https://repository.kippra.or.ke/handle/123456789/50 Mon, 31 Oct 2022 05:39:17 GMT 2022-10-31T05:39:17Z https://repository.kippra.or.ke/handle/123456789/3810 Kenya Apparel and Textile Industry Diagnosis, Strategy and Action Plan Kenya’s textile and apparel sector has the potential to play a key role in anchoring the country’s deeper movement into middle income status and in serving as a source of gainful employment for its fast growing, young population. As a manufactured good, it offers opportunities for increased value capture and streamlined trade logistics, and for the building of skills and experience from the factory floor to management level. Based on these foundations, it therefore serves as a potential gateway to other manufactured goods, offering opportunities for Kenya to capture an increasing share of global trade and to advance economic diversification. Such thinking—in terms of the opportunities that textile-apparel presents in and of itself as an economic sector and as a potential spring board to further advancement into manufacturing—played a substantial role in underpinning the African Growth and Opportunity Act (AGOA). AGOA gives most Sub-Saharan Africa (SSA) firms duty free, quota free access to the United States, offering a substantial competitive advantage over other textile-apparel exporting countries. Therefore, the trade agreement has played a pivotal role in the growth of the continent’s textile-apparel sectors. Wed, 01 Jan 2020 00:00:00 GMT https://repository.kippra.or.ke/handle/123456789/3810 2020-01-01T00:00:00Z https://repository.kippra.or.ke/handle/123456789/3083 National Root and Tuber Crops Development Strategy 2019-2022 The challenges facing the root and tuber crops sub-sector are numerous and include weak stakeholder institutions and linkages between players in the subsector, low and declining productivity, high losses due to pests and diseases, lack of adequate quantities of clean and healthy seeds and planting materials, idle and inefficient land use, inadequate use of farm inputs and modern technology, low access to financial services, poor post-harvest management practices, low levels of processing and marketing inefficiencies. Declining productivity of these crops in some areas has also been caused by adverse weather conditions, poor soil fertility, use of low yielding varieties, low levels of mechanization and poor crop husbandry practices. This strategy outlines interventions that will address the challenges facing the industry and help create sustainable linkages among collaborating institutions. In its initial two years of implementation, emphasis will be put on creation of credible stakeholder-based institutions with inbuilt sustainability mechanisms at ward, sub county, county and National level. These institutions will be capacity built to implement an efficient seed production and distribution system. The seed system will include improved varieties of roots and tuber crops that have recently been developed by KALRO in collaboration with regional and international research organizations. The improved varieties are drought resistant, high yielding, early maturing, tolerant to various diseases, have improved nutritional content and are highly adapted to the local conditions. The proposed seed system will include development, multiplication, certification and distribution of clean, quality planting materials of the improved varieties. Tue, 01 Jan 2019 00:00:00 GMT https://repository.kippra.or.ke/handle/123456789/3083 2019-01-01T00:00:00Z https://repository.kippra.or.ke/handle/123456789/3080 National Community Health Digitization Strategy 2020-2025 Despite its importance, the delivery of community health continues to suffer from weak data collection and reporting tools. This hinders the optimal use of community-level data to inform public health response and resource allocation. The Ministry of Health recognizes the critical role played by information systems in measuring the performance of the healthcare delivery system and generating the necessary data to support program monitoring and evaluation. Consequently, the ministry has identified Information and Communication Technology as a key enabler towards the realization of Universal Health Coverage. Indeed, significant investments have been made in this regard, including in Electronic Medical Records systems, Laboratory Information Systems, the Kenya Health Information System, the Kenya Health and Research Observatory, among others. Despite these investments, the use of ICT for community health service delivery and data management continues to be limited. The process of reporting community health data from the field to the national level through the KHIS is paper based, which compromises the accuracy and timeliness of reports. Where digital information systems are available, they are siloed, poorly coordinated, partner-supported implementations with limited functionality and integration with the KHIS. The National Strategy for Community Health Digitization, therefore, seeks to address this gap by providing a framework to guide the development, deployment, and sustainability of digital interventions for community health in Kenya. The strategy was developed through a collaborative, multi-stakeholder process spearheaded by the MOH with the support of Living. Wed, 01 Jan 2020 00:00:00 GMT https://repository.kippra.or.ke/handle/123456789/3080 2020-01-01T00:00:00Z https://repository.kippra.or.ke/handle/123456789/3079 Artisanal Mining Strategy 2021-2025 The Artisanal Mining sector is a key contributor to both rural incomes and livelihoods. However, a number of key constraints limit its economic potential, including informality, difficulties in attracting finance, limited business skills of ASMs, poor health and safety standards, a shortage of access to geo data, and inefficient and environmentally damaging exploration, extraction and processing techniques. Addressing these constraints as part of a comprehensive strategy is essential to ensure that the value of the sector is efficiently harnessed for broad-based, equitable sustainable development. The focus of the strategy is the artisanal mining sector with underlying purposes of promoting its professionalization and transformation into small-scale mining operations. This position does not downplay the importance and value of artisanal mining to Kenya’s economy. Rather, it extends from the belief that technical improvements, implemented alongside an enabling legal and regulatory environment can bring increased value to stakeholders at all levels. Development of this strategy demonstrates the Government’s commitment to improved management and performance of the artisanal mining sector through the allocation of sufficient human, technical and financial resources for coordinated, consistent and ongoing programming Wed, 01 Jan 2020 00:00:00 GMT https://repository.kippra.or.ke/handle/123456789/3079 2020-01-01T00:00:00Z https://repository.kippra.or.ke/handle/123456789/3076 Kenya Community Health Strategy 2020 - 2025 The Kenya Community Health Strategy 2020 – 2025 (KCHS 2020 – 2025) was developed to build on the Community Health Strategy 2014 – 2019. The development of the KCHS 2020 – 2025 is based on the lessons learnt from the implementation of the Community Health Strategy 2014 – 2019 and findings of a situational analysis of community health in Kenya that was undertaken towards the end of the implementation on the Community Health Strategy 2014-2019. That situational analysis noted several aspects of community health systems that need to be strengthened and scaled to unlock the outsized potential of community health in Kenya. For instance, major gaps were identified in the distribution and coverage by the community health workforce across counties. Coverage ratios across the counties ranged from as low as 17% to as high as 90%, showing poor distribution of the workforce. Additionally, funding for community health was a key lesson gathered from the previous strategy. During the implementation, community health did not have an independent line in the budget for Ministry of Health. The KCHS 2020 – 2025 was developed through a multi-stakeholder and multi sectoral participatory process led by the Ministry of Health and in collaboration with County Governments, Civil Society, Development Partners, and other stakeholders. The strategy has been aligned to the Kenya Health Sector Strategic and Investment Plan July 2018–June 2023, the Kenya Health Policy among other guiding documents Wed, 01 Jan 2020 00:00:00 GMT https://repository.kippra.or.ke/handle/123456789/3076 2020-01-01T00:00:00Z https://repository.kippra.or.ke/handle/123456789/3074 Kenya National Energy Efficiency and Conservation Strategy 2020 Energy Efficiency and Conservation is one of the key pillars of sustainable development in Kenya. The government has placed it as one of the priority areas of improvement in its efforts to enhance the quality of life of its citizens. Improving energy efficiency and conservation helps to improve energy security, reduces the expenditure of foreign currency reserves on energy imports, lessens the strain on the national grid during peak times and lowers the cost externalities associated with emissions. The country has several initiatives aimed at improving energy efficiency and conservation. These initiatives are drawn from policies such as Sessional Paper No. 4 of 2004 on Energy, Vision 2030, Energy Act 2019, Sustainable Energy for All (SE4ALL) Initiative, the Energy (Energy Management) Regulations 2012 and the Energy (Appliances’ Energy Performance and Labelling) Regulations 2016. These initiatives have helped improve energy efficiency and conservation in commercial, domestic, industrial and institutional sectors of energy consumption. However, these initiatives adopt a disparate approach, with a lack of central coordination, and do not cover all the essential areas outlined in the Big Four Agenda. This agenda encompasses food security, affordable housing, manufacturing, and affordable healthcare for all with energy playing a central role in all four. It is therefore essential for the country to have a strategy that spells out energy efficiency targets in vital sectors and coordination mechanisms among private and public entities. Wed, 01 Jan 2020 00:00:00 GMT https://repository.kippra.or.ke/handle/123456789/3074 2020-01-01T00:00:00Z https://repository.kippra.or.ke/handle/123456789/3018 Cybersecurity Strategy 2014 Global information and communication technology (ICT) growth has transformed how individuals, businesses, and governments produce and receive information. Adoption of ICT into everyday life is widespread in Kenya. The Government of Kenya is proud of this development and is actively encouraging its continued growth through national initiatives such as Kenya’s Vision 2030, ICT Master Plan, and the recent deployment of nationwide fiber-optic network infrastructure. Such efforts provide a dramatic increase in interconnectivity among businesses and individuals throughout Kenya. Kenyan public and private sector organizations are now using this increased bandwidth and ICT capabilities to efficiently deliver services, conduct business transactions, and share information across organizational, social, and geographic boundaries. As Kenya matures into an information society the nation faces an increasingly evolving cyber threat landscape. Nation states, criminal organizations, and hacktivists from all over the world are—and will continue—to exploit ICT vulnerabilities in Kenya. This is simply a reality that every nation with robust ICT infrastructure faces. While these actors seek to illicitly access, alter, disrupt, or destroy sensitive personal, business, and government information, we are working diligently to evolve our means of protecting information in order to counter today’s threats as well as those coming from over the horizon. Wed, 01 Jan 2014 00:00:00 GMT https://repository.kippra.or.ke/handle/123456789/3018 2014-01-01T00:00:00Z https://repository.kippra.or.ke/handle/123456789/3017 Bioenergy Strategy 2020-2027 This strategy is founded on intelligence from global and regional trends in bioenergy production and consumption and an understanding of the local bioenergy industry status. The document aims to guide development and promotion of bioenergy as a formal industry that can be a vehicle for Kenya’s economic development. It embodies the national and county governments’ renewable energy priorities and intentions to deliver modern energy solutions from available bioenergy feedstock through innovation and consultation. The strategy will support the development of bioenergy to meet the long-term sustainable energy demand. Being the inaugural bioenergy strategy for the country with no precedent, it sets forth guidelines and approaches, and further identifies strategic interventions that can promote the development and sustainable utilisation of bioenergy resources in Kenya over the 2020-2027 period. It identifies strategic interventions to be considered by able actors for implementation and that promise to fast-track the country along the sustainable-energy-for-all pathway. Three key features of the strategy that stand out are: a delivery and coordination mechanism at the Department of Renewable Energy to oversee overall implementation of the strategy; recognition of adaptive planning and multi-stakeholder consultations around innovation platforms; and the critical role of learning and feedback. It is worth noting that this strategy does not set hard quantitative targets (these will be determined by sub-sector stakeholders convening around their innovation platforms) but provides guidance on realisable outcomes over the short- (2020-2022) to medium-term (2023-2027). Wed, 01 Jan 2020 00:00:00 GMT https://repository.kippra.or.ke/handle/123456789/3017 2020-01-01T00:00:00Z https://repository.kippra.or.ke/handle/123456789/2899 Public Service Delivery Innovation Strategy 2017 Society is facing complex social and economic challenges, largely characterized by poverty, disease pandemics, conflict, unemployment, food insecurity and environmental degradation. While governments have over the decades formulated policies and developed programs to address these challenges, their increasing complexity requires more innovative approaches in order to alleviate human suffering and realize rapid social and economic progress. Towards this end, governments worldwide have embarked on efforts to transform the Public Service, to make it more responsive and effective in achieving social and economic progress. One of the most outstanding transformative approaches in public service is innovation. Innovation is bound to introduce new, more efficient and effective methods of service delivery. Specifically, the Public Service will henceforth become more accessible and expedient; and ultimately better placed to alleviate human suffering. Indeed, trends in public service innovation have resulted in efforts to recognize and reward innovation. These include the United Nations Public Service Awards (UNPSA) and the African Association for Public Administration and Management (AAPAM) Award. Many countries around the world have developed policies and strategies to promote innovation in public service delivery and enhance the capability of the public service as an institution Sun, 01 Jan 2017 00:00:00 GMT https://repository.kippra.or.ke/handle/123456789/2899 2017-01-01T00:00:00Z https://repository.kippra.or.ke/handle/123456789/2803 Strategy for Community Health 2014-2019: Transforming health: Accelerating the attainment of health goals Kenya Vision 2030 emphasizes preventive health care and health promotion to improve health care and reduce the burden of illness in the community. In 2006, the Ministry of Health developed and adopted the community health strategy as a core component of the Kenya Essential Package for Health (KEPH) as applied in the National Sector Strategic Plan 2005-2010. The overall goal of the community strategy is to enhance community access to health care in order to improve productivity and thus reduce poverty, hunger, and child and maternal deaths, as well as improve education performance across all stages of life. Since the implementation of the strategy, there have been observable changes in health indicators where the community health strategy has been rolled out, as evidenced by the “Evaluation Report of the Community Health Strategy Implementation in Kenya – 2010.” However, a situation analysis conducted in 2013 to inform the review of the 2006 strategy revealed a number of weaknesses, including weak coordination mechanisms between community health committees (CHCs) and health facility committees, lack of a mechanism for motivating and retaining community health volunteers, lack of clear monitoring and evaluation mechanisms, and lack of community financing mechanisms, among others. The analysis recommended a number of measures to strengthen community health services, among them the development of this strategy Wed, 01 Jan 2014 00:00:00 GMT https://repository.kippra.or.ke/handle/123456789/2803 2014-01-01T00:00:00Z