Combinepdf

Republic of Kenya
MINISTRY OF LABOUR AND SOCIAL PROTECTION
STRATEGIC PLAN 2018-2022

Ministry of Labour and Social Protection
Vision “A competitive workforce, empowered and inclusive communities”
Mission “To promote decent work and protection of vulnerable groups”
• Child-friendly
• Inclusivity
Core Values • Productive Labour
• Highest occupational safety and health standards
• Sensitivity to vulnerable groups
Social Security House, Eastern Wing Block “A”, 8th Floor, Bishops
🏢
Road
PO Box 40326 – 00100, Nairobi
✉
info@labour.go.ke
☏ +254-20-2729800 | Fax: +254-20-2726497
Website www.labour.go.ke
@LabourSPKE
ii Strategic Plan 2018-2022

FOREWORD
This Strategic Plan ushers in an important

phase in the life of the Ministry of Labour
and Social Protection. It sets the Ministry’s
Agenda for the next five years covering the
period 2018-2022 and will be the benchmark
upon which the Ministry’s performance will
be evaluated at the end of the period. The Plan
has been developed with due cognizance of
the Ministry’s past performance, an assessment
of its current operating environment and with
a sharp focus on its future. It is a product
of wide stakeholder consultations, both
internally and externally.
The Strategic Plan is aligned to the Constitution,

Third Medium Term Plan (MTP) 2018-2022
of Kenya Vision 2030 and the Government’s
‘Big Four’ Agenda. The theme of the Third
MTP is – Transforming Lives: Advancing
socio-economic development through the ‘Big Four’. The Ministry will play its role as an Enabler
of the Third MTP and the “Big Four” Agenda which is anchored on the pillars of: increasing
manufacturing; food and nutrition security for all; universal healthcare; and affordable housing
for all. The Plan has further been aligned to the Sustainable Development Goals (SDGs), Africa’s
Agenda 2063 and relevant international conventions to which Kenya is a signatory.
The Labour and Social Protection sectors are increasingly becoming critical in the development
process especially as the world in general and Kenya in particular grapple with the challenges of
unemployment, vulnerability, poverty and inequalities. Labour ministries the world over are looked
upon to provide innovative solutions to unemployment and address emerging issues facing workers,
employers and governments. At the same time, while the economic development process brings
with it the benefits of prosperity for many, these have not been shared equitably within populations.
Ministries in charge of social protection are therefore expected to come up with programmes that
enable communities to mobilize and play their part in development, and ensure that vulnerable
members of society are protected from abuse, neglect, exploitation and extreme poverty.
The Labour and Employment sector in Kenya is facing a number of major challenges which need to
be addressed. These include: high levels of unemployment, especially amongst the youth; increased
industrial strikes in the public sector, particularly in the essential services; weakening capacity
of institutions of social dialogue and inspectorates; uncoordinated foreign employment; skills
mismatch; and low productivity and competitiveness. In the Social Protection sector, the country
faces the challenges of: weak community organization and participation; abuse and violation of
the rights of children, older persons and Persons With Disabilities (PWDs); and increasing demand
for social assistance by poor and vulnerable persons and households.
Ministry has formulated various initiatives and programmes aimed at addressing these challenges
as elaborated in this Strategic Plan. The highlights of these are: establishment of an Alternative
Dispute Resolution (ADR) mechanism for employment and labour related disputes; enhancing
inspections and surveillance of the working environment and workers’ health; strengthening the
Strategic Plan 2018-2022 iii

national Labour Market Information System (LMIS); productivity improvement in strategic sectors;
facilitation of sustainable employment opportunities; strengthening management and coordination
of labour migration and foreign employment; strengthening systems for effective delivery of social
development interventions; prevention and protection of children and promotion of Alternative
Family Care; promoting sustainable financing options for social protection; and enhancing efficiency
in the delivery of Cash Transfers.
I wish to recognize the support and efforts of our partners and stakeholders in ensuring that the
Ministry’s programmes are effectively implemented. From our Social Partners, Development Partners,
Government Ministries, Departments and Agencies (MDAs), Non-Governmental Organizations
(NGOs), beneficiaries and the general public, your continued support to this Ministry is very
much appreciated. The level of success in implementing the initiatives and programmes in this
Strategic Plan is dependent upon strengthening the collaborations we have built over the years
while establishing new ones especially in key emerging areas. I therefore call upon all our partners
and stakeholders to walk with the Ministry through this five-year journey and beyond as we all
seek to serve this great Nation.
On behalf of the staff of the Ministry, I pledge to provide the guidance necessary to steer the
implementation process to its desired conclusion. The Ministry will take the lead role in this process
and my office in particular will play a facilitating role in a transparent and accountable manner.
Together, we will build a vibrant and adaptive Labour and Social Protection sectors for Kenya.
Hon. (Amb.) Ukur K. Yatani

Cabinet Secretary, Ministry of Labour and Social Protection
iv Strategic Plan 2018-2022

PREFACE
Eng. Peter K Tum, O.G.W. Nelson Marwa Sospeter, E.B.S.
The Ministry of Labour and Social Protection has developed this Strategic Plan which will be its
blueprint for implementing activities, programmes and projects for the period 2018-2022. The
vision for this Plan is to realize a competitive workforce, empowered and inclusive communities
through promotion of decent work and protection of vulnerable groups.
Six Key Results Areas (KRAs) have been identified in this Strategic Plan. These are: Best Labour
Practices; Manpower Planning, Development, Employment and Productivity Promotion; Community
Empowerment, Social Protection and Development; Care and Support Services to Children;
Leadership and Integrity (Governance); and Policy Coordination and Capacity Building. They are
the priority areas of focus for achievement of results by the Ministry during the Plan period.
The Plan provides an Implementation Matrix which outlines key strategies and activities to be
implemented. Each activity has an output(s), performance indicator(s) for measuring results, a
specific timeframe and a budget estimate for each year of implementation. It also has a Results
Matrix with outputs and targets for each of the financial years of the implementation period. The
Results Matrix will be the basis of monitoring and reporting for this Plan.
Realization of results across each of the six Key Results Areas (KRAs) outlined above not only
requires resources but also the right frame of attitudes from all those involved in the implementation
process. The Ministry will continue to transform the way staff in implementing departments and
units conduct their business in order to deliver results. Already, this Plan outlines strategies and
activities that promote innovative ways of building capacity, streamlining operations, improving
service delivery and delivering expected results.
As a public institution charged with delivering services to Kenyans, the Ministry will strive to
ensure the highest levels of governance in its operations. Every department will be expected to
exercise transparency and accountability in the utilization of the resources it is responsible for.
Management of the Ministry’s assets across the country will also be streamlined to achieve value
for money, address shortages and avoid wastages.
Development of this Strategic Plan is a result of extensive stakeholder consultations, technical

committee meetings and other forums. The Plan will be cascaded to departmental levels and will
inform the budgeting process, development of Annual Work Plans, Performance Contracts, and
individual performance appraisal. Successful implementation of this plan will therefore require
high level coordination and dedicated personal drive by Ministry staff at all levels.
Strategic Plan 2018-2022 v

On behalf of the State Departments for Labour and Social Protection, we would foremost wish to
express our deep gratitude to the Cabinet Secretary for the policy guidance provided throughout
the process, facilitation of workshops and provision of various resources critical to the strategic
planning process. We further wish to thank the Chief Administrative Secretary of the Ministry
for valuable inputs into the document and for the continued support to the Technical Team.
Sincere gratitude also goes to all the Heads of Department (HoDs) for their valuable technical
guidance and support to their respective staff who participated in developing this Plan and the
Heads of the Central Planning and Monitoring Units (CPMUs) for their coordination of the whole
process. Special thanks go to the Technical Team which was actively involved in the process
of developing the Plan for their time, inputs and quality assurance to ensure that we have a
document that meets acceptable standards.
To our Social Partners, Development Partners and other stakeholders, we say a big thank you
for your continued support in various forms and through the different programmes in the State
Department. To everyone else who was involved in the process of the preparation of this Plan,
thank you for your valuable inputs.
Principal Secretary Principal Secretary

State Department for Labour State Department for Social Protection
vi Strategic Plan 2018-2022

Table of Contents
FOREWORD________________________________________________________________ III
PREFACE____________________________________________________________________V
ACRONYMS AND ABBREVIATIONS_____________________________________________ XI
EXECUTIVE SUMMARY______________________________________________________ XVI
1. CHAPTER ONE: INTRODUCTION__________________________________________ 1
1.0 Overview................................................................................................................1
1.1 Background...........................................................................................................1
1.2 Mandate of the Ministry.........................................................................................1
1.3 Global, Regional and National Development Challenges..........................................2

1.3.1 Global challenges.................................................................................................2
1.3.2 Regional Challenges..............................................................................................3
1.4 National Challenges. .............................................................................................4
1.5 The Ministry’s Role in the National Development Agenda. ........................................6

1.5.1 The Constitution...................................................................................................6
1.5.2 Kenya Vision 2030................................................................................................6
1.5.3 The Third Medium Term Plan 2018-2022..............................................................6
1.5.4 The “Big Four” Agenda.........................................................................................7
1.5.5 Sustainable Development Goals (SDGs)...............................................................7
1.5.6 Agenda 2063........................................................................................................7
1.5.7 Other national and international obligations.........................................................7
2. CHAPTER TWO: SITUATION ANALYSIS_____________________________________ 9
2.0 Overview................................................................................................................9
2.1 Review of the Ministry Strategic Plan 2013-2017....................................................9

2.1.1 Milestones and Key Achievements for 2013-2017.................................................9
Strategic Plan 2018-2022 vii

2.1.2 Gaps in Implementation......................................................................................14
2.1.3 Challenges in the implementation of the Strategic Plan 2013-2017.....................15
2.1.4 Lessons Learnt.....................................................................................................18
2.2 Environmental Scan..............................................................................................19

2.2.1 Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis...................19
2.2.2 Stakeholder Analysis...........................................................................................23
3. CHAPTER THREE: STRATEGIC MODEL____________________________________ 28
3.0 Overview..............................................................................................................28
3.1 Vision Statement, Mission and Core Values. ...........................................................28

3.1.1 Vision..................................................................................................................28
3.1.2 Mission...............................................................................................................28
3.1.3 Core Values.........................................................................................................28
3.2 Key Result Areas (KRAs)........................................................................................28
3.3 Strategic Challenges, Objectives and Strategies. .....................................................29
4. CHAPTER FOUR: IMPLEMENTATION AND
COORDINATION FRAMEWORK__________________________________________ 37
4.0 Overview..............................................................................................................37
4.1 Structure of the Ministry. ....................................................................................37

4.1.1 Functions of Departments and Units...................................................................39
4.1.2 Functions of Regulatory Bodies...........................................................................44
4.2 Staff Establishment. ..............................................................................................46

4.2.1 Administration and Support Services Staffing Levels............................................47
4.2.2 Technical Departments’ Staffing Levels................................................................47
4.2.3 Summary of Staffing Levels..................................................................................48
4.3 Human Resource Development Strategies. ..............................................................48
4.4 Financial Resources..............................................................................................52

4.4.1 Financial Resources Requirements......................................................................52
4.4.2 Expected Resources for 2018-2022.....................................................................53
4.4.3 Resource Gaps....................................................................................................53
viii Strategic Plan 2018-2022

4.4.4 Resource Mobilization Strategies.........................................................................53
4.5 Risk Analysis and Mitigation Measures...................................................................54
5. CHAPTER FIVE: MONITORING, EVALUATION
AND REPORTING______________________________________________________ 56
5.0 Overview..............................................................................................................56
5.1 Monitoring..........................................................................................................56
5.2 Evaluation...........................................................................................................57
5.3 Review of the Strategic Plan. ................................................................................57
ANNEX I: IMPLEMENTATION MATRIX FOR 2018-2022_____________________________ 58
ANNEX II: MONITORING AND EVALUATION/ RESULTS MATRIX FOR 2018-2022_______ 97
Strategic Plan 2018-2022 ix

List of Tables
Table 1: SWOT Analysis. ...............................................................................................19
Table 2: PESTEL Analysis. ..............................................................................................21
Table 3: Stakeholder Analysis.........................................................................................23
Table 4: Strategic Challenges, Objectives and Strategies...................................................29
Table 5: Top Management Staffing Levels........................................................................47
Table 6: Administration and Support Services Staffing Levels............................................47
Table 7: Technical Departments’ Staffing Levels...............................................................47
Table 9: Staff Training Needs.........................................................................................48
Table 10: Financial Resources Requirements....................................................................52
Table 11: Expected Resources for 2018-2022..................................................................53
Table 12: Resource Gaps................................................................................................53
Table 13: Risk Analysis...................................................................................................54
List-Figures
.Figure 1: Organizational Structure of Ministry of Labour and Social Protection...........38
x Strategic Plan 2018-2022

ACRONYMS AND ABBREVIATIONS
AAC Area Advisory Council

ACRWC African Charter on the Rights and Welfare of the Children
Admin. Administration
ADR Alternative Dispute Resolution
AFC Alternative Family Care
AG Attorney General
AGA Autonomous Government Agency
AIE Authority to Incur Expenditure
APIs Application Programming Interfaces
ASAL Arid and Semi-Arid Lands
BCP Business Continuity Plan
BIC Budget Implementation Committee
BOHS Basic Occupational Health Services
BOS Beneficiaries Outreach Strategy
BSA Bio-Safety Authority
BWCs Beneficiary Welfare Committees
CBAs Collective Bargaining Agreements
CBR Community Based Rehabilitation
CCIs Charitable Children’s Institutions
CCTP Consolidated Cash Transfer Programme
CCTV Closed Circuit Television
CD-MIS Community Development Management Information System
CoG Council of Governors
CoP Community of Practice
CPiE Child Protection in Emergencies
CPIMS Child Protection Information Management System
CPMU Central Planning and Monitoring Unit
CSACs Constituency Social Assistance Committees
CTiP Counter-Trafficking in Persons
CT-OVC Cash Transfer to Orphans and Vulnerable Children
CWSK Child Welfare Society of Kenya
DAC Day of the African Child
DCS Department of Children’s Services
DfID Department for International Development
DoL Department of Labour
DOSHS Directorate of Occupational Safety and Health Services
DP Development Partner
DRS Disaster Recovery Strategy
DSD Department of Social Development
EAC East African Community
EFC Error, Fraud and Corruption
ELRC Employment and Labour Relations Court
E-ProMIS Electronic Project Management Information System
FKE Federation of Kenya Employers
Strategic Plan 2018-2022 xi

G&CM Grievance and Case Management

GCI Global Competitiveness Index
GDP Gross Domestic product
GoK Government of Kenya
HAI Help Age International
HIV/AIDs Human Immunodeficiency Virus/ Acquired Immune Deficiency Syndrome
HoDs Heads of Department
HRM&D Human Resource Management and Development
HSNP Hunger Safety Net Programme
HTM Harmonized Targeting Methodology
ICPAK Institute of Certified Public Accountants of Kenya
ICT Information and Communication Technology
ICTA ICT Authority
IDS-UoN Institute of Development Studies-University of Nairobi
IEC Information, Education and Communication
IHRDS Integrated Human Resource Development Strategy
ILO International Labour Organization
IOM International Organization for Migration
IPRS Integrated Population Registration System
IRC Industrial Rehabilitation Centre
ISCO International Standard for Classification of Occupations
ISIC International Standard for Industrial Classification
ISMS Information Security Management System
ITAP Industrial Training Attachment Portal
JAWS Job Access with Speech
JICA Japan International Co-operation Agency
JOA Job Opportunity Analysis
KAM Kenya Association of Manufacturers
KEPTAP Kenya Petroleum Technical Assistance Project
KeSIC Kenya National Standard for Industrial Classification
KICD Kenya Institute for Curriculum Development
KIHBS Kenya Integrated Household Budget Survey
KLMIS Kenya Labour Market Information System
KLRC Kenya Law Reform Commission
KNBS Kenya National Bureau of Statistics
KNCCI Kenya National Chamber of Commerce and Industry
KNLS Kenya National Library Services
KNOCS Kenya National Occupational Classification Standards
KRAs Key Result Areas
KSEIP Kenya Social and Economic Inclusion Project
KSG Kenya School of Government
LFS Labour Force Survey
LMI Labour Market Information
LMIS Labour Market Information System
M&E Monitoring and Evaluation
xii Strategic Plan 2018-2022

MCDAs Ministries, County Governments, Departments and Agencies

MDAs Ministries, Departments and Agencies
METI/JPC Ministry of Economy, Trade and Industry/ Japan Productivity Corporation
MFIs Micro Finance Institutions
MHRMAC Ministerial Human Resource Management Advisory Committee
MIS Management Information System
ML&SP Ministry of Labour and Social Protection
MoE Ministry of Education
MoH Ministry of Health
MoU Memorandum of Understanding
MPMC Ministerial Performance Management Committee
MPSYG Ministry of Public Service, Youth and Gender
MRA Mutual Recognition Agreement
MSEA Micro and Small Enterprise Authority
MSK Marketing Society of Kenya
MTEF Medium Term Expenditure Framework
MTP Medium Term Plan
NA National Assembly
NACC National Aids Control Council
NACOSH National Council for Occupational Safety and Health
NCA National Children Assembly
NCA National Construction Authority
NCCS National Council for Child Services
NCPWD National Council for Persons With Disabilities
NDMA National Drought Management Authority
NEA National Employment Authority
NGO Non-Governmental Organization
NHIF National Hospital Insurance Fund
NHRPD National Human Resource Planning and Development
NICHE Nutrition Improvement through Cash and Health Education
NITA National Industrial Training Authority
NLB National Labour Board
NMC National Manpower Council
NMDC National Manpower Development Committee
NMS National Manpower Survey
NOCS National Occupational Classification Standard
NOQF National Occupational Qualifications Framework
NPA National Plan of Action
NPC National Productivity Council
NPCC National Productivity and Competitiveness Centre
NPOPA National Policy on Older Persons and Ageing
NRB National Registration Bureau
NSDC National Skills Development Committee
NSSF National Social Security Fund
NT National Treasury
Strategic Plan 2018-2022 xiii

NTOQA National Trades and Occupations Quality Assurance

OPCT Older Persons Cash Transfer
OQF Occupational Qualifications Framework
OSH Occupational Safety and Health
OSHICA Occupational Safety and Health Injury Compensation Authority
OVC Orphans and Vulnerable Children
PAYE Pay As You Earn
PBB Programme Based Budget
PBS Presidential Bursary Scheme
PCU Public Communication Unit
PIBS Programme Implementation and Beneficiaries Satisfaction
PIC Project Implementation Committee
P-PESTEL Policy, Political, Economic, Social, Technological, Environmental and Legal
PPR Programme Performance Review
PS Principal Secretary
PSCK Public Service Commission of Kenya
PSPs Payment Service Providers
PWDs Persons With Disabilities
PWSD-CT Persons With Severe Disabilities – Cash Transfer
RPL Recognition of Prior Learning
RTU Registrar of Trade Unions
SAGAs Semi-Autonomous Government Agencies
SAU Social Assistance Unit
SCAC State Corporation Advisory Committee
SCMU Supply Chain Management Unit
SDGs Sustainable Development Goals
SDL State Department for Labour
SFRTF Street Families and Rehabilitation Trust Fund
SIA Social Impact Audits
SIR Social Intelligence Reporting
SME Small and Medium Enterprises
SP Social Protection
SPAS Staff Performance Appraisal System
SPS Social Protection Secretariat
SR Single Registry
SSC Sector Skills Council
STI Science Technology and Innovation
STLI Survey of Training in Local Institutions
SWOT Strengths, Weaknesses, Opportunities and Threats
TNA Training Needs Assessment
ToTs Training of Trainers
TSPs Technical Service Providers
TVET Technical and Vocational Education and Training
UAE United Arabs Emirates
UNCRC United Nations Convention on the Rights of Children
xiv Strategic Plan 2018-2022

UNCRPD United Nations Convention on the Rights of Persons with Disabilities

UNICEF United Nations International Children Education Fund
VAC Violence Against Children
VRCs Vocational Rehabilitation Centres
WB World Bank
WEF World Economic Forum
WIC Work Injury Compensation
WIND Work Improvement Neighbourhood Development
Strategic Plan 2018-2022 xv

EXECUTIVE SUMMARY
Overview: This is the fourth generation of the Ministry’s Strategic Plan covering the period
between the 2018/19 and 2022/23 Financial Years. It has been aligned to the Ministry’s operational
environment and the national development agenda as espoused in the Constitution, Kenya Vision
2030 and its Third Medium Term Plan (MTP) 2018-2022, the Government’s Big Four Agenda,
Sustainable Development Goals (SDGs) Agenda 2063 and other regional and international obligations
to which Kenya is a signatory. The Strategic Plan has been developed through a participatory
process involving the Ministry’s leadership, staff, partners and stakeholders. This participatory
approach has been useful in enriching the document and getting ownership which will improve
the implementation process.
Strategic Framework: The Ministry’s strategic framework is primarily elaborated in its Vision,
Mission and Core Values. It is further anchored on Key Result Areas which are the pillars along
which results will be pursued and reported, and their Strategic Objectives.
Vision: “A competitive workforce, empowered and inclusive communities”
Mission: “To promote decent work and protection of vulnerable groups”
Core Values:
• Child-friendly
• Inclusivity / inclusiveness
• Productive Labour
Key Result Areas (KRAs)

Six Key Results Areas (KRAs) have been identified, which if fully implemented, will contribute
to enhancement of the competitiveness of the country’s workforce, empowered and inclusive
communities. These areas of focus are;
i. Best Labour Practices;

ii. Manpower Planning, Development, Employment and Productivity Promotion;
iii. Community Empowerment, Social Protection and Development;
iv. Care and Support Services to Children;
v. Leadership and Integrity (Governance); and
vi. Policy Coordination and Capacity Building.
Strategic Objectives
i. To inculcate a safety and health culture in workplaces;
ii. To promote harmonious labour relations, social dialogue and fair labour practices;
xvi Strategic Plan 2018-2022

iii. To provide policy guidance on national human resource planning, development and
utilization;
iv. To promote productivity and enhance competitiveness;
v. To ensure adequate supply of relevant skills to industry;
vi. To develop, implement and review labour market policies, legislation and programmes
for employment and sustainable job creation;
vii. To empower individuals, families, groups and communities for improved livelihoods;
viii. To improve the livelihoods of poor and vulnerable members of society;
ix. To improve coordination and linkages in delivery of social protection interventions by
actors in Kenya;
x. To coordinate rescue, rehabilitation and reintegration of street families;
xi. To realize and safeguard the rights and welfare of all children;
xii. To enhance efficiency, equity, transparency and accountability in results-based service
delivery; and
xiii. To improve service delivery and coordination of Ministry functions, programmes and
activities.
Implementation Framework: A new structure of the Ministry has been developed taking into
cognizance Executive Order No. 1, June 2018 (Revised) on Organization of the Government of
the Republic of Kenya. The Strategic Plan specifically outlines the structure of the Ministry’s top
leadership, and the two state departments; Labour and Social Protection, and the state corporations
under them. The Ministry’s staff establishment and training needs are also outlined.
Financial Resources: The strategic objectives under the six Key Result Areas (KRAs) will be achieved
through various strategies and activities as outlined in Implementation Matrix (Annex I). The
financial resources required for implementing them are outlined in the matrix. The total amount
required for the period 2018-2022 (as outlined in Table 10) is KSh. 211.528 Billion. The financial
resources expected to be generated from internal and external sources over the same period,
based on the projected cash inflows (as outlined in Table 11) is KSh. 162.126 Billion leading to
a deficit of KSh. 49.402 Billion. The Strategic Plan has outlined key strategies for mobilization of
resources to address this gap.
Monitoring, Evaluation and Reporting: The Ministry recognizes the importance of Monitoring,
Evaluation and Reporting in the achievement of the Plan’s intended results. Progressive monitoring
will be carried out based on the expected outputs and measurable indicators set out in the Results
Matrix (Annex II). All the departments will be involved in the Monitoring, Evaluation and Reporting
process.
Structure of the Strategic Plan: This Strategic Plan is organized into five chapters.
Chapter One presents the Introduction. Here, the overview, background, mandate of the Ministry,
challenges it faces at the global, regional and international levels and its contribution to the National
Development Agenda are presented.
Strategic Plan 2018-2022 xvii

Chapter Two presents the Situational Analysis. First, a review of the preceding Ministry Strategic Plan
2013-2017 is outlined in terms of milestones, gaps and lessons learnt during its implementation.
A scan of the Ministry’s internal and external environments is also presented using three tools:
Strength, Weaknesses, Opportunities and Threats (SWOT) Analysis; Political, Economic, Social,
Technological, Environmental and Legal (PESTEL) Analysis; and Stakeholder Analysis.
Chapter Three is on the Strategic Model. It presents the Vision Statement, Mission and Core Values
of the Ministry and elaborates the Strategic Model in terms of the Key Result Areas (KRAs), Strategic
Challenges, Objectives and Strategies.
Chapter Four outlines the Implementation and Coordination Framework of the Strategic Plan. The
Structure of the Ministry, Functions of Departments and Units, Mandates of State Corporations
and Agencies, and Functions of Regulatory Bodies are listed. The Chapter then presents the Staff
Establishment, Human Resource Development Strategies, and an analysis of the Financial Resource
requirements, projected and gaps. Several resource mobilization strategies are highlighted aimed
at addressing the gaps. The Chapter closes with a Risk Analysis.
Chapter Five is about Monitoring, Evaluation and Reporting. The Chapter discusses mechanisms
for monitoring of the activities in the Implementation Matrix (Annex I). This will be guided by the
Expected Outputs, Output Indicators and Targets spelt out in the Results Matrix (Annex II). The
criteria for evaluation of programmes and structures for reporting performance are also elaborated
in the Chapter. The Chapter finally provides a provision for review of the Strategic Plan.
xviii Strategic Plan 2018-2022

1. CHAPTER ONE: INTRODUCTION
1.0 Overview
This Chapter provides a brief Background of the Ministry, its Mandate, and the Challenges it faces
at the Global, Regional and National Level. The Chapter also elaborates the role played by the
Ministry in realizing National Development Goals.
1.1 Background
The Ministry of Labour and Social Protection was established following the reorganization of
Government in May, 2016. The Ministry has two State Departments; Labour and Social Protection.
The two State Departments have existed in various forms since independence in 1963. They
were under the then Ministry of East African Community, Labour and Social Service, prior to the
reorganization of Government in 2016.
Executive Order No. 1 of 2018 (Revised) on Organization of the Government of Kenya placed the
following departments under the Ministry: Department of Labour; Directorate of Occupational
Safety and Health Services (DOSHS); Office of the Registrar of Trade Unions; National Productivity
and Competitiveness Centre (NPCC); Department of National Human Resource Planning and
Development (NHRPD); Department of Social Development; Department of Children Services;
National Social Protection Secretariat (NSPS); and Social Assistance Unit (SAU).
The Ministry has one Autonomous Government Agency (AGA), the National Social Security Fund
(NSSF) and five Semi-Autonomous Government Agencies (SAGAs) namely: National Industrial
Training Authority (NITA); National Employment Authority (NEA); National Council for Persons
With Disabilities (NCPWD; National Council for Children Services (NCCS); and Child Welfare
Society of Kenya (CWSK). The gazetted entities under the Ministry are: National Labour Board;
National Council for Occupational Safety and Health (NACOSH); Steering Committee on Child
Adoption in Kenya; National Assistance Trust Fund for Victims of Trafficking in Persons; Advisory
Committee for Counter Trafficking in Persons; and the Street Families Trust Fund (SFTF).
1.2 Mandate of the Ministry

Executive Order No. 1 of 2018 (Revised) on Organization of the Government of the Republic of
Kenya gives the mandates of the Ministry of Labour and Social Protection as follows:
• National Labour and Employment Policy Management;

• Industrial Training;
• National Labour Productivity and Competitiveness;
• National Human Resource Planning and Development;
• Child Labour Policy and Regulations Management;
• Develop and Maintain a Database on Employment Creation;
• Migratory Labour and International Jobs policy;
• Workplace Inspection;
• Workman’s Compensation Policy;
• Promotion of Occupational Health and Safety at Work;
Strategic Plan 2018-2022 1

• Industrial Relations Management;

• Social Protection Policy;
• Policy and Programmes for Persons with Disabilities;
• Vocational Training and Rehabilitation of Persons With Disabilities;
• National Volunteerism Policy;
• Policy and programmes for Older Persons;
• Management of Statutory Children’s Institutions;
• Social Protection Policy and Programme Implementation;
• Community Development Policy;
• Community mobilization;
• Registration of Self-Help Groups;
• Protection and Advocacy of Needs of Persons with Disabilities;
• Social Assistance Programmes;
• Family Protection Policy;
• Policies on Children and Social Development;
• Counter Trafficking in Persons;
• Children Welfare and Penal Protection; and
• Street Families Rehabilitation Trust Fund.
1.3 Global, Regional and National Development Challenges
1.3.1 Global challenges
Population growth
In 2018, the world’s population was estimated to grow by 1.12 percent to hit 7.63 billion people
by August of the year. Whereas this population is expected to continue growing, the growth rate
has been declining since 1970s. Kenya has experienced significant population growth largely as
a result of high birth rates and declining mortality rates. The country’s population has risen from
8.9 million in 1963, to 30.5 million in 1999, 40.6 million in 2009 and is estimated to be about 48
million people in 2018. This rapid population growth rate has brought challenges in creation of
adequate job opportunities, especially for the youth. It has also resulted in an increasing number
of poor and vulnerable persons in need of social protection.
Unemployment and the future of work

Unemployment continues to be a major challenge globally with about 5.6 percent of the world
population estimated to have been unemployed in 2017. In addition, dynamics within labour
markets have resulted in the emergence of new occupations and jobs while others have become
obsolete. Workplace cultures and practice are also changing. This presents the challenge of adopting
to the effects of these changes such as addressing job losses, creation of jobs in new and emerging,
sectors and re-orienting human capital to adopt to the future of work.
2 Strategic Plan 2018-2022

Climate change and global warming

Changes in global or regional climate patterns have seen an increase in severe weather phenomena
across the globe. These include floods, drought and heat waves. All these weather effects affect
labour productivity and often leave individuals and communities vulnerable to diseases and severe
poverty. Indeed, an unfortunate trend about effects of climate change is their tendency to strike
hardest at the poorest and most vulnerable persons and economies. This is evident in Kenya where
floods, droughts and the resultant famine have resulted in massive losses for communities and
individuals already experiencing extreme poverty and high levels of unemployment.
Rapid technological advancements

The pace of technological change across the world continues to accelerate with varying effects on
all sectors of the economy. Public institutions in particular are becoming increasingly vulnerable to
rapid technological changes which leave them unable to effectively discharge their mandates. In
Kenya, labour and Occupational Safety and Health (OSH) inspectorate staff are lagging behind in
enforcement of standards due to lack of or outdated guidelines and equipment. New technologies,
especially with relation to the Internet and social media, have also exposed individuals especially
children and the youth to unsuitable content which has resulted in the erosion of social values.
Human trafficking
Human trafficking and smuggling have been identified as one leading forms of transnational
crime. Kenya is regarded as source, transit point and destination for persons being trafficked and
smuggled. Labour migration has been found to be the biggest conduit for the trafficking while
growing complexity in in child trafficking and radicalization have complicated efforts to eradicate
the vice.
1.3.2 Regional Challenges
Labour migration
Labour migration within the East African Community (EAC) and Africa in general continues to be
limited despite the numerous apparent opportunities. This may be attributed to the lack of and
slow pace of finalizing Mutual Recognition Agreements (MRAs) for key occupations within the
regional bloc, and the basic challenges of movement and skills recognition across borders within
the continent. The EAC Common Market Protocol, which has been in force since 2010, provides
for free movement of labour amongst other factors. However, implementation of the Protocol has
been slow due to challenges in negotiating and signing MRAs and other unseen barriers.
Portability of social security and social protection benefits

The ILO Social Security (minimum standards) Convention 102 provides for basic social security
principles that establish worldwide-agreed minimum standards, extension of social security
coverage. Under Article 10 (3) (f) of the EAC Common Market Protocol, workers are entitled
to enjoy the rights and benefits of social security as accorded to the workers of the host Partner
State. This is however hampered by slow pace of harmonization and mutual recognition of social
security policies across the region.

Poverty and inequality

Despite progress made in addressing extreme poverty especially in the past decade, it remains
a major challenge for African economies. According to statistics from a World Bank report in
2016, Sub-Saharan Africa was estimated to have the world’s highest head-count poverty ratio
(41.0 percent) and the highest number of persons living in poverty (389 million), more than all
other regions combined. The Sub-Saharan region is also home to high inequality economies in the
world, a factor which hampers poverty eradication efforts. With these high levels of poverty and
inequality, the region is witnessing an ever-increasing number of poor and vulnerable persons in
need of social protection.
In Kenya, the proportion of the population living below the overall poverty line was 36.1 percent in
2016, a significant reduction of 10.5 percent from the 46.6 percent recorded in 2006. In addition,
32.0 percent of the population were living below the food poverty line in 2016 compared to 45.8
percent in 2006 while 8.6 per cent were found to be experiencing hardcore or extreme poverty
in 2016 down from 19.5 percent in 2006 (KHIBS, 2016). The proportion of the population that
could not afford basic goods was comparatively higher in rural areas than in peri-urban and core-
urban areas.
1.4 National Challenges

Unemployment
Unemployment was estimated to be at 7.4 percent as per the Kenya Integrated Household Budget
Survey (KIHBS) of 2015/16. This was down from 9.7 percent recorded in 2009 and 12.7 percent in
2005/06. About 85 percent of the unemployed were aged below 35. The largest unemployment rate
was recorded in the age cohort “20 - 24” at 19.2 percent. Majority of the unemployed for both male
and female were in the same age cohort. Females constituted 64.5 per cent of the unemployed.
The rate of underemployment decreased from 18.7 percent in 2005/06 15.2 percent recorded in
2009. The underemployment rate then increased to 20.4 percent in 2015/16 which is a manifestation
that more Kenyans are unable to find work which adequately utilizes their skills and time. The
country’s employment to population ratio further increased marginally from a stagnant 69.3 percent
between 2005/06 and 2009, to 71.6 percent in 2015/16.
Low economic growth

Whereas Kenya has enjoyed more than a decade of continuous economic growth, this has not
met national targets as spelt out in the Kenya Vision 2030. For instance, during the period under
review (2013-2017) the country averaged GDP growth of 5.6 percent which was below the target
of annual growth of 10 percent sustained over the Vision 2030 period? The low economic growth
means the economy is unable to generate adequate jobs to absorb the large number of jobseekers
in the country.
Issues of older persons and aging

Increased cases of older persons’ abuse and neglect in Kenya continue to affect an already vulnerable
section of the population. This is compounded by weak systems for psychological preparation
of individuals for retirement with severe effects for the unemployed and persons in the informal
sector who are without access to social security.

Disability
There is inadequate data on Persons With Disability (PWDs) and on issues of disability to facilitate
proper planning. In addition, progress in implementation and enforcement of the Disability Act
remains slow mainly due to weak capacity of relevant institutions. PWDs further face the challenge
of lengthy and bureaucratic process of registration and categorization.
Timeliness of payments of cash transfers

In the past, the Ministry has faced the challenge of adhering to timelines for payment of cash
transfers to beneficiaries of cash transfer programmes. This has mainly been as a result of lateness
in preparation of payrolls and requisition of funds from the National Treasury. To address this, the
Ministry plans to develop an Integrated Management Information System for the cash transfer
programmes and roll out a new payments model for beneficiaries. The new system will allow for
efficient generation of the payroll and automatic requisition of funds while the payments model
facilitates more convenient collection of funds by beneficiaries.
Insecurity
Radicalization of the youth and children continues to be a major challenge in Kenya. This hampers
growth and development of this critical segment of the society. Victims of radicalization at these
stages often find themselves in conflict with the law and are denied opportunities for schooling.
Increased cases of insecurity have also prevented beneficiaries from accessing services provided
by the Ministry.
Slow process of approval of policies and laws

Requirements for public participation, divergent stakeholder views on key issues and limited
resources have made the formulation of policies and legislations in the labour and social protection
sector lengthy. This is further strained by the slow pace of approval of the policies and laws. Key
policies and laws under the Ministry which have been affected by this include: Children Bill, 2018;
OSH Bill, 2017; Work Injury Compensation Bill, 2017; OSH Practitioners Bill, 2017; Community
Groups Registration Bill, 2017; Older Persons and Aging Policy, 2017; Labour Migration Bill, 2017
and Disability Bill, 2017.
Low productivity and national competitiveness

Productivity and competitiveness are critical foundations for national transformation, sustainable
economic growth and development. Kenya is faced with twin challenge of low productivity and
competitiveness. The country’s productivity is low and has grown slowly over time. Available data
from the Total Economy Database shows that Kenya’s productivity growth increased marginally
from 0.4 percent during the 1997-2007 decade to 2 percent during the 2008-2017 period. The
country’s global competitiveness also increased slightly from position 106 out of 144 countries
in 2012/13 to 91 out of 137 countries in 2017/18. Inadequate capacity in terms of staffing and
required skills has hampered scaling-up of productivity improvement interventions in the country.
This coupled with low awareness of productivity has adversely affected the level of output at firm
and national levels, resulting to slow growth of the economy.
Weak structures for labour relations and social dialogue in the public sector
The country has been experiencing an increase in industrial strife in the public sector with workers
demanding implementation of CBAs and increases in salaries/wages. The Ministry has little control
over these agitations since the Article 41(1)(d) of the Constitution grants the workers the right to go

on strike, which is often taken as an absolute right by workers. Industrial strife in the public sector
has adversely affected delivery of services, including essential services such as health and education.
The situation has been heightened by the fact that the existing institutions of social dialogue in
the Ministry have weak capacity. These institutions are also not well suited to resolve disputes in
the public sector, where the Government is the employer. Further, there has been an increase in
employment and labour related cases reported at the Employment and Labour Relations Court
(ELRC). This is mainly due to the absence of an Alternative Dispute Resolution (ADR) mechanism
for these disputes which further leads to delays in settlement of these cases.
1.5 The Ministry’s Role in the National Development Agenda
1.5.1 The Constitution

The Ministry plays a key role in the realization of several key provisions in the Constitution, notably
within the Bill of Rights. Article 41 of the Constitution has entrenched rights related to labour
relations while Article 43 gives Kenyans the right to social security. Several other Articles in the
Constitution safeguard certain rights related to the Ministry’s mandate. These are: Article 53 on the
rights or children; Article 54 on the rights of Persons With Disabilities (PWDs); Article 57 on the
rights of older persons; and Article 56 on the rights of minorities. Article 159, which recognizes
Alternative Dispute Resolution (ADR) as a judicial process, is key to the Ministry’s endeavor to
establish mechanisms for amiable resolution of employment and labour related disputes.
1.5.2 Kenya Vision 2030

The Kenya Vision 2030 is the country’s long-term development blue-print which aims at transforming
Kenya into a highly industrialized middle-income country providing a high-quality life to all its
citizens by the year 2030. The Vision is being implemented in five-year phases through the Medium
Term Plans, with the Third Medium Term Plan 2018 -2022 implementing the third phase of the
Vision 2030. The Vision is anchored on three pillars namely: Economic Pillar; Social Pillar and the
Political Pillar. The three pillars are supported by the foundations for socio-economic transformation
(Enablers). The Ministry plays a key role in the realization of the aspirations of the Kenya Vision
2030 in two broad ways. Labour and Employment is an Enabler of Socio-economic Transformation
under the Vision with the goal of creating a globally competitive and adaptive human resource
base capable of meeting the demands of a rapidly industrializing economy. Social protection is
key in achieving the goals of the Gender, Youth and Vulnerable Groups.
1.5.3 The Third Medium Term Plan 2018-2022

The Third Medium Term Plan 2018-2022 whose theme is “Transforming Lives: Advancing socio-
economic development through the “Big Four” will implement the third phase of the Kenya Vision
2030. MTP III consist of 25 sectors and 3 Thematic Areas. The Plan has been aligned with the
Government Manifesto 2017, with particular focus on implementing policies, programmes and
projects designed to achieve the “Big Four” Agenda, Sustainable Development Goals (SDGs) and
aspirations of Africa’s Agenda 2063.
The Ministry will contribute to achievement of MTP III targets through implementation of programmes
and projects in the Third MTP 2018-2022 Labour and Employment and the Gender, Youth and
Vulnerable Groups sector plans. The development strategy for Labour and Employment Sector in the
Medium Term Plan III will focus on creation of sustainable and decent employment opportunities;
creation of green jobs; and building a pool of skilled, adaptive and enterprising labour force. It will

also aim at improving labour market efficiency; strengthening the labour administration systems
and social dialogue; enhancing social security; promoting occupational safety and health; and
promoting public-private partnership in employment creation. The Gender, Youth and Vulnerable
Groups sector plan will emphasize on promotion of gender equality and empowerment of women,
youth, children and the vulnerable members of society. This is essential in realization of human
rights and sustainable development.
1.5.4 The “Big Four” Agenda

The Ministry is an enabler in in achieving the country’s “Big Four” initiatives namely; growing
the manufacturing sector, improving food security and nutrition, achieving universal health care
and provision of affordable housing. This is mainly through skill development, creation of jobs,
social protection and security, improvement of productivity and promotion of conducive working
conditions for Kenyans.
1.5.5 Sustainable Development Goals (SDGs)

The Ministry will play a critical role in implementation of Sustainable Development Goals (SDGs)
that were adopted at the UN Sustainable Development Summit in September 2015 in New York.
Specifically, it will directly implement Goal1: End poverty in all its forms everywhere; Goal 4:
Ensure inclusive and equitable quality education and promote lifelong learning opportunities for
all; Goal 8: Promote inclusive and sustainable economic growth, employment and decent work
for all; Goal 10: Reduce inequality within and among countries; and Goal 16. Promote peaceful
and inclusive societies for sustainable development, provide access to justice for all and build
effective, accountable and inclusive institutions at all levels. The Ministry has mainstreamed SDGs
into its MTP III Sector Plans, Strategic Plan 2018-2022, Performance Contracts and Work Plans
and will monitor and evaluate their implementation through preparation of periodic reports.
1.5.6 Agenda 2063

Agenda 2063 is Africa’s strategic framework for the socio-economic transformation of the continent
over the next 50 years. It builds on, and seeks to accelerate the implementation of past and existing
continental initiatives for growth and sustainable development. Agenda 2063 identifies seven
aspirations that were derived through a consultative process with the African Citizenry. It will
be implemented through ten-year successive Implementation Plans with the first covering 2013-
2023. The Ministry will directly contribute towards implementation of Aspiration 1: A Prosperous
Africa, based on inclusive growth and sustainable development through addressing priority areas
on incomes, jobs and decent work; Poverty, Inequality and Hunger; social security and protection
including Persons with Disabilities; and education and STI skills driven revolution. It will also
contribute towards Aspiration 6: An Africa whose development is people driven, relying on the
potential offered by African People, especially its Women and Youth, and caring for Children.
1.5.7 Other national and international obligations

Kenya is a member of International Labour Organization (ILO) and other regional organizations. So
far, the country has ratified 50 Conventions, out of which 37 are in force, 8 have been denounced and
3 abrogated. The Conventions touch on labour standards, which are in furtherance of fundamental
principles and rights at work and decent work agenda.

The United Nations Convention on the Rights of Persons with Disabilities (UNCPRD) was adopted
in 2006 by the General Assembly and came into force in 2008. Kenya signed the Convention
in 2007 and ratified it in 2008 which is an indication of the willingness and readiness of the
Government of Kenya to be bound by the Convention and to take legislative and administrative
measures to give effect to its provisions.
The UNCRPD is the key normative guiding document at international, regional and national levels
for all efforts to realize of rights of people with disabilities. It is at once a vision and a commitment
to work to overcome barriers and discrimination persons with disabilities face in their daily lives.
The National Council for Persons with Disabilities is the UNCRPD implementing agency of the
national government and has developed strategic action points to domesticate the Contention. The
action points include aligning PWD Act 2003 with the Convention and developing the National
Action Plan on Accessibility to ensure that existing legal framework protect rights and wellbeing
of persons with disabilities.
At the Regional level, Kenya has signed East Africa Community (EAC) protocol on free movement
of goods and persons. The protocol is geared towards elimination of labour migration rules, which
will enhance creation of employment and integration of labour standards in the region.

2. CHAPTER TWO: SITUATION ANALYSIS
2.0 Overview
This Chapter presents two key sections: a review of the Ministry’s performance in the implementation
of the Strategic Plan over the 2013-2017 period; and an Environmental Scan of its internal
and external environments. The chapter details the Milestones and Key Achievements realized
during the 2013-2017 period, elaborates the gaps or targets which were not fully achieved and
Challenges and Lessons Learnt. An analysis of the Ministry’s internal and external environments
is also analyzed using three key tools: Strengths, Weaknesses, Opportunities and Threats (SWOT)
Analysis; Political, Economic, Social, Environmental, Technological and Legal (PESTEL) Analysis;
and Stakeholder Analysis.
2.1 Review of the Ministry Strategic Plan 2013-2017
2.1.1 Milestones and Key Achievements for 2013-2017
Promotion of Occupational Safety and Health

During the 2013-2017 period, the Ministry reviewed the Occupational Safety and Health Act
2007 and Work Injury Benefits Act 2007 to align them to the Constitution, where the Work Injury
Compensation Bill, the Occupational Safety and Health Bill and the Occupational Safety and
Health Practitioners Bill were developed. The three bills were forwarded to the State Corporations
Advisory Committee (SCAC) and the National Treasury in 2017 for concurrence. Occupational
safety and health issues were incorporated safety into the primary school curriculum as part of
mainstreaming Occupational Safety and Health (OSH) in the education system. Sixteen (16)
curricula in various OSH areas were further developed while the National OSH Institute was
constructed up to 85% completion level.
Several activities were implemented to improve safety and health at the workplace during the
review period. A total of 65,268 workers were trained in safety and health, fire safety and first aid
at work; OSH audits were carried out in 41,669 workplaces; 89,036 hazardous industrial plants
were examined and tested; 333,682 workers were medically examined and industrial hygiene
measurements were carried out in 2,189 workplaces. The Ministry also processed 10,778 Work
Injury Benefit Claims, reduced the time taken to process the claims from 30 to 5 days and carried
out a pilot Occupational Safety and Health Baseline Survey. The annual World Day for Safety and
Health at work was observed during the five-year period, during which scientific conferences were
held and OSH Awards issued to the best performers.
Labour relations and administration

To enhance Labour Administration in the country, the National Labour Board (NLB) and the 4 Wages
Councils (General, Agriculture, Floriculture and Protective Security Services) were reconstituted
and operationalized. The Board is mandated to advice the Cabinet Secretary on matters pertaining
to employment and labour while the Wages Councils are mandated to deliberate and recommend
on minimum wages and other terms and conditions of employment. The Ministry reduced the time
taken to resolve labour disputes from 90 days to 60 days, conciliated 38,060 labour disputes, carried
out 43,791 labour inspections and developed a mobile application platform through which the

labour laws can be accessed by the public. Eight (8) additional Trade Unions and 36 branch offices
were registered, 1,977 books of accounts of Trade Unions were inspected and 217 Trade Union
membership records updated to enhance freedom of association as enshrined in the Constitution.
Three Labour Attaché Offices were established and operationalized in Qatar, Saudi Arabia and
United Arabs Emirates (UAE) during the period under review. The three countries are the key labour
destination countries for Kenyan migrant workers. Bilateral Labour Agreements were signed between
Kenya and the three countries. Establishment of the attaché offices is aimed at ensuring protection
of the rights of Kenyan workers in the countries of destination, improve working conditions, and
sourcing for employment opportunities abroad for Kenyans, especially the youth.
A total of 1,405 Collective Bargaining Agreements (CBAs) covering 1,284,437 unionizable

employees were analyzed for conformity with Wage Orders and the labour laws and forwarded
to the Employment and Labour Relations Court (ELRC) for registration. Sixty eight (68) economic
disputes were further investigated and reports submitted to the ELRC to inform judgement in the
economic cases filed with the Court.
Labour Market Information

The Ministry, in collaboration with the ICT Authority, developed an interactive web-based Labour
Market Information System (LMIS) which was operationalized in July, 2017. The system provides
timely, accurate and reliable labour market information, and periodic reports on Labour Market
Indicators. In addition, Labour Market Information Job Opportunity Analysis was carried out and
Job Opportunity Indices (JOI) computed annually to provide insights on the number of vacancies,
skill requirements and location of jobs in different sectors. Further, a Survey on Training in Local
Institutions (STLI) was carried out in in 2016/17 to determine and monitor the type, size and level
of skills flow into the labour market. The Ministry received financial support from the World Bank
for implementation of the Kenya Youth Employment Opportunities Project. The project aims at
enhancing employability of vulnerable youth through provision of labour market information
where 16 officers were trained in various courses, a data centre equipped, preparatory works
for the Informal Sector Skills and occupations Survey (ISSOS) were carried out and initiated the
updating of the Kenya National Occupational Classifications (KNOCS) and domestication of the
International Standard Industrial Classification (ISIC).
Industrial Skills Development

Sessional Paper No. 2 of 2013 on Industrial Training and Attachment Policy was approved in
2015 to facilitate coordination, regulation of and financing industrial training and attachment.
During the review period, 76,364 trainees from 202 tertiary institutions were placed on industrial
attachment to gain hands-on experience in the world of work. In addition, an Industrial Training
Attachment Portal (ITAP: www.nita.go.ke/itap) was developed, 109,354 persons were trained in
various industrial skills and 125 qualified but needy female students from the Arid and Semi-Arid
Lands (ASALs) received full scholarships to study engineering courses.
Fifteen (15) industrial training and testing standards were developed to enhance skills development,
201,416 applicants were assessed and certified for award of Government Trade Test certificates at
Grades I, II and III. Six Occupational Qualification Competence Standards (OQCS) were developed
and validated in the areas of Electrical and Electronic Engineering; Automotive and Autotropic
Trades; Mechanical and Mechatronic Engineering; Building Technology; Textile Technology; and
Oil and Gas. The Ministry also developed a National Occupational Qualifications Framework
(NOQF) to guide the establishment of workplace qualifications of crafts-persons in the country. The

Ministry received financial support from the World Bank for implementation of the Kenya Youth
Employment Opportunities Project. The project aims at enhancing employability of vulnerable
youth through addressing skills mismatch amongst the youth by involving and engaging training
providers and private sector employer to offer training and work experience to 70,000 targeted
youth in 17 counties. Key achievements during the period under review include training and
internship for 2,509 youth in various skills, development of and Integrated Information System to
support the implementation of the programme, contracted 24 consultancies to support the Project
Implementation Unit, and procurement of equipment.
Employment Promotion
The Ministry developed the Employment Policy and Strategy for Kenya which was approved by the
National Assembly in 2015 as Sessional Paper No. 4 of 2013. As part of implementation of the Policy,
the National Employment Authority (NEA) Act 2016 was enacted which led to the establishment
of the Authority in April 2016. A total of 80,951 jobseekers were placed in employment through
the Public Employment Service while modern employment offices were constructed in Embakasi,
Kasarani and Siaya.
The Ministry prepared and disseminated the Migration Country Profile 2015 Report. In addition, a
Code of Conduct for Private Employment Agencies and Regulations for Foreign Employment were
developed to guide registration of agencies dealing with recruitment of workers locally and abroad.
In addition, 5,100 migrant workers were taken through Pre-Departure Training and Orientation and
78 Private Employment Agencies were accredited. Further, the Ministry, in collaboration with the
Ministry of Foreign Affairs, formulated the Diaspora Policy which was approved by the National
Assembly in 2016.
Productivity Management
Sessional Paper No. 3 of 2013 on the National Productivity Policy was approved by the National
Assembly in August, 2015. The policy provides a framework for productivity management in the
country. During the period under review, 21 Productivity Officers were recruited to strengthen the
capacity of the National Productivity and Competitiveness Centre (NPCC). In addition, national
and sectoral productivity indices were also developed to assist in performance benchmarking.
Productivity improvement programmes were implemented in 109 private sector companies and
organizations countrywide while 924 Productivity Technical Service Providers (TSPs) were trained
during the review period.
Social Development
To strengthen communities’ participation in socio-economic activities, the Ministry registered
333,900 community groups, built capacity of 158,573 community groups and facilitated linkages
of 26,753 community groups to Micro Finance Institution (MFIs) for financial and technical support.
In addition, the registration module of the Community Development Management Information
System (CD-MIS) was developed. Guidelines for establishment and management of institutions
to older persons were also developed and a rescue centre for older persons was constructed in
Mwea, Kirinyaga County.
Refurbishment of five Vocational Rehabilitation Centres (VRCs) during the review period. These
were: Industrial Rehabilitation Centre (IRC); Bura VRC; Machakos VRC; Kericho VRC; and Kisii
VRC. A total of 4,075 persons were trained in the VRCs out of which 2,241 were Persons With
Disabilities (PWDs) while 280 graduates with disabilities were provided with toolkits. The National

Volunteerism Policy was approved by the Cabinet in 2016. Other key policies were finalized and
are awaiting approval by the Cabinet. These are: National Policy on Older Persons and Ageing;
National Policy on Persons With Disability, National Policy on Community Development; and
Family Promotion and Protection Policy. The National Disability Mainstreaming Strategy was
developed and disseminated during the same period.
Grants for infrastructure and equipment were provided to 130 institutions and organizations for
PWDs and guarantees for Local Purchase Order financing were provided to 30 entrepreneurial
PWDs as part of affirmative action. The Ministry trained 359 persons in the Kenya Sign Language
and supported 3,156 Persons with Albinism with sunscreen lotion, protective gear, skin cancer
treatment and eye-care services. In addition, accessibility audits were conducted in 171 Government
Ministries, Departments and Agencies (MDAs) and 262,717 PWDs were registered with the National
Council for Persons With Disability (NCPWD). Further, 8162 PWDs were facilitated to obtain
PAYE tax exemption, 23,406 PWDs were provided with assistive devices, 6,030 learners were
provided with education bursaries and 1,591 self-help groups and organizations for PWDs were
provided with grants for economic empowerment. The first state report on implementation of the
United Nations Convention on the Rights of PWDs (UNCRPD) was also prepared and submitted
to the United Nations in 2015.
Children Services
The number of Orphans and Vulnerable Children (OVCs) covered under the Presidential Bursary
Scheme increased from 12,470 to 22,000 between 2013 and 2017. In addition, the Ministry
updated infrastructure in 6 statutory children institutions, established 2 child protection centres,
developed the Child Protection Information Management System (CPIMS) and rolled it out to 15
counties. Further, 16,000 children were accommodated in children remand homes, 292 children
were placed in local adoption, 929 children with no families were placed under foster care, 1,844
international adoptions were finalized, and 9,963 children were withdrawn from child labour in
Busia, Kilifi, Kitui and Turkana counties. Rehabilitation and training of 2,603 children in various
skills was undertaken in Children Rehabilitation Schools during the review period.
Several activities were implemented to combat trafficking in persons. The Counter Trafficking
Secretariat and Counter Trafficking In Persons Advisory Committee were established while the
National Plan of Action for Combating Human Trafficking Strategic Framework 2013-17 was
developed and implemented. The National Referral Mechanisms on counter-trafficking in persons,
draft Counter Trafficking Regulations and standard operating procedures for police and prosecutor
for victims of trafficking were also developed to facilitate reporting and prosecution of cases of
trafficking.
Seventy nine (79) children offices were opened during the review period to improve access to
child protection services. Through the Children Offices across the country, family tracing and
reunification services were provided to 18,456 children in emergencies; child participation was
promoted by holding 235 county assemblies and 5 national children assemblies; 440 Charitable
Children Institutions (CCIs) were certified; 34 Area Advisory Councils (AACs) were established to
address children issues at grassroot levels; 970 Voluntary Children Officers were recruited; and
psychosocial support was provided to 112,210 vulnerable children during the same period.
The Ministry prepared and submitted the third, fourth and fifth consolidated state party reports
on the United Nations Convention on the Rights of the Child (UNCRC). Mapping of all children
service providers in the country was also carried out and county specific directories and one

national directory were developed. The mapping included GPS coordinates for location of children
service providers in Nairobi County. A Situation Analysis on Children was carried out and the
National Plan of Action on Children 2015-2022 developed to guide implementation of strategies.
Alternative Family Care Guidelines, National Standards for Charitable Children Institution, case
management guidelines and referral mechanisms were also developed during the review period
while 792,815 children in need of special protection were supported through toll-free line (116).
Social Assistance
During the period under review, the Ministry increased support to households taking care of poor
and vulnerable persons through cash transfers. The number of households under the Cash Transfer
for Orphans and Vulnerable Children (CT-OVC) increased from 153,000 in 2013 to 353,000 in
2017. The number of persons in the Older Persons Cash Transfer (OPCT) increased from 59,000
beneficiaries to 833,000 households. The significant increase was due to the policy decision in 2017
to have universal coverage of all persons aged 70 years and above (but not receiving Government
pension) under the OPCT. The Persons with Severe Disabilities Cash Transfer (PWSD-CT) increased
coverage from 14,700 to 47,000 households over the same period.
In 2016, the Ministry established the Social Assistance Unit (SAU) was to coordinate the implementation
and enhance synergy across the three cash transfer programmes under the umbrella Consolidated
Cash Transfer Programme Management (CCTP). A Grievance and Case Management (G&CM)
mechanism was established and a toll-free line (1533) set-up. The Ministry also introduced a card-
based payments system for the Cash Transfer programmes where two (2) banks with wide networks
were contracted as Payment Service Providers (PSPs) to improve access to the cash transfer by
beneficiaries. The payment system incorporated use of biometric identification and electronic
payments to improve security and efficiency of payments. Improved management of beneficiary’s
data and processing of payments was further realized through establishment of a Consolidated
Cash Transfer Programme Management Information System (CCTP-MIS).
Constituency Social Assistance Committees (CSACs) with a wide range of representation were
established in 2014 to enhance accountability, transparency and inclusiveness in targeting
and enrolment of Cash Transfer beneficiaries. The Ministry further formed Beneficiary Welfare
Committees (BWCs) to enhance participation of the beneficiaries in socio-economic development
and undertook a Programme Implementation and Beneficiary Satisfaction (PIBS) Survey, whose
findings informed policy interventions for the Cash Transfer programmes.
Coordination of Social Protection

The Sessional Paper No. 2 of 2014 on the National Social Protection Policy was approved by the
National Assembly in November, 2014. In addition, the National Safety Net Program (NSNP) was
developed encompassing four Cash Transfer Programmes: Cash Transfer for Orphans and Vulnerable
Children (CT-OVC); Older Persons Cash Transfer (OPCT); Persons with Severe Disabilities Cash
Transfer (PwSD-CT); and Hunger Safety Net Programme (HSNP). The HSNP is implemented in
the Ministry of Devolution and the ASALs. The NSNP is coordinated by the Social Protection
Secretariat under this Ministry. To enhance coordination, the Ministry established the National
Steering Committee for Social Protection (NSCSP) which brings together ministries and agencies
implementing social protection interventions.
The Ministry established and linked the Kenya Single Registry (SR) to the Integrated Population
Registration Service (IPRS) for purposes of efficient validation of cash transfer programmes
beneficiaries’ details and support other social protection interventions. The SR has since been

decentralized across the 47 Counties and 290 constituencies. Over 700 staff implementing the NSNP
were trained on the system and assorted ICT equipment provided to officers at the national, county
and sub-county levels. Further, the Ministry held two international Social Protection Conferences
in 2015 and 2018 with over 300 participants and 800 participants respectively. A Community of
Practice (CoP) for Kenya social protection practitioners was also established to enhance learning
and knowledge sharing.
2.1.2 Gaps in Implementation
Promotion of Occupational Safety and Health

The Ministry developed the Occupational Safety and Health Bill and the Work Injury Compensation
Bills during the period under review. However, the Bills were not enacted as planned due to
prolonged stakeholders’ consultations. In addition, subsidiary legislation on the emerging sectors of
mining, oil and gas were not developed as planned. The National Occupational Safety and Health
Institute was not completed due to delays in release of funding from the Exchequer and budget
cuts. Training of workers in occupational safety and health was hampered by the reduction in the
number of participants per class from 25 to 10 to comply with the National Industrial Training
Authority (NITA) training reimbursement policy. Establishment of the Occupational Safety, Health
and Injury Compensation Authority (OSHICA) was also not carried out as planned.
Labour relations and administration

The Ministry missed the targets of conducting a review of the labour laws, digitalization of the
Collective Bargaining Agreements (CBAs) registry, recruitment of technical staff to address the ageing
and retired staff (due to freeze in employment in the civil service) and carrying out a baseline
survey to determine the level of awareness on productivity related issues. Other gaps in the area
of labour relations and administration were: establishment of an Alternative Dispute Resolution
(ADR) mechanism for employment and labour related disputes; training of Labour Inspectorate
staff; conducting the National Child Labour Survey; development of a Wages and Remuneration
Policy; and development of an Industrial Relations Policy.
Labour Market Information and Industrial Skills Development

The key implementation gaps in the areas during the period under review were: conducting a
National Manpower Survey; carrying out Training Needs Analysis in one sector of the economy;
conducting a National Skills Audit; development of a National Labour Force Survey; revision of
the Kenya National Occupational Classification System (KNOCS); and revision of the International
Standard for International Standard Industrial Classification (ISIC). Establishment of new Industrial
Training Centres was also not carried out as achieved.
Employment Promotion and Productivity Management

Several targets related to employment promotion were not achieved. Of the targeted establishment
of 17 Public Employment Offices, only 3 were established. Additional missed targets in these areas
include: development and implementation of an Action plan for implementation of the National
Employment Policy and Strategy for Kenya; development of a framework for Employment Creation
Analysis; development of guidelines for implementation of green jobs; development of the Labour
Migration Policy; and conducting employment needs assessment in key labour destination countries.
The planned development and enactment of a National Productivity Council Bill to establish a

legal framework for productivity and competitiveness was also not achieved as planned during
the review period. Further, incorporation of productivity statistics assessments in wage setting and
CBAs; and conducting a Labour Force Survey in the diaspora.
Social Development
Several policy frameworks on Community Development, Older Persons and Ageing were planned
for but not developed or implemented over the review period. They are: National Policy on
Community Development; Standard Guidelines for Community Mobilization; National Strategy for
Mainstreaming Issues of Older Persons and Ageing; Database on Older Persons and Ageing; and
Manual on Advocacy on Elderly Abuse. This is in addition to Pre-retirement training and counseling
for potential retirees which was also not carried out as planned. Further, key policy and institutional
reforms aimed related to PWDs were not fully realized during the review period. The development
of an Affirmative Action Policy on PWDs, Monitoring and Evaluation Framework for monitoring
disability issues, a model institution for Persons With Disability, a model VRC and Marketing and
communication strategy for VRCs were all not developed as planned during the period.
Children Services
The review of Children Act 2001 was not finalized. in addition, review of the Charitable Children’s
Institutions (CCI) regulations (2006) was not finalized while establishment of 42 Child Protection
centers was not realized as projected.
Coordination of Social Protection

The planned review of Social Assistance Act, 2013 and development of the National Social
Protection Council Bill were not finalized during the review period. A draft Social Assistance Bill
was prepared in but was yet to undergo stakeholder validation and submission to the Cabinet.
2.1.3 Challenges in the implementation of the Strategic Plan 2013-2017
Low human and financial resource capacities

Execution of the Ministry’s mandate was hampered by low human and financial resource capacity
over the 2013/14 – 2017/18 period. This is mainly as a result of continued inadequate budget
allocations across the years coupled with the employment freeze in the public sector since mid-
1990s. The low financial allocations have led to ineffectiveness in implementation of the Ministry’s
programmes including completion of ongoing projects. The freeze in employment has further
resulted in succession management challenges in the Ministry in addition to an aging and poorly
trained workforce. The Ministry further has gaps in coverage especially in the areas of labour,
employment and occupational safety and health where it lacks presence in all the counties.
Inadequate policy, legal and institutional frameworks

The Ministry was inadequate policy, legal and institutional frameworks in the areas of: national
human resource planning and development; productivity management; foreign employment
management; sustainable safety and health culture at work; enhancement of child protection;
and social protection. This is mainly as a result of delays in enactment of Bills prior to lapsing of
the Parliamentary sessions.

Lack of clear policy guidance on determination of wages

Determination of wages in the country has been carried out without clear policy guidance since
the country lacks a Wages and Remuneration Policy. Wage determination for various cadres in
the private sector relies on the Wages Guidelines and Minimum Wages Orders which are revised
bi-annually. This has resulted to disharmony in wages and at times agitation for increased wages.
In addition, the Ministry has established and operationalized four wages councils only in four
sectors of the economy. This has resulted to non-representation in wage determination in other
sectors, thus making it difficult to offer favorable terms and conditions of employment to the
workers in these sectors.
Lack of an information sharing framework for the Labour Market Information System
The Ministry developed a Labour Market Information System mainly to address the long-standing
challenge of inadequate labour market information that can inform policy decision-making. However,
the system faces the risk of being redundant due to lack of a framework and weak collaboration
between institutions in sharing of the requisite information.
Skills mismatch
The results of the Manpower Survey conducted in 2010/11 showed that there is a mismatch
between skills possessed by graduates and job seekers, and those required by the labour market.
This mismatch is mainly occasioned by weak linkages between education and training institution
on one hand and industry on the other. It has led to structural unemployment and increased costs
by employers in training and retraining workers. The challenge is aggravated by inadequate up-
to-date labour market information, thus making it difficult to provide policy guidance in planning
and development of human resources in the country.
Weak regulation of labour migration

Labour migration in Kenya is not well regulated due to lack of appropriate legislation and weak
coordination of the numerous public sector agencies involved in the process. Accurate statistics
on the number of Kenyans working abroad are unavailable. However, it is estimated that there are
about 200,000 workers in the Middle East alone. Majority of these workers are engaged in low-
skilled occupations and are exposed to numerous challenges, especially in respect to the terms
and conditions of employment.
Lack of guidelines for inspections and skills development in emerging sectors

Discovery of oil, gas, coal and other minerals in several parts of the country has presented the
country with economic opportunities in meeting energy needs, generating revenue and creating
jobs. However, there exists the threat that exploration and exploitation of these resources may
lead to occupational hazards due to lack of regulations for inspections. The country also lacks the
requisite skills for the related sectors.
Low standards and inadequate data and information on occupational safety and health
Occupational safety and health in the country has rapidly evolved from government enforcement
to self-regulation by occupiers and employers. This poses a risk of lowered standards of safety
and health due to lack of legislation for regulation of OSH practitioners. The baseline survey on
Occupational Safety and Health has not been finalized to provide data on the number of workers

in hazardous occupations requiring periodic medical examinations, number of hazardous plant

and equipment, and the number of workplaces in the country. The lack of data has hampered
policy decision making and design of initiatives aimed at addressing workplace hazards.
Lack of a comprehensive wages and remuneration policy

Kenya lacks a comprehensive wages and remuneration policy. The country has continued to rely
on minimum wage setting, collective bargaining and administered wage setting as the approaches
for determination of wages and benefits. These approaches have given a piecemeal account of
wage determination, increased wage inequalities and inhibited adequate improvement in the
welfare of workers besides dampening organizational productivity and competitiveness. Although
the Salaries and Remuneration Commission (SRC) developed a wage and benefits policy, it is only
confined to public sector workers.
Weak capacity of the Labour Inspectorate

Labour inspectorate services are crucial in ensuring that the greatest possible number of industrial
disputes is resolved at the workplace. Effective labour inspectorate services are one of the components
of a sound labour relations and an instrument used in ensuring that labour laws and regulations
are enforced for improved compliance. In Kenya, this is dampened by the low capacity of the
Labour Inspectorate staff. The Labour Inspectorate staff to employment ratio worsened from 1:
141,524 in 2012 to 1: 183,867 in 2016 and slightly improved to 1: 1,112,623 in 2017, against the
international benchmark of 1: 40,000 employees mainly due to retirements and attrition. Coupled
with low budgetary provision and inadequate equipment, such overburdened inspectorate services
render inspections to be worker-initiated rather than programmatic.
Child labour
Child labour constitutes a key impediment to development of a dynamic and competitive human
resource base. The challenges to effective reduction of child labour have been low levels of
economic development, high incidences of poverty, unemployment, challenges in the education
sector, and inconsistencies in laws and regulations. Others are rural-urban migration (including
internal migration for domestic work), socio-cultural practices, lack of up-to-date data on child
labour, non-comprehensive social protection system, HIV and AIDS and trafficking in persons.
Weak coordination of community mobilization and development

Weak coordination and networking mechanisms on community mobilization and development
practices by different agencies and levels of government has resulted in conflict and duplication
in the service delivery. This is further affected by inadequate capacities of communities to initiate,
implement and sustain self-driven poverty reduction efforts
Duplication of social protection services

A lack of mutual clarity and consensus amongst key stakeholders in the social protection sector
has resulted in delays in developing required legislation, hence the limited legal framework on
social protection services. In addition, continued duplication of social protection services and
benefits both at national and county Government levels, including Non-state agencies potentially
compromises on outreach and expansion. This is worsened by the lack of a structured coordination
framework as well as standards and guidelines for delivering social protection benefits. There is
also limited visibility and low awareness on social protection services and programmes among

beneficiaries and the general public. Inadequate linkages between Government agencies that
provide complementary services to social protection programme beneficiaries has further hampered
programme implementation.
Limited participation by marginalized and vulnerable groups

There is inadequate data to inform programme design and improved service delivery for protection
of vulnerable and marginalized groups, including PWDs. PWDs and Older Persons in particular
experience discrimination and abuse on many spheres of life. In many areas, negative cultural
practices and traditions still hinder them from accessing basic rights. These have resulted in a
majority of PWDs missing out on many opportunities for empowerment while Older Persons, with
no or little income to meet their basic needs, are often left in precarious conditions. Further, there
is low level of preparedness for old age and ageing while inaccessible infrastructure has limited
the participation of many PWDs in day-to-day activities as well as development activities.
Registration of Persons With Disabilities

The registration and categorization of PWDs has not been easy, with lengthy waiting for the
mandatory medical assessment reports. The cost of this is often too high for PWDs to afford. PWDs
also experience challenges in accessing free disability-related medical products and services
provided by the Ministry.
Increased demand for social assistance

There is increasing demand for social assistance from the Cash Transfer programmes implemented
by the Ministry. This is despite the recent rapid expansion of coverage by the programmes over the
2013-2017 period. The available resource allocation can only carter for the existing number. The
situation is worsened by prolonged stagnation of the transfer value despite increase in inflation.
Weakening of social fabric

Erosion of social values has led to weakening of social fabric hence. One consequence of this is
the increase in the number of vulnerable persons who are neglected and abused.
2.1.4 Lessons Learnt

Several key lessons were learnt during the last Strategic Plan period:
Engagement of multiple contractors on different phases in the implementation of single projects

exceeding one year precipitates delays in completion of the projects, thereby increasing the initial
cost estimates. The multiple contractors also bring forth liability issues in cases where the project
is deemed faulty.
Technology has simplified business process operations in creating awareness on labour laws and
social protection services and in the collection, analysis and dissemination of information on the
labour market and social protection interventions.
The dual nature of ICT as a job seeking tool and a jobs creator can be exploited further to promote
innovative job search and matching technologies which create employment opportunities.

The recent upsurge in employment and labour related disputes, especially in the public sector, has
called for more accessible, cost effective and expeditious Alternative Dispute Resolution (ADR)
mechanisms which also preserve harmonious industrial relations.
Inadequate regulation of the emerging sectors such as exploration of the newly discovered oil and gas
reserves resources may lead to occupational hazards. These occupations also require sophisticated
skills not locally available which exacerbate conflicts between the locals and expatriate staff.
There is need to sensitize the Trade Unions, employers’ organizations, government and individual
labour market participants on the implications of the changes in the world of work to mitigate
disruptive changes in the labour markets, to mitigate job losses in key sectors of the economy
through retraining, skills realignment and entrepreneurship development.
There is need to leverage complementarities between social protection programmes and provide
a platform for enhancing and expanding services and outreaches to target beneficiaries.
Increasing demand for social protection interventions necessitated the Ministry to develop a Social
Registry to enable better targeting of beneficiaries. .
Community support services to children are more efficient and effective for improved child welfare
than residential care approach where children are exposed to abuse and other compounded
deleterious effects to children’s wellbeing. There is need to create systems that enhance family-based
care to ensure that all children, including children with disabilities, enjoy their rights to grow up
in a family environment and receive appropriate care, and to prevent the need for placement of
children in residential care. Community sensitizations should therefore be emphasized through
outreach programs for awareness creation on child welfare.
2.2 Environmental Scan
2.2.1 Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis

An analysis of the Ministry’s Strengths, Weaknesses, Opportunities and Threats (SWOT) provides
insights into how it is affected by its most immediate environment. The SWOT Analysis is presented
in Table 1.
Table 1: SWOT Analysis

Strength Strategic Implication Strategic Response
Skilled and competent staff • Efficient and effective service • Motivation and continuous
delivery capacity building
Institutional, legal and • Conducive environment for • Regular review of institutional,
policy framework implementation of programmes legal and policy frameworks to
and projects at both levels of address emerging issues
government
Representation at county • Facilitates outreach of • Strengthen capacity at all levels
and sub-County levels programmes up to the sub- • Building partnership and
county level Strengthening coordination at
both levels of government

ICT infrastructure and • Facilitates outreach of • Embrace ICT at all levels

supporting skills programmes up to the sub-
county level
• Efficiency in service delivery • Continuous improvement on
ICT skills and infrastructure
upgrading
Partnership • Complementarity in programme • Enhance collaboration and
implementation networking
Weaknesses Strategic Implication Strategic Response
Inadequate resources • Hamper service delivery • Lobby and mobilize for
(finances, infrastructure, • Delay in project completion resources
equipment, vehicles) • Inhibit adequate Training • Enhance partnership and
collaboration
Inadequate enforcement • Low staff morale • Revitalize reward and sanctions
of reward and sanctions strategy
strategy
Weak M&E framework • Inadequate evidence-based • Strengthen M&E system
decision making
Low public perception of • Inadequate recognition • Develop and implement
the Ministry • Inadequate support Ministry communication
• Negative public image strategy
• Enhance awareness of Ministry’s
programmes and activities
Opportunities Strategic Implication Strategic Response
Bill of Rights outlined in the • Recognition of workers and • Lobby for support to actualize
Constitution vulnerable members of the the provisions of the Bill of
society rights
Political good will • Recognition and enhanced • Continuous advocacy
support from government
Support and collaboration • Complement government • Enhance collaboration and
from stakeholder and support networking
development partners
Blue Economy • Potential for employment of • Develop strategies for skills
Kenyans both locally and abroad development in Blue Economy
related occupations
• Coordinate with public
and private agencies and
organizations for employment
of Kenyans for Blue Economy
related occupations
Existence of National ICT • Improved efficiency and • Develop, maintain and create
Masterplan effectiveness of service delivery awareness on e-programmes
Emerging economic sectors • Economic growth and job • Develop requisite skills and
creation regulations
Reservoir of Voluntary • Supplements service delivery • Develop regulations for
services engagement of volunteers
Devolved levels of • Complement service delivery • Enhance collaboration
Government
Threats Strategic Implication Strategic Response

Overlapping / duplication • Competing priorities • Create dialogue forum to lobby

of mandate at both levels • Lack of accountability relevant arms of government to
of Government and within • Compromised service delivery clarify and enforce mandates
MDAs across ministries
• Engagement with relevant arms
of government to ensure due
diligence
• Enhance collaboration and
support continuous engagement
Breakdown of family, social • Increased demand for social • Enhance community support
values and networks services services
• Targeted programmes for the
vulnerable persons
Freeze of employment • Inadequate staffing • Seek waiver on recruitment
• Inadequate representation in
some counties and sub-counties
• Ineffective service delivery
Disasters, Poverty and • Loss of livelihoods • Develop mitigation measures
natural calamities
Poor succession • Compromised productivity • Succession planning
management • Low morale • Timely declaration of vacant
• Leadership gap posts
• Work overload • Staff motivation programmes
Staff turnover • Ineffective service delivery • Review schemes of services
Political, Economic, Social, Technological, Environmental and Legal (PESTEL) Analysis
An analysis of the external environment in which the Ministry operates is presented in Table 2
using the Political, Economic, Social, Technological, Environmental and Legal (PESTEL) Analysis.
Table 2: PESTEL Analysis

Category Issue(s) Description
Policy • Existence of International • Standard setting
and regional conventions
• Existence of a • To ensure compliance to legal requirements
Constitution
• Relevant Policies • To provide a framework for implementation of
interventions
• Duplication and overlaps of Ministry’s functions
across MDAs
• Considerable public demand for Ministry’s
programmes and projects
• Vision 2030 blue print • To guide medium and long-term development plans
and strategies
• The ‘Big Four‘ Agenda • To advance socio-economic development through
manufacturing, affordable housing, food security
and universal health care
Political • Regional politics • Regional and global political stability
• Frequent changes of • Lack of continuity of programmes and projects
heads of MDAs


• Good working • Timely implementation of programmes and projects
relationships between
government and
opposition
• Good will of parliament • Effective delivery of public projects and
in enactment of laws and programmes
allocation of resources
Economic • Provision of statistical • effective planning for employment, productivity and
data social protection
• Economic growth • slow economic growth reduces budgetary
allocation and employment creation
• Improved economic performance results in job
creation, reduced dependency and improved
productivity
• Budgetary allocation • Participation in the MTEF budget process
• Inadequate funding for effective implementation of
ministry’s interventions
• Monitoring and • Measurement of performance and reporting
Evaluation framework
Social • High poverty levels and • Increased demand for social protection
inequality
• High Population Growth • pressure on the demand for social services
Rate • high unemployment amongst the youth
• increase in dependency rate and crime levels
• HIV and AIDS • Affects productivity of the workforce and increased
vulnerability of families
• Governance • Poor governance distorts image of the Ministry
• Corruption leads to diversion and misappropriation
of resources from key projects and programs
• Good governance promotes trust and builds staff
morale and strengthens partnerships
• Retrogressive Cultural • This will lead to loss of foundation for social and
Practices economic development
• Child Labour, trafficking • Affects fundamental rights of children and persons
in persons and • Increased implementation costs to address the vices
radicalization
Technological • Cyber crime • Lead to loss/leakage of government information
• Rapid technological • This results to obsoleteness of equipment
advancement • Inadequate resources to catch up with technological
changes
• Improved service delivery
Environmental • Emergencies of floods, • Delay or disruption of programmes implementation
draught, clashes and fire or increased implementation cost
outbreaks
• Climate Change • Increased vulnerability
• Diversion of funding to mitigate the effects
• Green Economy and Blue • Increased opportunities for job creation
Economy • Increased sustainability of the environment
• Emerging sectors (oil and • Increased opportunities for job creation
gas) • Hazardous work environment


Legal • Existence of International • Standard setting
and regional conventions
• Development and review • Slow pace of legislation affects achievements of
of laws on labour and intended milestones
social protection • Laws aligned to the constitution, relevant policies
and stakeholders’ expectations
• Conflict between the • Freedom of association as provided by the
implementation of the Constitution has affected provision of essential
Constitution and labour services through escalation of industrial unrest
practice
2.2.2 Stakeholder Analysis

Stakeholders are those institutions and organizations which impact on or are impacted by the
activities and services of the Ministry. A stakeholder Analysis is provided in Table 3 with the name
of the stakeholder, their expectations from the Ministry and the Ministry’s expectations from each
stakeholder. In response to this, the Ministry will develop Service Delivery Charters which will
detail the service standards various stakeholders can expect.
Table 3: Stakeholder Analysis

Name of Stakeholder expectations from Ministry The Ministry’s expectations from
Stakeholder stakeholder
The Public • Efficient service delivery • Offer feedback to the Ministry on
• To be informed on child rights standards and levels of service
• To promote the right of Persons with delivery
Disabilities • Upholding Children’s rights
• To take care of older persons and the • Respect of rights of Persons With
aged Disability (PWDs) and involvement in
• To protect workers from accidents and ill socio-economic development
health • Care and protection of older persons
• To enforce the provisions of labour laws • To offer feedback on the delivery of
• To provide labour market information social assistance programmes
• To protect and care for families • Adherence to provisions of labour
laws
The Presidency • Prepare and submit Cabinet • Discussion and approval of Bills and
Memorandum and Sessional Papers and policy documents
Bills
Line ministries / • Co-operation in the coordination and • Co-operation
Departments implementation of Government policies, • Provide detailed requirements
programmes and strategies • To provide technical support
• To provide technical support • Complementarity in service delivery
• Timely submission of reports and policy • Information and data sharing
documents • Implementation of relevant policies
• Optimum utilization of budgetary and legislations on labour and social
allocation protection
• Proper interpretation and • To provide labour and social
implementation of HRM&D policies and protection statistics
decisions • Linkage with the Integrated
• Timely extraction and submission of Population Registration Services
labour and social protection statistics (IPRS) system
• Make and forward the Human
Resource Management and
Development (HRM&D) decisions to
the Ministry


Attorney • Areas of legal concern affecting the • Timely address to legal concerns of
General’s Office Ministry the Ministry
• Draft Bills
• Assisting in developing, drafting and
reviewing of bills
• Legal representation of Government

Ministries Departments and Agencies
(MDAs) in litigation
Ministry’s Staff • Enabling working environment • Meet set objectives, targets and
• Reward for performance standards
• Capacity building
• Compliance on policies and legal
• Compliance on policies and legal
framework
framework
County • Collaboration and involvement • Goodwill, Participation and feedback
governments • Sensitization and awareness • Compliance to policy guidelines and
• Relevant information and technical legal provisions
backstopping on policy issues and legal • Complementarity in service delivery
frameworks • Information and data sharing
• Systems development and strengthening
Parliament • Formulation of bills for legislation by • Passing of legislations on Ministry’s
Parliament mandate
• Approval of budget
The Judiciary • Investigate and submit social inquiry • Expeditious administration of justice
reports on children matters • Timely registration of CBAs
• Investigate and prosecute labour-related
cases
• Cooperation in the resolution of labour
disputes and registration of CBAs
Local • Sensitization and awareness creation on • Participate in implementation of
communities the Ministry’s programmes activities and programmes and
provide feedback
Workers • Prompt processing of claims under the • Cooperate with the Directorate of
Work Injury Benefits Act (WIBA) Occupational Safety and Health
• Protection against workplace injuries Services (DOSHS) and employers
and diseases • Compliance with the Occupational
• Quality and relevant training in Safety and Health Act (OSHA) and
Occupational Safety and Health (OSH) the Work Injury Benefits Act (WIBA)
• Offer training on productivity • Workers to participate in productivity
improvement improvement programmes
• Accessible information and infrastructure
• Speedy settlement of disputes
• Ensuring compliance to labour standards
• Medical examination to workers


Trade Unions • Provision of up-to-date and reliable • Positive engagement and
labour market information consultations to advise their members
• Fair and efficient application of laws correctly
• Timely action on applications for • To embrace harmonious industrial
registration of unions / employers’ relations
organization / officials • Observance of the labour laws and
• Strengthen social dialogue on labour adherence to court rulings
administration
• Expeditious analysis of collective
bargaining
• Timely settlement of labor disputes
submitted for conciliation
Employers • Fair and efficient application of OSHA, • Train their workers on safety and
WIBA and other labour laws health
• Guidance on safety and health, and • Report occupational accidents and
labour issues diseases
• Effective sensitization on the Labour • Prompt payment of necessary levies
Laws and the role of public employment to the OSH Fund and WIBA claims
services • Implement recommendations issued
• Approval of training and reimbursement by DOSHS and safety committees
of training costs • Advertise their vacancies through the
• Offer training services to workers on District /County Employment Offices
productivity • Industrial training levy contribution
• Provide requisite skills and competencies • Adherence to legal requirements on
to drive enterprise productivity employment of PWDs labour force
• Provide labour market information • Avail job and internship opportunities
• Expeditious settlement of economic • Participate in labour market surveys
trade disputes • Provide timely employee returns
• Fair and efficient application of laws • Compliance with the laws
• Timely analysis of Collective Bargaining • Cooperate with Ministry officials
Agreements and preparation of Reports • Correctly advise their members
on trade disputes • Give realistic requests and timelines
• Advise employers on labour
standards and productivity matters
• Mainstream gender and disability
issues at work
• Timely remittance of statutory
deductions
• Provide their stock of skills and skills
gap
• Participate in review of standards
for classification of occupations and
industries


Development • Accountability and transparency in • Implementation of programmes in
partners and utilization of funds and resources accordance to terms of reference
NGO’s / FBO’s • Efficient and effective delivery of • Technical and financial support
programmes • Capacity building
• Sound proposals, Work Plans and • Monitoring and Evaluation (M&E)
framework for good governance and
reports
• Share relevant materials on programmes
• Create methods and terms of
engagement at different levels
• Provide a conducive environment for
collaboration and partnership
Academic • Provision of information on labour and • Carry out research on issues related
and Research social protection to labour and social protection
Institutions • Publishing and dissemination of
research findings in an accessible
format
• Provide technical support through
collaborations and partnership
Private and • Provision of attachment and internship • Implement policy guidelines on skills
public training opportunities development
institutions • Advice on skills required in the labour • Provision of information the labour
market market
• Provide labour market information
The Media • Networking and partnership • Highlight Ministry’s issues
• Provide accurate data and information
• Accurate and timely reporting on
Ministry issues
Payment Service • Timely and accurate preparation of • Make payments in the most
Providers (PSPs) payrolls and funds transfer accessible and convenient outlets to
• Timely remittance of commissions beneficiaries
• Awareness creation and support on • Timely submission of reconciliation
payment methods reports
• Adhere to Service Level Agreements
East African • Collaboration and active engagement • Finance, capacity building
Community with the East African Community (EAC) and facilitate networking and
(EAC) Partner States and implementation of implementation of relevant policies
EAC recommendations and legal framework by partner states
International • Leadership and coordination of labour • Provide technical and financial
Labour standards assistance to implement labour
Organization • Adopt and ratify relevant International standards, National Action
(ILO) Labour Organization (ILO) conventions, programmes and Decent Work
recommendations and protocols Country programmes
• Timely reporting on conventions and
standards


International • Submit timely migration data profiles • Provide technical and financial
Organization for • Enforce/adhere to national and assistance to create a framework for
Migration (IOM) international laws and protocols on the managing migration issues
rights of migrants
• Continued partnership on key issues
related to policies on migration and
priorities outlined in the MTP III, the
‘Big Four’ Agenda, Kenya UNDAF 2018-
2022 and Global Compact for Migration
commitments

3. CHAPTER THREE: STRATEGIC MODEL
3.0 Overview
The Strategic Model presents the Vision, Mission and Core Values of the Ministry, along with the
Key Result Areas (KRAs). This Chapter also has the Strategic Objectives and Strategies under each
Key Result Area. A detailed Implementation Matrix is provided in Annex I with the Activities under
each Strategy, together with the Outputs, Indicators and Resource Requirements.
3.1 Vision Statement, Mission and Core Values
3.1.1 Vision
“A competitive workforce, empowered and inclusive communities”
3.1.2 Mission
“To promote decent work and protection of vulnerable groups”
3.1.3 Core Values
• Child-friendly
• Inclusivity / inclusiveness
• Productive Labour
3.2 Key Result Areas (KRAs)

The Ministry has identified six Key Results Areas (KRAs), which if fully implemented, will contribute
to enhancement of the competitiveness of the country’s workforce, empowered and inclusive
communities. These areas of focus are;
i. Best Labour Practices;

ii. Manpower Planning, Development, Employment and Productivity Promotion;
iii. Community Empowerment, Social Protection and Development;
iv. Care and Support Services to Children;
v. Leadership and Integrity (Governance); and
vi. Policy Coordination and Capacity Building.

3.3 Strategic Challenges, Objectives and Strategies

The Strategies, Strategic Objectives and Challenges under the six Key Results Areas are presented
in Table 4.
Table 4: Strategic Challenges, Objectives and Strategies

Key Result Area 1: Best labour practices
Strategic Issues/ Challenges a. Inadequate awareness on occupational safety and health
b. Weak institution framework for sustenance of industrial harmony
and social dialogue
c. Weak linkages between efforts on prevention of accidents and
compensation of work injuries
d. Weak OSH enforcement mechanisms in the emerging sectors of
economy
e. Inadequate awareness on labour rights and obligations
f. Poor terms of employment and working conditions for Kenyan
migrant workers
g. Inadequate capacities for enforcement of labour laws
h. Lack of alternative mechanism for resolution of labour and
employment disputes
i. Unguided wage level formulation and administration
j. Escalated industrial actions
k. Inadequate technical skills in the management of Trade unions
Strategic Objective 1 To inculcate a safety and health culture in workplaces
Strategies 1.1. Occupational Safety and Health Policy, Legal and Institutional
Reforms
1.2. Mainstreaming occupational safety and health in all sectors of the
Economy
1.3. Promotion of awareness Creation on Safety and Health in the
world of work
1.4. Enhancing surveillance of working environment and workers’
health
Cabinet Secretary Hon (Amb.) Ukur Yatani presenting the 2019 Occupational Saftey and Health (OSH) Award to the best
company

To promote harmonious labour relations, social dialogue and fair labour

Strategic Objective 2
practices
Strategies 1.5. Strengthen institutions for labour administration
1.6. Mainstreaming labour rights at work place
1.7. Elimination of child labour
1.8. Labour sector policy reforms
1.9. Protection of Kenyan migrant workers
1.10. Registration and regulation of Trade Unions and employers’
associations
Key Result Area 2: Manpower planning, development, employment and productivity
management
Strategic Issues/ Challenges a. Lack of a harmonized and up-to-date labour market information
b. Lack of an updated National Occupational Classification (NOCS)
and a National Classification Standard for industries in the economy
c. Mismatch of skills to demands of labour market
d. Limited legal, policy and institutional frameworks for national
human planning and development
e. Lack of a legal framework for effective productivity management
f. Inadequate operational, human and financial capacity for robust
productivity improvement
g. Low levels of national productivity and competitiveness
h. Inadequate awareness on productivity
i. Limited linkages between industry and training institutions;
j. Uncoordinated management of industrial attachment;
k. Outdated curricula, testing guidelines and practices
l. High level of unemployment especially among the youth, minority
and marginalized groups
m. Uncoordinated management of foreign employment
n. Low level of awareness on information regarding foreign
employment
To provide policy guidance on national human resource planning,
development and utilization
Strategies 2.1 Establishment of Policy, Legal and Institutional frameworks on
National Human Resource Planning and Development
2.2 Provision of up-to-date labour market information (LMI)
2.3 Provision of Standards for Classification of Occupations and
Industries
2.4 Capacity enhancement for staff
Strategic Objective 4 To promote productivity and enhance competitiveness

Strategies 2.5 Establish a legal and institutional framework for effective

productivity management
2.6 Scaling up productivity awareness
2.7 Productivity improvement programmes (‘Big Four’ Agenda)
2.8 Enhance Productivity research and measurement
Productivity Officers carrying out diagnostic study to identify opportunities for improvement to enhance productivity at
Rivatex East Africa Ltd Eldoret.
Strategic Objective 5 To ensure adequate supply of relevant skills to industry

Strategies 2.9 Policy, legal and institutional reforms in industrial training
To develop, implement and review labour market policies, legislation and
programmes for employment and sustainable job creation
Strategies 2.10 Strengthen management and coordination of labour migration and
foreign employment
2.11 Establish and maintain an Information System for all Kenyan
migrant workers
2.12 Formulation of Employment Policies, legislations and Strategies
Cabinet Secretary Hon. (Amb) Ukur Yatani during launch of home-care management curriculum which incorporate pre-
departure training for Kenyan migrate workers

Job seekers preparing to register for employment through the newly launched NEA-Integrated Management Information system
(IMIS)
Key Result Area 3: Community Empowerment, Social Protection and Development

Strategic Issues/ Challenges a. Broken down families, social values and networks
b. Increased demand for social protection among vulnerable
populations such as older persons, Persons’ with Disability and the
marginalized in the country
c. Weak coordination of community empowerment and participation
processes in the National Development agenda
d. Limited vocational rehabilitation programmes and inadequate
inclusion of disability issues and participation of PWDs in the
development processes
e. Limited policies and legal framework on social protection
f. Inadequate data, low awareness and investment in social protection
sector
g. Weak coordination framework on social protection between national
and county governments
h. Inadequate data, knowledge and understanding of street families
rehabilitation
i. Limited policies and legal frameworks on street families
rehabilitation
j. Weak coordination of street families rehabilitation amongst
communities and implementing partners
To empower individuals, families, groups and communities for improved
livelihoods.

Strategies 3.1. Provision of Policy and Legislative Framework on Social Development
3.2. Strengthen systems for effective delivery of social development

interventions
3.3. Strengthen capacity of communities for participation in Socio

economic activities
3.4. Coordinate and manage volunteerism activities
3.5. Protection of rights and empowerment of Persons with Disability
3.6. Social welfare for older persons and family protection
3.7. Contribution to National Regional and International Obligations and

protocols
Provision of care and support to the elderly
Strategic Objective 8 To improve the livelihoods of poor and vulnerable members of society
Strategies 3.8. Enhancing transparency in registration, targeting and enrolment of
beneficiaries
3.9. Streamlining payment of cash transfers and management of Inua

Jamii Consolidated Cash Transfer Programmes (CCTP) data and
information
3.10. Enhancing beneficiaries’ awareness and strengthening Grievances &

Case Management mechanism
3.11. Enhancing M&E of the CCTP

Cabinet Secretary Hon (Amb.) Ukur Yatani and Principal Secretary State Department for Social Protection Mr Nelson Marwa
Sospeter, E.B.S. launching Cash Transfer (Inua Jamii) payment in Kajiado County
To improve coordination and linkages in delivery of social protection

interventions by actors in Kenya
Strategies 3.12. Co-ordinate development and review of Social Protection policies,
legal and institutional frameworks
3.13. Support development and improvement of Social Protection systems
3.14. Facilitate development of Social Protection stakeholder networks
3.15. Enhance awareness and capacity for increased uptake of SP services

among contributory schemes
3.16. Promote sustainable financing options for social protection

Deputy President Hon. Dr. William S. Ruto (centre) greets one of the exhibitors during the second National Social Protection
Conference held in March, 2018. Looking on is the Cabinet Secretary Hon. (Amb.) Ukur Yatani.
Strategic Objective 10 To coordinate rescue, rehabilitation and reintegration of street families
Strategies 3.17. Coordinate rescue of street families
3.18. Coordinate development of policies and legislation on issues

affecting street families
Key Result Area 4: Care and Support Services to children
Strategic Issues/ Challenges a. Increased child rights violations
b. Inadequate data, knowledge and understanding on child rights and
child protection issues
a. Inadequate capacities of communities to initiate, implement and

sustain their projects / programmes for children
b. Erosion of social values, harmful cultural practices, child radicalization

and online child abuse (cyber-crime)
c. Extreme poverty of households with children leading to child labour

Strategic Objective 11 To realize and safeguard the rights and welfare of all children
Strategies 4.1. Prevention and protection of children from abuse, neglect, violence
and exploitation
4.2. Enhancement of Child Protection Information Management Systems

{CPIMS}
4.3. Nutrition enhancement for children
4.4. Promotion of Alternative Family Care {AFC} services
4.5. Development and review of legislation, policies and programmes

for care and protection of children
4.6. Awareness creation on the rights and welfare of children

Key Result Area 5: Leadership and Integrity (Governance)
Strategic Issues/ Challenges a. Weak control systems
b. Weak enforcement mechanisms

To enhance efficiency, equity, transparency and accountability in results-
based service delivery
Strategies 5.1. Change of organizational culture
5.2. Promotion of compliance and adherence to rules and regulations
5.3. Coordination of Legal and institutional framework
5.4. Improve governance and transparency

Key Result Area 6: Policy coordination and capacity building
Strategic Issues/ Challenges a. Inadequate human resource, financial, technological and
infrastructure capacities
b. Inadequate policy and legal framework to guide the implementation
of the Ministry’s projects and programmes
c. Weak asset management
d. Weak Monitoring, Evaluation and Reporting framework
e. Inadequate awareness by the public on the Ministry’s projects and
programme
To improve service delivery and coordination of Ministry functions,
programmes and activities
Strategies 6.1. Strengthen ministerial institutional capacity
6.2. Improve resource mobilization and utilization
6.3. Improve governance and transparency
6.4. Enhance awareness on Ministry’s projects and programmes
6.5. Strengthen and harmonize the M&E systems

4. CHAPTER FOUR: IMPLEMENTATION AND

COORDINATION FRAMEWORK
4.0 Overview
This Chapter deals with the organizational arrangements, and human and financial capacity for
implementation of the Strategic Plan. It provides the Structure of the Ministry with details of the
key offices, departments, units and state agencies. The Chapter then outlines the functions of each
of the departments and provides a brief of the mandates and functions of the state corporations
and regulatory bodies under the Ministry. An analysis of the human resource capacity required
to execute the Strategic Plan is also presented in terms of the Staff Establishment and Training
Programmes. The Chapter also outlines the Financial Resources required to implement the Plan
along with Estimates of Expected Resources from both the Government and other (external) sources.
Finally, the Resource Gaps for the period have been analyzed and the measures to be used in
mobilizing additional resources to close these gaps are outlined.
4.1 Structure of the Ministry

The Ministry comprises two State Departments - Labour and Social Protection. It has nine (9)
technical departments namely: Department of Labour; Directorate of Occupational Safety and
Health Services (DOSHS); Department of National Human Resource Planning and Development
(NHRP&D); National Productivity and Competitiveness Centre (NPCC); Office of the Registrar of
Trade Unions; Department for Social Development (DSD); Department of Children Services (DCS);
National Social Protection Secretariat (NSPS); and the Social Assistance Unit (SAU).
The only Autonomous Government Agency (AGA) under the Ministry is the National Social Security
Fund (NSSF). In addition, there are six (6) Semi-Autonomous Government Agencies (SAGAs) namely:
National Industrial Training Authority (NITA); National Employment Authority (NEA); National
Council for Persons With Disabilities (NCPWDs); National Council for Children Services (NCCS);
Child Welfare Society of Kenya (CWSK); and Street Families Rehabilitation Trust Fund (SFRTF).
The organizational structure of the Ministry has been reviewed taking into consideration Executive
Order No. 1, June 2018 (Revised) on Organization of the Government of the Republic of Kenya.
The structure takes cognizance of the two State Departments as outlined in the Executive Order
and establishment of the National Employment Authority (NEA) as a state corporation. It further
recognizes establishment of the Social Assistance Unit (SAU) to coordinate and implement the
Consolidated Cash Transfer Programme (CCTP) and the inclusion of the Street Families Rehabilitation
Trust Fund. This structure is presented in Figure 1

.Figure 1: Organizational Structure of Ministry of Labour and Social Protection
38
CABINET SECRETARY
NCPWD
NSSF NCCS
CHIEF ADMINISTRATIVE
NITA CWSK
NEA PRINCIPAL SECRETARY SECRETARY PRINCIPAL SECRETARY SFRTF
LABOUR SOCIAL PROTECTION
Regulatory Regulatory
Bodies Bodies
Support NHRPD NPCC OFFICE LABOUR DOSHS DCS
Strategic Plan 2018-2022

DSD SAU SPS Support
Services OF THE Services
REGISTRA
R OF
ADMIN TRADE ADMIN
UNIONS
SCM SCM
HRM&D HRM&D
County and Decentralized County and Decentralized Offices
CPMU Offices CPMU
FINANCE FINANCE
ACCOUNTS ACCOUNTS
ICT ICT
PUBLIC COMMUNICATIONS PUBLIC COMMUNICATIONS
LEGAL LEGAL
INTERNAL AUDIT INTERNAL AUDIT
4.1.1 Functions of Departments and Units

The following are the core functions of departments in relation to the Ministry’s mandate:
4.1.1.1. Department of Labour
i. Promotion of harmonious industrial relations

ii. Promotion of fundamental principles and rights at work
iii. Promotion of social dialogue and coordination of decent work programmes
iv. Promotion of International Labour Standards
v. Implementation of programmes on elimination of Child Labour
vi. Administration of foreign employment
4.1.1.2. Directorate of Occupational Safety and Health Services
i. Development, review and implementation of occupational safety and health policies

ii. Safety and health auditing of workplaces
iii. Examination and testing of hazardous industrial plants and equipment
iv. Identification, evaluation and control of hazards in the work environment
v. Medical surveillance in workplaces
vi. Management of Occupational Safety and Health Database Management System
vii. Training and awareness creation on occupational safety and health
viii. Facilitation of compensation to employees for work related injuries and diseases
ix. Investigation of occupational accidents, dangerous occurrences and cases of occupational
diseases
i. Carrying out research on matters relating to occupational safety and health
4.1.1.3. Office of the Registrar of Trade Unions
i. Promote harmonious labour relations, social dialogue and fair labour practices
ii. Registration and regulation of trade unions and employer associations
4.1.1.4. Department of National Human Resource Planning and Development
i. Provision of Labour Market Information

ii. Development of human resource planning and development policies
iii. Evaluation of relevance of training programmes to the labour market
iv. Assessment of training needs in the economy
v. Maintenance of training master-file
ii. Maintenance of a National Occupational Classification Standard (NOCS)
4.1.1.5. National Productivity and Competitiveness Centre (NPCC)
i. Promotion of productivity improvement and productivity culture

ii. Implementation of productivity improvement programme
iii. Measurement of productivity at national, sectoral and firm levels

iv. Establishment and maintenance of a productivity database

v. Development of national capacity in productivity management
vi. Promotion of worker innovativeness and innovation management
vii. Enhancement of National Competitiveness
4.1.1.6. Department of Social Development
i. Development of policies and coordination of legal frameworks on Community

Development, Disability, Older Persons and Ageing, Volunteerism and Family protection
ii. Standardization of community mobilization, participation and volunteerism
iii. Disability mainstreaming
iv. Advocacy on Disability issues
v. Rebranding of Vocational Rehabilitation Centers (VRCs)
vi. Promotion and coordination of partnerships among stakeholders dealing with social
development issues
vii. Advocacy and dissemination of Matrimonial and Succession Laws and Policies
viii. Liaison and communication on International, Regional and National Instruments
4.1.1.7. Department of Children Services
i. Provision of technical/expert advice to the Children’s Court

ii. Enforcement of orders made by Children’s Courts
iii. Provision of counseling and guidance to children and their families
iv. Management of children rehabilitation schools, rescue institutions and remand homes
v. Registration of Charitable Children Institutions and programmes
vi. Facilitation of adoption, foster care, and guardianship of children
vii. Coordination of children services provided by partners and stakeholders
viii. Rehabilitation and reintegration of child offenders into the community
4.1.1.8. Social Protection Secretariat
i. Provision of overall strategic direction, technical support and strengthening institutional

governance arrangements for an effective National Social Protection system
ii. Facilitate development, review and monitoring of social protection policies and legislation
iii. Establishment of strategic coordination mechanisms across and between leading
ministries and development partners delivering social protection initiatives in Kenya
iv. Refining mechanisms for effective targeting and mapping of resource allocation of social
protection initiatives
v. Support the development of social protection information systems
vi. Research for improved targeting of poor and vulnerable groups
vii. Development of evidence-based national monitoring systems for social protection
projects and programmes
viii. Establishment and maintenance of an effective advocacy, communication and influencing
system on social protection issues

ix. Collaboration with key stakeholders in the development of mechanisms for establishing
the National Social Protection Consolidated Fund
4.1.1.9. Social Assistance Unit
i. Coordination of payments for beneficiaries of the Consolidated Cash Transfer Programme

(CCTP) and maintenance of up-to-date payments records
ii. Review and updating of the CCTP Operations Manual
iii. Development of Targeting and Expansion Plans for the Consolidated Cash Transfer
Programme (CCTP)
iv. Coordination of the targeting, enrolment and recertification process for the programme
v. Provision of technical support to field officers implementing the programme during
targeting and recertification processes
vi. Development and review of guidelines for operations of Beneficiaries Welfare Committees
(BWCs)
vii. Maintenance of the CCTP Management Information System (CCTP-MIS)
viii. Development, implementation and awareness creation on the Grievance and Case
Management (G&CM) mechanisms of the CCTP
ix. Monitoring and Evaluation (M&E) all aspects of the CCTP
4.1.1.10. Support Services
4.1.1.11. Administration Unit
i. Coordination of development and implementation of policies, projects and programmes

ii. Timely response to public complaints
iii. Spearhead the fight against corruption
iv. Custodians of Ministry’s records and assets
v. Improvement of work environment
vi. Management of transport
vii. Parliamentary liaison
viii. Coordination of mainstreaming of activities on drug and substance abuse, environmental
sustainability, disability and HIV and AIDs issues
4.1.1.12. Finance Unit
i. Budget planning and preparation

ii. Budget implementation and control
iii. Budget monitoring and reporting
iv. Preparation of audit responses on policy matters
4.1.1.13. Central Planning and Monitoring Unit
i. Coordination of policy formulation and review

ii. Monitoring and Evaluation of projects and programmes
iii. Coordination of the ministry’s planning and reporting processes
iv. Investigation of economic trade disputes referred from the Employment and Labour

Relations Court
v. Analysis of Collective Bargaining Agreements (CBAs) for registration by the Employment
and Labour Relations Court
vi. Provision of labour market statistics
vii. Preparation of Economic background papers for wage determination
viii. Mainstreaming of youth and gender issues
ix. Human Resource Management and Development Unit
x. Planning for the human resource requirements of the ministry
xi. Management of recruitment, compensation, maintenance and separation of human
resources
xii. Implementation of human resource management policies, rules and regulations
xiii. Coordination of development and review of Schemes of Service administered by the
ministry
xiv. Implementation of performance management
xv. Identification of skills requirements
xvi. Formulation and implementation of the human resource development plan
xvii. Coordinate the implementation of training programmes
xviii. Coordination of internship and attachment programmes in the ministry
xix. Monitoring and evaluation of training programmes
4.1.1.14. Information and Communications Technology Unit
i. Undertaking of systems design and development

ii. Development, implementation and monitoring of ICT strategy
iii. Implementation of the e-Government strategy
iv. Management of data security of and ICT infrastructure
v. Capacity building on relevant information communication technologies
4.1.1.15. Supply Chain Management Unit
i. Acquisition of goods and services

ii. Disposal of idle assets
iii. Asset and stores management
iv. Provision of advice on procurement related matters
v. Coordinate the preparation of Annual Procurement Plans
4.1.1.16. Accounts Unit
vi. Process and make payments of financial transactions

i. Produce financial reports
ii. Maintain accounting records
iii. Management of the cash flow
iv. Preparation of final accounts

v. Preparation of audit responses to accounting matters

4.1.1.17. Internal Audit Unit
i. Ensure internal controls

ii. Development and review of risk management strategy
iii. Carry out periodical and special audits
4.1.1.18. Public Communications Unit
i. Promotion of a positive corporate image

ii. Awareness creation of the Ministry’s programmes
iii. Development and implementation of a communication strategy
4.1.1.19. Legal Unit
i. Provide legal services to the Ministry

ii. Coordination of development and implementation of legislations and policies
iii. Ensure compliance with the Constitution
iv. Ensure compliance with international obligations
4.1.1.20. Mandates of State Corporations and Agencies
4.1.1.21. National Social Security Fund (NSSF)
The National Social Security Fund was established under Cap 258 of the Laws of Kenya. It offers
social security to Kenyan workers both in the formal and informal sectors. It registers members,
receives their contributions, manage funds of the scheme, process and pay out benefits to eligible
members or dependents. In 2014, NSSF Act, No. 45 of 2013 was assented to thereby transforming
the Fund from a Provident Fund to a Pension Scheme.
4.1.1.22. National Industrial Training Authority (NITA)

NITA was established by the Industrial Training Act, Cap 237. Its overall mandate is: management of
industrial training and attachment; curriculum development for industrial training; and administration
of Industrial Training Levy. It also plays a key role in accrediting institutions engaged in skill training
in the industry, assessing industrial training, testing occupational skills and awarding certificates
including government trade tests and development of curriculum and national occupational skills
and testing standards.
4.1.1.23. National Employment Authority (NEA)

The National Employment Authority (NEA) was established in April, 2016 by the National Employment
Authority Act, 2016. The key mandate of the Authority is to: promote effective utilization of the
country’s human resources; develop policies, programmes and strategies on employment; maintain
and disseminate up-to-date labour market information; monitor employment trends, skill gaps and
mismatch in the labour market; develop programmes and strategies to promote employment creation
and mainstream gender issues into employment programmes; promote foreign employment to
absorb excess labour force; enforce and ensure compliance with the Labour Institutions Act, 2007,
Employment Act, 2007; and develop, promote and coordinate implementation of programmes
and strategies that promote full employment and decent work, registration of private employment
agencies and monitoring and regulation of their activities.

4.1.1.24. National Council for Persons with Disabilities (NCPWDs)

The National Council for Persons with Disabilities was established in 2004 through the Persons
with Disabilities (PWD) Act, 2003 to promote the rights of persons with disability in Kenya and
mainstream disability issues into all aspects of national development. Specifically, the council is
mandated to: formulate and develop measures and policies designed to achieve equal opportunities
for PWDs; register persons with disabilities and institutions and organizations giving services to
PWDs; conduct inquiries into any matter relating to the welfare and rehabilitation of persons with
disabilities; capacity building of organizations for PWDs in economic empowerment for their
participation in nation building; recommend measures to prevent discrimination against PWDs;
and raise public awareness regarding PWDs.
4.1.1.25. National Council for Children Services (NCCS)

The National Council for Children Services was established following enactment of the Children
Act, 2001 (Sec 30). It was inaugurated in September, 2002. The mandate of the Council is:
supervision, planning, financing and coordination of child rights and welfare activities; and to
advise the government on all aspects related to child rights and welfare. Its core functions are to:
Coordinate and supervise child rights and welfare activities; Plan, monitor and evaluate children
activities; source and coordinate donor funding of child welfare projects; Advocate for child rights
and welfare; Coordinate stakeholders on children issues; Establish Area Advisory Councils (AACs)
in every Sub-County; and approve registration of charitable Children’s Institutions (CCIs).
4.1.1.26. Child Welfare Society of Kenya (CWSK)

The Child Welfare Society of Kenya was established and gazetted in 1955 as an approved society
gazette notice 1768 of 27th December, 1955, an exempt society by gazette notice 1536 of
04/11/1955, Certificate of exemption number 455 and adoption Society for Kenya, gazette notice
No. 1356 of 28/04/1969. It was further established as a State Corporation vide Legal notice No. 58
of 23/05/2014. Its overall mandate is to provide for the care, protection, welfare and adoption of
children. It is the National Adoption Society of Kenya and National Emergency Response, Welfare
4.1.1.27. Street Families Rehabilitation Trust Fund (SFRTF)

The Street Families Rehabilitation Trust Fund was established on 11th March, 2003 through a
Gazette Notice No. 1558, to address the concerns of homeless, destitute and vulnerable persons
in urban areas. It was registered as a body Corporate in August, 2010 under the Trustees (perpetual
succession) CAP 164 Laws of Kenya. The mandate of the Trust Fund is to: coordinate rehabilitation
activities for street families; conduct public education on street families’ issues; fundraise, mobilize
resources and receive donations; fund street families rehabilitation programmes; monitor expenditure
and disbursement of donations; and advise the government and other key agencies on matters
relating to the rehabilitation of street families.
4.1.2 Functions of Regulatory Bodies

4.1.2.1. National Labour Board (NLB)
The main functions of the NLB are to advise the Cabinet Secretary on:
i. All matters concerning Employment and Labour
ii. Legislation affecting Employment and Labour
iii. Any matter relating to labour relations and trade unionism
iv. Any issue arising from ILO and ILO Conventions

v. Codes of good practice

vi. Any issue raised by international or regional association of states of which Kenya is a
member
vii. Systems of Labour inspections and Administration of labour laws
viii. Any aspect of public Employment services, Vocational guidance, Vocational training and
Employment of persons with disability
ix. The formation and development of policies designed to promote the granting of paid
educational leave to workers.
x. The general state of employment, training and manpower development in the country
xi. Productivity measurement and improvement
xii. The appointment of wages councils
xiii. The appointment of members of the Employment and Labour relations court
xiv. The setting of compensation benefits in accordance with the provisions of the laws
relating to WIBA
xv. The registration Suspension and deregistration of trade unions and employers’
organizations
xvi. Any other matter related to the Boards functions
4.1.2.2. National Council for Occupational Safety and Health (NACOSH)
The main functions of the Council are to advise the Cabinet Secretary on:
i. The formulation and development of national occupational safety and health, policy
framework
ii. Legislative proposals on occupational safety and health, including ways and means to give
effect to International Labour Organization (ILO) Conventions, and other international
instruments relating to occupational safety, health, compensation and rehabilitation
services
iii. Strategic means of promoting the best practices in occupational safety and health
iv. The establishment, maintenance and development of a safety and health preventative
culture
v. The Council is also charged with supervising matters relating to the administration of the
Occupational Safety and Health Fund
4.1.2.3. Wages Councils
The functions of the Wages Council are to:
i. Investigate the remuneration and conditions of employment in the identified sectors;

ii. Invite and consider written and oral representations from interested parties; and
iii. Make recommendations to the Cabinet Secretary on minimum wage remuneration and
conditions of employment.

4.1.2.4. Steering Committee on Child Adoption in Kenya

The Committee was established to review adoption procedures and develop a comprehensive
policy for the effective regulation and management of child adoptions in Kenya. The specific
functions include:
i. Review the existing legal, policy and institutional framework for child adoption in Kenya
and assess its effectiveness in ensuring the protection of children;
ii. Identify gaps in the existing legal, policy and institutional framework governing adoptions
in the country and recommend the best practices for child adoption to ensure adherence
with internationally recognized standards, the Hague Convention and the Children Act,
2001;
iii. Establish the extent to which adoptions in Kenya are linked to child trafficking, including
the trends, agencies or persons involved in child trafficking and recommend appropriate
measures to curb the problem;
iv. Recommend mechanisms for the prevention of the sale and trafficking of children in
local and inter-country adoptions and for the effective monitoring and evaluation of
adoption services in the country; and
4.1.2.5. National Assistance Trust Fund for Victims of Trafficking In Persons
The Fund is administered by a Board of Trustees. Its main mandates are to assist, support and protect
the victims of trafficking in persons, and formulate plans for the provision of appropriate services for
victims of trafficking in persons and children (return to and from Kenya; resettlement; re-integration;
appropriate shelter and other basic needs; psychosocial support; appropriate medical assistance;
legal assistance, including information on the relevant judicial and administrative proceedings).
4.1.2.6. Advisory Committee for Counter Trafficking In Persons

The Committee is charged with advising the Cabinet Secretary on inter-agency activities aimed
at combating trafficking and the implementation of preventive, protective and rehabilitative
programmes for trafficked persons. In addition, it formulates programmes for the reintegration of
both locally and internationally trafficked persons.
4.2 Staff Establishment

The Ministry currently has a staff compliment of 2,489 employees against an authorized establishment
of 4,641, which translates to 53.6 per cent of the establishment. The staff is distributed as follows:
State Department for Labour has an in-post establishment of 578 against an authorized establishment
of 1,801 translating to 32.1 per cent while the State Department for Social Protection has an in-post
establishment of 1,901 against an establishment of 2,858 translating to 66.5 percent. The acute
understaffing in the State Department for Labour is a great impediment to effective and efficient
service delivery and calls for urgent recruitment of staff. The overall distribution of staff in the
Ministry is presented in Tables 5, 6, 7 and 8.

Top Management Staffing Levels
Table 5: Top Management Staffing Levels

Designation Optimal In-Post Variance
Cabinet Secretary 1 1 0
Chief Administrative Secretary 1 1 0
Principal Secretary 2 2 0
Advisor 0 1 +1
Personal Assistant 0 3 +3
Assistant Director Office Administrative Services 1 1 0
Principal Assistant Office Administrator 1 1 0
Assistant Office Administrator I 3 3 0
Office Administrative Assistant [1] 2 3 +1
Principal Driver 1 2 +1
Chief Driver 0 3 +3
Driver [2][1] 3 6 +3
Senior Clerical Officer 1 3 +2
Support staff 6 6 0
TOTAL 22 36 +14
4.2.1 Administration and Support Services Staffing Levels

Table 6: Administration and Support Services Staffing Levels
Department Optimal In-Post Variance Staffing level (%)
General Administration 83 63 -20 75.9
Planning 31 22 -9 70.9
Finance 7 19 +12 271.4
Human Resource Management and 42 53 +11 126.2
Development
Accounts 28 40 +12 142.8
Supply Chain Management 20 27 +7 135.0
Information and Communications Technology 16 11 -5 68.7
Public Communication 4 5 +1 125.0
Legal Unit 4 2 -2 50.0
Records Management 13 11 -2 84.6
TOTAL 248 253 +5 102
4.2.2 Technical Departments’ Staffing Levels

Table 7: Technical Departments’ Staffing Levels
Staffing level
Department Optimal In-Post Variance
(%)
Labour 554 186 -368 33.6
Employment 289 52 -237 18
Registrar of Trade Unions 16 6 -10 37.5

Staffing level
(%)
National Human Resource Planning and
119 25 -94 21.0
Development
National Productivity and Competitiveness
120 28 -92 23.3
Centre
Occupational Safety and Health Services 531 122 -409 23
Directorate of Social Development 1,150 891 -259 77.5
Directorate of Children Services 1,586 866 -720 54.6
National Social Protection Secretariat 6 8 +2 133.3
Social Assistance Unit - 16 +16 0
TOTAL 4,371 2,200 2,171 50.33
4.2.3 Summary of Staffing Levels

Table 8: Summary of Staffing Levels
Staffing level
(%)
Top Management 22 36 +14 163.6
Technical Departments 4,371 2,200 -2,171 50.3
Support Services 248 253 +5 102
TOTAL 4,641 2,489 2,152 53.6
4.3 Human Resource Development Strategies

The Ministry will carry out training of staff as the main human resource development strategy over
the Strategic Plan period. Two types of courses will be prioritized: compulsory courses required for
staff promotions and technical courses aimed at enhancing the productivity of staff. The compulsory
short courses include Senior Management Courses, Strategic Leadership Development Programme,
Prosecution, Proficiency and basic computer skills. Compulsory long courses include relevant
Masters, Diploma and Certificate level courses stipulated in the various Schemes of Service for the
various cadres. The technical courses will depend on the cadre, area of specialization or emerging
needs in a specific area.
The specific training programmes will be based on the current competency needs analysis and
are outlined in Table 9.
Table 9: Staff Training Needs

Type of Training
Training programme Target group
Training Content
Compulsory short course – SLDP,
1. Senior Management, Supervisory All cadres Short term Management
skills etc
2. Transformative leadership Senior level staff Short term Management
Governance and public sector
3. Senior level staff Short term Management
management

Type of Training
Training Content
4. Leadership mentorship programme Senior level staff Short term Management
Management Development
Middle and Senior
5. Programme for Executives (Basic, Short term Management
level staff
Certificate and Advanced)
Clerical and support
6. Proficiency course for clerical officers Short term Management
staff
Sensitization on various crosscutting
issues e.g; Policies such as
7. All members of staff Short term Management
Information Security, Performance
Appraisal, Risk Management, etc
8. SDGs Indicators Training Senior Level Short-Term Management
Management of Customer care and
9. All Staff Short-Term Management
public relations
10. Knowledge Management Course All cadres Short term Management
11. Induction Entry and new staff Short-Term Management
Management level
12. Policy Analysis Short-Term Management
officers
13. Proposal development Technical Officers Short-Term Technical
14. Talent Management Management Staff Short-Term Management
Management Staff/
15. Strategic Management Short-Term Management
Registrars
16. Team Building All Staff Short-Term Management
17. Leadership and change management Supervisory Staff Short-Term Management
Information Communication
18. Technology and Systems security All Staff Short-Term Technical
management
Continuous Professional Members of various
19. Short-Term Management
Development professional bodies
Training of trainers / Pedagogical Instructors/ lecturers at Short Term/
20. Technical
training D.I.T. Long-Term
21. Health and Safety All Staff Short-Term Technical
Customer Care and communication
22. All Staff Short-Term Management
skills
Labour Administration and Project Management/
23. Technical Staff Short-Term
management technical
24. Arbitration and conciliation Technical Staff Short-Term Technical
International Labour Standards and
25. Technical Staff Short-Term Technical
social protection
Manpower Planning,
26. Labour Market Information Systems Development and Short-Term Technical
Employment Officers
27. Productivity Measurement Productivity Officers Short-Term Technical
Manpower Planning
28. Sampling and Statistical Methods and Development Short-Term Technical
Technical Staff

Type of Training
Training Content
Manpower Planning,
Employment and Unemployment
29. Development and Short-Term Technical
Statistics
Employment Officers
Manpower Planning,
30. Projecting Tomorrow’s Workforce Development and Short-Term Technical
Employment Officers
Middle and Senior
level Cadre in
31. Analyzing Labour Statistics Short-Term Technical
Manpower Planning
and Development
Pre-retirement and Pension Planning
32. All staff Short-Term Management
and management
33. Coaching and Mentoring All staff Short-Term Management
34. Report writing All staff Short-Term Management
Conduct of meetings and minutes All staff/members of
writing committees
Protocol, Etiquette and Events All staff/staff in
Management Course executive offices
Cabinet, Executive Memo and Board All staff/staff in
Paper Writing Course executive offices
38. Database Administration using SQL ICT Officers Short-Term Management
Performance Management Systems
Course
Performance Contracting in the
Public Service Seminar
41. Diploma in Public Administration Administrative Officers Short-Term Management
Activity based budgeting in public Finance and planning
sector officers
Project Planning and Management
43. Project coordinators Short-Term Technical
Course
Records Management,
44. Documentation and innovation best All staff Short-Term Management
practice
Human Resource Management and
Development
Financial Management for Donor Finance and Projects
Funded Projects officers
47. Auditing for donor funded projects Auditors Short-Term Management
Advanced Administrative Office Office Administrative
Management Best Practice Officers
Basic Computer Skills for Support
49. Support staff Short-Term Management
Staff and Drivers
50. Basic Counselling Skills All staff Short-Term Management
51. Balanced Score Card Seminar All staff Short-Term Management

Type of Training
Training Content
Project formulation and feasibility
studies Analysis
Proposal writing and resource
mobilization
54. Negotiation Skills All staff Short-Term Management
55. Integrity and Anti-corruption IAOs and CPCs Short-Term Technical
Both Short-
ACU, VCT members,
56. Mainstreaming of HIV/Aids Term and Management
peer counselors
Long-Term
Public Financial Management in a
57. Finance Officers Short Term Management
changing world.
58. Defensive Driving and Road Safety Drivers Short-Term Technical
All procurement
officers and Members
59. Sensitization on procurement laws Short-Term Management
of all Mandatory
Committees
Procurement officers
60. Supply Chain Management and procurement Short-Term Management
assistants
Senior Managers in
Post graduate degree in Statistics,
61. Manpower Planning/ Long-Term Management
Population B Phil/ M Phil.
Development
Diploma or Higher Diploma Middle and Senior
in Statistics, Applied statistics, level Cadre in
62. Long-Term Management
Demography/Population Studies Manpower Planning
Computer Science or Labour studies and Development
Management/
63. Monitoring & Evaluation/Research Middle and Senior staff Short-Term
Technical
Bachelors, Masters and PHD Degree
Central Planning Unit
64. in Economics, Statistics, Mathematics Long-Term Management
Staff
or Computer Science.
65. Masters in ICT Senior ICT Staff Long-Term Technical
Linux administration, MCSE, ORACLE
66. for database administrators, Cisco All Cadre of Staff Long-Term Technical
networking
67. Degree in Office Administration Secretarial Staff Long-Term Technical
MSC and PHD in Occupational Occupational Safety
68. Long-Term Technical
Safety and Health and Health Officers
Employment injury schemes and
Occupational Safety
69. prevention of Occupational Health Medium Technical
and Health Officers
and diseases
Institutional Capacity building for
70. Senior Staff Short-Term Management
effective Labour Market Information
Enterprise
71. Entrepreneurship Development Long-Term Technical
Development Officers

Type of Training
Training Content
Masters Degree in Social Science, Middle and Senior
72. Education project planning and level cadre in Social Long term Technical
Management and children services
Middle and lower
Certificate and diploma courses in
73. cadre in children and Long term Technical
Sociology and Education
Social services
HRM/HRD/
Masters Degree in Human Resource Administration/
Management/ Public Administration/ Finance/Accounts
74. Long term Management
development/finance/procurement/ and Supply Chain- for
governance middle level and senior
level cadres
4.4 Financial Resources
4.4.1 Financial Resources Requirements

Implementation of this Strategic Plan will be based on the Key Result Areas (KRAs) identified in
the Strategic Model. The resources required for implementation of each KRA for each Financial
Year covered by the Strategic Plan are presented in Table 10. From the table, the total amount of
resources required by the Ministry to implement the Strategic Plan is KSh. 211.528 Billion.
Table 10: Financial Resources Requirements

Resource Requirements
KRA Projected Estimates (Kshs. Mn)
2018/19 2019/20 2020/21 2021/22 2022/23 Total
Best Labour
1. 913.52 1,277.25 1,472.2 1,670.9 1,834.6
Practices 7,168.47
Manpower
Planning, De-
velopment,
2. 1,539.45 3,492.85 2,559.20 733.60 337.2 8,662.3
Employment
and Productivi-
ty Promotion
Community
Empowerment,
3. Social Protec- 30,283.90 36,485.40 38,410.30 41,000.70 43,102.90 189,283.20
tion and De-
velopment
Care and Sup-
4. port Services to 157.10 804.01 1,227.30 1,070.80 1,075.30 4,334.51
Children
Leadership and
5. Integrity (Gov- 49 41.7 39.2 48.2 59.2 237.30
ernance)
Policy Coor-
dination and
6. 222.6 303.4 311.4 475.1 530.2 1,842.70
Capacity Build-
ing
Total 33,165.57 42,404.61 44,019.60 44,999.30 46,939.40 211,528.48

4.4.2 Expected Resources for 2018-2022

The financial resources expected by the Ministry from the Government and Development Partners
over the Strategic Plan period are presented in Table 11. The total amount of financial resources
expected by the Ministry from the two main sources over the five-year Strategic Plan period is
KSh. 162.126 Billion.
Table 11: Expected Resources for 2018-2022

Budget Estimates (Million KShs.) Total Budget
Financial Year Estimates
Source
(Million
2018/19 2019/20 2020/21 2021/22 2022/23 KShs)
Recurrent
Expenditure 17,602.1 18,823.1 19,036.3 19,237.1 19,410.6 94,109.2
(GoK)
Development
Expenditure 11,513.3 11,454.2 11,681.1 11,471.0 11,267.3 57,386.9
(GoK)
Development
Expenditure
778.0 2,130.0 2,182.0 3,200.0 2,340.0 10,630.0
(Development
Partners)
Total 29,893.4 32,407.3 32,899.4 33,908.1 33,017.8 162,126.1
4.4.3 Resource Gaps

An analysis of the variance between resources required to implement activities in the Strategic
Plan and those expected over the implementation period is presented in Table 12. From the table,
the Ministry is likely to have a resource deficit of KSh. 49.402 Billion over the five-year period.
Table 12: Resource Gaps

Resource Gap (Million KShs.)
Total Resource
Financial Year
Gaps (Million KShs)
2018/19 2019/20 2020/21 2021/22 2022/23
Resource
33,165.57 42,404.61 44,019.60 44,999.30 46,939.40 211,528.48
requirements
Expected
29,893.4 32,407.3 32,899.4 33,908.1 33,017.8 162,126.10
Resources
Resource
3,272.17 9,997.31 11,120.20 11,091.20 13,921.60 49,402.38
Gaps
4.4.4 Resource Mobilization Strategies

The Ministry will require additional resources if it is to fully actualize this Strategic Plan. Several
strategies will be deployed to mobilize additional funds for implementation of the activities outlined
in this Strategic Plan. The key strategies will be:
i. Robust participation in the national budgeting process and lobbying for additional
resources from the National Treasury;
ii. Strengthening of linkages with development partners; and
iii. Identification and establishment of new partnerships for funding of activities.

4.5 Risk Analysis and Mitigation Measures

A Risk Analysis of the Ministry is presented in Table 13. Each risk has been categorized into ‘High’,
‘Medium’ or ‘Low’. The key measures to be implemented in addressing each risk are also outlined.
These measures have informed the activities to be implemented by the Ministry as outlined in the
Implementation Matrix.
Table 13: Risk Analysis

Risk Category Mitigation Measure
• Lobbying for increased budgetary allocation through
Parliament / Treasury
Inadequate funding High
• Develop resource mobilization strategies
• Enhancing A.I.A collections
• Sensitization of stakeholders
Failure to manage
• Public participation
stakeholders’ High
• Encourage consultations with stakeholders
expectations
• Carrying out stakeholders mapping
• Follow-up
Non-compliance with • Sanctions
Medium
statutory obligations • Sensitization
• Training
• Sensitization
Non-compliance with • Training
High
legal requirements • Develop codes of practice and guidelines
• Reviewing of related regulations / laws
• Sanctions
• Job rotations
Inappropriate • Transfers
Medium
Organizational Culture • Training
• Sensitization
• Team building
• Sensitization and awareness creation.
• Enforcement of laws
• Adherence to rules and regulations
Corruption High
• Develop corruption prevention strategies (corruption
risk assessment)
• Vetting Staff
Failure by Management
• Sanctions
to drive organizational Medium
• Sensitization
goals
• Prior Planning
Restructuring of the
Medium • Gradual delinking
organization (SAGAs)
• Involve stakeholders
• Adherence to ICT standards
• Regular review of systems and processes
Technological changes High
• Training
• Adequate ICT staff

Risk Category Mitigation Measure

• Recruitment
• Promotions
Staffing High • Succession management
• Rationalization
• Training
• Develop, review and strengthen legal, policy and
institutional frameworks
• Alternative dispute resolution mechanisms, creation
Industrial Unrest High
of awareness
• Social dialogue
• Engagement of parties
• Communication strategy
Low visibility of the • Implement the communication strategy
High
Ministry • Publicizing the Ministry
• Re-branding the Ministry
• Review and enforcement of existing legislations and
policies
• Develop guidelines and coordination mechanisms to
Child trafficking, abuse counter trafficking mechanism
High
and radicalization • Sensitization and Awareness creation
• Capacity Building
• Networking between MDCAs and non-governmental
stakeholders
• Sensitization
High demand for social
High • Mobilization of resources
assistance
• Engagement of the Stakeholder
• Sensitization
• Engagement of the Stakeholder
• Establishment of rescue centres
Elder abuse High
• Implementation of guidelines for management of
institutions of older persons
• Enhanced referral programmes
Slow pace of approval • Lobby the Parliamentarians to fast-track the approval
and enactment of High and enactment of the policies and legislations
legislations and policies • Consultations with stakeholders
• Judicial review
• Appealing judgment
Judicial rulings Medium
• Comply
• Active participation in Judicial processes
• Resources Mobilization
Increased demand for
Medium • Collaboration with the relevant stakeholders
services by PWDs
• Enforcement of Disability Act, 2013 and UNCHRPD
Litigations on provisions • Undertake intensive advocacy and lobbying amongst
Low
of the Constitution stakeholders to achieve consensus
• Establish effective structures and mechanisms
• Enhance cooperation, networking and collaboration
Online child abuse High between stakeholders and MDAs
• Sensitization and awareness creation
• Formulate policies and legislation

5. CHAPTER FIVE: MONITORING, EVALUATION

AND REPORTING
5.0 Overview
Regular assessment of progress made in implementing this Strategic Plan will be critical if the
desired results are to be achieved. This will be carried out through Monitoring, Evaluation and
Reporting. In this Chapter, the Ministry’s Monitoring, Evaluation and Reporting framework is
broadly outlined. The framework will allow for tracking of Strategies and Activities in the Strategic
Framework and Implementation Matrix, assessment of the impact of key programs and, in both
processes, the reporting of results to stakeholders.
5.1 Monitoring
The overarching objective of monitoring the implementation of this Strategic Plan will be to obtain
and provide data and information for evidence-based decision making. This will involve regular
assessment of progress in implementing the strategies and activities for each Strategic Result Area.
Monitoring of the Ministry’s activities, projects and programmes will be spearheaded by the
Cabinet Secretary through coordination by the Central Planning and Monitoring Units (CPMUs)
in conjunction with other departments and units. At the beginning of every Financial Year, a
Monitoring Plan will be developed with details of the projects and programmes to be monitored,
timelines for the monitoring exercises and reporting.
To ensure that there is a clear way of measuring performance, the Ministry will institute a performance
management plan that clearly shows the performance reporting framework on the set indicators
and annual targets. This will ensure that commitment made in this plan are translated to service
delivery to beneficiaries through performance contracting and annual workplan, both at the
Departmental/Unit and individual levels. The annual workplan will be the basis for execution of
this Strategic Plan. This is depicted in the diagram below:

5.2 Evaluation
Evaluation shall be undertaken annually, mid-term and at the end of the Plan period. At the end
of each financial year, a report will be produced giving details on the implementation of the plan
and highlighting lessons learnt. Mid-term evaluation will be undertaken after two and a half years
giving a status report on the implementation of the plan, lessons learnt and outcomes realized.
5.3 Review of the Strategic Plan

A mid-term review of the Strategic Plan will be carried out mid-2020 to assess progress in
implementation. The review will focus on: the extent to which the activities undertaken achieved
the objectives; sustainability of the achievements made; challenges faced; lessons learnt and
mitigation measures. The report of this review will guide implementation of programmes during
the remaining duration of the Plan. At the end of the implementation process, a terminal or end-
term review will be carried out to assess overall implementation rate and provide critical learning
points for the next Strategic Plan.

ANNEX I: IMPLEMENTATION MATRIX FOR 2018-2022
Key Result Area 1 Best Labour Practices
58
Strategic Objectives i. To inculcate a safety and health culture in workplaces
ii. To promote harmonious labour relations, social dialogue and fair labour practices
Total Bud- Indicative Annual Budget (Million KShs.)
Output Indica-
Strategy Activities Outputs get Actors
tors 2018/19 2019/20 2020/21 2021/22 2022/23
(5 Years)
Strategy 1.1: Occu- Operationalize Oc-
pational Safety and cupational Safety and Operational OSH
Health Policy, Legal Health (OSH) Bill, Act, WIC Act, DOSHS, SDL, NT,
35.9 4.4 10.5 6.5 7 7.5
and Institutional Re- Work injury compen- OSH Practitioners AG., NA, SCAC
forms sation Bill and OSH Act
Practitioners Bill
Lobby for enactment and Occupational Safety,
implementation of Bills Health and Work Injury Operational OS-
on Occupational Safety 44 - 6 10 14 14 DOSHS, SDL

Compensation Authori- HICA
and Health ty (OSHICA) established

Operational occu-
Occupational diseases
pational diseases 70 - - 50 15 5 DOSHS
fund established
Fund
Operational pro-
Operational OSHP 8.7 4 4 0.5 0.2 DOSHS
fessional body
DOSHS, NACC,
Review the OSH Policy OSH Policy Reviewed Operational Policy 8 - 8 - -
SDL, NACOSH
Oil, Gas, mining, bio-
hazard exposure and No. of regulations DOSHS, KEPTAP,
15 - 3 3 4 5
HIV/AIDS at Work developed BSA, NACC, ILO
regulations developed
Scaffolding, medical
Develop and review examinations and safe- No. of CoPs De-
11 - 2 2 3 4 DOSHS
OSH subsidiary legisla- ty Codes of Practice veloped
tions, regulations, codes (CoPs) developed
of practice and guide- Max and min Work
lines in existing and Injury compensation
emerging sectors No. of guidelines
amounts, BOHS and 11 2 2 3 4 DOSHS
developed
approved persons
guidelines developed
Existing OSH rules and No. of existing
codes of practice (CoPs) rules and CoPs 21 3 5 6 7 DOSHS
reviewed reviewed
Output Indica-
tors 2018/19 2019/20 2020/21 2021/22 2022/23
(5 Years)
Ratify ILO conventions No. of ratified DOSHS, SDL, ILO,
Conventions ratified 6 - 0.5 1 1.5 3
155, 161, 187 and 121 conventions Parliament
Finalize and implement
Policy on HIV&AIDS Operational Policy
the National Policy and DOSHS, NACC,
at work finalized and on HIV&AIDS at 8 1.6 1.6 1.6 1.6 1.6
the policy on HIV and SDL, ILO
implemented work
AIDS at work
No. of staff trained
capacity building for on oil and gas,
staff Trained on special-
DOSHS Staff on special- prosecution and 153.75 8.75 22 35 40 50 DOSHS, KEPTAP
ized OSH areas
ized areas of OSH occupational
hygiene
No. of Number of
Enhance the collection
workplaces contributing workplaces con-
capacity of the OSH 18.9 4.2 4.0 3.8 3.6 3.3 DOSHS, NACOSH
to OSH fund increased tributing to OSH
Fund
Fund
Strategy 1.2: Main- Reporting tool for re-
streaming occupation- porting of occupational Operational BOHS
1.5 1.5 0 0 0 0 DOSHS, MOH,
al safety and health disease in primary tool
into the sectors of the health care developed
Economy Reports of patients with
work related injuries
No. of reports
and diseases from pri- 1.5 0.5 0.5 0.5 0 0 DOSHS, MOH
submitted.
mary health care facili-
Mainstream Basic Occu- ties submitted.
pational Health Services
Workers in health care
(BOHS) into primary No. of health care
facilities sensitized on
healthcare System facilities sensitized 30.5 3.5 5 6 7 9 DOSHS, MOH
Basic Occupational
on BOHS
Health Services (BOHS)
Work injury evaluation
No of WIEP opera-
panels in level 5 hospi- 28 2 4 5 7 10 DOSHS, MOH
tionalized
tals operationalized

Occupational diseases
No. of reports on
data collected and 2.5 0.5 0.5 0.5 0.5 0.5 DOSHS, MOH
OD data compiled
compiled
59
Output Indica-
tors 2018/19 2019/20 2020/21 2021/22 2022/23
(5 Years)
60
ILO’s WIND pro-
Programme report 4.3 0.7 0.7 0.7 0.7 1.5 DOSHS, SDL, ILO
gramme implemented
Implement ILO’s Work Farmers sensitized on No. of farmers
Improvement Neigh- 19.2 4 4 4 4 3.2 DOSHS
programme sensitized
bourhood Development
(WIND) programme in 4 TOT course for leaders No. of leaders
7.5 1.5 1.5 1.5 1.5 1.5 DOSHS
crop production sub-sec- mounted trained
tors Monitoring and evalu-
ation on OSH improve- M&E report 5 1 1 1 1 1 DOSHS
ments conducted
Improve Occupational
safety and health stan- Sensitization workshops No. of jua kali arti- DOSHS, SDL,
50 7 9 10 11 13
dards in Micro and Small for jua kali artisans held sans sensitized MSEA
Enterprises (MSEs)
Architectural plans for No. of architec-
buildings scrutinized for tural plans scruti- - - - - - - DOSHS, NCA
Mainstreaming OSH in safety nized

construction industry
Architectural plans for No. of architectur-
through scrutiny and - - - - - - DOSHS, NCA

buildings approved al plans approved
approval of and scaffolds
Scaffolds for working at No. of scaffold
14 2 2 2 3 5 DOSHS, NCA
height certified certified
Strategy 1.3: Promo- World day for safety
tion of awareness and health at work DOSHS, NACOSH,
Event report 124 13.0 20 23 32 38
Creation on Safety and Hold annual OSH event held and report SDL, Stakeholders
Health in the world awards and awareness compiled
of work campaigns
Annual OSH Confer- OSH Conference DOSHS, Stake-
8 - 1 1.5 2.5 3
ence held report holders
Develop and implement
a ranking mechanism to
OSH Awards competi- No. of OSH
award safety and health 4.292 0.792 2 1 0.5 - DOSHS
tors awarded awardees
improvements in work-
places
Develop and implement Communication strate-
Operational Strat-
a national communica- gy on OSH developed 54.67 8.67 9 10 12 15 DOSHS,
egy
tion strategy on OSH and implemented
Output Indica-
tors 2018/19 2019/20 2020/21 2021/22 2022/23
(5 Years)
workers and employers
No. of workers
trained on OSH, first 104.8 2 18 22 30 35 DOSHS
Develop capacity in trained
aid and fire safety
training and research on
Research on OSH areas No. of research
Occupational Safety and 26.5 0.5 3 5 8 10 DOSHS,
undertaken reports published
Health (OSH)
Skills imparted in 16 No of graduate
17 0 2 3 5 7 DOSHS
OSH competencies trainees
Develop an integrated Integrated OSH-MIS
OSH-MIS 18.5 7.5 4 3 2 2 DOSHS, ICTA, SDL
Occupational Safety developed
and Health Information
Management System Updated library and Operational digital
(OSH-MIS) and digital 12.97 1.97 2.1 2.3 2.6 4 DOSHS, KNLS
library catalogue information centre
information centre
Strategy 1.4: Enhanc- Carry out a baseline
ing surveillance of survey of number of
working environment workplaces, hazardous No. of Counties
Survey on workplaces
and workers’ health industrial plants, workers covered in base- 860 14.35 100.65 180 250 290 DOSHS, CPMU
conducted
in hazardous occupa- line survey
tions and major hazard
installations
Conduct Medical ex- Workers in hazardous
No of workers
amination of workers in occupations medically 95.7 7.0 17.2 19.5 23 29 DOSHS
examined
hazardous occupations examined
Examine and test hazard- hazardous industrial
No. of plant exam-
ous industrial plant and plant and equipment 22.63 3.53 4 4.2 4.9 6 DOSHS
ined and tested
equipment examined and tested
Purchase and maintain Specialized field equip- No. and type of
specialized equipment ment purchased and equipment pur- 681.26 1.26 110 130 190 250 DOSHS, SCM
and Laboratory materials maintained chased/maintained
- No. of OSH
inspections and
OSH inspections and Audits carried out

Carry out inspections 676 44 146 149 162 175 DOSHS
Audits carried out - No. of prosecu-
and audits for compli- tions cases con-
ance with OSH Act. ducted
workplace contami- No. of workplaces
11.6 1.6 1.7 1.8 2.5 4 DOSHS
nants evaluated evaluated
Process and facilitate
percentage of WIB
settlement of work injury WIB claims settled 23.8 4.0 4.2 4.6 5 6 DOSHS, NT
61
claims settled
benefits claims
Output Indica-
tors 2018/19 2019/20 2020/21 2021/22 2022/23
(5 Years)
62
Completed build-
Complete and Opera- building Completed 145.5 145.5 - - - - DOSHS
ing
tionalize the occupa-
tional safety and health No. and type of
institute Institute equipped equipment pur- 995.5 0 155 200.5 290 350 DOSHS
chased
Safety house rehabili- % rehabilitation DOSHS, MPWH,
Rehabilitated premises 20.1 20.1 - - - -
tated rate SDL
Strategy 1.5: Strength- Establish institutional
DoL, Trade Unions,
en institutions of la- mechanisms for alterna-
ADR Institution FKE, AG, KLRC,
bour administration tive dispute resolution ADR mechanism. 200 50 60 30 30 30
established SRC, NT, PSCK,
(ADR) of labour related
ILO,
disputes.
Develop guidelines and Guidelines for collec- Operational guide-
DoL, DOSHS, NEA,
establish a mechanism tive bargaining in the lines for collective
20 - 15 2.5 1.5 1 SRC, CPMU, RTU,
for collective bargaining public sector developed bargaining in the
Legal, AG
in the public sector and implemented public sector

Extraction Industry,
Leather and footwear,

Tailoring and garment
Establish and operation- making, Maritime, ICT 5 wages Councils DoL, Trade Unions,
17 5 4 3 3 2
alize councils. Sector, Beauty salons Established FKE
and Allied industries
wages councils estab-
lished
Annual Labour Confer- Social Dialogue Participation in DoL, SOCIAL
20 4 4 4 4 4
ence Strengthened Conference PARTNERS
Capacity building for
Train NLB and the Wag- No of members DoL, Trade Unions,
the NLB and Wages 25 5 5 5 5 5
es Councils’ members. trained FKE
Councils.
Capacity building for the No of Trained DoL, HRDM, NT,
200 officers Trained 3.3 0.8 0.7 0.7 0.6 0.5
inspectorate staff officers PSCK.
Strategy 1.6: Main- Time taken to resolve
Apprehension and reso- Time taken to DoL, Trade Unions,
streaming labour rights disputes reduced from - - - - - -
lution of labour disputes. resolve disputes FKE, ELRC,
at the work place 60 days to 50 days
Enforcement of labour 67,500 Labour Inspec-
No of Inspections 650 50 150 150 150 150 DoL, ELRC, DPP
standards tions Carried out
Enhance awareness
Enhanced Compliance No of trainings DoL, Trade Unions,
of labour laws among 1.9 0.5 0.5 0.4 0.3 0.2
with labour laws conducted FKE, ILO
Strategy 1.7: Elimina- Carry out child labour Child Labour survey
Report 170 120 20 20 5 5 DoL, KNBS, ILO.
tion of Child Labour survey undertaken
Output Indica-
tors 2018/19 2019/20 2020/21 2021/22 2022/23
(5 Years)
Develop a data base on Data Base on Child
Database 4 1 1 1 0.5 0.5 DoL, KNBS, ILO
Child Labour Labour established
Create Child labour free 3 Child Labour free DoL, DCS, ILO,
No of Zones 10 5 1 1 2 1
zones Zones established UNICEF, NGO
Harness Stakeholder
Technical Steering Technical Steering
efforts towards elimina- DoL, NGOs, Social
Committee on Child Committee on 8 3 2 1 1 1
tion of all forms of child Partners, ILO
Labour established Child Labour
labour
Strategy 1.8: Labour DoL, Trade Unions,

sector policy reforms Develop and implement National Wages and National Wages FKE, SRC, NT,
a National Wages and Remuneration policy and Remuneration 19 5. 4 4 3 3 KIPPRA, Cabinet,
Remuneration policy developed policy Parliament, AG,
KLRC
Improved regulations
Engage stakeholders for
for Labour Administra- Conventions rat-
ratification of ILO Con- 19 7 6 4 1 1
tors and Kenyan domes- ified
ventions 150 and 189
tic workers
Review of Industrial Industrial Relations Industrial Rela- DoL Trade Unions,
12 3 3 2.5 2 1.5
Relations Charter Charter reviewed tions Charter FKE, ELRC
Review and align labour
DoL, Trade Unions,
laws to the Constitution 3 Labour Laws re- No of Laws re-
89 20 20 18 16 15 FKE, KLRC, Cabi-
and emerging issues in viewed viewed
net, Parliament
the Labour Sector.
Strategy 1.9: Protec- Attestation of foreign Contracts attested with- Time taken to DoL, IOM, Recruit-
15 3 3 3 3 3
tion of Kenyan migrant contracts of service in two days attest contracts ment Agencies
workers Ensure compliance with
No of Reports on
international and re- Adherence to ILO Stan- DoL, Trade Unions,
adherence pre- 30 7 7 6 5 5
gional conventions and dards FKE, ILO.
pared
treaties
Negotiate, sign and im-
5 BLAs signed With

plement Bilateral Labour
Oman, Jordan, Sey- No of Agreements
Agreements (BLAs) with 13.5 3 3 3 2.5 2 DoL, MoFA
chelles Lebanon and implemented
key labour destination
Kuwait
countries
Complaints of Kenyan
Resolve complaints from No of complaints
Migrant workers re- 1,250 250 250 250 250 250 DoL
Kenyan Migrants workers resolved
solved
63
Strategy 1.10: Regula- Registration of trade No of Trade
Registered trade Unions 12.5 2.5 2.5 2.5 2.5 2.5 RTU,
tion of trade unions unions. Unions registered
Output Indica-
tors 2018/19 2019/20 2020/21 2021/22 2022/23
(5 Years)
64
No. of trade
Carry out Inspection of
Trade unions books and unions books of
Trade Unions books of 33.5 5.3 6.9 7.1 7.1 7.1 RTU
records inspected accounts and re-
accounts and records
cords inspected
No. of trade
Update trade unions Trade unions member- unions mem-
12.5 2.5 2.5 2.5 2.5 2.5 RTU
membership records ship records updated bership records
updated
Develop a Labor Rela- Labor Relations Policy Labor Relations
35 30 5 - - - RTU,
tions Policy developed Policy
Capacity of the Office
No. of officers re-
Capacity building of the of the Registrar of Trade 72.5 12 12 15 16.5 17 RTU,
cruited and trained
Office of Registrar of Union strengthened
Trade Union Automation of the Trade No. of Modules in
30 - 5 15 5 5 RTU,
Union registry operation
Total Budget for KRA 1 7,168.47 913.52 1,277.25 1,472.2 1,670.9 1,834.6

Key Result Area 2 Manpower planning, development, employment and productivity management
Strategic Objectives i. To provide policy guidance on national human resource planning, development and utilization
ii. To promote productivity and enhance competitiveness
iii. To ensure adequate supply of relevant skills to industry
iv. To develop, implement and review labour market policies, legislation and programmes for employment and
sustainable job creation
Output Indi- Total Budget Indicative Annual Budget (Million KShs.)
Strategy Activities Outputs Actors
cators (5 Years) 2018/19 2019/20 2020/21 2021/22 2022/23
Strategy 2.1: Estab-
lishment of Policy,
Legal and Institutional Develop a policy on la-
LMI policy
frameworks on Na- bour market information LMI policy 20 - 10 7 3 - NHRPD, SDL
developed.
tional Human Re- (LMI) management
source Planning and
Development
Develop an Integrated
Integrated HRD
Human Resource Devel-
Policy and Strategy IHRD policy 20 5 10 5 - - NHRPD, SDL
opment Policy and Strate-
developed
gy (IHRDS)
Operationalize the
NMDC Institutional
National Manpower NMDC opera-
framework estab- 4 2 2 - - - NHRPD, DoL, SDL
Development Committee tional
lished.
(NMDC)
Labour Insti-
Establish National Man-
Functional NMC tutions Act 3 - - - 2 1 NHRPD and SDL
power Council (NMC)
reviewed
Strategy 2.2: Provi- NMS basic and
Undertake a National National Manpower NHRPD, KNBS,
sion of up-to-date analytical Re- 345 30 300 15 - -
Manpower Survey (NMS) Survey Report WB
labour market infor- ports

mation (LMI) Undertake a Labour Force Labour Force Sur- Labour Force NHRPD, KNBS,
200 80 70 50 - -
Survey vey report. Survey report. WB
Undertake a Survey of
Training in Local Institu- STLI report (s) STLI report(s) 40 - 15 5 15 5 NHRPD, SDL
tions (STLI)
Report on In-
Undertake an Informal Informal Sector
formal Sector NHRPD, KNBS,
65
Sector Skills & Occupa- Skills & Occupa- 160 140 20 - - -
Skills & Occu- WB
tions Survey (ISSOS) tions Survey report
pations Survey
cators (5 Years) 2018/19 2019/20 2020/21 2021/22 2022/23
Undertake a Training
66
T.N.A report on Energy Sector
Needs Assessment (T.N.A) 10 8 2 - - - NHRPD
Energy Sector. T.N.A report
in the Energy Sector
Health, Man-
Skill Profiles and ufacturing,
Assess Skill Profiles and
Gaps reports in the Housing and
Gaps in the Health, Man-
Health, Manufac- Agriculture 40 20 20 - - - NHRPD
ufacturing, Housing and
turing, Housing and sectors reports
Agriculture sectors
Agriculture sectors on Skill Profiles
and Gaps
LMIS User Needs
LMIS User
Report and Data 3 3 - - - - NHRPD, WB
Needs Report
Development and imple- Dictionary
mentation of the Road Researched and
Map for KLMIS Researched and
benchmarked
benchmarked Road 5 5 - - - - NHRPD, WB
Road Map
Map
report
Link Kenya Labour Mar-
ket Information System

No. of APIs
(KLMIS) with other data- Operational APIs 8 2 2 2 2 - NHRPD, ICTA
developed.
bases containing labour
market information
Communication Communica-
Develop a Communica-
Strategy for KLMIS tion Strategy for 11.6 3.6 2 2 2 2 NHRPD, WB
tion Strategy for KLMIS
developed KLMIS
Generate quarterly Job
Opportunity Analysis JOA reports JOA reports 25 5 5 5 5 5 NHRPD
(JOA) reports
Develop a management
information system (MIS) MIS Developed. MIS operational 16.5 4.5 - 4 4 4 NHRPD, ICTA, WB
for the Ministry
Hold Annual National La-
LMI conference Report on LMI
bour Market Information 40 14 13 13 - - NHRPD, SDL, WB
report conference
(LMI) Conferences
Strategy 2.3: Pro-
vision of Standards
Revise the Kenya Nation-
for Classification of
al Occupational Classifi- DNHRPD, KNBS,
Occupations and Revised KNOCS KNOCS 2018 135 35 50 50 - -
cation Standard (KNOCS WB
Industries
2000)
Capacity Enhance-
ment for the Staff
cators (5 Years) 2018/19 2019/20 2020/21 2021/22 2022/23
Kenya Standard for
Domestication of ISIC NHRPD, KNBS,
Industrial Classifica- KeSIC 2018 60 30 15 15 - -
Rev 4 WB
tion (KeSIC) report
Undertake staff Skills and No. of officers
60 officers trained 182 100 40 22 20 - NHRPD, SDL, WB
knowledge enhancement trained
Regional and Internation- Regional and
Ten (10) officers
al benchmarking on best International
trained on best 4.6 4.6 - - - - NHRPD, SDL, WB
practice in LMI manage- benchmarking
practice
ment reports
4 officers
Exchange Program with Four (4) officers at-
attached in
LMIS office in Overseas tached in exchange 4 2 2 - - - NHRPD, SDL, WB
exchange pro-
Countries programmes
grammes
Strategy 2.4: Establish
a legal and institu- Finalize the draft Nation-
tional framework for al Productivity Council Draft NPC Bill NPC Act 1.5 1.5 - - - - ML&SP, NPCC NT
effective productivity (NPC) Bill
management
National Productivi-
ty and Competitive- No. of NPCC ML&SP, NPCC,
- - - - -
ness Centre (NPCC) staff recruited PSCK
Staff recruited
Strengthen NPCC ca-
No. of NPCC NPCC, MoL&SP,
pacity NPCC Staff trained 82 5 15 17 20 25
staff trained DPs
Working tools and Equipment
equipment Pro- and working 42 2 10 10 10 10 NPCC. MoL&SP
cured tools procured
Productivity-
linked wage
5 - 5 - - - NPCC, CPMU, DPs
Productivity inte- strategy devel-
Develop a strategy on
grated in Collective oped
productivity-linked wage
Bargaining Agree- No. of regis-
system

ments (CBAs) tered CBAs with
1.8 - - 0.5 0.6 0.7 NPCC, CPMU
Productivity
Clauses
Competitiveness
Develop a National Strat- Strategy paper NPCC, KAM, KEP-
Strategy for Kenya 0.1 0.1 - - - -
egy on Competitiveness developed SA, KNCCI
developed
67
cators (5 Years) 2018/19 2019/20 2020/21 2021/22 2022/23
Strategy 2.5: Scal- No. of public
68
No. of public and
ing up productivity Carry out productivity and private sec-
private sectors,
awareness awareness in specific pri- tors, business,
business associ- NPCC, KAM, KNC-
vate and public sectors, associations 103 4 12 22 30 35
ations and pro- CI, MSK, ICPAK
business associations and and profes-
fessional bodies
professional bodies sional bodies
covered
covered
No. of public
Create awareness and No. of public offi-
officers sensi- NPCC, PSCK,
mainstream productivity cers sensitized on 119 - 20 27 35 40
tized on pro- MoL&SP
in the public sector productivity
ductivity
Introduce productivity in
Productivity curric- Curriculum on
the education curriculum
ulum for schools productivity
(schools and Technical 16 - - 3 5 8 NPCC, KICD, MoE
and TVET devel- in schools and
and Vocational Education
oped TVET
and Training (TVET)
Activities identified
Hold a national Produc- from Convention NPCC, KAM,
Report 16 - 2 3 5 6
tivity Convention flagged out in Re- KNCCI,

port
Organizational
No. of Awards
Develop productivity Productivity excel- NPCC, KAM,
issued to orga- 1 - 1 - - -
excellence framework lence framework KNCCI,
nizations
developed
Productivity news-
Prepare and publish a Productivity
letter prepared and 6.8 0.5 1 1.5 1.8 2 NPCC, MoL&SP
productivity newsletter Newsletter
published
Strategy 2.6: Produc- Carry out diagnostic stud- No. of produc-
No. of productivity
tivity improvement ies in textile, leather, tea, tivity diagnostic 218 14 40 50 55 59 NPCC, KAM,
diagnostic surveys
programmes (Big Four cereals, dairy carried out surveys
Agenda) No. of SMEs NPCC, KAM,
No. of SMEs trained 83.2 3.2 15.5 19.5 22 23
trained KNCCI
Carry out Productivity
improvement in Manufac- No. of companies
turing Small and Medium in which produc- Productivity
NPCC, KAM,
Enterprises (SMEs) tivity improvement improvement 30.74 3.24 4 5.5 8 10
KNCCI
activities are carried report
out.
Train Ministries, De-
No. of MDAs No. of MDAs
partment and Agencies 64 4 11 14 16 19 NPCC, MDAs
trained trained
(MDAs) on productivity
cators (5 Years) 2018/19 2019/20 2020/21 2021/22 2022/23
No. of produc-
Facilitate development of No. of productivity
tivity model
productivity model com- model companies 37 1 6 8 10 12 NPCC, METI/JPC
companies
panies developed
developed
Hold Productivity results Reports on work- Workshop NPCC, METI/JPC,
29.3 5.1 5.5 6.0 6.2 6.5
sharing Workshops shops held. reports DPs, MDAs
Reports on
Reports on produc-
Undertake Productivity productivity
tivity benchmarking 23.5 - 2 4.5 7 10 NPCC, JICA
benchmarking studies benchmarking
studies undertaken
undertaken
Strategy 2.7: Enhance Report of base- NPCC, KNBS,
Undertake productivity Baseline survey
Productivity research line survey 270 - 200 35 20 15 MoL&SP, Develop-
baseline survey carried out.
and measurement carried out. ment partners
Reports on sec-
Reports on sectoral
toral produc-
Develop and national productivity indices
tivity indices 3.8 0.5 0.65 0.8 0.85 1 NPCC, KNBS
and sectoral indices developed and
developed and
published
published
Strategy 2.8: Enhance Competitive-
Update Competitiveness Competitiveness NPCC, IDS-UoN,
national competitiveness Fact Sheet 1.75 0.1 0.2 0.35 0.5 0.6
Fact Sheet Fact Sheet updated KenInvest
ness updated
Hold National Competi- No. of workshops No. of work- NPCC, IDS-UoN,
15.9 0.4 2 3.5 4 6
tiveness Workshops held shops held KenInvest
Establish 3 Committees
No. of committees No. of commit- NPCC, IDS-UoN
covering 12 pillars of 2.1 0.1 0.3 0.45 0.55 0.7
established tees established KenInvest
competitiveness
Partner with stakeholders No. of survey
No. of GCI survey
in facilitating the Global questionnaires NPCC, IDS-UoN,
questionnaires 4.31 0.51 0.7 0.9 1 1.2
competitiveness Index submitted to KenInvest
administered
survey WEF
Strategy 2.9: Policy, Amend the Industrial Industrial Training Industrial Train-
10 3 7 - - - NITA
legal and institutional Training Act Act Amended ing Act

reforms in industrial Develop and implement
training 13 industrial train- No. of gazetted
Industrial Training Regu-
ing regulations industrial train- 25 10 10 5 - - NITA
lations in support of the
gazetted ing regulations
Industrial Training Act
National Skills
Develop and implement National Skills
development Poli-
National Skills Develop- Development 50 10 30 10 - - MoL&SP, NITA
cy developed and
ment Policy Policy
69
implemented
cators (5 Years) 2018/19 2019/20 2020/21 2021/22 2022/23
Operational
70
National Skills
Establish National Skills National Skills
Development
Development Committee Development 10 3 7 - - - NITA
Committee (NSDC)
(NSDC) Committee
established
(NSDC)
Recognition of Prior
Develop and implement Recognition of
Learning (RPL) pol-
Recognition of Prior Prior Learning 20 10 10 - - - NITA
icy developed and
Learning (RPL) policy (RPL) policy
implemented
Functional Na-
National Trades
Establish National Trades tional Trades &
& Occupations &
& Occupations & Quality Occupations & 60 10 30 20 - - NITA
Quality Assurance
Assurance Council Quality Assur-
Council established
ance Council
Sector Skills Coun- Operational
Establish Sector Skills
cils (SSCs) estab- Sector Skills 60 10 30 20 - - NITA
Councils (SSCs)
lished Councils (SSCs)

Training of youth in
job-specific technical

training and upscaling 70,000 youth No. of youth
5,630 890 2,370 2,000 370 - NITA, WB, MPSYG
of master craftsmen and trained trained
skills certification of
youth
Strategy 2.10: Labour Migra-
Develop and implement Labour Migration
Strengthen man- tion Manage-
the Labour Migration Management Policy 15.5 5 7.5 3 - - MoL&SP, NEA
agement and coor- ment Policy in
Management Policy developed
dination of labour place
migration and foreign Labour Migra-
employment Labour Migration tion Manage-
30 - - 30 - MoL&SP, NEA
Management Act ment Act in
Develop Labour Migra- place
tion Management Bill Rules and regula- Rules and
tions for Labour regulations for
9 - - - 5.5 3.5 MoL&SP, NEA
Migration Act de- Labour Migra-
veloped tion Act
Negotiation, Sign imple-
ment Bilateral Labour No. of Bilateral
8 Bilateral Labour
Agreements with key Labour Agree-
Agreements negoti- 27.5 4 5.5 5.5 6 6.5 MoL&SP, NEA
labour destination coun- ment imple-
ated and signed
tries for Kenyan Migrant mented
Workers
cators (5 Years) 2018/19 2019/20 2020/21 2021/22 2022/23
Carry out Vetting and No. of Private
Private Recruitment
Registration of Private Recruitment 25 5 5 5 5 5 MoL&SP, NEA
Agencies vetted
Recruitment Agencies Agencies
Code of Conduct
Review, implement and
for Private Recruit- Operational
enforce Code of Conduct
ment Agencies Code of Con- 14 2.5 3.0 2.5 3.5 2.5 MoL&SP, NEA
for Private Recruitment
reviewed and im- duct
Agencies
plemented
Strategy 2.11: Estab- Information Sys- Operational
Information System for all
lish and maintain and tem for all Kenyan information sys-
Kenyan migrant workers 10 3.0 2.5 1.5 1.5 1.5 MoL&SP, NEA
Information System migrant workers in tem for migrant
established
for all Kenyan migrant place workers
workers Data base of Ken-
Establish data base of Database cre-
yan Migrant work- 53.9 6 16 10.8 10.6 10.5 NEA, DoL
Kenyan Migrant workers ated
ers established
Agreements on
Implement the agree- free movement of No. of Agree-
ments on free movement labour and services ments on free
of labour and services under the Northern movement of 64.9 10 16.5 18.4 20 - MoL&SP, NEA
under the Northern Corri- Corridor Integration labour and
dor Integration Project Project implement- services
ed
Strategy 2.12: Formu- National Intern-
Finalize and Implement National Internship
lation of Employment ship Policy and
the National Internship Policy and Guide- 17 5 3 3 3 3 MoL&SP, NEA
Policies, legislations Guidelines in
Policy and Guidelines lines developed
and Strategies place
National
Review the National National Employ-
Employment
Employment Authority ment Authority Act, 12 7 5 - - - MoL&SP, NEA
Authority Act,
Act, 2016 2016 reviewed
2016
Staff establishment Staff establish-
3 3 - - - - MoL&SP, NEA
for NEA finalized ment in place
Operationalize the

NEA Recruitment No. of officers
National Employment 0 - - - - - MoL&SP, NEA
Plan finalized recruited
Authority
De-linking report De-linking
10 4 6 - - - MoL&SP, NEA
finalized report
Total Budget for KRA 2 8,662.30 1,539.45 3,492.85 2,559.20 733.60 337.2
71
Key Result Area 3 Community Empowerment, Social Protection and Development
Strategic Objectives i. To empower individuals, families, groups and communities for improved livelihoods
ii. To improve the livelihoods of poor and vulnerable members of society
72
iii. To improve coordination and linkages in delivery of social protection interventions by actors in Kenya
iv. To coordinate rescue, rehabilitation and reintegration of street families

Output Indica- Total Budget Indicative Annual Budget (Million KShs.)
tors (5 Years) 2018/19 2019/20 2020/21 2021/22 2022/23
Strategy 3.1: Provi- Finalize and implement National Policy on Commu- National Policy 16 2.4 8 3.6 1 1 DSD
sion of Policy and the National Policy on nity Development and com- on Community
Legislative Frame- Community Develop- munity Groups Registration Development
work on Social ment and, community Bill finalized and community
Development Groups Registration Bill Groups Registra-
tion Act
Develop National Social National Social Develop- National Social 12 0.8 10 1.2 - - DSD
Development Policy and ment Policy and action plan Development
implementation plan developed and implemented Policy and action
plan
Finalize and implement National Volunteerism Bill National Volun- 8 1 3 2 1 1 DSD

the National Volunteer- finalized & implemented teerism Act

ism Bill
Finalize the review and National Policy on Older National policy 20 4 4 4 4 4 DSD
implementation of the Persons and ageing reviewed on Older Persons
National policy on older and Bill developed and ageing and
persons and ageing and Older Persons &
Bill Ageing Act
Finalize and implement Family Promotion and Pro- Family Promotion 15 2 5 3 3 2 DSD
the Family Promotion tection Policy and Bill final- and Protection
and Protection Policy ized & implemented Policy and Act
and Bill
Finalize and implement Persons with disability Policy Persons with 15 5.5 9.5 2- - - DSD,
the persons with disabili- and Bill 2018 finalized Disability Policy NCPWD
ty policy and Bill, 2018 and Act
Strategy 3.2: Develop and imple- Monitoring and Evaluation M&E Framework 10 - 4 3 2 1 DSD,
Strengthen sys- ment a Monitoring and Framework (M&E) for Social NCPWD
tems for effective Evaluation Framework Development Programmes
delivery of social for Social Development developed & implemented
development inter- Programmes
ventions
tors (5 Years) 2018/19 2019/20 2020/21 2021/22 2022/23
Develop and operation- 4 modules of CDMIS & CDMIS system 32 - 13.5 10 6.5 2 DSD
alize the Community Database on older persons and older persons
Development Manage- and ageing developed & Data Base opera-
ment Information System operationalized tional
(CDMIS)
Develop and enforce SIA and SIR guidelines devel- SIA SIR guidelines 20 4 4 4 4 4 DSD
guidelines on Social oped & enforced Operational
Impact Audits (SIA) and
Social Intelligence Re-
porting (SIR) across all
sectors
Develop and implement Community mobilization Community mo- 25 - 10 5 5 5 DSD
a community mobiliza- and communication strategy bilization and
tion and communication developed and implemented communication
strategy strategy
Best Practices for commu- 2 documentary 10 - 5 - 5 - DSD
nity development initiatives reports
documented
Hold Community Profes- Community development No of platforms 16 - 4 4 4 4 DSD
sional body platforms to professional body engage-
safeguard public interest ments operationalized
on professionalism in
delivery of community
development initiatives
in the country
Strategy 3.3: Mobilize and Register 150,000 community groups No. community 235 35 50 60 50 40 DSD
Strengthen capacity community groups registered groups Registered
of communities Enhance capacity of 290,000 community groups No. of community 100 20 20 20 20 20 DSD
for participation in community groups and capacity enhanced groups trained
Socio economic committees
activities Link community groups 70,000 community groups No. of community - - - - - - DSD
to Micro Finance Insti- linked to MFIs and Non-State groups linked to

tutions (MFIs) and non- Actors (NSAs) MFIs and NSAs
state actors for appropri-
ate support
Upgrade Community 4 Community Capacity Sup- No of CCSC up- 60 40 5 5 5 5 DSD
Capacity Support Cen- port Centers upgraded graded
ters (CCSC)
Implement the Economic 1500 community members No. of community 1,730 40 659 581 350 100 DSD
Inclusion Project (KSEIP supported through KSEIP members sup-
73
component) ported
tors (5 Years) 2018/19 2019/20 2020/21 2021/22 2022/23
Strategy 3.4: Coor- Develop and implement Action plan and Guidelines Action Plan and 23 3 5 5 5 5 DSD
74
dinate and manage volunteerism Action Plan for Volunteerism developed Coordination
volunteerism ac- and guidelines for coor- and implemented Guidelines
tivities dination of volunteerism
in Kenya
Develop and implement volunteerism curriculum for volunteerism 16 - 10 4 2 - DSD
volunteerism curriculum basic and higher education curriculum for
for basic and higher Developed and implemented basic and higher
education education
Facilitate research on theResearch on volunteerism report on volun- 20 - - 20 - - DSD
contribution of volun- undertaken &disseminated teer contributions
teerism to development to development
Strategy 3.5: Pro- Finalize and disseminate National disability main- National disabil- 3.1 0.5 0.1 1 1 0.5 DSD
tection of rights the National disability streaming strategy Finalized ity mainstreaming
and empowerment mainstreaming strategy and disseminated strategy
of Persons with Facilitate Establishment Assistive Device technology Assistive Device 20 0 10 5 5 - DSD
Disability of Assistive Devices Guidelines developed Guidelines

technology Hub in Assistive Device Hub estab- Assistive Device
Kenya lished Hub

No. of Assistive devices Assistive devices
produced
Carry out a rapid assess- Rapid assessment survey on No of Surveys 25 2 7 6 5 5 DS-
ment survey on status status of PWDs and aware- No. of organiza- D&NCP-
of PWDs and create ness creation on stigma and tions for PWDs WDS
awareness on stigma and discrimination of PWDs involved in the
discrimination of PWDs undertaken awareness cre-
ation forums
Establish inter-agency Interagency mechanism Operational 14 5 3 3 3 DSD/NCP-
coordination mechanism Established and operation- Mechanism WD
to support implementa- alized
tion of disability legal
framework
tors (5 Years) 2018/19 2019/20 2020/21 2021/22 2022/23
Develop and implement Comprehensive strategy and Comprehensive 16.5 7.5 3 2 2 2 DSD
comprehensive strategy framework for Community strategy for man-
for Community Based Based Rehabilitation (CBR) agement of VRCs,
Rehabilitation (CBR) for and revitalizing the VRCs CBR framework
PWDs revitalizing the developed and implemented Standards and 35.5 7.5 8 10 10 DSD
VRCs guidelines for
management of
VRCs developed
Training in 12 VRCs facili- No. of trainees 175 35 35 35 35 35 DSD
tated
12 VRC facilities refurbished No. of VRC refur- 200 40 40 40 40 40 DSD
bished
Start-up toolkits and work No of graduands 80 10 10 15 15 30 DSD/NCP-
placement provided to VRC provided with WD
grandaunts Start-up tool kits
and work place-
ment
Strategy 3.6: So- Upgrade and opera- Older persons rescue cen- No. of Older 172.9 22.9 35 40 40 35 DSD
cial welfare, older tionalize Older persons tres/homes Upgraded and persons rescue
persons and family rescue centres/homes operationalized centres/homes
protection Stakeholder engagement No. of stakehold- 15 0.5 4 4 3.5 3 DSD
platforms on family protec- ers’ platforms
tion and older persons and
ageing issues in the counties
established
Build capacity of lay Training of trainers for Lay / No. of ToT for Lay 15 1 6 4 2 2 DSD
volunteer counsellors Volunteer Counsellors un- / Volunteer Coun-
engaged in family pro- dertaken sellors
tection and promotion
initiatives
Undertake awareness Awareness creation on fam- No. of awareness 50 2 8 10 14 16 DSD
creation on family and ily and older persons issues creation forums

older person’s issues. conducted
Psychosocial support and No of families 15 0.2 4 4 4 2.8 DSD
referral services to families supported
undertaken
Baseline survey on family N0. of surveys 25.5 - 10.5 7 5 3 DSD
protection issues in Kenya
undertaken and recommen-
75
dations implemented
tors (5 Years) 2018/19 2019/20 2020/21 2021/22 2022/23
Strategy 3.7: Implement recommen- State Party reports on UN- State Party reports 10 2 2 2 2 DSD &
76
Contribution to dations of the UNCRPD CRPD 2 NCPWD
National Regional and the Commission on Status report on the Commis-
and International the status of Social De- sion on Social Development
Obligations and velopment in Kenya prepared and presented
protocols Facilitate events on ob- International days for PWD, No of events held 50 3 10 12 12 13 DSD
servation of the interna- Day of the Family
tional days for PWD, Day World Volunteerism day,
of the Family Good Deeds day,
World Volunteerism day, Older Persons and Elder
Good Deeds day, Abuse Awareness day ob-
Older Persons and Elder served
Abuse Awareness day
Facilitate ratification of Protocol of African Charter Report on ratifi- 10 2 2 2 2 2 DSD
the Protocol of African on Human and Peoples cation
Charter on Human and Rights of Older Persons in
Peoples Rights of Older Africa ratified

Persons in Africa
Strategy 3.8: En- Develop and opera- Expansion Plan for the CCTP CCTP Expansion 0 0 0 0 0 0 SAU, WB,

hancing transpar- tionalize an Expansion developed and implemented Plan DFID,
ency in registration, Plan and Recertification HSNP,
targeting and Plan for the Consolidat- SPS, DCS,
enrolment of bene- ed Cash Transfer Pro- DSD,
ficiaries grammes (CCTP) NCPWD,
NGOs
Recertification Plan for the CCTP Recertifica- 0 0 0 0 0 0 SAU, WB,
CCTP developed and imple- tion Plan DFID,
mented HSNP,
SPS, DCS,
DSD,
NCPWD,
Conduct recertification of CT-OVC beneficiaries recer- -% of CT-OVC 100 20 20 20 20 20 SAU, WB,
CT-OVC and PwSD-CT tified in 47 counties beneficiaries DFID,
beneficiaries using the recertified HSNP,
Harmonized Targeting -Recertification SPS, DCS,
Methodology (HTM) report DSD
PwSD-CT beneficiaries re- -% of PwSD-CT 25 5 5 5 5 5 SAU, WB,
certified 47 counties beneficiaries DFID,
recertified HSNP,
-Recertification SPS, DCS,
report DSD,
NCPWD
tors (5 Years) 2018/19 2019/20 2020/21 2021/22 2022/23
Registration, targeting Eligible OPCT beneficiaries No. of eligible 50 7 10 10 12 11 SAU, DSD,
and enrolment of CCTP registered OPCT beneficia- DCS
beneficiaries in accor- ries registered
dance with the Expan- CT-OVC beneficiaries target- No. of CT-OVC 40 25 0 15 0 0 SAU, DSD,
sion Plan ed and enrolled beneficiaries DCS
targeted and
enrolled
PwSD-CT beneficiaries tar- No. of PwSD- 26 0 16 0 10 0 SAU, DSD,
geted and enrolled CT beneficiaries DCS,
targeted and NCPWD
enrolled
Training of programmes 810 Programme officers No. of programme 33 0 16 0 0 17 SAU, SPS,
implementing officers on trained on HTM officers trained on DSD, DCS
the use of the Harmo- HTM
nized Targeting Method-
ology (HTM)
Review the CCTP Oper- CCTP Operations Manual Revised CCTP 15 5 0 5 0 5 SAU, DSD,
ations Manual and sen- reviewed Operations Man- DCS
sitize officers and stake- ual
holders on the same 810 Officers sensitized on No. of officers 192 0 48 48 48 48 SAU, DSD,
CCTP Operations Manual sensitized on DCS
CCTP Operations
Manual
Stakeholders sensitized on No. of stakehold- 8 0 2 2 2 2 SAU, WB,
CCTP Operations Manual ers sensitized on DFID,
CCTP Operations HSNP,
Manual SPS, NCP-
WD, DSD,
DCS, PSPs
Implementing the provi- Provisions of Social Assis- Reports on im- 7 - 3 - 4 - SAU, SPS,
sions of the Social Assis- tance Act implemented plementation of AG, WB,
tance Act Social Assistance DFID,

Act UNICEF,
WFP,
HSNP,
SPS, NCP-
WD, DSD,
DCS, HAI,
NGOs
77
tors (5 Years) 2018/19 2019/20 2020/21 2021/22 2022/23
Development and imple- Action Plan for the Social Action Plan 8.5 - 4 - 4.5 - SAU, SPS,
78
mentation of the Social Assistance Act developed AG, WB,
Assistance Act Action and implemented DFID,
Plan UNICEF,
WFP,
HSNP,
SPS, NCP-
WD, DSD,
DCS, HAI,
NGOs

tors (5 Years) 2018/19 2019/20 2020/21 2021/22 2022/23
Strategy 3.9: Roll out the ac- Account-based payments % of CCTP 3 3 0 0 0 0 SAU, PSPs,
Streamlining count-based payments model rolled out to all bene- beneficiaries NCPWD,
payment of cash model for the CCTP ficiaries of the CCTP enrolled into the DSD, DCS
transfers and man- account-based
agement of Inua payments model
Jamii CCTP data Provide cash transfer to Older Persons supported No. of Older 120,840 19,992 22,152 24,072 26,232 28,392 SAU, DSD,
and information beneficiaries of the CCTP with regular cash transfers Persons supported DCS
with regular cash
transfer
CT-OVC households support- No. of CT-OVC 46,374 7,925 9,312 9,512 9,712 9,913 SAU, DSD,
ed with regular cash transfers households sup- DCS
ported with regu-
lar cash transfer
PwSD supported with regular No. of PwSD sup- 9,480 1,128 1,848 1,848 2,328 2,328 SAU, DSD,
cash transfers ported with regu- DCS,
lar cash transfer NCPWD
Facilitate payment of com- % of payment 5,323.5 400.9 1,094.3 1,187.3 1,281.5 1,359.5 SAU, PSPs
mission to Payment Service cycles for which
Providers (PSPs) commissions to
the PSPs are paid
Finalize and roll out the CCTP-MIS finalized % of beneficiaries 9.6 9.6 - - - - SAU, DSD,
CCTP-MIS to all Counties whose data is in DCS, WFP,
and Sub-counties the MIS Devpt.
Pathways,
ICT
CCTP-MIS rolled out to all CCTP-MIS op- 30 12 18 - - - SAU, DSD,
Counties and Sub-counties erational in all DCS, WFP,
the Counties and Devpt.
Sub-counties Pathways,
ICT
Train Programme Offi- 810 Programme Officers No. of Programme 21 7 7 7 - - SAU, DSD,
cers on the CCTP-MIS trained on the CCTP-MIS Officers trained DCS, ICT

on the CCTP-MIS
79
tors (5 Years) 2018/19 2019/20 2020/21 2021/22 2022/23
Develop and implement CCTP-MIS BCP developed An approved BCP - - - - - - SAU, WFP,
80
a Business Continuity and implemented Devpt.
Plan (BCP) for the CCTP- Pathways,
MIS ICT
BCP for the CCTP-MIS im- Operational BCP - - - - - - SAU, WFP,
plemented Devpt.
Pathways,
ICT
Manage linkages be- CCTP-MIS linked to all PSPs No. of Applica- - - - - - - SAU,
tween CCTP-MIS and tion Programming Devpt.
PSPs, the Single Registry Interfaces (APIs) Pathways,
(SR) and the Integrated between CCTP- PSPs, ICT,
Population Registration MIS and PSPs WB
System (IPRS) established and
operationalized
CCTP-MIS linked to SR No. of APIs be- - - - - - - SAU,
tween CCTP-MIS Devpt.
and SR estab- Pathways,

lished and opera- PSPs, ICT,

tionalized SPS, WB
CCTP-MIS linked to IPRS No. of APIs be- - - - - - - SAU,
tween CCTP-MIS Devpt.
and IPRS estab- Pathways,
lished and opera- PSPs, ICT,
tionalized NRB, WB
tors (5 Years) 2018/19 2019/20 2020/21 2021/22 2022/23
Strategy 3.10: Implement the CCTP CCTP IEC materials (FAQs, No. of CCTP IEC 69.5 15.5 15 15 14 10 SAU, WB,
Enhancing benefi- Beneficiaries Outreach Service Charters, Payment materials printed DFID,
ciaries’ awareness Strategy (BOS) Procedures, G&CM Proce- and disseminated DSD, DCS
and strengthening dures, Operations Manual)
G&CM mecha- print and disseminated
nisms 75 regional awareness cre- No. of awareness 72.6 19.6 25 28 - - SAU, DSD,
ation forums for county and creation forums DCS
sub-county officers held for county and
sub-county of-
ficers
BWCs trained on the BOS No. of BWCs 83 - 40 43 - - SAU, DSD,
trained on the DCS,
BOS BWCs
Upgrade the toll-free - Equipment for the CCTP - Equipment for - - - - - - SAU,
(1533) line to a call call centre procured the CCTP call HRD&M,
centre - 10 staff deployed to the call centre WFP
centre - No. of staff
deployed to the
call centre
Resolution of Complaints 100% of complaints and % of complaints - - - - - - SAU, WFP
and Grievances (C&G) grievances resolved and grievances
resolved
Bi-monthly reports on reso- No. of reports - - - - - - SAU, DSD,
lution of G&CM on resolution of DCS
G&CM
Print and disseminate the No of G&CM - - - - - - SAU, DSD,
G&CM Reporting Guidelines Reporting Guide- DCS
lines printed and
disseminated
Programme Officers trained No of Programme 70 - 35 35 - - SAU, DSD,
on the G&CM Reporting Officers trained DCS
Guidelines on the G&CM

Reporting Guide-
lines
Consolidate and train 2,738 BWCs consolidated - No. of consoli- 55.5 - 14.5 14.5 14.5 12 SAU, DSD,
the Beneficiary Welfare and trained dated BWCs DCS
Committees (BWCs) for - No. of BWCs
the CCTP trained
Carry out updates of ben- All beneficiaries’ and care- % of updates - - - - - SAU, DSD,
eficiaries’ and caregiver’s giver’s updates carried out carried out DCS
81
data and information
tors (5 Years) 2018/19 2019/20 2020/21 2021/22 2022/23
Strategy 3.11: Develop a CCTP Mon- CCTP M&E Strategy and Plan CCTP M&E Strat- - - - - - - SAU, DSD,
82
Enhancing M&E of itoring and Evaluation developed egy and Plan DCS
the CCTP (M&E) Strategy and Plan approved and
disseminated
to County and
Sub-county of-
ficers
Monitor implementation 30 bi-monthly monitoring No. of monitoring 94 18 18 19 19 20 SAU, DSD,
of cash transfer activities exercises carried out- exercises carried DCS
-15 household monitoring out and reports
exercises carried out prepared
Carry out the mid-line Mid-line and End-line impact Mid-line and End- 20 5 15 - - - SAU, DSD,
and end-line impact evaluation survey on the 70 line reports on the DCS, HAI,
evaluation surveys on Years OPCT carried out impact evaluation Interna-
the 70 Years and Above survey on the 70 tional,
Beneficiaries of OPCT Years OPCT WFP,
Programme UNICEF,
ILO
Disseminate and imple- Findings of the CT-OVC - Report of dis- 3.6 0.5 0.5 0.8 0.6 1.2 SAU, DCS,

ment the findings of the Impact Evaluation survey dissemination DSD, WB,
CT-OVC Impact Evalua- seminated and implemented - Reports on im- DFID,
tion survey plementation UNICEF,
WFP, ILO,
SPS, HAI,
NGOs
Disseminate and imple- Findings of the Operational - Report of dis- 3.4 0.5 0.5 0.9 0.6 0.9 SAU, DCS,
ment the findings of the monitoring disseminated and semination SPS, DSD,
Operational monitoring implemented - Reports on im- WFP,
plementation UNICEF,
ILO
Conduct M&E Learning 3 M&E Learning Events for No. of M&E 39 3 9 12 3 12 SAU, DSD,
Events for the CCTP the CCTP held Learning Events DCS, SPS
for the CCTP held
Develop and monitor EFC Action Plan for the - CCTP EFC Ac- - - - - - - SAU, DCS,
implementation of the CCTP developed and imple- tion Plan DSD,
Error, Fraud and Corrup- mented - Annual and Finance,
tion (EFC) Action Plan for bi-annual reports Accounts,
the CCTP on implementa- Audit,
tion of the EFC DCI,
Action Plan EACC, WB
tors (5 Years) 2018/19 2019/20 2020/21 2021/22 2022/23
Strategy 3.12: Finalize the review of Reviewed Social Assistance Social Assistance 15 15 - - - - SDSP,
Co-ordinate devel- the Social Assistance Act, Act Act GoK,
opment and review 2013 Private
of Social Protection Sector,
policies, legal and DPs, NA
institutional frame-
works
Review of the Social Pro- - Social Protection Policy, Social Protec- 235 7 15 13 100 100 SDPS,
tection Policy, 2011 and 2011 Reviewed tion Policy and GoK,
develop National Social - National Social Protection National Social Private
Protection Bill Act developed Protection Act Sector,
DPs, NA
Develop a social protec- Kenya social protection Kenya social 20 5 10 5 - - SPS, SAU,
tion strategy for Kenya strategy developed protection strategy DCS, DSD,
NDMA,
DP
Prepare the Kenya Social A Directory of SP actors and Directory of SP 30 10 12 4 2 2 SPS, DPs,
Protection sector review interventions in Kenya de- Actors GoK,
report veloped Private
Sector,
Kenya Social Protection sec- Kenya Social 40 10 10 - - 20 SPS, DP
tor review report prepared Protection sector
review report

83
tors (5 Years) 2018/19 2019/20 2020/21 2021/22 2022/23
Strategy 3.13: Sup- Maintain and enhance An enhanced Single Registry No. of SP pro- 215 45 100 50 10 10 SPS, SAU,
84
port development an Integrated Single and for Social protection programmes linked DCS DSD,
and improvement Social Registry grammes DPs, Other
of Social Protection Non-state
systems actors
Social Registry module Es- Social Registry 200 40 40 40 40 40 SPS, DP
tablished in the SR Module
Social Registry Populated % by County of 85 - 20 20 30 15 SPS, SAU,
with Data of Poor and Vul- targeted Poor and DCS DSD,
nerable Vulnerable HH DPs, Other
in SR Non-state
actors
Establish institutional 10 linkages for compli- No. of linkages 10 2 2 2 2 2 SPS, SAU,
linkages for compli- mentary SP Programmes DCS DSD,
mentary SP Programmes Established DPs, Other
Non-state
actors
Develop and rollout Generic County SP MIS County SP MIS 25 10 5 5 5 - SPS, DP
Generic County Social Developed and rolled out in

No. of Counties 30 10 5 5 5 5 SPS, CoG,
Protection MIS 47 Counties Adopting SP MIS Counties
GoK, DCS,
DSD, SAU,
NDMA
Develop and implement SP M&E Framework in place. SP M&E Frame- 20 4 4 4 4 4 SPS,
a Social Protection Mon- work UNICEF
itoring and Evaluation SP actors Trained on the SP No. of actors 30 10 10 3 4 3 SPS, CoG,
Framework and knowl- M&E Framework Trained Counties,
edge management. GoK, DCS,
DSD,
SAU, DP,
NDMA
A Knowledge Management Operational re- 30 5 13 4 3 5 SPS, DP
and Learning system for SP source centre at
Established the SPS
tors (5 Years) 2018/19 2019/20 2020/21 2021/22 2022/23
Strategy 3.14: Facil- Develop Norms, Stan- Norms, Standards and guide- SP norms, Stan- 5 5 SPS, SAU,
itate development dards and guidelines for lines Developed dards and guide- NDMA,
of Social Protection coordination of Social lines GoK,
stakeholder net- Protection actors and Private
works interventions Sector, DP
300 SP actors sensitized on No. of SP actors 17.5 2.5 5 5 5 SPS, GoK,,
SP norms, Standards and sensitized DP
guidelines
Convene national, re- 5 SP events held No. of SP events 94 5 40 5 40 4 SPS, GoK,
gional and international held DP
Social Protection (SP)
events
Establish Social Protec- SP Community of Practice SP Community 25 25 - - - - SPS, CoG,
tion Community of Prac- (COP) Kenya Chapter Estab- of Practice (COP) NDMA,
tice (COP) Kenya Chapter lished Kenya Chapter GoK,
Private
Sector, DP
COP Kenya Platforms of No of COP Kenya 60 10 15 15 15 5 SPS, GoK,
engagement organized engagement Plat- CSOs,
forms Private
Sector, DP
Strategy 3.15: Develop and implement National SP Communication National SP 35 10 5 5 10 5 SPS, DP
Enhance awareness the National Social Pro- Strategy Communication
and capacity for tection Communication Developed Strategy
increased uptake of Strategy
SP services among
contributory
schemes.

85
tors (5 Years) 2018/19 2019/20 2020/21 2021/22 2022/23
Sensitize employers, Uptake on SP Services in % increase of new 22 7 5 5 3 2 SPS, GoK,
86
employees and informal contributory schemes en- Employers con- DP, Private
sector workers on SP hanced tributing to SP Sector,
services FKE,
Labour
Unions
% increase of new 22 7 5 5 3 2 SPS, GoK,
Employees con- DP, Private
tributing to SP Sector,
FKE,
Labour
Unions
% increase of 22 7 5 5 3 2 SPS, GoK,
informal sector DP, Private
workers contribut- Sector,
ing to SP FKE,
Labour
Unions
Develop and implement Social Protection Training Social Protection 72 25 25 15 7 SPS, KSG,

a Training Program for SP Programme developed Training Pro- GoK,
practitioners and policy gramme Private
makers in Kenya in col- Sector, DP
laboration with Kenya SP learning and development No. of Counties 37 10 10 10 7 SPS,
School of Government for Counties Implemented SP learning and NDMA,
(KSG) development is SAU, DCS,
implemented DSD, Pri-
vate Sec-
tor, CoG
tors (5 Years) 2018/19 2019/20 2020/21 2021/22 2022/23
Strategy 3.16: Pro- Finalize and implement Kenya SP Investment Plan Kenya SP Invest- 10 3 2 2 2 1 SPS, GoK,
mote sustainable the Kenya Social Protec- Finalized ment Plan Private
financing options tion Investment Plan Sector,
for social protec- CoG, DP
tion Resource Mobilization Strat- SP Resource Mo- 45 10 10 5 10 10 SPS, DP,
egy for SP sector developed bilization Strategy Gok
Promote Public-Private Partners engaged in Co-fi- No. of Partners 20 4 4 4 4 4 SPS, GoK,
Partnership for Co-financing arrangements Co-financing Private
nancing Social Protection Sector
programmes Resource Support Provided Resource Support 105 10 35 10 35 15 SPS, GoK,
Provided Private
Sector
Design and coordinate Integrated KSEIP designed No. of Annual 100 25 25 25 25 SPS, SAU,
an integrated Kenya So- Coordination of KSEIP car- and Bi-annual NDMA,
cial and Economic Inclu- ried out KSEIP M&E re- DCS, DSD,
sion Project (KSEIP) ports NT, WFP,
UNICEF,
WB, DFiD
Strategy 3.17: Stakeholder engagement Street families rescue aware- No. of stakehold- 250 50 50 50 50 50 SFTF
Coordinate rescue in Rescue activities ness created er engagements
of street families Establish rescue and Rescue drop in centres es- No. of rescue cen- 370 20 70 95 85 100 SFTF
operationalize drop in tablished tres established
centres
Establish rehabilitation Operational rehabilitation No. of rehabilita- 180 5 40 65 35 35 SFTF
centres centres tion centres
Support for rehabilitation Private and public rehabilita- No. of private 200 30 60 30 40 40 SFTF
activities for private and tion centres supported and public reha-
public rehabilitation bilitation centres
centres supported
Support alternative live- Improved livelihoods for No. of reformed 150 10 35 45 30 30 SFTF
lihoods for rehabilitated rehabilitated street families street persons
street families

Strategy 3.18: Develop a draft National National policy on street National policy 10 - 10 - - - SFTF
Coordinate devel- policy on street families families on street families
opment of policies Initiate development Develop Legislations No. of street fam- 25 - 15 10 - - SFTF
and legislations of legislation on street ilies legislations
on issues affecting families developed
street families Develop a National cur- National curriculum for National curricu- 10 - 10 - - - SFTF
riculum for rehabilitation rehabilitation activities de- lum for rehabilita-
87
activities veloped tion activities
Total Budget for KRA 3 189,283.20 30,283.90 36,485.40 38,410.30 41,000.70 43,102.90
Key Result Area 4 Care and Support Services to children
Strategic Objectives To realize and safeguard the rights and welfare of all children
88
Total Budget Indicative Annual Budget (Million KShs.)
Strategy Activities Outputs Output Indicators Actors
(5 Years) 2018/19 2019/20 2020/21 2021/22 2022/23
Strategy 4.1: Preven- National Child Protec-
National Child Pro-
tion and protection of tion Strategy Devel- 3 1 2 - - - DCS, Unicef
tection Strategy
children from abuse, Develop A National oped
neglect, violence and Child Protection DCS, DCI, Film
exploitation Strategy National Strategy on National Strategy on
corporation,
Child Online Protec- Child Online Pro- 4 2 1 1 - -
ICTA, Safaricom,
tion developed tection
CCK
Conduct Violence
VAC 2018 study con- National VAC 2018
Against Children 1.5 1 0.5 - - - DCS, Unicef
ducted Response Plan
(VAC) 2018 study
Outreach programmes
to support children in No. of outreach DCS, WB,
Undertake outreach 104 - 26 26 26 26
the community under- programmes Unicef, DFID
programmes to sup-
taken
port children in the
community and in Children Officers
DCS, Unicef,
trained on how to No. of Children

emergency situations 154 50 50 30 10 14 Min. of Interior,
handle children in Officers trained
NDMA
emergency situations
Strategy 4.2: En- No. of counties with
CPIMS automated and
hancement of Child Automate case man- automated CPIMS 200 40 40 40 40 40 DCS, Unicef)
rolled out to counties
Protection Information agement of child case management
Management Systems protection in the Database for Presiden- Database for Pres-
{CPIMS} Counties CS, PS, MoE,
tial bursary beneficia- idential bursary 4 0.5 2 1.5 - -
DCS
ries developed beneficiaries
Updating of CPIMS CPIMS End User & Comprehensive End
Training Manual and Training Manuals User and Training 47.5 20 10 17.5 - - DCS, Unicef
End User Manual updated Manuals
Phase one of the tran-
Signed MoU on the DCS, Child
sition strategy imple- 3 - 1 1 1 -
Upgrading the Case Roadmap Helpline, Unicef
mented
Management system
of Child Help Line Call and Case man-
116 agement system of DCS, Child
Report 119 - - 50 40 29
Child Help Line 116 Helpline, Unicef
upgraded
(5 Years) 2018/19 2019/20 2020/21 2021/22 2022/23
Strategy 4.3: Design Phase II of
Phase II NICHE
Nutrition enhance- Nutrition Improve- Phase II NICHE in-
intervention design DCS, WB,
ment for children ment through Cash tervention design ap- 700 - 250 150 160 140
and implementation UNICEF,
and Health Education proved
plan
(NICHE) intervention
Disbursement of 1,700 households in No. of households
nutrition-sensitive 5 counties receiving receiving nutri- DCS, WB,
1,450.6 - 30.6 530 440 450
cash transfers to nutrition-sensitive cash tion-sensitive cash UNICEF
Households transfers transfers
Awareness creation
NICHE beneficiaries No. of beneficiary
and operational mon- DCS, WB,
in 1,700 households households sensi- 1,119.81 - 349.81 270 250 250
itoring of the NICHE UNICEF
sensitized tized
intervention
Strategy 4.4: Promo- Develop a De-insti-
DCS, Unicef,
tion of Alternative tutionalization (DI) DI strategy Developed DI Strategy. 1.5 - 1.5 - - -
Lumos, CRS
Family Care {AFC} strategy
services Regulate the oper-
Adoption Societies DCS, Adoption
ations of Adoption Reports 1.5 0.3 0.3 0.3 0.3 0.3
operations regulated Committee;
Societies

89
(5 Years) 2018/19 2019/20 2020/21 2021/22 2022/23
Strategy 4.5: Devel- CS, PS, NCCS,
90
opment and review Review the National - National Children Unicef, IDLO,
National Children
of legislation, policies Children Policy} 2010 Policy 2010 reviewed NCAJ, DoL,
Policy and Chil- 8 - 3 3 2
and programmes for and the Children’s - Children’s Ac, 2001 MoE, MoH, NPS,
dren’s Ac,2001
care and protection of Act , 2001 reviewed Judiciary, IOM,
children UNODC
NPA on CTiP 2018- NPA on CTiP 2018-
1.5 1.5 - - - - DCS
2022 developed 2022
Develop the National Operationalize the
No. of Shelter Hous-
Plan of Action (NPA) Shelter Houses for
es for victims for 75 - - 35 15 25 CS, PS, DCS
on Counter Traffick- victims for human-traf-
human-trafficking
ing in Persons (CTiP) ficking (HT)
2018-2022 Operationalize the
Trust Fund for victims Trust Fund 160 20 20 30 40 50 CS, PS
of HT
Develop and imple-
ment Guidelines on Guidelines on CPiE

Guidelines on CPiE 1.5 0.8 0.7 - - - DCS, Unicef
Child Protection in developed
Emergencies {CPiE}

Enforce implementa-
tion of the Charitable
CCIs Regulations,2006
Children’s Institutions Report 15 2 2.5 3 3.5 4 CS, PS, NCCS
complied with
{CCIs} Regulations,
2005
Implementation State Party reports on NCCS, Unicef,
of United Nations UNCRC and African Reports 30 5 3 10 8 4 WVI, Plan INTL.,
Conventions on the ACRWC CRS
Rights of the Child
(UNCRC) & African NCCS, Min.of
Charter on the Rights Day of The African
Report 30 6 6 6 6 6 Interior, SD for
& Welfare of the Child commemorated
Devolution
Child – (ACRWC)
(5 Years) 2018/19 2019/20 2020/21 2021/22 2022/23
Strategy 4.6: Aware- Hold national,
National, regional
ness creation on the regional and inter- DCS, Unicef,
and international child No. of conferences
rights and welfare of national child protec- 52 - - 15 17 20 Plan Intl, WVI,
protection conferences & celebrations
children tion conferences and CGs
and celebrations held
celebrations
Hold annual National
DCS, Plan Intl.,
Children Assembly Annual NCA held No. of annual NCA 48.1 7 7.1 8 11 15
WVI.
{NCA}
Implement the No. of children
Presidential Bursary PBS implemented supported & main- 2,450 400 400 500 550 600 CS, PS.
Scheme {PBS} tained in school
Total Budget for KRA 4 4,334.51 157.10 804.01 1,227.30 1,070.80 1,075.30

91
Key Result Area 5 Leadership and Integrity (Governance)
Strategic Objectives To enhance efficiency, equity, transparency and accountability in results-based service delivery
92
Total Indicative Annual Budget (Million KShs.)
Strategy Activities Outputs Output Indicators Budget Actors
2018/19 2019/20 2020/21 2021/22 2022/23
(5 Years)
Strategy 5.1: Develop and
A communication Communication
Change of operationalize
strategy developed strategy 26 0 5 6 7 8 PCU, HoDs
organizational communication
and implemented operationalized
culture strategy
Carry out surveys 2 customer HRM&D,
No. of customer
on customer satisfaction surveys 9 0 4 0 0 5 Admin., SCM,
satisfaction surveys
satisfaction undertaken HoDs
Administer and
enforce code of Code of conduct HRM&D,
Code of conduct 6 0 0 0 3 3
conduct and ethics implemented HoDs, ADMIN
for staff
Strategy 5.2: Audit,
Conduct regular Compliance audits

Promotion of No. of audit reports 16 2.5 2.5 3 4 4 HRM&D,
compliance audits carried out
compliance and HoDs
adherence to rules HRM&D,
and regulations Staff appraised % of staff appraised 0 - - - - -
Implement Staff HoDs
Performance Public Service
Appraisal System Reward and HRM&D,
Reports - - - - - -
(SPAS) Sanctions policy HoDs
implemented
Strategy 5.3: Legal briefs/
Prepare legal briefs/ No. of legal briefs/
Coordination instructions to AG 19 3 4 4 4 4 Legal
instructions to AG instructions to AG
of Legal and prepared
institutional Carry out Case Case management
framework No. of cases handled 13.5 1.5 2 3 3 4 Legal
management reports
Develop and Laws and
No. of bills and
review laws and regulations 11.5 1 1.5 2 3 4 Legal
regulations
regulations reviewed
Draft legal
Negotiate and draft
instruments, No. of legal
legal instruments,
MOUs, leases instruments, MOUs, 15.5 2 2.5 3 4 4 Legal
MOUs, leases and
and contracts leases and contracts
contracts
negotiated
Total Indicative Annual Budget (Million KShs.)
Strategy Activities Outputs Output Indicators Budget Actors
2018/19 2019/20 2020/21 2021/22 2022/23
(5 Years)
Strategy 5.4: Formation of
Committees
Improve governance governance and
constituted and No. of committees 32 5 6 6 7 8 Admin
and transparency transparency
operationalized
committees
Vetting of staff 100% of staff vetted % of staff 4 4 0 0 0 0 HRM&D
Develop and
A risk management
implement a risk Risk management
framework 4 2 2 - - - Audit, HoDs
management framework
implemented
framework
Service charter No. of Service
Develop and 10 10 - - - - PCU, HoDs
developed Charters
adhere to service
Service charter Implementation
charter standards 0.8 - 0.2 0.2 0.2 0.2 PCU, HoDs
implemented reports
CCTV surveillance No. of CCTVs
18 10 2 2 2 2 ICT, HoDs
cameras installed surveillance cameras
Enhance security Officers trained in HRM&D,
No. of officers trained 10 2 2 2 2 2
of staff and ISMS Admin
infrastructure Staff identification No. of identification ADMIN,
20 3 4 4 4 5
badges issued badges issued HoDs
Assets tagged % of assets tagged 0 - - - - - SCMU
Public complaints No. of Complaints
22 3 4 4 5 6 Admin, HoDs
resolved resolved
Establish online
An online complaints
Resolution of complaint 0 - 2 2 - - Admin, PCU
platform established
public complaints platforms
Suggestion boxes No. of suggestion
setup in strategic boxes set up in 0 - 0.5 - - - Admin, HoDs
places strategic places

Total Budget for KRA 5 237.3 49 41.7 39.2 48.2 59.2
93
Key Result Area 6 Policy coordination and capacity building
Strategic Objectives To improve service delivery and coordination of Ministry functions, programmes and activities
94
Strategy Activities Outputs Output Indicators get Actors
(5 Years) 2018/19 2019/20 2020/21 2021/22 2022/23
Strategy 6.1: Strength- Review the Minis-
Organizational structure Approved establish-
en ministerial institu- try’s organizational 0 10 - - - - HRM&D, HoDs
revised ments
tional capacity structure
Recruit, promote, Officers recruited, pro- No. of vacant posi-
728 - 105 105 259 259 HRM&D, HoDs
re-designate officersmoted and re-designated tions filled
Staff trained No. of staff trained 300 50 55 60 65 70 HRM&D, HoDs
Staff competence Training plan developed Training plan 0 0 0 0 0 0 HRM&D, HoDs
development Undertake a Training Training Needs As-
16 8 0 0 0 8 HRM&D, HoDs
Needs Assessment sessment report
Obsolete equipment
Disposal report 1 0.2 0.2 0.2 0.2 0.2 SCMU
Asset management identified and disposed
Asset register prepared Asset register 13 5 5 1 1 1 SCMU
Strategy 6.2: Auto- MISs developed or up-

No. of MISs 55 10 11 12 12 10 ICT, HoDs
mation of business Develop and upgrade graded
Management Infor-

processes Ministerial websites
mation Systems No. of websites 10 2 2 2 2 2 ICT, HoDs
updated
Train on emerging No. of trainings con-
Trainings conducted 84.5 15 16.5 17 18 18 HRM&D
technology trends ducted
Develop ICT stan- ICT standards on hard-
dards on hardware ware and software de- ICT standards 14 2 2 3 3 4 ICT, HoDs
and software veloped
Improve ICT informa- Bandwidth speed, No.
ICT information and
tion and infrastruc- of networks and digi- 42 20 0 0 0 22 ICT, HoDs
infrastructure improved
ture tal signage
Review ICT policy ICT policy and strategy Reviewed ICT policy
4 4 0 0 0 0 ICT, HoDs
and strategy reviewed and strategy
Develop service Digital Braille, Job
PWDs service delivery
delivery option for Access With Speech 0 0 0 0 0 0 DSD
developed
PWDs (JAWS)
Establish a secure
Digital resource centre Digital resource
digital resource 0 0 0 0 0 0 PCU, ICT, HoDs
established centre
centre
Develop Business
Continuity Plan
(BCP) and Disaster BCP and DRP developed BCP and DRP in place 0 0 0 0 0 0 ICT, HoDs
Recovery Strategy
(DRS)
(5 Years) 2018/19 2019/20 2020/21 2021/22 2022/23
Strategy 6.3: Improve Key potential partners No. of potential part-
0 0 0 0 0 0 CPPMU, HoDs
resource mobilization Develop resource identified ners identified
and utilization mobilization strategy Project proposals devel- No. of project pro-
0 0 0 0 0 0 Finance, HoDs
oped posals
PPR, PBB, MTEF, Sector
Budget preparation No. of budget reports 48.7 8 9 9.2 10.5 12 Finance, HoDs
report prepared
Budget Execution AIEs disbursed No. of AIEs 11.2 1.5 2 2.2 2.5 3 Accounts, HoDs
Final accounts and
No. of financial re-
Financial reporting parliamentary briefs 130.8 24.8 25 26 27 28 Accounts, HoDs
ports
prepared
Annual procurement
Annual procurement
plan prepared and imple- 37.5 6 7 7.5 8 9 SCMU, HoDs
Prepare and imple- plan
mented
ment procurement
plan Amount used in
Goods, works and ser-
Goods, works and 30 4 5 6 7 8 SCMU, HoDs
vices procured
services procured
Update list of regis- List of registered suppli- List of registered
19 2 3 4 5 5 SCMU, HoDs
tered suppliers ers updated suppliers
Strategy 6.4: Policy Develop, review and Policies developed/re-
No. of policies 18 3 3 4 4 4 ADMIN, HoDs
Coordination, planning monitor implemen- viewed
and project monitoring tation of Ministry Monitor implementation Policies Implementa-
policies 0 0 0 0 0 0 CPMU, HoDs
of policies tion reports
Monitoring and e-ProMIS populated e-PROMIS 19 3 3 4 4 5 CPMU, HoDs
Evaluation of devel-
opment projects M&E undertaken M&E reports 34 5 6 7 8 8 CPMU, HoDs
Performance Contracts No. of Performance
4.5 0.5 1 1 1 1 CPMU, HoDs
Coordinate Perfor- signed and implemented Contracts
mance Contracting Performance Con-
1.5 0.1 0.2 0.3 0.4 0.5 CPMU, HoDs
tracts reports
Carry out analysis of

Collective Bargaining
CBAs analysed No. of CBAs 25 5 5 5 5 5 CPMU,
Agreement (CBAs) for
registration
Investigate Economic
disputes referred by
Economic disputes inves- No. of economic
the Employment and 40 8 8 8 8 8 CPMU
tigated disputes
Labour Relations
Court
95
(5 Years) 2018/19 2019/20 2020/21 2021/22 2022/23
96
Economic survey Labour Economic survey La-
Provision of Labour
and employment chapter bour and employment 12.5 2.5 2.5 2.5 2.5 2.5 CPMU
Market information
developed chapter
Ministerial Strategic Plan Ministerial Strategic
Development and 12 12 0 0 0 0 CPMU, HoDs
developed Plan
monitoring imple-
Mid-term review report Mid-term review
mentation of Ministe- 7 0 7 0 0 0 CPMU, HoDs
prepared report
rial Strategic Plan
End term review report End term review 2 1 0 0 0 1 CPMU, HoDs
Annual work plan devel-
Annual work plan 35 5 6 7 8 9 CPMU, HoDs
oped and implemented
MTP on Labour and MTP III 4 4 0 0 0 0 CPMU, HoDs
Employment and Gender MTP III implementa-
Youth and Vulnerable 20 2 3 7 5 3 CPMU, HoDs
tion report
groups chapters devel-
Carry out Ministerial
oped and implementa- Draft MTP IV 12 0 0 0 0 12 CPMU, HoDs
Planning activities
tion monitored
Sector Plan on Labour

and Employment and
No. of Sector Plans
Gender Youth and Vul- 31 3 6 6 6 10 CPMU, HoDs
developed
nerable groups chapters
developed
No of gender main-
Mainstream youth Responsive ministeri- streaming policies
and gender issues in al Youth and Gender % of procurement
the Ministry’s poli- mainstreaming policies/ allocated to youth and 9.5 2 2.0 2.5 2.0 1.0 CPMU, HoDs
cies/programmes/leg- projects/programmes/leg- women
islation and budget islation and budget No. of gender respon-
siveness reports
Sensitization of staff Improved awareness
on existing Youth and on youth and gender No. of staff sensitized 11 4 3 2 1 1
Gender policies policies
Total Budget for KRA 6 1,842.7 222.6 303.4 311.4 475.1 530.2
ANNEX II: MONITORING AND EVALUATION/ RESULTS MATRIX FOR 2018-2022
Key Result Area 1 Best Labour Practices
Strategic Outcome a. Safer and healthier workforce
b. Industrial peace and harmony
c. Decent work for all Kenyans

Unit of Baseline Target for 5 Targets
Outputs Output Indicators Responsibility
Measure (2017/18) Years 2018/19 2019/20 2020/21 2021/22 2022/23
Operationalize Occupa- Mechanisms to
OSH Act, Regulations of
tional Safety and Health OSH Act, WIC Act, Bill submitted to Model permit to enforce prohibi- Chemical
WIC Act, major hazard
(OSH) Bill, Work Injury OSH Practitioners Status SCAC for con- Law Enacted work for enterpris- tion of hazard- inventory DOSHS
OSH Practi- installations
Compensation Bill and Act currence es developed ous processes developed
tioners Act developed
OSH Practitioners Bill developed
Occupational Safety,
Health and Work Injury
Board constitut- Operationaliza-
Compensation Authority Operational OS- Awaiting enact- Operational Operational
Status OSHICA - ed and authority tion manuals DOSHS
(OSHICA) established HICA ment of OSH Act OSHICA OSHICA
categorized developed
Occupational Diseases Operational Occu-

Awaiting enact- Sensitization on
fund established pational Diseases Status 100% - Actuarial study Pilot roll-out Main roll-out DOSHS
ment of WIB Act diseases fund
Fund
Operational OSHP Awaiting enact- Operationaliza-
Operational OSHP Operational OSH professional Registration of
Status ment of OSHP - tion manuals of Operational DOSHS
Act OSHP Act body established members
Act body developed
Review OSH Policy Reviewed OSH Reviewed OSH Reviewed OSH Reviewed
OSH Policy Re- Review yet to OSH Policy OSH Policy
Status Policy implement- Policy imple- Policy imple- OSH Policy DOSHS
viewed start Reviewed Reviewed
ed mented mented implemented
Policy on HIV&AIDS at Guidelines
Social support
work finalized and im- public private and screening
scheme and
plemented Operational Policy Sensitization Stigma and dissem- partnership HIV in the in-
Awaiting approv- benefits to in-
on HIV&AIDS at % 100% about the ination framework framework formal sector DOSHS

al by cabinet clude workers
work policy developed Developed and developed
living with HIV
implemented and imple-
strengthened
mented
Conventions ratified ILO C155,
Identification of Relevant areas
No. of Conventions C161, Process of ratifi- Conventions
Status - - areas for domesti- of conventions DOSHS
ratified C187, C121 cation initiated ratified
cation Domesticated
ratified
97
Measure (2017/18) Years 2018/19 2019/20 2020/21 2021/22 2022/23
Oil, Gas, mining, biohaz-
98
ard exposure and HIV/ No. of regulations Oil and gas regula- HIV/AIDS at biohazard expo-
Number - 4 - mining DOSHS
AIDS at Work regulations developed tions developed Work sure
developed
Scaffolding, medical
examinations and safety No. of CoPs Devel-
Number - 3 1 Scaffolding 1 1 0 DOSHS
Codes of Practice (CoPs) oped
developed
Max and min Work 1 Max and
1 Prescribed
Injury compensation min Work
No. of guidelines 1 BOHS guide- 1 approved per- 1 Medical aid charges for
amounts, BOHS and Number - 5 Injury com- DOSHS
developed lines sons guidelines guidelines approved
approved persons guide- pensation
person
lines developed guidelines
Existing OSH rules and
No. of existing rules
codes of practice (CoPs) Number - 12 2 2 2 3 3 DOSHS
and CoPs reviewed
reviewed
staff Trained on special- No. of staff trained

31 Newly OSH
ized OSH areas on oil and gas, pros-
Number officers trained 450 60 70 90 100 130 DOSHS
ecution and occu-

on OSH matters
pational hygiene
workplaces contributing No. of workplaces
to OSH fund increased contributing to OSH Number 10,167 75,000 15,000 15,000 15,000 15,000 15,000 DOSHS
fund
Reporting tool for oc-
cupational diseases in Operational BOHS BOHS tool Operational BOHS Operational Operational Operational
Status - Status DOSHS
primary health care tool developed tool BOHS tool BOHS tool BOHS tool
developed
Reports of patients with
No. reports of pa-
work related injuries and
tients with work
diseases from primary Number - 168 0 12 28 48 80 DOSHS
related injuries and
health care facilities
diseases
submitted
Health care facilities sen-
No. of staff in health
sitized on Basic Occu-
care facilities sensi- Number - 89 3 7 12 20 47 DOSHS
pational Health Services
tized on BOHS
(BOHS)
Work injury evaluation No of work injury
panels in level 5 hospi- evaluation panels Status - 47 3 4 5 8 27 DOSHS
tals operationalized operationalized
Occupational diseases No. of panel reports
data collected and com- on occupational
Number - 168 0 12 28 48 80 DOSHS
piled diseases data com-
piled
Measure (2017/18) Years 2018/19 2019/20 2020/21 2021/22 2022/23
ILO’s WIND programme Rice, Sug-
implemented arcane,
Programme report Status - Rice Sugarcane Tea Maize Coffee DOSHS
Tea, Maize
Coffee
Farmers sensitized on No. of farmers sen-
Number - 2,638 480 528 580 650 400 DOSHS
programme sitized
ToT course for leaders No. of leaders
Number - 112 15 20 22 40 15 DOSHS
mounted trained
Monitoring and evalu-
ation on OSH improve- M&E report % - 100% 20 40 60 80 100 DOSHS
ments conducted
Sensitization workshops
for jua kali artisans held No. of jua kali arti-
Number 1500 16,350 1650 2500 3200 4000 5000 DOSHS
sans sensitized
architectural plans for

No. of architectural
buildings scrutinized for Number 36 1,383 145 210 278 350 400 DOSHS
plans scrutinized
safety
architectural plans for No. of architectural
Number 21 1,034 100 132 165 290 347 DOSHS
buildings approved plans approved
scaffolds for working at No. of scaffold
Number - 870 - 120 180 200 370 DOSHS
height certified certified
World day for safety and
health at work event held Event report Number 1 5 1 1 1 1 1 DOSHS
and report compiled
OSH Awards competitors No. of OSH
Number 9 84 12 18 18 18 18 DOSHS
awarded awardees
Communication strategy Communica-
on OSH developed im- tion strategy
Implement-
plemented Operational strategy Status - on OSH dis- Implemented Implemented Implemented Implemented DOSHS
ed strategy
seminated to
stakeholders
No. of workers
trained on OSH, first aid Number 19,276 141,500 20,000 23,500 25,000 33,000 40,000 DOSHS

trained
and fire safety
Research on OSH areas No. of research
Number - 18 0 3 4 4 7 DOSHS
undertaken reports published
Skills imparted in 16 No of graduate
Number - 562 0 20 72 150 320 DOSHS
OSH competencies trainees
Integrated OSH-IMS Operational OSH-IMS OSH-IMS imple- OSH-IMS imple- OSH-IMS imple- OSH-IMS
OSH-IMS Status - DOSHS
developed OSH-IMS developed mented mented mented implemented
99
Measure (2017/18) Years 2018/19 2019/20 2020/21 2021/22 2022/23
Updated library & library 16%
100
catalogue Operational digital (637 books out
% 100% 28% 64% 84% 100% 100% DOSHS
information centre of 3900 cata-
logued)
Survey on workplaces No. of counties
conducted covered in baseline Number 1 46 2 5 8 15 16 DOSHS
survey
Workers in hazardous
No of workers ex-
occupations medically Number 77,230 710,000 85,000 120,000 135,000 155,000 215,000 DOSHS
amined
examined
hazardous industrial
No. of plant exam-
plant and equipment Number 16,437 126,240 17,500 21,240 24,500 28,000 35,000 DOSHS
ined and tested
examined and tested
Specialized field equip- 33 Medical
5 Medical 7 Medical
ment purchased and No. and type of eqpt
0 Medical eqpt eqpt 7 Medical eqpt 7 Medical eqpt 7Medical eqpt eqpt
maintained equipment pur- 57 Hygiene
Number 5 Hygiene eqpt 10 Hygiene 10 Hygiene eqpt 10 Hygiene eqpt 15 Hygiene eqpt 12 Hygiene DOSHS
chased and main- eqpt

0Safety eqpt eqpt 5Safety eqpt 5Safety eqpt 5Safety eqpt eqpt
tained 24Safety
4Safety eqpt 5Safety eqpt
eqpt

OSH inspections and No. of OSH and
Audits carried out audits inspections Number 11,168 104,000 11,000 15,000 20,000 26,000 32,000 DOSHS
carried out
No. of prosecutions
Number 6 276 50 50 50 60 66 DOSHS
cases conducted
workplace contaminants No. of workplaces
Number 571 5,650 600 850 1200 1400 1600 DOSHS
evaluated evaluated
Proportion of settled 30% (Ksh353M
proportion of work
work injury benefits out of 905M
injury benefits % 60% 35% 42% 50% 55% 60% DOSHS
claims increased worth of claims
claims settled
settled)
building Completed Completed building % 84.5% complete 100% 100% 100% 100% 100% 100% DOSHS
Institute equipped No. and type of
equipment pur- % - 57.6% 0% 4% 13.6% 33.6% 57.6% DOSHS
chased
Safety house rehabili- Rehabilitated prem-
76% 76% 100% 76% 100% 100% 100% 100% DOSHS
tated ises
Measure (2017/18) Years 2018/19 2019/20 2020/21 2021/22 2022/23
ADR mechanism. Enactment and
ADR Institutions Commission Commission Commission
No - 1 Draft Bill institutional DoL
Established Operational Operational Operational
framework
Extraction Industry,
Advertisement for
Leather and footwear,
notice for applica-
Tailoring and garment
tion of member-
making, Maritime, ICT 5 wages Councils
No - 6 ship 1 1 1 1 DoL
Sector, Beauty salons Established
Gazettement no-
and Allied industries
tice of the appoint-
wages councils estab-
ed member
lished
Social dialogue strength- Participation in
No. - 5 1 1 1 1 1 DoL
ened. Conference held.
Train NLB and the Wages No of members
No - 25 TNA Conducted 10 5 5 5 DoL
Councils’ members. trained
200 Officers trained No of officers
No - 200 40 60 70 20 10 DoL
trained
Time taken to resolve Time taken to
No 60 - 50 50 50 50 50 DoL
disputes 50 days resolve disputes
67,500 Labour Inspec-
No of Inspections No. 5,698 67500 13500 13500 13500 13500 13500 DoL
tions Carried out
Enhanced Compliance No of trainings
No 12,160 67500 13500 13500 13500 13500 13500 DoL
with labour laws conducted
Child Labour Survey Child labour Analysis of data Implementation Implementa-
undertaken Report No - 1 - Survey Carried for policy formu- of action pro- tion of action DoL
out lation grammes programmes
Data Base on Child
Database No. - - - - 1 - - DoL
Labour established
17 Child Labour free
No of Zones No. - - - 6 5 7 10 DoL
Zones established
National Wages and National Wages National Wag-
Policy imple- Policy imple- Policy imple-

Remuneration policy and Remuneration No. - es and Remu- Draft policy Policy in place DoL,
mented mented mented
developed policy neration policy
Improved regulations for
Labour Administrators Conventions rat- 2 Conventions 2 Conventions
No. - - - - - DoL
and Kenyan domestic ified ratified ratified
workers
Industrial Relations Char- Draft Industrial Industrial
Industrial Re- Industrial Re- Industrial Re-
ter reviewed Industrial Relations Relations Charter Industrial Rela- Relations
101
No. - lations Charter lations Charter lations Charter DoL
Charter developed and tions Charter Charter im-
implemented implemented implemented
validated plemented
Measure (2017/18) Years 2018/19 2019/20 2020/21 2021/22 2022/23
3 Labour Laws reviewed Bills submitted Development of Implemen-
102
No of Laws re- Implementation Implementation
No. - Draft Bills to Cabinet and rules and Regu- tation of the DoL
viewed of the Acts of the Acts
Parliament lations Acts
Foreign Contracts attest- Time taken to at-
Time 2 2 2 2 2 2 2 DoL
ed in 2 days test the contracts
Adherence to Interna- No of reports
No 8 30 10 6 5 5 4 DoL
tional Labour Standards prepared
Bilateral Agreements
No of Agreements No 3 6 Negotiations 2` Negotiations Negotiations 4 DoL
signed
Kenyan migrant com- Number of com-
No. DoL
plaints resolved. plaints resolved.
Database on Kenyan
Database No. 1 3 DoL
migrant workers.
Registered trade Unions No of Trade
No. 4 36 5 6 7 9 9 RTU
Unions registered
Trade unions books and No. of trade

records inspected unions books of
No. 300 330 315 325 330 330 330 RTU
accounts and re-

cords inspected
Trade unions member- No. of trade
ship records updated unions member-
No. 50 54 54 54 54 54 54 RTU
ship records up-
dated
Labour Relations Policy Implementa-
Draft Labour Finalized La- Implementation Implementation
developed Labor Relations tion of Labour
No. - Relations Policy bour Relations of Labour Rela- of Labour Rela- RTU
Policy Relations
developed Policy tions Policy tions Policy
Policy
Capacity of the Office No. of officers
of the Registrar of Trade recruited and No. 1 16 5 6 5 - - RTU
Union strengthened trained
Automation of the Trade Trade Union
Trade Union regis- Trade Union reg-
Union registry No. 0 registry auto-
try automated istry automated
mated
Key Result Area 2 Manpower Planning, development, employment and productivity management
Outcomes a. Real time and relevant labour market information
b. Skills aligned to the needs of the economy
c. Improved operational efficiency, quality and timely production goods and services
d. Enhanced access to employment opportunities for all
Output Indica- Unit of Baseline Target for 5 Targets Responsi-

Outputs
tors Measure (2017/18) Years 2018/19 2019/20 2020/21 2021/22 2022/23 bility
Labour Market LMI policy. Status Nil LMI policy Concept note LMI Draft Policy Cabinet Memo, ¸ LMI Policy Implementation NHRPD
Information (LMI) and submission of LMI Policy
policy developed. to the NA
Integrated Human IHRDS policy. Status Reviewed Con- IHRDS policy Draft Policy Cabinet Memo, IHRDS policy Implementation Implementation NHRPD
Resource Devel- cept on IHRDS and submission to IHRDS policy
opment Policy and Policy and Strat- the National As-
Strategy (IHRDS) egy sembly
developed.
National Man- NMDC opera- Status Nil NMDC Insti- NMDC opera- Annual NMDC Annual NMDC Annual NMDC Annual NMDC NHRPD
power Develop- tional tutional frame- tional report report report report
ment Committee work
(NMDC) Institu-
tional framework
established.
Functional NMC. Labour Institutions Status Review of Act. Labour Institu- - - - Implementation Implementation NHRPD
Act. tions Act of Labour Insti- of Labour Insti-
tutions Act tutions Act
National Manpow- NMS basic and Status Nil NMS basic Survey Design Draft NMS NMS report Analytical re- Analytical re- NHRPD
er Survey (NMS) analytical Reports Report ports ports
Report.
Labour Force Sur- Labour Force Sur- Status Nil Labour Force Nil Survey Design Draft Labour LFS report Dissemination NHRPD
vey (LFS) report. vey report (LFS). Survey report Force Survey
Survey of Training STLI report Status Nil STLI reports Nil STLI report Dissemination STLI report Dissemination NHRPD

in Local Institu-
tions (STLI) report.
Informal Sector Report on Infor- Status Pilot Survey ISSOS Report ISSOS Report Dissemination - - - NHRPD
Skills & Occupa- mal Sector Skills report
tions Survey (IS- & Occupations
SOS) report. Survey.
Training Needs Energy Sector Status Nil Energy Sector Energy Sector Dissemination - - - NHRPD
103
Assessment (T.N.A) T.N.A report T.N.A report T.N.A report
report on Energy
Sector.
Outputs
Skill Profiles and Health, Manufac- Status Nil Health, Man- Sectors reports Dissemination Dissemination Dissemination Dissemination NHRPD
104
Gaps reports in the turing, Housing ufacturing, on Skill Profiles
Health, Manufac- and Agriculture Housing and and Gaps
turing, Housing sectors reports on Agriculture
and Agriculture Skill Profiles and sectors reports
sectors. Gaps.
LMIS User Needs LMIS User Needs Status Nil LMIS User LMIS User - - - - NHRPD
Report and Data Report. Needs Report Needs Report
Dictionary.
Researched and Researched and Status Nil Report on KLMIS Road - - - - NHRPD
benchmarked benchmarked KLMIS Road Map report.
Road Map. Road Map report. Map.
Application Pro- No. of APIs oper- Nos. Nil Five (5) APIs Two (2) APIs One (1) API oper- One (1) API One (1) API - NHRPD
gramming interface ational operational operational ational operational operational
(API) developed.
Communication Communica- Status Nil Communica- Communica- Dissemination Dissemination Dissemination Dissemination NHRPD
Strategy for Kenya tion Strategy for tion strategy. tion strategy.
Labour Market KLMIS.

Information System
(KLMIS) devel-
oped.
Job Opportunity JOA reports. Nos. Nil Twenty (20) Four (4) JOA Four (4) JOA re- Four (4) JOA Four (4) JOA Four (4) JOA NHRPD
Analysis (JOA) JOA reports reports ports reports reports reports
reports.
Management In- MIS operational Status Nil Operational Management - System up- System upgrade System upgrade NHRPD
formation System MIS Information grade
(MIS) Developed. System (MIS)
Labour Market Report on LMI Status Nil Reports on LMI Report on LMI Report on LMI Report on LMI - - NHRPD
Information (LMI) conference conference conference conference conference
conference report.
Revised Kenya Na- KNOCS 2018 Status Concept note KNOCS 2018 KNOCS 2018 KNOCS 2018 Revised Dissemination of Dissemination of NHRPD
tional Occupation- and survey tools Draft Report Draft Report with KNOCS 2018 Revised KNOCS Revised KNOCS
al Classification with three six major groups 2018 2018
Standard (KNOCS). major groups revised.
revised.
Kenya National KeSIC 2018 Status Three (3) sector KeSIC 2018 KeSIC 2018 KeSIC 2018 Draft Domesticated Dissemination Dissemination NHRPD
Standard for Indus- consultative Draft Report Report with six KeSIC 2018 of Domesticated of Domesticated
trial Classification meetings held. with three ma- major economic KeSIC 2018 KeSIC 2018
(KeSIC) report. jor economic sectors domesti-
sectors domes- cated.
ticated.
Outputs
60 officers trained No. of officers Nos. Nil 60 officers 20 officers 20 officers 20 officers - - NHRPD
trained. trained
Ten (10) officers Regional and In- Nos. Nil 10 officers 10 officers - - - - NHRPD
trained on best ternational bench-
practice. marking reports.
Four (4) offi- 4 officers attached Nos. Nil 4 officers 4 officers - - - - NHRPD
cers attached in in exchange pro-
exchange programmes.
grammes.

105
Measure (2017/18) Years 2018/19 2019/20 2020/21 2021/22 2022/23
Draft NPC Bill NPC Act Status Draft NPC Bill NPC Act Report Report Report Report Report NPCC
106
National Productivity
and Competitiveness No. of NPCC staff
No. 8 95 10 25 30 15 15 NPCC
Centre (NPCC) Staff recruited
recruited
No. of NPCC staff
NPCC staff trained No. 10 95 25 35 20 8 7 NPCC
trained
2 in-house
Equipment Various equip- 20 Office work
Working tools and 50 comput- group training 2 LCD equip-
and working tools Status - ment and stations for NPCC 3 vehicles NPCC
equipment Procured ers venues and ment
procured working tools staff
furniture
Productivity- linked
wage strategy devel- Status - Strategy Report Report Report Report Report NPCC
Productivity integrated oped
in Collective Bargaining
Agreements (CBAs) No. of registered CBAs
with Productivity No. 0 50 0 5 15 15 15 NPCC

Clauses
Competitiveness Strategy Strategy paper devel-

Status Action plan Strategy Report Report Report Report Report NPCC
for Kenya developed oped
Productivity awareness No. of public and
in specific private and private sectors, busi-
public sectors, business ness associations and No. - 40 5 6 7 10 12 NPCC
associations, professional professional bodies
bodies carried out covered
Create awareness and No. of public officers
mainstream productivity sensitized on produc- No. - 2,400 - 600 600 600 600 NPCC
in the public sector tivity
Productivity curriculum
Curriculum
for schools and Technical Curriculum on pro-
on productiv-
and Vocational Educa- ductivity in schools Status - Report - - Report Report NPCC
ity in schools
tion and Training (TVET) and TVET
and TVET
developed
Productivity priority
Report Status - 5Reports Report Report Report Report Report NPCC
activities identified
Organizational Produc-
tivity excellence frame- Report Status - Report Report Report Report Report Report NPCC
work developed
Productivity newsletter
Productivity newsletter
prepared and pub- Status - 4 - 1 1 1 1 NPCC
prepared and published
lished
Measure (2017/18) Years 2018/19 2019/20 2020/21 2021/22 2022/23
Diagnostic studies in tex-
No. of productivity
tile, leather, tea, cereals, No. - 5 1 1 1 1 1 NPCC
diagnostic surveys
dairy carried out
No. of SMEs trained No. 8 150 20 25 30 35 40 NPCC
Productivity in Manufac-
turing Small and Medi- No. of companies in
um Enterprises (SMEs) which productivity
No. 1 150 20 25 30 35 40 NPCC
improved improvement activities
are carried out.
Productivity targets intro- Reports on productiv-
duced in MDAs Perfor- ity mainstreaming in Status - Reports - Reports Report Report Report NPCC
mance Contracts MDAs
No. of productivity
Productivity model com-
model companies No. 2 10 2 2 2 2 2 NPCC
panies developed
developed
Productivity improve-
Reports on workshops
ment results sharing Status 3 20 3 3 4 5 5 NPCC
held.
Workshops held
Reports on produc-
Productivity Benchmark-
tivity benchmarking Status - 5 Reports Report Report Report Report Report NPCC
ing studies undertaken
studies undertaken
Productivity baseline Status of baseline
Status Report 4 Reports - Report Report Report Report NPCC
survey undertaken survey carried out.
National and sectoral Reports on sectoral
indices developed and indices developed and Status Report Report Report Report Report Report Report NPCC
published published
Competitiveness Fact Competitiveness Fact
No. 1 5 1 1 1 1 1 NPCC
Sheet updated Sheet updated
Competitiveness Work-
No. of workshops held No. 4 20 4 4 4 4 4 NPCC
shops held
3 Committees covering
No. of committees
12 pillars of competitive- No. - 3 - - - - - NPCC
established

ness established
Partnership with stake- No. of GCI survey
holders in administration filled GCI Question-
of Global Competitive- naires submitted to No. 100 710 120 140 150 150 150 NPCC
ness Index (GCI) survey World Economic
realized Forum (WEF)
107
Outputs
Amended Industrial - Provision for
108
Training Act establishing
- Draft Amend-
- Cabinet SSCs
ment Bill
Industrial Memo - Accent to the - Provision
Amended Indus- Industrial Train- - Stakeholders
Status Training Act - Enactment Bill by the Pres- for waiving of - PS
trial Training Act ing Act, 2012 engagement report
amended of the Amend- ident penalties on
on the proposed
ment Bill registration of
amendments
new employers’
penalties
13 Industrial Training No. of gazetted
Regulations gazetted industrial train- No. - 13 - 8 5 - - PS
ing regulations
National Skills Devel- - Cabinet
opment Policy devel- Memo on
oped and implemented - Draft National National Skills
Skills Develop- Development
Operational An operation- ment policy De- policy de- National

National Skills National Skills
National Skills al National veloped veloped and Skills Devel-
Status - Development Development PS
Development Skills Devel- - Stakeholders submitted to opment im-

implemented implemented
Policy opment Policy engaged in the Cabinet plemented
development of - Sessional Pa-
NSD policy per developed
and submitted
to Parliament
National Skills Devel- Operational 5 skills de-
2 skills devel-
opment Committee National Skills velopment
NSDC estab- NSDC estab- opment pro-
(NSDC) established Development Status - - - programme PS
lished lished gramme devel-
Committee developed by
oped by NSDC
(NSDC) NSDC
Recognition of Prior - Cabinet
Learning (RPL) policy Memo on
developed and imple- - Draft RPL policy RPL policy
mented Operational reviewed developed and 200 Master 400 Master 600 Master
Recognition of An operation- - Stakeholders submitted to Craftsmen as- Craftsmen as- Craftsmen
Status Draft RPL policy PS/NITA
Prior Learning al RPL policy engaged in the Cabinet sessed and cer- sessed and cer- assessed and
(RPL) policy development of - Sessional Pa- tified tified certified
RPL policy per developed
and submitted
to parliament
Outputs
National Trades & Functional Na-
Occupations & QA tional Trades & An operation-
NTOQA estab-
Council established Occupations & Status - al NTOQA - - - PS
lished
QA (NTOQA) Council
Council
Sector Skills Councils SSCs established
(SSCs) established Operational 9 Occupational 18 OCS Stan-
Sector Skills Status - - - - Classification of dards devel- PS
Councils (SSCs) Standards (OCS) oped
developed

109
Outputs
Labour Migration Labour Migration Labour Mi- Draft Labour Mi-
Policy finalized Policy imple- Policy imple- Policy imple-
Management Policy Management Status - gration Policy gration Manage- NEA
and implemented mented mented mented
developed Policy in place operational ment developed
Labour Migration Labour Mi- Draft Labour Labour Migration Labour Migra- Labour Migra- Labour Migra-
110
Labour Migration
Management Act gration Man- Migration Man- Management Bill tion Manage- tion Manage- tion Manage-
Management Act Status - NEA
agement Act agement Bill de- finalized and ment Act implement Act implement Act imple-
in place
operational veloped enacted mented mented mented
Rules and regula- Rules and
Draft Rules and Rules and Reg- Rules and Reg- Rules and Reg-
tions for Labour Rules and regula- Rules and Regulations Review of Rules
Regulations 2015 ulations 2015 ulations 2015 ulations 2015
Migration Act de- tions for Labour Status Regulations 2015 Revised and Regulations NEA
(Revised) devel- (Revised) imple- (Revised) imple- (Revised) imple-
veloped Migration Act 2015 and opera- 2015 finalized
oped mented mented mented
tional
8 Bilateral Labour No. of Bilateral
Agreements negoti- Labour Agreement No. 2 8 2 3 1 1 1 NEA
ated and signed implemented
Private Recruitment No. of Private
Agencies vetted Recruitment Agen- No. 78 1,070 150 165 230 250 275 NEA
cies
Code of Conduct for Code of Con-
Draft code Code of Conduct

Private Recruitment Operational Code duct in place Code of Conduct Code of Conduct Code of Conduct Code of Conduct
No. of conduct finalized and NEA
Agencies reviewed of Conduct and opera- implemented implemented implemented implemented
2016 implemented

and implemented tional
Information System Information Sys- Information
Information sys- Information system Information sys- Information sys- Information sys-
for all Kenyan mi- tem for all Kenyan system in
Status - tem analysis and testing and imple- tem post imple- tem post imple- tem post imple- NEA
grant workers estab- migrant workers in place and
design mentation mentation mentation mentation
lished place operational
Agreements on free
movement of labour No. of Agreements
and services under on free movement
No. - 5 1 1 1 1 1 NEA
the Northern Corri- of labour and
dor Integration Proj- services
ect implemented
National Internship National
Policy and Guide- National Intern- Draft Nation- Internship Finalize and im- Implementation Implementation Implementation
Implementation of
lines developed ship Policy and al Internship Policy and plement Internship of Internship of Internship of Internship
Status Internship Policy NEA
Guidelines in Policy and Guidelines Policy and Guide- Policy and Policy and Policy and
and Guidelines
place Guidelines in place and lines Guidelines Guidelines Guidelines
operational
Outputs
National Employ- Draft Opera-
ment Authority Act, tionalization
National Employ- Authority Review and op-
2016 reviewed manuals Finalize operation-
ment Authority Status fully opera- - - - erationalization NEA
Board con- alization manuals
Act, 2016 tional of manuals
stituted and
operational
Staff establishment Staff estab-
Draft staff es- Finalize and Implementation
for NEA finalized Staff establishment lishment in Implementation of Review staff
Status tablishment implement staff of staff establish- - NEA
in place place and staff establishment establishment
proposal establishment ment
operational
Seek categorization Category of
Authority catego- Lobby for categori- Category of Au-
of Authority Status - Authority - - - NEA
rized zation of Authority thority established
established
NEA Recruitment No. of officers
No. - 238 120 60 58 - - NEA
Plan finalized recruited

111
Key Result Area 3 Community Empowerment, Social Protection and Development
a. Empowered individuals, families, groups and communities
112
Outcome b. Improved beneficiary well-being and resilience building
c. Enhanced access to social protection services by Kenyans
Output Indica- Unit of Baseline Targets

Outputs Target for 5 Years Responsibility
tors Measure (2017/18) 2018/19 2019/20 2020/21 2021/22 2022/23
National Policy Implement
Draft - National Policy
on Community National Policy National Policy Implement
National National Policy Submit to on Community Implement
Development and on Community on Community National
Policy on on Community Cabinet Development Pol- National Policy
Community Groups Development Development Policy on
Status Communi- Development and Finalize Com- icy -Submit Com- on Community DSD
Registration Bill and community policy & Com- Community
ty Devel- Community Group munity Groups munity Groups Development
finalized Groups Registra- munity Groups Development
opment Registration Act Registration Registration to AG/ policy
tion Act Registration policy
Draft Bill Parliament
Act
National Social
National Social Submit National National Social Implement

Development Policy National Social Draft National Finalize National
Development Social Develop- Development National So-
(NSDP) and action Status - Development Social Devel- Social Develop- DSD
Policy and ac- ment Policy to Policy Action cial Develop-
plan developed and Policy opment Policy ment Policy

tion plan Cabinet plan ment Policy
implemented
National Volunteer- Draft
ism Bill finalized & National Volun- National National Volun- Stakeholder Submit to AG/Par- National Volun- Implementa-
Status Implementation DSD
implemented teerism Act Volunteer- teerism Act validation liament teerism Act tion
ism Bill
National policy on Draft reviewed
Older Persons and National policy
National
ageing reviewed on Older Per-
policy National pol-
and Bill Developed sons and age-
National policy on Older Submit National icy on Older
ing 2006 Draft National policy
on Older Per- Persons National policy on policy on Older Persons and
Older persons on Older Per-
sons and ageing and ageing Older Persons and Persons and age- Implementation ageing and
Status & Ageing Sub- sons and ageing DSD
and Older per- 2006 Draft ageing Older per- ing 2006 to cabi- plan Older persons
mitted to AG Policy Imple-
sons & Ageing Older sons & Ageing Act net Older persons & Ageing Act
officer mentation plan
Act persons & Ageing Act Implementa-
Submit Older
& Ageing tion
persons &
Bill
Ageing to
Parliament
Family Promotion Submit Family
Draft Fam- Family Promotion Implement
and Protection Poli- Family Promo- Promotion and Implement Fam- Implement Fam-
ily Promo- Family Promotion and Protection Family Pro-
cy and Bill finalized tion and Protec- Protection Pol- ily Promotion ily Promotion
Status tion and and Protection Policy and Bill motion and DSD
& implemented tion Policy and icy to Cabinet and Protection and Protection
Protection Policy and Act Submitted to Par- Protection
Act and Bill Sub- Policy and Act Policy and Act
Policy liament Policy and Act
mitted to AG
tors Measure (2017/18) 2018/19 2019/20 2020/21 2021/22 2022/23
Persons with disabil- Submit PWD
Action Plan on
ity Policy and Bill Persons with Draft PWD Persons with Dis- policy to Cabi- PWD Policy &
PWD policy & Implementa-
2018 finalized Disability Policy Status Policy and ability Policy and net and imple- implementation of Implementation DSD
implementation tion
and Act Bill Act mentation Plan the Act
of the Act
of the Act
Monitoring and
Evaluation Frame-
work (M&E) for
Draft M&E Implementa-
Social Development M&E Framework Status 0 M&E Framework M&E Plan Roll out Implementation DSD
Framework tion
Programmes de-
veloped & imple-
mented
4 modules of Com- 4 modules of
munity Develop- CDMIS &
Operational
ment MIS (CD-MIS) Database on Preparation
CD-MIS and older 4 Modules and Roll out and Roll out and Roll out and
developed & opera- older persons Status 0 and develop- DSD
persons and ageing Data collection update update update
tionalized and ageing ment
Data base
developed &
operationalized
SIA and SIR guide- SIA and SIR SIA and SIR
Piloting SIA and Capacity build- Capacity build- Capacity
lines developed & guidelines Oper- Status 0 guidelines Capacity building DSD
SIR guidelines ing ing building
enforced ational Operational
Community Mobi- Draft Commu- Community Mobi-
Community Mo- Community Mo-
lization and Com- nity Mobiliza- lization and Com-
bilization and bilization and Implementa-
munication Strategy Status 0 tion and Com- munication Strate- Implementation Implementation DSD
Communication Communication tion
developed and munication gy Implementation
Strategy Strategy
implemented Strategy Plan
Best Practices for
Community Devel- 2 documentary 2 documentary
No 0 Preparations 1 Documentary Replication 1 Documentary Replication DSD
opment Initiatives reports reports
documented
Community devel-

opment professional
No of Platforms No 0 5 1 1 1 1 1 DSD
body engagements
operationalized
150,000 community No. community
groups registered groups Regis- No 380,000 35,000 30,000 30,000 30,000 30,000 30,000 DSD
tered
290,000 community No. of com-
groups capacity munity groups No 290,000 10,000 65,000 45,000 55,000 60,000 65,000 DSD
113
enhanced trained
tors Measure (2017/18) 2018/19 2019/20 2020/21 2021/22 2022/23
70,000 community No. of com-
114
groups linked to munity groups
MFIs and Non-State linked to MFIs No 70,000 6,000 6,000 14000 20,000 15,000 15,000 DSD
Actors and Non-State
Actors
4 Community No of Commu-
4 Community
Capacity Support nity Capacity
No 0 Capacity Support Preparation 2 1 1 - DSD
Centers upgraded Support Centers
Centers upgraded
upgraded
1500 community
members support-
No. of commu-
ed through Kenya
nity members No 0 1,500 Preparation 300 500 400 300 DSD
Social Economic
supported
Initiative Project
(KSEIP)
Action plan and
Guidelines for Action Plan and

% Imple-
Volunteerism de- Coordination 0 100% 40% 20% 20% 10% 10% DSD
mentation
veloped and imple- Guidelines

mented
volunteerism curric-
Volunteerism
ulum for basic and
curriculum for
higher education No 0 2 - 1 1 - - DSD
basic and higher
Developed and
education
implemented
Research on volun- Report on vol-
teerism undertaken unteer contribu-
No 0 1. Report - Report - - - DSD
&disseminated tions to develop-
ment
National disability
National disabil-
mainstreaming strat- Strategy final- Implementa-
ity mainstream- Status Draft Policy Strategy finalized Implementation implementation DSD
egy Finalized and ized tion
ing strategy
disseminated
Assistive Device Assistive De- Assistive
Assistive Device Assistive Device Assistive De-
technology Guide- Assistive Device Assistive Device vice Guide- Device
Status 0 Guidelines imple- Guidelines im- vice Guidelines DSD
lines developed Guidelines Guidelines lines devel- Guidelines
mented plemented implemented
oped implemented
Assistive Device Assistive
Assistive Device Assistive Device
Hub established Assistive Device Assistive Device Assistive Device Device Hub
Status 0 0 Hub operation- Hub operation- DSD
Hub Hub Hub established operational-
alized alized
ized
tors Measure (2017/18) 2018/19 2019/20 2020/21 2021/22 2022/23
No. of Assistive
Assistive devices No. 0 3,000 0 0 500 1000 1500 DSD
devices produced
Rapid assessment No of Surveys
survey on status of and No. of Dis-
Preparation for
PWDS and aware- abled persons 0 1 1 survey Report launch - -
survey
ness creation on organizations No. DSD
stigma and discrim- involved in the
ination of PWDs awareness cre-
15 5 4 3 3 3
undertaken ation forums
Interagency Mech-
Operational Operational Com- Establish com- Annual sector Annual sector Annual sector Annual sector
anism established Status 0 NCPWD
Mechanism mittee mittee reports reports reports reports
and operationalized
Rapid assessment
survey on status of
No of Surveys No 0 1 survey DSD
persons with dis-
abilities undertaken
comprehensive Comprehen-
strategy and sive strategy,
framework for Standards & - Strategy and CBR Implementa-
Draft Strate- Implementation of Implementation Implementation
Community Based guidelines for Framework tion of strat-
Status 0 gy and CBR strategy and CBR of strategy and of strategy and DSD
Rehabilitation (CBR) management of - Operational egy and CBR
Framework Plan CBR Plan CBR Plan
and revitalizing the VRCs and CBR Guidelines Plan
VRCs developed framework de-
and implemented veloped
Training in 12 VRCs
No. of trainees No 715 4000 750 780 800 820 850 DSD
facilitated
12 VRC facilities No. of VRC
No 5 12 5 3 2 2 - DSD
refurbished refurbished
Start-up toolkits and No of graduands
workplace provided provided with
No 30 450 50 100 100 100 100 DSD
to VRC graduands Start-up tool kits
and placed

Rights and needs of Implemen-
Older Persons and Guidelines on Operational Implementation of Implementation Implementation tation of
Ageing protected management of Guidelines on Guidelines on in- of Guidelines on of Guidelines Guidelines on
Draft
institutions of- Status institutions offering Roll out stitutions offering institutions of- on institutions institutions DSD
Guidelines
fering services to services to older services to older fering services to offering services offering ser-
older persons persons persons older persons to older persons vices to older
persons
115
tors Measure (2017/18) 2018/19 2019/20 2020/21 2021/22 2022/23
Older persons res-
116
No. of Older
cue centers/homes
persons rescue No. 2 2 1 - 1 - - DSD
Upgraded and oper-
centers /homes
ationalized
Stakeholder engage-
ment platforms on
family protection No. of stake-
and older persons holders’ plat- No. 50 4 10 10 10 12 8 DSD
and ageing issues in forms
the counties estab-
lished
Training of trainers
No. of ToT for
for Lay / Volunteer
Lay / Volunteer No 0 1500 300 300 300 300 300 DSD
Counsellors under-
Counsellors
taken
Awareness creation
No. of aware-
on family, matrimo-
ness creation No. 55 235 47 47 47 47 47 DSD
nial and succession
forums
issues conducted

Psychosocial sup-
port and referral No of Families
No 0 7500 1000 1500 2000 2000 1000 DSD
services to families supported
undertaken
Baseline survey on
family protection
issues in Kenya Baseline survey implementa-
N0. of surveys Status 0 - 1 Implementation implementation DSD
undertaken and report tion
recommendations
implemented
State Party reports
on UNCRPD and
the Commission on No. State Party
No 0 10 2 2 2 1 2 DSD
Social development reports
prepared and pre-
sented
tors Measure (2017/18) 2018/19 2019/20 2020/21 2021/22 2022/23
International days
for PWD, Day of the
Family, World Vol-
unteerism Day and No. of Events
No 4 30 2 6 6 6 6 DSD
Good Deeds Day, held
Older persons and
elder abuse aware-
ness days observed
Protocol of African
Charter on Human
No. of Report on
and Peoples Rights No. 0 5 1 1 1 1 1 DSD
ratification
of Older Persons in
Africa ratified

117
Outputs
Expansion Plan for the
118
Consolidated Cash Finalized Implement Implement
CCTP Expansion 2013/14 Expan- CCTP Expansion Implement CCTP Implement CCTP
Transfer Programme Status CCTP Expan- CCTP Expansion CCTP Expansion SAU
Plan sion Plan Plan Expansion Plan Expansion Plan
(CCTP) developed and sion Plan Plan Plan
implemented
Recertification Plan
Draft CCTP Implement Implement Implement
for the CCTP devel- CCTP Recertifi- CCTP Recertifi- Recertification Implement Recer-
Status Recertification CCTP Recertifi- CCTP Recertifi- CCTP Recertifi- SAU
oped and implement- cation Plan cation Plan Plan finalized tification Plan
Plan cation Plan cation Plan cation Plan
ed
Cash Transfer for Or- % of CT-OVC
Recertify 100%
phans and Vulnerable beneficiaries 20% 20% 20% 20% 20%
of the CT-OVC
Children (CT-OVC) recertified % 0% -Recertifica- -Recertification -Recertification -Recertification -Recertification SAU
beneficiaries
beneficiaries recerti- -Recertification tion report report report report report
using HTM
fied in 47 counties report
Persons With Severe % of PwSD-CT
Recertify 100%
Disabilities Cash beneficiaries 20% 20% 20% 20% 20%
of the PwSD-CT
Transfer (PWSD-CT) recertified % 0% -Recertifica- -Recertification -Recertification -Recertification -Recertification SAU
beneficiaries
beneficiaries recerti- -Recertification tion report report report report report
using HTM
fied in 47 counties report

Eligible Older Persons
No. of eligible 400,000 Older
Cash Transfer (OPCT)
OPCT beneficia- No. 523,000 Persons regis- 50,000 130,000 90,000 70,000 60,000 SAU
beneficiaries regis-
ries registered tered
tered
No. of CT-OVC 60,000 new
CT-OVC beneficiaries beneficiaries households en-
No. 353,000 40,000 - 20,000 - - SAU
targeted and enrolled targeted and rolled in CTOVC
enrolled Programme
No. of PwSD- 50,0000 new
PwSD-CT benefi-
CT beneficiaries 47,000 PWSD- households
ciaries targeted and No. - 30,000 - 20,000 - SAU
targeted and CT beneficiaries enrolled in
enrolled
enrolled PWSD-CT
810 Programme of- 810 Pro-
No. of pro- 810 Programme 810 Programme 810 Programme 810 Programme 810 Programme
ficers trained on the gramme offi-
gramme officers No. 0 officers trained officers trained on officers trained officers trained officers trained SAU
Harmonized Targeting cers trained
trained on HTM on HTM HTM on HTM on HTM on HTM
Methodology (HTM) on HTM
CCTP Operations
Revised CCTP CCTP OM re- CCTP OM CCTP OM imple- CCTP OM re- CCTP OM im- CCTP OM re-
Manual (OM) re- Status CCTP OM SAU
OM viewed reviewed mentation viewed plemented view
viewed
No. of officers
Officers sensitized
sensitized on 810 officers 810 officers 810 officers sen- 810 officers 810 officers 810 officers
on CCTP operations No. - SAU
CCTP opera- trained sensitized sitized sensitized sensitized sensitized
manual
tions manual
Outputs
No. of stake-
Stakeholder groups holder groups
590 stakeholders 70 stakehold- 100 stakeholders 120 stakeholders 140 stakeholders 160 stakehold-
sensitized on CCTP sensitized on No. 10 SAU
sensitized ers sensitized sensitized sensitized sensitized ers sensitized
operations manual CCTP opera-
tions manual
Reports on Provisions of Provisions ofProvisions of
Provisions of Social Provisions of Provisions of So-
implementation Social Assistance Social Assis-
Social Assistance
Assistance Act imple- No. 0 Social Assistance - cial Assistance Act SAU
of Social Assis- Act implement- Act implement-
tance Act imple-
mented Act implemented implemented
tance Act ed ed mented
Action Plan for the Action Plan for Action Plan for Action Plan Action Plan
Action Plan for the
Social Assistance Act the Social Assis- the Social Assis- for the Social
for the Social
Action Plan Status - - Social Assistance SAU
developed and imple- tance Act imple- tance Act imple- Assistance Act
Assistance Act
Act developed
mented mented mented implemented implemented
% of CCTP 100% of CCTP 100% of CCTP 100% of CCTP 100% of CCTP
Account based pay- An efficient and
beneficiaries beneficiaries beneficiaries beneficiariesbeneficiaries
ments model rolled flexible pay-
enrolled to the % 42% 100% paid through paid through paid through paid through SAU
out to all beneficiaries ments model for
account-based accounts-based accounts-based accounts-based
accounts-based
of the CCTP the CCTP
payments model model model model model
933,000 1,333,000
No. of Older 1,333,000 Older 1,033,000 Older 1,133,000 Older 1,233,000 Older
Older Persons sup- Older Persons Older Persons
Persons support- Persons support- Persons supported Persons support- Persons support-
ported with regular No. 833,000 supported supported with SAU
ed with regular ed with regular with regular cash ed with regular ed with regular
cash transfer with regular regular cash
cash transfer cash transfer transfer cash transfer cash transfer
cash transfer transfer
393,000 CT-
No. of CT-OVC 413,000 CT- 413,000 CT- 413,000 CT- 413,000 CT-
OVC house- 393,000 CT-OVC
CT-OVC households households OVC households OVC households OVC households OVC house-
holds sup- households sup-
supported with regular supported with No. 353,000 supported with supported with supported with holds supported SAU
ported with ported with regular
cash transfer regular cash regular cash regular cash regular cash with regular
regular cash cash transfer
transfer transfer transfer transfer cash transfer
transfer
No. of PwSD 97,000 PwSD 47,000 PwSD 77,000 PwSD 97,000 PwSD 97,000 PwSD
PWSDs supported 77,000 PwSD sup-
supported with supported with supported supported with supported with supported with
with regular cash No. 47,000 ported with regular SAU
regular cash regular cash with regular regular cash regular cash regular cash
transfer cash transfer

transfer transfer cash transfer transfer transfer transfer
% of payment Commission
Facilitate payment of Commission Commission paid Commission Commission Commission
cycles for which paid to PSP for
commission to Pay- paid to PSP for to PSP for all cash paid to PSP for paid to PSP for paid to PSP for
commissions % 100% all cash trans- SAU
ment Service Provid- all cash transfers transfers payment all cash transfers all cash transfers all cash transfers
to the PSPs are fers payment
ers (PSPs) payment cycles cycles payment cycles payment cycles payment cycles
paid cycles
100% of pro- 100% of pro-
CCTP-Management % of beneficia- 100% of pro- 100% of pro- 100% of pro- 100% of pro-
grammes data grammes data
119
Information System ries whose data % 42% grammes data in grammes data in grammes data in grammes data in SAU
migrated into the migrated into
(MIS) finalized is in the MIS the CCTP-MIS the CCTP-MIS the CCTP-MIS the CCTP-MIS
CCTP-MIS the CCTP-MIS
Outputs
CCTP-MIS oper- CCTP-MIS op- CCTP-MIS op- CCTP-MIS op- CCTP-MIS op-
120
CCTP-MIS rolled out CCTP-MIS CCTP-MIS rolled
ational in all the erational in all erational in all erational in all erational in all
to all Counties and Status - rolled out in out in 27 addition- SAU
Counties and the Counties and Counties and Counties and Counties and
Sub-counties 20 Counties al Counties
Sub-counties Sub-counties Sub-counties Sub-counties Sub-counties
No. of Pro- 810 Pro- 810 Programme 810 Programme 810 Programme
Programme Officers 810 Programme 810 Programme
gramme Officers gramme Offi- Officers trained Officers trained Officers trained
trained on the CCTP- No. 0 Officers trained Officers trained on SAU
trained on the cers trained on on the CCTP- on the CCTP- on the CCTP-
MIS on the CCTP-MIS the CCTP-MIS
CCTP-MIS the CCTP-MIS MIS MIS MIS
CCTP-MIS Business An approved
Continuity Plan (BCP) BCP BCP devel- BCP implement- BCP implement- BCP implement-
Status - BCP developed BCP implemented SAU
developed and imple- An implemented oped ed ed ed
mented BCP
No. of Applica-
tion Program- API between API between API between API between API between
CCTP-MIS linked to API between
ming Interfaces CCTP-MIS and CCTP-MIS and CCTP-MIS and CCTP-MIS and CCTP-MIS and
all Payments Service Status - CCTP-MIS and SAU
(APIs) between PSPs estab- PSPs operation- PSPs operation- PSPs operation- PSPs operation-
Providers (PSPs) PSPs established

CCTP-MIS and lished alized alized alized alized
PSPs established

No. of APIs API between API between API between
CCTP-MIS linked to API between API between API between
between CCTP- CCTP-MIS and CCTP-MIS and CCTP-MIS and
the Single Registry Status - CCTP-MIS and CCTP-MIS and CCTP-MIS and SR SAU
MIS and SR SR operational- SR operational- SR operation-
(SR) SR established SR established operationalized
established ized ized alized
No. of APIs API between API between API between API between API between
API between
CCTP-MIS linked to between CCTP- CCTP-MIS and CCTP-MIS and CCTP-MIS and CCTP-MIS and CCTP-MIS and
Status - CCTP-MIS and SAU
IPRS MIS and IPRS IPRS estab- IPRS operation- IPRS operation- IPRS operation- IPRS operation-
IPRS established
established lished alized alized alized alized
Print and disseminate
CCTP IEC materials
(FAQs, Service Char- No. of CCTP 120,000 CCTP 69,000 CCTP 50,000 CCTP 40,000 CCTP 35,000 CCTP
50,000 CCTP IEC
ters, Payment Proce- IEC materials IEC materials IEC materials IEC materials IEC materials IEC materials
No. 43,188 materials printed SAU
dures, Grievance and printed and printed and printed and printed and printed and printed and
and disseminated
Case Management disseminated disseminated disseminated disseminated disseminated disseminated
- G&CM Procedures,
OMs)
15 aware-
No. of aware- 75 awareness 15 awareness 15 awareness 15 awareness
50 regional awareness ness creation 15 awareness
ness creation fo- creation forums creation forums creation forums creation forums
creation forums for forums for creation forums
rums for county No. 2 for county and for county and for county and for county and SAU
county and sub-coun- county and for county and
and sub-county sub-county of- sub-county sub-county sub-county
ty officers held sub-county sub-county officers
officers ficers officers officers officers
officers
Outputs
BWCs sensitized on No. of BWCs 2,738 BWCs 2,738 BWCs 2,738 BWCs 2,738 BWCs 2,738 BWCs
2,738 BWCs sensi-
the Beneficiaries Out- sensitized on No. 0 sensitized on the sensitized on sensitized on the sensitized on the sensitized on SAU
tized on the BOS
reach Strategy (BOS) the BOS BOS the BOS BOS BOS the BOS
- Furniture,
- Equipment for - Furniture, head- headsets and
- Equipment for the
the CCTP call sets and other other equip-
CCTP call centre
centre equipment ment procured 5 staff deployed to
procured No. 1 - - - SAU
- No. of staff - 10 staff de- and installed the call centre
- 10 staff deployed to
deployed to the ployed to the call 5 staff de-
the call centre
call centre centre ployed to the
call centre
100 % of 100 % of com- 100 % of com- 100 % of
100% of complaints % of complaints 100 % of com- 100 % of com-
complaints plaints and plaints and complaints
and grievances re- and grievances % 60 plaints and griev- plaints and griev- SAU
and grievanc- grievances re- grievances re- and grievances
solved resolved ances resolved ances resolved
es resolved solved solved resolved
No. of reports 6 reports on res- 6 reports on 6 reports on 6 reports on 6 reports on
Bi-monthly reports on 6 reports on reso-
on resolution of No. 4 olution of G&CM resolution of resolution of resolution of resolution of SAU
resolution of G&CM lution of G&CM
G&CM annually G&CM G&CM G&CM G&CM
No of G&CM 3,000 G&CM 5,000 G&CM 4,000 G&CM 3,000 G&CM
20,000 G&CM 5,000 G&CM
Print and disseminate Reporting Reporting Reporting Reporting Reporting
Reporting Guide- Reporting Guide-
the G&CM Reporting Guidelines No. 2,000 Guidelines Guidelines Guidelines Guidelines SAU
lines printed and lines printed and
Guidelines printed and printed and printed and printed and printed and
disseminated disseminated
disseminated disseminated disseminated disseminated disseminated
No of Pro- 810 Programme 810 Programme 810 Programme 810 Programme
810 Programme
Train Programme gramme Officers Officers trained Officers trained Officers trained Officers trained
Officers trained on
Officers on the G&CM trained on the No. 300 on G&CM Re- - on G&CM Re- on G&CM Re- on G&CM Re- SAU
G&CM Reporting
Reporting Guidelines G&CM Report- porting Guide- porting Guide- porting Guide- porting Guide-
Guidelines
ing Guidelines lines lines lines lines
No. of consoli-
200 consoli- 2,738 BWCs 2,738 BWCs 2,738 BWCs 2,738 BWCs 2,738 BWCs 2,738 BWCs
2,738 BWCs consolidated BWCs
No. dated consolidated and consolidated consolidated and consolidated consolidated consolidated SAU
dated and trained No. of BWCs
0 trained trained and trained trained and trained and trained and trained
trained

All beneficiaries’ and
% of updates 100% updates 100% updates 100% updates 100% updates 100% updates 100% updates
caregiver’s updates % 80% SAU
carried out implemented implemented implemented implemented implemented implemented
carried out
CCTP M&E
Strategy and
Implement
Plan approved CCTP M&E Draft CCTP Approved CCTP Implement CCTP Implement CCTP
CCTP M&E Strategy CCTP M&E
and disseminat- Status - Strategy and Plan M&E Strategy M&E Strategy and M&E Strategy M&E Strategy SAU
and Plan developed Strategy and
ed to County developed and Plan Plan and Plan and Plan
121
Plan
and Sub-county
officers
Outputs
- 6 bi-monthly - 6 bi-monthly - 6 bi-monthly
122
- 6 bi-monthly
- 4 monitoring - 30 bi-monthly monitoring monitoring monitoring
30 bi-monthly mon- - 6 bi-monthly monitoring exer-
exercises carried monitoring exer- exercises exercises carried exercises car-
itoring exercises monitoring exercises carried out
No. of moni- out cises carried out carried out out ried out
carried out- cises carried out - 3 special
toring exercises - 2 special - 15 special - 3 special - 3 special - 3 special
-15 special (house- No. - 3 special (house- (house- SAU
carried out and (house- (house- (house- (house- (house-
hold-based) monitor- hold-based) mon- hold-based)
reports prepared hold-based) hold-based) hold-based) hold-based) hold-based)
ing exercises carried itoring exercises monitoring
monitoring monitoring exer- monitoring monitoring monitoring
out carried out exercises carried
exercises cises exercises exercises carried exercises car-
out
carried out out ried out
Carry out Carry out cycle Carry out cycle
Cycles II, III, IV Implement find-
cycle II of the IV of the PIBS V of the PIBS
Cycle 3, 4, and 5 of Reports of Cycle and V of the PIBS ings of PIBS cycle Implement
PIBS I carried PIBS survey survey survey
PIBS carried out report 3, 4 and 5 of No. surveys carried II findings of PIBS SAU
out - Implement - Implement - Implement
prepared PIBS surveys out and report Carry out cycle III cycle IV
findings of findings of PIBS findings of PIBS
prepared of the PIBS survey
PIBS cycle I cycle III cycle V
Report on the
Mid-line impact
evaluation sur- Implement Implement

Impact eval- Baseline eval- End-line im-
Mid-line and End line vey on the 70 Mid-line impact findings from findings from
uation survey uation survey pact evaluation
impact evaluation Years OPCT evaluation survey the impact eval- the impact eval-
Status - on the 70 Years on the 70 survey on the SAU
survey on the 70 Years Report on the on the 70 Years uation survey uation survey
OPCT carried Years OPCT 70 Years OPCT
OPCT carried out Mid-line impact OPCT carried out on the 70 Years on the 70 Years
out carried out carried out
evaluation sur- OPCT OPCT
vey on the 70
Years OPCT
Findings of
Baseline and Findings of the the CT-OVC Findings of the Findings of the Findings of the
Disseminate and im- Report of dis- Findings of the
end-line CT- CT-OVC Impact Impact Eval- CT-OVC Im- CT-OVC Im- CT-OVC Im-
plement the findings semination CT-OVC Impact
Status OVC Impact Evaluation survey uation survey pact Evaluation pact Evaluation pact Evaluation SAU
of the CT-OVC Impact Reports on im- Evaluation survey
Evaluation sur- disseminated and disseminated survey imple- survey imple- survey imple-
Evaluation survey plementation implemented
veys carried out implemented and implemented mented mented
mented
Findings of the
6 cycles of oper- Disseminate
Disseminate and im- Report of dis- Operational Findings of the Findings of the Findings of the Findings of the
ational monitor- and implement
plement the findings semination Monitoring Operational Operational Operational Operational
Status ing conducted the findings of SAU
of the Operational Reports on im- disseminated Monitoring imple- Monitoring Monitoring Monitoring
and reports the Operational
Monitoring plementation and implemented implemented implemented implemented
prepared Monitoring
mented
No. of M&E 3 M&E Learning
3 M&E Learning M&E Learning Implement actions M&E Learning Implement ac- M&E Learning
Learning Events Events for the
Events for the CCTP No. 0 Event for the from M&E Learn- Event for the tions from M&E Events for the SAU
for the CCTP Consolidated
held CCTP held ing Event CCTP held Learning Event CCTP held
held CCTP held
Outputs
- CCTP EFC
Action Plan
- CCTP EFC - An approved
developed and
Action Plan CCTP EFC Action - 1 Bi-annual - 1 Bi-annual - 1 Bi-annual
Error, Fraud and Cor- approved - 1 Bi-annual 1
- No. of Annual Plan 1 Annual and 1 Annual and 1 Annual and
ruption (EFC) Action - 1 Annual Annual and reports
and bi-annual Status Approved EFC - 5 Annual and 5 reports on im- reports on im- reports on im-
Plan for the CCTP and 1 bi-an- on implementation SAU
reports on im- No. Framework bi-annual reports plementation of plementation of plementation of
developed and imple- nual reports of the EFC Action
plementation of on implementa- the EFC Action the EFC Action the EFC Action
mented on implemen- Plan
the EFC Action tion of the EFC Plan Plan Plan
tation of the
Plan Action Plan
EFC Action
Plan
Operational Submission
Reviewed Social Operational SA Operational SA Operational SA Operational SA Operational SA
Social Assis- Status Draft SA Bill to National SPS
Assistance Act Act Act Act Act Act
tance Act Assembly
Social Protection
Social Protec- Draft Submission
Policy, 2011 reviewed Draft reviewed Reviewed NSPP Presentation
tion Policy and to Cabinet and to - SP Policy Operational SP Operational SP
and National Social Status NSPP, 2011 and and S to Stakehold- SPS
National Social the National As- - SP Act and SP Act policy
Protection Act devel- Draft SP Bill P Act ers
Protection Act sembly
oped
Presentation
Kenya SP strategy Kenya SP strat- Presentation to Operational SP Operational SP
Status Draft SP strategy SP strategy to Stakehold- SP strategy SPS
Developed egy cabinet Strategy Strategy
ers
A Directory of SP ac- Directory of
tors and interventions SP Actors and % 13% 100% 28% 48% 68% 88% 100% SPS
in Kenya developed interventions
Kenya Social Protec- Kenya Social Presentation
SP sector review SP sector review Dissemination of Implementation Implementation
tion sector review Protection sec- Status Draft to stakehold- SPS
report report sector report of sector report of sector report
report prepared tor review report ers
An enhanced Single
Registry for Social No. of SP pro-
No. 5 16 2 3 2 2 2 SPS
protection programmes linked
grammes

Maintenance Maintenance Maintenance Maintenance
Social Registry mod- Operational Operational
Social Registry and generation and generation and generation and generation
ule Established in Status 0 Social Registry Social Registry SPS
Module of Social Registry of Social Regis- of Social Regis- of Social Regis-
the SR Module Module
Report try Report try Report try Report
% of targeted
Social Registry Pop- % by No.
Poor and Vul-
ulated with Data of of Coun- 0 75/39 - 75/2 75/17 75/32 75/39 SPS
nerable HH by
Poor and Vulnerable ties
County in SR
123
Outputs
10 linkages for com-
124
plimentary SP Pro- No. of linkages No. 0 10 2 2 2 2 2 SPS
grammes Established
Generic County SP County SP MIS Status 0 1 1 SPS
MIS Developed and No. of Counties
rolled out in 30 Coun-Adopting SP No. 0 30 10 5 5 5 5 SPS
ties MIS
SP M&E Framework in SP M&E Frame- M&E Frame- M&E and re- M&E and re- M&E and re-
Status Draft M&E Framework M&E and reporting SPS
place. work work porting porting porting
SP actors Trained on
No. of SP actors
the SP M&E Frame- No. 0 300 60 60 60 60 60 SPS
Trained
work
SP Knowledge Man-
Operational SP Operational SP Operational SP
agement Learning Publish Learning Publish Learning Publish Learn-
KML resource Status - KML resource - KML resource SPS
system for SP Estab- materials materials ing materials
centre at the SPS centre centre
lished
SP norms, Standards SP norms, SP Norms, Stan-
SP norms, Stan-
and guidelines Devel- Standards and Status - dards and guide- - Implementation Implementation Implementation SPS

dards & guidelines
oped guidelines lines
300 of SP actors sen-
sitized on SP norms, No. of SP actors
No. 0 300 120 60 60 60 SPS
Standards and guide- sensitized
lines
No. of SP events
5 SP events held No. 0 5 1 1 1 1 1 SPS
held
SP Communi-
SP Community of
ty of Practice SP (COP) Kenya SP (COP) Ken-
Practice (COP) Kenya Status - - - SPS
(COP) Kenya Chapter ya Chapter
Chapter Established
Chapter
CoP Kenya Platforms No of CoP Ken-
of engagement orga- ya engagement No. 0 9 1 2 2 2 2 SPS
nized Platforms
National SP Commu- National SP
SP Communica- Presentation to Communication Strategy imple- Strategy imple-
nication Strategy Communication Status - Draft SPS
tion Strategy stakeholders strategy mentation mentation
Developed Strategy
Social Protection Social Protec-
SP Training Pro- Presentation to SP Training
Training Programme tion Training Status - Draft - SPS
gramme stakeholders Programme
developed Programme
Outputs
No. of Counties
SP learning and devel-
SP learning and
opment for Counties No. 10 47 10 10 10 7 SPS
development is
Implemented
implemented
SP Investment SP Investment SP Investment
Kenya SP Investment Kenya SP Invest- SP Investment Submission to
Status Draft SP Investment Plan Plan implement- Plan implement- Plan imple- SPS
Plan Finalized ment Plan Plan cabinet
ed ed mented
Resource Mobiliza- SP Resource Resource Mobi- Resource Mobi-
Resource Mobili- Presentation to Resource Mobi-
tion Strategy for SP Mobilization Status 0 Draft lization Strategy lization Strategy SPS
zation Strategy stakeholders lization Strategy
sector developed Strategy implemented implemented
Partners engaged in
No. of Partners
Co-financing arrange- No. 0 10 2 2 2 2 2 SPS
Co-financing
ments
Resource Support Resource Sup-
Ksh. 0 40 8 8 8 8 8 SPS
Provided port Provided
Integrated Kenya
Social Economic No. of Annual
Inclusion Project and Bi-annual
No. - 8 2 2 2 2 SPS
(KSEIP) designed and KSEIP M&E
coordination of KSEIP reports
carried out
No. of stake-
Street families rescue
holder engage- No. Report 20 4 4 4 4 4 SFRTF
awareness created
ments
No. of rescue
Rescue drop in cen-
centres estab- No. Nil 6 1 1 1 2 1 SFRTF
tres established
lished
Operational rehabili- No. of rehabili-
No. Nil 6 1 1 1 2 1 SFRTF
tation centres tation centres
No. of private
Private and public
and public reha-
rehabilitation centres No. 19 125 25 25 25 25 25 SFRTF

bilitation centres
supported
supported
Improved livelihoods
No. of reformed
for rehabilitated street No. 46,000 92,000 92,000 92,000 92,000 92,000 92,000 SFRTF
street persons
families
National policy
National policy on
on street fam- Status 1 1 - - - - - SFRTF
street families
ilies
125
Outputs
126
No. of street
Develop Legislations families legisla- No. 1 - 1 - - - - SFRTF
tions developed
National cur-
National curriculum
riculum for
for rehabilitation Status - - 1 - - - - SFRTF
rehabilitation
activities developed
activities

Key Result Area 4 Care and Support Services to Children
Outcome Rights and Welfare of all children in Kenya realized and safeguarded
Output Indica- Unit of Baseline Target for Targets Responsi-

Outputs
tors Measure (2017/18) 5 Years 2018/19 2019/20 2020/21 2021/22 2022/23 bility
National National Child National Child National Child
National Child Develop National
National Child Child Protection Protection Protection
Protection Strate- Status - - Child Protection DCS
Protection Strategy Protection Strategy imple- Strategy imple- Strategy imple-
gy developed Strategy
Strategy mented mented mented
National
National Strategy National Strate- National Strate- National Strate-
National Strategy Strategy
on Child Online Develop Draft gy on Child On- gy on Child On- gy on Child On-
on Child Online Status - on Child Finalize strategy DCS
Protection devel- strategy line Protection line Protection line Protection
Protection Online
oped implemented implemented implemented
Protection
National VAC National VAC National VAC
National VAC VAC Re- National VAC
VAC 2018 study 2018 Response 2018 Response 2018 Response
2018 Response Status - sponse Conduct study 2018 Response DCS
conducted Plan implement- Plan implement- Plan implement-
Plan plan Plan implemented
ed ed ed
Outreach pro-
grammes to sup-
No. of outreach
port children in Status - 1 1 1 1 1 1 DCS
programmes
the community
undertaken
Children Officers
trained on how to
No. of Children Train 50 children’s
handle children in No. - 250 50 50 50 50 DCS
Officers trained officers’
emergency situ-
ations
Child Protection
Information Man- No. of counties
Review the auto-
agement System with automated Rollout CPIMS to Rollout CPIMS Rollout CPIMS Rollout CPIMS
No. 15 32 mation & rollout DCS
{CPIMS} automat- CPIMS case man- 9 counties to 10 to 10 counties to 3 counties
of the CPIMS
ed and rolled out agement
to counties

Database for
Database for Pres-
Presidential bur- Develop a module Implement of Implement of Implement of Implement of
idential bursary Status - Module DCS
sary beneficiaries in CPIMS PSSBS module PSSBS module PSSBS module PSSBS module
beneficiaries
developed
End User CPIMS End User CPIMS End User CPIMS End User
CPIMS End User Comprehensive CPIMS End User
and Train- and Training and Training and Training
& Training Manu- End User and Status t - Update manual and Training Man- DCS
ing Man- Manuals imple- Manuals imple- Manuals imple-
127
als updated Training Manuals uals implemented
uals mented mented mented
Outputs
128
Phase one of the Transition Transition
Transition strategy
transition strategy Signed MoU on strategy Child strategy Child
Status - MoU - Child Helpline - DCS
Child Helpline the Roadmap Helpline -116 Helpline -116
-116 implemented
-116 implemented implemented implemented
Call and Case
management Garissa, Eldoret & Upgraded Child Upgraded Child
Operational sys-
system of Child No. - 3 - Kabete child help Help Line 116 Help Line 116 Status review DCS
tem
Help Line 116 line upgraded operational operational
upgraded
Infrastructure at Kisumu Rehab.; Eldoret Remand; Manga Remand; Wamumu Re-
Likoni Rehab.
the children stat- No. of children in- Getathuru Recep- Kakamega Re- Garissa Rescue; hab.; Kabete
No. 3 15 Meru Remand. DCS
utory institutions stitutions upgraded tion centre; Kisu- mand; Malindi Nairobi Re- Rehab. Macha-
Dagoretti Rehab.
upgraded mu Remand Remand. mand. kos Rescue
Laikipia South Bumula
Wareng
sub-coun- sub-coun-
sub-coun-
ty; Garsen ty; Starehe

ty; Mbeere
sub-county; sub-county;
sub-county;
Msambweni Ruiru sub-coun-

Mandera Central; Kajiado North
sub-county; ty; Langata/Kibra
County and Kabete; Garissa sub-county;
Nyamira County Kitui county; sub-county;
Sub-County No. of Sub-County County; Murang’a Gilgil sub-coun-
No. 3 34 Kirinyaga South, Kisumu East; Mandera West DCS
Children Offices Children Offices County; Masinga ty; Mt.Elgon
Meru South. Mandera Coun- sub-county;
established sub-county; Migori sub-county;
ty; Kakamega Kitui east/rural
County. Laikipia East
East; sub-county; sub-county;
sub-county;
Elgeyo Marak- Lamu East
Kimilili/Bungo-
wet county; sub-county;
ma sub-county;
Tharaka Nithi Lamu west
Meru county.
county. sub-county.
Phase II NICHE in- Phase II
Phase II NICHE
tervention design NICHE Phase II NICHE Phase II NICHE Phase II NICHE Phase II NICHE Phase II NICHE
intervention de- Status - DCS
and implementa- design implemented implemented implemented implemented implemented
sign approved
tion plan completed
23,500 house-
No. of households
holds in 5 coun-
receiving nutri-
ties receiving No. 600 23,000 1,700 8,300 13,800 19,400 23,500 DCS
tion-sensitive cash
nutrition-sensitive
transfers
cash transfers
NICHE benefi-
No. of beneficiary
ciaries in 1,700
households sen- No. 600 23,000 1,700 8,300 13,800 19,400 23,500 DCS
households sen-
sitized
sitized
Outputs
DI strategy devel- DI Strate- DI strategy im- DI strategy im- DI strategy im-
DI Strategy. Status - - Develop Strategy DCS
oped gy 1 plemented plemented plemented
Adoption Soci-
eties operations Reports No. 6 6 6 6 6 6 6 DCS
regulated
NCP 2010 re- Submit to cabinet
NCP and
viewed Draft Policy and for approval and Draft Policy and Policy and Act Policy and Act
NCP and CA,2001 Status Children’s NCCS
CA, 2001 re- Bill Parliament for Children’s Act implemented implemented
Bill
viewed enactment
NPA on CTiP NPA on CTiP NPA on CTiP NPA on CTiP NPA on CTiP
NPA on CTiP
2018-2022 devel- Status - NPA Finalize NPA 2018-2022 imple- 2018-2022 2018-2022 2018-2022 DCS
2018-2022
oped mented implemented implemented implemented
Operationalize No. of Shelter
the Shelter Hous- Houses for victims
No. - 2 - - 1 1 DCS
es for victims for for human-traf-
human-trafficking ficking
Operationalize Operational Operational Operational
Operational Trust Operational Trust
the Trust Fund for Members Trust Fund for Trust Fund for Trust Fund for
Trust Fund No. 1 Fund for victims of Fund for victims of CS;PS
victims of hu- nominated victims of hu- victims of hu- victims of hu-
human-trafficking human-trafficking
man-trafficking man-trafficking - man-trafficking man-trafficking
Guidelines on Guidelines im- Guidelines Guidelines
Guidelines on Guidelines Guidelines imple-
CPiE developed Status - Guidelines plementation implementation implementation DCS
CPiE Developed mentation report
and implemented report report eport
CCIs Regulations,
2005 complied Report No. - 845 200 300 345 NCCS
with
State Party reports
on United Nations
Conventions on
the Rights of the
Annual country Annual country Annual country Annual country Annual country
Child (UNCRC) & Reports Status - 5 Reports NCCS
status report status report status report status report status report

African Charter on
the Rights & Wel-
fare of the Child
– (ACRWC)
Day of The Afri- Report to advocate DAC
can Child {DAC} the right of chil- Status 1 commemo- 1 1 1 1 1 NCCS
commemorated dren rated
129
Outputs
130
National, region-
al and internation-
No. of conferences
al child protection Status 1 17 4 3 4 3 3 DCS
& celebrations
conferences and
celebrations held
No. of annual
Annual NCA held No. 1 5 1 1 1 1 1 DCS
NCA
No. of children
PBS implemented supported & main- No. 22,000 274,000 40,000 49,000 58,000 62,000 65,000 DCS
tained in school

Key Result Area 5 Leadership and Integrity (Governance)
Outcome Enhanced accountability and transparency

Outputs
Communication Communication Status Nil 1 - Draft strategy Final strategy Implement strat- Implement PCU
strategy developed strategy operation- egy strategy
and implemented alized
2 customer satisfac- No. of customer No. Nil 2 - - 1 1 - HRM&D
tion surveys under- satisfaction sur-
taken veys
Staff Code of con- Code of conduct Status 1 1 1 - - - - HRM&D
duct and ethics
implemented
Compliance audits No. of audit re- No. 2 15 3 3 3 3 3 HRM&D
carried out ports
Staff appraised % of staff ap- % 39 100 100 100 100 100 100 HRM&D
praised
Public Service Re- Reports Status - Public Service Public Service Public Service Public Service Public Service Public Ser- HRM&D
ward and Sanctions Reward and Reward and Reward and Sanc- Reward and Reward and vice Reward
Policy implemented Sanctions poli- Sanctions poli- tions policy imple- Sanctions policy Sanctions policy and Sanc-
cy implemented cy implemented mented implemented implemented tions policy
implemented
Laws and regulations No. of bills and No. 1 13 9 3 1 - - Legal
reviewed regulations
Draft legal instru- No. of legal in- No. 1 21 8 4 4 4 5 Legal
ments, MoUs, leases struments, MoUs,
and contracts nego- leases and con-
tiated tracts
Governance and No. of governance No. 3 AUDIT, MHR- AUDIT, MHR- AUDIT, MHR- AUDIT, MHR- AUDIT, MHR- AUDIT, Admin
transparency com- and transparency MAC, MPMC, MAC, MPMC, MAC, MPMC, ICT, MAC, MPMC, MAC, MPMC, MHRMAC,
mittees constituted committees ICT, BIC, Cor- ICT, BIC, Cor- BIC, Corruption ICT, BIC, Cor- ICT, BIC, Cor- MPMC,

and operationalized ruption Pre- ruption Pre- Prevention, Com- ruption Pre- ruption Pre- ICT, BIC,
vention, Com- vention, Com- plaints, PIC, PC vention, Com- vention, Com- Corruption
plaints, PIC, PC plaints, PIC, PC committees plaints, PIC, PC plaints, PIC, PC Prevention,
committees committees committees committees Complaints,
operationalized PIC, PC com-
mittees
100% of staff vetted % of staff % 100 100 100 100 100 100 100 HRM&D
131
Outputs
132
A risk management Risk management Status - Risk Manage- Risk Manage- Risk Management Risk Manage- Risk Manage- Risk Man- Audit
framework imple- framework ment Frame- ment Frame- Framework implement Framework ment Framework agement
mented work developed work implemented implemented implemented Framework
mented implemented
Service charter de- No. of Service Status 1 1 1 1 1 1 1 PCU
veloped Charters
Service charter im- Implementation Status Implementa- Implementation Implementation Implementation Implementation Implementation Implementa- PCU
plemented reports tion reports reports reports reports reports reports tion reports
CCTV surveillance No. of CCTV sur- No. 60 100 50 20 20 10 - ICT
cameras installed veillance cameras
installed
Officers trained in No. of officers No. - 30 30 30 30 30 30 Admin
ISMS trained
Staff identification % of identification % 70 100 100 100 100 100 100 Admin
badges issued badges issued
Assets tagged % of assets tagged % - 100 100 100 100 100 100 SCMU
Public complaints No. of Public No. - - 100 100 100 100 100 Admin

resolved complaints re-
solved
An online com- An online com- Status Nil 1 1 - - - - PCU
plaints platform plaints platform
established
Suggestion boxes No. of suggestion No. Nil 30 - 30 - - - Admin
setup in strategic boxes set up stra-
places tegic places
Responsive ministeri- No of gender No Nil 1 2 3 2 2 2 CPPMU
al Youth and Gender mainstreaming
mainstreaming pol- policies
icies/projects/ pro- %. of procure- % 27% 30% 30% 30% 30% 30% 30% SCM
grammes/ legislation ment allocated to
and budget youth and women
No. of gender No. Nil 10 10 10 10 10 10 CPPMU
responsiveness
reports
Improved awareness No. of staff sen- No. Nil 150 500 500 500 300 300 CPPMU
on youth and gender sitized
policies
Key Result Area 6 Policy coordination and capacity building
Outcome Efficient Service delivery
Unit of Baseline Target for 5 Targets Respon-

Outputs Output Indicators
Measure (2017/18) Years 2018/19 2019/20 2020/21 2021/22 2022/23 sibility
Organizational struc- Approved establish- No. 1 3 - 1 - 1 - HRM&D
ture revised ments
Officers recruited, No. of vacant posi- No. 385 1,389 400 200 200 494 495 HRM&D
promoted and re-des- tions filled
ignated
Staff trained No. of staff trained No. 293 601 615 630 650 670 700 HRM&D
Training plan devel- Training plan No. 2 10 2 2 2 2 2 HRM&D
oped
Training Needs As- Training Needs No. 1 3 1 - 2 - - HRM&D
sessment undertaken Assessment report
Obsolete equipment Disposal report Status Nil Disposal re- Disposal report Disposal report Disposal report Disposal report Disposal SCMU
identified and dis- port report
posed
Asset register pre- Asset register Status Draft Asset Draft Asset Asset register Asset register Asset register Asset register Asset SCMU
pared inventory register finalized updated updated updated register
updated
MISs developed or No. of MISs No. 2 7 3 2 1 1 - ICT
upgraded
Ministerial websites No. of websites No. 3 3 3 - - - - ICT
updated
ICT standards on ICT standards No. 50 50 50 - - - - ICT
hardware and soft-
ware developed
ICT information and Bandwidth speed Units Nil 80 (Cumula- 40 50 60 70 80 ICT
infrastructure im- (Mbps) tive) Mbps
proved % of network cov- Status 70 100 75 80 85 90 100 ICT
erage

Digital signage No. 30 - - - 10 10 10 PCU
ICT policy and strate- Reviewed ICT poli- Status 1 1 1 - - - - ICT
gy reviewed cy and strategy
PWDs service deliv- Digital Braille, Status Nil - - - - - - NCPWD
ery developed Job Access With
Speech (JAWS)
Digital resource cen- Digital resource % Nil - - - 50 70 100 PCU
133
tre established centre
134
BCP and DRP devel- BCP and DRP in No. Nil 1 1 - - - - ICT
oped place
Key potential partners No. of potential No. 7 8 1 1 2 2 2 Finance
to develop resource partners identified
mobilization strategy
identified
Project proposals for No. of project No. 3 8 1 1 2 2 2 Finance
resource mobilization proposals
strategy developed
PPR, PBB, MTEF, Sec- No. of budget No. 8 40 8 8 8 8 8 Finance
tor report prepared reports
AIEs disbursed No. of AIEs No. 6452 6452 6452 6452 6452 6452 6452 Finance
Final accounts and No. of financial No. 10 10 10 10 10 10 10 Accounts
parliamentary briefs reports
prepared
Annual procurement Annual procure- No. 2 2 2 2 2 2 2 SCMU

plan prepared and ment plan

implemented
Goods, works and - Updated counter Status - Updated - Updated S11 - Updated S11 - Updated S11 - Updated S11 - Updated S11 - Updated SCMU
services procured and Requisition and S11 - Completion - Completion - Completion - Completion - Completion S11
issued Issue Voucher (S11) - Completion certificate certificate certificate certificate certificate - Comple-
- Certified construc- certificate - Report on - Report on expen- - Report on expen- - Report on - Report on tion certifi-
tion Completion - Report on expenditure on diture on services diture on services expenditure on expenditure on cate
certificate expenditure services services services - Report
- Report on expen- on services on expen-
diture on services diture on
services
List of registered List of registered No. 1 1 1 1 1 1 1 SCMU
suppliers updated suppliers
Policies developed/ No. of policies No. 1 14 4 6 4 - - CPMU
reviewed
Monitor implementa- Policies Implemen- No. 1 1 1 1 1 1 1 CPMU
tion of policies tation reports
e-PRoMIS populated e-PRoMIS Status - Updated Updated e-PRoMIS Updated e-PRoMIS Updated Updated Updated CPMU
e-PRoMIS e-PRoMIS e-PRoMIS e-PRoMIS
M&E undertaken M&E reports No. 2 15 3 3 3 3 3 CPMU
Performance Con- No. of Performance No. 6 170 34 34 34 34 34 CPMU
tracts signed and Contracts
implemented Performance Con-
tracts reports
Collective Bargaining % of CBAs % 100 100 100 100 100 100 100 CPMU
Agreement (CBAs)
analyzed
Economic disputes %. of economic % 100 100 100 100 100 100 100 CPMU
investigated disputes
Economic survey Economic survey Status 1 5 1 1 1 1 1 CPMU
Labour and employ- Labour and em-
ment chapter devel- ployment chapter
oped
Ministerial Strategic Ministerial Strategic No. Nil 1 1 - - - - CPMU
Plan developed Plan
Mid-term review Mid-term review No. Nil 1 1 - 1 - - CPMU
report prepared report
End term review End term review No. 1 1 1 - - - 1 CPMU
report
Annual work plan Annual work plan No. 1 1 5 1 1 1 1 CPMU
developed and imple-
mented
MTP on Labour and MTP III, No. 1 1 - - - - - CPMU
Employment and MTP III implemen- N/A
Gender Youth and tation report, N/A
Vulnerable groups Draft MTP IV
chapters developed
and implementation
monitored
Sector Plan on La- No. of Sector Plans No. 2 2 2 - - - - CPMU
bour and Employ- developed
ment and Gender
Youth and Vulnerable
groups chapters de-
veloped

135

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Republic of Kenya

MINISTRY OF LABOUR AND SOCIAL PROTECTION

STRATEGIC PLAN 2018-2022

Ministry of Labour and Social Protection

Vision “A competitive workforce, empowered and inclusive communities”

Mission “To promote decent work and protection of vulnerable groups”

Core Values • Productive Labour

• Highest occupational safety and health standards

• Sensitivity to vulnerable groups

Ministry of Labour and Social Protection

ii Strategic Plan 2018-2022

This Strategic Plan ushers in an important

The Strategic Plan is aligned to the Constitution,

Strategic Plan 2018-2022 iii

Hon. (Amb.) Ukur K. Yatani

iv Strategic Plan 2018-2022

Eng. Peter K Tum, O.G.W. Nelson Marwa Sospeter, E.B.S.

Development of this Strategic Plan is a result of extensive stakeholder consultations, technical

Strategic Plan 2018-2022 v

Principal Secretary Principal Secretary

vi Strategic Plan 2018-2022

ACRONYMS AND ABBREVIATIONS_____________________________________________ XI

EXECUTIVE SUMMARY______________________________________________________ XVI

1. CHAPTER ONE: INTRODUCTION__________________________________________ 1

1.2 Mandate of the Ministry.........................................................................................1

1.3 Global, Regional and National Development Challenges..........................................2

1.3.2 Regional Challenges..............................................................................................3

1.4 National Challenges. .............................................................................................4

1.5 The Ministry’s Role in the National Development Agenda. ........................................6

1.5.2 Kenya Vision 2030................................................................................................6

1.5.3 The Third Medium Term Plan 2018-2022..............................................................6

1.5.4 The “Big Four” Agenda.........................................................................................7

1.5.5 Sustainable Development Goals (SDGs)...............................................................7

1.5.6 Agenda 2063........................................................................................................7

1.5.7 Other national and international obligations.........................................................7

2. CHAPTER TWO: SITUATION ANALYSIS_____________________________________ 9

2.1 Review of the Ministry Strategic Plan 2013-2017....................................................9

Strategic Plan 2018-2022 vii

2.1.2 Gaps in Implementation......................................................................................14

2.1.3 Challenges in the implementation of the Strategic Plan 2013-2017.....................15

2.1.4 Lessons Learnt.....................................................................................................18

2.2 Environmental Scan..............................................................................................19

2.2.2 Stakeholder Analysis...........................................................................................23

3. CHAPTER THREE: STRATEGIC MODEL____________________________________ 28

3.1 Vision Statement, Mission and Core Values. ...........................................................28

3.1.3 Core Values.........................................................................................................28

3.2 Key Result Areas (KRAs)........................................................................................28

3.3 Strategic Challenges, Objectives and Strategies. .....................................................29

4. CHAPTER FOUR: IMPLEMENTATION AND

4.1 Structure of the Ministry. ....................................................................................37

4.1.2 Functions of Regulatory Bodies...........................................................................44

4.2 Staff Establishment. ..............................................................................................46

4.2.2 Technical Departments’ Staffing Levels................................................................47

4.2.3 Summary of Staffing Levels..................................................................................48

4.3 Human Resource Development Strategies. ..............................................................48

4.4 Financial Resources..............................................................................................52

4.4.2 Expected Resources for 2018-2022.....................................................................53

4.4.3 Resource Gaps....................................................................................................53

viii Strategic Plan 2018-2022

4.4.4 Resource Mobilization Strategies.........................................................................53

4.5 Risk Analysis and Mitigation Measures...................................................................54

5. CHAPTER FIVE: MONITORING, EVALUATION

5.3 Review of the Strategic Plan. ................................................................................57