Ministry of ICT, Innovation and Youth Affairs THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 KENYA DIGITAL BLUE PRINT MASTERPLAN FLAGSHIP PROGRAMMES PILLAR FLAGSHIP PROGRAMMES ACTORS 1. Installation of 100,000km of high speed fiber optic infrastructure to provide MOICT IYA, ICTA., CA,KONZA, KURA, internet to all Schools, government institutions/offices, Metro-cities, health KeNHA, KeRRA, NMS, MOH, NT,MED, CoG, facilities, rural businesses, homes and public spaces Development partners and Private Sector 2. Establishment of 25,000 internet-hotspots across the country to provide MOICT IYA, NT,CoG, ICTA, Private Sector internet services to innovators, youth and entrepreneurs 3. Establishment of Cloud Services for government and private sector MOICT IYA, ICTA.,NT, KONZA,ODP Private Sector 4. Establishment of 1450 Village digital hubs for citizen digital literacy training, MOICT IYA, ICTA., MOICT IYA, ICTA.NT, film production and public access to government services KFC,KFCB, MEDIA, ODP, CoG, Private Sector 5. National Physical Addressing System to accelerate e-commerce initiative MOICT IYA, ICTA.,PCK, ODP, CA,CoG,MOI,MOL, private sector, NT 6. National Spatial Data Infrastructure to provide trusted geospatial data for MOICT IYA, ICTA., MOL,CoG, ODP,NT, MOL, businesses and government ODP,Private Sector, Development partners, NT 7. Regional Submarine Cable Maintenance Depot to ensure effective MOICT IYA, ICTA.,EAC,Private sector,NT, maintenance support for submarine cables serving the Africa Region Development Partners, MOT 8. Regional Smart ICT Hub- to provide faster IP exchange and data storage for the MOICT IYA, ICTA.,Private Sector, EAC, Konza, Africa Region. ODP 9. Digitization of 5 billion government manual Records to accelerate MOICT IYA, ICTA., MCDAs, NT,Private Sector, automation of government services and reduce on physical storage space Development Partners, ODP, KONZA occupied by manual records 10. Automation of government core Services to ease service delivery to public MOICT IYA, ICTA., KONZA, MCDAs, NT, CoG, [government paperless office strategy] Private Sector, Development Partners 11. Government Online Portal for all common services MOICT IYA, ICTA., MCDAs, Private Sector, NT, ODP 12. Government interoperability platforms and Government unify communication MOICT IYA, ICTA.,,ODP, KONZA, Private Sector, to enable seamless integration of all government systems and enhance MCDAs communication within government offices 13. Digital Content Cloud infrastructure for learning materials for all learners MOICT IYA, ICTA.,KONZA, MOED, TSC,KNEC, KICD, Private Sector, Development Partners 14. Digital Literacy Capacity Building for 20million citizens to be able to utilize MOICT IYA, ICTA., MCDAs, CoG, technology in their businesses and access to government e-services MOI,MODEV,MOED, TSC, 15. Capacity Building for, 10,000 ICT professionals on high-end skills, 300,000 MOICT IYA, ICTA., MCDAs, Private Sector, NT public servants and 350,000 teachers to given them necessary IT proficiency to be able to deliver services effectively to the citizen 16. Smart ID card to provide person unique identifier. MOICT IYA, ICTA., MOI, Dept Civil Reg, Private Sector, NT 17. Digital Literacy Programme to accelerate integration of technology in MOICT IYA, ICTA.,, MOED, TSC, KNEC,KICD, teaching and learning in all learning institutions Private Sector, Development partners, NT 18. Kenya Software and Electronic Industry – establishment of 2 software MOICT IYA, ICTA.,MOIED,CoG, Private Sector, manufacturing industries and two electronic manufacturing plants with 1000 Development Partners software engineers and production of over 1.2 million electronic devices 19. Annual International ICT Expo to show case on existing products and services MOICT IYA, ICTA., KENIA, KEPSA, Private for entrepreneurs and businesses Sector, MOFA 20. County Innovation Hubs in all 47 counties- Establishment of innovation hubs MOICT IYA, ICTA., CoG, KENIA, Private Sector, for innovators and business entrepreneurs to spur innovation and growth of MOIED SME businesses Harmonization/enactment of policies, legislations to enable ease of doing ICT AG, MOICT IYA, ICTA.,, Parliament, NT businesses in the country. Enactment of e-government legislation to support resource mobilization to fund the Masterplan Programmes. POLICY, DIGITAL ENTER- DIGITAL GOVERNMENT LEGAL AND PRISES, INNOVATION DIGITAL SKILLS SERVICES, PRODUCTS AND DATA DIGITAL INFRASTRUCTURE REGULATORY AND BUSINESSES MANAGEMENT. THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 KENYA DIGITAL BLUE PRINT TABLE OF CONTENTS TABLE OF CONTENTS LIST OF ACRONYMS & ABBREVIATIONS 9 FOREWORD 12 PREAMBLE 14 EXECUTIVE SUMMARY 16 INTRODUCTION 20 1.1 Rationale 20 1.2 Review of the Previous Master Plan (2014-2017) 21 1.2.1 Implementation Status 21 1.2.2 Challenges and Recommendations 22 1.2.2.1 Challenges 22 1.2.2.2 Recommendations 23 2.0 SETTING THE CONTEXT 26 2.1 The National Context 26 2.2 The Africa Context 27 2.3 The Global Context 30 3. CONCEPTUAL MODEL 34 3.1 Purpose 35 3.2 Objective 35 3.3 Pillars 35 3.3 Foundational and Cross-cutting Themes 36 3.3.1 Data Protection and Cyber Security Management 36 3.3.2 Emerging Technologies 36 3.3.3 Policy, Legal & Regulatory Framework 37 3.3.4 Research & Development 37 3.4 Guiding Principles 37 4. PILLARS 40 4.1 Digital Infrastructure 40 5 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 4.1.1 Situation Analysis 40 4.1.1.1 Digital Connectivity 40 4.1.1.2 Data Centres 44 4.1.1.3: Universal Access to ICT Services. 45 4.1.1.3.1 Cellular Mobile Network Infrastructure and Services Project 45 4.1.1.3.2 National Public Kenya Infrastructure (NPKI) 45 4.1.1.3.3 National physical addressing system 45 4.1.1.3.4 National Building Codes Standards 45 4.1.1.3.5 Kenya National Spatial Data Infrastructure (KNSDI] 45 4.1.1.3.6 Sustainable power supply for ICT installations 46 4.1.2 Outcomes, Objectives, Strategies and Key Projects 46 4.1.3 KPIs 47 4.2 Digital Government Services, Products and Data Management 48 4.2.1 Situation Analysis 48 4.2.2 Outcomes, Objectives, Strategies and Key Projects 50 4.2.3 KPIs 52 4.3 DIGITAL SKILLS 52 4.3.1 Situation Analysis 52 4.3.2 Outcomes, Objectives, Strategies and Key Projects             54 4.3.3 KPIs             56 4.4 Digital Innovation, Entrepreneurship and Digital Business 56 4.4.1 Situation Analysis 56 4.4.1.1 Public policies to support innovation 56 4.4.1.2 Research and development support 57 4.4.1.3 Government Innovations Centres and Hubs 57 4.4.1.4 Public procurement of innovations 57 4.4.1.5 Kenya innovation landscape 58 4.4.1.6 Innovation events 58 4.4.1.7 Innovation hubs 58 4.4.1.8 Start-up funding 59 4.4.2 Outcomes, Objectives, Strategies and Key Projects 60 4.4.3 KPIs 61 5. FOUNDATIONAL AND CROSS-CUTTING THEMES 64 5.1 Policy, Legal and Regulatory Framework 64 5.1.1 Situation Analysis 64 5.1.2 Outcomes, Objectives, Strategies and Key Projects 66 6 5.1.3 KPIs 67 TABLE OF CONTENTS 5.2 Research and Development 67 5.2.1 Situation Analysis 67 5.2.2 Outcomes, Objectives, Strategies and Key Projects 68 5.2.3 KPIs 68 5.3 Data Protection and Cyber Management 69 5.3.1 Situation Analysis 69 5.3.2 Outcomes, Objectives, Strategies and Key Projects 69 5.3.3 KPIs 70 5.4 Emerging Technologies 71 5.4.1 Situation Analysis 71 5.4.2 Objectives, Strategies and Desired Outcome 74 5.4.3 KPIs 75 6. IMPLEMENTATION 78 6.1 Resource Mobilization 78 6.1.1 Introduction 78 6.1.2 Resource Requirements 78 6.1.3 Sources of Funds 79 6.1.3.1 Resource Management and Efficiency 79 6.1.4 Challenges 80 6.1.5 Strategies 80 6.2 Institutional Framework 81 6.2.1 Proposed Governance Structure Changes 81 6.2.2 Institutional Framework for Kenya National Digital Master Plan Governance 81 GOVERNMENT ICT GOVERNANCE STRUCTURES 85 APPENDIX I: National ICT Project Governance Structures 85 APPENDIX II: Ministries, Agencies and Counties 86 6.3 Stakeholder Engagement and Public Participation 89 6.3.1 Definition of Terms 89 6.3.2 Rationale for Stakeholder engagement & Public Participation 89 6.4 Monitoring and Evaluation 94 6.4.1 Monitoring and Evaluation Committee 94 6.4.2 Monitoring, Evaluation and Reporting Approach 94 6.4.3 M&E Framework 95 6.4. 4 Dissemination of M&E Reports 96 6.5 RISK MANAGEMENT 96 7 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 ANNEXES 100 Annex 1: Key Project Details, Budgets, Timeframes and Responsibilities 100 A1.1 Digital Infrastructure 100 A1.2 Digital Government Services, Products and Data Management 102 A1.3 Digital Skills 104 A1.4 Digital Innovation, Entrepreneurship and Digital Business Budget 108 A1.5 Policy, Legal & Regulatory Framework 109 A1.6 Research & Development 110 A1.7 Data Protection and Cyber Management 111 A1.8 Emerging Technologies 113 ANNEX 2: FLAGSHIP PROJECTS 117 A Digital Infrastructure 117 B Digital Services and Data Management 117 C Digital Skills 118 D Digital Innovation, Entrepreneurship and Digital Business 118 E Research and Development 119 F Information Security and Cyber Management 119 ANNEX 3: KEY PRIORITY PROJECTS 120 A3.1 Digital Infrastructure 120 A3.2 Digital Government Services, Products and Data Management 121 A3.3 Digital Skills pillar 122 A3.4 Digital Innovation, Entrepreneurship and Digital Business pillar 123 A3.5 Legal and Regulatory framework 125 A3.6 Research and Development 126 A3.7 Data Protection and Cyber Management 126 A3.8 Emerging Technologies 127 ANNEX 4: DETAILED ICT INDICATORS 129 A4.1 Digital Infrastructure 130 A4.2 Digital Government Services, Products and Data Management 130 A4.3 Digital Skills 131 A4.4 Digital Innovation, Entrepreneurship and Digital Business 132 A4.5 Policy, Legal & Regulatory Framework 132 A4.6 Research and Development 132 A4.7 Data Protection and Cyber Management 132 A4.8 Emerging Technologies 133 ANNEX 5: LIST OF STAKEHOLDERS CONSULTED 134 8 LIST OF ACRONYMS & ABBREVIATIONS LIST OF ACRONYMS & ABBREVIATIONS TERM MEANING AI Artificial Intelligence CA Communications Authority of Kenya CCP County Connectivity Project CIO Chief Information Officer CTO Chief Technology Officer GCCN Government Common Core Network GEA Government Enterprise Architecture ICT Information and Communications Technology ICTA ICT Authority IoT Internet of Things IP Internet Protocol KENIA Kenya National Innovation Agency KEPSA Kenya Private Sector Alliance KICA Kenya Information and Communication Act KICD Kenya Institute of Curriculum Development KPIs Key Performance Indicators KYEOP Kenya Youth Employment Opportunities Project MCDAs Ministries, Counties, Departments and Agencies MOICT Ministry of Information, Communications and Technology MTP Medium Term Plan NAS National Addressing System NCS National Communications Secretariat NOFBI National Optic Fibre Backbone Infrastructure NOFBI 2E NOFBI Two Extension OECD Organization of Economic Cooperation and Development PCK Postal Corporation of Kenya TNT The National Treasury UCS Unified Communication Service VoIP Voice over Internet Protocol R&D Research and Development 9 FOREWORD Technologies and industries have risen and fallen, and the emergence of the digital arena has redefined the ways we innovate, communicate, and experience the world. And the nature of discovery itself has changed by leaps and bounds - reaching celestial heights, and microscopic complexities that were unimaginable. For this reason, I believe it is essential that we refresh and reinvigorate our technology strategy to set us on a strong course for the next 10 years. The government is entrusted with sustainable development to ensure it uses ICTs to foster economic growth and job creation towards a robust business environment. The ever-present need for ICTs have dramatically morphed into a crosscutting digital tool that my government has steadily taken full advantage of to achieve efficient service delivery to citizens. Now, sustaining the set momentum by scaling, accelerating and harnessing the deployment of digitalization, we stand to continue facilitating and enhancing the efficiency and effectiveness of administrative processes within and outside the government. My government implemented the Kenya ICT Master Plan 2014-2017. Tremendous achievements were realised including the 8,900Km of optic fibre deployed to formerly provincial headquarters, the Counties and sub- Counties; 4,300Km of optic fiber cable along major roads to cover the then eight provincial HQs, and 2,100 Km optic fiber cable installation mainly on metropolitan area networks in all 47 county Headquarters, together with the 2500 Km Optic fiber cable installed mainly to extend the network to 290 sub County headquarters. Together with the nationwide deployment of network to the rural parts of the country, is connection to the South Sudan under the East Africa Regional Transport, Trade And Development Facilitation Programme (EARTTDFP) – a 730 Kms installation of optic fibre from Eldoret to Nadapal which forms part of East Africa Regional 12 FOREWORD obligations. During the same period, under the Digital With the growing demand for the use of ICT in almost Literacy programme, 1,169,000 digital learning and all sectors in our economy, there is a need to streamline teaching devices assembled locally at JKUAT and ICT investment and initiatives to enhance success in the Moi University plants were installed in 21,638 public implementation. primary schools representing 99.6 % for both regular The Kenyan government requires that the public and and special needs education. the private sectors take full advantage of opportunities During the same period, under the Digital Literacy provided by ICTs and the emerging trends. As a team, programme, 1,169,000 digital learning and teaching we have to move forward to overcome the next obstacle devices were assembled locally at JKUAT and Moi through the power of creativity and innovative thinking University Assembly plants and subsequently installed in transforming public service delivery. This digital in 21,638 public primary schools representing 99.6 master plan will have a ripple effect, not only on the % for both regular and special needs education. It is economy, but also on improving public confidence encouraging to note that a total of 331,000 teachers through enhancing robust modern ICT infrastructure for were trained on ICT integration with an additional service delivery. 218,253 teachers trained on CBC while 93,009 teachers The implementation of this ten-year digital master plan were trained on the utilisation of ICT devices. The is primed to harness access to government services, Presidential Digital Talent programme also trained businesses and investors through availability of a highly 2,100 IT interns in specialised areas which has since had skilled critical mass of ICT workforce supporting the a positive impact in delivery of service to Kenyans. digital economy, a robust digital innovation ecosystem, In my government’s quest to hasten economic growth funding of the proposed projects, and a government and job creation, my government in partnership with that is running on a fully digital platform. stakeholders have jointly developed The Kenya National In conclusion, this Digital Master Plan plays a pivotal Digital Master Plan 2022 - 2032 that is anchored on role as an enabler towards the achievement of the the National ICT Policy (2020) and the Digital Economy Vision 2030 as well as the Big Four Agenda - the Blueprint (2019). latter hinging on Food Security, Affordable Housing, On the digital infrastructure pillar projected under the Manufacturing, and Affordable Healthcare – all of which Kenya National Digital Master Plan 2022 – 2032, the shall continue to depend on digitization to make an Government envisages to rollout 100,000 Kms of optic impact to our people. As I therefore officially launch this fibre installation to all 1,450 wards nationally, digitise magnanimous digital master plan for our country, may Government records and automate all Government I call upon every one of us to collaborate to transform systems to maximize the benefits of interoperability lives. under Digital Government Services, products and data management. This plan envisages the building of capacity of 20 million citizens including Special Interest Groups on digital skills, Training of 10,000 officers in Public Service in high-end specialized ICT areas, Training of 300,000 civil servants on digital skills and data protection and Training of 350,000 teachers on His Excellency, Hon. Uhuru Kenyatta, CGH digital skills. President of the Republic of Kenya 13 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 PREAMBLE The development of the Global Information Society is characterized by evolving policy and regulation, ever changing technologies and unpredictable market dynamics. These conditions call for Information Communications Technologies players, Government, operators, policy makers and regulators to constantly adapt in order to ensure that they meet the challenges that the ICT revolution throws at us. There is no doubt that the most difficult part of any revolution is adapting to, and living with the changes. Successfully doing so in the ongoing global ICT revolution can mean the difference between whether organizations continue to be competitive and ultimately operational, as well as whether we achieve our developmental goals or not. ICTs play a huge role in public service delivery. In the recent past we have seen communities embarking on what is commonly called ‘service delivery protests’ basically calling on the Government to accelerate delivery of basic services. To address these challenges the ministry has developed a master plan in line with The Kenya Vision 2030, The Kenya Digital Economy BluePrint, The AU Agenda 2063, The Global Sustainable Development Goals (SDGs) as well as the presidential “Big Four Agenda”. This Masterplan will guide our response to gaps such as closing the digital divide, unstructured deployment of ICTs across the Public Service and the need to enforce standards in helping the country tackle its various 14 PREAMBLE challenges successfully, we need to overcome the regulatory frameworks will be reviewed and aligned current skills shortage within the region. We therefore to the strategic policy focus. A robust monitoring need to develop better ways of ensuring that the and evaluation system will be put in place to track supply of trained people matches industry demand. its implementation and the reviews will be shared In particular, we must continue to ensure that the ICT annually. industry responds to the high unemployment locally The Master Plan will define our efforts, in the next ten and globally. This master plan has incorporated the use years, to create business opportunities, wealth creation, of emerging technologies such as block chain, internet employment and the contribution of ICT to the growth of things, artificial intelligence, big data and quantum of the economy through our medium to long-term road computing. map as we strive towards the realisation of our goal This master plan is a product of an all-inclusive, in transforming lives, better for the citizens. Working participatory and consultative process. guided by together we certainly can do more. The Ministry will the following principles; Putting ICT at the centre of endeavour to create an enabling environment for the national economic agenda, improving broadband stakeholder engagement, listening to feedback and access, efficient public service delivery and maintaining making evidence-driven policy decisions. The Ministry an open government, Leveraging on ICT to promote will align the projects identified to other government Sustainable Development Goals. The plan will position of Kenya priority initiatives aimed at fast tracking the Kenya to take advantage of the “Fourth and the country’s digital transformation as expressed in Kenya Fifth Industrial Revolution” famously known as the Vision 2030. industry 4.0 and 5.0 through cognizance of the new and emerging technologies in order to leverage on the current capabilities in technology and exploit the opportunities inherent in the emerging issue. The successful implementation of this master plan will require a concerted effort and commitment from all stakeholders, national government agencies, county Hon. Joe Mucheru, EGH governments, and private sector and development Cabinet Secretary, Ministry of Information partners to create the synergies to realise the planned Communication and Technology, Innovation and Youth impact. The implementation of the master plan Affairs will necessitate institutional reforms in some Semi- Autonomous Government Agencies that will result in a more vibrant sector. Finally, to implement this policy effectively, the current legal, institutional and 15 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 EXECUTIVE SUMMARY The Kenya National Digital Master Plan 2022-2032 is a sequential progression of the Master Plan 2014-2017, the blueprint for leveraging and deepening the contribution of ICT to accelerate econom- ic growth. The Master Plan 2014-2017 which firmly grounded on the e-Government Strategy 2004, the first National ICT Policy of 2005 and The Master Plan 2013, adopted a conceptual model that espoused the critical elements necessary for a social-, economic- and political-wide pervasive and ubiquitous ICT for rapid and broad contribution to growth. The Master Plan categorized the ICT elements into This Master Plan has four pillars that are responsible for foundations and pillars as a conceptual model to the provision of digital services to citizens, businesses foster understanding and structuring the strategic and other stakeholders: interventions. The foundations included; ICT human a. Digital Infrastructure: For equitable access capital and workforce development, Integrated ICT to national service through a pervasive and infrastructure and Integrated information infrastructure. ubiquitous national ICT infrastructure; The Master Plan had identified four pillars: b.Digital Government Service, Product E-Government services, ICT as a driver of industry and Data Management: For provision of and developing ICT businesses. However, the master e-Government information and services for plan was not fully implemented owing to its short improved productivity, efficiency, effectiveness timeframe, a challenge that was squarely equated to and governance in all sectors. It also considers inadequate resources and delay in the implementation technology related products and services. of the institutional reforms. c. Digital Skills: For the development of a digitally This Kenya National Digital Master Plan is a skilled workforce and citizenry that is grounded continuation of the aspirations of the Kenya Vision on ethical practices and social cultural values to 2030. It dovetails the initiatives and achievements of implement and operationalize this master plan; the Kenya National ICT Master Plan 2014 – 2017, builds and on the pillars of the Kenya Digital Economy Blueprint, and re-focuses the country on the transformative d. Digital Innovation, Enterprise and Digital trajectory towards a digital economy. In the conceptual Business: For enhancing the innovation value model given in chapter 3, the purpose of this Master chain in order to turn innovative ideas into Plan is the provision of quality, accessible, affordable, sustainable businesses and operating models. The reliable, quality, and secure ICTs in government, with a pillar also aims to migrate businesses onto the positioning of Kenya as a globally competitive digital digital platform. economy. In addition to the four pillars, the Master Plan has two 16 EXECUTIVE SUMMARY types of strategic themes. The first are the foundational broad understanding and universal ownership of the themes. These are the Policy, Legal and Regulatory plan is presented. Expectations of the stakeholders are Framework; and Research and Development. The former critically taken into account with a view to prescribing is to further improve the policy, legal and regulatory appropriate engagement. Similarly, the obligations framework that was created in the previous Master of the stakeholder are outlined as prerequisite Plan. The latter is a new theme that acknowledges the communication. Finally, the chapter provides a importance of being grounded on knowledge as well monitoring and evaluation framework that will be as the importance of the government partnering with adopted in measuring achievements and assessing educational and research institutions. outcomes, as well as an outline of the projects to be implemented. To ease coordination and implementation The second type of strategic themes crosscut the four a governance framework is proposed with ICT Authority pillars. These cross-cutting themes are Information being the main implementing agency. Security and Cyber Management; and Emerging Technologies. These two themes did not feature in the previous Master Plan. As Kenya has continued in her digital trajectory, issues of safety in cyberspace have gained prominence. Emerging technologies have also gained prominence given the transformative nature of the fourth industrial revolution technologies. The Government of Kenya has to position itself to exploit these technologies to achieve accelerated development of its people. For each pillar and theme, the plan provides a situational analysis, the intended outcomes, objectives, key performance indicators (KPIs), strategies and projects or initiatives to be implemented. These constitute the main body of the Master Plan and are to be found in chapters 4 and 5. A variety of implementation issues are presented in chapter 6. These include the financing of the Master Plan and the institutional framework considerations to implement the plan. In addition, a detailed stakeholder mapping for the purpose of ensuring 17 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 INTRODUCTION 1.1 RATIONALE The government, over time, has been developing ICT Plans and initiatives meant to guide the country towards achievement of Vision 2030. These plans are spread across a number of government activi- ties in different forms and designs and have led to poor coordination and implementation of the ini- tiatives. Resource mobilization for each initiative has been a challenge since most are split into small project activities which sometime may not relate to government vision. Coordination and monitoring to ensure success of each initiative has been difficult due to unclear objectives, targets and strategies. In addition, there is a global focus on ICT investments government online services. It was a 5-year plan brought about by Covid-19 challenges hence the need and faced challenges due to a shorter time frame, for the government to provide an elaborate plan to poor coordination and inadequate resources for guide planning, implementation , management and implementation of critical projects’ activities. investments of it in the country. Digital technologies The National Digital Master Plan 2022 - 2032 aims to have risen to prominence as a critical determinant of provide a holistic and coordinated approach so as to economic growth, national security, and international ensure the alignment and optimization of ICTs resources competitiveness. The digital economy has a profound with changing needs. This will enable effective and influence on the world’s trajectory and the societal efficient implementation of government ICT initiatives, well-being of ordinary citizens. It affects everything strategies and guide policy direction of the country. from resource allocation to income distribution and It attempts to reduce implementation and operation growth. This calls for an elaborate approach by the cost through an elaborate implementation plan with a State to position ICT as one of the strategic pillars in coordination framework economic growth of the country. This Plan streamlines ICT projects across government, This National Digital Master Plan 2022 - 2032 has ensures interoperability of systems by eliminating reviewed and consolidated ICT initiatives into a 10- technology Silos, share and reuse Viable ICTs assets, year plan hence becoming a single point of reference guarantee privacy and data protection and provides for all government ICT Plans. The Master plan builds Cyber Security Assurance. It has also provided an on the pillars of the Kenya Digital Economy Blueprint, elaborate 10 year government plan which guides ICT and the achievements of the Kenya National ICT investors in addition to providing resource mobilization Master Plan 2014 – 2017. The previous Master Plan strategy. was implemented through programmes and projects that facilitated efficient and effective delivery of 20 INTRODUCTION 1.2 REVIEW OF THE PREVIOUS MASTER PLAN (2014-2017) 1.2.1 Implementation Status In addition, the Implementation of a citizen portal The implementation of the National ICT Master Plan was on land titles and linked to the e-citizen is currently from 2014 -2017. Although the term for this plan was on-going. In the period under review, a citizens’ portal up to 2017, the government continued to implement was created and 52 Huduma centres operationalised. A the Master Plan up to 2022 due to resource constraint smart driver’s license system is under implementation. and project implementation period. However, the National Spatial Infrastructure (NSDI) is bending acquisition of resources for implementation. Its implementation offers critical lessons as we embark The government is in the process of implementing on the Kenya National Digital Master Plan 2022-2032. and adopting e-procurement systems and has fully Overall, the Master Plan had 15 categories of projects. Integrated within the Financial Management Systems. In establishing an enabling legal and regulatory An integrated National Health Management System framework, the National ICT Policy 2019 was gazetted within integrating all health sub-systems with a health in 2020, Gazette Notice No. 5472. The Access to portal is yet to be developed. Under ICT infrastructure Information Act No. 31 of 2016, the Computer Misuse development over 8900 Km of National Optic Fibre and Cyber Crime Act 2018 and the Data Protection Act Backbone Infrastructure (NOFBI) is completed. No. 24 of 2019 were also passed and came into effect. The only outstanding legislation is on the ICT Authority Hotspots in health facilities are also yet to be which is still in draft. developed. Additionally, NOFBI has connected 28 hospitals while 91 hospitals are ready for connection The previous Master Plan had three pillars (NOFBI manholes are at the hospitals). KENET, the (E-Government services, ICT as a Driver of Industry and; National Research and Education Network (NREN) for Developing ICT Businesses), three foundations (ICT Kenya, has complemented this effort and connected 10 human capital and workforce development, Integrated referral hospitals that are linked to universities offering ICT infrastructure and; Integrated information health sciences education and research programs. infrastructure). KENET has also connected 71 campuses of KMTCs, Under the Information Infrastructure and which are mostly based on Level 5 hospitals. e-Government Services, the Person hub category, the The 20 Km fibre optic Government Common Core Government initiated the National Integrated Identity Network (GCCN) in Nairobi was extended to cover over Management System (NIIMS) as the single source of 50 State Agencies that are housed in private buildings identity truth on citizens and foreigners in Kenya. The within and outside Nairobi and the Government Data system leverages on the existing Integrated Personal Centre (GDC) Private Cloud facility was upgraded with a Registration System (IPRS) and registration information 10 Gbps link capacity to support applications from the at the National Registration Bureau. An integrated government organizations. Setting up Mombasa as a security surveillance system was also established under regional internet exchange point was completed. the National Police Service. 21 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 Under ICT human capital and workforce development on “Accelerating the impact of Konza Technopolis and the Digital Literacy Programme (Laptop Project), 1.2 has initiated planning for phase two; comprising the million devices (including wireless routers) were rest of the 3500 with a view to open the entire city for distributed to 22,891 public primary schools, and development. Additionally, the Authority is working the National Education Management Information to implement the Buffer zone development control System (NEMIS) to manage information on schools strategy following an MOU signoff by the three country and candidates has been implemented. All tertiary governments neighboring the Technopolis. MOICT, institutions have been connected to the internet by Ministry of lands and the ministry of interior. KENET. Hotspots in schools are yet to be implemented. A one-year intensive structured training and attachment The challenge of installation of hotpots in public places program producing 400 high-end graduates per has been the lack of a sustainable business model. It is year [1] has been established by the ICT Authority. recommended that a policy intervention be initiated to The programme is on its 6th cycle having started enable private enterprise to create these hotspots. in 2016 and has produced 1,700 graduates to date. The 5 centres of excellence in ICT and education Development of ICT continuous education has courses and training were to be established and the Konza for training of trainers and the public is yet to begin. Technopolis Development Authority (KoTDA) Bill However, as a means of dealing with COVID-19, enacted. In the period under review, Konza Technopolis universities, middle level colleges and some schools made significant progress with regards to its have started e-learning and adopted a hybrid mode of implementation progress with phase 1 horizontal teaching and learning. infrastructure consisting of Water treatment plant, water reclamation facility, waste collection systems, 1.2.2 Challenges and Recommendations landscaping and parks, electrical systems and ICT infrastructure, streetscapes and public facilities The implementation of the Masterplan, faced some developed to 70% completion. The establishment of challenges which need to be addressed.. the command and control centre is at 40% completion. 1.2.2.1 Challenges . Other key deliverables include the completion and operationalisation of Konza complex, National data (i). Framework- There was a lack of implementation Center and initial investor attraction. framework and though ICTA later took charge in monitoring and coordinating the plan it came late The Technopolis is on course with ongoing development since it was also being established. of the Kenya Advanced Institute of Science and (ii). Resources- Inadequate resources to implement Technology which will focus on postgraduate the Master Plan. ICT and engineering courses among other STEM (iii). Coordination - There was inadequate programmes. The university is modeled after the coordination to align Government entities to the Korean Advanced Institute of Science and Technology. Master plan. Economically, Technopolis is already engaging over (iv). ICTA Establishment- Delay in establishment 2500 direct workers in the development phase and has and operationalization of ICT Authority. The economically impacted over 50,000 Kenyans. KOTDA ICT Authority was to play a critical role in also launched its Second strategic plan that is focussed coordination and implementation of the master plan and its delay in establishing the entity had 22 INTRODUCTION a negative significant impact on the success of implementation of the master plan. (v). Limited technical staff – The agencies tasked to implement the master plan had a limited number of technical staff. 1.2.2.2 Recommendations (i). Resource Mobilization- A more realistic resource mobilization strategy needs to be incorporated in the Master Plan to address the issues of finances, time, systems/tools and human capital. The country needs to have a policy on resource mobilization for the master plan. (ii). Stakeholder Engagement and Communication: A stakeholder engagement plan and an elaborate communication plan need to be incorporated in the plan for citizen ‘buy-in’ and support for successful implementation. (iii). Collaboration between Government Agencies – There is a need to have a collaborative approach during the implementation of the initiatives to ensure sustainability and ownership. 23 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 2.0 SETTING THE CONTEXT The Kenya National Digital Master Plan has considered the importance and role of Information and Communications Technology (ICT) in economic development of the Country. It positions ICT as key enabler towards achievement of Kenya vision 2030 and acceleration of digitally enabled economy. It considers all the revolutionary aspects brought in by ICT and establishes a clear framework to en- able effective utilization of each technology to benefit development. The framework classified ICT components into four pillars and foundational themes. The pillars are digital infrastructure, digital services and data management, digital skills and digital enterprises innovation and businesses. The foundations are crossing cutting issues which among them are emerging technologies, Cyber Security management, Policies and legislations as well as Research and Development. The global, Regional and National perspectives of ICTs were analyzed to give a clear view and understanding of their roles in economic development. 2.1 THE NATIONAL CONTEXT The Kenyan government has made effective use of the processing of personal information. Subsequently, ICT to enhance delivery of services to citizens. Critical in April 2019, the executive assented to the Privacy processes and systems such as revenue collection and Data Protection policy 2019, which was followed systems, Vehicle registration and licensing systems, by the enactment of the Data Protection Act 2019. registration of death and birth, education systems In November 2020, Kenya’s first Data Commissioner among others have been digitized. Under infrastructure, was appointed to spearhead the establishment and over 8900 km of fibre optic cable has been laid across operationalization of the office of the Data Protection the country to provide high speed internet connectivity commissioner. In operationalizing the office, three sets services to both national and county government of data protection regulations have been enacted. The offices. There are a number of government services regulations speak to the rights of the data subjects which are online. Kenya has trained and equipped and obligations of data controllers as well as data a number of workforces with digital skills and has localization requirements. Secondly, the requirement an annual youth mentorship programme for ICT for registration and lastly as complaints and dispute professionals. resolution mechanism in relation to the processing of personal information. In recognition of the growth in the ICT sector as well as the rights to privacy guaranteed under article 31 of the Based on institutional and situational analysis, the constitution of Kenya, the Government recognized the Master Plan is in recognition of the fact that Kenya’s 26 need to have a framework in place that will regulate ICTs potential has not been maximized to drive social 2.0 SETTING THE CONTEXT and economic development. It is expected that the to advance its socio-economic growth leading to an implementation of this Digital Master Plan will unlock enhanced quality of life. the high potential of the ICT sector in the country The Study below conducted by UN- E-government and the region. This will create a digital society and Survey in 2020 gives a clear analysis on where the economy that is able to exploit the national, regional country stands as far as infrastructure, online services and global opportunities presented by the dynamic and human capital index. sector of information and communication technologies Figure 2.1: UN E-Government Survey 2020, Kenya’s Score From the local perspective, online service is rated at but there is still low investment in telecommunication (67.7%), Telecommunication infrastructure (34%) infrastructure. Kenya needs to invest more in all the and ICT human capital 0.581 (58%) UN E-Government three measures to ensure she becomes the regional and Survey 2020 with an overall global position of 116 global leader in ICT and as a gateway for ICT research out of the 193 countries evaluated. This indicates that and development. the country has done relatively well in online services 2.2 THE AFRICA CONTEXT At the regional level, Kenya aims at improving its trade for strategic positioning to ensure that systems and of goods and services with East Africa Community (EAC) processes are put in place to promote cybersecurity and members and Common Market for Eastern and Southern digital trust that would enhance cross border data flow Africa (COMESA). Trading under the African Free Trade management. Agreement (ACFTA) started in January 2022. This calls 27 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 ICTs have a major role to play in regard to facilitating to accomplish the plans. Seamless ICT within the communication and engagement among the members. community is crucial to address the digital divide, the There are various planned integrations such as emerging mobile and cyber security issues perpetuated implementation of the customs union, common market, through ICT and fuelled by the borderless nature of the monetary union and political federation including services delivered through the technologies. the legal, regulatory, and policy reforms required Figure 2.2: Regional e-Government performance (Source UN E-Government Survey 2020) From a continental perspective, Kenya ranks at 116 on national level, The African Union Digital Transformation the UN eGovt index, ahead of Zimbabwe (at 126) but Strategy (2020-2030) whose vision is a “A Digitally well behind Seychelles (at 76), South Africa (78), Tunisia Transformed Continent for Prosperity and Inclusivity” as (at 91) and Namibia (at 104). Whereas Kenya is ahead well as Africa’s agenda 63 of its East African regional neighbours, the continental With four foundation pillars, a highlight of the critical perspective shows that Kenya still needs to put more sectors to drive digital transformation classified in six effort in terms of claiming its role as a continental broad areas and identified 5 cross cutting themes (See leader in the Digital Government domain. Figure 2.3), this Kenya National Digital Master Plan In recognition of Kenya’s role in setting the pace for is aligned to the continental digital transformation Digital transformation in Africa and championing the strategy. growth of an African-wide digital economy for all of Smart Africa Alliance members, Kenya developed the digital economy blueprint as a framework for developing digital economies, which informs this digital master plan. In addition, the strategy mirrors at the 28 2.0 SETTING THE CONTEXT Figure 2.3: A conceptual model of the Africa digital transformation strategy The Smart Africa Alliance has developed a blueprint for Digital Government that is based on the six foundation pillars of Smart Device, Broadband Connectivity, Security, Capacity Building, Entrepreneurship & Innovation and PPP (Public Private Partnership). Fig 2.4: Digital Government Blueprint, from Smart Africa Alliance 29 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 The Policy, Legal and Regulatory framework is cross- Economy, Citizen Participation, Transparency, Trust and cutting with the key building blocks for Digital Accountability. government outlined to include Digital Government This National Digital Master Plan is informed by platform, Digital ID or e-ID, Digital Payment Platforms, these Continental as well as the UN Global Digital Government APIs, Interactive Government Portal and Government models. The current integration of e-Services for Citizens. These pillars and building infrastructure across African countries through blocks provide the prerequisite ecosystems to enable Lamu port, Southern Sudan and Ethiopia transport public sector services to be delivered as Smart corridor (LAPSSET) and East Africa Regional Trade and Agriculture, Smart Cities, Smart Education, Smart Development facilitation are among the initiatives Energy, Smart Finance, Smart Health amongst others. currently under implementation by the Kenya According to the Smart Africa Alliance, the long-term Government. outcomes of digital government include Job Creation & Economic Growth, Sustainable Development, Cashless 2.3 THE GLOBAL CONTEXT At the global level, Kenya is a participant and a an urgent priority for the international community. signatory to a number of international conventions Eleven (11) non-binding norms and confidence building and standards relating to ICT. It is an active member of measures (that includes transparency, cooperative and the International Telecommunications Union (ITU) and stability measures) have been suggested for countries the World Summit on the information society (WSIS). It to align with to promote International Security. is also spearheading issues of Internet Governance in Globally and according to the UN eGovernment Annual the region, which is the development and application Survey (2020), 66% of Member States provided online by governments, the private sector and civil society, transactional services in 2020. Prevalence rates are in their respective roles, of shared principles, norms, highest in the very high and high OSI groups (93% and rules, decision-making procedures, and programmes 81%, respectively), covering the full spectrum of the that shape the evolution and use of the Internet (WGIG, 20 services assessed in 2020. In the middle and low 2005). Kenya is active at the Internet Corporation for OSI groups, the respective prevalence rates are 53 and assigned names and (ICANN) headquartered in the 13%. It is important to note that progress in online United States which is responsible for the coordination services delivery is being made even in countries with of the global Internet’s systems of unique identifiers low OSI levels, where the average number of online and ensuring it’s stable and secure operation. In services offered rose from 1 in 2018 to around 3 in addition, Kenya has been actively participating in the 2020. two UN processes, Group of Government Experts (GGE) discussions from 2004 and the UN Open Ended Working Group (OEWG) created in 2019 where deliberations related to the developments in the field of information and telecommunications in the context of international security have been going on. The deliberations have acknowledged that the benefits of digital technologies are not evenly distributed and that narrowing digital divides, including through universal, inclusive and non- discriminatory access to ICTs and connectivity, remains 30 2.0 SETTING THE CONTEXT Figure 2.5: Global performance index on Online Service, Telecommunication and ICT Human capital Figure 2.5 shows that Kenya’s global performance index expansion on telecommunication infrastructure. with respect to the online service is at 0. 677 (67.7%) The ICT human capital index for Kenya is at 0.58.(58%) which ranks Kenya above the average performance for compared to the average scores for Africa at 48% and the whole of Africa and the world. However, Kenya’s 68% Global performance ratings. This implies that performance on Telecommunication infrastructure is there is a need for Kenyan Government to invest in still low at 0.34 (34%) compared to the average scores training ICT human capital as this will ensure that Kenya for Africa and the rest of the world which are at 31% takes on a competitive edge as she aims to become the and 54% respectively. This presents opportunities for gateway for ICT research and development. 31 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 3. CONCEPTUAL MODEL The conceptual model for this Master Plan is represented in Figure 3.1. Figure 3.1: Conceptual model of the Digital Master Plan This conceptual model has a total of eight strategic Data Protection and Cyber Management, and Emerging themes. Four of these are referred to as pillars and are Technologies. Finally, there are two foundational Digital Infrastructure; Digital Products, Services and themes; Legal, Policy and Regulatory Framework, Data Management; Digital Skills; and Digital Innovation, and Research and Development. These themes are Enterprise and Digital Business. In addition, there are summarized below, and their detailed plans can be two strategic themes that cut across all the pillars; found in chapters 4 and 5. 34 3. CONCEPTUAL MODEL 3.1 PURPOSE „ To deploy ICT infrastructure to all underserved and unserved areas of the country so as to spur economic growth, promote job creation, The purpose of this Master Plan is to provide a enhance innovation and creativity. This will be coordinated approach in the planning, designing, achieved through connectivity of schools, rural deployment and management of government ICT areas/businesses, homes, provision of hotspots initiatives to have successful implementation. It will in public spaces, capacity building and provision address the gaps that have been identified, relating of village digital hubs and studios for filming. to poor planning and uncoordinated approach in the implementation of government ICT initiatives. It is also To provide adequate digital skilled human to provide an engagement framework with ICT investors capital through capacity building of public and guide them on investment opportunities within the servants, citizens and ICT professionals. country. „ To promote development of ICT industries through full establishment of Konza 3.2 OBJECTIVE technologies, establishment of electronic manufacturing plants and software industries as well as expansion of film and media industries. The broad objective is to build a robust, secure, „ Promote government-private sector engagement affordable, accessible and reliable digital ecosystem and involvement in ICT development of the which benefits the public and private sector, and country through development of policies, improved quality of life. forums/structures which enable active participation and involvement of the private sector during design, deployment and 3.3 PILLARS management of ICT initiatives. „ To position Kenya as a regional ICT hub through The primary objectives of this Kenya National Digital establishment of submarine maintenance depot Master Plan 2022 - 2032 are represented through its and establishment of regional smart hub for IP four pillars. These objectives, among others, are: - exchange. „ To promote e-commerce and business „ To utilize ICT to enhance government service enterprises through implementation of national delivery to the citizen. This will be achieved physical addressing system, enactment and through automation of all government services, adoption of building codes legislations, digital literacy training of citizens, broadband adoption of integrated infrastructure plan, connectivity, Metro-Cities infrastructure, Cloud adoption of smart technologies i.e IoT, block infrastructure, adoption of smart technologies, chain and cryptocurrency. ‘government paperless office strategy’ and „ To provide robust, secure ICT environment online platforms for ‘common services’. 35 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 through development and implementation and management of e-Government information and national cyber security plan, full implementation services is key to improving productivity, efficiency, of data protection legislations effectiveness and governance in all sectors. Achieving „ To identify and enact policies, legislation to a fully digitized ecosystem will result in processing ease growth of the ICT sector. Clear resource of large volumes of data, this means that proper data mobilization plan through partnerships with handling and management will have to be adopted to private sector, donor community, development ensure that users are protected accordingly. partners and e-government legislation. Digital Skills: This pillar focuses on the development of a digitally skilled workforce that is grounded on ethical Pillars are one of the ways of delivering the above practices and social culture values to implement and objectives. They are meant to facilitate the achievement operationalize this master plan. It also focuses on the of real socio-economic growth and Vision 2030 targets development of digital capacity among the citizenry for through e-Government services that benefit citizens, them to effectively consume digital services, whether businesses and other stakeholders; strengthening local from government or other sources. Training adequate industry using ICTs; and creating ICTs businesses that human capital to be able to serve ICT in the country as help to create a thriving ICT sector. Four pillars were well as the region is a priority. derived from the situational analysis as follows. Digital Innovation, Enterprise and Digital Business: Government operational challenges in terms of Digital Infrastructure: ICTs connectivity to all the delivering efficient digital services to the public unserved and underserved corners of the country presents a great opportunity to collaborate with is a key prerequisite for transformation towards the academia and industry in terms of finding sustainable realization of the Vision 2030 and the medium-term solutions. Specifically, the government can provide plans (MTPs). an environment to pilot and incubate some of the Digital Government Services, Products & Data proposed solutions to maturity. This pillar focuses Management: Government is by far the biggest on enhancing the innovation value chain in order to player in all key sectors in provision of information turn innovative ideas into sustainable businesses and services to citizens, businesses, government and operating models. The pillar also aims to migrate employees and other stakeholders. The provisioning businesses onto the digital platform. 3.3 FOUNDATIONAL AND CROSS-CUTTING THEMES 3.3.1 Data Protection and Cyber while increasing citizens and businesses confidence and Security Management adoption of digital services. There is a need for speedy implementation of data protection legislation. As the government digitizes its operations, it automatically increases its attack surface from the perspective of both insider and external actors in the 3.3.2 Emerging Technologies digital space. Automation of government services is a great step Additionally, successful information and cyber related towards increasing efficiency, effectiveness and attacks creates trust-deficits and subsequently transparency in the public sector. However, new and reduces uptake of digital services by the citizens and emerging technologies can be both disruptive or game- businesses. Information security is therefore a critical changing depending on how prepared the public sector cross-cutting theme in terms of securing digital assets is in terms of scanning the environment, anticipating 36 3. CONCEPTUAL MODEL and leveraging on these new technologies. Emerging guarantee a successful implementation journey for technology is therefore an important cross-cutting digital services in the public sector. theme that can revolutionize public sector services. The country’s strategy on Artificial Intelligence [AI] and 3.3.4 Research & Development adoption of smart technologies is very necessary going forward. The Master Plan will endeavor to accelerate national and regional ICT initiatives that support research and research-based education, in order to build the 3.3.3 Policy, Legal & Regulatory necessary human capital needed and increase the Framework capacity of institutions to provide valuable training Many of the useful and established automated and research opportunities. This foundational theme processes in the private sector would find seeks to forge a robust partnership with research implementation barriers in terms of lack of clear institutions to integrate research in e-Government policy, legal or regulatory frameworks to empower the service development and delivery. This could easily public servants to adopt and implement automation. be achieved through collaborating with our local The ongoing digitization of the land records is a good universities and other learning institutions offering example where there was a need to amend the policy ICT courses. Bilateral agreement can be sought to and legal frameworks to give legal effect to digital address any gap in this area; centres where locals can processes that would otherwise be declared null and be exposed to high technology designs and discoveries void - given the then analogue-based land laws. This and be part of the interface with investors’ technical foundational theme identifies the policy, legal and headquarters. regulatory gaps that need to be resolved to ensure and 3.4 GUIDING PRINCIPLES The successful implementation of the Master Plan (c). Technology neutrality: Use of common, will also be guided by the principles of partnerships, interoperable standards and protocols must be equity and non-discrimination, technology neutrality, encouraged. environmental protection and conservation and good (d). Environmental Protection and conservation governance as outlined below: The implementation of the Digital Master Plan will adhere to environmental agreements in (a). Partnership: Conscious/deliberate efforts to which Kenya is a signatory. engage and collaborate with the private sector, (e). Good governance: The implementation of this academic institutions, County Governments master plan to adhere to the highest standards and local and international partners in of good governance, sound policies and ethical implementing the National Digital Master Plan. behaviour. (b). Equity and non-discrimination: Equitable and non-discriminatory availability of and access to ICTs. 37 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 4. PILLARS 4.1 DIGITAL INFRASTRUCTURE Kenya currently boasts of being one of the most the government has a 20% shareholding (1.04TB). connected countries on the Eastern Coast of Africa. The government has utilised its capacity in Teams by There are six submarine cables and 8900 Km of activating internet capacity of 10 Gbps to serve the Backbone, Metro and last mile connectivity that cut government. The challenges are as below across the country as well as various Private sector 1. Poor maintenance of submarine cables for the connectivity. However, Kenya still faces a number of region due lack of regional maintenance depot challenges in developing and providing connectivity 2. Only one landing station that could pose a risk infrastructure which will be discussed in the following of the country being out of connectivity in case sections;  of major disaster. (a). Digital connectivity 3. In adequate number of experts to support the infrastructure (b). Digital Data centre and cloud Infrastructure 4. Lack of ICT Infrastructure development plan. 4.1.1 Situation Analysis 5. Damage and destruction of ICT infrastructure due to road constructions and other private 4.1.1.1 Digital Connectivity sectors initiatives. 6. Inadequate broadband coverage and high cost Kenya currently boasts of being one of the most of connectivity as compared with other states connected countries on the Eastern Coast of Africa. within the region. There are six submarine cables namely TEAMS (5.2TB), 7. Lack of ICT standards to guide implementation EASSY (27.4TB), SEACOM (12TB), DARE (36TB), PEACE of territorial ICT connectivity. (192TB) and LION2 (12.33TB) that offers connectivity to the rest of the world via redundant routing as shown in Figure 4.1. The Government network is connected to the international broadband highway through TEAMS which 40 4. PILLARS Figure 4.1: Africa Undersea Cables On National Connectivity, the government in the last National Optic Fibre Backbone Infrastructure (NOFBI) ten (10) years has built approximately 9000km of has been implemented in three Phases; NOFBI phase terrestrial fibre that has reached the sub-county level I was implemented in 2008 and covered 4300Km of mainly connecting key government institutions and terrestrial fibre. NOFBI Phase 1 was largely a linear offices to offer government service through National network and needed to be improved to make it more Optic Fibre Backbone Infrastructure Project (NOFBI). reliable and available; hence in 2010 the Government 41 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 embarked on NOFBI Phase 2 in order to provide a more connecting 1650 key public institutions and offices reliable, stable and efficient basic national backbone to offer service delivery through programmes such as network and also offer protection/redundancy Government Common Core Network (GCCN), NOFBI, leveraging on the NOFBI Phase I implementation CCP). The NOFBI Phase 2 project started from September The Government Common Core Network was 2014 and its scope included 2,100 KM fibre links implemented within Nairobi meant to serve as a shared and IP equipment to all the 47-county headquarters, and secure inter-operable Government-wide ICT building of metropolitan area networks in all 47-county architecture and improve inter-ministerial sharing of headquarters, and creating a redundancy to the national databases and exchange of information. backbone. At the county level, through Nation Optic Fibre In 2017, the government embarked on NOFBI 2E Backbone Infrastructure (NOFBI) and County network with a scope of 2,500 KM fibre links and IP Connectivity Project the government has implemented equipment majorly covering sub-counties and creating 510 km of last mile connectivity in the county sub-rings to further increase redundancy as shown in headquarters as part of the county metros and last mile Figure 4.2. Kenya has since achieved a more reliable, connections. The main aim of last mile connectivity stable and efficient national backbone network that is to interconnect all counties with VoIP (county and is being used by the Government at the National and inter-county communication; voice services) through County levels. internet connection (promoting online services using telephones, emails and video conferencing) and access On Last Mile connectivity the government has built to critical government applications like the IFMIS. a total of 534km of last mile connectivity mainly 42 4. PILLARS NATIONAL OPTIC FIBRE BACKBONE INFRASTRUCTURE (NOFBI) 2020 SOUTH SUDAN ETHIOPIA Lokichokio MANDERA Rhamu Kakuma Rhamu MANDERA Kakuma Sololo Moyale Takaba Moyale Bute Takaba Turbi LODWAR Wargadud Buna TURKANA MARSABIT El Wak El wak Eldas Lokichar Lokichar MARSABIT Tarbaj Wajir West (Griftu) UGANDA Baragoi Laisamis WAJIR WEST POKOT Laisamis Laheley Sigor SAMBURU KAPENGURIA WAJIR Kwanza Chepareria TRANS-NZOIA ELGEYO/ Chesoi Endebes MARAKWET MARALAL ISIOLOWamba KITALE Habaswein BUNGOMA Kachibora Kapsowar Habaswein Kapsokwony Kiminini SFC Cheptais Tongaren Soy BARINGO Likuyani Moiben Chw Me ule kuyuniSirisia UASIN Malaba Am La ug mor ao kandaS GISHU ITENFC Kabart Modogasheonjo Maganya Elderah Ma WebuyeAm Bumula tisi KABARNETukura BUSIA Bungoma Matete ELDORET Nambale Navakholon Kabiyet Garbatula BUSIAButula Malava Kapseret ChepkorioShiada LAIKIPIAKAKAMEGA ISIOLO MERU Laare KAKAMEGA Chesumei Kesses Funyula Ugunja Kwisero Shinyalu RUMURUTI Kangeta Butere KAPSABET Maua Ukwala Gem VIHIGA Sabatia NANDI Eldama Muriri Luanda MauaKobujoi Ravine Nyahururu Budalangi SIAYA VIHIGA Hamisi Nandi hills Nyambene Hills Tinderet Mogotio Subukia Nanyuki Timau MERU Daadab Mikinduri SIAYA Ojolla KISUMU Bahati Nyahururu Gatimbi THARAKA NITHI Bondo Chemelil Muhoroni Londiani Londiani Aberdare Lamuria Nanyuki Seme Kasagam Rongai Mt. Kenya Nkubu Gatunga Ol joroorok Nkubu Rarieda KISUMU KipkelionAwasi Kuresoi NAKURU Mirangine Narumoru North Mweiga Pap onditi KERICHO Molo OL KALOU Maara Marimanti NYERI CHUKA Mbita Kendu bay Kadongo Belgut KERICHO Njoro Kapkures Manyatta Kathwana GARISSAMiharati NYERI Kosele NYAMIRA Keringet NAKURU Gilgil Wamagana KERUGOYAGichugu Runyenjes HOMA BAY MaraniRangwe Gilgil NYANDARUABureti Othaya Karatina EMBU Madogo Ekerenyo Siakago HOMA BAY Konoin Engineer Kiria ini Sagana GovernorKerina NYAMIRA Ndhiwa KISII Sotik Kangema KIRINYAGA EMBUKiritiri KISII Keroka BOMET Naivasha Njambini Wanguru Mbuvu Rongo Ogembo Nyansiongo BOMET Naivasha Mwingi Kigumo Awendo MURANG’A Kamburu central GARISSA Masimba Longisa Susian MIGORI Uriri Ololulunga Gatanga MURANG’A Nyatike Kenyenya Kilgoris Chepalungu Lari KIAMBU Kenol Masinga Mwingi NAROK Nairagie Kamwangi Thika Mwingi Suna East MIGORI Dikirr Enkare East Kehancha Lemek Longonot Githunguri ThikaEast Kitui Mwingi KIAMBU Ruiru Matungulu West West Kithimani Bura Tana Kegonga NAIROBI Kangundo Matinyani Bura Isebania NAROK NAIROBI Kangundo KITUINgong MACHAKOS Kathiani Athi River KITUINzambani Athi river Masii HOLA Mbooni Isinya MACHAKOS LowerEast Katulani Masalani Kikima Yatta TANA RIVER Konza WOTE KAJIADO Mukaa Kilungu Nzaui Sultan Hamud Kathonzweni LAMU MAKUENI Milhoi KAJIADO Makindu Garsen LAMU KEY Kibwezi Garsen Mpeketoni County Headquarters Namanga Sub County Headquarters Mtito Andei NOFBI II (OFC Node) Magarini NOFBI I (OFC Node) TANZANIA SFC (OFC Node) KILIFI MalindiMalindi TKL (OFC Node) Wundanyi Voi Taveta Voi NOFBI I Mwatate C.C Kaloleni NOFBI II Bachuma gate KILIFI NOFBI II Expansion TAITA/TAVETA Kaloleni Chonyi NOFBI I Rehabilitation Mazeras MOMBASA TKL KWALE M MOMBASAatuga SFC KinangoKWALE Diani Road REPUBLIC OF KENYA Msabweni County Boundary Lunga Lunga NOFBI: National Optic Fibre Backbone Infrastructure Lungalunga Lake OFC: Optic Fibre Cable Figure 4.2: Current National Backbone 43 Lake Victoria I N D I A N O C E REPUBLIC OF SOMALIA A N a n a k u r L a k e T THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 There has been tremendous growth in the ICT sector acts of terrorism, sabotage, and technical faults among particularly in the mobile sector, which by Sept 2021 others. had 64.8 million subscribers of which 44.8 million The Government in 2008 developed a Tier-2 mobile internet data subscriptions were reported by the Government Data Centre (GDC) infrastructure to ensure operators (Communication Authority, Quarterly Report the security of Government data, applications and of July-Sept 2021). At the same time, Mobile Broadband hosting of government critical data. The GDC houses subscribers were estimated at 26.9 million, which the power, storage, and applications of the most critical is an indication that Kenyans are ready to embrace and sensitive data and information necessary to support information and communication technology as long as government services. Through this centralization, it enhances their perceived quality of life. government data is easy to access and is protected However, Kenya still faces a number of challenges from natural or man-made disasters that may occur at in developing and providing National connectivity the primary service sites/Government offices. GDC is infrastructure among them: connected to the Government Common Core Network 1. Limited coverage of backbone infrastructure in (GCCN) with high-speed connection links for faster the rural areas. access. 2. Inadequate bandwidth capacity. The capacity of the network is not able to serve all the Additionally, the Government has established the government needs as well as the private National Data Centre at Konza Technopolis, a cloud sector. based, tier 3 data Center that is set to play a key role 3. Damaged/old infrastructure. The government in the digital government agenda. The National Data network has also faced challenges of some of Center is connected to all major optic cables and its sections being destroyed and therefore not strategically positioned as the first Data Center from the usable despite being an old network Landing station in Mombasa. 4. Limited Intra-County Connectivity utilization. The National Data Centre is already hosting services While there is good utilization of the installed capacity at the main County locations, there for some government agencies and will play a key role is need to extend the connectivity across the in the Technopolis is setting up an offsite DR site and sub-county and all other government offices as has established linkages with most service providers to well as general populations power both public and private corporation’s Data center The growth of connectivity by 2030 will be enormous needs. and bandwidth requirements will be in Terabytes Kenya still faces a number of challenges in developing due to big data consolidation and analytics. A single and providing Digital infrastructure among them being Households could need 2 Gbps of broadband speed the following: by 2030. A new report from the Fibre Broadband (a). Limited coverage of national fibre infrastructure Association predicts that a four-person household will and limited internet penetration, especially in require 2,141 Mbps speeds in the next decade. the rural areas. This masterplan will also ensure that the structural (b). Over utilization/capacity constraints. The designs incorporate ICT infrastructural requirements for capacity of the network is not able to serve all any building erected or development of land to comply the government needs as well as the private with ICT building code. sector. (c). Frequent fibre cuts and destruction of 4.1.1.2 Data Centres telecommunication frustrate (d). Lack of last mile infrastructure connectivity to Data Centre and cloud services are critical ICT all government institutions infrastructure that ensures E-Government services (e). Limited Internet access in homes, schools, social continuity by protecting critical applications and data centres and villages against loss that could arise from natural disasters, (f). Limited sharing of communication 44 4. PILLARS infrastructure by infrastructure operators growth of the country. The lack of physical addressing (g). Inadequate and high-cost power infrastructure system hinders speedy development of e-ecommerce (h). Limited uptake of connectivity by SMEs industry. The country has developed policy but yet (i). Lack of smart data centre to host Local and to be implemented. This masterplan advocate for international Internet Exchange and Content acceleration of its implementation. Delivery Networks (CDN) (j). Lack of functional Recovery Data Centre and 4.1.1.3.4 National Building Codes Standards low adoption of cloud technologies The main purpose of building codes are to protect public (k). Low uptake of Data Centre/Shared Services by health, safety and general welfare as they relate to the County Governments construction and occupancy of buildings and structures. (l). Increased Cybercrime cases The building codes assist in deployment of ICT infrastructure as it avoids duplication of cabling in the buildings hence reducing the cost of installations and 4.1.1.3: Universal Access to ICT Services. ease access to the building structures. This master plan calls for speeded review of building code standards to 4.1.1.3.1 Cellular Mobile Network Infrastructure incorporate ICT services and related structures . and Services Project 4.1.1.3.5 Kenya National Spatial Data The Government through the USF, under Infrastructure (KNSDI] Communication Authority of Kenya, commenced to The National Spatial Data Infrastructure (NSDI) is rollout communications infrastructure and services defined as “the technology, policies, criteria, standards, in unserved and underserved areas in the country to and employees necessary to promote geospatial data ensure universal access to ICT services by all in Kenya. sharing throughout the National, County, Sub- County, The Cellular Mobile Network Infrastructure and Services Ward and village level, and the private sector (including Project, which commenced in the FY 2017/18 targets nonprofit organizations and institutions of higher to rollout mobile network infrastructure and services in education)”.The NSDI “shall ensure that geospatial data unserved and underserved areas. Phase I of the project from multiple sources (including the National, County, targeted 78 sub-locations, which are expected to be Sub- County, Ward and village level, the private sector, completed in the FY 2021/22. Phase II of the project, and institutions of higher education) is available and which commenced in the FY 2021/22 targets to rollout easily integrated to enhance the understanding of the mobile network infrastructure and services (3/4G) in physical and cultural world. A key element of the NSDI 101 sub-locations in 17 Counties. Subsequent Phases of is the geoplatformsw  hich provides access to trusted the project targets 278 sub-locations in 25 Counties. geospatial data from various levels of government and 4.1.1.3.2 National Public Kenya Infrastructure a range of web-based geospatial services. SDIs have (NPKI) enormous potential, such as the development of new Implement National Public Key Infrastructure (NPKI) information markets, pecuniary benefits, economic and to authorize and authenticate information systems in sustainable development, better planning and decision the country. The Root Certificate Authority (RCA) and making, and better quality of data and information Government Certification Authority (GCA), which will In spite of these numerous benefits, the concept of SDI facilitate the use of digital certificates, will be set up. is still lagging behind in Kenya. The Kenya National 4.1.1.3.3 National physical addressing system Spatial Data Infrastructure (KNSDI) is a national initiative that strives to provide better access to spatial National physical addressing system project will data, thus eliminating wastage and data duplication. provide street addressing, numbering and coding of Its mission is to promote the production and sharing all properties and thereby provide clear logistical of spatial data for sustainable development, thus support for economic activities, e.g. deliveries. It will facilitating access to and use of the data in decision spur e-commerce initiative as well as boast economy making. Some of the challenges faced by Kenya with 45 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 regard to its SDI aspirations include outdated and scarce 4.1.2 Outcomes, Objectives, Strategies datasets, inadequate funding, and lack of a formalised and Key Projects policys. Access to information is still a challenge, The overall outcome for this pillar is high availability signifying technical and institutional barriers. Data is of high-speed and reliable broadband connectivity at often seen as a commodity or source of power (Williams the Ward level in all the 47 counties. The intermediate et al., 2014), implying that the KNSDI stakeholders have outcomes are: not realised that data become more valuable if shared widely. This masterplan calls for development of KNSDI Outcome 1: Increased and enhanced coverage of Policy and implementation of the initiatives. connectivity access in the unserved and underserved areas as well as disadvantaged groups. 4.1.1.3.6 Sustainable power supply for ICT installations Outcome 2: Availability of secure, high quality and ICT installations are considered critical and their affordable digital infrastructure functionality depends entirely on reliable power Outcome 3: Availability of Policies, standard and sources. There is a need to establish green energy guidelines for Digital infrastructure. plants for sustainable electricity supply to ICT systems to ensure reliable and accessible services as well as Table 4.1 shows the objectives, strategies and key service continuity. projects to deliver the above outcomes. Table 4.1: Objectives, strategies and key projects for the Digital Infrastructure pillar Outcomes Objectives Strategies Key Projects Outcome 1: (a). To connect „ Develop and implement a „ Construct 100,000 kms of national Increased and underserved and digital integrated infrastructure fibre optic connectivity network. enhanced broadband unserved population plan which incorporates all (52,000Km for Government Networks – connectivity across (b). To reduce on the country. designs, deployment and Schools & learning institutions, health digital divide management for all networks. institutions, Metro cities, Government (c). To build „ Develop digital infrastructure offices, counties and wards- and sustainable capacity to support standards and guidelines. 48,000Km for private networks- infrastructure homes, businesses, public spaces and „ Develop, implement rural centres ). (d). To enhance connectivity management business continuity framework, shared infrastructure „ Rehabilitation of 2500KM of services. policies, guidelines, standards and damaged/old fibre network. (e). To enhance structures „ Installation of 25,000 Hotspots in equity and fairness „ Develop a training plan for all business centres, rural areas and other through reaching all ICT experts required to support ICT public spaces.disadvantage groups infrastructure. „ Rollout latest technology for „ Develop and implement mobile network infrastructure across business continuity strategy. the country. „ Develop broadband plans for „ Establishment of village digital disadvantaged groups hubs and studios „ Develop and implement plans „ Regional integration Connectivity for village digital hubs network [inter-states] „ Development of technical „ Regional Smart Digital Hub support centres across the country 46 4. PILLARS Outcomes Objectives Strategies Key Projects „ Enhance Shared infrastructure development „ ICT Infrastructure for disadvantage groups „ Development of Government and private Cloud services. „ Establishment of regional submarine maintenance depot „ Establishment of additional landing site for submarine cables Outcome 2: (a). To enhance the „ Develop a business continuity „ Establishment of Network Availability of secure, availability of ICT plan including a comprehensive Operation Centres (NOC) in all the 47 high quality and services power management plan. counties affordable digital „ Develop personnel to provide „ Establishment of a repository portal infrastructure adequate technical support. for all critical infrastructure for the „ Develop and implement cyber country. security plan „ Establishment of cyber security „ Promote infrastructure management system integration through establishment „ Upgrade key connectivity of critical infrastructure policy. equipment to a minimum of 100Gb/s „ Reengineer 2 satellites hubs „ Establish green energy power plant (b). Provide „ Develop appropriate policies „ Portal for all government common affordable digital to support affordable digital services. Infrastructure. infrastructure. „ Policies/ regulations for affordable digital infrastructure. „ E-Health Systems programme. (a). Provide „ Develop policies and standards „ Establishment and a Centralized to support utilization of the data operationalization of Konza National Efficient, effective, Government and centre and Smart City facilities. Data Centre and Smart City Facilities. affordable and secure private data services data centre and Smart „ Develop and implement a „ Establishment of Kenya Electronic for City services. marketing plan of the data centre refurbishment & E- waste plan - and Smart City facilities. KOTDA. Efficient, effective and secure data „ Develop the operational „ Metro-city smart programme centre and Smart City framework of the data centre and services. Smart City facilities. 4.1.3 KPIs educational institutions. The key performance indicators are: (d). 60% reduced cost of internet connectivity. (e). 90 % internet accessibility and utilization by (a). 100% availability of broadband connectivity the public. across the country. (f). 50% increase in SMEs. (b). 99% reliability of broadband connectivity. (g). 50% of 12.5 Million homes are connected to (c). 100% connectivity of all schools and other 47 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 the internet. (j). No. of Hotspots installed and working. (h). No of the MCDAs onboarded to Konza National (k). No. of cloud services adopted. Data Centre. (l). No. of job opportunities created. (i). No. of Public Health using E-Health Systems. Detailed KPIs are shown in Annex4. 4.2 DIGITAL GOVERNMENT SERVICES, PRODUCTS AND DATA MANAGEMENT 4.2.1 Situation Analysis „ Standardization of government systems and Digital Government Services, Products and procedures Data Management involves the definition and „ Integration of government application systems implementation of policies, practices and initiatives & databases. and procedures that facilitate the effective and efficient „ Sustainable management of e-government use of digital services and data in government as well portals and websites, particularly in the context as developed products. E-government is “the use of of limited financial and human resources for ICT and its application for the provision of information portal creation and maintenance; and public services to the people’’. It streamlines and „ Integration and streamlining of systems across integrates workflows and processes, to effectively National and County governments; and manage data and information, enhance public service „ Low levels of awareness by the public on the delivery, as well as expand communication channels e-government services available. for engagement and empowerment of people. The opportunities offered by the digital development of Kenya should not relent in its efforts to place itself recent years, whether through online services, big data, at the very top of the global league on international social media, mobile apps, or cloud computing, are standards to ensure the long-term sustainability of expanding the way we look at e-government. the various services on offer. Public-Private sector partnerships should be explored in depth. The e-Government Services focus on the facilitation of efficient and effective Government services, In addition, an awareness-raising campaign may be enhancement of data access and protection of public necessary in order to ensure that citizens make full data & information, offering of consistent, integrated, use of the opportunities already available. Social e-government citizen-centric services; and provision of media provides a relatively cost-effective way of reliable, secure and affordable connectivity across the reaching out to those who are already digitally active country. and, hence, may display a higher relative propensity to use e-Government services. Word-of-mouth is also Kenya has seen increased traffic on its e-Government deemed as a powerful tool, although it is contingent on services, with half of the adult population accessing continued quality in e-service delivery, particularly as at least one e-service. The services available so far demands on the various systems grow with increased address concrete customer needs, with eight of ten customer usage users surveyed stating to be “very satisfied with their quality.” Other sources of information point to Through innovation and e-government, public a relatively good value perception on the part of the administrations have been more efficient, provide public. better services and respond to demands for transparency and accountability. E-government has Nevertheless, a number of challenges remain. The key stimulated economic growth and promoted social ones revolve around: inclusion, particularly of disadvantaged and vulnerable „ Security & protection of government data and groups. ICTs have also proven to be effective platforms information. to facilitate knowledge sharing, skills development, 48 4. PILLARS transfer of innovative e-government solutions and come up with the Government enterprise architecture capacity building for sustainable development. (see Figure 4.3), and ICT standards which serves as E-government has generated important benefits in a guide on how e-government services are to be the form of new employment, better health, better implemented to ensure interoperability and leverage education and shorter transaction time by bringing on usability and economies of scale. (https://icta.go.ke/ services closer to the people. standards/gea-ict-standards/) The Government of Kenya through the ICT Authority has Figure 4.3: Government Enterprise Architecture The Government of Kenya has implemented electronic (https://www.e-Citizen.go.ke/) is a Kenya Government systems in various State Departments and other state- to Citizen (G2C) portal that provides services including owned institutions, including national tax systems, business name search and registration, notice of immigration information system, legal information marriage, registration of marriage, driving licenses, land system, the integrated financial management system searches and clearances, passport and visa applications. and education system. These systems provide The key projects that have been implemented include: electronic services to citizens and businesses through Establishment of Data Hubs: All land/property parcels Government portals such as the Kenya government are mapped using GIS (NSDI). The Spatial Data center e-Citizen gateway to government services. The e-Citizen 49 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 building is 95% complete and National Digital mapping As of December 2021, Huduma centers have been data is produced. Titling Management System has established in 31 counties with 45 services being been developed (survey, adjudication and registration offered at the centers serving about 30,000 citizens of new titles) EDMS-Automation of Land Registration a day and 12 billion shillings being collected through Transaction is fully completed. Posta Pay (payment system for Posta organisation). There is a need to further enhance services by having Company Registry: The Registry has greatly improved more online services. in handling reservations of Company names, payments and searches. The reservation is now instant, Payment Assets Data Hubs: The goal was to develop and is by M-Pesa for registration which now takes one day. implement the Transport Information Management The service is also accessed at the Huduma Centres and System (TIMS) which will confine PSV vehicles to their a law has been enacted to allow for online submission areas of jurisdiction as per their Transport Licencing (uploading) of relevant documents. Board licenses. This will ensure that the driving habits and behavior of drivers are streamlined. It enables Personal Data Hubs: The National Population sharing of inspection information between inspection Registration System (IPRS) is already established, with units and the police. about 19.3 million records of Kenya citizens (18 years and above), Passport holders (350,000), and Registered Open Data Hubs: The Kenya Open Data Portal makes Refugees records (223,723), and Registered Alien’s Public Government datasets accessible for free to records (111,768). Recently the country embarked on the public in easy reusable formats, supporting the the unified identification called, Huduma number which Government’s drive to proactively inform citizens is going to lay the foundation of systems integration. and be accountable. The goal of open data.go.ke is to make core government developmental, demographic, E-passport: The East Africa Heads of states launched the and statistical and expenditure data available in a regional e-Passport during the 17th EAC Heads of States useful digital format for researchers, policymakers, ICT Summit held on 2nd March 2016 in Arusha, Tanzania. developers and the general public. The e-Passport shall be embedded with a contactless electronic chip. The e-Passport upon implementation will have the following benefit: Secure identification of 4.2.2 Outcomes, Objectives, Strategies the traveller; Provide protection against identity theft; and Key Projects Eliminate passport data skimming; Provide regional The overall outcome for this pillar is increased identity of EAC member states citizens. Currently, availability of e-government services to citizens, persons are able to launch and get a Kenyan visa online. private sector businesses and other stakeholders. The Huduma Centres: Huduma Kenya is a program by the intermediate outcomes are Government of Kenya that aims to transform public Outcome 1: Effective and efficient delivery of service delivery by providing citizens access to public e-Government services by the National Government. services and information from One Stop Shop citizen service centers called Huduma Centres and through Outcome 2: Effective and efficient delivery of integrated technology platforms. The project is being e-Government services by County Government. implemented by the State Department of ICT, ICTA and Outcome 3: Increased ICT Products and Services State Department of Planning and Devolution. Huduma centers are created with the aim of transforming public service delivery. The aim is to establish Huduma centers in all 47 counties. 50 4. PILLARS Table 4.2: Outcomes, objectives, strategies and key projects for the Digital Government Services, Products and Data Management. Outcomes Objectives Strategies Key Projects/programmes Outcome 1: a)To enhance „ Develop a digital service plan. „ Government Digitization Programme Effective and service delivery to „ Develop plan for Automation of all [of 5 billion government records]. efficient delivery the Public through government critical services. „ MDA’s Automation Programme. of e-Government ICT. „ Strategy to ensure all government „ Government interoperability and services. common services are on online integration programme. platforms. „ Government Automation Programme „ Government paperless office strategy for all Critical Services. „ Develop Government digitization „ Government unified communication strategy System. „ Realign and evolve data center „ Government online portal System. practices in line with the data protection „ Government and Private sector Cloud act. services „ Develop strategy to enhance security „ National Data Center. intelligence and surveillance of the „ Government security intelligence and country. surveillance system. „ Develop and implement a unique „ Smart ID card. identifier. „ National Physical Addressing system. „ Develop and implement a National Physical addressing System. „ National Building Code „ Review Building Code for ICT services. „ Hotspots in public installation in rural areas and other public spaces. „ Development of National Spatial Data Infrastructure policy and implementation „ National Spatial Data Infrastructure of initiative. programme. b) Enhanced „ Strategy to review the existing „ Integration and interoperability Government Government Systems. Framework and standards for Shared systems „ Develop a central repository plan Government Platform (SGP). integration, of all existing automated Government „ Government Interoperability interoperability systems. platforms. and availability. „ Develop business continuity and „ Government business continuity disaster recovery plans for the country. Infrastructure. Outcome 2: To enhance county „ Develop county automation strategy. „ County Digitization programme [ of Effective and service delivery to „ Formulation of county e-waste policy. 25 billion government records ( 500 efficient delivery the public. Million per county records). of e-Government „ County Automation Programme. services by County „ County E-waste guidelines. Governments. „ County capacity building programme. Outcome 3: To enhance „ Develop ICT Product development „ Programme for ICT Product Development of development of strategy development. ICT Products and ICT products and „ Develop policies and legislations services. Services for IP protection for ICT products and services. 51 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 4.2.3 KPIs (iv). No. of automated government services. (v). No. of Portal for government online services. The overall KPIs: By 2030 there shall be: (vi). No. of ICT Products and Services. (i). 99.99% availability of e-government services. (ii). 80% of Government records are Digitized. (vii). This pillar focuses on citizens’ capacity building, (iii). 80% of government critical services are youth productivity and employment, and the automated. public sector workforce. 4.3 DIGITAL SKILLS 4.3.1 Situation Analysis guided by a human resource development policy nor well aligned to the industry needs, especially at the Background high end. The development of quality ICT human resources is a To leverage the opportunities from industry 4.0, the prerequisite to the development of a viable ICT sector. country requires to invest in developing a critical mass It ensures that ICT development, implementation and of IT experts with advanced skills to adapt to the future exploitation are integral and sustainable components of of things for instance the growing digital opportunities development. in Data protection, Coding, Mobile App Development, Kenya has low and intermediate digital skilled experts Internet of Things, Robotics, Cyber Security, Artificial with few professionals possessing advanced digital Intelligence and big data among others. This will help skills. High-end ICT skills are essential to facilitate a bridge the ICT skills gap, especially among the youth vibrant digital economy, design and support complex to access digital jobs. The attempts to increase the digital Systems as well as spur innovation. Digital skills number of trained professionals in digital skills by constitute the foundation for accessing, adopting, the government is to meet the required competencies adapting and benefiting from emerging technologies. for the digital economy; retrain the public sector This shortage of digitally skilled workforce does workforce to ensure they advance their digital skills and not also apply to Kenya but to Africa as a region. It, competencies; and bridge the digital skills gap in the therefore, means that a state with an excess of such citizenry. The plan is for the country to export, in the skills has the advantage of supplying the region with future, this skilled workforce to serve the region. the required human capital. While the Government and Digital inclusion the private sector have been investing heavily in the ICT infrastructure, there has comparatively been little According to the 2019 Kenya Population and Housing investment in the human resources required to design, Census (KPHC) Report, Kenya has a total population develop and operate this digital infrastructure and the of 47.6 million Kenyans up from 38.6 million in 2010. associated digital services. This increase has led to a new set of challenges for the government, especially in the areas of job creation With the increasing sophistication of ICT and its for the youth, who currently make up 71.5% of the applications, high-end skill sets are increasingly population. The Report approximates that 2.6 million required and availability presents a challenge to growth Kenyans are actively searching for jobs, representing an and to achieving the Kenya Vision 2030. The local 18.2 percent rise in the number of unemployed over the universities and tertiary colleges continue to develop last 10 years. In this regard, data from Kenya National ICT human capital and a workforce that is neither Bureau of Statistics indicates that the country manages 52 4. PILLARS to inject only about 800,000 new jobs each year against individuals to higher innovative work performance and an unemployed population of 7 million Kenyans. entrepreneurship skills. At a higher level of education, learners are exposed to high-end technologies which Youth, women, minorities, the elderly, rural enable them to be innovative and entrepreneurs. communities and persons with disability (PWDs) are disproportionately affected by the digital Importance of digital skills transformation of the economy despite the fact that The impact of digital skills is an increased number of they constitute a sizable proportion of the population. responsible and productive ICT professionals, increased Some of the challenges that perpetuate digital innovation and digital entrepreneurship, utilization of exclusion amongst these marginalized groups include, ICT in business models, and increased ICT production. but are not limited to: cost of access, skills, lack of Digital skills also increase re-employment models content, poor connectivity, information gaps and limited such as working from home and virtual offices, availing mobility, limited ownership and control of assets, as of digital jobs, and expansion of the job market for a well as safety and security concerns. Strengthening digitally skilled workforce. Community roles will be crucial to implementing these Digital skills. The successful integration of ICT Current initiatives into the digital economy will require a coordinated and comprehensive approach of participation and Various initiatives by the Government to improve these collaboration. skills include but are not limited to the Digital Literacy Programme [DLP] at the basic education level and a Focus skill areas review of the entire education Curriculum. This enables competency-based education which allows early Basic Skills: Foundational skills will enable the mentoring of learners in their areas of competencies. populace to function and perform basic digital tasks at Youths are currently actively engaged in digital skills a minimum level in society by interacting with others development through PDTP Graduate Internship; online digitally and accessing digital services. At a lower level jobs through the Ajira Digital initiative; and incubating of basic education, learners are introduced to basic innovative ideas through the Whitebox initiative. IT skills through the use of computing devices during classrooms lessons. The Government has built a capacity of 92,000 youths under the Ajira initiative and currently over 1.2 Intermediate Skills: These enable meaningful use million working on digital and digitally-enabled jobs, of digital technologies with a wide range of digital 2100 Presidential Digital talent graduates Trainees, tasks needed to participate as engaged citizens over 15000 Civil servants trained. Through DLP, the and productive workers. They include the ability to government has distributed over 1.1 million learners’ critically evaluate technology or create content and devices to over 22,000 public primary schools and effectively job-ready skills needed to perform work- these benefited over 3 million learners at basic primary related functions. It exposes the individual to minimal for grades 1-3. There are over 228,000 teachers trained innovative ways of working. At the Upper level of basic on the utilization of technology in learning and over education, learners are introduced to intermediate IT 47000 teacher’s devices distributed in primary schools. knowledge through the use of advanced computing devices which enable more advanced interaction with Over 24,000 primary schools have been connected with their lessons. electricity to enable the use of technology in schools. Additionally, Konza Technopolis launched the Konza Advanced Skills: These are needed by specialists Innovation Ecosystem Initiative which seeks to enable in ICT professions such as computer programming Kenyans undertaking innovation in different parts of and network management and include emerging the country to find the support needed to scale. The technologies such as AI, big data, coding, cyber security, program has advanced several initiatives impacting IoT, and mobile app development. This level exposes 53 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 over 5000 youth in skills development, innovation governments that aim to provide e-Government incubation and acceleration from all 47 counties since services and automate their internal processes. 2018 in partnership with other actors in the country. (b). Increased demand for skilled ICT workforce from public institutions (e.g., universities, However, there exists much more room for growth in schools, hospitals, etc) that are in different the ICT sector if the country is going to realize an all- stages of automating business processes to inclusive ecosystem that supports the integration of the improve service delivery and to increase the youth in the digital economy. efficiency of operations often by deploying The DLP initiative is meant to equip the citizens with information systems and networks. digital skills starting from the basic education level in (c). The need to create employment opportunities preparation for the 21st-century digital economy where in the ICT sector by creating new ICT companies a digitally skilled workforce will be required. to develop new applications and provide support services to businesses and the Observable gaps Government. The employment opportunities Some of the challenges experienced in human capital include business process outsourcing and development by the country include the following: - IT-enabled services to local and international organizations. (d). Increased demand from large local firms and (a). Non-alignment to the industry needs by the SMEs that are automating their operations. This universities/colleges includes mobile operators, data companies, (b). Lack/Poor Manpower Planning for digital skills. broadcasting companies, financial institutions, (c). Inadequate funding and infrastructure to enable manufacturing enterprises, agricultural effective digital skills development. This applies enterprises, and tourism among others. to the entire ICT investment for the country. (e). The government demand to respond to (d). The dynamic nature of the ICT industry emerging challenges caused by technological requires continuous training, a lack of an ICT changes which regularly disrupt its plans. Academy/professional body to coordinate (f). The need for the government to develop a skills development & coordination among the competent workforce, with digital competency, stakeholders. to effectively run the 21st Century digital (e). Low level of ICT Literacy among citizens, economy. businesses and employees. (g). Government plan to use ICT to spur economic (f). Inadequate relevant content and deployment growth. mode for e-learning systems. (g). Poor accessibility to digital learning by citizens from rural areas especially from ASAL 4.3.2 Outcomes, Objectives, Strategies regions where broadband connectivity is still a and Key Projects             challenge. The overall outcomes to be achieved in this pillar:  (h). Lack of awareness and importance of digital Outcome 1: Digitally enabled society. skills among the citizen. Outcome 2: Adequate and competent ICT professionals. Key drivers  Outcome 3: Adequate and competent public sector ICT Factors that continue to drive the demand for high-end workforce.   ICT professionals include: The objectives, strategies and key projects to deliver (a). Increased demand from the national and county the above outcomes are shown in Table 4.3. 54 4. PILLARS Table 4.3: Outcomes, objectives, strategies and key projects for the Digital Skills pillar Outcomes/ Objectives Strategies Key Projects Impact Outcome (a). To increase by 50% (a). Develop and implement (a). Survey for citizen digital literacy. 1: Digitally digital literacy of citizens a strategy for capacity enabled Kenya from the current level. building for citizens. (b). Citizen digital literacy training program for 20 Million citizens. Society. (b). To train an adequate workforce to manage ICT (c). Establishment of training facilities for services nationally and (b). Develop and implement citizen digital literacy. regionally. a digital training program for each category of learners. (d). Training program for Special Interest (c). To enhance Digital Groups on digital skill]. skills inclusion for (c). Partnership and engagement with (e). Establishment of an open online training Special Interest Groups: Government and non portal with features including Multilingual Senior citizens, and Governmental organizations e-learning facilities. Women in SMEs, PWD & Youth Groups & on capacity building. (f). Establishment of A centralized web- other disadvantaged (d). Utilization of based ICT skills inventory database system Communities. technology in teaching and to track skills information on demand and learning. supply for ICT Professionals and citizens. (g). Expansion of the AJIRA, PDTP and (d). To increase CIHs programs to assure sustainable job Digitally Enabled job opportunities. opportunities for youth. (h). Digital Literacy Programme. (The School (e). To create awareness Laptop project). on data protection framework (i). Cloud infrastructure for digital content for all learners. (f). To integrate technology from early (j). Capacity building for 500,000 teachers learning. and education officers. Outcome 2: (a). To develop a (a). Develop a strategy (a). Establishment of 10 Regional ICT & Adequate and critical mass of local and for the development of ICT Innovation Centres of Excellence. competent ICT regional high-end ICT skilled workforce for the professionals. country and region. (b). Konza Technopolis acceleration programprofessionals. (b). To generate 2% of (b). Develop and regulate (c). Establishment of 1450 Community GDP through the export ICT professionals for the Digital centers. of skilled ICT workforce. country. (d). Establishment of a professional body for (c). To promote the (c). Develop and deploy ICT professionals. ethical conduct of ICT training programs targeting professionals through different cadres. the establishment of governance. 55 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 Outcomes/ Objectives Strategies Key Projects Impact Outcome 3: (a). To develop an (a). Develop and deploy (a). Capacity-building Programme for public Adequate and adequate and competent programs targeted for service ICT staff (target -10,000 officers in competent ICT workforce. ICT staff working for the Public Service in High-End Specialized ICT public sector government. areas.) ICT workforce. (b). Capacity building of 20,000 ICT (b). To enhance professionals for the sector. governance and professionalism of (c). Digital literacy Capacity building for the ICT workforce in (b). Develop a database and 300,000 civil servants. Government. register all ICT officers for the public sector. (d). Establish a Smart Academy for ICT professionals. (c). Develop a career guide for ICT staff in public service. (e). Training of 250,000 county staff on digital skills. (f). Sensitization 200 top leaders on digital transformation. 4.3.3 KPIs             (e). 500,000 teachers trained on digital services by The overall KPIs: By 2032 there shall be: 2030. (f). 2,000,000 short- and long-term employment (a). 20 million citizens each accessing and using at opportunities for youths in ICT (Digitisation, least 5 e-Government services. Refurbishment, and Innovation) realized. (b). 20 million citizens trained. (g). 250,000 county staff trained on digital skills. (c). 10,000 local high-end ICT professionals trained (h). Establishment of 1450 ICT Training Centres in by 2030 every ward. (d). 300,000 trained civil servants trained on digital (i). Village digital hubs established. services by 2030 = what is the percentage in 10 years we should be at approx. 85% of all civil servants going up leveraging digital training opportunities (virtual programs and physical Intermediate and more detailed KPIs are shown in sessions). Annex 4. 4.4 DIGITAL INNOVATION, ENTREPRENEURSHIP AND DIGITAL BUSINESS 4.4.1 Situation Analysis Innovation policies can play a crucial role in Around the world governments and private improving the conditions for innovation, identifying organizations provide support to innovators and and addressing bottlenecks that impair the ability institutions that promote innovation that promotes job of countries to innovate and improve productivity. creation and Digital economy competencies. Different Innovation policies also have the potential to enlarge countries have put in place measures that support market size, increase the degree of competition in the and promote innovation and start-ups. Some of these product market, increase the productivity of research practices include and development and improve the capability of firms to benefit from it. Government policies should be 4.4.1.1 Public policies to support innovation designed to minimize the negative effects without limiting potentially positive spill-overs. Government regulations and standards serve as Governments need better policies to allow the public 56 important incentives or barriers for innovation. 4. PILLARS to benefit from the innovations that occur in their 4.4.1.3 Government Innovations Centres and academic institutions and other sectors. Hubs In the United States of America, a number of laws Many governments have built conduits to enable have been written over the past decade not only to citizens and businesses to provide ideas and solutions. allow but also to promote technology transfer to There are 124 registered government innovation the private sector. The laws allow and encourage centers around the world. In Kenya, the national federal laboratories to enter into cooperative R&D government has partnered with the county government with private companies, license technology directly to establish over 187 innovation hubs in the country. to them and provide private firms with direct access to the personnel, services and equipment of federal In Dubai, The Mohammed Bin Rashid Centre for laboratories to pursue joint efforts in technology Government Innovation provides a world-class, development. This has led to the success of innovation multifunctional space for creating, testing and spurring in the US Military as well as NASA. innovations locally, regionally and internationally. The Centre was established to stimulate and enrich the 4.4.1.2 Research and development support culture of innovation within the government sector through the development of an integrated innovation Government spending can provide direct financial framework. support for research and development (R&D) in colleges and universities, non-profit research entities, The center seeks to provide a rich database of local private firms as well as at government-run laboratories. innovative experiences available to individuals and Government spending on research and development entities, to help establish a culture of innovation produces technology that would be broadly available in the UAE community. This has helped develop for firms to use. the government operations and enhance the UAE’s competitiveness, making the UAE one of the most Governments can also facilitate innovation by innovative governments around the world. collaborating on advanced R&D and product development, usually at the pre-competitive stage 4.4.1.4 Public procurement of innovations but increasingly at the competitive stage as well. Governments are also needed to invest at the A government’s key role in fostering innovation is being foundational stage of some innovative industries the lead customer. The government should acquire the particularly because of the cost required or the risks required systems, products or services after following involved. a prescribed procurement procedure that provides fair competition. For instance, the US government’s investment in agricultural research helped transform U.S. agriculture As very large and concentrated markets, governments from a natural-resource-based industry to a science- have major opportunities as well as a major role to based industry. The Federal Government has funded play in the promotion of innovations. Countries pursue agricultural research at State universities for more than procurement of innovation to meet needs and demands a century. These funds are increasingly in the form of for new products, goods or services, as well as to solve project support instead of the traditional institutional problems. (formula) grant. Public investment in agricultural Almost 80% of OECD countries support procurement research has resulted in large economic benefits of at for local innovation, and 50%have developed an action least 35 percent annual rate of return and improvement plan for procurement for innovation; either as part of of the US commercial agricultural sector. broader innovation or procurement strategies or as stand-alone initiatives. In Germany, for instance, procurement for innovation is part of the overall innovation strategy of the Federal 57 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 government. The “High-tech-Strategy Germany” and innovative activities, as well as the ease of doing encompasses all research, technology and innovation business. measures of the German government. Innovative procurement is the most important measure under the 4.4.1.6 Innovation events framework of demand-oriented policy instruments. The overall strategic goal is to encourage public procurers to Kenya has over the years been a host to various buy more innovative and sustainable products. African and Global tech and innovation summits and conferences. These have expanded the Kenyan market A competence Centre for innovative procurement and provided innovators a platform to showcase their (KOINNO) was established to: products. As a result, a number of Kenyan start-ups (a). Give advice to procurement offices. have received funding from foreign investors as well (b). Build a database for innovative products, as opportunities to showcase solutions on the Global services, procedures and other solutions market. Examples of such events include; which could be used by procurers as well as „ Africa BFSI Innovation Summit information to areas where innovative solutions „ Afro Asia FinTech festival are required. (c). Give awards for the procurement of an „ Afro tech summit innovative good/solution and for an innovative „ International Development Innovation Alliance procurement process. (IDIA) Build-in Canada Innovation Program (BCIP) is another „ The Sustainable Blue Economy Conference example that assists Innovators to bridge the pre- 4.4.1.7 Innovation hubs commercialization gap by helping them move their innovations from the lab to the marketplace through Many innovation spaces, incubation centers, testing in operational environments across government. accelerators, and maker labs have been started in The BCIP awards contract to entrepreneurs with pre- Kenya since the launch of iHub in 2010. Tech hubs have commercial innovations through an open, transparent, also sprouted up in other regions besides Nairobi. The competitive and fair procurement process for their country boasts of over 35 independently run innovation testing within the Canadian federal government. hubs out of Nairobi including ; Mombasa (Swahili 4.4.1.5 Kenya innovation landscape pot), Kisumu (LakeHub), Eldoret (Dlab Hub), Voi (Sote Hub), Machakos (Ubunifu), and Nyeri (Mt. Kenya Hub Over the years, Kenya has made its mark in the world and DeHUB). Th emergence of the hubs has led to the through innovations, from financial services solutions emergency of associations that allow these hubs to like M-Pesa, to digital lending solutions. Its efforts in collectively seek growth opportunities and to advocate innovation were recognized when it was ranked 77th in for growth in the sector such as the Association of the world in the Global Innovation Index (GII) of 2019. countrywide hubs, ASSEK, etc. This placed Kenya 2nd in sub-Saharan Africa behind Some of these hubs work independently, while others South Africa. operate within the framework of academic institutions. Nairobi, which also ranks among the top 100 globally, But all of them support entrepreneurs working at the pipped Cape Town for the first position, while intersection of the technological, creative, and cultural Kampala, Cairo and Johannesburg came in at third, sectors. fourth and fifth places respectively. This is because In 2016, Kenya had 27 innovation hubs. Today the Nairobi offers a good balance between the number country boasts of over 60 innovation hubs and of research institutions, available innovation funding accelerators and another over 187 constituency 58 4. PILLARS innovation hubs (CIHs) established in various counties Table 4.4: Report by Start-ups Funding across the country. Other than the CIHs, counties have developed innovations programs to foster innovation COUNTRY START-UPs FUNDING (Million $) within the counties. Examples include; Kenya 266 „ Laikipia Innovation & Entrepreneurship Fair Nigeria 237 - An initiative toward nurturing and upscaling South Africa 198 innovations in the county. Egypt 125 „ Makueni Innovation Challenge - A program that Ghana 90 aims to catalyze the growth of start-ups, so The African Tech Start-ups Funding Report, reported as to amplify and consolidate the gains of the that 2020 was a record-breaking year for African tech country’s digital innovative ecosystem. start-ups, with 397 companies securing US$701.5 Hubs have also come together to form an association million worth of investment. of hubs. Their main objective is to promote activities In Kenya, many start-ups now have access to Finance and programs of the member hubs and to support their through the increasing number of accelerator programs vision of testing and building impactful sustainable available in the country. Entrepreneurs have access businesses in rural and second-tier towns of Kenya. to grants, angel investors, pre-seed, debt, and equity Presently there is a membership of 26 member hubs investment. spread across 17 Kenyan counties and growing. The association has facilitated cohesion, co-creation, sharing Raising capital and funding mechanisms in Kenya of ideas and challenges, innovation symposiums and have also improved, supported by an increase in programs to boost the innovation ecosystem. crowdfunding initiatives, websites and apps. Konza Technopolis, a government’s vision 2030 Government initiatives for supporting innovators have strategic project towards actualizing Kenya’s knowledge increased with more money allocated to youth fund economy has begun engaging the Innovation programs to support start-ups e.g., Youth Fund and Ecosystem via the Konza Innovation Ecosystem KYEOP. Initiative. The authority aims to Convene, Connect and These achievements have been attributed to the Catalyze a conducive environment for technology start- government’s role in economic progress and support of ups and SMEs to thrive and scale in partnership with innovations. other actors in the Innovation Ecosystem, By adopting the Quadruple helix partnership approach, Konza The Government has achieved the following in the Technopolis aims to also accelerate the development promotion of innovation and entrepreneurship: and commercialization of innovations from Kenyans. 1. 1,546 innovators registered under the This infrastructure is envisioned to provide a bridge Whitebox program with 281 innovations between research institutions, innovators and industry. incubated. 2. 1,800 innovators and entrepreneurs trained on 4.4.1.8 Start-up funding entrepreneurship. 3. Over 180 constituency innovation hubs were Every year, Africa’s start-up ecosystems compete on established. who will attract the most investments. In 2020, research 4. Development of policies to promote by Start-up list Africa showed Kenya start-ups on the innovation. These include top of the 5 most popular investment destinations in „ National Innovation framework. Africa (see Figure 4.4). „ National ICT Policy of 2019. 59 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 „ The Start-Up Bill-2020. 4.4.2 Outcomes, Objectives, Strategies „ The 10 Year Science and Technology Parks and Key Projects Master Plan. The ultimate outcome is increased local e-government Some of the challenges experienced in innovation and solutions that can be exported to other countries and entrepreneurship include the following: - increased commercially viable digital businesses. The (a). Lack of a framework for scaling of innovations. intermediate outcomes are (b). Lack of coordination among the stakeholders in Outcome 1: Enhanced government innovation value the innovation ecosystem. chain that turns ideas into sustainable businesses. (c). High training costs for incubation/acceleration Outcome 2: A globally attractive innovation ecosystem support. that provides adequate support to start-ups. (d). Low skills development of innovators on Outcome 3: Increase in Government revenue through product development, go-to-market strategies, the provision of ICT services and products. and intellectual property. (e). Lack of resources to support innovation capacity The objectives, strategies and key projects to deliver building and ecosystem support. the above outcomes are shown in Table 4.4. Table 4.4: Objectives, strategies and key projects for the Digital Innovation, Entrepreneurship and Digital Business pillar Outcomes Objectives Strategies Key Projects Outcome 1: (a). Create and „ Enhance strategic partnership „ Establish 10 Regional ICT & Enhanced promote a digital and collaborations to train on key Innovation Centre of Excellence – to government innovation and entrepreneurship strategic competencies to stimulate upskill innovators in the areas of innovation value chain that culture in innovative thinking and improve entrepreneurship, intellectual property, turns ideas into government. performance for the growth of the product development, market entry sustainable digital economy. and emerging technologies, promote businesses. „ Collaborate with local and innovation investment in the county. international research institutions, „ National Agriculture commodity innovation hubs and organizations exchange. to develop innovative ICT solutions „ Village innovation hubs. which will address the needs for the „ Accelerate development of the Konza Kenyan government and public. Technopolis and the Konza Innovation „ Formation of a special purpose Ecosystem Initiative program. vehicle for government ICT „ Establish and operationalise the innovations commercialization. startup Fund for innovators. „ Promote the establishment of e-market places (b). Accelerate „ Establish strategic partnership „ Annual International Innovation Expo commercialization & collaboration between private to showcase and sensitize on viable of government innovations for sector and government to Kenyan innovations. deployment in local, commercialize and scale innovations regional and global created in government. markets. „ Collaboration between national and local government in development of innovation support infrastructure to provide innovators with support services required. 60 4. PILLARS Outcomes Objectives Strategies Key Projects Outcome 2: A (a). A supportive „ Improve legal frameworks that „ Development of supportive innovation globally attractive legal, regulatory and support and promote investments and entrepreneurship policies, legal and ecosystem that policy environment for Start-up’s in innovation and enterprise regulatory environment. provides adequate support to start- development in development. „ Establish integrated constituency- ups. Kenya. „ Develop an e-commerce strategy. based digital marketplaces in 290 „ Establishment of start-up Constituencies. development, support and advisory services. „ Development of a program to improve government procurement of innovation. „ Development of preferential business growth measures, acceleration hubs and sandboxes. Outcome 3: To increase the quality „ Establish a framework for „ Establishment of a testing and Increase in and number of ICT software testing and certification. certification scheme for software, Government services and products hardware, and ICT professionals. revenue through by Kenya firms. „ Develop software strategy for provision of ICT government use and export. „ Establish a robust software industry. services and „ Develop strategy for „ Annual International Innovation and products. manufacturing & assembling ICT Expo to showcase and sensitize on strategy. viable Kenyan innovations. „ Identify personnel and „ Establishment of two software institutions for software industries with 1000 trained software development. engineers. „ Develop software „ Establishment of two manufacturing commercialization strategy. plants. „ Develop standards and guidelines for software development and deployment. „ Review/Develop guidelines and standards to protect technopreneurs, innovators and customers products. 4.4.3 KPIs scheme for software, hardware, and ICT The ultimate KPIs are the number of local e-government professionals. solutions that are successfully commercialized and the (d). Accelerate the Konza Innovation Ecosystem number of Kenyan businesses online. The detailed KPIs Initiative are given in Annex 1.4 (e). Establishment of two manufacturing plants for electronic products (a). No. of constituency-based digital marketplaces (f). Establishment for two software industries in 290 Constituencies. (g). 1000 trained software engineers (b). Establish 10 Regional ICT & Innovation Centre (h). 100 enterprise software developed of Excellence (i). 250 software developed (c). Establishment of a testing and certification 61 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 5. FOUNDATIONAL AND CROSS- CUTTING THEMES 5.1 POLICY, LEGAL AND REGULATORY FRAMEWORK 5.1.1 Situation Analysis environment where stakeholder participation and engagement are prioritized. For this to happen, a Policy Framework progressive enabling policy, legal and regulatory Key policies to be considered in the implementation framework is a prerequisite. This National Digital Master of this Digital Master Plan are among others the Vision Plan, 2022 – 2030 aims at supporting the fulfillment of 2030 (and associated MTP), the national ICT Policy; and the Visions and Missions of the highlighted documents the Digital Economy Blueprint (2019). The overarching and to complement other existing strategies such guiding document is the Kenya Constitutional (2010) as the current MTP III under implementation and the with the bill of rights spelled out in articles 34,35 and National Broadband Strategy 2018-2023 which aims at 36. extending the broadband to ward level. The national ICT policy of 2019 was published in a Other strategic documents in the ministry include the special issue of the Kenya Government Gazette (MoIC, Ministry of ICT, Innovation and Youth Affairs Strategic 2019). The vision of this Policy is “Kenya as a globally Plan (2018-2023) and ICT Authority Strategic Plan competitive knowledge-based economy”, and its (2020-2025), The Kenya Digital Economy Blueprint stated mission is “To facilitate universal access to ICT Strategic plan. infrastructure and services all over the country.” At the regional level, the African Union Agenda 2063 The mission for the Digital Economy Blueprint (2019) and the Digital Transformation Strategy (2020-2030) is “A digitally empowered citizenry, living in a digitally whose vision is “An Integrated and inclusive digital enabled society” while the mission is “A nation where society and economy in Africa that improves the every citizen, enterprise and organization has digital quality of life of Africa’s citizens, strengthens the access and the capability to participate and thrive in the existing economic sector, enable its diversification digital economy”. and development, and ensure continental ownership These National Policy documents are guided by the with Africa as a producer and not only a consumer in need for the national development of infrastructure, the global economy” provides the regional focus and human resources, innovation and enterprises, in an direction for the sector. 64 5. FOUNDATIONAL AND CROSS-CUTTING THEMES Legal Framework (b). On data protection, the bulk data has been The ICT sector is guided by the following Acts: going to specific multinationals and they are mining all the data. The Data Protection Act (a). Kenya Information and Communications Act, (2019) takes care of this. Currently, there are 1998 (as amended in 2013 and 2015) (KICA) 3 regulations in draft form to be finalized and (b). Competition Act, 2010 (with the 2012 and 2014 gazetted. All actors (global and domestic) in the amendments) data economy (e.g., FB, FinTech, Public Sector (c). Science, Technology and Innovation Act of 2013 e.g., Huduma Namba, etc.) are regulated by (d). Computer Misuse and Cyber Crimes Act of 2018 the Data Commissioner with a comprehensive (e). Data Protection Act of 2019 Act that is modeled along the EU Data Privacy As at the end of 2022, there is no single point of Act known as the General Data Protection reference for the sectoral policy or a single license Regulations (GDPR). and compliance framework. The latter leads to (c). Open Government Data Project - To progress multiple licensing authorities issuing licenses to the the project, we intend to come up with an Open ICT operators including Communication Authority (CA), Data Framework that has clear guidelines for Kenya National Highway Authority (KENHA), County data sharing, specifying what to share, and how Governments, National Communication Secretariat to share, among others. This is both in relation (NCS), Kenya Railways, KCAA, KPLC, and the National to the data owned/hosted by the government as Environment Management Authority (NEMA). well as by the private sector that includes KNBS, There is a need to review existing ICT sector laws Safaricom, etc. that includethe KICA, Legal Notice 183 of 2013 and (d). Resource Mobilization Framework. To Computer Misuse and Cybercrimes Act, to create a enable the successful implementation of progressive ICT regulatory environment with updated identified flagship programs in the digital laws to cater for developments and changes in the masterplan, there is a need for the enactment sector. of e-government legislation which will be read together with the budget annually, to enable Regulatory Framework funding of the programs. The ICT sector regulation is under the umbrella of Over and above that, the government considers public- the Communication Authority as well as the newly private partnership framework where applicable to fund commissioned Office of the Data Commissioner. Some the programs as well as donor funding and support from of the pending concerns that need to be addressed development partners. include Two key questions for consideration are: (a). There are issues of reciprocal data-sharing (a). What can be done to ensure there is a policy agreements between countries that are yet for sharing infrastructure? There is a need for to be resolved. There is a provision for the the law. Can the ICTA bill impose operators to data being processed, but no enforcement share infrastructure? Government has many mechanism to ensure that data meant to remain data centers hosting different data sets. Can local remains local. The Data Commissioner is the infrastructure be shared while addressing expected to give approvals for personal data the competitive edge that the operators need that is of strategic national importance before it to guide? How? What is the value of inputting can be used outside Kenya. 65 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 the data into the local data centers? Is the provider to National and County governments. awareness there? Stakeholder engagement is (g). Set targets for monitoring and evaluation of the still missing. What is the role of the Government master plan. in marketing the data centers like Konza The critical Policies and Acts which need to be considering the competition from the private developed and implemented includes: sector? There is a need for policies, guidelines, (a). Mandatory infrastructure registration and and regulations to enable infrastructure sharing. mapping policy. (b). ICT protection infrastructure. There is the (b). Building Code Policy. Critical Infrastructure bill that covers many (c). Laws relating to Management of Critical areas. Then there is the Computer Misuse Infrastructure. - Critical Infrastructure and Cyber Crimes Act of 2018. Can the two be Protection Act (Bill still pending). harmonized? (d). ICT Authority Act. (c). What are the best approaches for resource (e). Development and implementation of the mobilization to fund the masterplan? National Spatial Data Infrastructure System. (f). Development and enactment of e-government 5.1.2 Outcomes, Objectives, Strategies legislations. and Key Projects (g). Konza Technopolis Act. The key outcome is a harmonized and enabling ICT (h). The Electronic Transaction Act (e-Transaction policy, legal and regulatory framework. A multi-sectoral Act). team could review the current licensing framework The outcome is as specified below; to come up with a single license and compliance Outcome 1: Harmonised and enabling ICT policy, legal framework. The objective of this review would be to: and regulatory framework. (a). Eliminate the multiple licenses. (b). To provide a legal framework to enable resource Outcome 2: Enactment of e-government legislation mobilization for masterplan. to fund the masterplan initiatives and completion of (c). Set clear mandates for each Institution in the pending laws for ICTA and Konza Technopolis. sector. The objectives, strategies and key projects to deliver (d). Harmonize existing policies, regulations, the above outcome are shown in Table 6.1. strategies and working papers. (e). Develop policies and strategies for infrastructure sharing. (f). Harmonize charges payable by the service 66 5. FOUNDATIONAL AND CROSS-CUTTING THEMES Table 5.1: Objectives, strategies and key projects for the Policy, Legal and Regulatory framework. Outcomes Objectives Strategies Key Projects Enabling ICT (a). Review policy and „ Review/create acts and legislation „ Review the IP law to include policy, legal laws that relate to ICT for implementing agencies. software and other ICT products as an and regulatory and establish gaps. „ Move software intellectual intellectual property. framework. (b). Revise existing property issue from the Copyright Act „ Enact policy to finance ICT and laws and create new ones to address gaps. to the IP Act Innovation initiatives. (c). Legislations „ Amend the public procurement „ Enactment of ICTA Law. to enable resource law to allow the government to „ Legislation to introduce levy tax on mobilization to fund competitively procure innovative ICT products and services to fund the master plan flagship solutions from the local market. programmes. master plan. „ Develop an open data policy. „ Enactment of KOTDA law. „ Enhance strategic data and „ Policy to consolidate government knowledge management guidelines. ICT budget into one vote to enhance „ Harness existing public and management of the fund of the private data sets for social-economic masterplan. development. „ Develop Policy and guidelines „ Develop policy and legislations for for integrated infrastructure resource mobilization for masterplan development. programmes. „ Implement the open data policy. „ Policy and law for the National „ Enactment of E-government physical addressing system. legislation. „ Policy and law for National Spatial „ Policy and legislation for National Data Infrastructure. Physical Addressing Systems. „ Review policy and legislation for „ Policy and Legislations for Critical building code. Infrastructure Protection Law. „ Policy and Legislation for Building Codes. „ Policy and Legislation for National Spatial Data Infrastructure. 5.1.3 KPIs „ No. of ICT policies, laws and regulations The overall KPI is enhanced conduciveness of the ICT formulated, enacted or reviewed. sector. Detailed indicators are provided in Annex 2. 5.2 RESEARCH AND DEVELOPMENT 5.2.1 Situation Analysis progressive nations. This push is driven by the need Digital incorporation is critical for the social-economic for an innovative public administration paradigm development of a growing economy. ICT-enabled emphasizing open data, open service and open public sector management is currently a key area of processes; which essentially may lead to increased interest for research and innovation efforts among collaboration, participation and transparency in the 67 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 delivery of services to the public. Across the world and government embracing R&D to locally produce and use particularly in Africa, there is empirical evidence that technology. This will require increased collaboration increased adoption of ICT is associated with improved with academia and industry. public sector management. The preparation of this National Master plan shall Much empirical and theoretical work emphasizes address the challenges technology poses for user that research and development (R&D) is an important privacy, the potential of emerging technologies and contributor to economic growth. R&D spending is likely unintended consequences of technology in general to lead to growth through its positive effect on R&D through the application of Research and Innovation in and total factor productivity (TFP). The improvements promoting digital economy. Consequently, Research and in technology through industrial innovation have been Development (R&D), which is a creative and systematic the driving force behind the rising standards of living in work that aims to increase the stock of knowledge and the developed world over the long run. Research targets devise new applications for available knowledge, will at enhancing innovation will allow businesses to gain help accelerate digital inclusion. Therefore, applied a competitive advantage, support sectors to transform, research, which is an original investigation undertaken and achieve their digitalization potential. To achieve in order to acquire new knowledge, will be pursued by this, the National Digital Master plan will focus on a Kenyan Government. framework for creating various facilities and programs to enhance and support the R&D capability in the public 5.2.2 Outcomes, Objectives, Strategies sector to enable the government to build new and and Key Projects innovative solutions. The challenges outlined in the situation analysis would There is no R&D in the government development and be addressed with the stated objectives and to achieve use of ICTs. At the same time, the government does not the following outcomes; consume R&D outputs from universities and research institutions. In reality, the government is a consumer of Outcome 1: Streamlined approach on ICT R&D in ICTs, largely focusing on the procurement of technology government from the private sector, most originating from Western The objectives, strategies and key projects to deliver countries. This Master Plan proposes a shift towards the the above outcome are shown in Table 5.2. Table 5.2: Objectives, strategies and key projects for Research and Development Outcomes Objectives Strategies Key Projects Outcome 1: (a). A streamlined „ Create a framework for ICT R&D in „ Develop a framework for Streamlined approach to ICT R&D government government ICT R&D. in government. approach to „ Support ICT R&D in government. „ Establish ICT research hub. ICT R&D in „ Develop National ICT knowledge „ Develop ICT research fund. government. management framework. „ Develop partnership „ Collaborate locally with academia and framework for ICT research. industry in solving government digital challenges through R&D. 5.2.3 KPIs Detailed indicators are provided in Annex 2. The main KPI to track the realization of the outcomes (a). No. of ICT research & Development conducted. is the number of government digital R&D solutions. (b). No. of ICT innovations adopted. 68 5. FOUNDATIONAL AND CROSS-CUTTING THEMES 5.3 DATA PROTECTION AND CYBER MANAGEMENT Information Security refer to the process of ensuring „ Successful cyber-attacks result from a lack the Confidentiality, Integrity and Availability (CIA) of the of security management systems to manage Government’s information assets. The CIA model of ICT security vulnerabilities on critical infrastructure. security ensures that information assets, both tangible „ Lack of real-time monitoring to identify and intangible, are safeguarded against unauthorized vulnerabilities and threats. access, use, dissemination, modification and disclosure. „ Lack of clear critical systems User Identity Management. 5.3.1 Situation Analysis „ Low and/or lack of skilled personnel in Cyber As the government envisages delivering the objectives security. of the National Digital Master Plan through various „ Software and systems are designed and digital interventions, more emphasis should be given manufactured from a variety of sources give rise to data protection and cyber management to ensure to the possibility of compromised supply chains. that current and emerging threats are being addressed. „ Large attack surface in the government, This shall be done through digitizing, automating and stemming from the increased complexity of securing government services for effective and efficient systems and digital connectivity use models. delivery to the citizenry. Social and technology trends, such as teleworking, In addressing information security challenges, the and mobile devices, lead to an increased number of government has enacted the following critical legal insecure devices accessing government networks and frameworks and policies: blurring the perimeters of systems. (a). Computer misuse and cybercrimes act 2018. (b). Data Protection Act 2019. 5.3.2 Outcomes, Objectives, Strategies Besides these, the Government has been able to put and Key Projects in place the following interventions governing the The Government endeavors to transform Kenya into a management of our cyberspace: globally competitive digital economy through building „ The current review and Implementation of the a resilient and secure infrastructure that facilitates the (V2) National Cybersecurity Strategy. achievement of digital services and data management „ Operationalization of National Public Key through the development of digital skills, business, Infrastructure. and innovation and digital enterprises. This requires „ Development of an Information Security a comprehensive plan on information security and Standard as a baseline reference point for cyber management. The overall outcome envisaged MCDAs. at the end of the planned period is increased security „ Formulation of the National Information Security of government digital resources. The intermediate Policy. outcomes are: However, the development and implementation of a Outcome 1: Enhanced data protection and cybersecurity government-wide information security program have legislative framework. been faced with a number of challenges including Outcome 2: Enhanced Governance and cybersecurity „ Lack of security integration in government management in MCDAs. projects at inception. Outcome 3: Enhanced capacity on information security „ Lack of proper security controls across the and cyber management in government. infrastructure results in service disruptions and The objectives, strategies and key projects to deliver outages. the above outcomes are shown in Table 5.3. 69 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 Table 5.3: Objectives, strategies and key projects for Data Protection and Cyber Management Outcomes Objectives Strategies Key Projects Outcome 1: „ Enhance the country’s cyber „ Review the legal, policy gaps, „ Formulation of legislation Enhanced policy to address current and and regulations on ICT systems and to protect ICT Infrastructure. information security emerging threats. infrastructure. and cybersecurity „ Enhance the capacity and legislative „ Review cybersecurity capability of information framework. legal and policy framework.security enforcement. Outcome 2: „ Improve MCDA’s Information „ Conduct Information Security/ „ National cyber-protection Enhanced Security & Cybersecurity cyber security maturity assessments system. Governance and Management and Business in all MCDAs – (Critical Services). „ Establishment of Cyber cybersecurity Operation (Government, CNII „ Developing and operationalizing Security Operation Centre management in and Business). National Security Incident Response (Gov-Soc). MCDAs. „ Provide and ensure a Framework. resilient and secure Digital „ Adapt and Implement Infrastructure and Services “Zero Trust” Strategy across all Platform to facilitate the government digital platforms. achievement of a digitally „ Establishing and operationalizing enabled economy. the Government CIRT. „ Strengthen and Build „ Develop plan for disposal Capability to effectively deter, of government ICT systems and detect, and respond to Incident equipment. Management and counter the threat from cyber activities targeted to government systems. Outcome 3: „ Enhance the National Cyber „ Establish a cyber-security „ Establish and Enhanced capacity Security Capacity and Capability resource center. operationalize a cyber- on information Building. „ Roll out a robust cybersecurity security center of excellence security and cyber „ Raise the general level of capacity building program (Cyber Excellence Centre). management in cybersecurity Awareness in „ Conduct Government wide Cyber „ Training for key government. Kenya for individual users, security drills. officers from MDAs on communities, enterprises, and data protection and Cyber „ Incorporate cyber security organizations. Security best practices.training in early learning curriculum „ Increase public and investor through institute of curriculum confidence in the government development. delivering secure digital „ Conduct a cyber security services. awareness monitoring. 5.3.3 KPIs (a). Critical Information Infrastructure (CII) Bill. The overall KPIs are the percentage of successful threats (b). 300 MCDAs that have adopted the National to security and period of downtime due to security Cybersecurity Maturity Model. breaches. The intermediate and detailed KPIs are (c). cyber-security centre of excellence (Cyber presented in Annex 2. Excellence Centre). 70 5. FOUNDATIONAL AND CROSS-CUTTING THEMES (d). 300 Security Incident Response Plans for professionals/ Point persons in MDAs. MCDAs. (f). 300 MCDAs trained on data protection. (e). Capacity building for Cyber security 5.4 EMERGING TECHNOLOGIES 5.4.1 Situation Analysis the government’s active involvement in AI initiatives The ubiquitous coverage of AI in the mainstream news either as a regulator or promotion of research and in recent years has sparked considerable skepticism development of AI. among non-AI scientists about what AI can and cannot Emerging technologies introduce a paradigm achieve, as well as the implications of increasingly shift through the expansion and use of intelligent sophisticated AI. The general populace is concerned technologies. These are mainly represented by AI, that artificial intelligence (AI) will eliminate their jobs IoT, Big Data, and Distributed Ledgers, amongst or, worse, take over the entire globe. Given the success others (see Figure 5.1 for examples of emerging of deep learning in some industrial applications, some technologies). A dynamic ecosystem of government believe that AI must now be solved, or at the very least needs to be established, which creates and captures advanced to the point where the industry can address the added value represented through the 4th Industrial Revolution. all remaining challenges. Given the rapid expansion of the AI business, there has been some debate about Figure 5.1: Some Emerging Technologies 71 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 International AI Approaches by governments The following key areas will be addressed by the AI or artificial intelligence is the simulation of human National AI Strategic Plan: intelligence processes by machines, especially 1. The long-term transformative effects of AI on computer systems. These processes include learning, the Kenyan economy and service delivery. reasoning and self-correction. Some of the applications 2. The National and County Governments’ Roles in AI Investments. of AI include expert systems, speech recognition and machine vision. Globally, most economies have taken 3. Determine long-term investments in AI active steps to take advantage of the benefits that come research. Prioritize investments in the next generation of artificial intelligence. with AI. 4. Create effective methods for collaborating AI has been applied by both governments and private on human Artificial Intelligence. To create organizations in the following areas; Health care, effective interactions between humans and AI surveillance, banking and finance, education, service systems, more research is required. delivery etc. 5. Recognize and address the ethical, legal, and societal implications of artificial intelligence. The Kenya AI Masterplan To understand the ethical, legal, and social implications of AI, as well as to develop Kenya has been a trendsetter when it comes to methods for designing AI systems that align adoption of both mature and emerging technologies with ethical, legal, and societal goals, more as evidenced by the growth in FINTECHS and Mobile research is required. money largely driven by the private sector. The AI 6. Ensure the safety and security of AI systems. technologies and capabilities will be the in thing in Before AI systems are widely used, assurance the next 5-10 years and Kenya cannot afford to be left that the systems will operate safely and behind or to be the late laggards. Kenya can support securely in a controlled, well-defined, and Research and Development of this technology and well-understood manner is required. More research is needed to address the challenge encourage harnessing of the AI capabilities to solve of developing AI systems that are reliable, local problems while exporting the same capabilities to dependable, and trustworthy. other countries either through skill AI human capital or 7. Create shared public datasets and through AI products and services. environments for AI training and testing. The depth, quality, and accuracy of training The Strategic plan supporting the AI Masterplan datasets and resources have a significant To create this plan, the government will convene impact on AI performance. Researchers must create high-quality datasets and environments, an interagency AI task force comprised of National as well as provide responsible access to Government agencies, County Governments, higher high-quality datasets, testing, and training education and private sector organization stakeholders resources. to create a National AI Research and Development 8. Use standards and benchmarks to assess Strategic Plan. The primary goal of the National AI R&D and compare AI technology. Standards, strategic plan is to develop a high-level framework for benchmarks, test-beds, and community identifying scientific and technological needs in AI over interaction are all important for AI progress. More study is needed to develop a wide range the next 5 to 10 years, as well as recommendations for of evaluating tools. establishing and maintaining the National AI Research Resource, including technical capabilities, governance, 9. Gain a better understanding of the human capital (workforce) requirements for AI R&D administration, assessment, and requirements for in Kenya. AI advances will necessitate a large security, privacy, and civil rights. community of AI researchers. To ensure that 72 5. FOUNDATIONAL AND CROSS-CUTTING THEMES adequate AI professionals are available to technologies of Artificial Intelligence and Block handle the priority R&D areas identified in chain (distributed ledgers). The 11-person taskforce this Plan, a better understanding of existing prepared and launched a report following their terms of and future R&D workforce demands in AI is required. references requiring them to make recommendations of how the government can use Artificial Intelligence Countries such as India, China, and the United States, all and Distributed Ledgers technologies to promote and created special teams to address emerging technologies enhance government services. A summary of these such as Artificial Intelligence. Kenya has made great recommendations appears in the infographic shown as strides in the discourse of emerging technologies Figure 5.2. being amongst the first countries globally to set up a taskforce in 2018 that investigated the emerging Figure 5.2: Summary of interventions as proposed by the AI & Blockchain Taskforce Emerging technologies often pause a unique challenge technologies promise a great opportunity in adding to governments as they may often require deployment efficiency, creating immense savings and even creating structures that do not already exist in government. They totally new industries that can give great benefit to also have an inherent risk of support and maintenance a government and an economy that embraces them. as they may often involve novel technologies that do It is in light of this that this National Digital Master not already have established supply chains and support Plan proposes to make Kenya an icon of emerging structures to guarantee their deployment. technology applications in Africa by localizing and creating new industries around these emerging Nevertheless, if deployed successfully, emerging technologies. 73 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 5.4.2 Objectives, Strategies and Desired utilization for development. Outcome (b). Outcome 2: New solutions and industries are created with the adoption, localization, and The overall outcome of this theme is enhanced value utilization of emerging technologies. creation from the adoption, localization, and utilization of emerging technologies by the government. The The objectives, strategies and key projects to deliver intermediate outcomes are: the above outcomes are shown in Table 5.4. (a). Outcome 1: Kenya as a leader in emerging technology adoption, localization, and Table 5.4: Objectives, strategies and key projects for Emerging Technologies Outcomes Objectives Strategies Key Projects Outcome (a). Create „ Develop and „ Incorporate AI-Driven in deployment of government 1: Kenya as an enabling expand e-Government services. a leader in environment for services using emerging emerging the absorption and „ Deployment of IoT, blockchain systems and technologies technology implementation infrastructure for the tracking of assets, transactions adoption, of emerging „ Develop strategy and legal documents. localization, and technologies. for adoption of smart „ Creation of a digital assets framework to support utilization for technologies development government registries as the basis for distributed ledgers to support access to credit and financial facilities „ Develop a framework for big data sharing for the public. „ Establish a government framework for adoption and utilization of smart technologies (AI, IoT, Blockchain, crypto currency) „ Enactment of laws for smart technologies. „ Drive government „ Provision of secure APIs to home-grown Kenyan services through independent software developers and vendors to collaborative mechanisms create business productivity applications for emerging technologies. „ Establishment of an R & D fund dedicated to emerging technologies, ICT research. „ Establish automated 24hr On-Demand Government services. (b). Lead in „ Promote R&D and „ Develop curriculums and deliver courses around emerging centers of excellence emerging technologies within academic institutions technology within academic and ICT centers of Excellence. discourses and discussions institutions „ Increased international partnerships with leading globally R&D actors in the emerging technology space „ Develop digital talent „ Establish formal discourses, working groups and on emerging technologies. courses on emerging technologies „ Host an Annual global conference on emerging technology applications. 74 5. FOUNDATIONAL AND CROSS-CUTTING THEMES Outcomes Objectives Strategies Key Projects Outcome 2: (a). Localize, „ Creating new „ Develop a government, academia and private sector New solutions co-create, partner, e-Government ecosystem Emerging technologies sandbox. and industries and build upon that co-exists with created with emerging tech producers industry and academiathe adoption, localization, (b). Harness the „ Promote regional „ Develop technology exchange partnerships and and utilization knowledge and of emerging and continental e-Govt royalty programs with partner governmentsexport emerging technologies cooperationtechnology products „ Globalizing our best „ Commercialize the best in class e-Government e-Government knowledge systems. base and practices (eCitizen, Huduma Centres) 5.4.3 KPIs The overall KPI of this theme is the amount of value the government creates with the adoption, localization, and utilization of emerging technologies. Intermediate and lower-level KPIs are provided in Annex 2. ü 4 AI, IoT, Big data and blockchain projects implemented. ü 5 Automated On-Demand 24hr Government services. ü 4 curriculums on emerging technologies in academic institutions ü 10 Institutions delivering the emerging technology courses. 75 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 6. IMPLEMENTATION 6.1 RESOURCE MOBILIZATION 6.1.1 Introduction „ To source for Master Plan funding to cater for A critical imperative for the successful and effective implementation of all the components of the implementation of this MasterPlan is that the required Master Plan, including to ensure sustainability financial resources will be available. The ministry will and to develop and implement a framework for explore diversified strategies for resource mobilization resource mobilization. and prudent financial management; funding of the Specific Objectives projects in this Master Plan will come from the National „ Liaise with stakeholders in the acquisition of Government, development partners and other public or resources private institutions through Private-Public Partnerships (PPPs) and collaborations. „ Prioritize Master Plan activities for budgeting Main Objectives 6.1.2 Resource Requirements „ To give us a guide on how we intend to partner The resource requirement per theme for the period and collaborate on how to harvest enough 2022-2032 is shown in Table 6.1 (in Ksh Millions). resources that will support the National Digital Master Plan Table 6.1: Resource requirements Theme 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 1. Digital Infrastructure 46,800 46,800 41,050 41,050 36,800 36,800 36,800 36,800 19,300 19,300 2. Digital Government 3,202 3,242 3,241 3,035 3,035 3,035 3,035 3,035 3,035 3,035 Services, Products and Data Management. 3. Digital Skills 500 3,491 3,491 3,490 3,489 3,489 3,489 3,489 3,488 3,488 4. Digital Innovation, 265 265 365 365 340 340 340 340 340 340 Enterprise & Digital Business 78 6. IMPLEMENTATION 5. Legal, Policy 6.836 & Regulatory Framework 6. Research & 2,180 2,180 2,180 2,180 2,180 2,180 2,180 2,180 2,180 2,180 Development 7. Data Protection & 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 Cyber Management 8. Emerging 587 1,420 1,768 1,767 1,825 1,825 1,544.5 1,544.5 1,259.5 1,259.5 Technologies Total 55,541 59,398 54,095 53,887 49,669 49,669 49,389 49,389 31,603 31,603 The total financial resource requirement to fund this (f). Universal fund. This will be useful in the Master Plan for the period is Ksh. 484.241 billion, about funding of broadband roll-out in unserved and 0.5 trillion. under-served areas, in order to increase service coverage and access. 6.1.3 Sources of Funds (g). ICT Government Policy Funding Proposal: Government policy to allocate 5% of the The Master Plan will require substantial resources national budget to fund the master plan. This is to implement over the period of ten years. There per international best practices. are several sources of possible funding available for (h). ICT Fund Proposal: Introduce a levy on ICT consideration: services to form an ICT Fund for the master plan. (a). Resources generated from commercialization of the infrastructure already in place. There 6.1.3.1 Resource Management and Efficiency are currently 7,300 Kms of fibre under To ensure utilization and prudent management of commercialization under NOFBI I, NOFBI II and the available resources, the ministry will employ the IIE. 1600 Km of NOFBI requires rehabilitation. following interventions. (b). Allocation from the National Treasury. The (i). Financial Management Systems: The policies ministry will continue to lobby for additional and procedures manuals for Supply Chain funding from the National Government through Management and Audit will be reviewed as the Exchequer and other sources. Participation necessary and adopted to ensure financial in Sector Working Groups will be important for management is harmonized and efficient. the bidding of the required financial resources. The planning, budgeting and financial management systems will be strengthened to (c). Support from Development Partners. Strategies optimize management of financial resources to attract technical and financial support from and enhance budget absorption capacity. development partners will be executed. All resources shall be managed through the (d). The Ministry will also diversify the resource Ministry Financial Management System which base through identification of development will, among other aspects, ensure automation and synchronization of work plans with budgets partners/donor policy priorities areas. and procurement plans. Key activities, projects (e). Public Private Partnerships. The diversification and programmes will be identified and fast- of resources will also be achieved through tracked for implementation to provide impetus Public-Private Partnership (PPP). Development for the medium term and long-term milestones. of suitable incentives and tax breaks to the Implementation of capital projects will be guided by the Projects Committee with reference to private sector to fund the Master Plan projects the infrastructure manual for annual budget will be explored. allocations. 79 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 (ii). Financial Reporting: Production of accurate (a). Over reliance on Government funding in and informative annual financial statements support of the Master Plan which is not in accordance with International Public Sector sufficient Accounting Standards will be key to achieve excellence in Financial Reporting. The ministry (b). Funding for implementation of all components will endeavour to resolve 100 percent of audit of Master Plan is not consolidated but findings within 12 months of audit publication. distributed across several players involved Annually, it will issue clear year-end closing (c). Lack of awareness of the scope of the Master instructions with specific deliverables and Plan deadlines. It will develop corrective action plans and assist spending units with the support necessary to continually strengthen their 6.1.5 Strategies activities with regard to financial monitoring and reporting. The main strategies to address the above challenges are: (iii). Fully-Fledged Accounting Units: Qualified accountants will be deployed to ensure that (a). Enhanced Collaboration with the Parent each station can run a fully-fledged accounting Ministries under Master Plan and the National unit. It is expected that each station will also be Treasury. This is to ensure adequate resources served by a procurement officer to meet their are allocated to the Plan. This can be done procurement needs. This independence will help to overcome the challenges such as delays through active participation in Sector Working in cash bails and deposit refunds and any other groups. bottlenecks experienced in the accounting (b). Demonstration of the successes of processes. implementation of Master Plan to attract more (iv). Prioritisation and Sequencing: To ensure funding. This is to create awareness to the efficiency and value-for-money, the activities will general public, attract private investors and be logically sequenced and prioritized through show viability of the Master Plan. This can also annual work plans as well as procurement plans be done through having Donor conferences that for implementation. showcase the benefits of implementation of the (v). Innovation: The ministry will continuously seek Master Plan. to promote new ideas, services or systems that (c). Employ Human Resources with a deep add value or improve quality of services. This will include exploiting modern technology, invention understanding of technology to be able to and innovation by employing out-of-the-box support and sustain the Plan. thinking to generate new value and bring about (d). Research on the best and affordable significant changes in society. technologies to be used in the implementation (vi). Fast Tracking Policies: Development of key of the Plan. Reach out to universities to find out policies, manuals, strategies and guidelines how we can harness research and development identified in this plan and subsequent approvals (e). Enhance political goodwill by having a from the ICTA will be given priority during the Plan period. These will provide a framework for Master Plan champion at the top level of the effective management of key administrative Government. Also engaging local leaders to processes while ensuring inclusivity and certainty show the success of the Plan at the local level. of impacts. (f). Using ICT to lower the cost of managing government services to showcase the benefit of 6.1.4 Challenges funding investment in ICT. The following are key challenges with respect to resource mobilization. 80 6. IMPLEMENTATION 6.2 INSTITUTIONAL FRAMEWORK The ICT State Department and the ICT Authority composed of Cabinet secretaries from will work with the National Government, County ministries implementing the projects. Governments and other departments and agencies The ICT Authority shall provide a secretariat to manage the various actions and initiatives in this and project management office for the flagship Kenya National Digital Master Plan. This section spells programmes. out how the structure within the ICT Authority will (b). The Cabinet Secretary shall advise the ensure implementation of the Digital Master Plan President, through the ministry on all ICT and how this structure will relate with the key sectors matters. of the economy as well as the County Governments. (c). The Chief Executive Officers of the different Implementation of the Master Plan will require state departments in Government shall coordination of many Government departments, public constitute a technical working group chaired by and private institutions as well as the civil society. CEO ICT Authority (d). A working group of County Executive for ICT 6.2.1 Proposed Governance Structure shall be chaired by the CEO ICT Authority and Changes shall have the mandate to review and approve all County ICT budgets and projects and to align ICTA as the implementing agency that shall provide them to national priority areas as defined in this leadership, the following changes are required: Master Plan. (a). This Digital Master plan shall be implemented (e). ICTA shall have the overall mandate of analysing by the Ministry of ICT, innovation and youth data on ICT education and professional affairs through the ICT Authority. The ICT development and to maintain a database of ICT Authority shall coordinate implementation of professionals in Kenya. master plan activities and shall chair Technical (f). ICT Authority shall be the main coordinating and Implementation Committee comprising implementing agency for the master plan. technical officers from key implementing agencies. The Principal Secretary incharge of 6.2.2 Institutional Framework for Kenya department of ICT and Innovation shall chair National Digital Master Plan Governance inter-ministerial Committee composed of In order to implement the ICT flagship projects principal secretaries of agencies implementing proposed in this Master Plan, the project management the Master Plan, whilst the Cabinet Secretary in- governance envisaged is shown in Figure 17. charge of Ministry of ICT, Innovation and Youth Affairs shall chair the Oversight Committee 81 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 Project Management Governance Structure It is to be noted that at the apex of this structure is a conflicts and challenges in flagship projects. multi-stakeholder steering committee chaired by the In this structure, synergies between ICTA and respective President. The team has representation from key arms ministries, agencies and counties will provide the of the Government. The key Government arms should technical and functional knowledge base required to include ministries in charge of energy, infrastructure, drive the ICT Authority successfully. Table 2 shows the trade, industrialisation, security and education. Its role roles and responsibilities is to provide oversight of flagship ICT projects, receive status (M&E) reports from the inter-ministerial project steering committee and resolve inter-ministerial 82 6. IMPLEMENTATION Project Governance 83 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 PROJECT MANAGEMENT GOVERNANCE AS PER THE DIGITAL MASTER PLAN 2022 - 2032 PROJECT MANAGEMENT GOVERNANCE STRUCTURE Project Management Roles as per Master Plan Project Cycle Stages Oversight Inter- PMO ICTA MCDA committee ministerial chaired by the Project president Steering Committee Project conception ✔ ✔ Project initiation ✔ ✔ ✔ Project planning ✔ ✔ Procurement ✔ ✔ Project execution ✔ ✔ ✔ M&E ✔ ✔ ✔ ✔ Project closure ✔ ✔ ✔ 84 6. IMPLEMENTATION GOVERNMENT ICT GOVERNANCE STRUCTURES APPENDIX I: National ICT Project Governance Structures . Membership Terms of Reference 1 The ICT Oversight His Excellency the President – Chair 1. Review and approve projects for initiation Committee Members 2. To provide oversight of flagship ICT Projects Cabinet Secretary-; „ Ministry of Land Housing & Urban 3. To receive and consider reports from inter- ministerial Steering Project Committee Development 4. To resolve inter-ministerial Project „ Ministry of interior and Coordination challenges. „ Ministry of Education Science and Appointing Authority: H.E. The President Technology Meeting: Bi-annual „ Ministry of ICT „ Ministry of Devolution and Planning „ Ministry of National Treasury Chief Executive Officer , ICT Authority- Secretary 2. Inter-Ministerial Project Principal Secretary Ministry of ICT – Chair 1.Champion Implementation of Key Projects Steering Committee Members 2. Monitor and Evaluation Projects and take necessary action for the success of the Permanent Secretary -; project. „ Ministry of Lands, Housing and Urban 3. Prepare and report Projects status to development oversight Committee „ The National Treasury 4. Resolve inter-ministerial Project „ Ministry of interior and Coordination challenges. „ Ministry of Education Science & 5. Receive and review quarterly reports from Technology Project Implementation and Monitoring Committee. „ Ministry of Devolution and Planning 6. Co-opt the ministry that own the key Chief Executive officer, ICTA –Secretary project(s) Appointing Authority: H.E. The President Meetings: Quarterly 85 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 APPENDIX II: Ministries, Agencies and Counties 1.0 Project Implementation and Monitoring Committee Role Membership Terms of Reference Project champion (Chair) A top-ranking officer from the 1. Initiate projects within Ministries, organ Ps for Ministry and CEO for Agencies & Counties Agencies 2. Review and approve project concepts and implementation plans 3. Resolve project challenges to ensure smooth implementation Project owner The user of the system 4. Review and approve project budget 5. Monitor and evaluate projects at Chair of Technical committee This is the person who implementation stage is responsible for the 6. Prepare and present quarterly progress implementation of the system. report to inter-ministerial project [Head of ICT] Steering committee 7. Appoints Project implementing team[s] Project Management Office Project Manager ICT Authority 8. Co-opt stakeholder’s representatives or other members Meetings: Regularly Appointing Authority: Cabinet secretary/ Governor/CEO appropriately All MCDAs must comply to this governance structures Counties will provide the technical and functional knowledge base required to drive the e-Government It is to be noted that at the apex of this structure is agenda successfully. a multi-stakeholder Steering Committee chaired by His Excellency the President. This committee has In the public sector, ICTA will work with all the representation from key arms of Government, private ministries in the national government, county sector and academia. The key arms of Government governments and a variety of agencies. Some of the should include Ministries for the time being in charge key institutions and agencies that ICTA will work with of Energy, Infrastructure, Trade, Industrialization, include: Security and Education. Its role is to provide oversight 1. Communication Authority (CA). CA is of flagship ICT projects, receive status (M&E) reports responsible for creating the appropriate from the Inter-ministerial Project Steering Committee regulatory environment for the ICT sector, a and resolve inter-ministerial conflicts and challenges critical issue in the Policy, Legal and Regulatory Framework foundational theme. It also in flagship projects. This will in future be replaced by operates the Universal Service Fund that will an ICT Council chaired by His Excellency the President. be crucial for ICTA to extend critical digital This is in line with global practice, especially in infrastructure and services to marginalized countries that have exploited ICT for socio-economic areas. development. In this structure, synergies between 2. Office of the Data Commissioner. The Data ICT Authority and respective Ministries, Agencies and Commissioner role as the protector of citizen 86 6. IMPLEMENTATION data rights will become increasingly critical 8. Kenya Educational Network (KENET). as the level of digitization in both the public The KENET is the National Education and and private sector matures. Citizen trust and Research Network (NREN) for Kenya. Its confidence in adopting and using digital digital infrastructure connects educational services, particularly in the public sector will and research institutions. ICTA can leverage depend on the assurance that their data is safe, this infrastructure to provide last mile secure and is not being abused - deliberately connectivity to its customers, especially or otherwise. schools and hospitals. ICTA can also use the KENET infrastructure as a back-up for certain 3. Kenya Innovation Agency (KENIA). KENIA, links and outsource the construction and/or under the Ministry of education, is responsible maintenance of specific connectivity links to for managing the national innovation system, KENET. which includes digital innovations. ICTA will work with KENIA in the Digital Innovation 9. KENIC is the central registry for dot ke (.ke) Enterprise and Digital Business pillars. county code top level domain. It is mandated with the responsibility to manage and 4. Konza Technopolis Development Authority: administer the dot ke. Established as a vision 2030 strategic initiative to develop Konza Technopolis as a The projects to be implemented cut across different globally competitive smart city by creating ministries, departments and agencies. It recommended an enabling environment through utilization of ICT for socio-economic development the formation of a Digital Master Plan (DMP) Steering of Kenya leveraging knowledge economy Committee to be headed by the Cabinet Secretary in propositions. ICTA will work with Konza in the charge of MoICT, with membership from relevant key Digital infrastructure, Digital services and Data institutions. This committee will provide strategic management, Digital skills,Digital innovation, oversight for the effective implementation of DMP entrepreneurship and digital business as well 2022-2032 and will coordinate all the necessary project as the execution of key foundational and cross cutting themes in this strategy. inputs and resources as necessary. Its membership will comprise key agencies that will be implementing 5. The Commission for Revenue Allocation (CRA), various aspects of the Master Plan. a constitutional body that determines how the Government revenue is to be allocated. Although the primary mandate of ICTA is the public It operates the Equalization Fund that could sector, it shall be required to also ensure seamless be used for building digital infrastructure and systems in marginalized counties. integration with the private sector information systems to enable and facilitate digital businesses. 6. National Communication Secretariat (NCS). NCS is under the State Department of ICT and is responsible for policy development. ICTA will work with NCS in addressing policy The table below shows the roles and responsibilities of issues identified under the Policy, Legal and the key actors in the management of the flagship ICT Regulatory Framework foundational theme. projects. 7. Universities and Research Institutions. ICTA will work with universities and research institutions in implementing projects under the Research & Development foundational theme. 87 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 Actors Responsibilities Oversight Committee „ Provide oversight of flagship ICT projects Chaired by the President „ Receive status (M&E) reports from the Inter- ministerial Project Steering Committee „ Resolve Inter-ministerial conflicts and challenges in flagship projects Inter-ministerial Project „ Champion the project Steering Committee „ Monitor and evaluate the project „ Report project progress to the Oversight Committee Ministry of ICT „ Provide oversight and coordination of all ICT Government Projects ICT Authority` „ Chair the Technical Implementation committee „ Provide PMO Services to delegated GOK projects „ Provide PMO Services to overall Government „ Set and enforce standards and guidelines for ICT projects - Evaluate projects against the ICT Master Plan and project selection criteria „ Assist in the technical evaluation of ICT projects and provide technical support during the procurement process „ Assign technical staff of implementation committees of flagship projects „ Coordinate overall implementation of the masterplan „ Provide design, development and implementation support to flagship ICT projects - Provide technical support to the Inter- ministerial Project Steering Committee and the Project Manager (PMO office) „ Initiate review and development of masterplan. „ Monitor and report on implementation status of masterplan „ Provide technical training to flagship project personnel - Provide ICT literacy training to users of completed projects „ Provide technical support to completed projects - Report to the Inter-ministerial Project Steering Committee „ Manage contracts for project outsourced services „ Manage the assigned project to completion Ministries, Counties, „ Own project Departments and „ Provide functional support during project execution Agencies (MCDA) „ Sustain the project after closure „ Provide user support to completed projects Solution Providers „ Provide solutions or outsourced services under the supervision of the PMO 88 6. IMPLEMENTATION 6.3 STAKEHOLDER ENGAGEMENT AND PUBLIC PARTICIPATION 6.3.1 Definition of Terms In addition, the Constitution of Kenya Article 10(2) a, b Stakeholder - groups & entities without whose support and c states that public institutions must pay attention or buy-in the organization/programme/initiative would to national values and principles of governance which cease to exist (Freeman & Reed, 1983). include; transparency, inclusion and accountability. Stakeholder Engagement - This is the process of Moreover, Chapter 35 of the Constitution of Kenya consulting and involving the relevant stakeholders (1 a & b) and 3 on Access to Information stipulates to harvest their views and input for use in improving that every citizen has a right to information and this decision making to achieve programme objectives. is defined further in the Access to Information Act, 2016. Communication -Sharing information to achieve a shared meaning. The National Digital Master Plan aspires to transform the operational processes of key sectors, e-Government services, access to data and information, and the 6.3.2 Rationale for Stakeholder perspective of citizens to ICT. engagement & Public Participation This document takes into account the local, regional The ICT sector in Kenya has grown and is now and international multi-stakeholder environment integrated into the economy and to the day-to-day and dynamics in which Kenya’s ICT sector operates. life of every Kenyan citizen and residents. However, The document also recognizes that each stakeholder there have been gaps in the way information on involved in the decision-making process of proposed ICT initiatives is disseminated and the factors activities has a valid view, knowledge and experience range from:(a) Limited coordination of information that can add value to the final decision. It is founded sharing within the sector on critical issues like data on the conviction that inclusive and participatory integration and business process re-engineering approaches are more likely to make stakeholders have (b) Inadequate understanding/misinterpretation a greater sense of ownership of decisions made and of Programme objectives (c) Budgetary constraints subsequently comply where required. hence limited stakeholder engagement activities (d) Poor perception/little understanding and support of For this to be achieved, there has to be, among other ICT Programmes by stakeholders in other sectors (e) things, continuous engagement with all stakeholders Limited collaboration amongst implementing agencies who have been mapped out. The ICT Authority (f) resistance to change and adoption of emerging will require their support, buy-in, good will and technology. endorsement of key stakeholders. There will also be a need for change in the attitudes, perceptions, beliefs The Constitution of Kenya, 2010, Chapter 35, clarifies and cultural practices in some stakeholders. that government and public institutions have the responsibility of providing the citizens with information This document has identified several stakeholders they possess. This includes programs funded by whose cooperation is of utmost importance. The the exchequer and activities meant to benefit the stakeholders include Government of Kenya MCDAs, common citizen. It is important for the citizens to private sector, development partners, the media, access information on programmes and projects, their academia and research institutions, general public and implementation status, achievements and the impact it civil society as shown in Table 6.2. has created on their livelihoods. 89 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 Table 6.2: Stakeholder engagement Expectation of the Expectation from the Activities/ Items Stakeholder Responsibility/ Role Stakeholder stakeholder to support The Presidency Owner of all Programmes /initiatives Issuance of Executive Orders A Cabinet paper Programmes initiated that best support their and Directives by government Manifestos and Vision Coordination of all implementing agencies to realise the objectives in the Digital Master Plan Citizens Consumption of ICT Infusion of their needs Uptake of ICTs A Sensitization infrastructure services into policy formulation Plan Participation of policy formulation Ownership of ICTs Development Financing ICTs Plans for Financing Availing of funds Implementation Partners development Plan Uptake of project funds Credit issues Consultancy services Capacity building M & E Vendors, They implement Good governance in Knowledge Transfer Implementation Contractors, proposed projects to project implementation Plan Consultants & realise objectives Post project management Suppliers Honoring contractual support Vendor guidelines terms Honoring contractual terms Transparency during tendering Payments MCDAs Initiatives proposed Projects prioritization Compliance with provisions Implementation in the Master Plan of the Digital Master Plan Plan will take place in their Conducive work institutions environment for uptake of tech Consumption of ICT services Implementation of ICTs and services Increase digital literacy of citizens through training Provision of sustainable ICT services 90 6. IMPLEMENTATION Expectation of the Expectation from the Activities/ Items Stakeholder Responsibility/ Role Stakeholder stakeholder to support ICT Industry They critique & review Infusion of their ideas Sector supports the Connected Kenya Thought the Master Plan into the document and implementation of the Summit leadership during implementation Master Plan of initiatives Promote sharing of ICT Assessment of infrastructure cybersecurity levels Digital business ecosystem Communities & The ICT infrastructure Their ICT needs catered Support project Project community Opinion leaders projects are rolled out for in the Master Plan implementation outreach and in their areas and so stakeholder have a say engagement plans Direct benefits from Protect/safeguard the the projects to the infrastructure They are consumers of communities ICT services Media They Educate and Served with accurate, Unbiased reporting FAQs & Fact Sheets inform current information Framing of strategic Build capacity of issues touching on ICT media to report on ICT Infrastructure Sensitization of Citizens Infrastructure Ministry of ICT Policy formulation and Support from sector Successful and effective Implementation enforcement of policies implementation of initiatives Plan to support ICTs in the outlined in the Master Plan country Information/data from Information sharing/reports sector Allocation of resources within sector for development and Co-messaging (One sector, operation of ICT one voice) Quality control Mobilize resources Oversight, Quality control and M& ICT Authority Lead implementer of Support from sector Mobilize resources Implementation the Master Plan Plan Development of Compliance with the Coordinate sector and Standards standards implementing agencies Capacity Building 91 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 Expectation of the Expectation from the Activities/ Items Stakeholder Responsibility/ Role Stakeholder stakeholder to support The Business They implement Ideas on how to achieve Support from government for Funding & Community initiatives outlined in the digital business a robust ICT ecosystem Resource the Master Plan objectives Mobilization Plan Participate in policy Start Ups formulation Consumption of ICT KEPSA services Provision of ICT services Financing ICTs development through Public Private Partnership (Academia and They support the Support the digital Involvement R & D Surveys research hubs implementation of the skills think tanks) Master Plan Assessments Private sector Promotion of Accurate data/ Venture into production White Paper entrepreneurships information of devices and software development Conduct business with Government Support government endeavours Association of Integrate the provisions Accurate information Articulate their needs for White Paper persons living of the Master Plan in inclusion into the Master with disabilities their community plan Plan Non- Community Accurate data/ Support, sensitization and Community Governmental mobilization for information community mobilization outreach Plan Organizations development Protection of Critical ICT (NGOs) & Consumption of ICT infrastructures Civil Society Be involved in services Organisations implementation Participation in policy formulation 92 6. IMPLEMENTATION Expectation of the Expectation from the Activities/ Items Stakeholder Responsibility/ Role Stakeholder stakeholder to support Government Link between the Accurate data/ ICT is part of your day -to- Master Plan communicators government and the information day messaging in speeches communication citizens etc strategy Be involved in Communicate implementation Implementation of government policies, communication plans Capacity building programs, projects and Enhanced media engagement plans Facilitation with the ICT sector Political leaders Provide political Involvement Support the implementation Advocacy Plan (National leadership of ICT programmes/projects Assembly, Senate, Mobilization of communities County Assembly) Data and reports to support initiatives Legislation and outlined in the Master Plan oversight Successful Mobilisation of resources to implementation fund identified activities Budget and resource Support operators through allocation harmonising the wayleave charges across the 47 counties Religious/ Community opinion Involvement Support the implementation Advocacy Plan community/ shapers of ICT programmes opinion Leaders School sponsorship Mobilization of their Data/reports communities to support ICT Mobilization of resources for Successful infrastructures in facilities implementation they manage (ICT Hubs) Oversee protection of Critical ICT infrastructure KICD They develop and Involved in Master Plan Integrate ICT innovation MOU regulate the curriculum Development programmes into curriculum development 93 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 6.4 MONITORING AND EVALUATION The purpose of monitoring, evaluation and reporting, 6.4.1 Monitoring and Evaluation is to ensure that the implementation of the master Committee plan is undertaken according to schedule and in the A monitoring and evaluation committee shall be event of any deviation, appropriate and timely action is established consisting of heads of Ministry Directorates taken. The master plan will be monitored and evaluated with the ICTA CEO as the secretariat. ICTA’s mandate will during and after its implementation to assess the extent be to champion the implementation of the Master Plan of achievements of planned activities and results. by providing technical support as well as facilitating Further, the section presents how data will be collected, capacity building on monitoring and evaluation of the analysed, reported and disseminated. In addition, it Plan. The use ministry/agency must be incorporated in outlines linkages between monitoring and evaluation the committee. with the key performance indicators that will be used to measure success. 6.4.2 Monitoring, Evaluation and Monitoring, evaluation and reporting is a critical Reporting Approach component for the successful implementation of this Master Plan that will provide the necessary feedback The Master Plan will be monitored through routine and enable management to make evidence-based supervision, data collection, evaluation, and reporting. decisions. The monitoring and evaluation framework is Data collection on the Plan will be spearheaded by ICTA. geared towards improving the achievement of desired The data will be collected, analysed and reported to results, optimization of available resources and at the monitoring and evaluation (M&E) committee. The realizing the impact of the initiatives. ministry implementing units will monitor programmes and projects administered within their respective Monitoring, evaluation and reporting process will jurisdictions and subsequently submit progress reports, be undertaken at both the implementing units on a quarterly and annually basis. These reports will be and management levels. However, successful reviewed against the set targets to measure progress implementation will require putting in place an and lessons learnt. To ensure effective implementation adequate monitoring and evaluation committee and of the Plan, units will be required to develop annual framework. workplans and budgets aligned to the Master Plan, and ensure the targets are aligned to the workplans. The following reports presented in Table 6.3 will be prepared to keep the planned activities on track and to assess the extent of achievement of strategic results. Table 6.3 M&E Reports Report Prepared By Compiled By Submitted to Quarterly Progress Report All ministry Agencies Directorates ICTA PS ICT Ministry Annual Report All ministry Agencies Directorates ICTA PS ICT Ministry Mid Term Evaluation ICTA M&E Committee PS ICT Ministry End term Evaluation ICTA M&E Committee PS ICT Ministry 94 6. IMPLEMENTATION The evaluations will be carried out based on relevance, to work by laying out the components of the initiative efficiency, effectiveness, sustainability and impact and the order or the steps needed to achieve the measures. desired results. A framework increases understanding of the programme’s goals and objectives, defines the 6.4.3 M&E Framework relationships between factors key to implementation and articulates the internal and external elements that A standard M&E framework is essential to guide could affect the programme’s success. the monitoring and evaluation of the Master Plan.   A framework will explain how the programme is supposed Figure 6.1: The Monitoring and Evaluation Framework This framework takes into account all government plans dealing with implementers of the programmes so as to as captured in Kenya Vision 2030, the Medium-Term achieve the intended objective of reporting the results Plans, the Big 4 Agenda and Sustainable development based on facts and reality on the ground. goals. It further takes into consideration the existing The monitoring framework will be employed to track M&E activities of the Ministry of ICT and Innovation and actual performance against the plans and will involve the ICT Authority by establishing a practical monitoring continuous collection and analysis of data as well as and evaluation system, which not only reports on results and recommend corrective measures. On the activities, but also tracks progress in terms of achieving other hand, evaluation will aid in understanding why results. It will adopt a consultative approach while and to what extent intended and unintended results 95 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 are achieved and their impact on stakeholders which is an important source of evidence for performance and the achievement of the set objectives. Evaluation results feed into decision making processes for planning, budgeting, and implementation and reporting cycle of Master Plan. To ensure that monitoring and evaluation functions are effectively performed, the following should be institutions: „ The Master Plan should be cascaded into the strategic plans of ICT Authority and the ICT State Department. „ There should be a yearly digital economy conference where the status of implementation of the Digital Master Plan is presented to the public and private sectors, followed by a discussion and the way forward. 6.4. 4 Dissemination of M&E Reports ICTA and the M&E Committee will ensure that relevant reports are properly disseminated to the ministry. This will help to consolidate support in achieving the overall goal of the institution. Similarly, forums such as meetings, retreats, workshops, seminars, colloquia, will be used to share findings and recommendations of reports. 6.5 RISK MANAGEMENT The Master Plan identifies several uncertain events or conditions that may affect its implementation and proposes a risk mitigation plan, to eliminate or minimize the impact of such events; due to critical success factors which must be satisfied, and various risks managed in order to successfully implement this National Digital Master Plan. The following is a table outline of the risks and mitigation measures: Class Risk Risk Rating Risk Mitigation Strategies Executive Conflict of interest Medium 1.Top leadership to be involved in the flagship projects identified championship in this National Digital Master Plan as a means of communicating and the importance of ICT as a driver, enabler and contributor to leadership: Kenya’s economy. 2.To mitigate this, it is necessary to create an executive national stakeholder oversight committee under chairmanship of The President to facilitate and monitor the implementation of the National Digital Master Plan. Strategic Failure to fully Medium 1. Allocation of adequate resources to implement and monitor the Strategic Plan. implement the Annual cascaded targets well incorporated in the workplans for Strategic Plan implementing lead teams. Stakeholder engagement and buyin 2. Structured plan on sensitization of Ministry employees on the new strategic direction. Institutionalized Unclear Medium 1.To provide mechanisms to plan, implement, and governance governance & monitor progress of national ICT projects. structures structures 2. To mitigate & propose institutional changes in sections 6.2 must be implemented in 2022/2023. 96 6. IMPLEMENTATION Technology Security risks High Investment in security risk infrastructures Technology Medium User sensitisation and awareness on IT functionality and benefits Utilization Technological High 1.Keeping abreast of the latest technological trends Changes 2.Continuous acquisition and training on new technologies. 3. Improve on ICT hardware and software Support for start- start-up businesses Medium 1.Risks reduction through engagement with the up businesses. created out of commercial banks to support those businesses. ICT innovations have not been 2. Government must set up an innovation fund to sufficiently support these businesses. financed Financial Inadequate Medium 1.Resource mobilization financial Resources 2.Gazette Ministry Fund Regulations & operationalization of the Fund Misappropriation Medium 1.Automation of accounting and auditing processes of funds and Revenue/ Deposits 2.Enhance accountability and strengthen internal controls loss 3.Prudent financial management Organizational/ Inadequate Human Medium 1.Timely recruitment on need basis Operational Resource Capacity 2.Enhance succession planning and Management 3.Retention strategy implementation 4. Attract and retain competent, motivated and resourceful professional staff. Policies, Laws Medium Full implementation of all policies and Enforcement procedures manuals Business High Develop and implement Disaster disruption due to disaster Recovery Plan and Business Continuity Plan (BCP) Inappropriate Medium Institute culture change and change organizational culture management initiatives. Political Change of High Re-align the master plan to manifestos of new government government Influence the new leadership to adopt the plan. Availability of Lack of enough High 1.balanced, well planned, ICT projects funds funds funds 2.setting up data hubs that drive the e-Government systems and applications and the recurrent expenditure for operations. 3. Work closely with the MCDAs and the National Treasury and other stakeholders to ensure availability of sufficient financial resources for both capital and recurrent expenditure of flagship projects. 97 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 ANNEXES ANNEX 1: KEY PROJECT DETAILS, BUDGETS, TIMEFRAMES AND RESPONSIBILITIES A1.1 Digital Infrastructure Key Project Objectives Impact/ Benefits Time- Budget Responsibility Names frame (Kshs) 52,000Km of NOFBI To improve access to 52,000 Km of 2022 - 118.0B ICTA for Government ICT services & bridge fibre cable laid 2030 MoIIYA Networks digital divide Reliable and stable interconnectivity MOINC in Government MED Networks – Education institutions, health COG institutions, Metro, National Treasury Government offices, Development Partners. counties and wards- 48,000Km for To improve access to 48,000 Km of fibre 2022 - 60.0B Private Sector. private networks- ICT services cable laid -48,000Km 2028 homes, business and for private networks- rural centres). homes, business and rural centres). Installation of To improve access to Increased and 2022 - 20. B -ICTA 25,000 Hotspots in ICT services enhanced broadband 2028 -National Treasury public installation in connectivity across -Development Partners. rural areas and other the country public spaces. Nairobi and County Provide all the Reliable and stable 2022- 17.0B -MOTI Metro to 4500 km Government building interconnectivity in 2024 -ICTA and implementation with reliable MDA’s of the active devices connectivity -National Treasury -Development Partners. 100 ANNEXES Key Project Objectives Impact/ Benefits Time- Budget Responsibility Names frame (Kshs) Data centre (Main, Smart hub) To To Ensure continuity 2022- 10.0B ICTA DR, Smart hub) Ensure continuity in Government 2022 MOICTIYA in Government operations operations MOTI / KOTDA -National Treasury -Development Partners. Regional Data Ensure business To Ensure continuity 2022- 80.0B ICTA/ Centre and Network continuity in Government 2028 KONZA Operation Centre operations (NOC) including MOICTIYA recovery Data MOTI Centre, NOC and Government Cloud. -National Treasury -Development Partners. Secure redundancy Redundancy of Second cable to 2022- 1.0B ICTA Gateway for internet connectivity Kenyan Coast 2022 MOICTIYA submarine cable MOTI -National Treasury -Development Partners. Activation of TEAMS Improve on services Activation of 2022- 0.5B ICTA to 100G minimum 100G 2022 MOICTIYA capacity -National Treasury -Development Partners. Installation of Improve mobile Improve mobile 2022- 75.0B -CA 15,000 mobile coverage network coverage 2032 -MOTI, connectivity sites -ICTA -MOICTIYA -National Treasury -Development Partners. Establishment and Provide a Centralized Efficient, effective 2022 18 B KOTDA operationalization Government and and secure data -2027 -MOICTIYA of Konza National private data services centre and Smart City Data Centre and for services -National Treasury Smart City Facilities. -Development Partners. Efficient, effective and secure data centre and Smart City services 101 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 Key Project Objectives Impact/ Benefits Time- Budget Responsibility Names frame (Kshs) Rollout mobile To bridge the digital To enable 2022 - 6.1 B. CA network divide by ensuring communities to 2032 -MIIYA infrastructure and universal mobile exchange and access services (3/4G) in services by all in information for -National Treasury 101 sub-locations Kenya social economic -Development Partners. in 17 Counties. development. Subsequent Phases of the project target 278 sub-locations in 25 Counties. A1.2 Digital Government Services, Products and Data Management Key Project Objectives Impact/ Benefits Time- Budget Responsibility Names frame (Kshs) Digitization 5 billion To develop Allow for periodic 2022- 5B ICTA /MCDAs / KOTDA government records. digital services implementation reviews of 2023 -MIIYA plans for each the plan MDA -National Treasury -Development Partners. Improve legal To align legal End to end system 2022- 0.20M ICTA/ Legal officers/ MCDA and regulatory and regulatory architectures and 2025 -MIIYA frameworks to frameworks implementations that Support the with digital are supported by legal -National Treasury development and use services needs frameworks -Development Partners. of digital services Integration and Promote Improved quality of 2022- 1.0B ICTA/ interoperability of information government data 2030 MCDAs Government services. sharing within government MOICTIYA/ KOTDA -National Treasury -Development Partners. Government unified To enhance Effective and efficient 2022- 1.0B ICTA/ communication service delivery delivery of e-Government 2030 MCDAs (email, websites, to the Public. services. VOIP, Audio/Video/ MOICTIYA/ KOTDA Web conferencing, -National Treasury IP Telephony, Active -Development Partners Directory Domain Control Service and Instant Messaging) 102 Key Project Objectives Impact/ Benefits Time- Budget Responsibility Names frame (Kshs) Coordinate/ review, Improve Quick turnaround time 2022- 10 B ICTA/ KOTDA automation of critical efficiency 2030 -MIIYA Government services in service (health, education, delivery by Improved services to the -National Treasury immigration, allowing access citizenry -Development Partners. lands, birth and to services deaths, judiciary, anywhere parliamentary, tax, anytime Agriculture, Security, Election, Transport, Registration of persons). Government shared Convenience Improved user satisfaction 2022- 2 B ICTA services platform in accessing in accessing government 2030 /KOTDA government services services -MIIYA -National Treasury -Development Partners. County Automation Enhance county Improved uptake of digital 2022- 10 B ICTA, COG service delivery services by MCDAs 2032 Ministry of Devolution / Reduce cost of business KOTDA -MIIYA -National Treasury -Development Partners. Digitize 25 billion Enhance Reduce on system failure 2022- 2.5B ICTA, government records service 2030 MOICTIYA/KOTDA ( 500 Million per availability county records) Key agencies -MIIYA -National Treasury -Development Partners. Capacity building for Improve Improved the support of 2022- 300 M ICTA/ ICT support team availability of the system 2030 the system MCDAs MOICTIYA -MIIYA -National Treasury -Development Partners. Develop software To enhance Reduce unemployment 2022- 2 B ICTA/MCDAs/KOTDA industries GDP & provide 2030 employment Increase GDP -MIIYA opportunities -National Treasury -Development Partners 103 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 A1.3 Digital Skills Key Project Objectives Impact/ Benefits Time- Budget Responsibility Names frame (Kshs) Develop and Increase digital literacy Digital inclusivity 2022- 4.5B ICTA, partners implement a strategy to ensure citizens and 2030 for digital Literacy businesses have the skills capacity for 20 million and motivation to use Improve citizens Kenyans, including digital services. literacy levels for Special Interest quality life Groups on digital skills. Improved provision and consumption of digital services Digital Literacy Integration of ICT in Digitally enabled Kenya 2022- 45 B ICTA Programme. learning and teaching. Society 2032 -MIIYA ( Laptops for upper Primary, cloud -National Treasury infrastructure for -Development learning materials, Partners. teacher capacity building, schoolnet, digital learning materials, learner assessments materials, and NEMIS). Establishment of 1450 Increase access to devices -Promote citizen’s 2022- 7.4 B ICTA/ ICT Centres in every and internet usage in economic participation 2032 KOTDA ward. (The centres will targeted communities, and enhance digital undertake Research especially along the ASAL inclusion by seizing -MIIYA and Development, communities, working digital opportunities -National Treasury Innovations, with partners -Local communities -Development digital devices around the academia Partners. refurbishment, and business for cyber security knowledge building and training, repair exchange of ideas and maintenance, recycling, e-waste management, practical training and provision of other ICT services) Carry out digital skills To assess current digital Improve citizens Digital 2022 500M ICTA surveys in the country skills to improve on skills literacy levels -MIIYA to establish digital development skill gaps for a digital -National Treasury economy requirement -Development for all sectors (5M Partners. Each) 104 ANNEXES Key Project Objectives Impact/ Benefits Time- Budget Responsibility Names frame (Kshs) Development To promote online and ICT literate population 2022- 800M ICTA/ and maintenance provide an environment capable of exploiting 2030 KOTDA of multilingual for Continuous skills ICT products and e-learning platform development for all services for improved -MIIYA ethnicity quality of life -National Treasury -Development Partners. Optimization/ sharing of training resources Development To streamline skills Improve Kenya’s global 2022- 300M ICTA and maintenance development Human capital index on 2030 -MIIYA web-based skills skills development database system to -National Treasury track citizens skills -Development information demand Partners. and supply Establish an ICT To Continuous ICT literate population 2022- 5B ICTA capacity building fund improvement on skills capable of exploiting 2030 -MIIYA development ICT products and services for improved -National Treasury quality of life -Development Promote citizen’s Partners. economic participation and enhance digital inclusion by seizing digital opportunities Establish digitization To ensure reach and Empower & increase 2022- 1B ICTA/ support centres inclusion participation of 2030 KOTDA for People with individuals families, Disabilities (PWDs) communities in the -MIIYA digital economy -National Treasury -Development Partners. Develop/adapt digital Mainstreaming Digital 2022- 700M ICTA skills curriculum to Services in Priority 2030 To facilitate the skills -MIIYA train professionals, Sectors development process workforce and -National Treasury through the use of everyone to improve -Development streamline curriculum productivity and Partners. and interactive digital enhance digital contents inclusion Conduct a baseline Provide a Sectorial Increase a pool of 2022- 300M ICTA for ICT local talents digital skills gap report skilled talents 2023 -MIIYA and professional’s on professionals in the ecosystem country - demand & -National Treasury supply -Development Partners. 105 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 Key Project Objectives Impact/ Benefits Time- Budget Responsibility Names frame (Kshs) 10 ICT Centres of To improve the Improve coordination in 2022- 2B ICTA Excellence. development of ICT ready skills development 2030 -MIIYA workforce -National Treasury -Development Partners. Expanding & ICT Broadened future talent Availability of 2022- 5B ICTA Graduate Internship pipeline for ICT and digital sustainable local 2030 -MIIYA & inclusion skills high-end ICT skilled Diploma Internship workforce to meet the -National Treasury with sponsored needs of the industry -Development international change Partners. programme Financing and Create an enabling Ready professional 2022- 1B ICTA institutionalize environment to skills workforce 2030 -MIIYA a six months ICT collaborate with private, to support digital Management trainee NGOs& public to improve transformation in the -National Treasury program in State professional skills through economy -Development Agencies management training. Partners. Training of 10,000 Increase ICT skilled Adequate workforce to 2022- 1B ICTA officers in Public professionals and support transform and innovate 2030 -MIIYA Service in High-End talent development business using ICT Specialized ICT areas. -National Treasury -Development Partners. Capacity building To facilitate the skills Mainstreaming Digital 2022- 700M ICTA of 20,000 ICT development process Services in Priority 2032 -MIIYA professionals for the through the use of Sectors sector. streamline curriculum -National Treasury and interactive digital -Development contents Partners. Develop Youth Increase employment Growth in business 2022- 2B ICTA Productivity and through digitals skills and improvement in 2032 -MIIYA Employment development and expand household quality life Opportunity employment markets and -National Treasury programmes opportunities -Development Partners. 350,000 teachers Expanding digital skills 95% of public services 2022- 800M ICTA trained on digital training to foster capacity delivered online 2032 -MIIYA services by 2030 and enhance capabilities for civil servants to deliver -National Treasury effective and efficient No of public servants -Development citizens service and delivering services Partners. transform government of using ICT the future 106 ANNEXES Key Project Objectives Impact/ Benefits Time- Budget Responsibility Names frame (Kshs) 300,000 civil servants Expanding digital skills 95% of public services 2022- 800M ICTA trained on digital training to foster capacity delivered online 2032 -MIIYA services by 2030 and enhance capabilities for civil servants to deliver -National Treasury effective and efficient No of public servants -Development citizens service and delivering services Partners. transform government of using ICT the future To sensitize 10 To create awareness on Compliance 2022 - 2.5B ODPC Million data subjects data protection framework 2032 -MIIYA to promote public awareness of -National Treasury fundamental rights to -Development personal data privacy Partners. and protection Sensitization 200 Improve leadership Strategic leaders 2022- 700M ICTA top leaders on digital capacity to support Digital championing ICT 2030 -MIIYA transformation. Transformation across the MCDAs and Counties -National Treasury -Development Partners. Develop an e-learning Create an environment Promote continuous 2022- 500M ICTA portal with content for self-directed staff development 2030 -MIIYA from academia and learning mechanism to and increase in skills leading technology promote continuous staff development -National Treasury partner to ensure development -Development and certification continuous learning Partners. and certification processes processes for ICT Technical workforce training and certification Develop a centralized To provide a coherent Improve Kenya’s global 2022- 100M ICTA portal to digital skills system to track public Human capital index on 2030 -MIIYA inventory and track sector skills availability skills development public servants digital to streamline skills -National Treasury skills training development -Development Partners. Establish an ICT Smart Coordinate public Provided a digital 2022- 3B ICTA/ Academy at KONZA servants, stakeholders skill and professional 2030 KOTDA and professional skills development development in Kenya coordination point -MIIYA strengthen and -National Treasury structure ICT skills -Development and professional Partners. development in Kenya 107 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 A1.4 Digital Innovation, Entrepreneurship and Digital Business Budget Key Project Objectives Impact/ Benefits Time- Budget Responsibil- Names frame (Kshs) ity Establish 10 To develop innovators in the area Increased number of 2022 - 900M ICTA, MOICTYA, Regional ICT & entrepreneurship, Intellectual digital innovators 2026 Innovation hubs, Innovation Centre of property, product development, Development and digital products/ Excellence market entry and emerging partners, Private services technologies. sector Increase in number of To develop innovative ICT Start-ups solutions which will address the needs for the Kenyan government and public. To showcase and sensitize on viable Kenyan innovations Formation of a To commercialize and scale Increase in number of 2026 - 800M ICTA, MOICTYA, special purpose innovation sustainable Start-ups 2030 National vehicle for Increased revenues/ Treasury, government income ICT innovations Private sector commercialization. Increased employment opportunities Collaboration and To support innovators and start- Increase in number of 2025 - 100M ICTA, Dissemination of ups with research outputs to sustainable Start-ups 2028 Research applied research assist in commercialisation Increased number of institutions, digital Development products/services partners -MIIYA -National Treasury -Development Partners. Start-up To provide a supportive Increase of start-ups 2022 - 500M ICTA, development, legal, regulatory and policy 2026 Increase of MoICTYA, support and environment for Start-up consumption of advisory services development in Kenya Parliament, local innovations by government The National Treasury, KRA/ Increase in number of KOTDA innovation hubs Increase in number of sustainable Start-ups 108 ANNEXES Annual International To showcase and sensitize on Increase the National 2023 - 1 B ICTA, Innovation Expo viable Kenyan innovations. competitive edge 2030 MOICTYA, to showcase and Globally. sensitize on viable Private sector, Kenyan innovations. Development partners, KRA, Ministry of trade A1.5 Policy, Legal & Regulatory Framework Key Project Objectives Impact/ Ben- Timeframe Budget (Kshs) Responsibility Names efits Review the IP Review all laws that relate to Harmonized 2022-2030 6.836B ICTA, law to include ICT and establish gaps and enabling -MIIYA software as ICT policy, an intellectual legal and -National Treasury property regulatory -Development framework Partners. Develop the draft Revise existing laws and ICTA, ICT Bill into an Act create new ones to address -MIIYA gaps -National Treasury -Development Partners. Develop Policy Integrated infrastructure ICTA, and guidelines policy Enactment of -MIIYA for integrated Integrated Infrastructure infrastructure law Enactment of Critical -National Treasury development. Infrastructure Protection Law -Development Partners. Policy and Updated National ICT policy ICTA, Legislations to enactment of Tax Levy for ICT -MIIYA enable adequate services and products funding for -National Treasury implementation -Development of government Partners. ICT flagship Programmes Policy and Plan for Smart Technology ICTA, Laws for Smart Policy for Adoption of Smart -MIIYA Technologies Technologies Adopted Smart Technologies by government. -National Treasury -Development Partners. 109 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 Policy and Updated National ICT Policy ICTA, legislations for Enactment and Enforcement -MIIYA e-government of E-government Legislations -National Treasury -Development Partners. Implement the Review the policy ICTA, open data policy frameworks to support the MoICTYA, development and use of digital services A1.6 Research & Development Project Project Impacts/ Budget Key Project Name Timeframe Responsibility Objectives Benefits (Kshs) Create and implement a Develop and A streamlined 2022-2030 0.05B ICTA, framework for government implement a methodological/ -MIIYA ICT R&D streamlined approach on R&D in approach/ government -National methodology Treasury on ICT R&D in -Development government Partners. Create a government ICT R&D 2.1B centre of excellence Form partnerships with Solve Increased capacity 2022-2030 0.03B ICTA, research institutions to government for government to -MIIYA carry out R&D and solve digital develop and produce government problems challenges digital products and -National using local services Treasury government -Development resources or Partners. local innovative solutions 110 ANNEXES A1.7 Data Protection and Cyber Management Key Project Name Project Objectives Project Impacts/ Time- Budget Benefits frame (Kshs) Responsibility Review, and development of „ Enhance the country’s 2022- 2B ICTA cybersecurity legal and policy cyber policy to address 2030 -MIIYA frameworks i.e., eTransaction current and emerging -National Treasury Act, NPKI threats. -Development „ Enhance the capacity Partners. and capability of Develop and implement information security 2022- 2B ICTA fair and Safe internet Usage enforcement 2030 -MIIYA policy for school net to -National Treasury support Digital Learning -Development Partners. Development, adoption „ Improve MCDA’s An enhanced 2022- 2B ICTA and operationalization of Information Security and structured 2030 -MIIYA the National Cybersecurity & Cybersecurity information -National Treasury Maturity Model. Management and security and -Development Business Operation cybersecurity Partners. (Government, CNII and governance and Business) management in „ Provide and ensure MCDAs a resilient and secure Digital Infrastructure Development and and Services Platform 2022- 2B ICTA operationalizing of Security to facilitate the 2030 -MIIYA Incident Response Plans for achievement of a -National Treasury MCDAs. digitally enabled -Development economy Partners. Design, development „ Strengthen and 2022- 2B ICTA and operationalization Build Capability to 2030 -MIIYA of Zero Trust framework effectively deter, across Government digital detect, and respond to -National Treasury platforms. Incident Management -Development and counter the threat Partners. Design, development and from the cyber activities 2022- 2B ICTA implementation of a cyber- targeted to government 2030 -MIIYA protection system for critical systems -National Treasury government infrastructure -Development to provide visibility on Partners. infrastructure and digital assets (GCCN, NOFBI, Data centres, Cloud Gov- Applications, E-mail Systems and Websites) Design and implementation 2022- 2B ICTA of threat detection and 2030 -MIIYA prevention mechanisms -National Treasury across government digital -Development assets Partners. 111 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 Key Project Name Project Objectives Project Impacts/ Time- Budget Benefits frame (Kshs) Responsibility Establishment and “ “ 2022- 2B ICTA implementation of a multi 2030 -MIIYA stakeholder Autonomous Security operation centre -National Treasury (Gov-Soc) leveraging big -Development data analytics, Artificial Partners. Intelligence, machine learning and threat intelligence Establish and operationalize „ Enhance the National Enhanced 2022- 5B ICTA a cyber-security centre of Cyber Security Capacity capacity on 2030 -MIIYA excellence (Cyber Excellence information Centre) and Capability Building security -National Treasury through a robust cyber and cyber -Development talent pipeline and an management in Partners. Development and rollout Informed government government 2022- 2B ICTA nationwide Security workforce on 2030 -MIIYAEducation Training and Awareness information security -National Treasury -Development „ Raise the general Partners. level of cybersecurity Development and 2022- 2B ICTA implementation of cyber Awareness in Kenya 2030 -MIIYA security curriculum for early for individual learning -National Treasury users, communities, -Development enterprises, and Partners. organisations „ Increase public and investor confidence in the government delivering secure digital services Build collaboration with „ Enhance international Strengthened 2022- 2B ICTA international CIRTs and threat cyber cooperation on national posture 2030 -MIIYA intelligence research hubs matters cybersecurity on information -National Treasury regionally and globally security and -Development with our international cybersecurity Partners. partners collaboration Develop and sign bilateral „ Demonstrate 2022- 2B ICTA and multilateral inter governments’ 2030 -MIIYA institutional agreements on commitment in -National Treasury sharing and disseminating promoting secure, stable -Development information on information and peaceful cyberspace Partners. security to uphold international cybersecurity norms 112 ANNEXES Key Project Name Project Objectives Project Impacts/ Time- Budget Benefits frame (Kshs) Responsibility National Public Key To provide online digital To provide online 2022 - 1.6 B ICTA Infrastructure – on board identity to support e digital identity 2032 CA 270 MCDAs commerce and digital -MIIYA economy -National Treasury -Development Partners. Government International Structure and Enhanced 2022 - 2 B ICTA Gateways cybersecurity enhance information cybersecurity 2032 CA controls. (Information security and controls on -MIIYA security and cybersecurity cybersecurity controls International controls on International on International Gateways -National Treasury Gateways) Gateways, Landing -Development ports and Internet Partners. Traffic Burst- A1.8 Emerging Technologies Project Project Impacts/ Time- Budget Key Project Name Responsibility Objectives Benefits frame (Kshs) Deployment of AI-Driven Access to One-Kenya 2022 - 1B ICTA voice, image and text projects government 2026 -MIIYA Inclusivity of driving access of government services by all all citizens in -National Treasury services (communications) – accessing govt -Development Partners. DIY Government Deployment of an IoT Foundations of Savings within 2022 - 2B ICTA, KENAO, MCDAs framework and infrastructure an IoT digital government 2028 -MIIYA for the tracking of government industry Easier asset -National Treasury assets tracking -Development Partners. Creation of a digital assets Foundations of Accuracy of 2022 - 2B ICTA framework to support a blockchain registries 2030 -MIIYA government registries as the industry Reliability of data -National Treasury basis for distributed ledgers -Development Partners. to support access to credit and financial facilities Establish the foundations for a Establish Evidence based 2022 - 1B ICTA “Data Centric” government, national data interventions 2030 -MIIYA as a national Through a National Big Basis of many -National Treasury resource Data Repository, Deploy other emerging -Development Partners. and implement a big data technologies framework for collaborative data sharing between government and the private sector 113 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 Project Project Impacts/ Time- Budget Key Project Name Responsibility Objectives Benefits frame (Kshs) Emerging technologies virtual Spur innovation Extended network 2022 - 1B ICTA, government zones; of availability 2030 -MIIYA Open up new of government Drive open government business models -National Treasury services through the provision of through co- -Development Partners. secure APIs to home grown creation MCDAs Kenyan Independent Software Vendors to create business productivity applications Research fund / Research Financing of Incremental 2022 - 3B ICTA, loan scheme; Establishment Research innovation 2030 -MIIYA of an Emerging technologies Knowledge -National Treasury research fund repository -Development Partners. Academia Drive a 24-Hr government Government New e-Gov models 2023 - 2B ICTA, -MIIYA through the establishment of a Sharing 2030 Savings within -National Treasury government sharing economy economy govt -Development Partners. [On-demand services] Actionable MCDAs whole-of govt approach Develop curriculums and Establishment New courses 2022 - 400M ICTA, deliver courses around of a Knowledge 2025 -MIIYA Revenue emerging technologies within Economy -National Treasury Academic institutions Job creation Supply of -Development Partners. creative future Academia talent Increased international Knowledge Foreign Direct 2023 - 200M ICTA partnerships with leading R&D Transfer Investment 2030 -MIIYA Actors in emerging technology -National Treasury space -Development Partners. Have critical and substantive Thought Foreign Direct 2022 - 200M ICTA involvement in discourses, leadership Investment 2030 -MIIYA working groups and trainings New industry -National Treasury and the creation of local action leadership -Development Partners. groups around emerging technologies Host a global conference Africa FDI, knowledge 2023 - 500M ICTA, on emerging technology Leadership tourism 2030 -Min. of Tourism applications in Africa -MIIYA -National Treasury -Development Partners. 114 ANNEXES Project Project Impacts/ Time- Budget Key Project Name Responsibility Objectives Benefits frame (Kshs) Develop a government and Technology Large local 2022 - 500M ICTA, private sector Emerging Incubation emerging tech 2030 -MIIYA technologies sandbox companies Research and -National Treasury Development Exports -Development Partners. Academia Create channels of govt Co-creation and Increased access 2022 - 500M ICTA, service delivery in the private Innovation to govt services 2030 -MIIYA sector New Industries -National Treasury (eGov) -Development Partners. MCDAs Expand the trust-based and Open and Easier integration 2022 - 500 M ICTA, future oriented infrastructure reliable future to/of emerging 2030 -MIIYA (Development of Inclusive oriented systems technologies systems) -National Treasury Inclusive -Development Partners. systems MCDAs Develop Technology exchange Technology Economic Growth 2025 - 300M ICTA, partnerships and royalty Exports 2030 -MIIYA programs with partner governments -National Treasury -Development Partners. Min. of Foreign Affairs Kenya as a case study for Technology Technology 2025 - 50M ICTA deployment of emerging Cultural Heritage leadership 2030 -MIIYA technologies for government Technology -National Treasury service delivery Destination -Development Partners. Housing an international Technology Jobs 2023 - 50M ICTA organ or organization around Destination 2026 -MIIYA Economic growth eGovernment application -National Treasury -Development Partners. 115 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 116 ANNEXES ANNEX 2: FLAGSHIP PROJECTS A Digital Infrastructure Flagship Projects Sub - Projects Output/ Applications A1 Construct 100,000 kms of national Construction of 52,000Km for „ Provision of connectivity to Education fibre optic connectivity network. Government Networks institutions, health institutions, Metro, (52,000Km for Government Government offices, counties and wards. Construction of 48,000Km Networks – Education institutions, for private networks- homes, „ 24,000 Hotspots in public installation in health institutions, Metro, business and rural centres). rural areas and other public spaces. Government offices, counties and „ Establishment of 24,000 village digital hubs wards- and 48,000Km for private and studios networks- homes, business and rural centres). „ Development of Government and private Cloud services. A2 Konza Technopolis. Finalize construction and Fully operational Konza Technopolis: operationalization of Konza Establishment and operationalization of Technopolis. Konza National Data Centre and Smart City Facilities. A3 Establishment of Regional ICT hub Development and Operational Regional ICT hub. operationalization of the Regional ICT hub. B Digital Services and Data Management Flagship Projects Sub - Projects Output/ Applications B1 Digitization 5 billion government Digitized 5 billion of records in all All government critical services records. MCDAs. digitized. B2 Integration and interoperability of „ Integration and interoperability „ Government services integrated. Government services. Framework and standards for Shared Government Platform (SGP) „ Implement Integration and Interoperability platforms. „ To develop and implement a Government business continuity plan B3 Coordinate/ review, automation of „ Review all government critical „ Critical Government services critical Government services (health services. automated at (health Management Management System Integrated System Integrated , education, , education, immigration, land immigration, land Management Management System, birth and „ Identify and automate all System, birth and deaths, judiciary, deaths, judiciary, parliamentary, government critical services. parliamentary, tax, Agriculture, tax, Agriculture, Security, Election, Security, Election, Transport, Transport, Registration of persons, Registration of persons, company company registration system). registration system). 117 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 B4 Develop Government security Develop and operationalize the Intelligence and surveillance system. intelligence and surveillance systems. intelligence and surveillance system. B5 Digitize 25 billion government records Digitize 25 billion government 25 Billion Government records (500 ( 500 Million per county records) records. Million per county digitized). C Digital Skills Flagship Projects Sub - Projects Output/ Applications C1 Build capacity on digital Literacy for Training, awareness and sensitization Digital Literacy capacity for 20 million 20 million Kenyans, including Special to the public. Kenyans, including Special Interest Interest Groups on digital skills. Groups on digital skills C2 Digital Literacy Programme. Provision of Laptops for upper „ Laptops provided primary schools. ( Laptops for upper Primary, cloud Primary, cloud infrastructure for „ cloud infrastructure for learning infrastructure for learning materials, learning materials, teacher capacity materials teacher capacity building, schoolnet, building, schoolnet, digital learning „ teacher capacity building digital learning materials, learner materials, learner assessments assessments materials, and NEMIS). materials, and NEMIS. „ schoolnet „ digital learning materials „ learner assessments materials „ NEMIS. C3 Establishment of 10 Regional ICT & Establish and operationalize 10 „ Complete and operational10 Innovation Centres of Excellence. Regional ICT & Innovation Centres of Regional ICT & Innovation Centres Excellence. C4 Establishment of 1450 Community Build 1450 Community Digital „ Established and operationalized Digital Multipurpose Centres, one Multipurpose Centres, one in every Community Digital Multipurpose in every ward. (The centres will ward. Centres, one in every ward Nationally. undertake Research and Development, Innovations, digital devices refurbishment, cyber security training, repair and maintenance, recycling, e-waste management, practical training and provision of other ICT services) D Digital Innovation, Entrepreneurship and Digital Business Flagship Projects Sub - Projects Output/ Applications D1 Establish 10 Regional ICT & Establish and operationalize 10 Regional ICT & Innovation Centre of Innovation Centre of Excellence – to 10 Regional ICT & Innovation Excellence established and operational. upskill innovators in the areas of Centre of Excellence entrepreneurship, intellectual property, product development, market entry and emerging technologies, promote innovation investment in the county. D2 National Physical addressing system. Implement the National National Physical addressing system Physical addressing system implemented. D3 Establish a software industry. Establish a software industry. Software industry. 118 ANNEXES E Research and Development Flagship Projects Sub - Projects Output/ Applications E1 Establish ICT research hub. Establish and operationalize ICT ICT research hub. research hub. F Information Security and Cyber Management Flagship Projects Sub - Projects Output/ Applications F1 Establish and operationalize a Establish and operationalize cyber-security centre of excellence (Cyber cyber-security centre of excellence a cyber-security centre of Excellence Centre) (Regional Cyber Security excellence. Excellence Centre) 119 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 ANNEX 3: KEY PRIORITY PROJECTS A3.1 Digital Infrastructure Outcomes Objectives Strategies Priority Projects Outcome 1: Increased (a). To connect „ Develop and implement a 1. Rehabilitation of 2500KM of and enhanced underserved and unserved digital integrated infrastructure damaged/old fibre network. broadband connectivity population plan which incorporates all 2. Rollout latest technology for across the country. designs, deployment and mobile network infrastructure (b). To reduce on digital management for all networks. across the country. divide „ Develop digital 3. Regional integration (c). To build sustainable infrastructure standards and Connectivity network [inter- capacity to support guidelines. states] infrastructure 4. Regional Smart Digital Hub „ Develop, implement 5. ICT Infrastructure for (d). To enhance business connectivity management disadvantage groups continuity services. framework, shared 6. Establishment of regional infrastructure policies, (e). To enhance equity and submarine maintenance depot guidelines, standards and fairness through reaching 7. Establishment of additional structures all disadvantage groups landing site for submarine „ Develop a training plan cables for all ICT experts required to support ICT infrastructure. „ Develop and implement business continuity strategy. „ Develop broadband plans for disadvantaged groups „ Develop and implement plans for village digital hubs „ Development of technical support centres across the country Outcome 2: Availability (a). To enhance the „ Develop a business 8) Establishment of Network of secure, high quality availability of ICT services continuity plan including Operation Centres (NOC) in all and affordable digital a comprehensive power the 47 counties infrastructure management plan. 9) Establishment of a repository „ Develop personnel to portal for all critical infrastructure provide adequate technical for the country. support. 10) Establishment of cyber security management system „ Develop and implement 11) Upgrade key connectivity cyber security plan equipment to a minimum of „ Promote infrastructure 100Gb/s integration through 12) Reengineer 2 satellites hubs establishment of critical 13) Establish green energy infrastructure policy. power plan 120 ANNEXES (b). Provide affordable „ Develop appropriate policies 14) Portal for all government digital Infrastructure. to support affordable digital common services. infrastructure. 15) Policies/ regulations for affordable digital infrastructure. 16) E-Health Systems programme Efficient, effective, a) Provide a Centralized „ Develop policies and 17) Metro-city smart programme. affordable and secure Government and private standards to support utilization data centre and Smart data services for of the data centre and Smart City services. City facilities. „ Develop and implement Efficient, effective and a marketing plan of the data secure data centre and centre and Smart City facilities. Smart City services „ Develop the operational framework of the data centre and Smart City facilitie A3.2 Digital Government Services, Products and Data Management Outcomes Objectives Strategies Key Projects/ programmes Outcome 1: Effective a) To enhance service „ Develop digital service plan 1) Government unified and efficient delivery delivery to the Public „ Develop plan for Automation communication System of e-Government through ICT. of all government critical 2) Government online portal services. services. System. „ Strategy to ensure all 3) National Data Center government common services are 4) Smart ID card.on online platforms. „ Government paperless office 5) National Building Code strategy 6) National Spatial Data „ Develop Government Infrastructure programme digitization strategy „ Realign and evolve data centre practices in line with data protection act. „ Develop strategy to enhance security intelligence and surveillance of the country „ Develop and implement a unique identifier. „ Review Building Code for ICT services „ Develop of National Spatial Data Infrastructure policy and implementation of initiative 121 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 c) Enhanced Government „ Strategy to review the existing 7) Government business systems integration, Government Systems. continuity Infrastructure interoperability and „ Develop a central repository availability plan of all existing automated Government systems „ Develop business continuity and disaster recovery plan for the country Outcome 2: Effective To enhance county service „ Develop county automation 8) County E-waste guidelines and efficient delivery delivery to the public strategy. 9) County capacity building of e-Government „ Formulation of county programme services by County e-waste policy. Governments. Outcome 3: To enhance development of „ Develop ICT Product 10) Programme for ICT Product Development of ICT ICT products and services development strategy development Products and Services „ Develop policies and legislations for IP protection for ICT products and services A3.3 Digital Skills pillar Outcomes/Impact Objectives Strategies Key Projects Outcome 1: Digitally (a).To increase by 50% digital a) Develop and implement 1) Establishment of an open enabled Kenya Society. literacy of citizens from current strategy for capacity building online training portal with level. for citizen features including Multilingual e-learning facilities. (b). To train adequate b) Develop and implement workforce to manage ICT digital training programme for 2) Establishment of A services nationally and each category of learners centralise web-based ICT skills regionally inventory database system c) Partnership and to track skills information on (c). To enhance Digital skills engagement with Government demand and supply for ICT inclusion for Special Interest and non Governmental Professionals and citizens. Groups: Senior citizens, and organizations on capacity Women in SMEs, PWD & Youth building. 3) Expansion of the AJIRA, PDTP Groups & other disadvantaged and CIHs programmes to assure d) Utilization of technology in Communities sustainable job opportunities. teaching and learning. (d).To increase Digitally Enabled job opportunities for youth. (e). To create awareness on data protection framework (f). To integrate technology from early learning 122 ANNEXES Outcome 3: Adequate (a).To develop an adequate and a) Develop and deploy 4) Capacity building and competent public competent ICT workforce. programmes targeted for ICT Programme for public service sector ICT workforce. staff working for government ICT staff (target -10,000 (b). To enhance governance officers in Public Service in and professionalism of the ICT High-End Specialized ICT workforce in Government. b) Develop a database and register all ICT officers for areas.) public sector 5) Capacity building of 20,000 ICT professionals for the sector. c) Develop career guide for ICT 6) Digital literacy Capacity staff in public service building for 300,000 civil servants 7) Establish a Smart Academy for ICT professionals. 8) Training of 250,000 county staff on digital skills. 9) Sensitization 200 top leaders on digital transformation. A3.4 Digital Innovation, Entrepreneurship and Digital Business pillar Outcomes Objectives Strategies Key Projects Outcome 1: Enhanced a) Create and promote „ Enhance strategic 1) National Agriculture government innovation value a digital innovation and partnership and commodity exchange. chain that turns ideas into entrepreneurship culture in collaborations to train on key 2) Establish and sustainable businesses. government strategic competencies to operationalise the startup stimulate innovative thinking Fund for innovators and improve performance for the growth of the digital economy „ Collaborate with local and international research institutions, innovation hubs and organizations to develop innovative ICT solutions which will address the needs for the Kenyan government and public „ Formation of a special purpose vehicle for government ICT innovations commercialization. „ Promote the establishment of e-market places 123 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 b) Accelerate „ Establish strategic 3) Annual International commercialization of partnership & collaboration Innovation Expo to showcase government innovations for between private sector and sensitize on viable deployment in local, regional and government to Kenyan innovations. and global markets commercialise and scale innovations created in government „ Collaboration between national and local government in development of innovation support infrastructure to provide innovators with support services required Outcome 2: A globally a) A supportive legal, „ Improve legal frameworks 4) Development of attractive ecosystem that regulatory and policy that support and promote supportive innovation and provides adequate support to environment for Start-up’s investments in innovation entrepreneurship policies, start-ups development in Kenya and enterprise development. legal and regulatory environment. „ Develop an e-commerce strategy. 5) Establish intergrated constituency-based digital „ Establishment of start-up marketplaces in 290 development, support and Constituencies. advisory services „ Development of a program to improve government procurement of innovation. „ Development of preferential business growth measures, acceleration hubs and sandboxes. Outcome 3: Increase in To increase the quality and „ Establish a framework 6) Establishment of a testing Government revenue through number of ICT services and for software testing and and certification scheme for provision of ICT services and products by Kenya firms. certification. software, hardware, and ICT products. professionals. „ Develop software strategy for government use and 7) Establish a robust software export industry. „ Develop strategy for manufacturing & assembling strategy 124 ANNEXES „ Identify personnel and 8) Annual International institutions for software Innovation and ICT Expo to development. showcase and sensitize on viable Kenyan innovations. „ Develop software commercialization strategy. 9) Establishment of two software industries with „ Develop standards and 1000 trained software guidelines for software engineers development and deployment. 10) Establishment of two manufacturing plants „ Review/Develop guidelines and standards to protect technopreneurs, innovators and customers products A3.5 Legal and Regulatory framework Outcomes Objectives Strategies Key Projects Enabling ICT policy, legal a) Review policy and laws that „ Review/create acts and 1) Review the IP law to and regulatory framework relate to ICT and establish legislation for implementing include software and other gaps agencies. ICT products as an intellectual property. b) Revise existing laws and „ Move software intellectual create new ones to address property issue from the 2)Enact policy to finance ICT gaps Copyright Act to the IP Act and Innovation initiatives. c) Legislations to enable „ Amend the public 3) Enactment of ICTA Law. resource mobilization to procurement law to allow the 4)Legislation to introduce fund master plan flagship government to competitively levy tax on ICT products and programmes procure innovative solutions from the local market 5) services to fund the master plan. „ Develop an open data policy 6)Enactment of KOTDA law „ Enhance strategic data 7)Policy to consolidate and knowledge management government ICT budget guidelines into one vote to enhance management of the fund of „ Harness existing public the masterplan. and private data sets for social-economic development 8)Develop Policy and guidelines for integrated „ Develop policy and infrastructure development. legislations for resource mobilization for masterplan 9)Implement the open data programmes policy 125 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 „ Policy and law for National 10) Enactment E-government physical addressing system legislation „ Policy and law for National 11) Policy and legislation for Spatial Data Infrastructure National Physical Addressing „ Review policy and Systems legislations for building code 12) Policy and Legislations for Critical infrastructure Protection Law 13) Policy and Legislation for Building Codes 14) Policy and Legislation for National Spatial Data Infrastructure. A3.6 Research and Development Outcomes Objectives Strategies Key Projects Outcome 1: a) A streamlined „ Create a framework for ICT R&D in 1) Establish ICT research hub. Streamlined approach approach on ICT R&D in government on ICT R&D in government „ Support ICT R&D in government government „ Develop National ICT knowledge management framework. „ Collaborate locally with academia and industry in solving, government digital challenges through R&D A3.7 Data Protection and Cyber Management Outcomes Objectives Strategies Key Projects Outcome 1: Enhanced „ Enhance the country’s cyber „ Review the legal, policy 1) Formulation of legislation to information security policy to address current and gaps, and regulations on ICT protect ICT Infrastructure. and cybersecurity emerging threats. systems and infrastructure. 2) Review cybersecurity legal legislative framework. „ Enhance the capacity and and policy framework. capability of information security enforcement. 126 ANNEXES Outcome 2: Enhanced „ Improve MCDA’s „ Conduct Information 3) National cyber-protection Governance and Information Security & Security/cyber security system. cybersecurity Cybersecurity Management maturity assessments in all 4) Establishment of Cyber management in and Business Operation MCDAs – (Critical Services). Security Operation Centre MCDAs. (Government, CNII and „ Developing and (Gov-Soc). Business). operationalizing National „ Provide and ensure a Security Incident Response resilient and secure Digital Framework. Infrastructure and Services „ Adapt and Implement Platform to facilitate the “Zero Trust” Strategy across all achievement of a digitally government digital platforms. enabled economy. „ Establishing and „ Strengthen and Build operationalizing the Capability to effectively deter, Government CIRT. detect, and respond to Incident „ Develop plan for disposal Management and counter the of government ICT systems and threat from the cyber activities equipment. targeted to government systems. Outcome 3: „ Enhance the National „ Establish a cyber-security 5) Establish and operationalize Enhanced capacity on Cyber Security Capacity and resource centre. a cyber-security centre of information security Capability Build ing. „ Roll out a robust excellence (Cyber Excellence and cyber management Centre). „ Raise the general level of cybersecurity capacity building in government. cybersecurity Awareness in program 6) Training for key officers from Kenya for individual users, MDAs on data protection and „ Conduct Government wide communities, enterprises, and Cyber Security best practices. Cyber security drills. organisations. „ Incorporate cyber security „ Increase public and investor training in early learning confidence in the government curriculum through institute of delivering secure digital curriculum development. services. „ Conduct a cyber security awareness monitoring. A3.8 Emerging Technologies Outcomes Objectives Strategies Key Projects Outcome 1: Kenya as a) Create an enabling „ Develop and 1) Incorporate AI-Driven in deployment of a leader in emerging environment for expand e-Government government services. technology adoption, the absorption and services using emerging localization, and implementation of technologies 2) Deployment of IoT, blockchain systems utilization for development emerging technologies. and infrastructure for the tracking of „ Develop strategy assets, transactions and legal documents. for adoption of smart technologies 3) Creation of a digital assets framework to support government registries as the basis for distributed ledgers to support access to credit and financial facilities 127 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 Outcomes Objectives Strategies Key Projects 4) Develop a framework for big data sharing for the public. 5) Establish a government framework for adoption and utilization of smart technologies (AI, IoT, Blockchain, crypto currency) 6) Enactment of laws for smart technologies. „ Drive government 7) Provision of secure APIs to home- services through grown Kenyan independent software collaborative mechanisms developers and vendors to create business productivity applications for emerging technologies. 8) Establishment of an R & D fund dedicated to emerging technologies, ICT research. 9) Establish automated 24hr On-Demand Government services. b) Lead in emerging „ Promote R&D and 10) Develop curriculums and deliver technology discourses centres of excellence courses around emerging technologies and discussions globally within academic within academic institutions and ICT institutions centers of Excellence. 11) Increased international partnerships with leading R&D actors in the emerging technology space „ Develop digital talent 12) Establish formal discourses, working on emerging technologies. groups and courses on emerging technologies 13) Host an Annual global conference on emerging technology applications. Outcome 2: New a) Localize, co-create, „ Creating new 14) Develop a government, academia and solutions and partner, and build upon e-Government ecosystem private sector Emerging technologies industries created emerging tech producers that co-exists with sandbox. with the adoption, industry and academia localization, and b) Harness the „ Promote regional 15) Develop technology exchange utilization of emerging knowledge and export and continental e-Govt partnerships and royalty programs with technologies emerging technology cooperation partner governments products „ Globalizing our best 16) Commercialize the best in class e-Government knowledge e-Government systems. base and practices (eCitizen, Huduma Centres) 128 ANNEXES ANNEX 4: DETAILED ICT INDICATORS A Policy, Legal and Regulatory Framework A1 No. of ICT policies, laws and regulations formulated or reviewed. B Digital Infrastructure B1 Number of kilometers of fiber connectivity to Government and private networks. B2 100% availability of broadband connectivity across the country. B3 99% reliability of broadband connectivity B4 100% connectivity of all schools and other education institutions B5 50% reduced cost in internet connectivity B6 90 % internet accessibility and utilization by the public B7 50% increase in SMEs. B8 50% of 12.5 Million homes connected to the internet. B9 100% availability of broadband connectivity across the country. B10 99% reliability of broadband connectivity B11 100% connectivity of all schools and other education institutions C Digital Government Services, Products and Data Management C1 99.99% availability of e-government services. C2 80% of Government records Digitized C3 80% of government critical services automated D Digital Skills D1 20 million citizens each accessing and using at least 5 e-Government services D2 20 million citizens trained. D3 10,000 local high-end ICT professionals trained by 2030 D4 300,000 trained civil servants trained on digital services by 2030 D5 350,000 teachers trained on digital services by 2030 D6 2,000,000 short- and long-term employment opportunities for youths in ICT (Digitisation, Refurbishment and Innovation) realised. D7 250,000 county staff trained on digital skills. D8 Establishment of 1450 ICT Training Centres in every ward. D9 20 million citizens each accessing and using at least 5 e-Government services E Digital Innovation, Entrepreneurship and Digital Business E1 No. of constituency-based digital marketplaces in 290 Constituencies. E2 Establish 10 Regional ICT & Innovation Centre of Excellence E3 Establishment of a testing and certification scheme for software, hardware, and ICT professionals. E4 No. of constituency-based digital marketplaces in 290 Constituencies. E5 Establish 10 Regional ICT & Innovation Centre of Excellence F Research and Development F1 No. of ICT research & Development conducted. F2 No. of ICT innovations adopted. G Policy, Legal and Regulatory Framework 129 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 G1 Critical Information Infrastructure (CII) Bill G2 300 MCDAs that have adopted the National Cybersecurity Maturity Model. G3 cyber-security centre of excellence (Cyber Excellence Centre) G4 300 Security Incident Response Plans for MCDAs G5 Critical Information Infrastructure (CII) Bill G6 300 MCDAs that have adopted the National Cybersecurity Maturity Model. H Emerging Technologies H1 4 AI, IoT, Big data and blockchain projects implemented. H2 5 Automated On-Demand 24hr Government services. H3 4 curriculums on emerging technologies in academic institutions H4 10 Institutions delivering the emerging technology courses. A4.1 Digital Infrastructure „ No. of km of fibre laid „ Second cable and 3T of capacity „ No. of MDA’s, Hospitals, Schools, Police etc with „ Capacity activated stable reliable connectivity „ No. of sites constructed „ No. of km last mile fibre laid „ No MCDAs and enterprises boarded to the Konza „ No. of MDA’s connected National Data Centre. „ Percentage of establishment of a functional DRC „ No of operational smart city facilities „ Percentage of data stored in the NDCs A4.2 Digital Government Services, Products and Data Management „ 100% digitization of government records by represented in taskforce committee that will 2025? oversee implementation of the National Digital „ Number or new and revised legal and regulatory Master Plan frameworks „ Number of datasets across Government „ Number of digitized government services uploaded on the open-data platform „ Number of online services accessible by citizens „ Number of MDAs with digital master plans „ Turnaround time for service delivery „ Number of MCDAs using shared digital services infrastructure and services „ Number of systems integrated „ Number of MCDAs providing data „ Number of data sets in the central repository „ Number of systems integrated with business „ Number of people using Huduma centres per intelligence County „ Number of private sector companies sharing „ Number of services fully accessed through the data with the government (mobile operators, one-stop shop online portal research labs, etc.) „ % Of services accessible by people with „ Number of government staff actively using disabilities (deaf, blind) official communication channels „ Number of citizens and Government officers „ % Reduction on investments in ICT by the accessing e-Government services government „ Number of stakeholders outside government 130 „ % increase on ICT contribution to GDP ANNEXES A4.3 Digital Skills A. Outcome 1: A digitally inclusive Kenya society for Outcome 2: Availability of sustainable local high end ICT improved quality of life skills and professionals that meet the needs of Kenya’s 1. 10 million citizen each accessing and using at digital economy least 5 e-Government services 1. No. of formal partnerships with 200 tertiary 2. 20million (50% increase in digital literacy) institutions in Kenya and 40 technology leaders adult citizens trained by 2030. both local and multinational 3. 2,000,000 local high-end ICT professionals 2. No of digital advanced skills curriculum for available by 2030 specific digital work guided by industry needs and youth preferences 4. 300,000 trained civil servants trained on digital services by 2030 3. No. of advanced training leading to certification of 2,000,000 High-end ICT skilled professionals 5. 2,000,000 short- and long-term employment over a period of five years in various opportunities for youths in ICT (Digitisation and, competencies including emerging technologies Refurb and Innovation) realized (AI, Block chain, Cloud, Robotics, Security, 6. 300 Rural Community Digital training centres Programming, Networking) and 47 e-mobile trucks to facilitate training 4. % Level and quality of online testing and 7. No. of citizens accessing at least 5 e-services certification on various government platforms (target 10 5. Sectoral digital skills gap report on million by 2030) professional’s demand & supply in the country 8. Percentage access to public services and 6. No. of collaborations to train high-end ICT improvement in utilization of infrastructure professionals (target 90%) 7. Inventory with no. of professionals with 9. No. of youths aged between 12-24 effectively specialized skills in different areas using ICT tools for learning 8. Established Digital Centre of excellence for the 10. No. of Child Online Protection trainings development of ICT high end skills 11. No. of reports on citizens digital skills and 9. No. of national qualification skills and requirements certification framework in the ICT sector 12. No. of publications developed on digital skills 10. No of University Graduates completed performance internship and doing business, no of technology 13. Centralized Multilingual eLearning portal with innovations and no employed by the sector relevant courses and skills tracking system yearly 14. No of youths transitioning to business and 11. No of Digital skills and work curriculum employment as a result of digital skills implemented in all universities and TVETs empowerment 12. No. of partnerships and collaborations on 15. No. of centres established yearly digital skills development and on specific employment opportunity areas 16. No. of e-mobile trucks operating in regional markets and marginalized areas 13. No. of digital innovations that provide work for the students and youths in the community 17. No. of women accessing affordable devices to facilitate skills development, access to ICT jobs Outcome 3: Adequate and capable public sector and business opportunities workforce responsive to the needs of the citizens and 18. No. of PWDs accessing and using digital businesses services 1. ICTA Smart Academy in place to coordinate 19. No. of citizens sensitized on data protection. skills development 20. No. of civil servants trained on data protection 2. 95% of public services delivered online compliance. 3. Report on ICT sector skills on demand and 131 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 supply 5. Deployed and operationalise GOK eLearning system (with digital skills MOOC courses) for 4. No. of civil servants trained (tactical, technical, end-users and citizens operational and strategic end users) on digital services (Target 300,000 over the 10 years) A4.4 Digital Innovation, Entrepreneurship and Digital Business Outcome 1: Enhanced government innovation value „ Percentage of implementation chain that turns ideas into sustainable businesses and „ Number of forums organized/attended that has operating models resulted into business deals „ No. of viable innovations developed „ No. of start-ups scaled to have national reach Outcome 2: A globally attractive innovation ecosystem „ No. of innovation hubs established that provides adequate support to start-ups „ No. of partnerships established Outcome 3: An end-to-end digital enabled environment „ No. of trainings conducted for businesses „ No. of surveys on support requirements „ No. of Kenyan businesses online „ No. of start-ups owned by LLP A4.5 Policy, Legal & Regulatory Framework „ Number of licensees „ Number of SAGAS with digitized records „ One government email system „ Growth in access and coverage A4.6 Research and Development „ No. of policies and frameworks developed. „ No. of frameworks developed. „ No. ICT of research innovation centres „ No. R&D of partnerships „ No. of innovators accessing innovation centres. „ No. of ICT centres created „ No. of innovation successfully commercialized A4.7 Data Protection and Cyber Management Outcome 1: Strong information security and cybersecurity legislative framework „ An enacted CII bill and the eTransaction Bill to Outcome 2: An enhanced and structured information law security and cybersecurity governance and Number of enforcement officers trained management in MCDAs„ „ A gap analysis report „ Maturity assessments reports Harmonized legislation on Information Security „ Incident reports procedures (Play books)„ Percentage of Info-security audits conducted to „ Road maps to address gaps identified.„ MCDAs „ Reduced number of successful breaches by a Implemented policy and deployment of secure predefined matrix (%)„ school net „ Operational Gov SOC with defined Matrix 132 ANNEXES „ Level of detection and response to cyber threats curriculum for early learning (MTTD & MTTR) „ Publishing Annual Cybersecurity awareness survey reports Outcome 3: Enhanced capacity on information security and cyber management in government Outcome 4: Strengthened national posture on „ A functional Cyber Excellence Centre information security and cybersecurity collaboration „ Number of Security Education Training and „ Membership to global Cybersecurity forums Awareness programs conducted annually „ Number of cybersecurity bilateral and „ Number of successful cyber security drills multilateral agreements established conducted „ Number of MCDAs accredited/ certified on „ Developed and adopted Cyber security cybersecurity best practice frameworks A4.8 Emerging Technologies „ Number of languages structured „ Number of projects deployed „ Number of turnkey jobs created (Ajira) „ Number of citizens engaged „ Number of services accessed „ Number of local action groups created „ Asset classification framework „ Number of actively engaged locals „ Number of valued assets tagged „ Number of conferences held „ Savings from asset management „ Agreement framework „ Number of registries onboarded (lands, IEBC…) „ Number of projects „ Digital coin deployed „ Number of private sector players onboarded „ TBs of data shared „ Develop delivery framework „ Monetized income from data „ Number of services onboarded/integrated „ Establishment of secure sharing framework „ Trusted digital identity „ Number of services shared „ Number of integrated systems „ Number of projects successfully deployed „ Number of governments partnered „ Amount of funds disbursed „ Number of systems shared „ Number of technologies supported „ Number of projects documented „ Number of services onboarded „ Number of organizations hosted „ Amount of government resources saved „ Number of jobs generated „ Number of courses accredited „ Number of students enrolled „ Number of partnerships established 133 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 ANNEX 5: LIST OF STAKEHOLDERS CONSULTED S/N Name State Departments 1. JEROME OCHIENG, CBS STATE DEPARTMENT OF ICT AND INNOVATION 2. ESTHER KOIMETT STATE DEPARTMENT OF BROADCASTING AND TELECOMMUNICATION 3. CHARLES SUNKULI STATE DEPARTMENT OF YOUTH AFFAIRS S/N Name Title/Organisation Role MASTER PLAN LEAD COORDINATION TEAM 1 Dr. Kipronoh Ronoh P. Ag. Ceo ICT Authority Lead Champion Pillar-Director Service, Products and Data 2 Mr. Michael Odhiambo Director Shared Services Mgnt 3 Mr. Thomas Odhiambo Ag. Director P&S Pillar-Digital Infrastructure Pillar-Digital Innovation, enterprise and 4 Ms Zilpher Owiti Director -IPC Businesses 5 Mr. Sylas Tomno Ag. DD-Strategy and Planning Lead- Secretariat and Editorial 6 Ms. Lucy Mulili Director Adm. MOICTIYA Policy 7 Eng. John Tonui CEO-Konza Technopolis Moderator 8 Ms. Immaculate Kassait Data Commissioner Moderator 9 Mr. Timothy Owase CEO- KFC Moderator 10 Mr. David Omwoyo CEO-MEDIA Council Moderator 11. Mr. Christopher Wambua Ag. Ceo KFCB Moderator 12 Dr. Njeru James Director - CA Regulator 13 Lucy Mulili MOIIYA MOIIYA 14 Pamela Ongwae Director Planning MOIIYA 15 Lilian Kimeto DD Communication ICTA LEAD CONSULTANT TEAM 16. Prof Timothy M. Waema Senior Lecturer - University of Nairobi Lead Consultant 17. Dr, Migrate Nyambura Research ICT Africa Consultant 18 Mr. Brian Omwenga Panoply Digital Consultant 19 Mr. John Walubengo Lecturer- MMU Consultant MASTER PLAN SECRETARIAT TEAM 20 Anthony Lenaiyara Infrastructure Lead - ICTA Infrastructure Project Lead 21 Jairus Kipkorir Koech Planning Dept - ICTA ICT Authority 22 Alex Njihia Infrastructure Dept -ICTA A.g Head Infrastructure 23 Kevin Atibu Innovation Dept - ICTA ICTA 24 Mary Kerema Application Dept -ICTA ICTA 134 ANNEXES S/N Name State Departments 25 Francis Mwaura Standards Dept - ICTA ICTA 26 Philip Irode Information Sec Dept - ICTA ICTA OTHER KEY STAKEHOLDERS 27 Prof. Victoria Wambui VC. JKUAT JKUAT 28 Alfred Osiko Safaricom Safaricom 29 Gideon Chesang Director ICT Baringo County 30 Arnold Ndukuyu ISACA ISACA 31 Mukunya Mugo Oracle Oracle 32 Kigen Rotich Telkom Kenya Telkom Kenya 33 Caroline Simba Jamii Telkom Jamii Telkom 34 Ken Kyeva KEPSHA KEPSHA 35 Salma Shaban TESPOK TESPOK 36 Albert Mungai Airtel Kenya Airtel Kenya 37 Patrice Mutua ODPC ODPC 38 Dr. Jane Munga NCS NCS 39 Margaret Nyambura Ndungu INTEL INTEL 40 Kennedy Murambi ICT Manager CRA 41 Boniface Asiligwa ISACA ISACA 42 Kellingto Kituku Country Director Microsoft 43 Fiona Nakitare Paloalto Networks Paloalto Networks 44 Fiona Malmqvist Paloalto Networks Paloalto Networks 45 David Luhombo Isolutions Associates Isolutions Associates 46 James Kinyua Isolutions Associates Isolutions Associates 47 HUANGYUM RUI HUAWEI HUAWEI 48 Paul Sang HUAWEI HUAWEI 49 Rahab Juma ODPC ODPC 50 Nick Wambugu Director Government Digital Payments E-Citizen 51 Mongo Chamwage SDYA SDYA 52 Pius Muchai Ass. Director ICT MOIIYA 53 Edwin K. Ngetich BET BET 54 Francis Juma ICT Officer Department for B & C 55 Esther Kahuro Senior Administration Officer MOIIYA 56 Sally Washiko AA/PS MOIIYA 57 Hillary Nyandwa SPO KoTDA 58 Anne Njenga PA ODPC ODPC 59 Peter Okongo Editorial Manager KYEB 135 THE KENYA NATIONAL DIGITAL MASTER PLAN 2022-2032 S/N Name State Departments 60 Margaret Maina Finance ICTA 61 Stephen Wambua A.g KFCB KFCB 62 David Mukara KFCB KFCB 63 Tony Ajode Otieno RICTO ICTA 64 Johnstone Wambugu CFO MoIIYA 65 Everlyne W. Mwangi MoIIYA MoIIYA 66 Joseph Kuria Director ICT CRA 67 Jared Ochieng Information Arch Security Solution Information Arch Security Solution 68 Arnold Wafula ICTA ICTA 69 Esther Ngang’a AD/AOS MoIIYA 70 Humprey Odhiambo Concept Hub Concept Hub 136 Digitization Framework NOFBI Backbone Ministry of ICT National Treasury Ministry of ICT Fibre Optic Cable Youth Aairs Planning education National Broadband Kenya Vision 2030 Digital Skills Strategy Blueprint & Innovation FIREWALL National education Africa 2063 agenda National education sector plan sector plan National ICT Digital economy Digital literacy infrastructureplan blueprint programme National ICT Policy MTPIII CBC plan > > > > > > RuralRevolution County & Sub-County Connections Firewall & Fibre Optic Cable Smart Government County Innovation Hub Smart School & Smart Village with Smart Villages Polling Centres intergrated health care Fibre Optic Cable Youth Centres Smart Farming Smart Polling Centres Smart TVET Smart Village Smart Schools Smart Health Care Smart Business Centre Community Learning Centres TARGETS 1. 6 Million households with internet 2. 40,000 schools connected 3. 13,000 Health Centres Connected 4. 20,000 Govt offices Connected 5. 25,000 Hotspots & 24,000 Rural business Smart 6. 2 Software IndustriesSMART TVET Business 7. 10,000 trained Software Centres Engineers 8. 100,000 Km of fibre infrasturacture 9. High speed broadband connectivity 10. Konza City - Kenya Silicon Valley 11. Paperless Government offices 12. Growth of cloud services 13. Growth of ICT services 14. Enhanced policies for ICT sector 15. ‘Zero’digital divide 16. Improved teachibbg and learning 17. All government common services online County Innovation Smart Health Community 18. Citizen full participation in hubs (CIH) Care Learning Centres economic development 19. Improved government service delivery 20. Growth in SMEs 21. Enhance regional intergaration from ICT 22. Smart villages / Cities and public spaces 23. Growth of film industry and media 24. Full Protection of Data 25. Kenya Global Centre for innovation Smart Government Smart Shopping Centre Ministry of ICT, Innovation and Youth Affairs KENYA DIGITAL BLUE PRINT