um

ent

-1

--

--

DS

D

-Nati

onal pla

n o

f act

ion

on

D

isabilit

y Pol

icy

dev

elop

ed

Nati

onal pla

n o

f act

ion

No

--

1-

--

DS

D

Dis

abilit

y A

ct A

men

ded

Bill

2012 r

evie

wed

-Dis

abilit

y A

ctN

o-

1-

--

-D

SD

Aff

irm

ati

ve A

ctio

n P

olic

y fo

r PW

Ds

fin

alize

d

Aff

irm

ati

ve A

ctio

n p

olic

y on

PW

DN

o1

-1

--

-D

SD

Nati

onal pol

icy

on o

lder

per

son

s an

d a

gein

g fin

alize

d

-Pol

icy

doc

um

ent

No

-1

--

--

DS

D

Nati

onal pla

n o

f act

ion

old

er

per

son

s an

d a

gein

g D

evel

oped

-Act

ion

pla

nN

o-

-1

--

-D

SD

-Fam

ily

pro

tect

ion

pol

icy

dev

elop

ed-

Pol

icy

doc

um

ent

No

--

1-

--

DS

D

Nati

onal pla

n o

f act

ion

on

F

am

ily

Pro

tect

ion

Dev

elop

ed-A

ctio

n p

lan

--

-1

--

DS

D

Soc

ial A

ssis

tan

ce A

ct a

men

ded

S

ocia

l A

ssis

tan

ce A

ctN

o-

-1

--

-D

SD

Str

ate

gy f

or V

RC

s dev

elop

edS

trate

gy d

ocu

men

tN

o-

1-

--

-D

SD

Sta

ndard

s g

uid

elin

es f

or

man

age

men

t of

VR

Cs

dev

elop

edS

tan

dard

gu

idel

ines

No

--

1-

--

DS

D

Mod

el V

RC

est

ablish

ed a

nd

fun

ctio

nin

gM

odel

VR

CN

o-

--

1-

-D

SD

Mark

etin

g an

d c

omm

un

icati

on

stra

tegy

for

VR

Cs

dev

elop

edM

ark

etin

g an

d

com

mu

nic

ati

on s

trate

gy

doc

um

ents

No

--

1-

--

DS

D

Dis

abilit

y m

ain

stre

am

ing

Str

ate

gy d

evel

oped

an

d

dis

sem

inate

d

Dis

abilit

y M

ain

stre

am

ing

Str

ate

gyN

o-

-1

--

-D

SD

M&

E F

ram

ewor

k f

or d

isabilit

y m

ain

stre

am

ing

dev

elop

edM

&E

fra

mew

ork

No

--

1-

--

DS

D

20 S

tate

an

d n

on s

tate

Age

nci

es

sen

siti

zed o

n d

isabilit

y is

sues

-No

of A

gen

cies

sen

siti

zed

No

--

55

55

DS

D

Data

base

for

PW

D a

nd P

WA

es

tablish

edC

ensu

s re

por

tN

o-

--

1-

-D

SD

Res

earc

h R

epor

t on

iss

ues

of

age

ing

an

d o

lder

per

son

s-R

esea

rch

Rep

ort

No

--

1D

SD

Data

base

on

old

er p

erso

ns

an

d

age

ing

esta

blish

edD

ata

base

on

old

er p

erso

ns

an

d a

gein

g es

tablish

edN

o1

--

--

-D

SD



75

Outp

uts

(5 y

ear

Cum

ula

ted

targ

et)

Outp

ut

Indic

ato

rsU

nit

Base

line V

alu

e

and Y

ear

Targ

ets

Dept/

Unit

R

esp

onsi

ble

for

Report

ing

2013/14

2014/15

2015/16

2016/17

2017/18

-Sta

ndard

s an

d r

egu

lati

ons

for

esta

blish

men

t of

hom

es/

inst

itu

tion

s fo

r ol

der

per

son

s dev

elop

ed

-Gu

idel

ines

on

sta

ndard

s an

d

regu

lati

ons

No

--

1-

--

DS

D

-Nati

onal st

rate

gy f

or

Main

stre

am

ing

issu

es o

f age

ing

an

d o

lder

per

son

s dev

elop

ed

an

d im

ple

men

ted

- N

ati

onal S

trate

gy o

n a

gein

g an

d o

lder

per

son

s doc

um

ent

No

--

1-

--

DS

D

Nati

onal S

ocia

l Pro

tect

ion

C

oun

cil A

ctN

ati

onal S

ocia

l Pro

tect

ion

C

oun

cil A

ctN

o.0

1-

--

-S

PS

Nati

onal S

ocia

l Pro

tect

ion

C

oun

cil (N

SPC

)N

ati

onal S

ocia

l Pro

tect

ion

C

oun

cil

No.

01

--

--

SPS

Ses

sion

al Paper

on

th

e N

ati

onal

Soc

ial Pro

tect

ion

Pol

icy

Ses

sion

al Paper

on

th

e N

ati

onal S

ocia

l Pro

tect

ion

Pol

icy

No.

0-

1-

--

SPS

Soc

ial Pro

tect

ion

Str

ate

gyS

ocia

l Pro

tect

ion

Str

ate

gyN

o.0

1-

-S

PS

Gu

idel

ines

for

Soc

ial pro

tect

ion

im

ple

men

tati

onG

uid

elin

es f

or S

ocia

l pro

tect

ion

im

ple

men

tati

onN

o.

0-

--

1-

SPS

For

um

s h

eld

No.

of

For

um

sN

o.2

23

34

4S

PS

Bilate

ral m

eeti

ngs

No.

of

bilate

ral m

eeti

ngs

No.

10

14

16

18

20

25

SPS

Gu

idel

ines

an

d s

tan

dard

s dev

elop

edG

uid

elin

es a

nd s

tan

dard

s doc

um

ents

No.

0

11

1S

PS

Com

pla

int

an

d g

riev

an

ce

stru

ctu

res

dev

elop

edC

ompla

int

an

d g

riev

an

ce

stru

ctu

res

No.

01

1-

--

SPS

4 N

ati

onal S

afe

ty N

et

Pro

gram

mes

des

ign

ed a

nd

coor

din

ate

d

NS

NP p

rogr

am

appra

isal

doc

um

ent

No.

01

--

--

SPS

NS

NP p

rogr

ess

repor

tsN

o.0

SPS

Sin

gle

regi

stry

Sin

gle

regi

stry

%0

100

100

100

100

100

SPS

Pro

gram

me

Imple

men

tati

on a

nd

Ben

efic

iary

Sati

sfact

ion

(PIB

S)

surv

eys

un

der

taken

PIB

S s

urv

ey r

epor

tN

o.0

11

11

1S

PS

Mon

itor

ing

an

d E

valu

ati

on

fram

ewor

k d

evel

oped

Mon

itor

ing

an

d E

valu

ati

on

fram

ewor

k

No.

0-

1-

--

SPS

Per

iodic

rep

orts

don

ePer

iodic

rep

orts

No.

01

11

11

SPS

Capaci

ty o

f so

cial im

ple

men

ters

en

han

ced

NS

NP f

un

ctio

nal re

vie

w

repor

tsN

o.0

1-

--

SPS

No.

of

per

son

s tr

ain

ed in

so

cial pro

tect

ion

No.

030

100

150

120

SPS

No

of E

qu

ipm

ent

for

NS

NP

imple

men

ters

pu

rch

ase

dN

o.0

-30

20

20

-S

PS

Advo

cacy

an

d a

ware

nes

s m

ate

rials

dev

elop

edTy

pe

of A

dvo

cacy

an

d

aw

are

nes

s m

ate

rials

dev

elop

ed

No.

02

22

22

SPS



76

Outp

uts

(5 y

ear

Cum

ula

ted

targ

et)

Outp

ut

Indic

ato

rsU

nit

Base

line V

alu

e

and Y

ear

Targ

ets

Dept/

Unit

R

esp

onsi

ble

for

Report

ing

2013/14

2014/15

2015/16

2016/17

2017/18

En

han

ced a

ware

nes

s on

soc

ial

pro

tect

ion

in

47 c

oun

ties

No.

of

per

son

s re

ach

edN

o.0

50

100

150

100

50

SPS

Mec

han

ism

rep

ort

dev

elop

edM

ech

an

ism

rep

ort

No.

01

11

SPS

Con

solidate

d F

un

dC

onso

lidate

d S

ocia

l Pro

tect

ion

Act

No.

0-

-1

--

SPS

Pro

toco

l dev

elop

edPro

toco

lN

o.0

1S

PS

60 S

ub C

oun

ty

Are

a A

dvis

ory

Cou

nci

ls o

per

ati

onalize

dN

o. o

f op

erati

onalize

d S

ub

Cou

nty

Are

a A

dvis

ory

Cou

nci

ls

No.

12

12

12

12

12

12

DC

S

600 s

ub c

oun

ty A

rea A

dvis

ory

Cou

nci

ls

mem

ber

s S

ensi

tize

dN

o. o

f se

nsi

tize

d S

ub C

oun

ty

Are

a A

dvis

ory

Cou

nci

ls

sen

siti

zed

No.

N/A

120

120

120

120

120

DC

S

5 N

ati

onal C

hildre

n’s

Ass

embly

h

eld

No.

of

Nati

onal C

hildre

n’s

A

ssem

bly

hel

dN

o.1

11

11

1D

CS

Ch

ildre

n A

ct 2

001 r

evie

wed

Rev

iew

ed A

ctN

o.1

1N

/A

N/A

N/A

N/A

DC

S

Fos

ter

care

an

d G

uard

ian

ship

G

uid

elin

es g

aze

tte

Gaze

tte

not

ice

No.

11

1N

/A

N/A

N/A

DC

S

15 loc

al ve

rnacu

lar

talk

sh

ows

on r

adio

sta

tion

sN

o. o

f ve

rnacu

lar

radio

talk

sh

ows

No.

5 (2012/13)

55

55

5D

CS

Gaze

ttem

ent

of t

he

revie

wed

adop

tion

(C

hildre

n’s

) re

gula

tion

s 2005

Gaze

tte

not

ice

No.

11

1N

/A

N/A

N/A

DC

S

Gaze

ttem

ent

of t

he

revie

wed

C

hari

table

Ch

ildre

n’s

re

gula

tion

s

Gaze

tte

not

ice

No.

11

N/A

N/A

N/A

N/A

DC

S

Train

ing

Man

ual on

th

e re

vie

wed

CC

I m

an

ual

Train

ing

man

ual

No

11

1N

/A

N/A

N/A

DC

S

Ch

ild P

rote

ctio

n c

entr

es

esta

blish

edN

o. o

f C

hild P

rote

ctio

n

Cen

tres

est

ablish

edN

o.5

88

89

9D

CS

60 n

ew o

ffic

es e

stablish

edN

o. o

f n

ewly

est

ablish

ed

office

sN

o.12

12

12

12

12

12

DC

S

10 p

ublic

foru

ms

hel

dN

o. o

f h

eld p

ublic

foru

ms

No.

N/A

22

22

2D

CS

900 c

hildre

n in

safe

cu

stod

y in

rem

an

d h

omes

an

d r

escu

e ce

ntr

es

No.

of

Ch

ildre

n in

safe

cu

stod

y in

rem

an

d h

omes

an

d r

escu

e ce

ntr

es

No.

140

180

180

180

180

180

DC

S

600 C

hildre

n r

ehabilit

ate

d

thro

ugh

vo

cati

onal sk

ills

No.

of

reh

abilit

ate

d c

hildre

nN

o.100

120

120

120

120

120

DC

S

Mer

u C

hildre

n’s

Rem

an

d H

ome

Com

ple

ted R

eman

d h

ome

No.

11

1N

/A

N/A

N/A

DC

S

Rem

an

d h

ome

Con

stru

cted

rem

an

d h

ome

No.

N/A

N/A

N/A

N/A

1N

/A

DC

S



77

Key R

esu

lt A

rea

Man

pow

er D

evel

opm

ent,

Em

plo

ymen

t an

d P

rodu

ctiv

ity

Man

age

men

t

Outc

om

eD

eman

d d

rive

n s

kills

wit

h a

pro

du

ctiv

e an

d c

ompet

itiv

e m

indse

t

Outc

om

e I

ndic

ato

rsR

edu

ced u

nem

plo

ymen

t an

d e

nh

an

ced labou

r pro

du

ctiv

ity

Outp

uts

Outp

ut

Indic

ato

rsU

nit

Base

line V

alu

e

and Y

ear

Targ

ets

Dept/

Unit

R

esp

onsi

ble

for

Report

ing

2013/14

2014/15

2015/16

2016/17

2017/18

Labou

r m

ark

et in

form

ati

on s

yste

m A

web

base

d in

tera

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4834

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STRATEGIC PLAN 2013-2017 · Strategic Plan 2013-2017 Ministry of Labour, Social Security & Services...

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