ict ministry strategy plan

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REPUBLIC OF KENYA

MINISTRY OF INFORMATION AND COMMUNICATIONS

STRATEGIC PLAN

2006- 2010

June 2006


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TABLE OF CONTENTS

Page

ACRONYMS .................................................................................................................................................. ivForeword by the Hon. Minister....................................................................................................................... vStatement by the Permanent Secretary ........................................................................................................viEXECUTIVE SUMMARY............................................................................................................................. viiCHAPTER ONE...11.0. INTRODUCTION..................................................................................................................................... 1

1.1.Historical Background of the Ministry .11.2.Rationale for the Strategic Plan.......................................................................................................... 11.3 Methodology of Developing the Plan ................................................................................................... 21.4. Organisation of the Plan ..................................................................................................................... 3

CHAPTER TWO .42.0 INSTITUTIONAL REVIEW....................................................................................................................... 4

2.1 Background ......................................................................................................................................... 4

2..2. Past Performance............................................................................................................

4

2.3 Current Mandates ............................................................................................................................. 5

2.3.1 Vision............................................................................................................................. 5

2.3.2 Mission........................................................................................................................... 52.3.3 Core functions..52.3.4 Policy Priorities....5

2.3.5 Core Values .......................................................................................................................... 52.4 Organisational Structure and Staffing............................................................................................. 6

2.4.1.Management and Support Services and Department.........................................................6

2.4.2. Department of Information..............................................................................................

7

2.4.3.Kenya Institute of Mass Communication...........................................................................7

2.4.4. Department of Film Services ........................................................................................... 8

2.5.Parastatals........................................................................................................................................ 8

2..5.1 Kenya Broadcasting Corporation .....................................................................................8

2..5.2 Telkom Kenya Limited.................................................................................................... 8

2.5.3.Gilgil Telecommunications Industries................................................................................ 9

2.5.4 Postal Corporation of Kenya............................................................................................. 9

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

2..6.1 National Communications Secretariat............................................................................... 9

2..6.2 Communications Commission of Kenya ...........................................................................9

2..6.3 Communications Appeals Tribunal................................................................................... 9

2.6.4 Kenya Film Censorship Board......................................................................................... 9

2.6.5 Kenya College of Communications Technology............................................................... 10

2.7 Structure of the Ministry.................................................................................................... 102.7.1 Staffing Levels...10

CHAPTER THREE14

3 0 SITUATIONAL ANALYSIS 14


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3.2 Environmental Scan.......................................153.2.1 External Environment.......................................................................................................................... 153.2.2 Internal Environment........................................................................................................................... 19

3.2.2.1 SWOT Analysis..19

3.2.3 Stakeholder Analysis ....................................................................................................................... 19CHAPTER FOUR .21

4.0. STRATEGIC ISSUES AND OBJECTIVES...........214.1. Strategic Issues................................................................................................................................ 21

4.2. Strategic Objectives....................................................................................................................... 22CHAPTER FIVE....25

5.0 STRUCTURE OF THE MINISTRY ................................................................................................... 255.1. Background Information ................................................................................................................ 255.2. Current Structure of the Ministry .................................................................................................. 265.3 key Structural Recommendations ................................................................................................ 27

5.3.1. Department of Information............................................................................................. 27

5.3.2. Department of Film Services ......................................................................................... 27

5.3.3 Kenya Film Commission ............................................................................................... 28

5.3.4 Kenya Film Censorship Board........................................................................................ 28

5.3.5.Kenya Institute of Mass Communication......................................................................... 285.3.6 Management and Support Services and Department.285.3.7 Directorate of Communications .....285.3.8 National Communications Secretariat..........295.3.9 Proposed Ministry Structure...30

CHAPTER SIX.. 31

6.0. RESOURCE MOBILIZATION 31CHAPTER SEVEN....32

7.0. STRATEGIC PLAN IMPLEMENTATION......................................................................................... 33Appendix I: Implementation Matrix.......................................................................................................... 33 Appendix II: Staffing Level Analysis....................................................................................................... .44 Appendix III: References .........................................................................................................................48


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ACRONYMS ACU Aids Control Unit ADI Assistant Director of Information AFRALTI African Regional Telecommunications Institute AGOA African Growth Opportunity ActCCK Communications Commission of Kenya

COMESA Common Market for Eastern and Southern AfricaCOMTEL COMESA Telecommunications ProjectDFS Department of Film ServicesEAC East African CommunityERSWC Economic Recovery Strategy for Wealth and Employment CreationEU-ACP European Union- African, Caribbean and Pacific CountriesGDP Gross Domestic ProductGTI Gilgil Telecommunications IndustriesICT Information and Communication TechnologyIGAD Inter-Governmental Authority on DevelopmentITU International Telecommunications Union

JKUAT Jomo Kenyatta University of Agriculture and TechnologyKBC Kenya Broadcasting CorporationKCCT Kenya College of Communications TechnologyKFCB Kenya Film Censorship BoardKFC Kenya Film CommissionKFPA Kenya Film Producers AssociationKFTPA Kenya Film and Television Professionals AssociationKIMC Kenya Institute of Mass CommunicationKNA Kenya News AgencyKNFA Kenya National Film AssociationKUJ Kenya Union of JournalistsMDGS Millennium Development GoalsMIC Ministry of Information and CommunicationsMOT Ministry of TransportMPIT Ministerial Performance Improvement TeamsMPER Ministerial Public Expenditure ReviewMTEF Medium Term Expenditure FrameworkMTWL Ministry of Tourism and WildlifeMWIT Ministerial Work Improvement TeamsNCS National Communications SecretariatNEPAD New Partnership for African DevelopmentNIC Newly Industrialised CountryNGOs Non-Governmental OrganizationsPAPU Pan African Postal UnionPCK Postal Corporation of KenyaPEM Public Expenditure Management programmePER Public Expenditure ReviewPRSP Poverty Reduction Strategy Paper (Process)PTO Public Telecommunication OperatorSAGA Semi Autonomous Government AgencySMART Specific, Measurable, Achievable, Realistic and Timely.SWOT Strengths, Weaknesses, Opportunities and ThreatsTKL Telkom Kenya LimitedUPU Universal Postal Union

URTNA Union of Radio and Television Networks in AfricaUSIU United States International University of AfricaVOK V i f K


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Foreword by the Honourable Minister

I have the pleasure to present to you the Ministry of Information and Communications Strategic Plan for theperiod 2006- 20010. The Plan is the outcome of extensive consultations between the Ministry and keystakeholders that included the departments and parastatals under the Ministry. The Plan has adoptedvarious approaches that aim at improving productivity in the Ministry and facilitate the growth of the

Information Communication Technologies ( ICT) sector in the country as well as the region.

The ICT sector is a key catalyst in accelerating socio-economic development process in the country as itenhances productivity of other sectors. It also helps to promote trade and industrial development, reducespoverty, creates, wealth, as well as empowering people to meet the challenges of the 21st century and theMillennium Development Goals (MDGS). The sector is one of the fastest growing in the country, as a resultof various reforms undertaken since 1997 that included restructuring, liberalization, introduction ofcompetition and effective regulatory framework.

The Ministry has been facing many challenges in its endeavour to provide efficient, reliable and affordableservices. Some of the main challenges include, financial and budgetary constraints, poor support

infrastructure like roads and electricity, obsolete equipment, slow rate in adoption of ICT technologies andprovision of reliable and affordable services. To address these problems, new approaches are beingadopted to improve service delivery and accountability in the public service. My Ministry will create anenabling environment to enlist greater support of the private sector, enhance regional integration, promoteprovision of services to areas that are not commercially viable such as remote, marginal and border areasthrough the Rural Telecommunications Programme, establishment of Universal Access Fund, and provisionof community radios and telephone services. Emphasis will be placed in bridging the digital divide betweenthe rural and urban areas.

The ICT sector is now one of the most attractive investment destinations in the country since it providesinvestment opportunities to large investors, the youth and low income entrepreneurs. The overall objectiveof my Ministry in collaboration with stakeholders is to create a knowledge-based information society that willenable the country to meet the challenges of the 21st century. In addition an e-government strategy hasbeen initiated to provide electronic delivery of public services. This will improve efficiency and reduce thecost of accessing the services.

In order to streamline various activities in the sector, my Ministry in collaboration with other players hasprepared an ICT Policy. The Policy is expected to stimulate investment in the country, mobilize resourcesand increase Public-Private sector Partnership. It is anticipated that the policies also will assist inincreasing access to ICT services, ensure affordability and create employment opportunities. I believe thatthe Strategic Plan will play a critical role in enhancing the performance of the sector and spur the countryssocio-economic development.

Hon. Mutahi KagweMinister for Information and Communications


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Statement by the Permanent Secretary

The Ministry of Information and Communications was created in June 2004 with responsibility of formulatingadministering, managing and developing the Information, Broadcasting and Communication policy. It wasalso mandated to regulate the Information and Communication sector.

This Strategic Plan is the result of concerted efforts by the Ministry to provide the necessary framework tore-engineer rapid growth of the ICTs sector. In order to realize its core objectives, the Ministry has definedVision and Mission Statements that are premised on its core values. To realise the Vision, the Ministry hasdeveloped strategies which will be translated into measurable activities and targets that will be periodicallyreviewed. These activities and targets, which will chart the future direction for the Ministry, are reflected inthe key result areas which are broken into Ministerial, Departmental and individual goals. The Plan providesthe framework for decision making in the Ministry and helps to explain its role, thereby playing a critical rolein stimulating change in its operations. It serves as a building block for the current and future developmentof the sector in facilitating benchmarking and performance monitoring against agreed targets.

The Strategic Plan is based on National Policy Priorities namely; Poverty Reduction, Wealth andEmployment Creation, Infrastructure Development, Promotion of Trade and Industrial Development,meeting the MDGs and the various policy statements in the sector. In order to achieve the set targets, therewill be need for deliberate and conscious re-orientation of staff to change attitude and focus on result based performance. This will entail regular workload analysis, service delivery surveys, identification ofbottlenecks and taking remedial measures as appropriate.

The Ministry will strive to implement the Strategic Plan through preparation of Annual Work Plans by theDepartments, Parastatals and Individuals. In preparing these Work Plans, cognizance will be accorded tothe priorities of the Ministry as outlined in the Strategic Plan. The Plans will be prepared in a way that theperformance of each individual employee will be assessed against specified benchmarks, and allocatedresources. Each Chief Executive Officer and Head of Department is expected to enlist team work, so as todevelop corporate ownership of the process and outcomes.

Finally, I wish to thank all the Staff of the Ministry, Parastatals and other institutions whose ideas and timehave informed this document.

Dr. Bitange Ndemo Phd.Permanent Secretary


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Executive Summary

The Strategic Plan for the Ministry of Information and Communications covers the period 2005-2009. Itreviews the strengths, weaknesses, threats and opportunities; presents the Ministrys Vision, Mission,Values, and Objectives; and sets the Ministrys strategies and goals.

The Plan takes in stride the Ministrys commitment to the national goals of:

a) Poverty reduction,b) Wealth and employment creation,c) Infrastructure development,d) Promotion of trade,e) Industrial development,f) Good governance and the rule of law,g) Accessible, equitable and affordable education,h) Regional and International Cooperation, andi) Millennium Development Goals (MDGs)The Strategic Plan takes into account the Ministrys commitment and responsibility to develop and promoteKenyas Information and Communications Sector as an attractive investment field.

The overall goal of the Ministry is to facilitate the provision of equitable and affordable quality informationand communications services through:

a) Development and improvement of the information and communications infrastructure,b) Ensuring efficient management and regulation of ICT sector,c) Ensuring availability of well trained professionals in ICTs sector,d) Promotion and development of the ICTs industries,e) Informing, educating and entertaining, andf) Enhancement of government image through provision of public relation services.The plan examines the local and external factors that are likely to influence the Ministrys activities andincorporates them in the development strategies. Following a review of the Ministrys functions,recommendations are made on merging certain functions under departments within the Ministry or withothers under different Ministries to remove overlaps and duplications.

It seeks to strengthen the delivery of services and proposes to establish a Department of IT and create asemi-autonomous Institute of Mass Communications for human resources capacity building. Kenya FilmCommission has been established to market Kenya as a major Filming destination. It also recommends

strengthening of KFCB.

The plan outlines the major strategic objectives to be implemented within the plan period, indicating themajor activities, implementation strategies, monitoring and evaluation plan, financial requirements andproposes new ministry structures. The plan also envisages mobilisation of resources beyond CentralGovernments budgetary allocations and outlines some of the potential sources of funds and how they maybe identified.

The Ministry intend to accomplish these strategic objectives by:

a) Developing a workforce that is well trained and professionalb) Embracing a customer responsive culture in its service deliveryc) Improving collaborative linkages with its stakeholders


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d) Strengthening financial systems that ensure the effective and efficient use of taxpayers money throughupholding its values of integrity and accountability.

e) Making more effective use of ICT.Noting that successful implementation of the Plan will require an effective mechanism of ensuring thatactivities are carried out as planned, the Ministry will engage in a process of monitoring and evaluation that

will involve its key stakeholders.


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CHAPTER ONE

1.0. INTRODUCTION

1.1 Historical Background of the Ministry

Whereas the Ministry of Information and Communications was constituted in June 2004, it is composed ofone of the oldest Departments in the history of Kenya Civil Service. The Information and Broadcasting Sub-Sector started in the 1920s when the colonial government decided to create Kenya Information Services.The Kenya Institute of Mass Communication (KIMC) joined the sub-sector much later to provide the muchneeded human resources in the mass media. After a series of changes in structure and mission atindependence in 1963, the information service was a subordinate department of the Ministry ofConstitutional Affairs and Administration. In June 1963, the Ministry of Information, Broadcasting andTourism was created. Its mandate included Broadcasting and Television Policy, Broadcasting AdvisoryBoard, Film Licensing and Censorship, Government Film Projects, Information Services, Kenya NewsAgency (KNA) and Press Office, Kenya Government Public Relations, Liaison with Tourism Associations,Promotion of Tourism, Voice of Kenya (VOK) Administration and Control.

In 1965, the Tourism portfolio was removed from the Ministry and it was renamed the Ministry of Informationand Broadcasting. Following the government reorganisation of 2000, the Ministry was merged with theMinistry of Transport and Communications. In June 2001 the Information and Broadcasting sector re-unitedwith the Department of Tourism to form the Ministry of Tourism and Information and in June 2004 it wasmerged with the Communications Section in Ministry of Transport and Communications to form a newMinistry of Information and Communications. The Communications Sub-Sector includesTelecommunications, Postal Services, Broadcasting and Information Technology Services. In its currentform, the Ministry is a one stop shop that covers all ICT activities including Administration of Information andCommunications Technologies, Policy Formulation and Implementation, Regulatory, InfrastructureDevelopment and Human Resource Development.

1.2. Rationale for the Strategic Plan

The Governments key policy papers that include the Poverty Reduction Strategy (PRSP) and the EconomicRecovery Strategy (ERS) for Employment and Wealth Creation emphasize the need for efficiency andbetter management in the utilization of public resources, to enable the Government achieve its strategicobjectives of growth, productivity, cost recovery and improvement in service delivery. The rationale for thisStrategic Plan is therefore to make the Ministry more responsive to the sector requirement and create anenabling environment for realisation of Government Development Goals.

The ICT Sector is increasingly becoming more important as a powerful tool for accelerating the countrys

economic development. Considering that the attainment of ERS can be largely achieved through sufficientgrowth in investments, diversification and competitiveness of the countrys products and expansion of theprivate sector, it is imperative that the Ministry is well positioned to optimise its contribution to the recoveryprocess. It is in this context that this Strategic Plan has been developed as a roadmap to attain theobjectives. Furthermore, ICT infrastructure is an important conduit for change as well as achieving rapidand sustainable development.

This Strategic Plan lays ground for enhanced performance of the Ministry that is premised on properutilisation of resources, arising from clearly identified goals, targets and core functions, determination ofappropriate staffing levels, as well as better and enhanced staff performance based on achievement of setobjectives and targets within the Ministry. The Plan is basically meant to serve the following purposes:


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1.2.1 Stimulating Forward Thinking and Establishing Future Direction

In addressing the negative tendencies such as complacency, resistance to change, defenders of the status quoand undertaking mainly routine activities in the Ministry, the Strategic Plan will encourage innovativeness,creativity, invention, visionary management and pro-activeness among staff. The Plan provides the framework

for establishing a sense of direction and purpose as well as a mechanism for ensuring that the Ministry remainson the right path in service delivery, change of mind sets, influence tradition and habit in order to improve workethics.

1.2.2 Enhancing Teamwork and Motivation.

In light of the participatory nature of the strategic planning, the staff in the ministry will be encouraged to nurtureshared goals. This joint effort will motivate the officers to be focussed on working towards attaining theMinistry's objectives, enhance support for each other and improve productivity. The strategic developmentprocess will therefore results in improved employee knowledge of the organization, better communication

across levels and functions, improved managerial skills, improved job satisfaction, increased investment andcommitment to the organization.

1.2.3 A Tool for Resource Mobilization and Stakeholder Support.

The Plan aims to enhance the credibility and image of the Ministry. It will give direction and thereby encourageDevelopment Partners to provide technical assistance, loans and grants. The Plan will also be used for optimalresource utilisation.

1.3 Methodology of Developing the Plan

In preparing the Plan, consultations were held with key Ministry personnel and other stakeholders.Literature review on public sector reform and other pertinent change management facets was done. Someof the main documents studied include:

a) The Economic Recovery Strategy Paper for Employment and Wealth Creationb) The Poverty Reduction Strategy Paperc) National ICT Policyd) Performance Contract for the Permanent Secretary in the Ministrye) Ministry Rationalisation Reportf) Ministerial Public Expenditure Reviewg) Public Expenditure Review

The Secretariat used the information gathered from the literature review, workshops, and interviews withHeads of Departments and other staff as well as written submissions received from the Heads ofDepartments to undertake the situation analysis and in deriving the policy options that the Ministry has toconsider over the plan period. In developing the new structure for the Ministry, the Secretariat reviewed theinstitutional bottlenecks that have been undermining effectiveness in service delivery and ways ofshortening the consultative process.

In computing the resource requirements for the implementation of the Plan, the Secretariat looked atprevious expenditure levels and particularly the 2005-2008 MTEF figures and the budget figures for thefinancial year 2005/6, which were released as the plan was being finalised. The financial projections werethen adjusted for expected gains in efficiency over the plan period due to increased use of ICT, efficient use


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1.4. Organization of the Plan

The Report is structured into three Parts:

Part I is the preamble and consists:

i) Table of Contentsii) Acronymsiii) Foreword by Honourable Ministeriv) Statement by the Permanent Secretaryv) Executive Summary.

Part II is the main body of the Plan and consists of eight chapters namely:i) Introductionii) Institutional Reviewiii) Situation Analysisiv) Strategic Issues and Objectives

v) Ministry Structure to deliver the Objectivesvi) Resource Mobilisationvii) Monitoring and Evaluationviii) Conclusions

Part III Consists of the Appendices namely:

i) Appendix (i) Implementation Matrixii) Appendix (ii) Staffing levels Analysisiii) Appendix (iii) References


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CHAPTER TWO

2.0 INSTITUTIONAL REVIEW

2.1 Background

The Information and Communications Technology sector plays a vital role in the country's economic development

in terms of GDP contribution, foreign exchange earnings and employment. In the context of national economy,growth of Information and Communications sector has a catalytic effect to the growth of other sectors. The sectoris therefore important for the government to achieve its targets in Economic Recovery Strategy Paper for Wealthand Employment Creation.

The Information and Broadcasting sub-sector includes gathering and dissemination of news and informationthrough Radio and Television, Training of Mass Media Personnel, Information Marketing, Advertising and Imagebuilding. The sub-sector, through press accreditation also regulates the activities of local and foreign journalists toensure upholding of mass media communication professionalism and ethics. Filming as part of Information andBroadcasting, has a positive impact in the economy through job creation and provision of foreign exchangeearnings. The sub-sector regulates the film industry through film classification, licensing of film crews and

promotion of Kenya as a film making destination.

The communications sub-sector comprises the tele-communications, the Information CommunicationsTechnologies (ICTs), and the Postal Services. The Government has undertaken a broad range of policy reformssince 1997 with the aim of expanding communications infrastructure to improve service delivery andcompetitiveness within the sector. Following liberalization, competition has increased the penetration of ICTservices, boosted tele-density and provided consumers with a variety of choices. However, the current state ofICT infrastructure is still a major hindrance to the countrys full exploitation of the economic and commercialpotential of the sector. Consequently, the Ministry will over the plan period implement policies and programmes tofacilitate the fast development of ICT infrastructure in Kenya. The Ministry will also restructure the sector andprovide an enabling environment for private sector participation in the development of ICT infrastructure and

provision of services.

2.2. Past Performance

Based on the prevailing circumstances and numerous constraints since its establishment, the Ministryspast performance can be said to be modest. The Ministry was able to facilitate and provide infrastructureand service for tele-Communications and Postal Services as well as ensure provision of news andinformation through KBC and KNA. The Ministry also regulated and marketed the film industry andcontributed significantly to the development of skilled manpower in communications and mass mediathrough KCCT and the KIMC.

The information and film industry has not developed to the expected levels mainly due to past monopolisticpolicies, lack of competition and reduced investment by both the public and private sectors. With theliberalisation of the media, there has been significant improvement in the news coverage. However, theperformance in the Ministry remains wanting due to poor facilities, lack of skilled and experiencedmanpower, poor remuneration and inhibitive working environment.


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2.3 Mandate

The mandate of the Ministry as derived from Presidential Circular No. 1/2004 of September 2004 includesInformation and Broadcasting Policy, Development of the Film Industry and Licensing, Kenya BroadcastingCorporation, Kenya News Agency, Kenya Institute of Mass Communication, Kenya Film Censorship Board,Communications Policy, Communications Commission of Kenya, Telkom Kenya Limited, Postal Corporationof Kenya, National Communications Secretariat, Communications Appeal Tribunal, Kenya College ofCommunications Technology and Gilgil Telecommunications Industries.

2.3.1 Vision

Kenya becomes a world class centre of excellence in ICT.

2.3.2. Mission

To facilitate ICT development in Kenya.

2.3.3 Core Functions

The functions of the ministry are to:

a) Formulate ICT Policyb) Implement ICT policiesc) Facilitate Development of ICT in Kenyad) Regulate consumption of films in Kenyae) Encourage a conducive work environment and good healthf) Encourage the development of ICT capacity in the countryg) Regulate production of film in Kenyah) Develop capacity in mass media

i) Enhance Public Access to Information

2.3.4 Policy priorities

In fulfilling its core functions, and in light of the prevailing environment, the Ministry has adopted thefollowing main policy priorities:

a) Implement the service charter of the Ministryb) Capacity building in ICT sectorc) Re-tooling (modernization of equipment)d) Mainstreaming HIV/AIDS, health and safety activities in the core functions of the ministry

e) Facilitate development of knowledge based information societyf) Continuous review of schemes of service domiciled in the Ministryg) Promote Public Private Partnership in ICT developmenth) Continuous review of the legal frameworki) Promote Regional and International Corporation in ICT issuesj) Creation of employment through outsourcing of ICT servicesK) Periodically review and update National ICT Policy to facilitate development of the ICT sector.

2.3.5 Core Values

The core values are:

a) Integrityb) Customer Orientation & Service Excellencec) Creativity and Innovativeness


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e) Professionalismf) Teamwork & Ownershipg) Courage, Dedication and Patriotismh) Social Responsibilityi) Uphold human Rights

2.4 Organizational Structure and Staffing

The Ministry has the following Departments, Parastatals and Other bodies:

2.4.1 Management and Support Services Department

The Ministrys Headquarters role is to formulate, co-ordinate and administer public policy for promotion anddevelopment of Information and Communications sector and offers support services. This department has variousdivisions that include Administration, Human Resources, Finance and Accounts; Economic Planning, Procurement,Aids Control Unit and Public Relations. These divisions perform different specialized duties that collectively ensurethe smooth running of the Ministry.

2.4.1.1 Administration

The Division is responsible for overall administration and management of the Ministrys Departments andsupervision of the Parastatals under its mandate. The Division also includes Transport Services, OfficeSuperintendent and General Registry.

2.4.1.2 Human Resource Management and Development Division

The Division interprets policies and provides services pertaining to Human Resource Management andDevelopment to other departments and parastatals in the Ministry. It deals with appointments, complementcontrol, personnel records, discipline, salaries, staff training and development.

2.4.1.3 Central Planning and Project Monitoring Division

The Division is responsible for micro and macro-economic policy, economic planning and analysis ofdevelopment matters pertaining to the Ministry. This includes assisting departments to prepare short andmedium term plans in line with the Ministrys strategic objectives, goals and mission. The Division is alsoresponsible for the Monitoring and Evaluation of the implementation of all the Ministrys plans in liaison withthe Ministry of Planning and National Development.

2.4.1.5 Accounts

The Accounts Division, in liaison with the Finance Division, advises the Accounting Officer on all accountingmatters pertaining to the Ministry. The key goals of the division are to:

a) Ensure effective requisitioning and disbursement of funds for implementation of all the Ministrysactivities.

b) Ensure timely accounting for all Appropriation in Aid and expenditures of the Ministry.c) Prepare Financial Reports for use by the Ministrys Departments and other stakeholders.2.4.1.6 Finance

The Division is charged with the responsibility for financial management of the Ministry. These include theBudget Rationalization Programme, Programme Review and Forward Budget, Draft /Revised Estimates and


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2.4.1.7 Procurement

The Division is responsible for implementation, upholding and maintenance of government policies onprocurement procedures. It is also responsible for procurement of goods, services and works for the

Ministry.

2.4.1.8 Internal Audit Unit

The Unit is responsible for strengthening internal controls and internal audit system in the ministry.

2.4.1.9 AIDS Control Unit

The Unit is responsible for dissemination on HIV/AIDS information. The fight against HIV/AIDS is multi-sectoral and has been mainstreamed in the ministry spear-headed by ACU.

2.4.1.10 Public Relations Unit

The Public Relations Unit is responsible for enhancing and maintaining positive image of the Ministry.

2.4.1.11 Information Communication Technology (ICT)

The Information Communication Technology unit is responsible for designing, implementing and supportingcomputer systems.

2.4.2 Department of Information

The department is responsible for gathering, processing, storing and dissemination of information for print andelectronic media; press accreditation; public relations; mass media research; public information, education andcommunication campaigns; and international cooperation in the field of information and broadcasting. Thedepartment has the following divisions:

a) Directorate of Information (advisory)b) Provincial and District Information Servicesc) Kenya News Agencyd) Mobile Cinema and Library Servicese) Rural Press and Publicationsf) Photographyg) Central Media Servicesh) Field Information Servicesi) Technical Servicesj) Provision of Public Relations services2.4.3 Kenya Institute of Mass Communications

Kenya Institute of Mass Communication (KIMC) is a government training institution mandated to trainmiddle level mass media professionals/practitioners with specialized skills in Electronic and PrintJournalism, Radio and Television Programme Production, Film Making and Electronic/TelecommunicationBroadcasting Technologists. It also trains at postgraduate diploma level and is to introduce anundergraduate degree programme in media production.

The Institute offers training through the following departments:a) Production


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c) Engineeringd) Film Production Departmente) Media Advertising & Marketingf) Post Graduate Studies Programme.g) Technical and Maintenance services.h) Media Production Centre (MPC)

The institute plans to produce, co-produce and disseminate video and radio programmes through its MediaProduction Centre which offers post production services such as editing, dubbing as well as printingservices.

The Institute will strive to bridge the training gap to meet the strategies of the liberalization of the airwaveswithin Kenya and the region.

2.4.4 Department of Film Services ( DFS)

The DFS was established in 1982 to produce films that influence the public on Government development

policies and programmes. Currently, the Department is responsible for developing and coordinating allmatters pertaining to the film industry in the country. The Department is composed of the following:

a) Film Licensing and Liaison Services

b) Film/Video Inspection

c) Camera/Sound

d) Production

e) Editing

f) Dissemination

g) Film Library and Archive.

2.5 Parastatals

2.5.1. Kenya Broadcasting Corporation

Kenya Broadcasting Corporation (KBC) is a state corporation established by an Act of Parliament CAP 221 of theLaws of Kenya to undertake public broadcasting services. Its main mandate is to inform, educate and entertain thepublic through radio and television services and thereby propagate all that consolidates national unity, peace anddevelopment. Its prime objectives are to:

a) Increase understanding among the people on government development policies and strategiesb)

Impart knowledge on the process of effective communication with the publicc) Promote an effective approach to the use of Radio and Television as tools for National Development

d) Offer suitable entertainment services to the people of KenyaKBC is implementing its recovery and restructuring programme aimed at upgrading and modernizing itstransmission equipment and facilities country wide. The ministry is supporting the programme by providingfunding. KBC has been carrying out its functional and staff rationalization to ease reporting system and costreduction. It re-launched the existing channels to improve service delivery to its listeners.

2. 5. 2 Telkom Kenya Limited

Telkom Kenya Ltd (TKL) is Kenyas incumbent Public Telecommunication Operator (PTO) which wasestablished as a Limited Liability Company under the Companies Act (Cap 486) Laws of Kenya in 1997 andcommenced operations as body corporate in 1999. It is a state corporation that is charged with


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the firm was given a five years exclusivity period which expired in June 2004 with the advent of competition.A second National Operator is expected to be licensed soon to compete with TKL. The Corporation hasuniversal service requirements in its license and is obliged to provide e-interconnection facilities to otherduly licensed operators.

The Corporation is now undergoing major restructuring changes which include reduction of staff while

injecting new professionalism and private sector management practices. It intends to undertake a majorexpansion and modernization programme aimed at raising its customer base by the year 2010, in an all-digital automatic network. The vision of TKL is to be among the top 5 Public Telecommunications Operatorsin Africa by 2010.

TKL is also implementing a number of projects including digitalization project aimed at expanding its capacity in allmajor towns, while implementation of the Rural Telecommunication Development Programme is also underway.

2.5.3 Gilgil Tele-communication Industries.

Gilgil Telecommunications Industries (GTI) is a wholly owned Telkom Kenya subsidiary whose core functionis the manufacture and assembly of telecommunications terminal equipment accessories and outside plantproducts. The Government intends to divest a substantial stake to a strategic equity partner in order toincrease its viability and expand the growth of the ICT through the availability of affordable terminalequipment, accessories and outside plant products.

2.5.4 Postal Corporation of Kenya

The Postal Corporation of Kenya (PCK) was established by the Postal Corporation of Kenya Act (1998) toprovide communications, distribution and financial services. Currently PCK has a monopoly in stampproduction and provision of private letter boxes. It competes with private operators in all other marketsegments. The Corporation is now being re-positioned to provide new products based on new info-communication technologies with a view to remaining relevant in an increasingly competitive market

environment.

2.5.5 Kenya Film Commission

Kenya Film Commission was established by Legal notice No. 10 of 25th February 2004. The mandate of theCommission is to develop and market Kenya as a filming destination.Under the general direction of theMinister for the time being responsible for the development of films, the Commission is established for thefollowing purposes;

To advice the government and all relevant stakeholders on matters pertaining to development, co-ordination, regulation and promotion of a vibrant film industry in Kenya.

To facilitate the provision of content development, funding and investment for film projects To undertake comprehensive and continuous assessment and resolution of the needs and problems of

the film industry.

To market Kenya as a centre of excellence in film production in the region. To increase production opportunities through strategic alliances and Co-production treaties. To assist in the marketing, distribution, exhibition and dissemination of Kenyan films. To encourage, whether by the provision of financial assistance or otherwise, the proper keeping of Film

Archives in Kenya.

To encourage investment in the development of film industry infrastructure.

To identify critical training needs of the film industry with a view to enhancing the capacity of industrypractitioners at entry and advanced levels.

To maintain a database of equipment, personnel and production facilities available locally.


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Facilitate the protection of film related intellectual property rights. Any other facilitative role that the commission may deem necessary.

2.6 SEMI AUTONOMOUS GOVERNMENT AGENCIES (SAGAS)

2.6.1 National Communications SecretariatThe National Communication Secretariat (NCS) was established through the Kenya Communications Act of 1998 toadvise the Government on the info-communications policies. The Secretariat was formed through Kenya gazettenotice of 15th February 1999. Its mandate includes advising on policies, management and technologicaldevelopment, carrying out specialized research and conducting continuous review of development under info-communications sector.

2.6.2 Communications Appeal Tribunal

The Kenya Communications Act, 1998 also established a Communications Appeal Tribunal for the purpose ofarbitrating in disputes between parties in the Communications Sector.

2.6.3 Communication Commission of Kenya

The Communication Commission of Kenya (CCK) was established by the Kenya Communications Act,1998 as the regulatory body for the Communications Sector to regulate telecommunications, postal andradio communications services. The specific functions of the Commission include: issuance of licenses,price regulation, establishment of interconnection principles, type approval of equipment, manage the radiofrequency spectrum and fostering fair competition and access in the sector. The emphasis will be onfacilitation of investments, promoting fair competition and fostering universal access to ICTs.

2.6.4 Kenya Film Censorship Board.

The Kenya Film Censorship Board (KFCB) was established in the 1930s with a regulatory function toensure that films screened to the public are in line with the national aspirations and culture. The Boarddischarges its functions as per the Films and Stage Plays Act Cap. 222 of the Laws of Kenya. The Boardmandate includes classification of films, registration of video businesses, and examination of posters,publicity materials and video inspections. In keeping with technological changes KFCB plans to re-branditself as Kenya Film Classification Board.

2.6.5 Kenya College of Communications Technology

The Kenya College of Communications Technology (KCCT) is a semi-autonomous subsidiary of CCK whose

core function is Human Resource Development for the ICT sector. The college has three campuses atMbagathi, Loresho and Telposta Towers in the Nairobi which offer courses related to electronics engineering,information technology, postal studies, that include certificate, diploma, degree and postgraduate level.

2.7 Structure

In addition to existing departments, the Ministry also proposes to establish a fully fledged IT Department todeal with matters relating to IT development in Kenya. Successful implementation of this Strategic Plan willrequire a change in the Ministrys current structure to take account of its new role and status. (Figures 1-4shows current departmental structures). The proposed structure in figure 6 defines the allocation ofresponsibilities and powers, reporting relationships, processes and hierarchy levels.

2.7.1 Staffing Levels


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The ministry has three interrelated Technical Departments that require personnel with professional skills inthe following fields, information officers, film officers and mass media teaching professionals. However withthe new responsibility of ICT development in the country the ministry will recruit ICT professionals tospearhead the growth of the ICT sub-sector.

At its creation in June 2004, the Ministrys establishment was at 1397 posts with an in post of 715 Officers.

Currently, the Ministry has 1370 Officers with an in post of 674 officers reflecting a deficit of 696 Officers.Whereas retirement, resignations, deaths, transfers and dismissals may have contributed to this deficit,several posts both at the senior and lower levels have remained vacant. This has affected productivity in thetechnical departments of KIMC, Department of Information and Department of Film Services. Lack ofessential equipment has also hindered faster service delivery.


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MIC Strategic Plan 2006-20010

5.2 STRUCTURE

FIGURE 5. Current Structure of the Ministry.

Minister

Permanent Secretary

AssistanAssistant Minister

1.Kenya Broadcasting Corporation2.Postal Corporation of Kenya3.Telkom Kenya4.Kenya college of Communications Technology5.Communications Commission of Kenya6.Kenya Film Censorship Board7.National Communications Secretariat8. Telkom Kenya9. Gilgil Telecommunications Industries10.An Appeal Tribunal

Accounts

Controller

Senior Deputy

SecretaryChief Finance

Officer.

DS/Administr

ation

Deputy Director

Human Resources

Mana ement

Chief Economist

DS/Commu

nications

Chief Ex

Secretar

Aids

control unit

Under

Secretary

Deputy

Chief

Economist

Deputy Chief

Finance

Officer.


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FIGURE 2: CURRENT DIRECTORATE

DIRECTOR

SENIOR DEPU

DEPUTY DIRECTOR(KENYA NEWS

AGENCY)

DEPUTY

(OUTREA

ADI/ELECTRONIC

MEDIA

ADI/RURALPRESS &

PUBLICATION

ADI/PIOs(8)

PRESS

CENTRE

DEPUTYSECTIONALENGINEER

FEATURE

DESK

NFORMATION

OFFICER

SECTIONAL

ENGINEER

DEPUTYSECTIONAL

ENGINEER

OPERATIONS

STAFF

HEAD OFKNAOPERATIONS

CHIEFINFORMATION OFFICER

BUREAU

CHIEFS

TECHNICAL

STAFF

OPERATIONSSUPERVISOR

DISTRICTINFORMATION

OFFICERS

EDITORIAL STAFF

CHINO

ADI/KENYANEWS

AGENCY

ADI IT/TECHNICAL

SERVICES

PRINTERS

PERMANE


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FIGURE 3: KIMC CURRENT ORGANIZATION CH

PRINCIPA

DEPUTY PRINCIPA

PRICIPAL LECTUR

PRINCIPAL

LECTURER

ENGINEERINGTRAINING

ADMINISTRATION

SECRETARY

ADM. /FINANCE PL

T

L

LECTURER I

LECTURER

II

ASSISTANT

LECTURER

CHIEF

TECHNICALOFFICER

CHIEF FILM

OFFICER (MPC)ACCOUNTS

CATERING/

HOUSE KEEPING

TRANSPORT

SECURITY

PERSONNEL

L

L

A

L

SENIOR

LECTURER

SENIOR

TECHNICALOFFICER

TECHNICAL

OFFICER I

ELECTRONIC

TECHNICIANS

PRODUCERS

EDITORS

CAMERA MEN

DESIGNERS

PERMANENT SECRET


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MIC Strategic Plan 2005-2009 15

FIGURE 4: CURRENT ORGANIZATIONAL STRUCTURE OF THE FILM

DIRECTOR OF FILM SERVICES

ASST. DIRECTOR

ADMINISTRATION

DEPUTY DIRECTOR/ADMINISTRATION

ASST. DIRECTOR

ARCHIVE/DISSEMINATION

ASST. DIR

TECHNICAL

CHIEF

FILM OFFICER

SOUND

CHIEF

FILM OFFICE

PRODUCTIO

CHIEF

FILM OFFICER

CAMERA

CHIEF

FILM OFFICER

MOMBASA

CHIEF

FILM OFFICER

ELDORET

CHI

FILM OF

KISU

FILM OFFICERS AN

Q

P

N

L

M

M

PERMANENT SECRETARY

DEPUTY DIREC


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CHAPTER THREE

3.0 SITUATION ANALYSIS

There are various factors that affect operations of the Ministry such as the legal framework, the external andinternal environment.

3.1 Legal Framework

Although there are many Legal Frameworks that have a bearing on the operations of the Ministry, some ofthem directly affect the operations of the Ministry and there is need to review, amend or repeal them toaddress the governance of the different activities in the sector. In particular review Cap 222 of Kenya FilmCensorship Board should be done.

3.1.1 The Kenya Communications Act 1998

The legal framework of the Kenya Communications Act, 1998 governs the development and regulation of

the info-communications sector. It established Communication Commission of Kenya, Postal Corporationof Kenya, Telkom Kenya Limited, National Communications Secretariat and the Communications AppealTribunal. There is also a subsidiary legislation, the Kenya Communications Regulations, 2001. The Actneeds to be reviewed to include Broadcasting licensing, Creation and enforcement of Broadcasting contentand standards, provide one-stop shop for broadcasters, Penalties in ICT sector and establishment of auniversal Access Fund.

3.1.2 Films and Stage Plays Act Cap. 222

This Act which was enacted in 1963 governs and regulates the making and exhibition of films in Kenya.Many technological changes have occurred in the production and exhibition of films that require a review ofthe Act to effectively address the technological and market, changes like DVDs, internet, Broadcastingamong others.

3.1.3 Postal Corporations Act 1998

It established the Postal Corporation of Kenya as a public postal licensee to ensure universal access topostal services. The PCK has exclusivity clause to deliver mails of 0 350 grams, provision of stamps andprivate letterboxes but competes in all other market segments. Exclusivity to deliver mails of 0 350 gramsshould be repealed since PCK has been unable to deliver universal service to rural areas.

3.1.4 Kenya Broadcasting Corporation Act Cap 221

Kenya Broadcasting Corporation was established by Cap 221 to undertake public broadcasting serviceswith a mandate to inform, educate and entertain through radio and TV services. There is need to amend theAct to remove issuance of permits, licensing of receivers, and broadcasting equipment.

3.1.5 State Corporations Act cap 456

This legislation provides for the establishment and management of State Corporations. It further providesfor corporate governance, performance management as well as management of financial and otherresources in State Corporations. This Act impacts on the performance of the sector.

3.1.6 Other Acts


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Other Acts that impact on the sectors performance include the Monopoly and Price Control Act, Copy Right Act, Act on Privacy, Official Secrets Act, the Science and Technology Act of 1990 and the LocalGovernment Act. All these Acts need to be reviewed in tandem with changing technology.3.2 Environmental Scan

3.2.1 External Environment

This part gives an analysis on the external environment in which the ministry is operating in and highlightsthe impacts on its ability to achieve its mission and thus realize its vision. The scan looks at political,economic, social, technological and environmental factors both at micro and macro levels of world divide.

Issues and/or developments that are likely toimpact on the Ministrys capacity to achieve itsobjectives.

What effect do the changes present in terms of opportunities andthreats to the Ministry?Dimension

Issues Opportunities Threats

Growing insecurity due to global terrorism

Reduced number of ICT

investments due toperceived insecurity.

Increased political co-operation and alliancesthat are leading to creation of economic blocs.

Creation of larger market andformation of economic unions

Middle East conflicts Instability in worldeconomies because of theeffects of oil and priceincreases.

Millennium Development Goals Donor resources for the MDGactivities.

Establishment of the EAC, COMESA, andNEPAD, AGOA, EU-ACP Agreement Larger markets and formation ofeconomic unions

Increasing prospects of peace in Sudan andSomalia

Enhanced security in the region

Increased awareness on Human Rights issues Improved observance of human rights.

Political instability of Kenyas neighboursPolitical integration.

Insecurity because offirearms brought about bycross-border interactions.

Political integration. Larger markets and formation ofeconomic unions

Increased democratization Improved democratization process

Political consciousness raising awareness andhigh expectation by the citizenry

More favourable political environmenthence political stability.

Coalition government Government of National Unity Political uncertainity

Political

Globally

Regionally

Locally

Freeing of airwaves Increase access to information


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Continued peace in the country Political stability.

Increased awareness on Human Rights issues Improved human rights

Constitution review Better laws for the country. Political uncertainty

Bill on Terrorism Reduced insecurity associated withterrorism.

Increased terrorism

Global village phenomenon in informationsharing.

Global village information sharing age.

Liberalisation and tendency to lessgovernment involvement in business

More private sector participation inbusiness

Global information flows favouring theindustrialised economies

Foreign televisionprogrammes flooding localmarkets

Formation of regional trading blocks, customunions

Regional markets and common

tariffs and currency.

Formation of Free Trade Area Agreements &WTO

Enhanced free trade within the

region

Wider global outreach Global markets.

New operators leading to increasedcompetition.

Better services resulting fromcompetition

Harmonization of ICT policy. Increased access to information withina wider region

Slow economic recovery Slowed growth in localemployment opportunities.Growing levels of povertyand insecurity.

Economic

Globally

Economic

Regional

Locally

New market structure. Improved service delivery .

Increased movement of skilled humanresources worldwide.

Spread of worldwide ideas and

divergent views.

Increased cross border movements ofinteractions

Increased appreciation of the culturaland geographical diversities of theregion leading to increased regionalintegration.

SOCIAL

Globally

Regionally Rapid growing labour force Growing unemployment.


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Escalating crime due to risingunemployment.

Increased insecurity.

Increased social contacts across ethnic,regional and other facts.

National integration of cultures.

Increased protection of women andchildren

Protection of the vulnerable sectors

of the population

Effects of HIV/AIDs Increased HIV infections

Growing use of ICT and e-commerce.

Global village phenomena impact onlanguage, education and how wecommunicate etc

Global Trade using e-commerce.

Negative influence offoreign habits.

Locally

Technology

Globally

Regionally

Growing adoption of computer and ICT inbusiness

Growing use of ICT in business withinthe region

Growing adoption of computer and ICT inoperations

Reduced need for workersdue to automation furtherworsening unemploymentsituation.

Business transactions quickened through e-commerce /business

Faster business transaction using en-commerce

Locally

3. Faster electronic money processing andtransfer through internet.

Reduced costs of communication andmoney transfer.

Increased involvement of environmentalistsand NGOs in trade and industries issues.

Environmentalist and NGO arebecoming useful partners ininformation dissemination at globallevel.

Environmental

Globally

Regionally Involvement of NGOs and CBOs in trade andindustries issues.

Increased involvement of NGOs andCBOs in trade and industrial issueshence regional harmonization andintegration.

Locally NGOs becoming useful partners ininformation dissemination.

Curtailing of certain developmentactivities which degrade theenvironment by environmental actiongroups.


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3.2.2 INTERNAL ENVIRONMENT

3.2.2.1 Strength, Weakness, Opportunities and Threats (SWOT ) Analysis

STRENGTHS

Harmonised provisions of information and communications services. Specialized and reputable organisation providing specific information and communication services.

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

Inadequate and outdated equipment. Shortage of capital and Human resources Weak and obsolete Policy, legal and regulatory framework for the sector. Inadequate institutional and technical capacity. Bureaucratic Procedures Poor remuneration Lack of organised information and communication data bank Inadequate ICT infrastructureOPPORTUNITIES

Reform in the Public Service Liberalization and Privatization of the sector. Increased use of information and communication technology External support Increased Stakeholders participation. Potential regional market Advances in technology Enabling environment Enhanced capacity building for the sector. Enormous and untapped potential of the ICT industry. Existence of abundant creative talent for media currently untapped. Attractive tax regimesTHREATS

Negative portrayal of the countrys image abroad Internal ethnic strife General Insecurity reducing investment opportunity. Ignorance to Changes in ICT3.2.3 STAKEHOLDERS

The Ministry of Information and Communications has strong linkages to all other productive sectors of theeconomy and hence has scope for tremendous contribution to economic recovery, growth and development


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of the country. It has a cross cutting role to many sectors of the economy and has a diverse range ofstakeholders. The following stakeholders have direct or indirect relationship with the Ministry.3.2.3.1 Internal

Departments of the Ministry and parastatals.3.2.3.2 External

Other Ministries/Departments and Public institutions Commercial Organisations and societies Media Associations, service providers. NGOs and CBOs,FBOs Organizations such as ITU, WSIS, PAPU, UPU Foreign governments and their missions General publicTable 4: Stakeholder Analysis

Stakeholder Relationship/Impact on the Ministry

Employees of the Ministry ofinformation and communications andits Parastatals

They are the implementers of Government policies and the StrategicPlan

Other Ministries/Departments andpublic institutions

There are strong linkages and shared responsibilities with variousgovernment bodies such as:

All government ministries and Departments since information andcommunication is a cross cutting.

Media and related BusinessAssociationsBroadcasting stations

Newspapers and MagazinesMedia Council of KenyaMedia Owners AssociationEditors Guide of KenyaKenya Film Makers AssociationKenya Union of JournalistsPan Africa News AgencyUnion of Radio and Television in Africa( URTNA)Kenya Community Media NetworkMedia Educators and Trainers

AssociationForeign Correspondents Association of

KenyaTelecommunications Service Providersof KenyaComputer Society of KenyaKenya Network Information CentreKenya Country Business IncubatorsKenya ICT FederationKenya Private Sector AllianceKenya World Summit InformationSociety Caucus.

The media is critical in conveying information to and from the people forinformed decision making.

International organizations / Foreignmissions, governments and Markets

These include both multilateral and bilateral donors as well as foreigndirect investors and consumers of information, postal,telecommunications and film products and services.

NGOs and CBOs NGOs and CBOs have an increasing role in the affairs of the Ministry,especially in matters related to human rights, infringement of moralbehaviour through mass media, corporate social responsibility, socialchange and access to information


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All film crews The Ministrys objective of promoting Kenya as a filming destination andactivities are largely dependent on film crews and thus the creation of acongenial environment for them will be critical for the realisation of theMinistrys objectives.

Furthermore, the ministry has an obligation to actively encourage localfilm/video creative and reality productions for local consumption andexport purposes, with a potential to generate income for thousands of

local talent.


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CHAPTER FOUR

4.0 STRATEGIC ISSUES AND OBJECTIVES

4.1 Strategic Issues

Arising from the situation analysis in Chapter 3, the following key strategic issues have been identified:

4.1.1 Development of the ICT Infrastructure

There is poor and inadequate infrastructure as well as low adoption of technological changes.

4.1.2 Universal Access to ICTs Policy

Rural Urban/Rural - Rural digital divide.

4.1.3 Efficiency in Service Delivery

Lack of Results- Based Management leading to poor service delivery.

4.1.4 Development of ICT Master Plan

The full potential of the industry has not been exploited for employment and wealth creation. In addition, lack ofpolicies, dumping and piracy have also affected the industry. The pertinent questions to be addressed are:

a) What jobs to create?b) Where to create such jobs?c)

Who will create them?d) How will they be created?

e) What resources will be given to attain a given level of employment?4.1.5 Legal and regulatory framework

Inadequate laws and regulatory framework.

4.1.6 Regional Integration in the ICT Sector

Bureaucracy, inadequate linkages, incompatible technology disparities in tariff charges, disparities in regional

development and inadequate resources.

4.1.7 Promote Conducive Work environment and better Facilities.

The Ministry will promote good staff relations and also provide the necessary equipment for better service delivery.

4.1.8 Capacity Building within the ICT Sector

The Ministry will spearhead building of fibre networks for a world class information society and provision of skilledpersonnel for the ICT sector.


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4.1.9 Provision of ICT Data Centres (Knowledge banks)

Lack of adequate data and information on ICT services.

4.1.10 Financing

Inadequate resources for development of the sector.

4.1.11 Equality in Provision of ICT Services

Inequality in the provision ICT services among groups and between regions

4.1.12 HIV/AIDS Health and Safety Programmes

The Ministry will mainstream HIV/AIDS, Health and safety issues in the core activities of the Ministry.

4.1.13 Creation of employment through outsourcing of ICT services.

The Ministry will promote outsourcing of ICT services.

4.2 STRATEGIC OBJECTIVES

Arising from the strategic issues above, the Strategic objectives include:

4.2.1 Develop and Improve ICT Infrastructure

The Ministry will formulate, review and update policies in the information and communications sector tofacilitate development of ICT infrastructure. This will be achieved by fostering competition throughliberalization of the sector and licensing of new players in various market segments. This will includemodernization of equipment and facilities at Kenya Institute of Mass Communication, Kenya News Agency,Field Offices and support to KBC Recovery Programme, TKL and PCK, among others.

The Ministry intends to expand and automate telecommunications countrywide. This will improve tele-density in rural and urban areas from 0.33 to 5 and from 1.97 to 20 lines per 100 inhabitants in rural andurban areas respectively. Implementation of this project will develop telecommunication infrastructure thatwould support the planned e-government programme.

4.2.2 Improve Universal Access to ICT Services

The ministry will continue to expand the information and communication networks in the country with theaim of improving the general ICT take up processes. It will also support polices that promote progresstowards the achievement of universal access to ICTs countrywide by the year 2015. This will be achievedthrough:

a) Support for the provision of national infrastructure to improve ICT services that call for investments intelecommunications and other related infrastructures in marginalised areas.

b) Implementation of policies which help to create demand for ICT, for instance, relevant legislation andsensitization campaigns among others

c) Support for non formal training in ICT programmes for all people who would like to use ICTd) Support the e-government programme that will place emphasis on ways of reforming the delivery of

services. Greater emphasis will be put on e-services in selected government services to reduce costs.


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4.2.3. Improve Management and Efficiency in Service Delivery

Improved facilities, equipment and operational processes are required to ensure effective delivery ofservices to the public. To this end, relevant departments will be rationalized. Directorate of Communicationsand the Kenya Film Commission have been introduced to spearhead the development of ICT and Film

industries in Kenya.

4.2.4 Promote and Develop ICT Master Plan

Appropriate measures will be taken to create an enabling environment that promotes growth of ICT sector.To this end, the Ministry will promote the Development of ICT Master Plan to promote growth of industriesin IT hardware, Software, Internet, telecommunications, e-commerce, licensing of TV and Radio stationsand other IT enabled services. In the Film Industry, deliberate efforts will be put in place to enhancemarketing of Kenya as a film destination of choice by enhancing participation in TV/Film markets andfestivals, Hosting an Eastern Africa Film Festival, Production of Promotional materials and establishment ofan interactive web-site and the operationalization of Kenya Film commission. Appropriate anti-dumping andanti-pirating legislation will be developed to create enabling environment to attract international and localfilmmakers investors in the country among other issues.

4.2.5. Ensure Efficient Management and Regulation of the ICT Sector

In order to strengthen the management and regulation of the ICT sector the following Acts of Parliament willbe reviewed in addition to implementation of the ICT policy. This will include enactment of the necessarylegislation to support the ICT policy and Periodic review of the ICT Policy. The Acts to be reviewed include:

a) Kenya Communication Act 1998b) Kenya Communications Regulations, 2001c) Films and Stage Plays Act Cap 222.d) Postal Corporations Act 1998e) the Kenya Broadcasting Corporation Act Cap 221f) Officials Secret Act

4.2.6 Promote Regional and International cooperation within the ICT sector.

Support will be given to the installation of the East African Submarine Cable System along the East AfricanCoast by 2007 with the aim of improving the competitiveness of the East African seaports. The ministry willalso support the implementation of Regional African Satellite Communications (RASCOM) Project toprovide African countries with efficient and cheaper telecommunications facilities to enhance thetransmission of sound and television broadcasting to all areas using a regional satellite. Other projects

include the implementation of COMESA Telecommunications Project (COMTEL) that aims at improvingconnection between telecommunications network within the COMESA Region. The project will put to an endthe rerouting of regional traffic through other countries outside COMESA thus reducing the regionalcommunications costs. The other projects include East African Internet Exchange Point and East AfricanPostal Automation Project among others.

The Ministry will also participate in ICTs international forums and implement appropriate decision of thesemeetings.

4.2.7 Promote Conducive Work environment and better Facilities.

The Ministry will procure Modern Plant Machinery and Equipment in order to improve servicedelivery.


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4.2.8 Capacity Building within the ICT Sector

The ministry will develop measures to facilitate training of professionals in the sector. Emphasis will be

placed in encouraging ICTs training in educational institutions to provide adequate professionals.

In the era of communication and media liberalization, adequate and recognized ICT training institutions is a keyfocus area for the ministry. For better service delivery, KIMC and KCCT will continue to develop human resourcesfor the sector.

4.2.9 Provision of ICT Data Centres ( Knowledge Banks)

An important priority area for the ministry is the strengthening of data gathering, analysis and storage, aswell as policy analysis, formulation and implementation.

4.2.10 Financing

The Ministry will explore financing mechanism for development for the ICT industry including public privatesector partnership establishment of universal access fund digital solidarity fund, multilateral and bilateralfunding promotion of investment through liberalization and licensing of additional operators andencouraging equity ownership.

4.2.11 Improve Equity in the Provision of ICT

In order to promote social equity for the disadvantaged groups, targeted programmes will be implementedto enhance their participation in development process. The Ministry will support development of

multipurpose community centres and public libraries as public ICT access centres through provision ofcomplimentary infrastructure like electricity and telecommunications. The project will target farmers, JuaKali Artisans, Community Based Organizations, marginalized groups among others by providing internetKiosks at proximity locations in both urban and rural areas.

The Ministry will also provide physical incentives as a way of addressing inequitable access to ICT.

4.2.12 Enhance HIV/AIDS Health and Safety Programmes

The ministry will play a leading role in dissemination on information on HIV/AIDS. In this connection, theministry will support others arms of government in spearheading sensitization campaigns against the

HIV/AIDS country wide.

4.2.13 Creation of employment through outsourcing of ICT services.

The Ministry will promote outsourcing of ICT services in order to create employment especially for the youthand contribute to the national goal of wealth and employment creation


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CHAPTER FIVE

5.0 MINISTRY STRUCTURE TO DELIVER THE OBJECTIVES

5.1. Background and Situation Analysis

The Civil Service reform programme started in 1993, when staff reduction started with a voluntary earlyretirement scheme (VERS), followed by not filling non-critical positions that fell vacant through naturalattrition, deaths and resignations. The rationalization and right-sizing programme has now been acceptedand adopted as one of the strategies for economic recovery, and was first done from 1999-2000. Thereform programme redefined the mandates of the government ministries and departments, their corefunctions, policy priorities and strategic objectives. It also identified functions that were duplicated andrequiring abolition, transfer and/or privatisation. During the VERS, ministries lost a number ofprofessional/technical officers. From those negative lessons learned, the Government undertook therationalisation and right-sizing more seriously through staff re-training and establishment of Ministerial Work

Improvement Teams (MWIT) and Ministerial Performance Improvement Teams (MPIT).

The rationalization and right sizing of staff in the Ministry has been a process that started with a review ofthe core functions of the ministry and identifying activities needed to achieve the set strategic goals.Analysis of the workload as well as staff requirements and the expected growth over the next five yearshelped in coming up with recommendations on staff re-deployment, abolition of posts, privatisation,commercialisation, sub-contracting and transforming some institutions into SAGAs.

In the Ministry, a number of officers have stagnated in one grade for a long time, which has resulted in lowmorale and lack of motivation on the part of the affected officers. The stagnation has been occasioned byobsolete schemes of service, lack of career path and succession planning. Reviewing and updating the

affected schemes has been slow and some are still being revised with the assistance of the DPM.

The Ministry has a substantial number of vacant posts which has resulted in overworking the few officersavailable. This has been made more critical by the creation of more districts and the need to deploy officersthere. The Ministry requires more Information Officers, Public Relation Officers, Film Officers, MediaTraining Specialists, IT content developers and Electronic Technicians. It also has an acute shortage ofadministration personnel including secretaries, drivers, security and subordinate staff. The technicaldepartments of the Ministry furthermore require modern state of the art facilities to replace existing ones, forbetter service delivery.

As the Ministry overseeing the ICT sector, it requires being versatile in fruitful usage of ICTs, including the

benefits of internet access and multi-media streaming. The Ministry proposes to create a fully fledgedDirectorate of Communications to facilitate the development of ICT industry. The Directorate will be staffedwith the technical personnel and will have a wide mandate including policy formulation and implementation,among others. The department will also spearhead ICT penetration in the Ministry.

To ensure continuity the proposed structure takes into consideration succession management and thechallenges posed by natural attrition, particularly retirements, resignations and deaths. It also considerstechnological development currently available to implement e-government programmes. Figure 6 shows thenew proposed structure for the Ministry.


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5.2 STRUCTURE

FIGURE 5. Current Structure of the Ministry.

Minister

Permanent Secretary

AssistanAssistant Minister

11. Kenya Broadcasting Corporation12. Postal Corporation of Kenya13. Telkom Kenya14. Kenya college of Communications

Technology

15. Communications Commission of Kenya16. Kenya Film Censorship Board17. National Communications Secretariat18.Telkom Kenya

19.Gilgil Telecommunications Industries

Accounts

Controller

Senior Deputy

SecretaryChief Finance

Officer.

DS/Administr

ation

Deputy Director

Human Resources

Mana ement

Chief Economist

DS/Commu

nications

Chief Ex

Secretar

Aids

control unit

Under

Secretary

Deputy

Chief

Economist

Deputy Chief

Finance

Officer.


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5.3: KEY STRUCTURAL RECOMMENDATIONS

Establishment of a full fledged Directorate of Communications. Transforming of the Kenya Institute of Mass Communication as a Government funded Semi-

Autonomous Institute Training and full adaptation of ICTs in all sections of the Ministry. Contracting out some of the services due to staff shortage. Repeal, Amendment and Review of a number of Acts governing the various parastatals in the

Ministry. Setting up of Districts Information and Documentation Centres for public use. To introduce an undergraduate degree programme at KIMC

5.3.1. Department of Information

5.3.1.1. Press Centre

Press Centre will work directly under the Directorate of Information and its equipment utilized for dubbing

news materials for wider dissemination to the electronic media as part of the KNA subscriber service.

5.3.1.2. Kenya News Agency

Kenya News Agency (KNA) has already been restructured into 24 regional Bureaux, as recommended inyear 2000. The Directorate of Information has also retained all the 72 existing Information stations as KNAcannot be de-linked from the established administrative boundaries, being an essential government servicefor motivation of the populace in national development. The Department proposes to abolish the 24 regionalbureaux and strengthen District information offices as they remain the centre of Government ruraldevelopment initiatives. The District Information offices will be repositioned to serve as ICT information andresource centres to disseminate information and spearhead the development of the rural areas.

The National Editorial Office at the Directorate will establish specialized News/Features desk for bettermanagement of news flow to national and international subscribers.

5.3.1.3 The Mobile Cinema Unit and Rural Press Services

The Mobile Cinema Unit and the Rural Press project is responsible for mass mobilisation on activitiesgeared towards the socio- economic development through Film shows and Rural Newspaper.

The Ministry will therefore strengthen management and facilities for the Unit and Rural Press.

The staffing levels are low and the Department has not been able to fill the positions since 2000.Consequently, the Department will fill in all the existing posts within the Plan period.

5.3.2. Department of Film Services

The Film Services Department has been restructured to spearhead the development of the film industry inthe country. Currently the Department has two functional divisions namely, the Technical Services, Financeand Administration. The Department will develop a well-defined communications channel that fullyaddresses the linkages between the department and the stakeholders.


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5.3.3 Kenya Film Commission

The Kenya Film Commission was established in January 2005 to promote and market Kenya as the idealfilming location. The Commission is mandated to develop local film industry with aim of increasing viewersof local films in both domestic and international markets.

5.3.4 Kenya Film Censorship Board

The Kenya Film Censorship Board proposes to establish a secretariat which will ensure that boarddecisions are implemented. The Board has no secretariat and members are currently doing secretariatduties like inspecting video Kiosks and cinema theatres. Table below shows the proposed staffestablishment of the secretariat.

DESIGNATION RecommendedChief Executive Officer/Secretary 1

Technical Services Mnager 1

Operations Manager 1Finance and Administrations Manager 1

Senior Technical Officer 1

Senior Operations Supervisor 1

Senior Administration Officer 1

Senior Finance officer/Accountant 1

Personal Secretary/Assistant 1

Technical Officer 3

Inspectors 10 Administrations Officer 1

Cashiers 2 Accounts Clerk 2

Secretaries 2

Public relations officer 1

Drivers 3

Messengers 2

Receptionist 2

Records Officer 1

TOTAL 38

The existing allowances to Board members are very low and need to be reviewed. It is recommended thatthe board be transformed into either a SAGA or a Parastatal.

5.3.5. Kenya Institute of Mass Communication (KIMC)

In view of the Institutes desire to become a centre of excellence in the region, there is need to give it moreautonomy to improve its competitiveness. It is therefore recommended that KIMC be considered for Semi-Autonomous Government Agency Status (SAGA). A feasibility study to determine the financial sustainabilityof this proposal will be undertaken. KIMC will take a leadership role in the standardisation of the sectoraltraining, especially in view of the mushrooming private media training institutions. Currently, the institute isunderstaffed and recruitment is necessary for some cadres. However, this will be done in phases based on

enrolment and range of courses offered.

5 3 6 M t S t S i D t t


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The cleaning and general security services at the Ministry will continue to be contracted out as there areinadequate personnel to provide these services. This will improve the effectiveness of such services in theministry.

5.3.7. Directorate of Communications

The Ministry will create a fully fledged Directorate of Communications to facilitate the development of ICT industry inthe Country. The Directorate will be staffed with technical personnel and will have a wide mandate including policyformulation and implementation among others. The Directorate will also spearhead all matters related tocommunications and oversee ICT penetration and utilization in the country.

5.3.8 National Communications Secretariat

The NCS as the policy advisory body will ensure that an information-based society is developed by the year2015. To achieve this, the National Communications Secretariat will be strengthened, funded and staffed toeffectively play its role.

5.3.9. Proposed Ministry Structure

Successful implementation of the Plan will require a re-organisation of the current structure to take intoaccount the proposed changes. Figure 6 shows the proposed organisation chart for Ministry.


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MIC Strategic Plan 2005-2009 32

FIGURE 6. PROPOSED MINISTRY STRUCTURE

IT SECRETARY

DEPUTY ITSECRETARY

CHIEFECONOMIST

CHIEF

FINANCE

OFFICER

CHIEF ITOFFICER

DEPUTY CHIEFECONOMIST

DEPUTY CHIEF

FINANCE

OFFICER

SENIOR DEPUTYSECRETARY

ADMINISTRATION

DEPUTYSECRETARY

PUBLICRELATIONSOFFICER

SENIOR PRINCIPALPERSONNELOFFICER

PRINCIPALPERSONNELOFFICER

PRINCIPAL

FINANCE OFFICER

CHIEF PERSONNELOFFICER

PRINCIPALECONOMIST

PRINCIPAL ITOFFICER

ACCOUNTSCONTROL I

SENIOR PRINCIPALPROCUREMENTOFFICER

F

I

UNDERSECRETARY

PS

1. COMMUNICATIONS COMMISSION OF KENYA2. KENYA BROADCASTING CORPORATION

3. KENYA COLLEGE OF COMMUNICATIONSTECHNOLOGY

4. KENYA FILM CENSORSHIP BOARD5. KENYA FILM COMMISSION6. NATIONAL COMMUNICATIONS SECRETARIAT7. POSTAL CORPORATION OF KENYA8. TELKOM KENYA9. GILGIL TELECOMMUNICATIONS INDUSTRIES10. AN APPEAL TRIBUNAL

DIR

MIN

ASSISTANTMINISTER


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CHAPTER SIX

6.0 RESOURCE MOBILIZATION

Sucessful implementation of this strategic plan will not only depend on the quality and commitment of theMinistry staff, but also on the availability and efficient utilisation of resources required to undertake the

various activities. The total human resources requirements have been outlined in Chapter 5 while thefinancial requirements is indicated in the Implementation matrix at Appendix 1. The Financial resources willbe sourced mainly from the Government collaborative contributions from the private sector stakeholders,bilater

ict ministry strategy plan

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