kentrade strategic plan 20th april 2016 final · cs & cc - customer service and contact centre...
TRANSCRIPT
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STRATEGIC PLAN(2015/16-2019/20)
Simplyfying Trade Process for Kenyas Competitiveness
NOVEMBER 2015
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TABLE OF CONTENTS
LIST OF ABBREVIATIONS AND ACRONYMS ..............................................................................IIIFOREWORD ...............................................................................................................................................VPREFACE ...................................................................................................................................................VIIEXECUTIVE SUMMARY .......................................................................................................................IXCHAPTER ONE: INTRODUCTION.......................................................................................................11.1 Organizational Background ...........................................................................................................11.2 Kenya Development Challenges ..................................................................................................11.3 Kenya’s Development Agenda.......................................................................................................21.4 The Role of Kentrade in The Achievement of Vision 2030 ................................................21.5 Rationale for The Strategic Plan ....................................................................................................31.6 Expected Operating Environment/planning Assumptions.................................................41.7 Planning Methodology.....................................................................................................................41.8 Organization of The Plan .................................................................................................................5CHAPTER TWO: INSTITUTIONAL REVIEW ...................................................................................62.1 The Mandate of Kentrade ...............................................................................................................62.2 Core Functions ....................................................................................................................................62.3 Vision.......................................................................................................................................................72.4 Mission....................................................................................................................................................72.5 Core Values............................................................................................................................................7CHAPTER THREE: INSTITUTIONAL ANALYSIS..............................................................83.1 Evaluation of Kentrades Past Performance............................................................................83.2 Challenges.............................................................................................................................................93.3 Lessons Learnt ..................................................................................................................................103.4 Environmental Scanning ..............................................................................................................103.5 Stakeholder Analysis ......................................................................................................................13CHAPTER FOUR: STRATEGIC MODEL ..........................................................................................194.1 Strategic Themes .............................................................................................................................194.2 Objectives and Strategies .............................................................................................................21CHAPTER FIVE: IMPLEMENTATION PLAN ..................................................................................23CHAPTER SIX: INSTITUTIONAL STRUCTURE AND FUNCTIONS ......................................356.1 Board of Directors.............................................................................................................................356.2 Office of The Chief Executive Officer .........................................................................................356.3 Divisions and Departments .........................................................................................................356.4 Kentrade Organogram...................................................................................................................41
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TABLE OF CONTENTS
CHAPTER SEVEN: MONITORING, EVALUATION AND REPORTING .....................42
7.1 Objectives of Monitoring, Evaluation and Reporting ........................................427.2 Monitoring, Evaluation and Reporting Framework ............................................427.3 Accountability And Risk ................................................................................................437.4 Projected Key Performance Indicators ....................................................................45APPENDIX: TEMPLATE FOR STRATEGY IMPLEMENTATIONPROGRESS REVIEW ..................................................................................................................46
List of Tables and FiguresFigure 1: Single Window Operations ......................................................................................3Figure 2: Organogram.................................................................................................................41Table 1: Stakeholder Analysis ...............................................................................................14Table 2: Strategic Themes, Objectives and Strategies .................................................21Table 3: Key Performance indicators ..................................................................................45
ii Simplyfying Trade Process for Kenyas Competitiveness
LIST OF ABBREVIATIONS AND ACRONYMS
AAEC - African Alliance for E-Commerce
AFFA - Agriculture, Food and Fisheries Authority
BOD - Board of Directors
BPR - Business Process Re-engineering
CEO - Chief Executive Officer
C & F - Clearing and Forwarding
CMS - Customs Management System
CRM - Customer Relationship Management
CS & CC - Customer Service and Contact Centre
CSR - Corporate Social Responsibility
EAC - East African Community
EPA - Economic Partnership Agreement
ERM - Enterprise Resource Management
EU - European Union
FDI - Foreign Direct Investment
GDP - Gross Domestic Product
GoK - Government of Kenya
HCC - Head Corporate Communications
HR - Human Resource
HODs - Heads of Division/Department
ICT - Information and Communications Technology
IFMIS - Integrated Financial Management Information System
IMS - Information Management System
ISO - International Organizational of Standardization
IT - Information Technology
KEBS - Kenya Bureau of Standards
KENTRADE - Kenya Trade Network Agency
KEPHIS - Kenya Plant Health Inspectorate Service
KIFWA - Kenya International Freight and Warehousing Association
KMA - Kenya Marine Authority
KNESWS - Kenya National Electronic Single Window System
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LIST OF ABBREVIATIONS AND ACRONYMS
KPA - Kenya Ports Authority
KPIs - Key Performance Indicators
KRA - Kenya Revenue Authority
KWATOS - Kilindini Waterfront Automated Terminal Operations System
MCS&CC - Manager Customer Service and Contact Centre
M & E - Monitoring and Evaluation
M E & R - Monitoring, Evaluation and Reporting
MF - Manager Finance
MIARC - Manager Internal Audit, Risk and Compliance
MICT - Manager ICT
MPCC - Mombasa Port Community Charter
MS&P - Manager Strategy and Planning
MTF - Manager Trade Facilitation
MTP - Medium-Term Plan
NPG - National Payment Gateway
NPS - National Payments System
NESWS - National Electronic Single Window System
PESTEL - Political, Economic, Social, Technological, Environmental
and Legal factors
PM - Project Manager
PMS - Performance Management System
PPB - Pharmacy and Poisons Board
SWOT - Strengths, Weaknesses, Opportunities and Threats
SWS - Single Window System
TNA - Training Needs Assessment
UN - United Nations
WCO - World Customs Organization
WTO - World Trade Organization
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FOREWARD
KenTrade is a facilitator of one of the major flagship projects under the Economic
Pillar of the Kenya Vision 2030: implementation of the National Electronic Single
Window System (Kenya TradeNet). The implementation of the System is expected
to contribute to the overall finance - sector goals and strategies as stipulated in the
Kenya Vision 2030 and the MediumTerm Plan Two (MTP2). Further, in line with the
Mombasa Port Community Charter (MPCC), KenTrade has a major role to play in
addressing the challenges that act as barriers to trade facilitation.
The expectations from stakeholders involved in trade and trade facilitation is very
high, and their goodwill towards implementation of the Kenya TradeNet is
paramount. Therefore, it is important for KenTrade to develop and nature this
goodwill.
I am therefore pleased to unveil KenTrade’s 2015/16-2019/2020 Strategic Plan,
which provides the road map working towards our Vision “To be among the global
leaders in ecommerce and trade facilitation”. In preparing this strategic plan, we
took into account the Agency’s performance and experiences so far, and the
dynamic operating environment and the challenges it poses to the Agency so as to
provide strategies and mechanisms that respond adequately to the challenges and
expected changes.
This strategic plan expresses the future aspirations of all the stakeholders of the
Agency. It is a framework through which we shall apply our resources and
strengths to exploit the available opportunities and confront any threats that may
face us towards achieving our mission “To facilitate trade by simplifying and
harmonizing business processes through effective management of the TradeNet
System and provision of related services for Kenya's global competitiveness”.
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The successful implementation of the strategic plan will require a combined effort of the various stakeholders. However, the primary responsibility of implementing this plan lies with the Board, management and employees of KenTrade. The Board is committed to ensuring successful implementation of this Strategic Plan and will continuously provide an enabling environment to enable the management and staff realize their full potential. The Board together with the management will endeavour to build and sustain linkages and collaborations with stakeholders to enhance synergy among players in trade facilitation in pursuit of the realization of the Kenya Vision 2030.
I take this opportunity to sincerely thank the entire team that was involved in the preparation of this Strategic Plan, including my Board of Directors, Management and all staff for their commitment during the process. I am optimistic that we have what it takes to achieve the objectives set out in this Strategic Plan.
Gen. Joseph R. E. Kibwana (Rtd). EGH, CBSBOARD CHAIRMAN
PREFACE
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I am pleased to unveil the second Strategic Plan for KenTrade covering the period 2015/16- 2019/20. This is an opportune moment for us to look back and take stock of the last planning period as we plan for the next. Looking back, the previous Strategic Plan served us well and saw the operationalisation of the Kenya TradeNet System. Although some of the targets set may not have been achieved, a good number of the initiatives that were planned were implemented successfully while others are in the finalization stage. We are therefore glad to move into the next phase with more experience and with optimism of achieving even more.
The 2015/16-2019/20 Strategic Plan has been prepared through a consultative process involving the Board, management, staff and key stakeholders. Theparticipatory approach has been useful in enriching the process, programmes and other initiatives proposed in the Plan and ensuring ownership at all levels which will subsequently enhance effective implementation. The Strategic Plan takes into account the experiences, challenges and lessons learnt during the implementation of the 2012 / 13 – 2014/15 Strategic Plan.
The Agency carried out a contextual analysis that entailed assessment ofdevelopmental and operational challenges taking into consideration bothinternal and external environments. It took stock of its internal strengths and weaknesses as well as the external opportunities and threats while considering the existing policy, political, economic, social, technological, environmental and legal frameworks in existence. In addition, the Agency conducted stakeholder and risks analyses in order to identify its stakeholders; their expectations and functional relationships with the Agency; together with potential risks in imple-mentation. These analyses were instrumental in identifying mitigation measures and strategic issues that need to be addressed.
The results of the analyses informed the formulation of the Agency’s vision,mission and core values; determination of the strategic themes that need to be addressed during the planning period and subsequently formulating strategic objectives, strategies and activities in line with the Agency’s mandate.
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While implementing the Plan, the heads of divisions/departments will beresponsible for meeting their respective service delivery targets in conformity with the implementation plan and the annual performance contracts. The Plan will be cascaded downwards into detailed annual work plans with clear performance targets.The Agency recognizes that successful implementation of this Plan will depend on the cooperation and commitment of key stakeholders and timelyavailability of resources. The Agency will therefore work very closely with the key stakeholders to ensure that the planned activities are implemented within the limited available resources.
I am confident that with the requisite support of all the stakeholders and guided by an appropriate corporate culture that is effectively informed by our core values: Customer focus, Integrity, Efficiency, Equity, Accountability, Creativity andinnovation, and Team work, KenTrade will effectively realize its mission.
I take this opportunity to thank the Board, Management and all Staff for their role in the development of this Strategic Plan. I also thank VAS Consultants for their commitment in guiding us through the process.
Amos S. WangoraAG. CHIEF EXECUTIVE OFFICER
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Kenya Trade Network Agency (KenTrade) was formally established through legal
notice No. 6 of 28th January 2011. The principle objective of KenTrade is to
establish, operationalise and manage the Kenya National Electronic Single Window
System (KNESWS) and to facilitate trade. To be able to overcome the
challenges posed by the dynamic nature of the operating environment, the Agency
recognized the need to develop a Strategic Plan that will guide its
operations for the period 2015/16-2019/20.
Strategic Planning provides the framework that facilitates efficient and sustainable
utilization of resources in the delivery of the core business of an organization. The
Plan will help the Agency position itself strategically in its operational
environment by aligning itself effectively to the changes taking place in that
environment. In developing this plan, a participatory and all inclusive approach was
adopted. The approach entailed review of various documents, consultations with
key stakeholders and workshops.
Based on the foregoing, a review of the Agency’s vision, mission and core values was
undertaken, followed by a scan of the agency’s operating internal and external
environments. From the analysis, key strategic themes that require intervention
during the planning period were identified. The strategic themes formed the basis
for the setting of strategic objectives for the agency for the next five years. The
strategic themes identified are:
1. Legal and Regulatory Framework;
2. Management of the Single Window System;
3. Customer Service;
4. Business Development and Marketing; and
5. Institutional Capacity and Sustainability.
EXECUTIVE SUMMARY
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To address the strategic themes, the following strategic objectives were developed:
i. To have appropriate legal and corporate governance frameworks in by
the year 2020.
ii. To maintain at least 99.982% availability of the Kenya TradeNet System.
iii. To facilitate reduction of cargo clearance time from 4.5 days to an
average of one day and reduction of cost of doing business across
borders by at least 10% by 2020.
iv. To increase quality and timeliness of service delivery to stakeholders by
increasing customer satisfaction by 3% annually from the current base
line of 74%.
v. To raise internally generated funds to finance at least 20% of the
Agency’s operating budget by year 2020.
vi. To increase operational efficiency in service delivery.
vii. To ensure optimum productivity and enhanced service delivery by
continuously developing the human capital of the Agency
To achieve these objectives, appropriate strategies and actions for each strategy
were identified. In addition, the implementing actors, the time frame, the expected
outcome and output indicators were determined. These have been documented in
an implementation plan presented in chapter five of this Strategic Plan.
INTRODUCTION
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1. Simplyfying Trade Process for Kenyas Competitiveness
1.1 Organizational BackgroundKenya Trade Network Agency (KenTrade) was established through Legal Notice No. 6 of 28th January 2011. The principle objective of KenTrade is to establish,operationalise and manage the Kenya National Electronic Single Window System (KNESWS) also known as the Kenya Trade Net System and to facilitate trade. The Kenya TradeNet System needs to be interfaced with systems of all stakeholders involved in international trade to provide an end to end electronic solution for trade logistics. The Kenya Trade Net System, is to serve as a single entry point for parties involved in international trade and transport logistics to lodge documentselectronically, for processing and approval and to make payments electronically for fees, levies, duties and taxes due to the Government, on goods imported /exported into/ from the country.
The Kenya Trade Net System is a Vision 2030 flagship project under the Economic Pillar, which seeks to help the country achieve a sustainable economic growth of 10% per annum. The Kenya Trade Net System is to integrate and interface with systems of all stakeholders involved in international trade to provide an end to end electronic solution for trade logistics. Establishment of the system is envisaged to bring about greater harmonization and better sharing of the relevant data across Government Departments/Systems and result in improved efficiency, transparency and effectiveness of official controls, enhance revenue collection and reduce costs of doing business for both the Government and the business community.
1.2 Kenya Development Challenges
1.2.1 Global and Regional ChallengesKenya’s long term development plan, the Vision 2030 highlights various challenges that the country will face in its quest to achieve the Vision’s targets. The challenges emanating from the global and regional arena include greater competition at the international level emanating from changing global and regional tradingarrangements in particular, the multilateral trading arrangements under the World Trade Organisations (WTO) and the regional trading arrangement under theEconomic Partnership Agreement (EPA) between the East African Community (EAC) countries and the European Union (EU).
The tariff reductions under the EPA imply increased access of EU producers of raw materials, capital equipment and final manufactured goods to the Kenyan market duty and quota free thus placing limits to the extent to which Kenya can pursue protectionist policies to promote industrial development. In addition, with the tariff revenues foregone on EU imports, the EPA will also limit the extent to which Kenya can rely on trade-related taxes for budgetary purposes.
CHAPTER ONE
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2. Simplyfying Trade Process for Kenyas Competitiveness
1.2.2 National ChallengesIn the internal environment, Kenya’s challenges include: ensuring continuedmacroeconomic stability; minimizing institutional risks, especially related to corruption and security; scaling up the quantity and quality of infrastructure,especially the condition of roads, access to and reliability of water, delays in cargoclearance, high cost of electricity, port and rail services; inefficiencies due to limited adoption of new technologies, governance issues, high transaction costs forbusinesses; and low level of investments in relation to the GDP, estimated at 20% of GDP.
1.3 Kenya’s Development AgendaKenya’s long term development agenda is set out in the Kenya Vision 2030. The aim of the Vision is to make Kenya a globally competitive and prosperous country by transforming it into an industrialized middle income nation, providing a highquality life for all its citizens in a clean and secure environment. Kenya Vision 2030 is anchored on three pillars, namely economic, social and political.
The Economic Pillar:Is geared towards achieving prosperity for all Kenyans by attaining an annual growth rate of 10% per annum and sustaining it through the Vision period. Under this pillar, flagship projects have been identified in tourism, agriculture,manufacturing, wholesale and retail, business process outsourcing and financial services.
The Social Pillar: Seeks to build a just and cohesive society with social equity in a clean and secure environment. The priority sectors identified to achieve this include education and training, health, water and sanitation, the environment, housing and urbanization, gender, youth and vulnerable groups.
The Political Pillar:Is intended to realize an issue based, people centred, result oriented andaccountable democratic system. The specific areas dentified for achievement of this priority are respect for the rule of law, protection of individual rights andfreedoms, electoral and political processes, democracy and public service delivery,transparency and accountability, security, peace building and conflict resolution. To operationalise the Kenya Vision 2030, the Government developed andimplemented the first five-year Medium Term Plan (2008-2012). The second five-year Medium Term Plan is for years 2013-2017.
1.4 The Role of KenTrade in the Achievement of Vision 2030Vision 2030 recognizes that the economy will expand as a result of growth inproductivity. In the Economic pillar of the Vision, one of the flagship projects is the National Electronic Single Window System (NESWS) (Kenya TradeNet System) which seeks to integrate a complex heterogeneous government agencies ecosystem into a single common platform as shown in Figure 1. The system will help in streamlining clearance process for sea, air and land cargo hence positioning the country as a key trading hub in Africa. Based on the KRA report for 2011/2012, the estimated dwell time at the port of Mombasa is given as 8 days 9 hours, 15 hours 45 minutes for land border stations and 6 days 1 hour at the airports.
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Figure 1: Single Window Operations
KenTrade therefore has an important role to play in the realization of Vision 2030 through implementation and management of the Kenya TradeNet System.
To fulfill it’s mandate, there is need to sustain linkages with other Governmentinstitutions including the National Treasury, Ministry of Foreign Affairs andInternational Trade, Ministry of Transport and Infrastructure, and Ministry of East Africa Affairs, Commerce and Tourism,Kenya Revenue Authority (KRA), Kenya Maritime Authority (KMA), Kenya Ports Authority (KPA) among other institutions both within the public and private sector.
1.5 Rationale For The Strategic PlanThe Strategic Plan aims at identifying and selecting the most appropriate strategies for utilizing the skills and resources available to KenTrade to enable it achieve specified/objectives, while taking into account the external environment in which it operates.
Given the envisaged benefits of the implementation of the Kenya TradeNet System, it is important that the process is properly managed through effective coordination of all the stakeholders (public & private sectors) involved in trade logistics. To this end and to enhance the discharge its mandate effectively and efficiently, the Agency realized the need to adopt a proactive approach by developing a strategy which will ensure astructured approach to the management of Kenya TradeNet System and other trade facilitation initiatives. The Strategic Plan will enable it rally together resources and the efforts of its staff and other key players.
The Strategic Plan builds upon the existing Government documents as well as lessons from implementation of the previous Strategic Plan. With this Strategic Plan, the Agency will be able to prioritise the most important aspects of its business and choose the most efficient ways of utilising its resources to effectively discharge its mandate.
INTRODUCTION
SINGLE WINDOW
Select, sort, �lterInformation, routes itTo targeted recipients(agencies, bank, etc.)
in the propersequence or �ow
and returnsresponses to Trader
KEPHIS
PortHealth
BANKCUSTOMS
Chambers ofCommerce
KEBSKWATOS
Port
Trader or agent submits allinformaton required for shipmentonce to the Single WindowService provider
Resonses form the variousauthorised and �nanncial institutionsare returned to the Trader or Agent.An all-positive �nal resonse denotescargo clearance
Single Window Operations
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1.6 Expected Operating Environment/Planning AssumptionsIn developing the Strategic Plan, the following assumptions have been made based on the expected operating environment:
1) That there will be no adverse changes in regulations. 2) That the country’s economic growth will remain on the upward trend. 3) That there shall be social and political stability in the country. 4) That the National Treasury will in the medium term continue funding. KenTrade.
1.7 Planning MethodologyIn developing the Strategic Plan, a participatory process was used. This approach was aimed at ensuring synergy in the generation of ideas, enhancing ownership of the Strategic Plan and enhance its implementation. The methodology involveddocument review, pre-workshop interviews/discussions and strategic planning workshops.
1.7.1 Document ReviewSome of the documents that were reviewed and subsequently informed thepreparation of the Strategic Plan include:
1) The Constitution of Kenya 2010; 2) Kenya Vision 2030; 3) Second Medium Term Plan 2013–2017; 4) Ministry of Devolution and Planning Guidelines for preparation of Strategic Plans 2013-2017; 5) Legal Notice No. 6 of 2011; 6) KenTrade’s Strategic Plan (2012/2013 – 2014/2015); 7) KenTrade’s financial reports for the period 2012-2015; 8) Performance contract reports 2013/2014; 9) KenTrade Draft Bill, 2013; 10) Draft Business Model; Report 11) The Single Window System documentation. 12) Kenya Revenue Authority Third Time Release Study 2011; and 13) Report of the Presidential Taskforce on Parastatal Reforms, 2013.
4.
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1.7.2 Pre-Workshop Interviews/DiscussionsDiscussions were held with KenTrade management staff and selected stakeholders. These were aimed at obtaining information pertinent to the strategic planningprocess.
1.7.3 Strategic Planning WorkshopsTo incorporate the views of stakeholders, and in order to enhance ownership of the strategic plan, the following workshops were held:
i. A two (2) day strategic planning workshop with the staff which culminated in a draft Strategic Plan. ii. A one (1) day strategic planning workshop with the Board and management to refine the draft Strategic Plan. iii. A half (1/2) day workshop with KenTrade stakeholders to allow for their input in the Strategic Plan.
1.8 Organization Of The PlanThis Strategic Plan consists of seven chapters.
Chapter one is introduction, which covers KenTrade’s background, Kenya’sdevelopment challenges, Kenya’s development agenda, role of KenTrade inattainment of Kenya’s Vision 2030, the rationale for the Strategic Plan, planning assumptions, the methodology used in developing the plan and organization of the plan.
Chapter two presents the institutional review, covering KenTrade’s mandate and core functions, vision, mission, and core values.
Chapter three presents situational analysis which comprises a review of KenTrade’s past performance, the internal and external environment analysis and stakeholder analysis.
Chapter four provides the strategic analysis which consists of strategic themes, objectives and strategies.
Chapter five focuses on the implementation matrix, which covers the expected outcomes, activities, output indicators, time frame and implementing actors in respect of each strategy.
Chapter six deals with the institutional structure, and highlights the functions of the Board of Directors, the CEO, Divisions and Departments.
Chapter seven covers the monitoring, evaluation and reporting mechanism and includes the objectives of ME&R, the ME&R framework, accountability and risk, and key performance indicators that will enhance effective and efficientimplementation of the Strategic Plan.
5.
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INSTITUTIONAL REVIEW
2.1 The Mandate of KenTrade
The mandate of the KenTrade as provided in the Legal Notice No. 6 of 2011 is to
establish and manage a National Electronic Single Window System (NESWS) and to
facilitate trade. The National Electronic Single Window System shall serve as a single
entry point for parties involved in international trade and transport logistics to:
1) Lodge documents electronically, for processing and approval; and
2) Make payments electronically for fees, levies, duties and taxes due to
the Government, on goods imported or exported in the country.
2.2 Core Functions
Arising from its Mandate, the Agency’s core functions are to:
a) Implement, in consultation with the Minister for Finance, policies
relating to the National Electronic Single Window System;
b) Integrate electronic systems of public and private entities involved in
receipting, processing and approving documents relating to
international trade transactions;
c) Develop, manage, and promote interchange of electronic data for
facilitation of trade;
d) Undertake and co-ordinate research and surveys in electronic
commerce aimed at simplifying and harmonizing trade
documentation;
e) Maintain an electronic database of all imported and exported goods
and services and the levies, fees, duties and taxes charged on imported
or exported goods and services;
f ) Collect trade statistics;
g) Plan, develop, monitor and evaluate training programmes for all
stake holders to ensure conformity with international best practices; and
h) Perform such other functions related to trade facilitation and other
such duties as the Minister may, from time to time, assign to the
Agency.
CHAPTER TWO
Simplyfying Trade Process for Kenyas Competitiveness6.
To be among the global leaders in trade facilitation though e-commerce.
To facilitate trade by simplifying and harmonizing business processes through effective management of the TradeNet System and provision of related services for Kenya's global competitiveness.
In an endeavour to realize it’s vision and mission, the Agency upholds the following core values:i. Customer focus The Agency commits itself to attaining the highest standards in service delivery to all stakeholders.ii. Integrity The Agency is committed to acting in an honest, transparent and responsible manner in discharging its roles.iii. Efficiency The Agency will ensure that all its operations are undertaken in a manner that facilitates efficiency and effectiveness in service delivery.iv. Equity In discharging its functions, the Agency will treat all stakeholders equitably.v. Accountability The Agency shall remain accountable to its stakeholders and will accept responsibility for its decisions and actions.vi. Creativity and innovation The Agency will be a learning organization that embraces change and continuously enhances creativity and innovation in its business processes.vii. Team work The staff and the Board of KenTrade shall work as a team and nurture a performance driven culture.
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Simplyfying Trade Process for Kenyas Competitiveness7.
VISION
MISSION
CORE VALUES
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SITUATIONAL ANALYSIS
CHAPTER THREE
3.1 Evaluation of KenTrades Past PerformanceA review of KenTrade’s past performance was undertaken in order to isolate those factors that have contributed to favourable or unfavourable results. This was carried out through an analysis of the Agency’s performance in theimplementation of the various objectives of the previous Strategic Plan. The results of the analysis are as follows:
1. Legal and regulatory framework: The Agency had planned to facilitate enactment of an Act of Parliament and facilitate harmonization of conflicting legislation by 2015. The Agency managed to benchmark with Singapore, Japan, Philippines, Ghana, Madagascar, Malaysia and Mauritius for global best practices in Single Window System implementa-tion. Consultative meetings with stakeholders were conducted to assess the level of preparedness for the imminent roll out of Kenya TradeNet System. Further, an overview of the legal regime governing trade, customs, licensing and related documentation was examined. A draft bill was developed and proposedamendments to the conflicting legislation drafted.
2. Development and operationalisation of National Electronic Single Window System:KenTrade procured and implemented the system, which became operational in October 2013. On integration with stakeholder systems, the Agency has finalized phase one of integration while phase two is ongoing. The Agency undertook stakeholder training and capacity building on the use of the system with more than 5,000 stakeholders having been trained and 1992 users registered.
3. Capacity Building of the Agency: The Agency planned to build capacity to facilitate equality, efficient and effective services to the stakeholders. The Agency developed an organization structure, undertook training needs assessment and implemented trainings on need basis due to financial constraints. Similarly, the implementation of the Organization structure was based on availability of funds and Business needs. The Human Resource Manual and related Polices were also developed and implemented. The Agency is in the process of finalizing a performance management tool in a bid to strengthen its performance management.
Simplyfying Trade Process for Kenyas Competitiveness8.
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4. Centralized Database For Trade Statistics and Information:KenTrade had planned to review, simplify, harmonize and standardize relevant and current trade documentation; develop simple and user-friendly systems. The Agency is in the process of developing the Kenya TradeNet System that willcapture trade statistics. Standardization of trade documents and formats is also ongoing.
5. Customer Service Delivery:KenTrade planned to eliminate multiplicity of trade documentation, unnecessary clearing processes and procedures and reduce transactional costs. The Agency has developed a standard data format and improved the clearing processes and procedures.
KenTrade has also operationalised the customer contact centre, which wascommissioned in January 2014 to support stakeholders in the use of KenyaTradeNet System.
6. Financial Sustainability:The Agency planned to mobilize resources to support its activities. In addition to government funding, it managed to partner with development partners and secured financial support. The Agency has also identified potential sources of revenue including transaction fees for the use of the Kenya TradeNet System in its proposed business model. The business model is awaiting approval.
7. Visibility and Corporate Image:KenTrade developed a brand name and logo, and has developed a draftcorporate social responsibility (CSR) policy. The Agency has developed acommunication strategy whose implementation is ongoing.
3.2 ChallengesDuring the implementation of the 2012-2015 Strategic Plan, KenTrade faced the following challenges:
1. Limited financial resources which hampered execution of some of the planned activities.2. Delay in the appointment of the Board which resulted in delays in the necessary approvals.3. Resistance to change by some stakeholders slowed the pace of the system implementation.
Simplyfying Trade Process for Kenyas Competitiveness9.
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3.3 Lessons Learnt
KenTrade has learnt the following lessons from the implementation of the 2012-
2015 Strategic Plan:
1. Adequate and competent staff is imperative in facilitating effective
implementation of the Strategic Plan.
2. Stakeholder preparedness and buy-in is key in achieving the Agency’s
mandate thus there is need for continuous stake holder sensitization on
the mandate of the Agency, its functions and the likely impact of its
activities on their operations.
3. Change management is critical for the successful implementation of the
Kenya TradeNet System and thus KenTrade will need to implement a
change management programme as it continues with implementation of
the system.
4. Team work among staff is key in ensuring effective discharge of
KenTrade’s mandate. Thus the Agency will continue to work as a team to
enhance quality service delivery.
5. The cost of Single Window operations is high thus there is need for Ken
Trade to implement income generating initiatives to supplement
government capitation in maintenance.
6. Political good will is critical and there is need for KenTrade to ensure good
rapport with the Government.
7. Legal backing is important therefore the need for KenTrade to fast track
enactment of the KenTrade Bill.
3.4 Environmental Scanning
In developing the Strategic Plan for KenTrade, an analysis of the Agency’s internal
and external operating environment was undertaken.
3.4.1 Internal Environment
Analysis of the internal environment entailed identification of issues within
KenTrade that may positively (strengths) or negatively (weaknesses) affect its
performance. The strengths and weaknesses identified are summarized below.
Simplyfying Trade Process for Kenyas Competitiveness10.
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The main strengths of KenTrade include: i. Unique mandate and product (Kenya TradeNet System) with great potential; ii. Competent and committed staff; iii. Experienced, knowledgeable and supportive Board; iv. Good ICT infrastructure; v. Diversity in experience and knowledge among staff; vi. Strong institutional linkage with Government; vii. Young and ambitious workforce; and viii. Strong relationships with development partners.
The weaknesses of KenTrade are: i. Dependence on Government and development partners for financial support; ii. Limited human capital; iii. Limited technical knowhow and Reliance on the vendor of the Kenya TradeNet System; iv. Inadequate organizational structure; v. Poor internal communication; vi. Inadequate communication infrastructure; vii. Inadequate office space; and viii. Lack of disaster recovery and business continuity plan and capabilities.
3.4.2 External EnvironmentAnalysis of the external environment identified factors outside KenTrade that may impact on the agency positively (opportunities) or negatively (threats). The analysis was undertaken through a review of the political, economic, social,technological, environmental and legal (PESTEL) factors which are outside KenTrade’s control. From the external environment scan, the followingopportunities and threats were identified:
Simplyfying Trade Process for Kenyas Competitiveness11.
STRENGTHS
WEAKNESSES
Your G2B trading partner
a) OpportunitiesThe opportunities available to KenTrade include:
i. Political/Government good will; ii. Support from development partners; iii. Regional integration leading to expanded customer base; iv. Income generating opportunities such as software development and provision of consultancy services within the region and value added services; v. Collaboration with stakeholder institutions such as Shippers Council, KIFWA and AAEC; vi. Regional infrastructure development; vii. Availability of human resource capital in Kenya; viii. ICT advancements such as big data (data mining to identify useful patterns in data to provide hitherto unavailable information) ; ix. Emerging technologies e.g. e-commerce; x. Availability of IT infrastructure in the country; xi. The Single Customs Territory which will promote trade facilitation initiatives; xii. Existence of an enabling legal environment and national IT policy; xiii. WTO trade facilitation agreement; and xiv. Technological obsolescence which creates market for new technological solutions that KenTrade can develop.)
b) ThreatsThe threats to KenTrades are; i. Weak legal framework for KenTrade and lack of enforcement mechanism; ii. Resistance to change by stakeholders; iii. Political interference; iv. Technological obsolescence; v. ICT security threats due to increased cybercrime; vi. Adverse legal changes such as WTO and WCO; vii. Multiplicity in system development (KRA and CMS similar to Kenya TradeNet System); viii. Limited legislation in data protection; ix. Conflicting legislation; x. Change in Government Policy; xi. Mergers of state Agencies; and xii. Competition by organizations providing similar services.
Simplyfying Trade Process for Kenyas Competitiveness12.
Your
G2B
trad
ing
part
ner
Simplyfying Trade Process for Kenyas Competitiveness13.
KEN
YA T
RA
DEN
ET S
TAK
EHO
LDER
S 2
7 P
GA
’s
Your
G2B
trad
ing
part
ner
Simplyfying Trade Process for Kenyas Competitiveness14.
Tabl
e 1:
Sta
keho
lder
Ana
lysi
s St
akeh
olde
r Ro
le/F
unct
ions
of t
he
Stak
ehol
der
Stak
ehol
der’
s ex
pect
atio
ns fr
om
KenT
rade
Wha
t Ke
nTra
de s
houl
d do
to
mee
t sta
keho
lder
’s
expe
ctat
ions
Wha
t the
sta
keho
lder
shou
ld do
to
ass
ist t
he K
enTr
ade
Gov
ernm
ent m
inis
trie
s e.
g. T
he N
atio
nal
Trea
sury
, Fo
reig
n nt
erna
tiona
lTr
ade
Prov
isio
n of
an
enab
ling
envi
ronm
ent
Co
mpl
ianc
e w
ith se
t A
genc
y’s
polic
ies
and
guid
elin
es
Prov
isio
n of
acc
urat
e an
d tim
ely
info
rmat
ion
Su
ppor
ting
lega
l fr
amew
ork
A
dequ
ate
fund
ing
of th
e A
genc
y.
Prof
essi
onal
ism
, tr
ansp
aren
cy a
nd
acco
unta
bilit
y in
ex
ecut
ion
of th
e A
genc
y’s
func
tions
Ti
mel
y se
ttin
g an
d ad
vise
on
Age
ncy’
s po
licie
s an
d gu
idel
ines
Ti
mel
y re
view
of
Age
ncy’
s po
licie
s an
d gu
idel
ines
.
Impl
emen
tat
ectiv
e nt
man
agem
ent
of th
e Ke
nya
Trad
eNet
Sy
stem
.
Supp
ort
KenT
rade
in
impl
emen
ting
stra
tegi
c an
d op
erat
iona
l pol
icie
s th
at
incl
udes
trad
e an
d tr
ansp
ort
logi
stic
s.
Gov
ernm
ent R
egul
ator
y A
genc
ies
e.g.
KRA
, KE
BS,
KEPH
IS, K
PA, e
tc.
catio
n, a
ppro
val
and
issu
ance
of p
erm
its
for e
xpor
ts a
nd im
port
s in
and
out
of K
enya
.
Fast
er a
nd e
serv
ices
in tr
ade
and
tran
spor
t log
istic
s by
im
plem
entin
g Ke
nya
Trad
eNet
Sys
tem
.
Impl
emen
t the
Ken
ya
Trad
eNet
Sys
tem
. Su
ppor
t Ke
nTra
de in
im
plem
entin
g st
rate
gic
and
oper
atio
nal p
olic
ies
that
in
clud
es tr
ade
and
tran
spor
t lo
gist
ics.
Ship
ping
Age
nts
Lodg
ing
and
subm
issi
on
of s
ea m
anife
sts.
Re
ceip
t of p
aym
ents
fr
om C
lear
ing
and
Cons
olid
ated
fees
. In
tegr
atio
n w
ith
regi
onal
eco
nom
ies.
Und
erta
ke p
rude
nt c
ost
anal
ysis
to d
eter
min
e fe
es
and
how
/whe
n it
shou
ld
be p
aid.
Supp
ort
KenT
rade
in
impl
emen
ting
stra
tegi
c an
d op
erat
iona
l pol
icie
s an
d pr
ogra
mm
es th
at in
clud
es
trad
e an
d tr
ansp
ort l
ogis
tics.
Simplyfying Trade Process for Kenyas Competitiveness15.
Your
G2B
trad
ing
part
ner
Stak
ehol
der
Role
/Fun
ctio
ns o
f the
St
akeh
olde
r St
akeh
olde
r’s
expe
ctat
ions
from
Ke
nTra
de
Wha
t Ke
nTra
de s
houl
d do
to
mee
t sta
keho
lder
’s
expe
ctat
ions
Wha
t the
sta
keho
lder
shou
ld
do
to a
ssis
t the
Ken
Trad
e
Fo
rwar
ding
(C&
F)
Age
nts.
Issu
e of
del
iver
y or
ders
to
C &
F A
gent
s.
Rece
ipt o
f doc
umen
ts
from
C &
F A
gent
s.
Relia
ble
and
tran
spar
ent
docu
men
t pro
cess
ing
plat
form
. St
akeh
olde
r aw
aren
ess.
D
istr
ibut
ion
of a
ppro
ved
man
ifest
Ensu
re e
Keny
a Tr
adeN
et
Syst
em im
plem
enta
tion
. A
ctiv
ely
part
icip
ate
in E
AC
fo
ra o
n Si
ngle
Win
dow
.
Clea
ring
and
Forw
ardi
ng A
gent
s
Ope
ning
of c
onsi
gnm
ent
. Pa
ymen
t of a
ll le
vies
and
ch
arge
s.
docu
men
tatio
n pr
oces
s th
roug
h th
e Ke
nya
Trad
eNet
Sys
tem
. Fa
cilit
atio
n of
ele
ctro
nic
paym
ent o
f cha
rges
.
doc
umen
tatio
n pr
oces
s th
roug
h th
e Ke
nya
Trad
eNet
Sys
tem
. Fa
cilit
ate
elec
tron
ic
paym
ent o
f cha
rges
.
Supp
ort a
nd c
ompl
y w
ith th
e Ke
nya
Trad
eNet
Sys
tem
op
erat
iona
l req
uire
men
ts.
Giv
e fe
edba
ck o
n th
e A
genc
y’s
perf
orm
ance
.
Ship
pers
Carg
o ow
ners
(Im
port
ers/
expo
rter
s)
docu
men
tatio
n pr
oces
s th
roug
h th
e Ke
nya
Trad
eNet
Sys
tem
. Fa
cilit
atio
n of
ele
ctro
nic
paym
ent o
f cha
rges
.
doc
umen
tatio
n pr
oces
s th
roug
h th
e Ke
nya
Trad
eNet
Sys
tem
. Fa
cilit
atio
n of
ele
ctro
nic
paym
ent o
f cha
rges
.
Supp
ort a
nd c
ompl
y w
ith th
e Ke
nya
Trad
eNet
Sys
tem
op
erat
iona
l req
uire
men
ts.
Giv
e fe
edba
ck o
n th
e A
genc
y’s
perf
orm
ance
.
Airl
ines
ope
rato
rs a
nd
grou
nd h
andl
ers
Lodg
ing/
Subm
issi
on o
f ai
r man
ifest
In
tegr
atio
n w
ith
Regi
onal
Eco
nom
ies.
Re
liabl
e an
d Tr
ansp
aren
t doc
umen
t pr
oces
sing
pla
tfor
m.
Ade
quat
e st
akeh
olde
r se
nsiti
zatio
n/
awar
enes
s.
Und
erta
ke p
rude
nt c
ost
anal
ysis
to d
eter
min
e fe
es
and
how
/whe
n it
shou
ld
be p
aid.
En
sure
eKe
nya
Trad
eNet
Sy
stem
Impl
emen
tatio
n.
Supp
ort
KenT
rade
in
impl
emen
ting
stra
tegi
c an
d op
erat
iona
l pol
icie
s an
d pr
ogra
mm
es th
at in
clud
es
trad
e an
d tr
ansp
ort l
ogis
tics
. G
ive
feed
back
on
the
Age
ncy’
s pe
rfor
man
ce.
Simplyfying Trade Process for Kenyas Competitiveness16.
Your
G2B
trad
ing
part
ner
Stak
ehol
der
Role
/Fun
ctio
ns o
f the
St
akeh
olde
r St
akeh
olde
r’s
expe
ctat
ions
from
Ke
nTra
de
Wha
t Ke
nTra
de s
houl
d do
to
mee
t sta
keho
lder
’s
expe
ctat
ions
Wha
t the
sta
keho
lder
shou
ld d
o is
t the
Ken
Trad
e
Supp
ort
Ken
Trad
e in
rolli
ng
out a
bus
ines
s m
odel
to e
nsur
e su
stai
nabi
lity
of th
e Sy
stem
Su
ppor
t Ke
nTr
ade
in lo
bbyi
ng
for e
nact
men
t of K
enTr
ade
bill
bill
bill
Tr
ansp
orte
rs
Tran
spor
t of c
argo
Ti
mel
y an
d st
ruct
ured
re
leas
e of
car
go.
rt
s ga
te
syst
em.
Inte
grat
ion
with
KW
ATO
S sy
stem
. Co
mpl
ianc
e to
ope
ratio
nal
requ
irem
ents
. ru
cks.
Su
ppor
t Ken
Trad
e in
rolli
ng
out a
bus
ines
s m
odel
to e
nsur
e su
stai
nabi
lity
of th
e Sy
stem
. Su
ppor
t Ken
Trad
e in
lobb
ying
fo
r ena
ctm
ent o
f Ken
Trad
e
Pre
-shi
pmen
t per
mit
orga
niza
tions
e.g
. AFF
A
and
H
ortic
ultu
re
Dire
ctor
ates
), PP
B, e
tc.
Issu
e of
pre
-shi
pmen
t pe
rmits
.
Dig
itiza
tion
of th
e is
suan
ce o
f per
mits
. A
vaila
bilit
y of
a d
ynam
ic
risk
man
agem
ent
syst
em
Faci
litat
e on
line
issu
ance
of
per
mits
. Pr
ovid
e dy
nam
ic r
isk
mod
ule
for t
arge
ting
carg
o.
Conf
orm
to th
e re
- eng
inee
red
perm
it is
suan
ce p
roce
dure
to
com
ply
with
the
Keny
a Tr
adeN
et S
yst
em.
Supp
ort K
enTr
ade
in ro
lling
ou
t a b
usin
ess
mod
el to
ens
ure
sust
aina
bilit
y of
the
Syst
em
Supp
ort K
enTr
ade
in lo
bbyi
ng
for e
nact
men
t of K
enTr
ade
Ba
nks
Colle
ctio
n of
pay
men
ts
App
rova
l of b
onds
Faci
litat
ion
of
elec
tron
ic p
aym
ent f
or
perm
its.
Faci
litat
e on
line
issu
ance
of
per
mits
Ti
mel
y ex
ecut
ion
of th
eir
chor
es
Your
G2B
trad
ing
part
ner
Simplyfying Trade Process for Kenyas Competitiveness17.
Stak
ehol
der
Role
/Fun
ctio
ns o
f the
St
akeh
olde
r St
akeh
olde
r’s
from
Ke
nTra
de
Wha
t Ke
nTra
de s
houl
d do
ex
pect
atio
ns
Wha
t the
sta
keho
lder
shou
ld d
o to
ass
ist t
he K
enTr
ade
Tim
ely
appr
oval
of
Secu
rity
Bond
s
Faci
litat
e on
line
appl
icat
ion
of S
ecur
ity
Bond
s
Insu
ranc
e Co
mpa
nies
A
ppro
val o
f bon
ds
Ti
mel
y ap
prov
al o
f Se
curit
y Bo
nds
Fa
cilit
ate
onlin
e ap
plic
atio
n of
Sec
urity
Bo
nds
Tim
ely
exec
utio
n of
thei
r ch
ores
Expo
rter
s an
d im
port
ers
Ope
ning
of
cons
ignm
ent
Pa
ymen
t of a
ll le
vies
an
d ch
arge
s; g
oods
co
llect
ion.
Lo
dgin
g of
cus
tom
s do
cum
ent t
hrou
gh
Keny
a Tr
adeN
et
Syst
em.
docu
men
tatio
n pr
oces
s th
roug
h th
e Ke
nya
Trad
eNet
Sys
tem
; Fa
cilit
atio
n of
el
ectr
onic
pay
men
t of
char
ges.
M
inim
um ti
me
lag
in
inte
grat
ion.
doc
umen
tatio
n pr
oces
s th
roug
h th
e Ke
nya
Trad
eNet
Sy
stem
; and
Fa
cilit
ate
elec
tron
ic
paym
ent o
f cha
rges
. M
inim
um s
yste
m
inte
rrup
tions
Supp
ort a
nd c
ompl
y w
ith th
e Ke
nya
Trad
eNet
Sys
tem
op
erat
iona
l req
uire
men
ts; a
nd
Giv
e fe
edba
ck o
n th
e A
genc
y’s
perf
orm
ance
.
Dev
elop
men
t Par
tner
s
Pr
ovis
ion
of T
echn
ical
ci
al s
uppo
rt.
Prud
ent u
tiliz
atio
n of
do
nor f
unds
. Ti
mel
y im
plem
enta
tion
of th
e Ke
nya
Trad
eNet
Sy
stem
. Fr
eque
nt fe
edba
ck o
n th
e Ke
nya
Trad
eNet
Sy
stem
impl
emen
tatio
n st
atus
.
Conf
orm
to a
gree
d im
plem
enta
tion
timel
ines
an
d pr
oced
ures
. D
evel
op a
n e
mon
itorin
g, e
valu
atio
n &
re
port
ing
fram
ewor
k.
Prov
ide
tech
nica
l ass
ista
nce
and
advi
ce.
Ensu
re ti
mel
y di
sbur
sem
ent
Su
ppor
t Ken
Trad
e in
rolli
ng
out a
bus
ines
s m
odel
to e
nsur
e su
stai
nabi
lity
of th
e Sy
stem
Su
ppor
t Ken
Trad
e in
lobb
ying
fo
r ena
ctm
ent o
f Ken
Trad
e bi
ll
Your
G2B
trad
ing
part
ner
Simplyfying Trade Process for Kenyas Competitiveness18.
Stak
ehol
der
Role
/Fun
ctio
ns o
f the
St
akeh
olde
r St
akeh
olde
r’s
from
KenT
rade
Wha
t Ke
nTra
de s
houl
d do
to
mee
t sta
keho
lder
’s
expe
ctat
ions
Wha
t the
sta
keho
lder
shou
ld do
to
ass
ist t
he K
enTr
ade
Boar
d o
f dire
ctor
s Po
licy
dire
ctio
n
Supp
ort
in re
sour
ce
mob
iliza
tion
G
ood
corp
orat
e go
vern
ance
Impl
emen
tatio
n of
de
velo
ped
polic
ies
A
chie
vem
ent o
f the
A
genc
y’s
obje
ctiv
es
em
anag
emen
t of K
enya
Tr
adeN
et S
yste
m
Adh
eren
ce to
pol
icy
guid
elin
es
Prov
isio
n of
pol
icy
dire
ctio
n in
a
timel
y m
anne
r A
dher
ence
to g
ood
corp
orat
e go
vern
ance
In
nova
tion,
cre
ativ
ity
and
optim
al
prod
uctiv
ity
Com
mitm
ent t
o th
e A
genc
y’s
man
date
ervi
ce
deliv
ery
Job
secu
rity
and
sust
aina
bilit
y of
the
Age
ncy
Prof
essi
onal
de
velo
pmen
t Co
mpe
titiv
e an
d eq
uita
ble
rem
uner
atio
n
Hea
lthy,
saf
e an
d se
cure
wor
king
en
viro
nmen
t
Impl
emen
tatio
n of
bes
t pr
actic
es in
hum
an
reso
urce
man
agem
ent
Inno
vatio
n, c
reat
ivity
and
en
hanc
ed p
rodu
ctiv
ity
Adh
eren
ce to
set
pol
icie
s an
d pr
oced
ures
.
Your G2B trading partner
STRATEGIC MODEL
4.1 Strategic ThemesStrategic themes are the key performance areas in which an organization must excel to achieve its mission and vision, and deliver value to it’s customers. They are the organization's pillars of excellence. The identified strategic themes for KenTrade for the planning periods are:
1. Legal and regulatory framework; 2. Management of the Single Window System 3. Customer service; 4. Business development and marketing; and 5. Institutional capacity and sustainability.
4.1.1 Legal and Regulatory FrameworkFor KenTrade to succeed in execution of its mandate, it needs a strong backing of the law. Thus the Agency will pursue the enactment of an enabling Act ofParliament by ensuring finalization of the draft bill. Further there will be need for the harmonization of existing legislation that govern stakeholders involved ininternational trade to ensure they are in tandem with the Kenya TradeNet System initiative.
Good corporate governance helps organizations in improving economic efficiency and growth as well as enhancing stakeholder confidence. Thus there’s need to strengthen corporate governance of the Agency.
4.1.2 Management of the Kenya TradeNet SystemWith the implementation of the Kenya TradeNet System, KenTrade focus during this planning period is to effectively manage the system with the aim of ensuringdelivery of its objectives of reducing delays and lowering costs associated with clearance of goods at the Kenyan borders while maintaining requisite controls and collection of levies, fees, duties and taxes where applicable on imports and exports. Towards this, KenTrade will use the latest systems that will enable achievement of the highest level of availability of Kenya TradeNet.
For effective management of the Kenya TradeNet System KenTrade intends to enhance integration of the system with those of stakeholders, strengthen security of the systems that will assure integrity as well as ensure adequate hardwaremaintenance and software upgrading.
CHAPTER FOUR
Simplyfying Trade Process for Kenyas Competitiveness19.
To enhance stakeholder appreciation and use of the system, KenTrade will work
closely with its key stakeholders to ensure the necessary cooperation during the
implementation process. In addition, there will be need for stakeholder capacity
building to enhance the use of the System.
4.1.3 Customer Service
KenTrade recognizes and values its customers/stakeholders and is committed to
meeting their expectations through maintaining high standards of service delivery.
To achieve this, the Agency will entrench a customer service culture aimed at
ensuring excellent service to stakeholders.
4.1.4 Business Development and Marketing
To ensure financial sustainability of the Agency, it is imperative that the Agency
develops new products and services that meet stakeholders’ needs. Thus there is
need for continuous research and development aimed at identifying market gaps
that require new products and services or improvement of the existing products
and services. KenTrade intends to enhance its visibility so as to enhance awareness
of its existence and operations among the stakeholders. The Agency also
appreciates the importance of giving back to the society and will therefore put in
place measures that will increase its participation in Corporate Social Responsibility
(CSR) activities.
4.1.5 Institutional Capacity and Sustainability
Adequate human resource capacity is key in ensuring that KenTrade achieves its
mandate and vision. As such an appropriate organizational structure needs to be
put in place. In addition the Agency will strive to maintain qualified and skilled
human resource. Further the Agency needs to enhance employee performance
management through strengthening of the performance management system to
measures where possible. There will also be need to streamline the operations of
the Agency by putting in place adequate facilities to promote efficiency and
effectiveness.
Your G2B trading partner
Simplyfying Trade Process for Kenyas Competitiveness20.
4.2 Objectives and StrategiesThe strategic themes gave rise to the following strategic objectives and strategies:
Your G2B trading partner
Simplyfying Trade Process for Kenyas Competitiveness21.
Strategic theme Objective Strategies Legal and Regulatory Framework
To have appropriate legal and Corporate Governance frameworks in place by 2020.
i. Facilitate the enactment of the Act and electronic payment system regulation.
ii. Facilitate harmonization of con�icting legislations .
iii. Compliance with good corporate governance and Mwongozo guidelines.
Management of the Single Window System
1. To maintain at least 99.982% availability of the Kenya Trad eNet System.
i. Set up the Kenya TradeNet System Secondary hosting site.
ii. Set up the Kenya TradeNet System Disaster Recovery hosting site.
iii. Develop and implement the second generation Kenya TradeNet system.
iv. Replace the Kenya TradeNet Primary hosting I nfrastructure.
v. Replace the Kenya TradeNet Secondary hosting Infrastructure.
2. To facilitate reduction of cargo clearance time from 4.5 days to an average of one day and reduction of cost of doing business across borders by at least 10% by 2020 .
i. Full operationalisation of the Kenya TradeNet.
ii. Integrate the Kenya TradeNet System with stakeholder systems.
iii. Implement a paperless environment.
iv. Implement the e-Trade Portal.
Customer service To increase quality and timeliness of service delivery to stak eholders
i. Enhance customer satisfaction
Table 2: Strategic Themes, Objectives and Strategies
Your G2B trading partner
Simplyfying Trade Process for Kenyas Competitiveness22.
Strategic theme Objective Strategies by 3% annually from the current
baseline of 74 %. ii. Benchmarking with the industry
for best practices . iii. Enhance CS&CC sta� capacity
iv. Enhance communication to stakeholders
Business Development and Marketing
To raise internally generated funds to �nance aleast 20% of the Agency’s operating budget by year 2020.
i. Introduce new products and services .
ii. Implement a business pricing model.
iii. Enhance visibility and corporate image
Institutional Capacity and Sustainability
1. To increase operational service dee�ecieny in livery by
2020.
i. Improve business processes
ii. Enhance use of ICT based solutions
iii. Strengthen risk management and internal controls
iv. Expenditure control v. Research and development
2. To ensure optimum productivity and enhanced service delivery by continuously developing the human capital of the Agency.
i. Institutionalize the performance management framework .
ii. Implement e�ective HR policies.
iii. Ensure optimal sta� complement by reviewing the organizational structure.
iv. Strengthen sta� capacity
v. Enhance employee motivation
IMPLEMENTATION PLAN
CHAPTER FIVE
Your
G2B
trad
ing
part
ner
Simplyfying Trade Process for Kenyas Competitiveness23.
This chapter presents the implementation matrix, which covers strategicobjectives, strategies, activities, implementing actors, time frame, expected outcomes and output indicators.
Stra
tegy
Ac
tivity
Ex
pect
ed O
utco
me
Out
put i
ndic
ator
Ti
mel
ine
Im
plem
entin
g Ac
tor
Faci
litat
e en
actm
ent o
f th
e Ac
t and
nat
iona
l pa
ymen
t gat
eway
re
gula
tions
Revi
sion
of th
e dr
aft b
ill
Supp
ortiv
e le
gisla
tion
D
raft
bill
D
ecem
ber
2016
He
ad o
f Leg
al
A
Revi
sion
of th
e N
PG re
gula
tions
Ope
ratio
nal N
PG re
gula
tions
D
raft
NPG
re
gula
tions
Ju
ne 2
017
Head
of L
egal
A
Sens
itiza
tion
of st
akeh
olde
rs o
n th
e bi
ll St
akeh
olde
r acc
epta
nce
of th
e bi
ll M
eetin
gs w
ith k
ey
stak
ehol
ders
O
ctob
er 2
016
Hea
d of
Leg
al
A
Boar
d
Faci
litat
e ha
rmon
izatio
n of
g
legi
slatio
ns
Iden
tify
ctin
g le
gisla
tions
an
d dr
aft n
eces
sary
am
endm
ents
Harm
oniz
ed le
gisla
tion
D
raft
amen
dmen
ts
June
201
6 He
ad o
f Leg
al
ACE
O/
Boar
d
Sens
itiza
tion
of S
take
hold
ers o
n th
e pr
opos
ed a
men
dmen
ts
Stak
ehol
der a
ccep
tanc
e of
the
amen
dmen
ts
Mee
tings
with
key
stak
ehol
ders
D
ecem
ber
2016
He
ad o
f Leg
al
CEO
/ Bo
ard
Lobb
ying
with
Par
liam
ent a
nd
Stak
ehol
ders
Go
vern
men
t/ st
akeh
olde
r su
ppor
t and
acc
epta
nce
of th
e bi
ll
legi
slatio
ns a
men
ded
Dec
embe
r 20
16
Head
of L
egal
CE
O/
Boar
d
THEM
E 1:
LEG
AL A
ND
REG
ULA
TOTO
RY F
RAM
EWO
RK
Obj
ectiv
e 1:
To
hav
e ap
prop
riate
lega
l and
co
rpor
ate
Gove
rnan
ce fra
mew
orks
in
pla
ce
by 2
020.
and
harm
oniz
ed w
ith
the
Act
Com
plia
nce
with
goo
d co
rpor
ate
gove
rnan
ce
and
Mw
ongo
zo
guid
elin
es
Unde
rtak
e tr
aini
ng o
f boa
rd
mem
bers
and
seni
or
man
agem
ent o
n co
rpor
ate
gove
rnan
ce
Bett
er u
nder
stan
ding
of
corp
orat
e go
vern
ance
by
boar
d m
embe
rs a
nd se
nior
m
anag
emen
t
Num
ber o
f peo
ple
trai
ned
cert
i�ca
tean
d tr
aini
ng re
port
Dec
embe
r 20
15
Head
of L
egal
Revi
se th
e bo
ard
char
ter
Im
prov
ed d
ecisi
on m
akin
g by
th
e bo
ard
of d
irect
ors
Revi
sed
Boar
d ch
arte
r
Dec
embe
r 20
15
Head
of L
egal
Boar
d un
derta
ke p
erfo
rman
ce
eval
uatio
n Im
prov
ed a
ccou
ntab
ility
of t
he
boar
d Bo
ard
eval
uatio
n re
port
Ju
ne 2
016
Head
of L
egal
CE
O/
Boar
d
Your
G2B
trad
ing
part
ner
Simplyfying Trade Process for Kenyas Competitiveness24.
THEM
E 2
: MA
NA
GEM
ENT
OF
THE
SIN
GLE
WIN
DO
W S
YSTE
M
Obj
ectiv
e 2
.1:
To m
aint
ain
at le
ast 9
9.98
2% a
vaila
bilit
y of
the
Keny
a Tr
adeN
et S
yste
m.
Stra
tegy
A
ctiv
ity
Expe
cted
Out
com
e O
utpu
t ind
icat
or
Tim
elin
e
Impl
emen
ting
A
ctor
Set u
p th
e Ke
nya
Trad
eNet
Sys
tem
Se
cond
ary
host
ing
site
.
Mob
ilize
fund
s ge
t allo
catio
n
Am
ount
allo
cate
d
30th
Jun
e 20
16
CEO
/MF
Dev
elop
ns
A
ppro
ved
spe
cica
tions
A
ppro
ved
ns
docu
men
t
30th
Jun
e 20
16
MIC
T
Proc
ure
the
serv
ices
Se
rvic
e pr
ovid
er
Sign
ed c
ontr
act w
ith
serv
ice
prov
ider
31
st D
ec 2
015
Man
ager
Pr
ocur
emen
t
Set u
p th
e Si
te
Wor
king
failo
ver s
ite
Leve
l of s
yste
m
uptim
e 30
th Ju
ne
2016
M
ICT
Set u
p th
e Ke
nya
Trad
eNet
Sys
tem
D
isas
ter R
ecov
ery
host
ing
site
.
Mob
ilize
fund
s ge
t allo
catio
n
Am
ount
allo
cate
d
30th
Jun
e 20
16
CEO
/MF
Dev
elop
ns
A
ppro
ved
spec
ica
tions
A
ppro
ved
ns
docu
men
t
31st
Mar
201
6 M
ICT
Proc
ure
the
Serv
ices
Se
rvic
e pr
ovid
er
Sign
ed c
ontr
act w
ith
serv
ice
prov
ider
30
th Ju
ne
2016
M
anag
er
Proc
urem
ent
Set u
p th
e Si
te
Wor
king
DR
site
D
ata
avai
labi
lity
Ju
ne 2
017
MIC
T
Dev
elop
and
im
plem
ent t
he s
econ
d ge
nera
tion
Keny
a Tr
adeN
et sy
stem
.
Und
erta
ke p
roje
ct sc
opin
g
App
rove
d co
ncep
t A
ppro
ved
conc
ept
docu
men
t Ju
ne 2
017
MIC
T
Mob
ilize
fund
s ge
t allo
catio
n
Am
ount
allo
cate
d
June
201
7 M
ICT
/MF
Recr
uit h
uman
cap
acity
A
dequ
ate
hum
an c
apac
ity
Jun
e 20
17
MIC
T
No.
of s
ta�
recr
uite
d
Your
G2B
trad
ing
part
ner
Simplyfying Trade Process for Kenyas Competitiveness25.
Stra
tegy
A
ctiv
ity
Expe
cted
Out
com
e O
utpu
t ind
icat
or
Tim
elin
e
Impl
emen
ting
A
ctor
Dev
elop
bus
ines
s re
quire
men
ts
ns
App
rove
d BP
R
App
rove
d B
PR
docu
men
t
MIC
T
Des
ign
the
syst
em
App
rove
d sy
stem
re
quire
men
ts s
pec
ons
A
ppro
ved
syst
em
requ
irem
ents
ns
do
cum
ent
Sept
embe
r 20
17
MIC
T
Dev
elop
and
test
sys
tem
O
pera
tiona
l sys
tem
te
st
D
ecem
ber
2017
M
ICT
Impl
emen
t the
sys
tem
W
orki
ng se
cond
gen
erat
ion
Keny
a Tr
adeN
et s
yste
m
Syst
em a
vaila
bilit
y
June
201
8 M
ICT
Repl
ace
the
Keny
a
Trad
eNet
Prim
ary
host
ing
infr
astr
uctu
re
Mob
ilize
fund
s ge
t allo
catio
n
Am
ount
allo
cate
d
June
201
7 M
ICT
/MF
Dev
elop
ns
A
ppro
ved
spec
ica
tions
A
ppro
ved
ns
docu
men
t
Sept
embe
r 20
17
MIC
T
Proc
ure
the
Serv
ices
Se
rvic
e Pr
ovid
er
Sign
ed c
ontr
act w
ith
serv
ice
prov
ider
Se
ptem
ber
2017
M
ICT
/PM
Set u
p th
e in
fras
truc
ture
W
orki
ng in
fras
truc
ture
Le
vel o
f sys
tem
up
time
30th
June
20
18
MIC
T
Repl
ace
the
Keny
a Tr
adeN
et S
econ
dary
ho
stin
g.
Mob
ilize
fund
ing
A
mou
nt a
lloca
ted
Ju
ne 2
019
M
F
ions
ns
A
ppro
ved io
ns
docu
men
t
Sept
embe
r 20
19
MIC
T
Proc
ure
the
Serv
ices
Se
rvic
e pr
ovid
er
Sign
ed c
ontr
act
with
ser
vice
pr
ovid
er
Sept
embe
r 20
19
MIC
T/P
M
Set u
p th
e in
fras
truc
ture
W
orki
ng in
fras
truc
ture
Le
vel o
f sys
tem
up
time
30th
June
20
20
MIC
T
Your
G2B
trad
ing
part
ner
Simplyfying Trade Process for Kenyas Competitiveness26.
Obj
ectiv
e 2
.2: T
o re
duce
carg
o c
lear
ance
tim
e fro
m 4
.5 d
ays
to a
n a
vera
ge o
f one
day
by
2020
and
the
cost
of d
oing
bus
ines
s acr
oss
bord
ers
by a
t lea
st 1
0% b
y 20
20
Stra
tegy
A
ctiv
ity
Expe
cted
Out
com
e O
utpu
t ind
icat
or
Tim
elin
e
Impl
emen
ting
A
ctor
Full
oper
atio
nalis
atio
n of
th
e Ke
nya
Trad
eNet
Sy
stem
Impl
emen
t the
rem
aini
ng
mod
ules
of t
he s
yste
m
Fully
ope
ratio
nal K
enya
Tr
adeN
et sy
stem
Ca
rgo
clea
ranc
e tim
e an
d co
st o
f doi
ng
busi
ness
June
201
6 M
ICT
/MTF
Dev
elop
and
dis
sem
inat
e op
erat
ing
inst
ruct
ions
and
gu
idel
ines
for t
he sy
stem
to
user
s
tiliz
atio
n of
the
syst
em
Ope
ratio
nal
inst
ruct
ions
and
gu
idel
ines
man
uals
in
pla
ce
June
201
6 M
TF
Put i
n pl
ace
a bu
sine
ss
cont
inui
ty a
nd d
isas
ter
reco
very
pla
n
Busi
ness
con
tinui
ty a
nd
disa
ster
reco
very
pla
n
Ope
ratio
nal
Busi
ness
con
tinui
ty
and
disa
ster
re
cove
ry p
lan
June
201
6 M
IARC
/MTF
/MIC
T
Inte
grat
e th
e Ke
nya
Trad
eNet
Sys
tem
with
st
akeh
olde
r sys
tem
s ev
ery
year
.
Mob
ilize
reso
urce
s ge
t allo
catio
n
Am
ount
allo
cate
d
Ann
ually
M
ICT/
MTF
Dev
elop
inte
grat
ion
spec
i
App
rove
d in
tegr
atio
n ns
A
ppro
ved
ns
docu
men
t
Ann
ually
M
ICT/
MTF
Impl
emen
t the
inte
grat
ion
W
orki
ng in
tegr
atio
n
Num
ber s
take
hold
er
syst
em in
tegr
ated
A
nnua
lly
MIC
T/M
TF
Impl
emen
t a
pape
rless
en
viro
nmen
t
Brin
g on
boa
rd a
ll P
GA
s an
d en
d us
ers
M
ore
PGA
s an
d en
d us
ers
enro
lled
to u
se s
yste
m
Num
ber o
f use
rs a
nd
num
ber o
f do
cum
ents
.
Dec
embe
r 20
16
MIC
T/M
TF
Stre
amlin
e tr
ade
proc
esse
s of
PG
As
St
ream
lined
trad
e pr
oces
ses
N
umbe
r of S
ign
-w
ith P
GA
s A
nnua
lly
MIC
T/M
TF
Your
G2B
trad
ing
part
ner
Simplyfying Trade Process for Kenyas Competitiveness27.
Stra
tegy
Ac
tivity
Ex
pect
ed O
utco
me
Outp
ut in
dica
tor
Tim
elin
e
Impl
emen
ting
Acto
r
Sim
plify
and
harm
onize
(re
-en
gine
er) b
usin
ess p
roce
sses
of
PGA
s
and
harm
onize
d pr
oces
ses
Num
ber o
f Sig
n-w
ith P
GAs
Annu
ally
MIC
T/M
TF
Impl
emen
t th
Porta
le e
-trad
e
Unde
rtake
pro
ject
scop
ing
Ap
prov
ed co
ncep
t Ap
prov
ed co
ncep
t do
cum
ent
June
201
6 M
ICT/
MTF
Mob
ilize
fund
ing
get a
lloca
tion
Amou
nt al
loca
ted
Sept
embe
r 20
16
MF/
CEO
Map
bus
ines
s pro
cess
es an
d pr
oced
ures
Ap
prov
ed b
usin
ess p
roce
sses
an
d pr
oced
ures
Bu
sines
s pro
cess
an
d pr
oced
ure
man
uals
Dece
mbe
r 20
16
MTF
Upda
te th
e Sys
tem
with
bu
sines
s pro
cess
es
Upda
ted
Syst
em
Num
ber o
f bus
ines
spr
oces
ses a
nd
proc
edur
es m
appe
d
June
201
7 Pr
ojec
t Man
ager
Your
G2B
trad
ing
part
ner
Simplyfying Trade Process for Kenyas Competitiveness28.
THEM
E 3:
CU
STO
MER
SER
VIC
E
Obj
ectiv
e 3:
To
incr
ease
qua
lity
and
timel
ines
s of
ser
vice
del
iver
y to
sta
keho
lder
s by
3%
ann
ually
from
the
curr
ent b
asel
ine
of 7
4%
Stra
tegy
A
ctiv
ity
Expe
cted
Out
com
e O
utpu
t ind
icat
or
Tim
elin
e
Impl
emen
ting
A
ctor
Enha
nce
cust
omer
sa
tisfa
ctio
n
Impl
emen
t all
mod
ules
of t
he
CRM
sys
tem
Ti
mel
y re
spon
se to
cus
tom
ers
Tur
n-a
roun
d-t
ime
Dec
embe
r 20
17
MCS
&CC
Fully
util
ize
the
voi
ce
mon
itorin
g ca
pabi
litie
s of
the
Ava
ya s
yste
m
Tim
ely
resp
onse
to c
usto
mer
s T
urn
-aro
und
-tim
e
Dec
embe
r 20
17
MCS
&CC
Impl
emen
t the
cus
tom
er s
ervi
ce
char
ter
Adh
eren
ce to
ser
vice
cha
rter
co
mm
itmen
ts
Leve
l of c
usto
mer
sa
tisfa
ctio
n
Dec
embe
r 20
17
MCS
&CC
Benc
hmar
king
with
the
indu
stry
for b
est
prac
tices
Iden
tify
and
visi
t rep
utab
le
cont
act c
entr
es
Indu
stry
’s b
est p
ract
ices
on
Cust
omer
Rel
atio
nshi
p M
anag
emen
t
Benc
hmar
king
re
port
D
ecem
ber
2016
M
CS&
CC
Impl
emen
t the
ben
chm
arki
ng
reco
mm
enda
tions
In
crea
sed
cust
omer
sa
tisfa
ctio
n
Leve
l of c
usto
mer
sa
tisfa
ctio
n
Dec
embe
r 20
16
MCS
&CC
Enha
nce
CS&
CC s
t
capa
city
Id
entif
y ga
ps in
cus
tom
er
rela
tions
hip
man
agem
ent
amon
g th
e
Gap
s in
CRM
G
aps
anal
ysis
repo
rt D
ecem
ber
2015
and
co
ntin
uous
MCS
&CC
Carr
y ou
t cou
chin
g an
d m
ento
ring
Impr
oved
cus
tom
er
com
mun
icat
ion
and
posi
tive
attit
ude
Leve
l of c
usto
mer
co
mpl
aint
s Re
duce
d nu
mbe
r of
esca
latio
ns c
ases
Dec
embe
r 20
15 a
nd
cont
inuo
us
MCS
&CC
Enha
nce
Com
mun
icat
ion
to s
take
hold
ers
Use
ICT
inno
vatio
ns fo
r Pr
oact
ive
com
mun
icat
ion
Le
ss a
ggre
ssiv
e an
d m
ore
unde
rsta
ndin
g cu
stom
ers
Le
vel c
usto
mer
co
mpl
aint
s D
ecem
ber
2015
M
CS&
CC/M
ICT
Sens
itize
sta
keho
lder
s on
Ke
nya
Trad
eNet
Sys
tem
and
av
aila
bilit
y of
the
call
cent
re
serv
ices
Info
rmed
and
satis
�ed
stak
ehol
der c
omm
unity
and
In
cre
ased
usa
ge o
f the
syst
em Le
vel c
usto
mer
sa
tisfa
ctio
n Ke
nya
Trad
eNet
Sys
tem
us
age
Cont
inuo
us
MCS
&CC
Your
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ing
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ner
Simplyfying Trade Process for Kenyas Competitiveness29.
THEM
E 4
: BU
SIN
ESS
DEV
ELO
PMEN
T A
ND
MA
RKET
ING
Obj
ectiv
e 4
: To
rais
e in
tern
ally
gene
rate
d fu
nds
to
st 20
% o
f the
Age
ncy’
s op
erat
ing
budg
et b
y ye
ar 2
020
Stra
tegy
A
ctiv
ity
Expe
cted
Out
com
e O
utpu
t ind
icat
or
Tim
elin
e
Impl
emen
ting
A
ctor
Intr
oduc
e ne
w
prod
ucts
and
serv
ices
Iden
tify
pote
ntia
l new
pro
duct
s an
d pr
iorit
ize
them
N
ew p
rodu
cts
and
serv
ices
Num
ber o
f pr
oduc
ts/
serv
ices
Dec
embe
r 20
15
MTF
/MIC
T
Und
erta
ke re
sear
ch a
nd
deve
lopm
ent t
hrou
gh
colla
bora
tive
arra
ngem
ents
w
ith e
duca
tiona
l and
rese
arch
in
stitu
tions
Info
rmed
pro
duct
s/ s
ervi
ces
deve
lopm
ent
Sign
ed c
olla
bora
tion
fram
ewor
k ag
reem
ent n
umbe
r of
pro
duct
s/
serv
ices
iden
tid
June
201
6 an
d co
ntin
uous
M
TF/M
ICT/
MS
&P
Laun
ch a
nd m
arke
t the
new
pr
oduc
ts to
pot
entia
l use
rs
Upt
ake
of n
ew p
rodu
cts
in
crea
sed
reve
nue
Le
vel o
f pro
duct
s/
serv
ices
upt
ake.
A
mou
nt g
ener
ated
fr
om n
ew p
rodu
cts
Janu
ary
201
7 M
TF/M
ICT/
MS
&P
Dev
elop
and
im
plem
ent a
bus
ines
s pr
icin
g m
odel
.
Carr
y ou
t mar
ket r
esea
rch
In
form
ed p
ricin
g m
odel
M
arke
t res
earc
h re
port
D
ecem
ber
2015
M
TF/M
ICT/
MS
&P
Dev
elop
the
appr
opria
te
char
ges
for t
he
prod
ucts
/ser
vice
s
Opt
imal
pric
ing
for s
ervi
ces
Pr
icin
g st
ruct
ure
in
plac
e D
ecem
ber
2015
M
F/M
TF/M
ICT
Impl
emen
t the
pric
ing
stru
ctur
e In
crea
sed
reve
nue
A
mou
nt g
ener
ated
Co
ntin
uous
M
F/M
TF
Enha
nce
visi
bilit
y an
d co
rpor
ate
imag
e D
evel
op a
nd im
plem
ent
com
mun
icat
ion
stra
tegy
In
crea
sed
stak
ehol
der
enga
gem
ent
Incr
ease
d pu
blic
aw
aren
ess
Ope
ratio
nal
com
mun
icat
ion
stra
tegy
Dec
embe
r 20
15 a
nd
cont
inuo
us
HCC
Your
G2B
trad
ing
part
ner
Simplyfying Trade Process for Kenyas Competitiveness30.
Stra
tegy
Ac
tivity
Ex
pect
ed O
utco
me
Out
put i
ndic
ator
Ti
mel
ine
Im
plem
entin
g Ac
tor
Deve
lop
and
impl
emen
t soc
ial
resp
onsib
ility
pro
gram
me
O
pera
tiona
l CSR
pro
gram
me
in
plac
e In
crea
sed
publ
ic aw
aren
ess
on
KenT
rade
Ope
ratio
nal C
SR
prog
ram
me
in p
lace
June
201
6 an
d co
ntin
uous
H
CC
Esta
blish
rela
tions
with
the
med
ia th
roug
h m
edia
brie
pres
s rel
ease
s and
pre
ss
conf
eren
ces
Posit
ive
med
ia co
vera
ge
Leve
l of m
edia
en
gage
men
ts Co
ntin
uous
H
CC
Your
G2B
trad
ing
part
ner
Simplyfying Trade Process for Kenyas Competitiveness31.
THEM
E 5
: IN
STIT
UTI
ON
AL
CAPA
CITY
AN
D S
UST
AIN
ABI
LITY
Obj
ectiv
e 5
.1: T
o in
crea
se o
pin
ser
vice
del
iver
y
Stra
tegy
A
ctiv
ity
Expe
cted
Out
com
e O
utpu
t ind
icat
or
Tim
elin
e
Impl
emen
ting
A
ctor
Impr
ove
busi
ness
pr
oces
ses
Fina
lize
deve
lopm
ent o
f pol
icie
s an
d op
erat
iona
l man
uals
Se
rvic
e bu
sine
ss p
roce
sses
Po
licie
s an
d op
erat
iona
l man
uals
in
pla
ce
Dec
embe
r 20
15
HO
Ds
Doc
umen
t pro
cess
es fo
r ISO
tio
n
Incr
ease
d qu
ality
in se
rvic
e de
liver
y
Doc
umen
tatio
n of
al
l pro
cess
es
Dec
embe
r 20
15
HO
Ds
Acq
uire
ISO
tio
n
Incr
ease
d qu
ality
in se
rvic
e de
liver
y
ISO
cer
tica
tion
atta
ined
M
arch
201
6
CEO
/ HO
Ds
Enha
nce
use
of IC
T ba
sed
solu
tions
Im
plem
ent I
FMIS
In
crea
se in
ope
ratio
ns
Tim
ely
and
accu
rate
m
anag
emen
t of
repo
rts
Sept
embe
r 20
15
MIC
T/H
OD
s
Proc
ure
and
impl
emen
t ERM
In
crea
se in
ope
ratio
ns
ERM
sys
tem
in p
lace
June
201
6 M
ICT/
HO
Ds
in u
se o
f ICT
so
lutio
ns
Impr
oved
pro
duct
ivity
Le
vel o
f use
of I
CT
Cont
inuo
us
MIC
T/H
OD
s
Stre
ngth
en ri
sk
man
agem
ent a
nd
inte
rnal
con
trol
s
Und
erta
ke b
usin
ess
proc
esse
s
Risk
iden
ti a
nd a
naly
sis
ris
k m
anag
emen
t
Risk
ass
essm
ent
repo
rt
Dec
embe
r 20
15
MIA
RC
Impl
emen
t app
ropr
iate
risk
co
ntro
ls a
nd m
onito
ring
syst
ems
Redu
ced
risk
expo
sure
for t
he
agen
cy
Leve
l of r
isk
expo
sure
Co
ntin
uous
M
IARC
Dev
elop
and
impl
emen
t bu
sine
ss c
ontin
uity
pla
n
Redu
ced
risk
expo
sure
for t
he
agen
cy
Busi
ness
con
tinui
ty
plan
Ju
ne 2
016
MIA
RC
Dev
elop
and
impl
emen
t ap
prop
riate
inte
rnal
con
trol
s
inte
rnal
con
trol
s
Inte
rnal
con
trol
sy
stem
s on
pla
ce
June
201
6 M
IARC
Your
G2B
trad
ing
part
ner
Simplyfying Trade Process for Kenyas Competitiveness32.
Stra
tegy
A
ctiv
ity
Expe
cted
Out
com
e O
utpu
t ind
icat
or
Tim
elin
e
Impl
emen
ting
A
ctor
Expe
nditu
re c
ontr
ol
Prep
are
depa
rtm
enta
l wor
k pl
ans
and
budg
ets
Incr
ease
d op
erat
iona
l
Dep
artm
enta
l wor
k pl
ans
and
budg
ets
in
plac
e
Ann
ually
H
OD
s
Impl
emen
t the
app
rove
d pl
ans
and
budg
ets
Incr
ease
d e
Im
pact
of a
nnua
l w
ork
plan
s an
d bu
dget
s
Ann
ually
H
OD
s
Pr
epar
e an
d im
plem
ent a
m
onito
ring
and
eval
uatio
n w
ork
plan
Exp
endi
ture
con
trol
M
& E
repo
rts
A
nnua
lly
MS&
P
Rese
arch
and
de
velo
pmen
t
Iden
tify
rese
arch
are
as a
cros
s th
e A
genc
y In
form
atio
n ba
sed
deci
sion
s
Are
as o
f res
earc
h
June
201
6 H
OD
s
Dev
elop
rese
arch
pla
n
Incr
ease
d e
Re
sear
ch p
lan
in
plac
e A
nnua
lly
HO
Ds
Und
erta
ke re
sear
ch a
nd
ding
s
Info
rmat
ion
base
d de
cisi
ons
Re
sear
ch re
port
s
A
nnua
lly
HO
Ds
Impl
emen
t the
rese
arch
re
com
men
datio
ns
ecis
ions
Im
pact
of d
ecis
ions
on
Ken
Trad
e op
erat
ions
Cont
inuo
us
HO
Ds
Your
G2B
trad
ing
part
ner
Simplyfying Trade Process for Kenyas Competitiveness33.
Obje
ctiv
e 5
.2: T
o en
sure
opt
imum
pro
duct
ivity
and
enh
ance
d se
rvic
e de
liver
y by
con
tinuo
usly
dev
elop
ing
the
hum
an
capi
tal o
f the
Age
ncy.
St
rate
gy
Act
ivit
y Ex
pect
ed O
utco
me
Out
put i
ndic
ator
Ti
mel
ine
Im
plem
enti
ng
Act
or
Inst
itutio
naliz
e th
e pe
rfor
man
ce
man
agem
ent
fram
ewo
rk
Dev
elop
per
form
ance
m
anag
emen
t pol
icy
Incr
ease
d uc
tivity
Pe
rfor
man
ce
man
agem
ent s
yste
m
in p
lace
Dec
embe
r 20
15
Man
ager
HR
&
Adm
in
Impl
emen
t per
form
ance
m
anag
emen
t sys
tem
In
crea
sed
uctiv
ity
rman
ce
appr
aisa
l D
ecem
ber
2016
M
anag
er H
R &
A
dmin
Dev
elop
a p
erfo
rman
ce b
ased
re
war
d an
d re
cogn
ition
sys
tem
Impr
oved
em
ploy
ee m
oral
e sa
tisfa
ctio
n
Reco
gniti
on re
war
d an
d sy
stem
in p
lace
D
ecem
ber
2016
M
anag
er H
R &
A
dmin
Impl
emen
tatio
n of
the
rew
ards
an
d re
cogn
ition
syst
em
Impr
oved
em
ploy
ee m
oral
e sa
tisfa
ctio
n
Empl
oyee
s re
war
ded
or
sanc
tione
d
Dec
embe
r 20
16
Man
ager
HR
&
Adm
in
Impl
emen
t eH
R po
licie
s
Iden
tify
the
gaps
in th
e H
R po
licy
man
ual
Best
pra
ctic
es in
HR
man
agem
ent
Gap
ana
lysi
s re
port
D
ecem
ber
2015
M
anag
er H
R &
A
dmin
Revi
ew th
e H
R po
licie
s
Best
pra
ctic
es in
HR
man
agem
ent a
dopt
ed
Rev
ised
HR
pol
icy
June
201
6 M
anag
er H
R &
A
dmin
Impl
emen
t the
revi
sed
HR
man
ual
Impr
oved
em
ploy
ee m
oral
e sa
tisfa
ctio
n
Leve
l of e
mpl
oyee
sa
tisfa
ctio
n
Cont
inuo
us
Man
ager
HR
&
Adm
in
Ensu
re o
pti
com
plem
ent b
y re
view
ing
the
orga
niza
tion
stru
ctur
e Id
entif
y H
R ga
ps b
ased
on
the
busi
ness
mod
el
Ade
quat
ely
reso
urce
d A
genc
y
ps a
naly
sis
repo
rt
June
201
6 M
anag
er H
R &
A
dmin
Des
ign
orga
niza
tion
stru
ctur
e
and
unde
rtak
e jo
b ev
alua
tion
O
ptim
al s
tals
at t
he
agen
cy
Revi
ewed
or
gani
zatio
n st
ruct
ure
Dec
embe
r 20
16
Man
ager
HR
&
Adm
in
Stre
ngth
en s
tca
paci
ty
Cond
uct T
rain
ing
Nee
ds
Ass
essm
ent (
TNA
) En
hanc
ed c
ompe
tenc
y le
vels
an
d pe
rfor
man
ce
TNA
repo
rt
A
nnua
lly
Man
ager
HR
&
Adm
in
Your
G2B
trad
ing
part
ner
Simplyfying Trade Process for Kenyas Competitiveness34.
Stra
tegy
A
ctiv
ity
Expe
cted
Out
com
e O
utpu
t ind
icat
or
Tim
elin
e
Impl
emen
ting
A
ctor
Dev
elop
and
impl
emen
t tr
aini
ng
prog
ram
mes
Enha
nced
com
pete
ncy
leve
ls
and
perf
orm
ance
Tr
aini
ng re
port
s
Trai
ning
eva
luat
ion
repo
rts
Cont
inuo
us
Man
ager
HR
&
Adm
in/
Trai
ning
co
mm
ittee
Enha
nce
empl
oyee
m
otiv
atio
n
Dev
elop
impl
emen
t em
ploy
ee w
elfa
re a
nd
prog
ram
me
otiv
atio
n an
d pr
oduc
tivity
W
elfa
re a
nd
ts
prog
ram
mes
in
plac
e
June
201
6
Man
ager
HR
&
Adm
in
Acq
uire
eno
ugh
osp
ace
and
prov
ide
nece
ssar
y
equi
pmen
t
Enha
nce
empl
oyee
co
mm
itmen
t and
en
gage
men
t sp
ace
Cont
inuo
us
Man
ager
HR
&
Adm
in
Cond
uct e
mpl
oyee
sa
tisfa
ctio
n &
wor
k en
viro
nmen
t sur
veys
Incr
ease
d em
ploy
ee
satis
fact
ion
Em
ploy
ee
satis
fact
ion
of
wor
k en
viro
nmen
t an
d su
rvey
repo
rts
Ann
ually
M
anag
er H
R &
A
dmin
Impl
emen
t re
com
men
datio
ns o
f th
e su
rvey
Incr
ease
d em
ploy
ee
satis
fact
ion
Le
vel o
f em
ploy
ee
satis
fact
ion
A
nnua
lly
Man
ager
HR
&
Adm
in
INSTITUTIONAL STRUCTIRE AND FUNCTION
To facilitate the effective and efficient execution of the Strategic Plan KenTrade will adopt the following structure and functions.
6.1 Board of DirectorsThe role of the BOD is to provide policy guidelines in discharging KenTrade’smandate. The responsibility of the Board is to establish and maintain full andeffective control over the strategic, financial, operational and compliance matters of the Agency. The Board establishes committees as appropriate to enable it fullfil itsmandate efficiently. During the planning period the following committees will assist the board in discharging its role:
i. Human Resource and Administration Committee; ii. Finance Committee; iii. Technical/Business Committee; and iv. Audit and Risk Committee
6.2 Office of the Chief Executive OfficerThe responsibility of the office of the CEO is providing leadership in themanagement of the Agency and implementation of the Agency’s long and short term plans in accordance with its strategy. In addition, the CEO ensures proper and efficient management of the Agency under the policy guidance of the Board.
6.3 Divisions and DepartmentsIn order to effectively implement the strategies and activities identified in thisStrategic Plan, the following organizational arrangement is in place:
i. Operations Division; and ii. Corporate Services Division.
The description of the functions of the divisions and departments are as follows:
CHAPTER SIX
Your G2B trading partner
Simplyfying Trade Process for Kenyas Competitiveness35.
6.3.1 Operations DivisionThis operations division has the following departments:-
a) Trade facilitation: The core functions of the department include: i. Coordination and formulation of trade facilitation policies and programmes in line with established corporate guidelines; ii. Coordination and direction of the Agency’s trade facilitation activities and programmes; iii. Supporting and providing customer service with responsibility to ensure that the Kenya TradeNet System is accessible all over the country; iv. Facilitating training of personnel on changes in regulations, policies and new trade systems; v. Liaising with stakeholder organisations that provide data on international trade and other information required; vi. Ensuring maintenance of accurate data and information on international trade; vii. Undertaking stakeholder capacity building on issues of international trade; and viii. Management of trade statistics.
b) ICT: The core functions of the department include:- i. Formulation and implementation of ICT policies and procedures; ii. Development, implementation and management of computerized information system; iii. Provision of ICT services to transform KenTrade into an automated work environment that supports efficient and effective service delivery; iv. Provision of appropriate information and guidance on emerging trends and best practices in ICT to enable KenTrade optimize usage of technology; v. Ensuring well-coordinated information dissemination systems with sufficient controls to capture and process data; vi. Conducting and coordinating of user training; vii. Maintenance of the KenTrade’s website; viii. Development and maintenance of the software and hardware; ix. Implementation, administration and maintenance of the network infra structure Including technology needs assessment and maintenance of network security; and x. Administration of corporate Information Management Systems (IMS).
Your G2B trading partner
Simplyfying Trade Process for Kenyas Competitiveness36.
c) Customer Service:The core functions of the department include: i. Formulating and implementing a customer service policy; ii. Implementing customer-service standards; iii. Ensuring efficient and prompt handling of all customers’ inquiries / com plaints whether relayed by phone, letter, e-mail or in person; iv. Provide system support to Kenya TradeNet System users through telephone, email or premise visits; v. Providing training to Kenya TradeNet System users on the business process and operations of the system; vi. Identify customer service trends, determine system improvements and implement desired change within agreed timelines; vii. Maintain detailed records of customer interactions and transactions, record details of inquiries, comments, complaints and of actions taken; viii. Determine customer service requirements by undertaking research and analysing custmer needs; ix. Ensuring that all relevant standards within the Customer Service department are met; and x. Creating and maintaining a positive, supportive, customer oriented environment for all clients.
6.3.2 Corporate DivisionThe Corporate Services Division has the following departments:-
a) Finance:The core functions of the department include: i. Development and review of financial policies and ensuring adherence to the same; ii. Implementation and maintenance of the financial system and sound internal controls; iii. Monitoring and advising on expenditure trends and projections to ensure controls are in place and adhered to; iv. Spearheading implementation of resource mobilisation initiatives and project proposals; and v. Monitoring financial expenditure trends and projections and preparing required feedback reports.
Your G2B trading partner
Simplyfying Trade Process for Kenyas Competitiveness37.
b) Human Resource Management and Administration:The core functions of the department include: i. Formulation and review of KenTrade’s administration policies and procedures; ii. Ensuring availability of competent and adequate personnel who are appropriately deployed; iii. Development of human resource management policies and procedures which reflect best practices for KenTrade’s effective performance; iv. Administration of staff remuneration and benefits; v. Ensuring compliance with labour laws and regulations; vi. Overseeing employee welfare; vii. Planning and directing human resource development, performance management and career development processes and programmes; viii. Preparing, implementing and controlling the Human Resource and administration budget; and ix. Enforcing safety and security procedures.
In addition, the Agency will have the following departments reporting directly to the CEO:
1) Procurement:The core functions of the department include: i. Development, implementation and enforcement of procurement policies and regulations in line with procurement laws and regulations; ii. Preparation and implementation in liaison with respective user departments, the organisation’s procurement plan in order to realise the set objectives; iii. Managing and advising on asset disposal as and when required; iv. Facilitating implementation of the procurement and tender committees’ decisions; v. Managing and monitoring contracts to ensure timely execution and renewals; vi. Monitoring all risks related to procurement and ensuring that appropriate controls are implemented to mitigate the risks;
Your G2B trading partner
Simplyfying Trade Process for Kenyas Competitiveness38.
Your G2B trading partner
2. Corporate Communication: The core functions of the department include: i. Execution of the media relations plans which are in line with the KenTrade’s strategic interests; ii. Identifying and implementing common themes to communicate KenTrade’s agenda; iii. Preparation of KenTrade’s documentaries and publications such as newsletters, calendars and articles in journals; iv. Management of the relationship with media houses; Development of materials for current social media networking platforms; and vi. Co-ordination of press releases and KenTrade image building activities. vii. Implement KenTrade’s CSR activities
3. Strategy and Planning: The core functions of the department include: i. Coordinate the implementation of departmental work plans and budgets; ii. Preparation, coordination and monitoring of the Agency’s strategic plan implementation; iii. Co-ordination with relevant organisations on issues of strategy and planning; iv. Preparation and coordination of issues relating to performance contract within the Agency; v. Overseeing effective periodic Monitoring, Evaluation and Reporting of the Agency’s activities as outlined in the Strategic Plan, Annual Work Plan and Performance Contract; vi. Manage the identification, design and implementation of Research and Development initiatives in support of the Agency’s mandate and Business Strategy. vii. Coordinate the implementation of the Quality Management System viii. Preparation of periodic and ad hoc reports for decision making; and ix. Identification of key corporate issues and partnerships for policy advocacy and planning.
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4. Legal Services:
The core functions of the department include:
i. Advising and ensuring compliance with legal and regulatory
requirements;
ii. Providing counsel on legal and legislative issues impacting on
KenTrade and trade facilitation;
iii. Taking custody of and ensuring safe keeping of legal documentation;
iv. Ensuring provision of professional, timely and objective legal services
to KenTrade;
v. Drafting of legal documents, leases and contracts;
vi. Undertaking research on various legal aspects and processes related to
the mandate of KenTrade; and
vii. Ensuring appropriate representation of KenTrade in all legal matters.
viii. Carry out Corporation Secretarial functions.
5. Risk and Internal Audit:
The department will report administratively to the CEO and functionally to the
Board through the Audit Committee. The core functions of the department
include:
i. Ensuring that the Agency’s risk management, internal controls, and
governance processes are adequate and functioning;
ii. Carrying out timely and continuous audits, verifying and monitoring of
financial transactions of KenTrade;
iii. Checking and reporting on organizational systems in place;
iv. Developing and implementing a risk management framework;
v. Vouching and monitoring expenditure;
vi. Carrying out investigations where necessary;
vii. Ensuring accuracy of internal management reports; and
viii. Ensuring compliance with relevant legislative or regulatory issues.
The institutional structure is depicted in the organogram presented in section 6.4.
Simplyfying Trade Process for Kenyas Competitiveness40.
Simplyfying Trade Process for Kenyas Competitiveness41.
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ing
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ner
6.4
K
ENTR
AD
E O
RG
AN
OG
RA
M
Ch
ief E
xecu
tive
Off
icer
Co
rpo
rati
on
Secr
etar
y an
d L
egal
Inte
rnal
A
ud
it, R
isk
and
Co
rpo
rate
C
om
mu
nic
atio
ns
Stra
tegy
&
P
lan
nin
g
Fi
nan
ce
Sup
po
rt S
ervi
ces
Pro
cure
men
t
Bo
ard
of
Dir
ecto
rs
Op
erat
ion
s
Trad
e Fa
cilit
atio
n IC
T
Cu
sto
mer
Se
rvic
e
Fig
ure
2: O
rgan
og
ram
Aff
airs
Co
mp
lian
ce
Hu
man
R
eso
urc
e &
Ad
min
Your G2B trading partner
Simplyfying Trade Process for Kenyas Competitiveness42.
MONITORING, EVALUATION AND REPORTING
CHAPTER SEVEN
7.1 Objectives of Monitoring, Evaluation and ReportingTo successfully implement this Strategic Plan, a monitoring, evaluation and reporting (ME&R) framework has been developed. The ME&R framework will enable the KenTrade to measure performance against set standards and evaluate the achievement of the set objectives.
The ME&R framework will involve preparation of annual work plans bydepartments. The work plans will be linked to the objectives, strategies and activities as contained in the implementation matrix. In addition, divisional/departmental work plans will be cascaded to individual work plans which will be linked to KenTrade’s performance management system.
7.2 Monitoring, Evaluation and Reporting FrameworkThe following ME&R framework will be put in place by KenTrade in order to enhance successful implementation of the Strategic Plan:
a) A management M&E committee to be established comprising of the Agency CEO, Heads of Divisions and Departments to oversee the implementation of the Strategic Plan. b) The M&E committee will hold monthly meetings to review the status of the Strategic Plan implementation as it relates to their respective divisions and departments. Monthly departmental progress reports shall be submitted and discussed during the meetings. In addition, areas requiring strategy change shall be identified and appropriate action taken. c) The M&E team will be reporting quarterly to the Board on the progress made towards the attainment of the objectives. d) The Strategic Plan will be reviewed annually so as to ensure that necessary changes in the objectives, strategy, activities etc (informed by new information regarding the Agency or the environment) are effected.
Your G2B trading partner
Simplyfying Trade Process for Kenyas Competitiveness43.
Note:The key performance indicators shown in section 7.4 will provide guidance on more objective review of the progress of the Strategic Plan implementation.
7.3 Accountability And Risk
7.3.1 AccountabilityThe key to successful implementation of a Plan is the efficient mobilization and timely deployment of resources as well as effective monitoring, evaluation and reporting of the entire process. To enhance implementation, the Agency shall:
i. Effectively communicate the plan to all staff and other stakeholders to ensure clarity of vision and purpose; ii. Assign and communicate roles and responsibilities to the various implementing actors; iii. Mobilize and allocate resources as per prioritized activities identified in the Plan; iv. Develop and communicate annual work plans for divisions, departments and individuals in line with the Strategic Plan; v. Ensure annual work plans are tied to budgetary provisions; and vi. Build staff capacity to implement the strategy as necessary.
7.3.2 Risk AnalysisImplementation of this Plan is prone to various risks among them, operational, financial, strategic and technological. The specific risks under each of these categories are outlined below:
7.3.2.1 Strategic Risks i. Some of the proposed programmes/activities may be opposed by some stakeholders. ii. Weak monitoring, evaluation and reporting framework may interfere with implementation of the Plan. iii. Political and economic instability may interfere with implementation of the Plan.
Your G2B trading partner
Simplyfying Trade Process for Kenyas Competitiveness44.
7.3.2.2 Operational Risks i. Loss of skilled manpower may interfere with implementation of the plan. ii. Lack of support from key stakeholders. iii. Inability to synchronize disbursement with work plans and procurement plans. iv. External and sometimes internal customers not understanding the operational procedures may hinder successful implementation.
7.3.2.3 Financial Risks i. Inadequate funding may affect the implementation of the Agency’s programmes. ii. Misappropriation of funds. iii. Lack of support by development partners.
7.3.2.4 Technological Risks i. Failure to equip the Agency with the relevant ICT equipment and systems. ii. Inability to manage information security. iii. The Agency not keeping pace with the rapid ICT changes. iv Resistance to adopt new technological changes by members of staff and stakeholders.
7.3.3 Mitigation, Monitoring and Reporting of RisksTo mitigate the effects of the above risks on this Plan, the Agency will imple-ment the following measures: i. Strategic-Effective implementation of programmes and sharing of successes and challenges. ii. Financial- Project-based allocation and prudent management of funds. iii. Operational-Put in place strategies to attract and retain qualified staff and outsource non-core activities. iv. Technological-keep abreast with changes in technology, undertake regular trainingof staff on ICT and upgrading of equipment in accordance with ICT trends. V. Enhancing ME&R for early detection & management of any risk.
Simplyfying Trade Process for Kenyas Competitiveness45.
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7.4 PROJECTED KEY PERFORMANCE INDICATORS Table 3 shows the projected key performance indicators. Table 3: Key Performance indicators
Indicator
2014/15 2015/16 2016/17 2017/18 2018/19 2019/20
Baseline Target Kenya TradeNet Systemsuptime.
99.982% 99.982% 99.982% 99.982% 99.982% 99.982%
Cargo clearance time for Imports at Mombasa
4.5 days 4.5 days 4 days 3.5 days 3 days 2.5 days
Cargo clearance time at airports
2.5 days 2.5 days 2 days 1.5 days 1 day 1 day
Cargo clearance time at border points
1.5 days 1.5 days 1.5 days 1 day 1 day 0.5 day
Cargo clearance time for Exports
4.5 days 4 days 4 days 3 days 2.5 days 1 day
% reduction in cost of doing business across borders
2% 2% 2% 2% 2%
Customer Satisfaction Index
74% 77% 80% 83% 86% 89%
Employee satisfaction 58% 60% 64% 67% 70% 73%
Implementation of the Customer Service Charter
50% 80% 90% 100% 100%
Stakeholder awareness at the Port community
70% 100% 100% 100% 100%
Utilization of the CRM System
50% 100% 100% 100% 100%
Proportion of budgetary resources internally generated. 0% 0% 5% 10% 15% 20%
Employee capacity and performance 30% 30% 40% 50% 60% 70%
Your
G2B
trad
ing
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ner
Simplyfying Trade Process for Kenyas Competitiveness46.
APP
END
IX: T
EMPL
ATE
FO
R ST
RATE
GY
IMPL
EMEN
TATI
ON
PRO
GRE
SS R
EVIE
W
O
bjec
tive
St
rate
gy
Key
perf
orm
ance
in
dica
tors
Ta
rget
2015
/16
20
16/1
7
2017
/18
20
18/1
9
2019
/20
Financial
To ra
ise
inte
rnal
ly
gene
rate
d fu
nds t
o ce
at l
east
20%
of
the
Agen
cy’s
oper
atin
g bu
dget
by
year
202
0
Intr
oduc
e ne
w p
rodu
cts a
nd
serv
ices
. Pr
oduc
ts/S
ervi
ces
Dev
elop
and
impl
emen
t a
busi
ness
pric
ing
mod
el.
Prop
ortio
n of
bu
dget
ary
reso
urce
s in
tern
ally
gen
erat
ed.
0%
5%
10%
15
%
20%
En
hanc
e vi
sibi
lity
and
corp
orat
e im
age
Sens
itiza
tions
ca
mpa
igns
Customer
To in
crea
se q
ualit
y a
nd
timel
ines
s of s
ervi
ce
deliv
ery
to
stak
ehol
ders
by
3%
annu
ally
from
the
curr
ent b
asel
ine
of
74%
.
Enha
nce
cust
omer
sa
tisfa
ctio
n
Cust
omer
Sat
isfa
ctio
n In
dex
74
%
77%
80
%
83%
84
%
Num
ber o
f day
s tak
en
to re
solv
e cu
sto m
er
issu
es
7 da
ys
7 da
ys
7 da
ys
7 da
ys
7 da
ys
Benc
hmar
king
with
the
indu
stry
for b
est p
ract
ices
.
Org
anis
atio
ns v
isite
d
Enha
nce
CS&C
C st
a
capa
city
Im
plem
enta
tion
of th
e Cu
stom
er S
ervi
ce
Char
ter
50%
80
%
90%
10
0%
100%
Enha
nce
com
mun
icat
ion
to
stak
ehol
ders
St
akeh
olde
r aw
aren
ess
at th
e Po
rt c
omm
unity
.
70%
10
0%
100%
10
0%
100%
Customer
To m
aint
ain
at le
ast
99.9
82%
ava
ilabi
lity
of
the
Keny
a Tr
adeN
et
Syst
em.
Set u
p th
e Ke
nya
Trad
eNet
Sy
stem
Sec
onda
ry h
ostin
g si
te.
Keny
a Tr
adeN
et
Syst
em u
ptim
e 99
.98%
99
.98%
99
.98%
99
.98%
99
.98
%
Set u
p th
e Ke
nya
Trad
eNet
Sy
stem
Dis
aste
r Rec
over
y ho
stin
g si
te.
Ope
ratio
nal d
isas
ter
reco
very
site
Ap
prov
ed
spec
i�ca
tions
Cont
ract
in
plac
e D
R si
te in
pl
ace
D
R si
te in
pl
ace
DR
site
in
plac
e
Pers
pect
ive
Your
G2B
trad
ing
part
ner
Simplyfying Trade Process for Kenyas Competitiveness47.
O
bjec
tive
St
rate
gy
Key
perf
orm
ance
in
dica
tors
Ta
rget
2015
/16
20
16/1
7
2017
/18
20
18/1
9
2019
/20
Dev
elop
and
impl
emen
t the
se
cond
gen
erat
ion
Keny
a Tr
adeN
et s
yste
m.
Seco
nd g
ener
atio
n Ke
nya
Trad
eNet
sy
stem
im
plem
enta
tion.
A
ppro
ved
conc
ept
docu
men
t
App
rove
d sy
stem
ns
Seco
nd
Gen
erat
ion
syst
em in
pl
ace
Seco
nd
Gen
erat
ion
syst
em in
pl
ace
Repl
ace
the
Keny
a Tr
adeN
et
Prim
ary
host
ing
Infr
astr
uctu
re.
Keny
a Tr
adeN
et
Prim
ary
host
ing
Infr
astr
uctu
re
repl
aced
.
Re
plac
eme
nt s
yste
m in
pl
ace
Repl
acem
ent
sys
tem
in
plac
e
Repl
ace
the
Keny
a Tr
adeN
et
Seco
ndar
y ho
stin
g In
fras
truc
ture
.
Keny
a Tr
adeN
et
Seco
ndar
y ho
stin
g In
fras
truc
ture
re
plac
ed.
Repl
acem
ent
sys
tem
in
plac
e
To fa
cilit
ate
redu
ctio
n of
car
go c
lear
ance
tim
e fr
om 4
.5 to
one
day
by
2020
and
redu
ctio
n of
co
st o
f doi
ng b
usin
ess
acro
ss b
orde
rs b
y at
le
ast 1
0% b
y 20
20
Full
oper
atio
nalis
atio
n of
th
e Ke
nya
Trad
eNet
. Ca
rgo
clea
ranc
e tim
e fo
r Im
port
s at
M
omba
sa
4.5
days
4.
5 da
ys
4 da
ys
3.5
days
3
days
Inte
grat
e th
e Ke
nya
Trad
eNet
Sys
tem
with
st
akeh
olde
r sys
tem
s.
Carg
o cl
eara
nce
time
for E
xpor
ts
4 da
ys
4 da
ys
3.5
days
3
days
3
days
Impl
emen
t a p
aper
less
en
viro
nmen
t.
% R
educ
tion
in c
ost
of
doin
g bu
sine
ss a
cros
s bo
rder
s
2%
2%
2%
2%
2%
Impl
emen
t the
e-T
rade
Po
rtal
. N
umbe
r of u
sers
of t
he
port
al
A
ppro
ved
conc
ept
docu
men
ts
No.
of
busi
ness
pr
oces
ses
map
ped
No.
of
busi
ness
pr
oces
ses
map
ped
No.
of
busi
ness
pr
oces
ses
map
ped
Internal processes
To in
crea
se o
pera
tiona
l se
rvic
e de
liver
y by
202
0
Impr
ove
busi
ness
pro
cess
es
Full
utili
zatio
n of
the
CRM
Sys
tem
50
%
100%
10
0%
100%
10
0%
Enha
nce
use
of IC
T ba
sed
solu
tions
A
ppro
pria
te p
olic
ies
and
proc
edur
es
impl
emen
ted
100%
im
plem
enta
tion
100%
im
plem
enta
tion
100%
im
plem
enta
tion
100%
im
plem
enta
tion
100%
im
plem
enta
tion
Pers
pect
ive
Your
G2B
trad
ing
partn
er
48.
O
bjec
tive
St
rate
gy
Key
perf
orm
ance
in
dica
tors
Ta
rget
2015
/16
20
16/1
7
2017
/18
20
18/1
9
2019
/20
Stre
ngth
en ri
sk
man
agem
ent a
nd in
tern
al
cont
rols
Com
plia
nce
to
stan
dard
s 10
0%
100%
10
0%
100%
10
0%
Expe
nditu
re c
ontr
ol
Budg
ets o
verr
uns
Non
e N
one
Non
e N
one
Non
e
Rese
arch
and
dev
elop
men
t Re
sear
ch re
port
s
To h
ave
appr
opria
te
lega
l and
Cor
pora
te
Gove
rnan
ce
fram
ewor
ks in
pla
ce b
y 20
20.
Faci
litat
e th
e en
actm
ent o
f th
e Ac
t and
nat
iona
l pa
ymen
t gat
eway
regu
latio
n
Act o
f par
liam
ent i
n pl
ace
Dra
ft bi
ll
Dra
ft N
PG
regu
latio
n in
pla
ce
Faci
litat
e ha
rmon
izat
ion
of
g le
gisla
tions
Re
leva
nt A
cts R
evise
d
g
legi
slatio
n ha
rmon
ized
Com
plia
nce
with
goo
d co
rpor
ate
gove
rnan
ce a
nd
Mw
ongo
zo g
uide
lines
Com
plia
nce
with
goo
d co
rpor
ate
gove
rnan
ce
prac
tices
100%
10
0%
100%
10
0%
100%
Learning and growth
To e
nsur
e op
timum
pr
oduc
tivity
and
en
hanc
ed se
rvic
e de
liver
y by
co
ntin
uous
ly
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lopi
ng th
e hu
man
ca
pita
l of t
he A
genc
y
Inst
itutio
naliz
e th
e pe
rform
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man
agem
ent
fram
ewor
k.
Empl
oyee
per
form
ance
ra
ting
PMS
in
plac
e
Impl
emen
ve H
R po
licie
s Em
ploy
ee sa
tisfa
ctio
n
Ga
p an
alys
is re
port
Revi
sed
HR
polic
ies
Ensu
re o
ptim
al st
aco
mpl
emen
t by
revi
ewin
g th
e or
gani
zatio
nal s
truc
ture
.
orga
niza
tion
stru
ctur
e
anal
ysis
Re
view
ed
stru
ctur
ed
in p
lace
Stre
ngth
eca
paci
ty
Empl
oyee
co
mpe
tenc
e/sk
ills
TNA
repo
rt
trai
ning
tr
aini
ng
TNA
repo
rt
trai
ning
tr
aini
ng
Enha
nce
empl
oyee
M
otiv
atio
n
Empl
oyee
satis
fact
ion
58
%
64%
67
%
70%
73
%
Pers
pect
ive
Simplyfying Trade Process for Kenyas Competitiveness
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We are located at:Nairobi: Embankment Plaza, Ground Floor, Longonot Rd - Upper HillMombasa: Jubilee Arcade Building 3rd Floor, Moi Avenue
Opening Hours 020-4965000
0709 950 000
P.O. Box 36943-00200, Nairobi, Kenya
www.kentrade.go.ke
0730 150 000
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OUR CONTACTS