KENYA FISHERIES SERVICE

STRATEGIC PLAN 2023 - 2027

FISH FOR FOOD, HEALTH AND WEALTH

JULY 2023

Kenya Fisheries Service, P.O. Box 48511 – 00100, Nairobi

Website: www.kefs.go.ke
 Vision

Sustainable fisheries and aquaculture resources for enhanced livelihoods

Mission

To facilitate sustainable development of fisheries and aquaculture resources for

accelerated socio-economic growth in Kenya

Core Values

The operational environment will be governed by a set of moral standards, which

constitute the desired organizational culture. These values are:

Professionalism
Integrity
Fidelity to law
Equity and equality
Sustainable development
Creativity and innovation
Meritocracy

ii
FOREWORD

Kenya Fisheries Service is body corporate mandated with

conservation, management and development of fisheries
and other aquatic resources. Fisheries sector plays an
important role in enhancing livelihoods of dependent
communities, the socio-economic development of our
Country through generation of income, employment
opportunities along the value chain and other connected
purposes. The sector contributes about 0.7% to the
Gross Domestic Product (GDP) through fish and fish products production, foreign
exchange earnings and job creation.

During the year 2022 a total 173,741 Metric Tons (MT) of fish worth KShs. 37.6 billion
was produced. This was a 5% increase in production compared to 163,735 MT worth
KShs. 30.3 landed in 2021. The sector supported about 1.5 million people directly and
indirectly, working as fishers, fish farmers, traders, processors, suppliers and merchants
of fishing and aquaculture inputs and employees and their dependents. The inland
capture fisheries produced 108,308 MT with an ex-vessel value of KShs. 27.2 billion. Fish
production from marine and aquaculture was 37,494 MT and 27,939 MT worth KShs.
10.3 and 8.7 billion respectively.

Nonetheless, the sector is faced with challenges including low investment, over-
exploitation of some water bodies, under-utilization of some aquatic resources, low
aquaculture development, weak linkages between research, management and other
public and private player and climates extremes. Furthermore, the fisheries sector has
been unable to realize its full potential due to factors such as inadequate information on
opportunities in the sector, low adoption of fisheries and aquaculture technologies, and
innovations, high post-harvest losses, environmental degradation and evolving fish trade
barriers. As a result, the current production of 163,605 MT remains low against the
national requirement of 500,000 MT needed to achieve at least 8 Kg per capita

iii
consumption. Kenya’s marine fishery remain not fully utilized with a potential is estimated
at between 150,000 to 300,000 MT.

There is need to address the decline in fish stocks in Lakes Victoria, Lake Naivasha and
coastal shallow waters. Efforts should be addressed to exploit the immense potential in
the underutilized capture fisheries and aquaculture. To this end, the Service has
developed this Strategic Plan (2023 - 2027). The plan provides a roadmap to the
realization of the objectives and goals. It takes cognizance of the available opportunities,
strength, threats and weaknesses. The plan is aligned with the Vision 2030, Fourth
Medium Term Plan (MTP IV) and Bottom-Up Economic Transformation Agenda (BETA).
It has integrated the five priority areas of BETA including: Agriculture (fisheries); Macro,
Small and Medium Enterprises (MSMEs); Digital & Creative Economy; and Health. This
will guide the Service towards achievements of BETA objectives of improving the
livelihoods and welfare of Kenyans.

The Strategic Plan will be implemented in collaboration with the agencies in national
government, the county governments and other stakeholders. The Board is committed
to mobilizing resources and strengthening partnerships with development partners.

Chairperson, Board of Directors

KENYA FISHERIES SERVICE

iv
PREFACE AND ACKNOWLEDGEMENT

I am delighted to present the Kenya Fisheries Service

second Strategic Plan (2023 - 2027). The Plan is a
product of an intense and rigorous development process
review of relevant policies, legislations, scientific papers
and consultations with internal and external
stakeholders. The plan highlights the issues affecting the
fisheries sector, stipulates several strategic focus areas,
strategic objectives and interventions for implementations during the plan period. The
areas include development, review and monitoring the implementation of policies, laws,
regulations, plans, strategies, standards and guidelines regarding conservation,
management, development and utilization of fisheries and aquaculture resources,
sustainable fisheries and aquaculture production, fish post-harvest management, access
to credit and insurance and leadership and integrity.

The Development of this plan has been guided by the Constitution of Kenya and the
Country’s economic development blue print Vision 2030, which aims to” transform Kenya
into a newly industrialized, middle-income country providing improved quality of life to all
by 2030.” The plan is also aligned to the Fourth Medium Term Plan (MTP IV) 2023-2027
and the Bottom-Up Economic Transformation Agenda (BETA), The East African
Community Vision 2050 and the African Union (AU) Agenda 2063, Sustainable
Development Goals (SDG), international and regional conventions and agreements, and
other development agenda. The plan includes lessons learnt from the implementation of
the first strategic plan (2018 - 2022) in the sector, among other issues.

The Management of Kenya Fisheries Service is committed to implementing the

programmes, projects and strategies outlined in this strategic plan. To ensure efficient
and effective service delivery, the Management commit to align the governance of the
Service to global best practice, automate its processes, increase levels of accountability,

v
enhance communication and implement the robust monitoring and evaluation system
expounded in this plan. The Service will create appropriate partnerships in resources
mobilization; promote research and technology transfer, while practicing prudent
utilization of resources within the organization to enhance sustainability.

I sincerely thank all those who contributed to the development of the plan, and in
particular, express my deep heartfelt gratitude to the Board of Directors, Senior
Management and all the staff of the Service for their tireless effort in the course of
developing this plan. I am confident the Service has put in place the necessary
mechanisms and capacity required to implementation the plan. It is my hope that
successful implementation of this strategic plan will contribute to enhanced food and
nutrition security, improve the living standards and welfare of Kenyans in accordance
with the MTP IV through the BETA.

We also wish to acknowledge the immense support and guidance provided by the KeFS
Board of Directors to the Management technical team throughout the review process of
the Strategic Plan. Further, we wish to most sincerely thank our stakeholders, in particular
the esteemed members of our experts for their intellectual contributions. Their
participation ensured that the strategy remained focused to the mandate of KeFS and
Kenya’s development agenda. The role played by our valued stakeholders in interrogating
the document for quality during validation cannot be over emphasized. We thank you
most sincerely for this great contribution.

Daniel Mungai
DIRECTOR GENERAL

vi
Table of Contents
FOREWORD ............................................................................................................ iii
PREFACE AND ACKNOWLEDGEMENT ........................................................................ v
LIST OF TABLES ...................................................................................................... x
LIST OF ANNEXES ................................................................................................... xi
DEFINITION OF CONCEPTS AND TERMINOLOGIES ................................................... xii
ACRONYMS AND ABBREVIATIONS .......................................................................... xiv
EXECUTIVE SUMMARY ........................................................................................... xvi
CHAPTER ONE: INTRODUCTION .............................................................................. 1
1.0 Overview .................................................................................................................................... 1
1.1 Strategy as an Imperative for KeFS Success ........................................................................ 1
1.2 The context of strategic planning........................................................................................... 2
1.2.1 United Nations 2030 Agenda for Sustainable Development .................................................... 3
1.2.2 African Union Agenda 2063 .......................................................................................................... 5
1.2.3 East African Community (EAC) Vision 2050 ............................................................................... 7
1.2.4 Constitution of Kenya .................................................................................................................... 8
1.2.5 Kenya Vision 2030, Bottom-up Economic Transformation Agenda and Fourth Medium
Term Plan 9
1.2.6 Sector Policies and Laws ............................................................................................................. 10
1.3 History of the Service ............................................................................................................. 11
1.4 Methodology of Developing the Strategic Plan................................................................... 13
CHAPTER TWO: STRATEGIC DIRECTION ................................................................ 15
2.0 Overview .................................................................................................................................. 15
2.1 Mandate ................................................................................................................................... 15
2.2 Vision Statement ..................................................................................................................... 15
2.3 Mission Statement .................................................................................................................. 15
2.4 Strategic Goals ........................................................................................................................ 15
2.5 Core Values.............................................................................................................................. 16
2.6 Quality Policy Statement ........................................................................................................ 16
CHAPTER THREE: SITUATIONAL AND STAKEHOLDER ANALYSES.............................. 17
3.0 Overview .................................................................................................................................. 17
3.1 Situational Analysis ................................................................................................................. 17
3.1.1 External Environment .................................................................................................................. 17
3.1.1.1 Macro-environment...................................................................................................................... 17
3.1.1.2 Micro-environment ....................................................................................................................... 19
3.1.2 Summary of Opportunities and Threats ................................................................................... 20

vii
 3.1.3 Internal Environment .................................................................................................................. 21
3.1.3.1 Governance and Administrative Structures .............................................................................. 21
3.1.3.2 Internal Business Processes ....................................................................................................... 21
3.1.3.3 Resources and Capabilities ......................................................................................................... 22
3.1.4 Summary of Strengths and Weaknesses. ................................................................................. 22
3.1.5 Analysis of Past Performance ..................................................................................................... 23
3.1.5.1 Key Achievement ......................................................................................................................... 23
3.1.5.2 Challenges ..................................................................................................................................... 24
3.1.5.3 Lessons Learnt ............................................................................................................................. 25
3.2 Stakeholder Analysis .............................................................................................................. 25
CHAPTER FOUR: STRATEGIC ISSUES, GOALS AND KEY RESULT AREAS .................... 34
4.0 Overview .................................................................................................................................. 34
4.1 Strategic Issues....................................................................................................................... 34
4.2 Strategic Goals ........................................................................................................................ 34
CHAPTER FIVE: STRATEGIC OBJECTIVES AND STRATEGIES .................................... 36
5.0 Overview .................................................................................................................................. 36
5.1 Strategic Objectives................................................................................................................ 36
5.2 Strategic Choices .................................................................................................................... 47
CHAPTER SIX: IMPLEMENTATION AND COORDINATION FRAMEWORK ..................... 50
6.0 Overview .................................................................................................................................. 50
6.1 Implementation Plan .............................................................................................................. 50
6.1.1 Action Plan .................................................................................................................................... 50
6.1.2 Annual Workplan and Budget .................................................................................................... 56
6.1.3 Performance Contracting. ........................................................................................................... 56
6.2 Coordination Framework ....................................................................................................... 56
6.2.1 Institutional Framework .............................................................................................................. 56
6.2.2 Staff Establishment, Skills Set and Competence Development ............................................. 58
6.2.3 Leadership..................................................................................................................................... 75
6.2.4 Systems and Procedures ............................................................................................................. 76
6.3 Risk Management Framework............................................................................................... 76
CHAPTER SEVEN: RESOURCE REQUIREMENTS AND MOBILIZATION STRATEGIES ..... 79
7.0 Overview .................................................................................................................................. 79
7.1 Financial Requirements .......................................................................................................... 79
7.2 Resource Mobilization Strategies .......................................................................................... 80
7.3 Resource Management .......................................................................................................... 80
CHAPTER EIGHT: MONITORING, EVALUATION AND REPORTING ............................. 82
8.0 Overview .................................................................................................................................. 82
8.1 Monitoring Framework ........................................................................................................... 82

viii
8.2 Performance Standards.......................................................................................................... 82
8.3 Evaluation Framework............................................................................................................ 83
8.3.1 Mid-Term Evaluation ................................................................................................................... 84
8.3.2 End-Term Evaluation ................................................................................................................... 84
8.4 Reporting Framework and Feedback Mechanism .............................................................. 84

ix
LIST OF TABLES

Table 3.1: Summary of Strengths and Weaknesses .............................................................22

Table 3.2: Stakeholder Analysis ...............................................................................................26

x
LIST OF ANNEXES

Annex 1:Kenya Fisheries Annual workplan for 2023/24 financial year ..............................88
Annex 2: Kenya Fisheries Service Proposed Organizational Structure .............................107

xi
DEFINITION OF CONCEPTS AND TERMINOLOGIES
Act - includes regulations or other forms of subsidiary legislation;
Aquaculture - means the cultivation, propagation or farming of aquatic organisms,
including fish, molluscs, crustaceans and aquatic plants whether from eggs,
spawns, spat, seed or other means or by rearing fish lawfully taken from the
wild or lawfully imported into Kenya, or by other similar process;
Aquaculture resource - means live fish and marine plants cultivated under aquaculture;
Beach Management Unit – means an organization of fishers, fish traders, boat owners,
fish processors and other beach stakeholders who traditionally depend on
fisheries activities for their livelihoods;
Board – Means the Fisheries Service Board established in the Fisheries Management
and Development Act No. 35 of 2016;
Board of Directors – means the Board of Directors of Kenya Fisheries Service provided
for by the Fisheries Management and Development Act No. 35 of 2016;
Director General – means the person appointed by the Board of Directors for day-to-day
running of the Kenya Fisheries Service;
Fish – means any marine or aquatic animal or plant, living or not and processed or not,
and any of their parts and includes any shell, coral, reptile and marine mammal;
Fisher – means every person employed or engaged in any capacity or carrying or
carrying out an occupation on board any fishing vessel, including persons
working on board any fishing vessel, including persons working on board who
are paid on the basis of a share of the catch but excluding pilots, naval
personnel, other persons in the permanent service of a government, shore-
based persons carrying out work aboard a fishing vessel and fisheries
observers;
Fisheries resource – means any fishery or stock, species or habitat of fish or parts;
Government – means the Government of Kenya;
Management – means an integrated process of information gathering, analysis,
planning, consultation, decision making, allocation of resources, formulation
and implementation of rules and regulations which govern fisheries activities in

xii
 order to ensure the continued production of the resources and accomplishment
of other objectives;
Service – means the Kenya Fisheries Service
Surveillance - means checking and ensuring compliance with control measures imposed
in fishing or fishing related activities;
The Plan – Means the Kenya Fisheries Service Strategic Plan; and
Vessels monitoring System – includes a satellite-based reporting system capable of
monitoring the position and activities of fishing vessels.

xiii
ACRONYMS AND ABBREVIATIONS
ASALs Arid and Semi-Arid Lands
AU African Union
BETA Bottom-Up Economic Transformation Agenda
BMU Beach Management Unit
CBOs Community-based organization
CCNP Cisco Certified Network Professional
CEO Chief Executive Officer
CISA Certified Information Systems Auditor
CISSP Certified Information Systems Security Professional
CITES Conventions on International Trade on Endangered Species
CMAs Co-Management Areas
COMESAFS Common Market for Eastern and Southern Africa Fisheries Strategy
CSOs Civil Society Organizations
CSR Corporate Social responsibility
EAC East African Community
EEZ Exclusive Economic Zone
EMS Electronic Monitoring System
EU European Union
FEMP Fish Environment Monitoring Plan
FIMS Fisheries information and monitoring system
FMDA Fisheries Management and Development Act
GDP Gross Domestic Product
ICT Information and Communication Technology
IOTC Indian Ocean Tuna Commission
ISO International Standards Organization
IUU Illegal, Unreported and unregulated
IWC International Whaling Commission
KeFS Kenya Fisheries Service
KEMSFED Kenya Marine Fisheries and Socio-Economic Development

xiv
KRA Key Result Area
LVFO Lake Victoria Fisheries Organization
M&E Monitoring and Evaluation
MCS Monitoring Control and Surveillance
MCSE Microsoft Certified Solutions Expert
MDACs Ministries, Departments, Agencies and Counties
MSMEs Macro, Small and Medium Enterprises
MT Metric Tons
MTP Medium Term Plan
MoU Memoranda of Understanding
MTEF Medium-Term Expenditure Framework
NEMA National Environment Management Authority
NPOA National Plan of Action
OSBP One-Stop Border Point
PSMA Port State Measure Agreement
RAS Recirculation Aquaculture Systems
RMP Residue Monitoring Plan
SDBE&F State Department for Blue Economy and Fisheries
SDG Sustainable Development Goals
SWIOFC South Western Indian Ocean Fisheries Commission
TIMPs Technologies, Innovations and Management Practices
TOR Terms of Reference
UNCLOS United Nations Convention on the Law of the Sea
UNFSA United Nations Fish Stock Agreement
VMS Vessel Monitoring System

xv
EXECUTIVE SUMMARY

Kenya Fisheries Service is a body corporate established by the Fisheries Management and
Development Act No. 35 of 2016. The Service is mandated to conserve, manage and
develop the fisheries resources in Kenya. The mandate is achieved using Strategic Plan
2023 – 2027 tool that guide on the Service performance management. The tool focuses
on the Kenya Fisheries Service attaining effectiveness and efficiency in services delivery
and effort towards achieving its vision, mission and strategic goals. The Service vision is
“Sustainable fisheries and aquaculture resources for enhanced livelihoods”. Greater
consistence with National, Regional and International policies, legislations and blue prints
priorities for fisheries and affiliated resources conservation, management and
development has been factored in the Strategic Plan preparation. Various factors that
have a direct and indirect impact on the effective implementation of Strategic Plan have
been reviewed. Situation analysis of expected external and internal environment in the
Plan implementation has been evaluated. Further, key achievements and challenges for
2018 – 2022 Strategic plan has been factored to guide preparation of the 2023 – 2027
Strategic Plan. The review culminates in development of six strategic issues including:
Inadequate legal, regulatory and institutional framework; Conservation, management
and optimize sustainable utilization of fisheries and aquaculture resources; High post-
harvest loses, fish safety, quality and value addition; Climate change; Inadequate
financial; infrastructure and human resources; and Low uptake of technology and
research in fisheries and aquaculture. Strategic objectives, Key Result Areas and
strategies are identified providing quarterly, annual and mid-term Strategy Plan
implementation road map. The Strategy requires KShs. 7.416 billion for implementation
from the Government of Kenya Exchequer, Appropriation in Aid, Public Private
Partnerships, Development Partners and programs and projects.

xvi
CHAPTER ONE: INTRODUCTION

1.0 Overview
This chapter describes the Strategic Plan as a tool that will guide Kenya Fisheries Service
(KeFS) in attaining effectiveness, efficiency and focus towards achieving its vision,
mission and goals between 2023 - 2027. It highlights: the context of the plan; global,
continental, regional and national development agenda relevant to KeFS’ mandate;
sectoral policies and law; background of the Service; and the approach used to develop
the Strategic Plan.

1.1 Strategy as an Imperative for KeFS Success

Human societies require goods and services supplied by healthy aquatic ecosystems. The
goods and services should be sustainable, maintain ecological structure and function over
time, and continue to meet Kenyan needs and expectations. Increase in competition for
aquatic resources has led to escalating resource use conflicts among various
stakeholders. This has been exacerbated by climate change and adverse anthropogenic
impacts on the existing fisheries resources. Climate change and its impacts on the natural
resources including fisheries is not only a global challenge but also regional and national
phenomenon with far reaching ramifications. There is need for wise utilization of aquatic
resources in Kenya through a concerted effort by all stakeholders in the fisheries sector.
The Strategic Plan is designed to address the gaps by ensuring optimal utilization of the
fisheries and aquaculture resources and devised interventions for mitigation, adaptation
and resilience.

Kenya Fisheries Service is a body corporate established by the Fisheries Management and
Development Act No. 35 of 2016. The mandate of the Service is to conserve, manage
and develop the fisheries resources in Kenya. To this end, KeFS will use this Strategic
Plan as a tool to guide in attaining effectiveness, efficiency and focus towards achieving
its vision, mission and strategic goals.

1
 1.2 The context of strategic planning
The role of Kenya Fisheries Service in conservation and management of fisheries and
aquaculture resources is guided by the national development priorities, regional and
international development agenda. The national development priorities are anchored on:
The Constitution of Kenya 2010; The Fisheries Management and Development Act 2016;
the Kenya Vision 2030; the Fourth Medium Term Plan (MTP IV); and the Bottom-up
Economic Transformation Agenda (BETA).

Kenya Fisheries Service through its programmes will endeavour to play a significant role
in conservation and management of fisheries and aquaculture resources. These
programmes will accelerate poverty reduction, diversification of livelihoods and
transformation of the structure of the socio-economic dimension of the fisher
communities and the people of Kenya whose livelihood directly and indirectly depend on
fisheries and aquaculture resources.

The vision of Kenya Fisheries Service is “Sustainable fisheries and aquaculture resources
for enhanced livelihoods”. The Plan provides a roadmap to define the strategic direction
for KeFS between 2023 and 2027. The plan will guide the Service in contributing to the
achievement of the Sustainable Development Goals, the Africa Agenda 2063, Kenya
Vision 2030, the Fourth Medium Term Plan (MTP IV) through the Bottom-Up Economic
Transformation Agenda (BETA) and within the framework of the Constitution of Kenya,
2010.

This Strategic Plan ensures greater consistence with priorities, objectives and activities
of various collaborating Ministries, Departments, Agencies and Counties (MDACs),
institutions, organizations and individuals working in fisheries and aquaculture sector.
The activities earmarked by the Kenya Fisheries Service during the 2023 - 2027 period
shall seek to realize Kenya’s national priorities by leveraging and optimizing on
opportunities and resources available within the country and beyond. Kenya will benefit

2
particularly from such areas as capacity building, standard setting, intellectual
collaborations, research and innovations, information dissemination and policy
formulation. United Nations 2030 Agenda for Sustainable Development; African Union
Agenda 2063; East Africa Community Vision 2050; Constitution of Kenya; Kenya Vision
2030; Bottom-Up Economic Transformation Agenda and Fourth Medium Term Plan; and
Sector Policies and Laws relevance are reviewed.

1.2.1 United Nations 2030 Agenda for Sustainable Development

The interventions planned for implementation will strive to achieve Sustainable
Development Goals (SDGs) as follows:

Goal 1: End Poverty in all its Forms Everywhere:

The focus will be to end poverty in the rural areas through provision of affordable inputs,
quality seeds and feeds to the fishers and fish farmers for job creation and income
generation.

Goal 2: End hunger, achieve food security and improved nutrition and promote
sustainable fisheries and aquaculture:
This will be achieved through increased fish production, to mitigate against post-harvest
losses and building resilience against climate shocks for improved nutrition.

Goal 5: Achieve gender equality:

This will be attained through the inclusion of both male and female in the fisheries and
aquaculture sector through policy direction, affirmative actions and involvement at all
levels of projects and programmes.

Goal 6: Ensure availability and sustainable management of water

The Service will facilitate improvement of water quality by reducing pollution, eliminating
dumping and minimizing release of hazardous chemicals and materials through recycling
and safe re-use of water in fisheries and aquaculture resources. Aquatic ecosystems

3
including oceans, wetlands, rivers, aquifers and lakes will be protected and restored by
supporting and strengthening the participation of local communities in improving
fisheries management.

Goal 8: Promote sustained, inclusive and sustainable economic growth, full and
productive employment and decent work for all:
This will be achieved through implementation of policies and standards targeting job
creation along the fisheries value chains and provide conducive environment for the
human capital.

Goal 12: Ensure sustainable consumption and production patterns:

This will be achieved through targeted interventions on increased fish production by use
of relevant technologies such the Recirculation Aquaculture System (RAS), reduction of
post-harvest losses, value addition, increased per capita fish consumption and reducing
waste.

Goal 13: Take urgent action to combat climate change and its impacts:
To address climate change there is need to strengthen resilience and adaptive capacity
to climate related hazards and natural disasters, embrace climate-smart aquaculture and
fishing technologies, increase tree coverage, green port initiatives, capacity building on
reduction of greenhouse gas emissions from shipping and related energy efficiency
programmes.

Goal 14: Conserve and sustainably use the oceans, seas and marine resources for
sustainable development:
The focus will be on sustainable management of our oceans, lakes, rivers and dams and
coastal resources through ecosystem approach to fisheries management; strengthening
of fisheries governance; institutional coordination, policies and regulations; effectively
regulate harvesting and end overfishing, implement National Plan of Action (NPOA) to
prevent, deter and eliminate Illegal, Unreported and unregulated (IUU) fishing activities

4
and implement science-based management plans in order to restore fish stocks; provide
access for small-scale artisanal fishers to marine resources and market and disseminate
relevant scientific knowledge.

Goal 15: Protect, restore and promote sustainable use of terrestrial ecosystems and halt
biodiversity loss
The Service will achieve this through identification, demarcation and protection of critical
fish habitats, development of co-management areas (CMAs) to halt biodiversity loss. This
goal will be achieved through conservation, management, restoration and sustainable
use of Kenya marine and fresh water ecosystems and their services in line with national,
regional and international policies, agreements and treaties. Urgent and significant action
to reduce the degradation of natural habitats, halt the loss of biodiversity, protection and
prevention of the extinction of threatened aquatic species will be taken. Strengthen
Monitoring Control and Surveillance (MCS) and collaborate globally to combat poaching
and trafficking of protected fish species.

Goal 17: Strengthen means of implementation and revitalize the global partnership for
Sustainable Development:
This will be achieved through strengthening, promotion and collaboration of partnerships
at regional and international levels for sustainable management and development of
fisheries resources, promote investment in the fisheries sector, resource mobilization and
capacity building.

1.2.2 African Union Agenda 2063

Agenda 2063 is a strategic framework for the socio-economic transformation of the
African continent adopted by the African Union (AU) Summit in May 2013. It builds on,
and seeks to accelerate the implementation of past and existing continental initiatives for
growth and sustainable development. The agenda has aspirations and goals to achieve
by the year 2063.

5
The Aspiration 1 on “A prosperous Africa based on inclusive growth and sustainable
development” relates to Kenya Fisheries Service’ mandate of sustainable conservation,
development and management of the fisheries resources in Kenya for accelerated socio-
economic development of the fisher communities and the people of Kenya. The goals
under this aspiration include:
1. A high standard of living, and quality of life, sound health and well-being;
2. Well educated and skilled citizens, underpinned by science, technology and
innovation for a knowledge society;
3. Economies are structurally transformed to create shared growth, decent jobs and
economic opportunities for all;
4. Modern agriculture for increased production, productivity and value addition
contributes to farmer and national prosperity and Africa’s collective food security;
and
5. Africa’s unique natural endowments, its environment and ecosystems, including
its wildlife and wild lands are healthy.

The Strategic Plan will contribute to the achievement of the goals under the aspiration
through:
1. Sustainable production of fish for food, nutrition security and wealth creation;
2. Provision of education and awareness creation for the fisherfolks and other
stakeholders;
3. Training of the youth in deep-sea fishing to equip them with the knowledge and
skills for sustainable exploitation of the fisheries resources in the Exclusive
Economic Zone (EEZ);
4. Capacity building for sustainable use of the fisheries and aquaculture resources;
5. Transfer of fisheries and aquaculture technologies and innovations for increased
fish production, value addition and reduction in post-harvest losses;
6. Accelerating aquaculture development and biosecurity governance;
7. Enhancing market access and improving/ strengthening intra-regional fish trade;

6
 8. Strengthening Monitoring, Control and Surveillance (MCS) systems to effectively
combat Illegal, Unreported and Unregulated (IUU) fishing; and
9. Sustainable conservation of the fisheries resources and aquatic ecosystem.

The aspiration six (6) about an Africa whose development is people-driven, relying on
the potential of African people, especially its women and youth, and caring for children,
is also relevant to the functions of Kenya Fisheries Service. The Strategic Plan will
contribute to the achievement of this aspiration through:
1. Involvement of key stakeholders and the public in the design, development and
implementation of programmes, projects, fisheries management plans,
regulations, standards and guidelines;
2. Ensure gender equity and equality in access to fisheries and aquaculture
resources; and
3. Training youth to equip them with knowledge and skills for deep-sea fishing and
for sustainable livelihoods.

1.2.3 East African Community (EAC) Vision 2050

This is a regional vision for socio-economic transformation and development in the East
African Community (EAC) of which Kenya is partner state. It lays out a broad region’s
strategic plan for optimization in the utilization of its resources to narrow the gap in terms
of social wellbeing and productivity.

Agriculture, Food Security and Rural Development is a key component of the vision. This
vision links well with KeFS mandate for sustainable conservation, development and
management of the fisheries and aquaculture resources for socio-economic benefits of
the people of Kenya. KeFS will leverage on the vision to meet its objective for increasing
fisheries and aquaculture production and reducing post-harvest losses.

The vision aims at creating a cohesive community which is a market opportunity for fish
and fish products from Kenya. The vision has identified capacity and skills requirements

7
for the fisheries industry. The specific capacity and skills requirements outlined in the
vision constitute KeFS’ strategic issues and goals. The alignment of the Strategic Plan
with the vision will contribute to the achievement of the vision.

1.2.4 Constitution of Kenya

The Constitution aims amongst other provisions to ensure sustainable exploitation,
utilization, management and conservation of the environment and natural resources. It
aims to ensure the equitable sharing of the accruing benefits from the fisheries and
aquaculture resources throughout Kenya. Under its Fourth schedule, the Constitution
assigns the national Government the function of Protection of the environment and
natural resources with a view to establishing a durable and sustainable system of
development, including, in particular fishing, hunting and gathering. This function is part
of the mandate of Kenya Fisheries Service under the Fisheries Management and
development Act No. 35 of 2016. These provisions of the Constitution will be implemented
by the Strategic Plan through:
1. Conservation, development and management of the fisheries and aquaculture
resources;
2. Prevention, deterrence and elimination of Illegal, Unreported and Unregulated
(IUU) fishing in marine and inland fishery water bodies in Kenya;
3. Initiate the development and implementation of fisheries policies, regulations and
management plans;
4. Granting of fisheries access to the fisheries resources;
5. Protection of critical fish habitats;
6. Involvement of stakeholders and the public through fisheries co-management in
the sustainable use of the fisheries resources;
7. Development and implementation of protocols, standards and monitoring plans
for fish safety; and
8. Coordination of the implementation of transboundary resources management
plans and strategies.

8
 1.2.5 Kenya Vision 2030, Bottom-up Economic Transformation Agenda
and Fourth Medium Term Plan
Kenya Vision 2030 is the long-term development blue-print expected to transform the
country into a rapidly industrializing middle-income nation enjoying a high quality of life
by the year 2030 in a clean and secure environment. This Strategic Plan is aligned with
the Kenya Vision 2030 and the implementation of the plan with be in line with the Fourth
Medium Term Plan (MTP IV) through the Bottom-Up Economic Transformation Agenda
(BETA). The Fisheries management and development will be achieved through expanding
the area of fish farming from the current high potential areas to Arid and Semi-Arid Lands
(ASALs) and developing fisheries related infrastructure and strengthening of Monitoring,
Control and Surveillance (MCS) systems and reduce fish post-harvest losses per annum;
and increased exports of marine products.

The Bottom-up Economic Transformation Agenda (BETA) is a national development plan.

It focuses on agriculture, micro, small and medium enterprises (MSMEs), affordable
housing, digital and creative economy and health care. The strategic plan is aligned to
BETA and MTP IV. Specifically, Kenya Fisheries Service will train and equip youth with
skills for deep-sea fishing to make them employable in the industrial and semi-industrial
fishing vessels. The expected increase in fish production and landings on our fishing ports
will provide fish as raw material to support fisheries-based micro, small and medium
enterprises (MSMEs). Productivity for fish value chains will also be increased through
training of actors along the fisheries and aquaculture value chains. Further, KeFS will
ensure availability of affordable fisheries and aquaculture inputs and trade for fish and
fishery products.

The Strategic Plan identify the need for use of ICT, which is a key driver of the economic
sectors digitization and automation of processes. KeFS will digitize all its services through
the e-citizen in order to achieve effectiveness and efficiency.

9
 1.2.6 Sector Policies and Laws
The Constitution of Kenya, 2010, recognizes international law as part of Kenyan law. It directs
under Article 2(5) and (6) that “general rules of international law and any treaty or
Convention ratified by Kenya shall form part of the laws of Kenya.

Kenya is a contracting party to regional and international treaties, conventions, agreements

and commissions. These include: United Nations Convention on the Law of the Sea
(UNCLOS); Conventions on International Trade on Endangered Species (CITES);
International Whaling Commission (IWC); Indian Ocean Tuna Commission (IOTC); South
Western Indian Ocean Fisheries Commission (SWIOFC); United Nations Fish Stock Agreement
(UNFSA); Port State Measure Agreement (PSMA); The Common Market for Eastern and
Southern Africa Fisheries Strategy (COMESAFS); and Lake Victoria Fisheries Organization
(LVFO).

Kenya Fisheries Service has integrated the regional and international treaties, conventions,
agreements and commissions in the Strategic Plan for implementation through:
1. Conservation, management and development of fisheries resources;
2. Development and review of fisheries and aquaculture resources regulatory
frameworks;
3. Promotion of fish safety and quality assurance;
4. Development of National Aquaculture Centres;
5. Development of fisheries and aquaculture resources related infrastructure;
6. Monitoring, Control and Surveillance (MCS);
7. Prevention, deterrence and elimination of Illegal, Unreported and Unregulated
(IUU) fishing;
8. Protection and conservation of Endangered, Threatened and Protected fish species
listed by CITES;
9. Resource mobilization;
10. Promotion of regional and international trade;
11. Fisheries statistics and database management; and

10
 12. Promotion of strategic plan of fishing and recreational fisheries.

1.3 History of the Service

Kenya Fisheries Service was established by Fisheries Management and Development Act
No. 35 of 2016. Operationalization of the Service began on 23rd September, 2016 when
the Act commenced. The technical fisheries staff that were serving under State
Department for Fisheries, Aquaculture and Blue Economy (SDFA&BE) were all seconded
to Kenya Fisheries Service. The Service continued to operate under the SDFA&BE until
2020 when the Service delinked.

The Service has a fully constituted Board of Directors, a substantive Chief Executive
Officer (CEO) and has employed 150 Fisheries Officers and 198 Constable Fisheries
Guards. The Service is responsible for conservation, management and development of
fisheries and other aquatic resources to enhance the livelihood of communities dependent
on fisheries, aquaculture and for connected purposes. The KeFS is legally mandated to
perform the following functions as provided for by the Fisheries Management and
Development Act, 2016:
1. Ensure the appropriate conservation, development of standards on management,
sustainable use, development and protection of the fisheries and aquaculture
resources;
2. Formulate and monitor the implementation of policies regarding the conservation,
management and utilization of all fisheries and aquaculture resources;
3. Develop standards for the management of all fisheries and aquaculture activities
and fishing related activities;
4. Develop guidelines for the preparation of fisheries management plans for the Kenya
fishery waters;
5. Provide education to create public awareness and support for fisheries
conservation, management, development and sustainable use;
6. Set and meet goals for fisheries conservation, management, development and
sustainable use;

11
7. In consultation with the Kenya Marine and Fisheries Research Institute, approve
and co-ordinate research activities;
8. Collect and analyse data in relation to resources and activities; identify manpower
requirements and recruit manpower at all levels for the Service;
9. Liaise as appropriate with agencies and persons, including stakeholders, industry,
government agencies, regional and international organizations and experts,
whether local or foreign;
10. To act on behalf of the government, subject to the Treaty Making and Ratification
Act, 2012 in relation to all domestic and international agreement relating to fishing,
fishing related activities or any matter falling within the scope of this Act, to which
Kenya is or may become a party;
11. Administer and co-ordinate international protocols, conventions and treaties
regarding fisheries in consultation with the Cabinet Secretary pursuant to the Treaty
Making and Ratification Act, 2013;
12. Subject to the Public Health Act and the Food, Drugs and Substance Act, control
and regulate fish safety and quality;
13. Raise revenue through levies, fees, investments and other means in accordance
with the Fisheries Management and Development Act, 2016 including solicitation
by public appeal or otherwise, and accept and receive subscriptions, donations,
devices and bequests, whether of movable or immovable property and whether
absolute or unconditional for the general or purposes of the Service or subject to
any trust;
14. Undertake the development of appropriate fisheries and aquaculture resources
infrastructure, that relates to its mandate under this Act and the Constitution;
15. Facilitate investment in commercial fisheries, in collaboration with relevant
agencies, persons or bodies, including Government departments;
16. Promote development and introduction of appropriate technologies in aquaculture
production, processing and preservation in collaboration with relevant agencies,
county governments and stakeholders;

12
17. Identify and promote construction of any works deemed necessary for the
sustainable development and economic utilization of fisheries and aquaculture
resources;
18. In collaboration with county government and the Fish Marketing Authority
established under section 201, identify opportunities and promote all fisheries
marketing;
19. Arrange and enter into joint ventures or any other forms of investment arrangement
for purposes of performing any of its functions;
20. Co-ordinate fish quality assurance and operations of the marine and coastal
fisheries, aquaculture and inland and riverine fisheries;
21. Coordinate and or undertake monitoring, control and surveillance of all activities;
and
22. Perform such other duties and functions consistent with the provisions of the FMD
Act 2016.

1.4 Methodology of Developing the Strategic Plan

Strategic planning is a key tool of results-based management that provides direction
towards a defined and shared vision with strategies on how to achieve organization’s
goals. It provides a road map for implementation of an organization’s desired outcomes.
The development of the Strategic Plan began with initiation of the process by the Board
of Directors and the Director General. The Board then agreed on the scope of the
development of the strategic plan in June 2023. Terms of Reference (TOR) were then
developed by the top management and a Technical Committee was formed.

The technical committee interpreted, reviewed and adopted the TOR issued by the Board
on review and development of the organization’s strategic plan. Based on the TORs the
committee developed action plan for the review and development of the strategic plan
for consideration and approval by the Board. The committee developed a strategic
framework for review and development of the strategic plan.

13
A zero draft was developed as guided by the revised Guidelines for preparation of 5th
generation strategic plans, 2023 - 2027. The Draft Strategic Plan was then presented to
entire KeFS Staff and the Kenya Fisheries Board of Directors. The reviewed draft was
then presented to the State Department for Blue Economy and Fisheries, Council of
Governors in charge of Blue Economy and Fisheries, Kenya Marine Fisheries and Research
Institute, Kenya Marketing Authority, Kenya Fish Levy Trust, Kenya Fishing Industries
Corporation for review and inputs. At the same time the plan was uploaded on KeFS
website and an advert made to the stakeholders and the public to give their views. The
views from all stakeholders were scrutinized and incorporated in the Draft Strategic Plan.
The plan was then submitted to the State Department for Economic Planning for review
and feedback to inform finalization of the Plan. The Strategic Plan was then published for
implementation.

14
CHAPTER TWO: STRATEGIC DIRECTION

2.0 Overview

The Chapter provides the guiding principles that shape the KeFS’ decisions, operations
and actions. This is achieved by providing the mandate of the Service, Vision, Mission,
Core values, Strategic goals and Quality Policy Statement.

2.1 Mandate

The mandate of the Kenya Fisheries Service as outlined in the Fisheries Management and
Development Act, No. 35 of 2016 is to conserve, manage and develop Kenya’s fisheries
and aquaculture resources.

2.2 Vision Statement

Sustainable fisheries and aquaculture resources for enhanced livelihoods.

2.3 Mission Statement

To facilitate sustainable development of fisheries and aquaculture resources for

accelerated socio-economic growth in Kenya

2.4 Strategic Goals

1. Strengthen Policy, legal and institutional framework for management and
development of fisheries and aquaculture resources;
2. Develop, manage and optimize utilization of fisheries and aquaculture resources;
3. Reduce fish post-harvest loses and enhance fish quality, safety and trade;
4. Mitigate climate change impacts in fisheries;
5. Develop human resource capacity, infrastructure and diversify financial resources;
and

15
 6. Enhance Research and Innovation in Fisheries and Aquaculture.
2.5 Core Values
The Kenya Fisheries Service is committed to providing quality services to all and is guided
by the following core values:
1. Professionalism: Uphold high level of responsibility, ethical behaviour,
competence and productivity;
2. Integrity: Steadfast transparency, honesty and accountability in service delivery;
3. Fidelity to law: Commitment to respecting and applying the rule of law in all
undertakings;
4. Equity and Equality: Commitment to offer equal opportunities, fairness and
justice in provision of Services;
5. Sustainable Development: Development with the present and future in mind;
6. Creativity and Innovation: Embrace continuous improvement and change; and
7. Meritocracy: The service will consider merit in making choices affecting staff and
clients.

2.6 Quality Policy Statement

Kenya Fisheries Service is committed in providing high standards services in conservation,
management of fisheries and aquaculture resources while ensuring fish and fishery
products safety.

16
CHAPTER THREE: SITUATIONAL AND STAKEHOLDER ANALYSES

3.0 Overview
This chapter outlines the various factors that have a direct and indirect impact on the
effective implementation of this Strategic Plan. It provides an in-depth analysis of the
issues and key partners whom the Service need to incorporate to support the efficient
operationalization of the Plan between 2023 and 2027.

3.1 Situational Analysis

3.1.1 External Environment

Changes in the external environmental factors have decisive influence on demands for
services and this will significantly influence KeFS’ ability to discharge its mandate. These
are Macro-environment and Micro-environment as discussed below.

3.1.1.1 Macro-environment
In discharge of its mandate, the Service is not immune to various factors that have a
huge impact on its performance. These factors are political, economic, social,
technological, legal and environmental. Presently, there is political goodwill for the
sustainable development of fisheries and aquaculture, which has created an enabling
environment for the Service to discharge its mandate. However, there exists Trans-
boundary conflicts, which derail the necessary joint efforts for sustainable exploitation
of the aquatic resources in terms of conservation, preservation, decision-making and
access to Trans-boundary resources. Changes in political leadership for the Regional,
National and County Governments may disrupt established working relationships for
shared responsibilities.

Global economic dynamics affect the rate of funding that the Country receives from
development partners and other financial resources from Government. High prevalence

17
of Illegal Unreported and Unregulated fishing denies Kenya the much-needed revenue
to the tune of 10 billion Kenya shillings annually. These affect the implementation of
this Strategic Plan.

Kenya has a population of about fifty-three million people with the majority being the
youth and women; this provides a huge workforce that can be involved in the utilization
of aquatic resources for overall economic development. Furthermore, there exists
opportunities for many communities in Kenya that are not traditional fish consumers to
be targeted for outreach programs on fish consumption. The literacy level in Kenya is
high and therefore make it easier for dissemination of fisheries and aquaculture
information for growth.

Kenya is a pace setter in the technological advancement and this facilitates faster
adoption of various innovations in the fisheries industry. These include technological
innovations in mobile phones and applications for data gathering and dissemination,
communication and implementation of regulatory roles such as Vessel Monitoring
System (VMS), Electronic Monitoring System (EMS). However, these technological
advancements are prone to attacks and abuse and can aid cybercrimes and compromise
overall security and data integrity.

Climate change has negatively impacted aquatic ecosystems and rendered many
vulnerable. Overexploitation of the Country’s natural resources has led to continuous
destructions of fisheries resources and even depletion in some cases. KeFS continues
to collaborate with other Government agencies and development partners to ensure
compliance to Fisheries and Environmental laws.

There exists facilitative legal framework for sustainable development of aquatic

resources. The sector is guided by The Constitution of Kenya 2010, Fisheries
Management and Development Act of 2016, Kenya Fisheries Policy 2023, BETA and
various regulations that effectively guide in fisheries management. Furthermore, Kenya

18
is a signatory to various regional and international laws, conventions and protocols that
create platforms for information sharing, capacity building and access to financial
opportunities that further support the implementation of this Strategic Plan.

3.1.1.2 Micro-environment
The Service is affected by various immediate dynamics that influence its performance and
decision-making. These issues are within the control of the Service and if necessary,
measures are put in place can be managed. These include Fish Value Chain Actors
(Producers, Input Suppliers, Processors, Marketers and Exporters), Labour market, Post-
Harvest Loses, Unreliable Suppliers, Misinformation, Management and Leadership among
others.

The growth and development of aquatic resources requires continuous engagement of

various stakeholders who provide diverse goods and services. The Service is mandated
to provide oversight and regulation of the goods and services from various value chain
actors to ensure sustained growth of the sector.

The Service is equipped with skilled and qualified human capital to carry out its functions.
There is need for continuous capacity building to ensure various emerging issues in the
sector are addressed for continuous development of fisheries and aquaculture resources.

Aquatic products are highly perishable and therefore there is need to ensure elaborate
mechanisms are in place to reduce loses and add value for higher returns and longer
shelf life. There is need to advance various innovations that are easy to adopt to ensure
maximum utilization of the aquatic resources.

There exists a gap on fisheries literacy, which has led to peddling of inaccurate
information on fisheries and aquaculture. This Strategic Plan will ensure there is an open
information sharing platform, continuous capacity building, sensitization and training of
various stakeholders to close the information gaps.

19
 3.1.2 Summary of Opportunities and Threats
There are various opportunities in the industry that KeFS need to take advantage of as
it discharges its mandate. However, the Service is aware of various threats that may
challenge effective implementation of this Strategic Plan. Table 3.1 is a summary of
opportunities and threats identified and discussed as shown below.

Table 3. 1: Summary of Opportunities and Threats

Environmental Opportunities Threats
factor
Political Strong political and stakeholder Political uncertainties
good-will Uncertainty in the regional
integration programs
Better coordination between the Insecurity and piracy in the
National and county national waters
Governments.
Economic A changed national, regional and Global economic melt down
global economic environment Illegal unreported and
that is aligned to KeFS key unregulated fishing.
pillars. Introduction of non-tariff trade
Readily available market for barriers.
fisheries and aquaculture
products
Social Availability of high-profile pool of Conflict of interest among
experts within the fisheries stakeholders
fraternity
Free movement of people and
goods
Strong functional national, Outbreaks of global pandemics
regional and global networks of e.g., Covid-19 and Ebola
fisheries organizations

Population growth Increased fishing pressure

Competing resource use
Technological Advancement in the use of Low adoption of technologies
Information, Communication Technologies not cost efficient
Technology (ICT) Lay off due to adoption of
technologies
Legal Enabling legal framework Noncompliance of the law
Conflicting/ overlapping
mandates

20
 Ecological Underexploited Kenya EEZ and Overexploitation of fisheries
Lake Turkana fishery resources
Balanced ecosystem Climate change and weather
variability

3.1.3 Internal Environment

The Service was established by FMDA, which gave it a robust mandate to conserve,
manage and develop all fisheries and aquaculture resources. This has placed KeFS in a
good position to ensure aquatic resources get the needed attention for exploitation to
bring overall growth for economic empowerment of the citizenry.

3.1.3.1 Governance and Administrative Structures

The Service has a fully established Board of Directors and a substantive Chief Executive
officer and an approved organization structure. It has policy guideline documents
including developed human resource guidelines and manuals that offer competitive
career growth and development to attract the best pool of talent for the service. A total
of one hundred and fifty (150) fisheries officers and one hundred and ninety-eight (198)
constable fisheries guards have been recruited while the Service has established ten (10)
regional offices across the country. In addition to the regional offices the Service has also
established specialized aquaculture farms that deal with various fish species.

Despite this, the Service has serious staffing gaps in some critical positions that affects
service delivery; pending and inadequate regulations; weak Monitoring Control and
Surveillance capacity; and low funding.

3.1.3.2 Internal Business Processes

The Service has developed programs and systems for service delivery. These include:
policies, guidelines and procedures (Manual Standards Operating Procedures) for fish
safety, aquaculture and Monitoring, Control and Surveillance; National Guidelines for
Fisheries Co-management, deployment of officers in the regions to bring services closer
to the people; and digitalization of KeFS processes and services. The Service however

21
lack adequate financial resources from the Government and development partners,
necessary for institutional and infrastructural development.

3.1.3.3 Resources and Capabilities

The service has competent human resource who have been trained and with the required
skill sets to carry out their duties and responsibilities. However, there is need for more
staffing placement and replacements on attrition, and continuous improvement and
training to enable the human resource to be in tandem with other emerging issues for
effective and efficient service delivery.

The Service has offices and Centres in Lake Victoria region, Marine and Coastal region,
Kiganjo Trout Centre, Sagana National Aquaculture Centre and Kabonyo Fish Breeding
Centre which facilitate effective and efficient service delivery. However, there is need for
more office and transport infrastructure at the Headquarter, eight regions and associated
Counties and Sub Counties to improve on service delivery.

3.1.4 Summary of Strengths and Weaknesses.

Kenya Fisheries Service addresses some of these challenges through activities
implemented by various departments. The summary of Strengths and Weaknesses is
shown in Table 3.2.

Table 3.1: Summary of Strengths and Weaknesses

Factor Strengths Weaknesses
Governance and • Approved organization • Inadequate human
administrative structures structure resource
• Robust human resource • Pending key regulations
guidelines and manuals
• Functional Regional
Offices
Internal Business • Digitalization of KeFS Lack of required financial
processes services for effective resources.
and efficient service
delivery

22
 Resources and Capabilities • Trained and skilled • Inadequate resources
personnel for recruitment of
optimal staffing and
continuous
improvement
• Lack of office spaces to
house officers in
various Regions

3.1.5 Analysis of Past Performance

The Strategic Plan 2018 - 2022 was the first Plan since the Service was established in
2016. Below are the key achievements from the plan.

3.1.5.1 Key Achievement

1. Operationalized the following KeFS Regional Offices: Lake Turkana Region Office,
Central and South Rift Region Office, Eastern Regional Office, Lake Turkana &
Marsabit Regional Office, Lake Victoria Regional Office, Isebania & Busia Border Point
(OSBP), Western Regional Office, Kiganjo and Sagana Centres, Marine and Coastal
Regional Office;
2. Secondment and Recruitment of technical officers to the Kenya Fisheries Service;
3. Initiated development and finalization of various Fisheries Management Regulations
including Inland Fisheries, Recreational, Fisheries General, Beach Management Units,
Fish Safety, Marine Fisheries Regulations and Aquaculture;
4. Domestication of the Lake Victoria Fisheries Organization (LVFO) Cage Culture
Guidelines and International Plan of Action against IUU Fishing;
5. Developed a Residue Monitoring Plan (RMP) for farmed fish which was approved by
the European Union (EU) and thereby opening up export trade for farmed fish and
fishery products in the EU;
6. Developed the lake Turkana Management plan, Marine Aquarium Fishery
Management Plan, Small Purse Seine Fishery Management Plan, Lobster Fishery
Management Plan, Shimoni - Vanga joint Co-management plan, Pate Island joint Co-
management plan, and Kuruwitu Beach Management Unit (BMU) management plan;

23
7. Conducted frame surveys for Lake Victoria and Kenya’s Near shore and Marine
Fishery;
8. Developed and transferred improved local strain of tilapia, catfish and trout to
certified hatcheries for mass production of quality seed and farmers;
9. Constructed of 110 Recirculation Aquaculture Systems (RAS) in various learning
institutions to demonstrate and train on infrastructure for the intensive Aquaculture;
10. Audited licensed fish processing establishments;
11. Restocked 30 community dams with 15,000,000 tilapia fingerlings and 2 cold water
rivers with 20,000 trout fingerlings;
12. Trained 30 Fish Inspectors, 31 Beach Inspectors, 178 Constable Fisheries Guards in
paramilitary course and 870 Deep-sea Fishing Crew;
13. Constructed National Trout Resource Centre and Trout Market outlet in Kiganjo Trout
Farm; and
14. Licensed eight (8) semi-industrial and seven (7) industrial fishing vessels under the
National Fleet Development Plan.

3.1.5.2 Challenges
1. Inadequate budgetary provision for planned activities to implement the full mandate
of the Service as enshrined in Fisheries Management and Development Act of 2016;
2. Growing prevalence of Illegal Unreported and Unregulated (IUU) Fishing in Kenya’s
capture resources;
3. Resource use conflicts especially on transboundary fisheries resources;
4. Climate change and its impacts;
5. Conflict on devolved and National functions and overlapping mandates;
6. High cost of aquaculture inputs; and
7. Fish kills in cage culture in Lake Victoria and Uncoordinated fish farming cage
placements in Lake Victoria by both commercial and domestic fish farmers.

24
 3.1.5.3 Lessons Learnt
The Service has learnt vital lessons during this period. This marked the inaugural
Strategic Plan for the Service and has led to various lessons including:
1. There is great need for National Treasury support to the Service to enable discharge
of all duties for the overall growth of the nation;
2. Seek Alternative sources of funding are very crucial to meeting the mandate of the
Service;
3. The Service urgently needs to fast track recruitment of officers to fill up the staffing
gaps;
4. Consultation, collaboration and co-operation among Ministries, Departments,
Agencies and County Governments (MDACs) and other stakeholders is crucial in
management, development and implementation of the laid down policies, strategies,
programs and projects; and
5. Public participation and awareness creation enhances ownership of the KeFS
programs.

3.2 Stakeholder Analysis

Stakeholders mapping is an inventory of the broad stakeholder categories that have a
complementary role or synergy in the development and implementation of the Kenya
Fisheries Service Strategic Plan, taking into consideration the various ways they may
influence its implementation. Acceptance of the Strategic Plan by the stakeholders is a
pre-requisite for attracting sufficient business to fulfil KeFS’ mandate. In this regard,
KeFS has included and demonstrated how it will balance the varied interests and
expectations of stakeholders by inclusion of shared activities and assignments in the
Strategic Plan. Similarly, KeFS has interests and expectations which it hopes will be met
by the stakeholders. Therefore, the success of the Strategic Plan will ultimately depend
on the right approach and satisfaction of stakeholders.

There is a wide spectrum of stakeholders which KeFS can work with in the field of
fisheries and aquaculture. These stakeholders include the private sector, regional-based

25
organizations, Civil Society Organizations (CSOs), capacity building institutions,
Community-based organizations (CBOs), production sectors, governance institutions,
networks and development partners. Each of these stakeholders has a role to play in
KeFS Strategy and will be incorporated for the sustainability of projects and programs.

The approach and inclusion of the stakeholders in the programs of KeFS will be pursued
depending on individual expertise and compatibility with KeFS agenda. It is hoped that
with the operationalization of collaborative approaches, KeFS will be in a position to
engage like-minded stakeholders in the delivery of its agenda. These collaborations e.g.,
affiliations, Memoranda of Understanding, synergy, networking, information sharing and
best practices are essential for buttressing KeFS and catapulting it to the next level.
Table 3.3 below includes KeFS key stakeholders and their expected functions. Also
included is the KeFS interests as well as the respective stakeholders needs.

Table 3.2: Stakeholder Analysis

Expectation of the Expectation of
S/No Stakeholder Role stakeholder KeFS
1 Ministry of • Provide technical and • Technical expertise • Timely
Mining, Blue financial support, • Alignment of KeFS communication and
Economy and provide strategic mandate in the dissemination of
Maritime direction policy guidelines relevant information
Affairs • Provision of policy • Partner and
guidelines collaborate in
program
implementation
• Facilitation of M&E
exercise and
Feedback
2 Kenya Fish • Market fish and • Collaboration on fish • Collaborate in the
Marketing fishery products marketing data and implementation of
Authority from Kenya statistics national fish
marketing strategy
3 Kenya Marine • To undertake • Sharing of research • Collaborate on
and Research in aquatic findings fisheries research
Fisheries sciences
Research
Institute
4 County • Collaboration and • Timely • Technical expertise
Governments partnership in communication and

26
 research, program dissemination of • Collaborations and
development, relevant information Funding
implementation and • Partner and • Policy and legal
• provision of efficient collaborate in backing of KeFS
services, policy, program activities
guidelines implementation • Facilitate
• Provision of technical • Community and
expertise in capacity stakeholder
building and engagement
provision of enabling
infrastructure
6 The National • Provide funding • Compliance with • Increased funding
Treasury • Formulation of financial laws, • Policy direction on
financial policies policies and financial matters.
• Policy direction on regulations • Flawless
public procurement • Prudent utilization procurement of
of allocated goods and services
resources.
7 Ministry of • Formulation of • Effective • Collaboration in
Education relevant policies and discharging KEFS
development of
guidelines mandate fisheries training
• Development of • Prudent utilization curricula, science
fisheries training of resources transfer, and
curricula, technical • Timely provision of provision of
and vocational relevant informationinternship and
education training on industrial
fisheries
education and
attachments
training • Enabling policies and
legislations to
enforce KeFS
mandate in fisheries
education
8 Ministry of • Accreditation of • Timely • Timely accreditation
Foreign international communication and of conference
Affairs conference dissemination of delegates
delegates relevant information • Timely provision of
• Provision of n and documents. privileges and
diplomatic privileges immunities to
and immunities to partners/dignitaries
partners/dignitaries of KeFS of KeFS.
of KeFS • Strategic plans
• Facilitate the • Timely ratifications
ratification of of Conventions when
conventions, presented by KeFS
fisheries treaties; • Strategic plan
authorization of concurrence on
regional and international
agreements.

27
 international
agreements
9 Ministry of • Formulation and • Timely • Alignment of
Water, implementation of communication and relevant KeFS
Sanitation relevant policies dissemination of mandates within the
and Irrigation • Collaboration in the relevant information policies
areas of water • Partner and • Active participation
resources collaboration in and collaboration in
• Conservation and program KeFS projects and
development in the implementation program
context of KeFS • Adhere to laid down • Acquire technical
programs and guidelines on water expertise in water
activities resources use for and sanitation
• Provision of technical fisheries and matters
expertise in water aquaculture.
and sanitation
matters.
10 The State • Approval and • Timely • Speedy approval and
Law Office interpretation of communication and ratifications of
legal instruments dissemination of conventions,
• Provision of policy relevant information Protocols and other
guidelines in relevant • Partner and relevant instruments
fields, e.g., initiation collaborate in • technical expertise in
of bills and sessional program relevant matters
papers implementation
11 Parliament • Support of KeFS • Proper utilization of • Enhancement of
and County programs resources relevant policies and
Assemblies • Approval of budget • Compliance with the legal instruments
and legislation Constitution, • Ratification of
• Approval of relevant policies, Conventions and
legislative laws and regulations Protocols
frameworks • Partner and • Provide oversight
collaborate in
program
implementation
12 Council of • Collaboration and • Collaboration and • Timely
Governors partnership in partnership with communication and
program County dissemination of
implementation and governments relevant information
stakeholder • Community • Partner and
mobilization Participation and collaborate in
• Technical and ownership of KeFS program
financial support activities Implementation
• Support of KeFS’ • Infrastructural
programs and development (e.g.
projects fish markets,
receptors)

28
 • Linkage with the
County
Governments
13 • Financial and • Funding • Compliance with the
Development technical support • Enhancement of Constitution,
Partners relevant policies relevant policies,
and legal laws and
instruments regulations
• Ratification of • Timely reporting
Conventions and • Partner and
Protocols collaborate in
program
implementation
14 The Public • Participate and • Prudent utilization • Active participation
support KeFS of allocated • Ownership of
activities resources policies and uptake
• Participate in policy • Timely feedback of KeFS Services
formulation • Transparency and
accountability
• Timely
communication and
dissemination of
relevant
information
• Resolution of public
complaints
15 Suppliers of • Supply of goods and • Quality goods and • Timely
goods and services services communication of
services relevant information
• Timely payment
16 Civil Society • Advocacy • Creating • Timely
Community • Collaboration and awareness communication and
and Faith partnerships in • Collaborations and dissemination of
Based program Partnerships relevant information
Organizations implementation and • Partner and
stakeholder collaborate in
mobilization program
• Technical support implementation
• Good governance,
accountability and
transparency in
provision of services
• Compliance with
contractual
obligations
17 Universities • Provision of • Technical expertise • Timely
expertise to support • Support in program communication and
KeFS Programs implementation

29
 • Collaboration and and stakeholder dissemination of
partnerships in mobilization relevant information
program • Partner and
implementation and collaborate in
stakeholder program
mobilization implementation
• Facilitate
establishment of
fisheries
associations and
fisheries community
organizations
18 Local and • Collaboration and • Partnerships and • Timely
international synergy in research support in research communication and
research and capacity and capacity dissemination of
organizations building building relevant information
and • Information • Partner and
associations sharing collaborate in
• Collaboration in program and
sustainable projects
fisheries implementation
management
19 Youth • Uptake of • Quality goods and • Timely
Internship and services communication and
attachment dissemination of
opportunities relevant information
• Participate in KeFS • Partner and
activities collaborate in
program
implementation
• Provide capacity
building and
mentorship
opportunities
20 Foreign • Collaborate and • Creating • Timely
missions in partner in program awareness communication and
Kenya and and projects • Collaborations and dissemination of
Kenyan implementation Partnerships relevant information
Missions • Partner and
abroad collaborate in
program
implementation
21 Local • Collaborate and • Support KeFS • Timely
communities, partner in activities communication and
groups and • program and project • Disseminate dissemination of
individuals implementation information relevant information
• Partner and
collaborate in

30
 program
implementation
22 Kenya Bureau • Standardization and • Training and • Conformity and
of Standards accreditation Certification in ISO compliance to the
Standards
23 Media • Awareness creation, • Creation of • Timely
advocacy and awareness of KeFS communication and
dissemination of products and dissemination of
information services and wide relevant information
dissemination of • Partner and
information collaborate in
program and
projects
implementation
24 Private Sector • Provision of • Collaborate and • Timely
supplementary partner in program communication and
services and projects dissemination of
• Provide funding implementation relevant information
• Funding of KeFS • Partner and
Programs and collaborate in
Projects program and project
implementation
25 Ministry of • Provide strategic • Active participation • Timely
Defense guidance on and collaboration in communication and
protection and protection dissemination of
surveillance on strategies Liaison relevant information
Kenya’s territorial services • Partner and
Waters • Coordination for collaborate in
• Provision of participation in projects and
technical expertise monitoring and program
surveillance implementation
26 Salaries and • Set and regularly • Harmonize and • Timely
Remuneration review the rationalize salaries communication and
Commission remuneration and and benefits in line dissemination of
benefits of all state with SRC relevant information
officers
27 Ministry of • Coordinate national • Support the • Partner and
Interior and government implementation of collaborate in
National programs and programs and implementation of
Administration projects Internal projects projects and
security programs
28 Ministry of • Provision of • Collaborate in fish • Partner and
Investments, incentives through and fish products collaborate in
Trade and Subsidies, tax marketing both implementation of
Industry reduction etc. locally and programs
• Promote local and internationally
international fish • Promote and
trade through support

31
 establishment of development of
export processing industries
zones
29 Ministry of • Set health • Ensure Fish quality • Timely
Health standards for fish and safety communication and
consumption dissemination of
• Standards and relevant information
quality assurance • Partner and
• HIV/AIDS collaborate in
sensitization projects and
program
implementation
30 Ministry of • Provision of housing • Collaboration in • Partner and
Lands, Public • Promotion of urban development and collaborate in
Works, development maintenance of fisheries public land
Housing and • Physical planning fisheries matters including
Urban for land use infrastructure spatial planning
Development • Land transactions • Fisheries spatial
• Survey and planning
mapping • Registration of
• Spatial planning fisheries public land
• Land and property • Repossession of
• Valuation services • fisheries public land
administration
• Administration of
public land
• Land information
• Systems
Maintenance of
public land bank
32 Ministry of • Coordination in • Facilitate • Technical support
East African development and development of and collaboration
Community implementation of fisheries trans • Timely
(EAC), the EAC regional boundary policies, communications
ASALS and programs, projects, guidelines and
Regional treaties and standards
Development directives
33 Ministry of • Develop, implement • Promotion of • Collaborate in
Labour and and review labour decent promotion of decent
Social market policies, employment in employment, safe
Protection legislations and fisheries subsector and conducive work
programs for • Ensure safe and environment in the
employment and conducive work fisheries subsector
sustainable job environment for
creation the KeFS’ workers
• Promote • Organize
productivity workshops and
awareness, seminars

32
 improvement and
Measurements.
• Promotion of
occupational health
and safety at
workplace
34 Ministry of • Ensure conservation • Support in the • Collaboration and
Environment, and sustainable control of aquatic compliance to
Climate development pollution, aquatic environmental
Change and • Develop policies on weed control and requirements and
Forestry protection of natural watershed standards.
environment and management
restoration of • Environmental
degraded impact
environment assessments and
strategic
environmental
assessments
35 Ministry of • Conservation and • Collaboration and • Collaboration in
Tourism, protection policies protection of protection of
Wildlife and • Protection of aquatic biodiversity biodiversity, marine
Heritage wildlife, biodiversity parks, MPAs and
and marine parks FPAs
wildlife
conservation,
training and
research
36 Ministry of • Develop energy and • Supplying energy • Timely
Energy and its related policies to fisheries communications
Petroleum and regulations. infrastructural and collaboration
• Conservation of facilities during power
energy • Consult KeFS’ in installations in
their plans to fisheries facilities
establish
hydropower plants
37 Internal • Represent diverse • Collaborate in • Address the
Fisheries stakeholder fisheries interests in
Organizations interests management and management and
conservation conservation of
fisheries

33
CHAPTER FOUR: STRATEGIC ISSUES, GOALS AND KEY RESULT
AREAS

4.0 Overview
This chapter articulates the strategic issues the Service will address to achieve the
strategic goals of the plan period. The strategic issues are related to the Service Vision
and Mission. The Strategic Plan over the medium term 2023 - 2027 identifies six strategic
issues. The goals have indicated Key Result Area (KRA) that guide the Strategic Plan
implementation as shown in Table 4.1.

4.1 Strategic Issues

1. Inadequate legal, regulatory and institutional framework;
2. Conservation, management and optimize sustainable utilization of fisheries and
aquaculture resources;
3. High post-harvest loses, fish safety, quality and value addition;
4. Climate change;
5. Inadequate financial, infrastructure and human resources; and
6. Low uptake of technology and research in fisheries and aquaculture.

4.2 Strategic Goals

1. Strengthen Policy, legal and institutional framework for management and
development of fisheries and aquaculture resources;
2. Develop, manage and optimize utilization of fisheries and aquaculture resources;
3. Reduce fish post-harvest loses and enhance fish quality, safety and trade;
4. Mitigate climate change impacts in fisheries;
5. Develop human resource capacity, infrastructure and diversify financial resources;
and
6. Enhance Research and Innovation in Fisheries and Aquaculture.

34
Table 4. 1: Strategic Issue, Goal and Key Result Areas (KRAs)
Strategic Issues Strategic Goals Key Result Areas (KRAs)
Inadequate legal, Strengthen Policy, legal Review and Develop Fisheries and
regulatory and and institutional Aquaculture policies, legislation and
institutional framework for the Service Institutional Framework
framework management and
development of
fisheries and
aquaculture resources
Conservation, Develop, manage and Conservation, management and
management and optimize utilization of optimization of fisheries and
optimize sustainable fisheries and aquaculture resources
utilization of aquaculture resources
fisheries and
aquaculture
resources
High post-harvest Reduce fish post- Minimization of Post-harvest loses
loses, fish safety, harvest loses and and enhancement of fish quality,
quality and value enhance fish quality, safety and trade
addition safety and trade
Climate change Mitigate climate Climate change adaptation and
change impacts in mitigation
fisheries
Inadequate Develop human Human resource capacity building
financial, resource capacity, and resource mobilization
infrastructure and infrastructure and
human resources diversify financial
resources
Low uptake of Enhance Research and Research and innovation capacity
technology and Innovation in fisheries enhancement
research in fisheries and aquaculture
and aquaculture

35
CHAPTER FIVE: STRATEGIC OBJECTIVES AND STRATEGIES

5.0 Overview
This Chapter presents the strategic objectives, strategies, expected outcomes to be
implemented over the Plan period.

5.1 Strategic Objectives

Strategic Objective 1: To strengthen Policy, legal and institutional framework for
management and development of fisheries and aquaculture resources.

Strategy 1: Develop the relevant instruments and tools.

Activities:
1. Finalize and review the three (3) year national Aquaculture Development Plan as
provided by the Fisheries Management and Development Act, 2016;
2. Finalize and Gazette Regulations for Aquaculture; Marine and Inland Fisheries;
3. Develop Standard Operating Procedures for Fisheries Law Enforcement and
Prosecution and implement Port State Measures Agreement;
4. Develop a policy and strategy on emerging fisheries;
5. Develop National Plans of Action for Sharks; Sea Turtles; Sea Bird; and IUU;
6. Develop Priority Fishery Management Plan for Octopus; Sea Cucumbers; and North
Kenya Banks;
7. Develop Management Plans for inland water fisheries including Lakes Naivasha;
Baringo; and Tana River Dams and implement Lake Turkana management Plan;
8. Develop Dam and Riverine Fisheries Development Strategy;
9. Develop Guidelines for Recreational Fisheries; Gazettement, Management and
protection of Nurseries and Breeding Grounds;
10. Develop Aqua zones Bio-Security Protocols; and
11. Develop Standards for Quarantine Facilities.

36
Strategy 2: Review the relevant instruments and tools.
Activities:
1. Review Aquaculture Policy 2011;
2. Review Cage Culture guidelines;
3. Finalize the Review of regulations for BMU; and Fish Safety and Quality Assurance
2007;
4. Review Standard Operating Procedures (SOPs) for Fish Safety and Quality Assurance
2012;
5. Review Prawn Fisheries Management Plan;
6. Review the Kenya Tuna Fisheries Development and Management Strategy 2014; and
7. Review and Implement Residue Monitoring Plan and Fish Environment Monitoring
Plan 2018.

Strategic Objective 2: To develop, manage and optimize utilization of fisheries and

aquaculture resources.

Strategy 1: Develop and implement fisheries resource governance tools to strengthen

Fisheries Resources Governance.
Activities:
1. Develop effective fisheries management regimes;
2. Develop fisheries resources conflict resolution framework for transboundary and
territorial fisheries resources;
3. Develop blue pages for fisheries and aquaculture;
4. Equip and Strengthen Monitoring, Control and Surveillance;
5. Controls of fishing effort and manage Illegal, Unreported and Unregulated fisheries;
6. Equip Kenya capacity to exploit its EEZ and territorial waters;
7. Exploit underutilized fisheries resources; and
8. Conserve, protect and restore overexploited fisheries resources.

37
Strategy 2: Foster collaborations for fisheries resource management.

Activities:
1. Promote participatory approach to fisheries resource management;
2. Strengthen collaboration and cooperation mechanisms at national, regional and
international level; and
3. Resolve mandates overlaps of different institutions/government in fisheries
management

Strategy 3: Build capacity for knowledge and information management and exchange.
Activities:
1. Establish and maintain a Fisheries Information Management System;
2. Establish a data sharing mechanism;
3. Regular publication and dissemination of fisheries information;
4. Capacity building for data collection, collation and management;
5. Upgrade and sustain Vessels Monitoring System;
6. Develop and implement Electronic Monitoring System ; and
7. Digitalization of the certification system.

Strategy 4: Promote information exchange.

Activities:
1. Organize forums for information dissemination and sharing; and
2. Develop annual information materials, bulletins and briefs.

Strategy 5: Foster knowledge management.

Activities:
1. Collect and collate themed knowledge on fisheries and aquaculture;
2. Archive knowledge and data in different platforms;
3. Compile and synthesize client-solicited knowledge and data on fisheries and
aquaculture; and

38
4. Translate knowledge accrued from research to the language of the end-user.

Strategy 6: Increase fish production in aquaculture systems.

Activities:
1. Develop and sustain national aquaculture gene bank, germplasm and standards for
quarantine facilities;
2. Develop fish disease surveillance and control mechanism;
3. Support selective fish breeding program for improved productivity;
4. Authenticate and certify hatcheries and aquaculture establishments for fish seed and
feed production;
5. Identify and develop new culture species/strains;
6. Revise the Aquaculture potential zones and aquaculture productivity base;
7. Promote use of efficient and appropriate production Technologies, Innovations and
Management Practices (TIMPs);
8. Capacity building of fish farmers, technical officers in National and County
Governments and other stakeholders on aquaculture technologies and innovations;
9. Deliberate efforts to promote mariculture development; and
10. Promote Public Private Partnerships and investment in aquaculture enterprise
development.

Strategic Objective 3: To reduce fish post-harvest loses and enhance fish quality,
safety and trade.

Strategy 1: Enhance fish quality, safety and trade.

Activities:
1. Fish quality assurance and certification;
2. Develop protocols and standards; and
3. Develop capacity for fish quality, safety and trade.

39
Strategy 2: Develop infrastructure for ensuring safety and quality of fish and fishery
products.
Activities:

1. Develop and operationalize a national fish quarantine facility for fish and fish
products;
2. ISO 17025 accreditation of fish quality control laboratories in Nairobi, Mombasa and
Kisumu;
3. Promote fish handling, value addition and preservation technologies;
4. Develop cold-chain facilities along the fish landing sites;
5. Have in place preservation technologies; and
6. Engage alternative use for different fish and fishery products

Strategy 3: Implement plans and enforcement of regulations.

Activities:
1. Enforce fish safety and quality requirements along the value chain; and
2. Implement Residue Monitoring Plan and Fish Environment Monitoring Plan.

Strategic Objective 4: Mitigate climate change impacts in fisheries.

Strategy 1: Adaptation and mitigation of climate change impacts on fisheries and

aquaculture
Activities:
1. Promote climate smart fisheries and aquaculture; and
2. Capacity build fishers and fish farmers to strengthen their resilience to climate
change.

40
Strategic Objective 5: To develop human resource capacity, infrastructure and
diversify financial resources.

Strategy 1: Accessibility of financial and insurance support

Activities:
1. Formulate policy to establish a fisheries fund;
2. Promote access to affordable tailor-made financial and insurance products and
services to support value chain actors;
3. Promote the formation of fish farmer/fisherfolk clusters to enhance access to financial
services; and
4. Promote business development services (entrepreneurship) in aquaculture and
fisheries.

Strategy 2: Enhance financial resource mobilization

Activities
1. Develop and implement resource mobilization and funding strategy;
2. Organize forums with relevant government agencies to source for funding; and
3. Develop and implement a consultancy framework.

Strategy 3: Initiate Public Private Partnerships and Networks

Activities
1. Identify and engage potential partners;
2. Develop funding proposals for funding from partners; and
3. Organize forums for negotiation on possible funding areas.

Strategy 4: Develop and improve human resources and enablers.

Activities:
1. Review the organizational structure;
2. Procure essential operational tools, transport facilities, office space and
equipment;

41
 3. Strengthen ICT in Service delivery;
4. Develop and implement human resource plan;
5. Enhance staffing capacity for KeFS; and
6. Develop and implement resource skills enhancement plan.

Strategy 5: Enlist and promote youth involvement in KeFS Agenda.

Activities:
1. Develop and implement strategies for youth involvement in KeFS programs;
2. Initiate a stipend-based internship program for youth engaged in KeFS activities; and
3. Incubate and promote development of fish related micro, small and medium
enterprises.

Strategy 6: Develop skills of stakeholders.

Activities:
2. Initiate need-based training programs in fisheries and aquaculture;
3. Collaborate with stakeholders and development partners to mobilize resources for
training in fisheries and aquaculture; and
4. Train fisheries and aquaculture stakeholders on basic business administration and
budgeting skills.

Strategy 7: Develop capacities and fisheries facilities.

Activities:
1. Develop domestic deep-sea fishing fleet;
2. Develop fishing ports in Lamu, Kilifi and Shimoni;
3. Establish Centres of Excellence in fisheries and aquaculture skills-based training.
4. Develop sea-going capacity (navigation, cruising, engineering, safety etc.);
5. Maintain Lake Kanyaboli as a gene bank for inland water fishes;
6. Conserve and enhance fish stocks in territorial water bodies;
7. Gazette fish landing stations; and
8. Gazette fish breeding areas and critical habitats

42
Strategy 8: Develop infrastructure for aquaculture systems.
Activities:
1. Develop infrastructure at the national aquaculture centres; and
2. Develop International Nile Perch Centre at Kabonyo.

Strategy 9: Enhance the visibility of KeFS.

Activities:
1. Develop and implement KeFS Corporate Communication Policy;
2. Sensitize staff on the new corporate identity; and
3. Develop communication and branding materials.

Strategy 10: Enhance awareness.

Activities:
1. Participate in public exhibitions and open days;
2. Participate in local and national fisheries-related debates;
3. Conduct advocacy and publicity; and
4. Develop and implement Corporate Social responsibility (CSR) Policy for KeFS.

Strategy 11: Improve the process and systems for efficient utilization of KeFS resources.
Activities:
1. Initiate the process towards ISO certification;
2. Automate processes at KeFS; and
3. Digitization of government services.

Strategy 12: Promote transparency and accountability in projects and

programmes.
Activities:
1. Develop tools for Monitoring and Evaluation;
2. Undertake monitoring and evaluation on all projects and programmes; and

43
3. Presentation of KeFS audited accounts report to the Board of Directors, National
Treasury and Office of the Auditor General;

Strategy 13: Initiate and facilitate interactions with organizations and institutions for
mutual benefits.
Activities:
1. Initiate collaborative contacts with development partners and other organizations for
resources support for KeFS’s projects and programmes; and
2. Establish inter-organizational networks.

Strategy 14: Promote collaboration and partnership.

Activities:
1. Formalize partnerships through Memoranda of Understanding (MoU) and
collaboration agreements;
2. Promote and regulate joint ventures in the sustainable utilization of resources in the
Kenyan EEZ;
3. Promote collaborations between KeFS, National Environment Management Authority
(NEMA) and County Governments on aquatic pollution and sustainable development
of fisheries and aquaculture; and
4. Strengthen inter-regional and international collaborations and networks.

Strategic Objective 6: To enhance Research and Innovation in Fisheries and

Aquaculture.

Strategy 1: Enhance research and dissemination.

Activities:
1. Approve and co-ordinate fisheries research;
2. Establish Fisheries Research and Development Fund;
3. Identify research gaps in fisheries, aquaculture and fish safety, quality and trade;
4. Promote collaborative research on emerging issues in fisheries and aquaculture; and

44
5. Implement and disseminate research products and innovations to stakeholders.

Strategic 2: Nurture start-ups and innovations

Activities
1. Initiate and nurture start-ups and innovations in fisheries and aquaculture; and
2. Collaborate with stakeholders and development partners to mobilize resources for
start-ups and innovations in fisheries and aquaculture.

Table 5. 1: Outcomes Annual Projections

KRA 1: Review and Develop Fisheries and Aquaculture policies, legislation and the
Service Institutional Framework
Projections
Strategic Objective Outcome Outcome Year Year Year Year Year
Indicator 1 2 3 4 5
SO1.1: To strengthen Policies, Number of 3 5 4 - -
Policy, legal and regulations Policies
institutional framework and National and
for management and Plans of regulations
development of Actions for completed
fisheries and Fisheries in and
aquaculture resources place gazetted
KRA 2: Conservation and management of fisheries and aquaculture resources
SO2.1: To develop, Fisheries Number of 2 2 1 1 -
manage and optimize resource fisheries
utilization of fisheries governance resource
and aquaculture tools governanc
resources developed, e tools
strengthened developed.
and
implemented.
Kenyan Number of 1 2 1 1 2
fisheries Sustainable
resources utilization
conserved, of fisheries
and resources
sustainably Plans
utilized. developed
and
implement
ed
Fisheries Percentage 40 60 80 100 -
information score on

45
 and fisheries
monitoring information
system and
(FIMS) monitoring
established system
Increased Quantity 30,00 45,00 60,00 80,00 100,0
aquaculture annual 0MT 0MT 0MT 0MT 00MT
production aquacultur
e
production
from
21,000MT
to
100,000MT
KRA 3: Minimization of Post-harvest loses and enhancement of fish quality, safety
and trade
SO3.1: To reduce fish Fish quality, The MSOP 1 1 1 1 1
post-harvest loses and safety and and
enhance fish quality, trade Protocols in
safety and trade. protocols place;
developed Number of 10 20 30 40 50
Certificates
of
Compliance
issued
Reduced fish Percentage 30 50 70 90 100
post-harvest reduction
loses in fish post-
harvest
loses
KRA 4: Climate change adaptation and mitigation
SO4.1: To mitigate Strengthened Number of 3 2 2 2 2
climate change impacts resilience to Adoption of
in fisheries climate climate
change smart
effects fisheries
among and
fishers and aquacultur
fish farmers e
innovations

46
 KRA 5: Human resource capacity building and resource mobilization
SO5.1: To develop Enhanced Number of 1,000 3,000 5,000 7,500 10,00
human resource accessibility fishers and 0
capacity, infrastructure to financial fish
and diversify financial and farmers
resources insurance accessing
support financial
resources
and credits
Adequate Number of 480 600 950 1,100 1,350
human competent
resources staffs in the
and enablers service
in place
KeFS staff, Percentage 50 60 70 80 100
stakeholders increase of
and competenc
infrastructure e and
enhanced visibility of
KeFS
KRA 6: Research and innovation capacity enhancement
SO6.1: To enhance Key decisions Number of 10 20 30 40 50
Research and made innovations
Innovation informed by fisheries
the fisheries and
research research
findings approvals

5.2 Strategic Choices

Table 5. 2: Strategic Objectives and Strategies
Key Result Area Strategic Objective(s) Strategies
KRA 1: Review and Objective 1: To S1: Develop the relevant
Develop Fisheries and strengthen Policy, legal instruments and tools
Aquaculture policies, and institutional S2: Review the relevant
legislation and the framework for instruments and tools
Service Institutional management and
Framework development of fisheries
and aquaculture
resources
KRA 2: Conservation, Objective 2: To S1: Develop and implement
management and develop, manage and fisheries resource governance tools
optimization of optimize utilization of to strengthen Fisheries Resources
fisheries and fisheries and Governance
aquaculture resources aquaculture resources

47
 S2: Foster collaborations for
fisheries resource management
S3: Build capacity for knowledge
and information management and
exchange
S4: Promote information exchange
S5: Foster knowledge
management
S6: Increase fish production in
aquaculture systems
KRA 3: Minimization Objective 3: To reduce S1: Enhance fish quality, safety
of Post-harvest loses fish post-harvest loses and trade
and enhancement of and enhance fish S2: Develop infrastructure for
fish quality, safety quality, safety and ensuring safety and quality of fish
and trade trade. and fishery products
S3: Implement plans and
enforcement of regulations
KRA 4: Climate Objective 4: To S1: Adaptation and mitigation of
change adaptation mitigate climate change climate change impacts on fisheries
and mitigation impacts in fisheries and

KRA 5: Human Objective 5: To S1: Accessibility of financial and

resource capacity develop human resource insurance support
building and resource capacity, infrastructure S2: Enhance financial resource
mobilization and diversify financial mobilization
resources S3: Initiate Public Private
Partnerships and Networks
S4: Develop human resources and
enablers
S5: Enlist and promote youth
involvement in KeFS Agenda
S6: Develop skills of stakeholders
S7: Develop capacities and
fisheries facilities
S8: Develop infrastructure for
aquaculture systems
S9: Enhance the visibility of KeFS
S10: Enhance awareness
S11: Improve the process
capacities for efficient utilization of
KeFS resources
S12: Promote transparency and
accountability in projects and
programmes

48
 S13: Initiate and facilitate
interactions with organizations and
institutions for mutual benefits
S14: Promote collaboration and
partnership
KRA 6: Research and Objective 6: To S1: Enhance research and
innovation capacity enhance Research and dissemination
enhancement Innovation in Fisheries S2: Nurture start-ups and
and Aquaculture innovations

49
CHAPTER SIX: IMPLEMENTATION AND COORDINATION
FRAMEWORK

6.0 Overview
This chapter describes the Implementation plan and Frameworks (Coordination and Risk
Management) that KeFS will use to achieve Strategic goals.

6.1 Implementation Plan

The success of the outlined activities and strategies lie in the capacity of KeFS to
implement the same. Critical success factor of the strategic plan will remain fidelity to
the spirit and moral of the planning process, which has largely been teamwork.
Implementation Plan entails coming up with an Action Plan, Costed Annual workplans
and Performance Contracting.

6.1.1 Action Plan

The action plan constitutes the implementation Matrix which will be operationalized
through rolling annual work plans in which the relevant sub activities and their respective
milestones are specified. The Implementation Matric will constitute the laid Strategic
issues, Strategic Goals, Key Result Areas, Outcomes, Strategic objectives expressed in
the form of Key activities, Expected Outputs, Output indicators, Targets, Budgets and
responsibility. An elaborate implementation matrix for this Plan is presented in Table 6.1.

50
Table 6. 1: Implementation Matrix
Key Expected Output Targ Targets Budgets (KShs. Mn) Responsibilit
Activities Output Indicator et for y
s 5 Y1 Y2 Y3 Y4 Y5 Y Y Y Y4 Y Le Supp
years 1 2 3 5 ad ort
Strategic Issue: Inadequate legal, regulatory and institutional framework
Strategic Goal: Strengthen Policy, legal and institutional framework for management and development of fisheries and aquaculture
resources
KRA: Review and Develop Fisheries and Aquaculture policies, legislation and the Service Institutional Framework
Outcome: Policies, regulations and National Plans of Actions for Fisheries in place
Strategic Objective: To strengthen Policy, legal and institutional framework for management and development of fisheries and
aquaculture resources
Initiate Policies, Number 12 3 5 4 - - 1 9 11 15 20 KeF SDB&
and and of 0 S F
develop Regulation Policies
Policies, s and
regulation regulatio
s and ns
National complete
Plans of d and
Actions gazetted
for
Fisheries
Strategic Issue: Conservation, management and optimize sustainable utilization of fisheries and aquaculture resources
Strategic Goal: Develop, manage and optimize utilization of fisheries and aquaculture resources
KRA: Conservation, management and optimization of fisheries and aquaculture resources
Outcome: Fisheries and aquaculture Resources Conserved, Managed and utilization optimized
Strategic Objective: To develop, manage and optimize utilization of fisheries and aquaculture resources

51
Develop Tools for Number 6 2 2 1 1 - 3 13 15 17 19 KeF SDB&
and fisheries of 3 4 3 81 3 S F
implemen governanc fisheries
t fisheries e resource
resource governan
governanc ce tools
e tools develope
d
Conserve, Fisheries Number 7 1 2 1 1 2
and and of
sustainabl aquacultur Sustaina
y utilize e ble
Kenyan resources utilizatio
fisheries plans for n of
resources implement fisheries
ation resource
s Plans
develope
d and
impleme
nted
Establish Informatio Percenta 100 40 60 80 100 -
fisheries n and ge score
informatio monitoring on
n and system fisheries
monitorin informati
g system on and
monitori
ng
system
Increase Fish Quantity 30,000 45,000 60,000 80,000 100,000
aquacultu production annual MT MT MT MT MT
re aquacult
productio ure
n

52
 productio
n
Strategic Issue: High post-harvest loses, fish safety, quality and value addition

Strategic Goal: Reduce fish post-harvest loses and enhance fish quality, safety and trade

KRA: Minimization of Post-harvest loses and enhancement of fish quality, safety and trade

Outcome: Reduced fish post-harvest loses

Strategic Objective: To reduce fish post-harvest loses and enhance fish quality, safety and trade

Develop MSOP, Number 5 1 1 1 1 1 2 73 78 85 17 KeF SDB&

Fish Protocols of MSOP, 7 7 S F
quality, Protocols
safety and ,
trade Certificat
protocols es of
Complian
ce issued
Certificates Number 10 20 30 40 50
of of
Complianc Certificat
e es of
Complian
ce issued
Reduce Reduced Percenta 100 30 50 70 90 100
fish post- ge
post- harvest reduction
harvest loses in fish
loses post-
harvest
loses
Strategic Issue: Climate change
Strategic Goal: Mitigate climate change impacts in fisheries

53
KRA: Climate change adaptation and mitigation
Outcome: Strengthened resilience to climate change effects among fishers and fish farmers
Strategic Objective: To mitigate climate change impacts in fisheries
Strengthe Innovation Number 11 3 2 2 2 2 1 54 60 65 70 KeF
n s for of 5 S
resilience climate Adoption
to climate smart of
change fisheries climate
effects and smart
among aquacultur fisheries
fishers e adopted and
and fish aquacult
farmers ure
innovatio
ns
Strategic Issue: Inadequate financial, infrastructure and human resources
Strategic Goal: Develop human resource capacity, infrastructure and diversify financial resources
KRA: Human resource capacity building and resource mobilization
Outcome: Enhanced human resource capacity, infrastructure and diversify financial resources
Strategic Objective: To develop human resource capacity, infrastructure and diversify financial resources
Enhance Fishers Number 26,5 1,000 3,000 5,000 7,500 10,000 6 16 16 17 15 KeF
accessibili and fish of fishers 00 0 0 5 0 0 S
ty to farmers and fish
financial accessing farmers
and financial accessin
insurance resources g
support and credit financial
resource
s and
credits
Put in Competent Number 4,48 480 600 950 1,100 1,350
place staff in the of 0
adequate Service compete
human nt staffs

54
resources in the
and Service
enablers
Enhance Increase Percenta 100 50 60 70 80 100
KeFS competenc ge
staff, e staff and increase
stakehold visibility of
of
ers and KeFS compete
infrastruct nce and
ure visibility
of KeFS
Strategic Issue: Low uptake of technology and research in fisheries and aquaculture
Strategic Goal: Enhance Research and Innovation in fisheries and aquaculture
KRA: Research and innovation capacity enhancement
Outcome: Key decisions made informed by the fisheries research findings
Strategic Objective: To enhance Research and Innovation
Develop Innovation Number 150 10 20 30 40 50 1 39 56 63 68 KeF KMFRI
innovation s and of 2 S
s and research innovatio
approve approvals ns
research fisheries
for and
fisheries research
and approval
aquacultu s
res

55
 6.1.2 Annual Workplan and Budget

The Service will be developing a costed work plan geared towards achieving the yearly
targets in every financial year. The workplans will be derived from the Action Plan
Implementation Matrix (Table 6.1). A costed annual workplan for the first year of
implementation 2023 - 2024 is presented in Annex I.

6.1.3 Performance Contracting.

The Annual work plans will be linked to the annual Performance targets under the
Government Performance Contracting Framework.

6.2 Coordination Framework

The Service activities and programs are key in the implementation of the Strategic plane
between 2023 and 2027. The key enablers for the Strategic Plan implementation include
institutional framework, Staff establishment, Skills set & comprehensive development,
Leadership and System and procedures as indicated below.

6.2.1 Institutional Framework

Kenya Fisheries Service is a body corporate established by the Fisheries Management and
Development Act No. 35 of 2016. The Service is responsible with to conservation,
management and development of Kenya’s fisheries resources in accordance with the Act.
The Act vests the service with the following key regulatory functions:

1. Fisheries conservation, management and development

2. Regulation of fish import, export and trade and marketing of fish and fish products;
3. Regulation of fish quality and safety;
4. Promote Aquaculture development;
5. Repository and generation of fisheries Information, data and records;

56
 6. Licensing and registration of fisheries related activities;
7. Regulate and support foreign fishing vessels and charter arrangements; and
8. Fisheries resources monitoring, control and surveillance.

The Fisheries Management and Development Act establishes Board of Directors for the
Kenya Fisheries Service who provide policy and oversight role. The day-to-day operations
are delegated to the Director General. Currently KeFS is organized into six (6) Directorates
the execute the Key functions as follows:

1. Capture Fisheries;
2. Aquaculture;
3. Fish Quality, Safety and Trade;
4. Corporation Secretary and Legal Service
5. Corporate Services; and
6. Kenya Fishing School.

The Service has ten regional offices and three independent Departments which report
directly to the Director General namely: -
1. Strategy and Planning;
2. Supply Chain Management; and
3. Internal Audit.

To improve on quality of services and ensure faster decision making, there is need to
review the current organizational structure such that there will be:
• Shorter chain of command;
• Improved unity of command;
• Specialization in service delivery; and
• Ease of communication across different Directorates and departments.

The Service operates with direct guidance from various legal and regulatory instruments
and both internal and external policies, plans and guidelines. While the Service has a

57
supportive legal and institutional framework, there is need to develop, finalize and review
various supporting policies, plans and guidelines. These instruments and tools are
identified in strategic objective for development or review in the Plan period.

6.2.2 Staff Establishment, Skills Set and Competence

Development

1. Staff Establishment

The Kenya Fisheries Service has carried out a comprehensive human resource capacity
assessment to establish the critical mass of employees that will match the delivery of the
strategies in this Strategic Plan. KeFS staffing level currently stands at 48% (463 officers)
out of which 446 are technical officers and 17 are shared services/support personnel.
This is against an authorized establishment of 957 officers of which 663 are technical and
294 are shared services/support.

The staff shortage, if sustained, will definitely derail the momentum of the Kenya
Fisheries Service on improving its quality of service. During the Strategic Plan period,
KeFS will improve its staffing levels through:

1. Expanding the staff establishment as indicated in the proposed organizational

structure (Annex II);
2. Improving the terms and conditions of Service in order to attract and retain
competitively qualified staff;
3. Create an enabling working environment as stipulated in KeFS Human Resource
Manual; and
4. Align KeFS functions to tasks and performance with supportive capacity building
measures.

The table 6.2 below shows the authorized staff establishment, optimal staffing levels,
staff already working in the Service and variance.

58
 Table 6. 2: Staff Establishment.
Cadre Authorized Optimal In- Variance
Establishment Staffing Levels post
Director General 1 1 1 0
Fisheries Officers. 204 290 192 98
Assistant Fisheries Officers. 90 108 0 108
Fisheries Assistant 89 102 4 98
Enforcement Officers 235 342 194 148
Laboratory Analysts 13 20 20 0
Laboratory Technologists 36 24 24 0
Laboratory Technician 33 12 15 -3
Human Resource Officers and 6 11 2 9
Assistants
Accountants 17 16 0 16
Administration Officers 3 4 0 4
Clerical Officers 21 29 2 27
Corporate Communications 4 8 0 8
Officer
Drivers 48 57 0 57
Finance Officers 3 4 0 4
Hospitality 15 18 0 18
Information Communication 6 9 0 9
Officers
Auditors 3 5 0 5
Legal Officers 3 5 0 5
Office Administrators and 26 33 0 33
Assistants
Office Assistants 19 29 0 29
Strategy and Planning Officers 3 6 0 6
Supply Chain Management 15 25 1 24
Officers & Assistants
Records Officers 2 4 0 4
Personal Assistant 1 0 0 0
Chefs and Cooks 27 30 1 29
Coxswains 8 13 3 10
Librarian Assistant/Senior 2 3 0 3
Patrol Vessel Personnel 25 24 7 17
958 1,232 466 766

59
Skills Set and Competence Development
Professionalism demands for continuous training and retraining of staff to stand out in
their areas of operation. KeFS will endeavour to upgrade the skills of its staff to be able
to keep pace with the standards of the dynamic world and also equip them to execute
the various activities needed to achieve the set strategic goals. Table 6.3 shows the staff
skills set, skill gaps and competence development needed for staff professionalism
demands.

60
Table 6. 3: Skills Set and Competence Development
Cadre Skills Set Skills Gap Competence
Development
Director General 1. Master’s Degree in Fisheries, Natural Resource Interactive Leadership
Management, Environmental, and Goal setting
Management/Science, Physical Sciences, programs
Chemistry, Fisheries Studies, Microbiology,
Biological Sciences, Bio Chemistry, Zoology,
Aquatic Science, Food Science and Technology
or in a related field from a recognized
University;
2. Bachelor’s degree in Fisheries, Natural
Resource Management, Environmental,
Management/Science, Physical Sciences,
Chemistry, Fisheries Studies, Microbiology,
Biological Sciences, Bio Chemistry, Zoology,
Aquatic Science, Food Science and Technology
from a recognized University;
3. Leadership course lasting not less than four (4)
weeks from a recognized institution; and
4. Proficiency in computer applications.
Fisheries 1. Master’s degree Biological Sciences, Natural • Fish Safety and • Data Analysis
Officers Resource Management, Aquatic Sciences, Quality Inspections. programs
Biochemistry, Food Science and Technology, • Data Analysis • Aquaculture training
Environmental Science, Physical Sciences or • Pond design and programs
equivalent qualification from a recognized construction • Senior management
institution; • Aquaponics courses
2. Bachelor’s degree in Fisheries, Zoology, Aquatic Technology • Master’s programs
Sciences, Natural Resource, Management, • Formulation of fish • Observer program
Biochemistry, Food Science and Technology, feeds for fisheries officers

61
 Environmental Science, Chemistry or equivalent • Fish breeding • Pedagogy
qualification from a recognized institution; • Senior Management
3. Diploma in Fisheries Management, Natural skills
Resource Management or equivalent • Master’s degree
qualification from a recognized institution; Biological Sciences,
4. Certificate in any of the following fields: Natural Resource
Fisheries Management, Natural Resource Management,
Management or equivalent qualification from a Aquatic
recognized institution; • Instructor training
5. Supervisory Skills course lasting not less than for the officers to
two (2) weeks from a recognized institution; lecture in the Fishing
6. Management Course lasting not less than four Schools.
(4) weeks from a recognized institution; • Fisheries
7. Leadership Course lasting not less than four (4) surveillance and
weeks from a recognized institution; and compliance
8. Certificate in computer applications from a
recognized institution.
Enforcement 1. Master’s Degree in any of the following fields: • Paramilitary Skills • Paramilitary
Officers law, criminal justice, criminology, sociology, • Legal, prosecution, programme
Police Science, Security Management and Fisheries law • Diplomas and
Police Work or equivalent qualification from a enforcement, Certificates Legal
recognized institution; investigation, Studies, Paralegal
2. Bachelor’s degree in any of the following fields: Intelligence Studies, Prosecution,
Legal Studies, Paralegal Studies or equivalent analysis, signal and Law Enforcement,
qualification from a recognized institution; vital Installation Investigation,
3. Diploma in any of the following fields: - Legal skills. Intelligence Analysis,
Studies, Paralegal Studies or equivalent Signal, Vital
qualification from a recognized institution; Installation Facility
4. Certificate in any of the following courses:
Prosecution, Law Enforcement, Investigation,
Intelligence Analysis, Signal, Vital Installation

62
 Facility or equivalent qualification from a
recognized institution;
5. Kenya Certificate of Secondary Education mean
grade D+ or equivalent qualification from a
recognized institution;
6. Undergone any of the following courses: Basic
Police Training Course; Kenya Forest Service
Guard training course, Kenya Wildlife Service
Rangers course, Kenya Defense Forces training
course or equivalent qualification from a
recognized institution;
7. Management Course lasting not less than four
(4) weeks from a recognized institution;
8. Leadership Course lasting not less than four (4)
weeks from a recognized institution; and
9. Certificate in computer applications from a
recognized institution.
Fish Laboratory 1. Master’s degree in any of the following fields:
Personnel Biological Sciences, Molecular Biology,
Microbiology, Bacteriology, Virology, Mycology,
Biochemistry, Analytical/Applied Chemistry,
Organic Chemistry, Environmental Chemistry,
Forensic Science, Public Health, Laboratory
Science, Biomedical Sciences, Biotechnology,
Applied Biology, Microbiology, Food Science
and Technology, Laboratory Technology,
Medical Laboratory Technology or equivalent
qualifications from a recognized institution;
2. Bachelor’s degree in any of the following fields:
Laboratory Science, Biomedical Sciences,
Biotechnology, Applied Biology, Biochemistry,
Analytical/Applied Chemistry, Microbiology,

63
 Food Science and Technology, Laboratory
Technology, Medical Laboratory Technology or
equivalent qualifications from a recognized
institution;
3. Certificate in any of the following fields:
Applied Sciences (Chemistry, Analytical
Chemistry, Industrial Chemistry, Biology),
Laboratory Science, Food Science and
Technology, Medical Laboratory Technology or
equivalent qualifications from a recognized
institution;
4. Management Course lasting not less than four
(4) weeks from a recognized institution;
5. Leadership Course lasting not less than four (4)
weeks from a recognized institution; and
6. Certificate in computer applications from a
recognized institution.
Human 1. Master’s Degree in any of the following • Senior Management • Management Course
Resource disciplines: Human Resource skills lasting not less than
Officers and Management/Development, Public/Business • Human Resource four (4) weeks
Administration Administration or equivalent qualification from Analytics • Human Resource
a recognized Institution; • Report writing Analytics training
2. Bachelor’s degree in any of the following • GOK/KeFS Human programs
disciplines: Business Administration, Business Resource, • Reporting writing
Management or equivalent qualification from a Performance and short courses
recognized institution; Personnel • Practical training
3. Diploma in Human Resource Management, Emolument program for Staff
Human Resource Development, Industrial Budgeting systems Performance
Relations, Labour Relations or any other operation Appraisal System,
relevant and equivalent qualification from a Unified Human
recognized institution; Resource Integrated

64
 4. Part I of the Certified Public Secretaries System and
Examination; Personnel
5. Management Course lasting not less than four Emolument
(4) weeks from a recognized institution; Budgeting systems
6. Leadership Course lasting not less than four (4) (Treasury)
weeks from a recognized institution; and
7. Certificate in computer applications from a
recognized institution.
Clerical Officers 1. Certificate in any of the following disciplines: • Intermediate Word Supervisory skills
Human Resource Management, Business processing and course (2 weeks) and
Administration, Kenya Accounts Technician spreadsheet skills Computer applications
Certificate, Kenya Administration and • Supervisory skills advancement courses
Management Examination or any other
approved equivalent qualification from a
recognized institution;
2. Kenya Certificate of Secondary Education mean
grade C- (Minus) or equivalent qualification
from a recognized institution; and
3. Certificate in computer application skills from a
recognized institution.
Corporate 1. Master’s degree in any of the following • Report writing
Communications disciplines: Communication, Studies, • Public speaking and
Officer International Relations, Public Relations, Mass presentation skills
Communication or equivalent qualification from
a recognized institution;
2. Bachelor’s degree in any of the following
disciplines: Journalism, Mass Communication,
Public Relations, International Relations or
equivalent qualification from a recognized
institution;
3. Diploma in any of the following disciplines:
Mass Communication, Public Relations,

65
 International Relations or equivalent
qualification from a recognized institution;
4. Certificate in Supervisory Skills Course lasting
for not less than two (2) weeks from a
recognized institution;
5. Management Course lasting not less than four
(4) weeks from a recognized institution;
6. Leadership Course lasting not less than four (4)
weeks from a recognized institution; and
7. Certificate in computer applications from a
recognized institution.
Drivers 1. Kenya Certificate of Secondary Education mean • First Aid Skills
grade D (plain) or equivalent qualification; • Customer Care
2. Valid driving license free from any current • Defensive driving
endorsements and valid or for any of the classes • Occupational Trade
of vehicles which the officer is required to drive Tests for Drivers
and Passed Occupational Trade Test for Drivers
Grade III from Kenya or Institute of Highway
and Building Technology or Ministry of Roads
and Public Works; and
3. Certificate in computer application skills from a
recognized institution.
Finance & 1. Master’s degree in any of the following • Senior Management
Account disciplines: Commerce (Finance Option) Courses
Personnel Finance, Economics, Business Administration • Master’s Degrees in
(Finance Option) or equivalent qualification Finance/Accounts
from a recognized institution; related courses
2. Bachelor’s degree in any of the following • Advanced
disciplines: Commerce (Accounting/Finance spreadsheet and
option), Finance, Economics, Business word processing
Administration, Business Management or • Report writing

66
 equivalent qualification from a recognized • GOK Finance and
institution; Budgeting systems
3. Part III of the Certified Public Accountants operations
Examination or equivalent qualification from a • Computerized
recognized institution;40 Management Course Accounting
lasting not less than four (4) weeks from a packages
recognized institution;
4. Leadership Course lasting not less than four (4)
weeks from a recognize institution; and
5. Certificate in computer applications from a
recognized institution.
Hospitality 1. Master’s degree in any of the following • Management
disciplines: Hotel and Catering Management; Courses
Hotel and Hospitality Management; Hospitality • Supervisory Skills
and Tourism Management or equivalent Courses
qualification from a recognized institution;
2. Bachelor’s degree in any of the following
disciplines; Hotel and Catering Management,
Hotel and Hospitality Management, Hospitality
and Tourism Management or equivalent
qualification from a recognized institution;
3. Kenya Certificate in any of the following fields;
Catering and Hotel Management, Food and
Beverage Production and Service, Hospitality
Management or equivalent qualification from a
recognized institution;
4. Certificate of Secondary Education mean grade
D (Plain) or its equivalent qualification;
5. Management Course lasting not less than four
(4) weeks from a recognized institution;

67
 6. Supervisory Skills Course lasting for not less
than two (2) weeks from a recognize
institution; and
7. Certificate in computer applications from a
recognized institution.
Information 1. Master’s degree in any of the following • Management
Communication disciplines: Computer Science, Information Courses
Officers Communication Technology, Business • Cybersecurity
Information Technology or equivalent management skills
qualification from a recognized institution;
2. Bachelor’s degree in any of the following
disciplines: Computer Science, ICT, Business
Information Technology or equivalent
qualification from a recognized institution;
3. Relevant ICT certifications such as Cisco
Certified Network Professional (CCNP),
Microsoft Certified Solutions Expert (MCSE),
Certified Information Systems Auditor (CISA),
Certified Information Systems Security
Professional (CISSP) Prince 2 or equivalent
qualification from a recognized institution;
4. Management Course lasting not less than four
(4) weeks from a recognized institution; and
5. Leadership Course lasting not less than four (4)
weeks from a recognized institution.
Auditors 1. Master’s degree in any of the following • Management
disciplines: Commerce (Accounting/Finance Courses
option), Economics, Mathematics, Statistics, • Data Analysis
Auditing, Business Administration • Advanced
(Accounting/Finance option) or equivalent spreadsheet and
qualification from a recognized institution; word processing
• Report writing

68
 2. Bachelor’s degree in any of the following
disciplines: Commerce (Accounting / Finance
option), Economics, Mathematics, Statistics,
Business Administration (Accounting/Finance
option) or equivalent qualification from a
recognized institution;
3. Proficiency in computerized accounting
packages; and
4. Management Course lasting not less than four
(4) weeks from a recognized institution.
Legal Officers 1. Master of Laws degree from a recognized • Management
institution; Courses
2. Bachelor of Laws (LLB) Degree from a • Data Analysis
recognized institution; • Advanced
3. Post Graduate Diploma in Law from Kenya spreadsheet and
School of Law; word processing
4. Been admitted as an Advocate of the High • Report writing
Court of Kenya with a valid Practicing
Certificate;
5. Current legal practicing certificate;
6. Management Course lasting not less than four
(4) weeks from a recognized institution;
7. Leadership Course lasting not less than four (4)
weeks from a recognized institution; and
8. Certificate in computer applications from a
recognized institution.
Office 1. Bachelor’s degree in any of the following • Customer care skills
Administrators disciplines: Secretarial Studies, Business and • Minute and Report
and Assistants Office Management or equivalent qualification writing
from a recognized institution; • Advanced word
2. Diploma in Secretarial Studies from a processing and
recognized institution;

69
 3. Certificate in Secretarial Management Course Computer
from a recognized Institution; navigation skills
4. Business Education Single and Group
Certificates from the Kenya;
5. National Examinations Council in the following
subjects:
a. Typewriting II (minimum 40 words per
minute)/Computerized Document
Processing II;
b. Business English I/Communications I;
c. Office Practice I; and
d. Commerce I;
OR
Craft Certificate in Secretarial Studies from the
Kenya National Examinations
Council:
6. Management Course lasting not less than four
(4) weeks from a recognized institution;
7. Certificate in Public Relations and Customer
Care from a recognized institution; and
8. Certificate in computer applications from a
recognized institution.
Strategy and 1. Master’s degree in any of the following • Management and
Planning disciplines: Economics (Policy Management, leadership skills
Officers Multilateral Trading Systems, Econometrics, • Advanced
Public Finance, Development, Environment, spreadsheets and
Health, Agriculture, International Trade and word processing
Finance, Cooperation and Human • Report writing
Development, Transport, Labour, Industrial),
Statistics, Project Planning and Management,
Philosophy in Economics, Public Policy,

70
 Economics of Development, Rural Economics or
equivalent qualification from a recognized
institution;
2. Bachelor’s degree in any of the following
disciplines: Economics, Statistics, Economics
and Mathematics, Economics and Finance,
Economics and Statistics or equivalent
qualification from a recognized institution;
3. Management Course lasting not less than four
(4) weeks from a recognized institution;
4. Leadership Course lasting not less than four (4)
weeks from a recognized institution; and
5. Certificate in computer applications from a
recognized institution.
Supply Chain 1. Master’s degree in any of the following • Supervisory skills
Management disciplines: Procurement and Supply Chain • Senior Management
Personnel Management, Purchasing and Supplies skills
Management, Supply Chain Management, • Report writing
Procurement and Contract Management, • Advanced
Logistics and Supply Chain Management, spreadsheets and
Procurement and Logistics Management or word processing
equivalent qualification from a recognized
institution;
2. Bachelor’s degree in any of the following
disciplines: Procurement and Supply Chain
Management, Purchasing and Supplies
Management, Supply Chain Management,
Procurement and Contract Management,
Logistics and Supply Chain Management,
Procurement and Logistics Management or
equivalent qualification from a recognized
institution;

71
 3. Diploma in any of the following disciplines:
Purchasing and Supplies or Chartered Institute
of Purchasing and Supplies Final or equivalent
qualification from a recognized institution;
4. Certificate in Supervisory Skills Course lasting
for not less than two (2) weeks from a
recognized institution;
5. Management Course lasting not less than four
(4) weeks from a recognized institution;
6. Leadership Course lasting not less than four (4)
weeks from a recognized institution; and
7. Certificate in computer applications from a
recognized institution
Records Officers 1. Master’s degree in Information Science, • Senior Management
Records Management and Information skills
Technology, Archives and Records • Record management
Management or equivalent qualification from a information system
recognized institution; operation skills
2. Bachelor’s degree in any of the following
disciplines: Information Science, Records
Management and Information Technology,
Archives and Records Management or
equivalent qualification from a recognized
institution;
3. Management Course lasting not less than four
(4) weeks from a recognized institution; and
4. Certificate in computer applications from a
recognized institution.
Chefs and Cooks 1. Certificate in any of the following fields:
Catering and Hotel Management, Food and
Beverage Production and Service, Hospitality
Management or equivalent qualification from a

72
 recognized institution, and Management Course
lasting not less than four (4) weeks from a
recognized institution;
2. Kenya Certificate of Secondary Education mean
grade D (Plain) or its equivalent qualification;
and
3. Certificate in computer applications from a
recognized institution.
Waiters 1. Diploma in any of the following disciplines: Customer care skills
Catering and Hotel Management, Food and
Beverage Production and Service, Hospitality
Management or equivalent qualification from a
recognized institution;
2. Certificate in any of the following disciplines:
Catering and Hotel Management, Food and
Beverage Production and Service, Hospitality
Management or equivalent qualification from a
recognized institution;
3. Kenya Certificate of Secondary Education mean
grade ‘D’ or equivalent qualification from a
recognized institution; and
4. Certificate in computer applications from a
recognized institution.
Office Assistants 1. Kenya Certificate of Secondary Education Mean • Customer care skills
Grade D (Plain) or its equivalent; • Supervisory skills
2. Certificate in Skills Improvement Course from a
recognized institution; and
3. Certificate in computer application skills from a
recognized institution.
Patrol Vessel 1. Master’s Degree in any of the following fields: • Seamanship
Personnel Marine, Mechanical/ Electrical Engineering or

73
 equivalent qualification from a recognized • Senior Management
institution; and leadership skills
2. Bachelor of Science degree in any of the • Report writing
following fields: Marine, Mechanical/Electrical • Computing skills
Engineering or equivalent qualification from a
recognized institution;
3. Bachelor’s degree in any of the following
disciplines: Social Sciences, Public
Administration, Business Management or
equivalent qualification from a recognized
institution;
4. Diploma in any of the following fields: Marine,
Mechanical/ Electrical Engineering or equivalent
qualification from a recognized institution;
5. Diploma in Clinical Medicine from a recognized
institution;
6. Diploma in any of the following fields: Catering
and Hotel Management; Food and Beverage
Production and Service; Hospitality
Management or equivalent qualifications from a
recognized institution;
7. Management Course lasting not less than four
(4) weeks from a recognized institution;
8. Leadership Course lasting not less than four (4)
weeks from a recognized institution; and
9. Certificate in computer applications from a
recognized institution.

74
 6.2.3 Leadership

Under the guidance of the Board of Directors and supervision of the Chief Executive
Officer, the Service will ensure proper execution of this Strategic Plan. This will be
achieved through formation of responsible strategic theme teams with clear and
defined term of references. The strategic theme teams will be aligned to specific
strategic issues to lead and coordinate the execution of the strategic activities. The
following are the Strategic theme teams:

Table 6. 4: Strategic theme teams and relative terms of reference

S/No. Team Terms of Reference
1. Legal, regulatory • Coordinate the development and review of all
and institutional relevant legal instruments, guidelines, policies
framework and plans both internal and external
• Ensure adherence to the various legal and
regulatory instruments.
2. Fisheries and • Coordinate Development and implementation
aquaculture of fisheries resource governance tools
resource utilization • Foster collaborations for fisheries resource
management management
3. Fish Safety and • Coordinate Fish safety and quality assurance
Quality activities
• Provide input to development of protocols and
standards and monitoring plans
• Spearhead capacity building to ensure fish
safety and quality
4. Climate change • Champion Promotion of climate smart fisheries
Management and aquaculture
• Coordinate Capacity building for fishers and
fish farmers to strengthen their resilience to
climate change
5. Resource • Champion business development services
Mobilization (entrepreneurship) in aquaculture and
fisheries
• Promote access to affordable tailor-made
financial and insurance products and services
to support value chain actors
• Initiate Public-Private Partnerships and
Networks
• Lead the Development human resource capital
 6. Fisheries • Enhance research and dissemination
Technology and • Nurture start-ups and innovations
Research

6.2.4 Systems and Procedures

The Service recognizes that well thought out Systems, processes and procedures are
the building blocks for efficient and effective Service delivery. The Service will
endeavour and ensure that the following issues are well addressed:

1. Automation and digitalization of some processes including licensing,

financial management, dissemination of information to stakeholders and
scheduling of inspections. This will considerably reduce the service time and
also the cost-of-service delivery;
2. Continuous improvement and implementation of the KeFS Citizen’s service
delivery charter;
3. Equip the staff with the necessary skills and knowledge of the existing
processes as well as facilitate them with right working tools;
4. Review performance management and align it to reward management so
as to boost productivity within the existing systems;
5. Alleviation of unnecessary procedures and or steps in service delivery
processes that have minimal value;
6. Improve access to information for all the key stakeholders including the
Service employees. This will help fasten decision making processes; and
7. Development and implementation of standard operating procedures for the
routine services especially that which affect the quality standards and
service time. This will include areas such as; procurement processes, human
resource processes, processing of Licenses, conducting inspections and
enforcement of fisheries laws.

6.3 Risk Management Framework

The Kenya Fisheries Service is vulnerable to a myriad of risks that may threaten the
effective implementation of its desired strategies. Table 6.5 presents a Risk

76
management framework indicating the risks and how KeFS intends to mitigate against
them.

Table 6. 5: Risk management framework

S/ Risks Risk Severity Overall Mitigation
No. Likelihood (L/M/H) Risk Measure(s)
(L/M/H) Level
(L/M/H)
Risk
1. Inadequate High High High Identification and
funding for the nurturing necessary
KeFS collaborative networks
programmes to support KeFS’
programmes
2. Transboundary Medium Medium Medium In transboundary
resources resources areas KeFS
conflicts will embrace dialogue
and/or invoke
international
treaties/conventions
as avenues for
resolution.
5. Retrogressive Low Low Low In areas where such
cultural practices practices are still
which are still prevailing KeFS will
dear to some embrace dialogue and
communities educate such
communities how to
use their cultures
productively and not
use them as barriers to
social and economic
empowerment
6. Inadequate Low High Medium Strategic development
Human capital of Human capital
7. Non-tariff Medium Low Low Development of MOU’s
barriers on fish and protocols with
and fishery trade partners
products
8. Massive death of Medium High Medium Effective use of GAP
fish in cages Insure fish stocks
9. Pollution of Low Medium Low Adherence to the
fisheries and environmental
aquaculture
resources

77
10. Climatic Change High High High Use of climate smart
aquaculture
technologies
11. Maritime Medium High Medium Multi agency
insecurity collaborations on
maritime security and
surveillance

78
CHAPTER SEVEN: RESOURCE REQUIREMENTS AND
MOBILIZATION STRATEGIES

7.0 Overview
This chapter highlights financial resource requirements for implementing the Strategic
Plan 2023 – 2027. Resource gaps, resource mobilization strategies and Resource
Management are strategies are elaborated.

7.1 Financial Requirements

The financial resources required by Kenya Fisheries Service is estimated at KShs.

7.416 billion to implement the KRAs highlighted in this plan. A summary of the
resource requirements for the Financial Years 2023/2024 - 2027/2028 is provided in
Table 7.1.

Table 7. 1: Financial Requirements for implementing the Strategic Plan

Cost items Projected Resource Requirements (Kshs. Mn)
Key Result Area (KRA) 2023 / 2024 / 2025 / 2026 / 2027 / Total
2024 2025 2026 2027 2028
Review and Develop 10 9 11 15 20 65
Fisheries and Aquaculture
policies, legislation and the
Service Institutional
Framework
Conservation, management 33 134 153 178 193 6901
and optimize of fisheries and
aquaculture resources
Minimization of Post-harvest 27 73 78 85 177 440
loses and enhancement of
fish quality, safety and trade
Climate change adaptation 15 54 60 65 70 264
and mitigation
Human resource capacity 60 160 165 170 150 705
building and resource
mobilization
Research and innovation 12 39 56 63 68 238
capacity enhancement

79
 Other budgeted items (e.g., 445 770 794 826 880 923
Administrative Costs,
Personal Emolument,
operation costs)
Total 602 1,239 1,317 1,402 1,558 3,326

Resources Gaps

The resource gap to implement the Strategic Plan is KShs. 1.3 billion. The variance
between Resource requirements in Table 7.1 is against estimated resource allocations
as per the Medium-Term Expenditure Framework (MTEF) budget estimate provides
resource gaps as shown in Table 7.2.

Table 7. 2: Resource Gaps

Financial Year Estimated Financial Estimated Variance (KShs. Mn)
Requirements allocations (KShs.
(KShs. Mn) Mn)
2023/2024 878 602 276
2024/2025 1,397 1,239 158
2025/2026 1,652 1,317 336
2026/2027 1,879 1,402 478
2027/2028 1,610 1,558 52
Total 7,416 6,118 1,300

7.2 Resource Mobilization Strategies

The Service Strategic Plan main budget funding is projected to be the Government
of Kenya through the exchequer. Funds mobilization to cover the resources deficit
will be raises from Appropriation in Aid, Public Private Partnerships, Development
Partners and programs and projects.

7.3 Resource Management

The following measures will be put in place to ensure financial fidelity and efficient
utilization of resources:

1. Ensure adherence to approved budget and use of the electronic Financial

Management System;

80
2. Pooling of common user resource through centralizing common services;

3. Ensure that all payments to the Service are digitized to increase revenue
and Appropriation in Aid collection;

4. Oversight quality procurement for all Service goods and services; and

5. Leverage on ICT towards improving administrative efficiency to reduce costs

and release resource to other areas of priority (e.g., use of e-mails,
WhatsApp and virtual meetings).

81
CHAPTER EIGHT: MONITORING, EVALUATION AND REPORTING

8.0 Overview
The objective of Monitoring and Evaluation is to measure progress towards
achievement of the Plan. The Monitoring and Evaluation Framework puts in place the
tools which will be used in measuring the progress made and the time intervals at
which Monitoring and Evaluation reports will be presented and discussed. The
Monitoring and Evaluation Framework further indicates the intervals within the
strategic plan when achievements of specific objectives will be measured and
strategies evaluated throughout the lifespan of the Strategic Plan. This chapter entails:
Monitoring Framework, Performance Standards, Evaluation Framework and Reporting
Framework & Feedback Mechanism.

8.1 Monitoring Framework

The Kenya Fisheries Service will institutionalize monitoring of projects and programs
in order to gather information that will inform the reporting system, strategy review
and achievement analysis. Further, monitoring will provide a basis for effecting
corrective measures with regard to implementation and use of resources.

8.2 Performance Standards

The implementation of this Plan will employ the use of internationally accepted
standards to ensure relevance, efficiency, effectiveness, success and sustainability.
Key performance indicators will evaluate the sustainable increase of fish production,
progressive assurance of fish quality, protection of critical fish habitats and
environmental protection for overall economic growth. The Plan will also ensure
strengthening of the Service to be at par with internationally recognized fisheries and
aquaculture regulatory bodies to ensure fisheries products in Kenya continue to access
global markets. This will be achieved by continuous data collection and analyses for
review on the Strategic Plan implementation.

82
 8.3 Evaluation Framework

Participatory evaluation will be conducted during and at the end of the implementation
phases of the Plan. This will facilitate systematic analysis of the information and data
collected during the monitoring phase especially assessing the short-term (outcomes)
and long- term (impacts) results of the thematic areas. In this regard, timely feedback
will be necessary to facilitate efficiency and effectiveness of KeFS in the
implementation of projects and programs.

Table 8. 1: Outcome Performance Matrix

Key Result Outcome Outcome Baseline Target
Area Indicator Value Year Mid- End-
Term Term
Period Period
Review and Policies, Number of 3 2023 12 12
Develop regulations Policies and
Fisheries and and National regulations
Aquaculture Plans of completed
policies, Actions for and
legislation Fisheries in gazetted
and the place
Service
Institutional
Framework
Conservation, Fisheries Number of 2 2023 5 6
management resource fisheries
and governance resource
optimization tools governance
of fisheries developed, tools
and strengthened developed.
aquaculture and
resources implemented
Minimization Reduced fish Percentage 30 2023 70 100
of Post- post-harvest reduction in
harvest loses loses fish post-
and harvest
enhancement loses
of fish
quality,
safety and
trade
Climate Strengthened Adoption of 30 2023 70 100
change resilience to climate

83
 adaptation climate smart
and change fisheries
mitigation effects and
among aquaculture
fishers and
fish farmers
Research and Key decisions Number of 10 2023 30 50
innovation made published
capacity informed by fisheries
enhancement the fisheries research
research findings
findings
Human Adequate Number of 480 2024 950 1,350
resource human competent
capacity resources staffs in the
building and and enablers service
resource in place
mobilization

8.3.1 Mid-Term Evaluation

The Plan will provide for a mid-term evaluation in the year 2025 which will seek to
evaluate the progress made in the achievement and implementation of the Plan. This
review will seek to understand the reason for under-achievement with the view of
addressing the factors for the deviation and consider a reset of the targets; as well as
the over-achievements if any to evaluate if there was a case of under-targeting. The
Service will ensure close consultation with the State Department of Planning to ensure
precise reporting.

8.3.2 End-Term Evaluation

At the end of the Plan period in 2027; there will be an evaluation to take stock of the
various milestones achieved and lessons learnt in the implementation of the Plan. This
will give a platform for the development of the next Plan for the Service.

8.4 Reporting Framework and Feedback Mechanism

It is important to note that monitoring is a continuous process. This will be reflected

in the various reports that are regularly prepared by the respective directorates and
the regional offices. Such reports include weekly, monthly, quarterly and annual

84
reports. After Monitoring and Evaluation have been done, reports will be prepared
which contain levels of achievements of set targets. The findings will be discussed by
the KeFS Board of Directors before dissemination through workshops, newsletters,
bulletins, bi-annual reports and posting them in the KeFS website. Progress Reports
will be prepared and coordinated at Directorate levels and eventually be consolidated
into KeFS’ report as indicated Table 8.2, 8.3 and 8.4. below

85
Table 8. 2: Quarterly Progress Reporting Template
Kenya Fisheries Service Quarterly Progress Report
Quarter Ending……………..
Expecte Output Annua Quarter for the Year Cumulative to Date Remark Corrective
d output indicato l s Interventio
r Target n
(A)
Targe Actua Varianc Targe Actua Varianc
t (B) l (C) e (C-B) t (E) l (F) e (F-E)

Table 8. 3: Annual Progress Reporting Template

Year Ending………………….
Expected Output Achievement for the Year Cumulative to Date (Years) Remarks Corrective
output indicator Intervention

Target Actual Variance Target Actual Variance

(A) (B) (B-A) (D) (E) (E-D)
Table 8. 4:Evaluation Reporting Template
Key Outcome Outcome Baseline Mid-Term Evaluation End of Plan Period Corrective
Result indicator Evaluation Intervention
Area

Value Year Target Achievement Target Achievement

87
Annex 1:Kenya Fisheries Annual workplan for 2023/24 financial year

KENYA FISHERIES SERVICE

STATE DEPARTMENT FOR BLUE ECONOMY AND FISHERIES

MINISTRY OF MINING, BLUE ECONOMY AND MARITIME AFFAIRS

ANNUAL WORKPLAN

2023/ 2024 FINANCIAL YEAR

88
Programe Objective: To Sustainably manage and develop fisheries and aquaculture resources for accelerated socio-economic growth in
Kenya
Projected output

Timelines
estmates
Budget

Target in FY

Verification
Activities

Means of
2023/24
S/No

Donor
GoK

May
Nov
Aug

Mar
Dec
Sep

Feb

Jun
Apr
Jan
Oct
Jul
Programme Name: Fisheries Development and Management
Programme Outcome: To conserve, manage and develop Kenya’s fisheries and aquaculture resources.
Delivery Unit: Director General
1 Kenya Hold 4 full board 11,500,000
Fisheries meetings and 12
Service Board committee meetings
Meetings and board training,
Conducted and visit Lake
Turkana
2 Information on Hold 2 campaigns for 1,000,000
fisheries and world oceans day and
aquaculture world fisheries day.
disseminated

3 Regional and Participate in the 2,131,128 19 Board

International Regional and meetings
Fisheries International minutes
Meetings Fisheries
Coordinated management
organization fora

89
4 Fisheries Develop mechanisms - 1 Commissionin
Research and for Establishment of g and
Development the Fisheries operationalizat
Fund Research and ion reports
established Development Fund
(FRDR)
5 Support KeFS Office operations 46,361,775 13 Fiduciary
regional report
offices
Total 60,992,90 -
3
Delivery unit: Corporate Services
Sub-Delivery unit: Finance and Accounts
1 Annual Work Coordinate and - Annual Work
plan, prepare Annual Work plan,
Procurement plan, Procurement Procurement
plan and Cash plan and Cash Plan plan and Cash
Plan prepared for 2023/24FY flow reports

2 Sub-Sector Subsector retreat 3,500,000 Reports

Report
3 Sector Sector Retreat 2,500,000 3 Reports
4 Reports for Budget Monitoring 3,000,000 1 PPR report
the budget and evaluation
performance activities
5 OCOB, PCs, Preparation of - 1 PBB /sector
treasury Quarterly reports report
reports
6 Sensitized Training of budget 1,000,000 4 Budget
regional implementation Performance
offices on members at regional M&E reports
budget levels
implementatio
n for FY 23/24

90
7 Budget Parliamentary 2,000,000 4 Budget
Approval retreats on budget performance
for FY and BPS reports
8 Revised Preparation of - 1 Sensitization
Budget supplementary report on
budget Budget
implementatio
n
9 FY2024/2025 Presentation of 1,000,000 1 Approved
budget budget to parliament budget
1 Authority to Issue Authority to - 1 Revised
0 Incur Incur Expenditures estimates
Expenditures (AIEs) on monthly
(AIEs) on basis
monthly basis
issued
1 Preparational Prepare quarterly 500,000 1 Budget
2 of quarterly financial reports 2024/25
financial
reports
1 Reviewed Prepare annual audit 580,000 6 Authority to
3 audit report report by OAG Incur
Expenditures
(AIEs)
1 Hold 4 budget KeFS budget 500,000 4 KeFS
4 committee meetings Conducted meetings
meetings minutes
1 Stakeholders’ Validation of finance 1 Finance
5 validation of Manual by KeFS 2,000,000 Manual
KeFS finance stakeholders document
manual
developed
Sub total 16,580,00 -
0
Sub-delivery unit: ICT

91
1 Updated Updating and 450,000 12 Approved
support installing of Antivirus, requisitions
software’s MS Widows, MS &specification
Office, in all stations s, LPO and
Corporate
internet
security
license
2 Maintained Undertake 1,000,000 80 Approved
and repaired preventative requisitions
ICT equipment maintenance and &specification
and systems in repair of ICT s, LPO and
all stations. equipment and Corporate
systems in all stations internet
security
license
3 Updated KeFS Maintain and update 500,000 12 Enhanced
Website KeFS Website KeFS Visibility
4 Development Develop and 1,000,000
of ICT Policy, implement Kenya
Development Fisheries Service ICT,
of ICT Policy and Strategic
Strategic Plan Plan
(2024-2028)
Sub total 2,950,000 -
Sub-delivery unit: Human Rresource and administration
1 Effective and Payment of salaries 415,000,00 12 Monthly
Efficient staff and Allowances 0 Payrolls
remuneration
process
2 12 HRAC Hold KeFS HRAC 150,000 12 HRAC meeting
meetings meetings held minutes

92
3 KeFS staff- Mental health 1,000,000 2 HR Policy
related policies management, Health Documents
developed and Safety developed and
guidelines, Discipline awareness
manual reports

4 Road safety Road safety 500,000 1 Sensitization

awareness sensitization minutes/
meetings reports
5 Optimal Man power planning, 500,000 139 Recruitment
Staffing Levels recruitment and reports, No.
placement recruited and
placed
6 Effective and Staff register update 1,000,000 1 Reliable and
Efficient and cleansing review updated staff
Compliment of the staff register,
Control, staff establishment and Reviewed
establishment Coordinate review Staff
and career career guidelines Establishment
guidelines and Career
review guidelines
coordinated documents
7 Human Conduct trainings 10,000,000 Report
Resource
development
8 Effective Staff Digitize Performance 500,000 Digitized Staff
Performance targeting and Performance
Management appraisal Appraisal
and appraisal system

9 Developed Conduct training 1,000,000 Training

staff capacity needs analysis, needs analysis
and skills training impact report,
acquisition assessment Training
impact
assessment
report and No.

93
 of staff
trained

Sub total 429,650,0

00
Delivery unit: Corporate Services
Sub-delivery unit: procurement unit
1 Approved Consolidation of - - 1 Planned
Procurement procurement plan procurements
plan
2 Supplier Registration of - - 1 Registered
register suppliers suppliers
3 Procurement Request for - - 1 Goods and
of goods and quotations and services
services tender opening procured and
delivered
4 Inventory Taking inventory of 200,000 - 1 Updated
register items in offices Inventory
registers
5 Asset register Updating asset 1,000,000 - 1 Updated Asset
register register

6 S3 cards Store Stock taking - - 1 Updated S3

cards
7 Disposal Consolidation of 500,000 - 1 Approved
planning obsolete, idle and Disposal plan
unserviceable items

8 Assets Disposal of idle 500,000 - 1 Disposal

disposal report

94
9 Market survey Carrying out market - - 1 Current
surveys Market
surveys
1 Inspection of Appointment of - - 1 Inspection
0 goods and inspection committee certificates
services and Carrying out
inspections of goods
and services procured

1 Statutory Submitting required - - 1 Timely

1 reports reports submission of
AGPO and
Local content
reports
Sub total 2,200,000
Total 512,372,9 -
03
Delivery Unit: Office of the Aquaculture Director
1 National Review of the 1,000,000 10,000,00 1 National
aquaculture national aquaculture 0 Aquaculture
policy policy 2011 Policy
reviewed
2 Aquaculture Data collation from 3,000,000 - 1 Fish farming
data hatcheries, pond and data collated.
cages
3 Aquaculture Finalization of the 200,000 - 1 Aquaculture
regulations Aquaculture regulations
regulations gazetted
Sub total 4,200,000 10,000,0
00
Sub-Delivery Unit: Genetics and Breeding
1 Fish fairs Hold 4 fish fairs. 4,000,000 - 1 4 fish fairs
report

95
2 Hatchery Coordinate hatchery 3,000,000 - 13 Number of
inspections inspections and 1 hatcheries
and annual annual spot check on inspected and
spot check the certified annual spot
hatcheries check reports

3 3 gene banks Maintenance of the 3 12,000,000 - 1 Reports on

maintained of gene banks of tilapia, the 3 gene
tilapia, catfish catfish and rainbow banks
and rainbow trout species. maintained.
trout species.
4 Cages and National validation of 1,500,000 3,000,000 1 National
hatcheries the cages and validation
validated hatcheries report
5 Fish Feed Authentication of Fish 3,000,000 - 1 Number of
Producers Feed Producers fish feed
Authentication producers
authenticated
Sub total 23,500,00 3,000,00
0 0
Sub-Delivery Unit: Innovation and Technology
1 Installed Install and 15,000,000 - 10 Aquaponics
Aquaponic operationalize launch reports
units in aquaponics units
learning
Institutions
2 Mariculture Inventorize a 3,000,000 - 1 Mariculture
husbandry database on baseline
mariculture survey report
3 Tap mariculture 6,000,000
production through
training of 80 finfish
and shellfish farmers
on mariculture
husbandry

96
4 Cage mapped Document all cage 5,000,000 - 1 Cage culture
and farms and undertake database
documented a control audit of
cage farming

5 Cage culture Sensitization of the 4,000,000 - 1 Workshop

farmers cage culture reports
sensitized requirements
6 Aquaculture Development of 6,000,000 - 2 Number of
extension aquaculture manuals aquaculture
manuals extension
manuals
developed
Sub total 33,000,00 6,000,00
0 0
Total 60,700,00 19,000,0
0 00
Delivery Unit: Fish Quality, Safety and Trade
Sub-Delivery Unit: Fish Quality Assurance and Inspection Department
1 National Collect and analyse 5,000,000 1,500,000 30 Sample
Residue 30 samples as submission
Monitoring for indicate in the forms, Results
Aquaculture National Residue of Analysis
and Capture Monitoring Plan and National
Fisheries Monitoring
Implemented Plan
Implemented
2 Compliance of Collect and analyze 5,000,000 - 30 Sample
imports of random 18 samples submission
fish, fishery every quarter of forms, Results
products and imports of fish, of Analysis
fish feeds to fishery products and
the minimum fish feed at the entry
limits in both points
contaminants

97
 and
antimicrobials

3 MSOP and Fish Hold 2 Stakeholders 5,000,000 2,000,000 2 Reviewed

Business Consultations MSOP and
Operators Reviewed FBO
Guidelines guidelines
Reviewed
4 Fish and Fish Conduct national 4,000,000 2,000,000 1 Inspection
products audit inspections of reports,
Certified Fish Farms and fish Certificate of
processing Compliance,
establishment,Certific Export and
ation of fish and Import
fishery products, Permits
Issued and
Health
Certificates
Issued
5 Status of the Undertake an 6,000,000 2,500,000 2 Reports of
safety and assessment of fish compliance
quality of fish import with
imports to establishments in international
Kenya countries that export standards
established to Kenya

98
6 Safe Fish and Hold two (2) 7,000,000 2,000,000 2 Sensitization
Fishery sensitization reports
products workshops for actors
within and in fish value chain on
outside our hygienic fish,
borders handling to reduce
fish post-harvest
losses
7 Fish, fish feeds Quarterly and 5,000,000 1,000,000 30 Sample
and water random collection submission
analyzed and and testing of fish, forms and
compliance sediments, water and results of
status fish feed samples for analysisi
established analysis

Sub total 37,000,00 11,000,0

0 00
Sub-Delivery Unit: Standards and Trade Department
1 70% of the Attend and 7,000,000 2,860,000 2 Reports
reported Non- participate in 5
Tariff Barriers regional and 2
resolved in the international
fish and fish meetings on SPS and
products TBT that are fisheries
related and affect
trade
Attend and 3,500,000 1,350,000 10 Meeting
participate in 4 reports
national meetings
that are fisheries
related and affect
trade

99
2 Establish an Undertake an 500,000 - 1 Established
imports assessment of fish Register,
Establishment import Reports
Compliance establishments in
Register countries that export
to Kenya
3 Certification of Hold two training 3,044,000 1,544,000 2 Export/
Fish and workshops for the Import
Fishery Fish inspectors on certificates
products at Certification of fish
entry points and fish products
Sub total 14,044,00 5,754,00
0 0
Sub-Delivery Unit: Laboratories Department
1 Appropriate Commission and 20,000,000 2,000,000 2 Reports
Fisheries operationalize
resources laboratory
infrastructure infrastructure
developed (SDBE&F - 20,000 &
COMESA 2,000,000)

100
2 Initiate ISO ISO 17025 20,000,000 3,000,000 1 ISO 17025
17025 accreditation of 3 accreditation
accreditation quality control of 3 quality
of 3 quality Laboratories by control
control documentation, Laboratories,
Laboratories testing and Test results ,
calibration of Training
equipment’s and reports and
training of Laboratory Calibration
staff for compliance, reports
Purchase of reagents,
standards and
maintenance of
equipments

Sub-Total 40,000,00 5,000,00

0 0
TOTAL 91,044,00 21,754,0
0 00
Delivery Unit: Capture Fisheries Directorate
Sub-Delivery Unit: Fisheries Management and Operational Department
1 Fisheries Develop draft (MCS) 10,000,000 - 1 1 Draft
policy and Unit Regulations Regulations
Legislations (sec.20 of the Act)

101
2 Fisheries Finalize Lake 26,000,000 8,000,000 6 Reports
management Turkana Fisheries
plans Management plan,
developed, Develop Draft Lakes
reviewed and Naivasha and Baringo
implemented Fisheries
Management Plan,
Review Prawn
Management Plan
and Tuna Strategy
Facilitate 10,000,000 - 3 Lobster FMP,
gazettement and Aquarium FMP
dissemination of and Small
Lobster, Aquarium Purse Seine
and Small Purse Sein FMP
net Fisheries
management plans.
3 Capacity of Capacities for Lakes 30,000,000 2,000,000 Reports
resource users Victoria, Turkana,
and technical Naivasha, Jipe, Tana
staff for River, Indian Ocean
combating IUU
fishing built: - Deployment of Patrol 6,000,000 - 2 Report on
Training of Vessels Patrol Vessels
resource users
on combatting
IUU fishing
4 Access to Access rights for 9,715,000 - Licence
fisheries Lakes Victoria, 167,7 reports
resources and Naivasha, Baringo, 29
fishing efforts Turkana, Jipe, Tana
controlled: river and Turkwel
Licensing of dams, and Indian
fishers and Ocean
registration of
fishing vessels
in:

102
5 Fisheries Development of Co- - 15,000,00 1 CMA
resource Co- management area 0 Guidelines
management guidelines and Joint
Guidelines and CMA plans
Manuals
approved and
disseminated
Development of BMU: Reports
Training manuals and
SoPs, train BMUs and
BMUs Network,
Establish BMUs MCS
Unit, BMUs
Registration

Sub total 91,715,00 25,000,0

0 00
Delivery Unit: Fisheries Statistics Unit
1 Fisheries Aggregate and 3,000,000 1 Statistic
statistical data analyse fisheries data bulletins,
collected and prepare annual Quarterly
analysed, statistical bulletins, reports,
validated and Publish and Functional
shared disseminate Bulletins data collection
system

2 Fisheries Conduct frame 30,000,000 3 Frame survey

resources surveys Lake reports
frame survey Turkana, Baringo and
Victoria

103
3 Catch Five (5) Catch 19,000,000 5,000,000 5 CAS Reports
assessment Assessment Survey in
Survey Marine, L. Naivasha,
Baringo, Turkana & L.
Victoria Kenya Marine
Fisheries and Socio-
Economic
Development
(KMSFED) 5,000,000)
4 Routine Data Build capacity of 8,000,000 2,000,000 500 Number of
collection, data collectors at trained data
collation and landing site at each collectors
management county (KEMSFED
2,000,000)
Sub total 60,000,00 7,000,00
0 0
Delivery Unit: Fisheries Compliance and Enforcement Directorate
Sub-Delivery Unit: Fisheries Compliance and Enforcement Department
1 Fisheries Operationalize VMS 25,000,000 4 Reports
Policy, Legal (State Department
and for Blue Economy
Institutional and Fisheries –
framework SDBE&F) -
strengthened 25,000,000)
Operationaliza
tion of the
MCS Unit of
the Service
Establishment of MCS 33,000,000 - 11 Appointment
sub units and letters,
Command Centres reports
Provision of uniforms 9,700,000 - 150
to the disciplined
officer’s cadre

104
 Technical skills 10,000,000 - 150
development
Conduct Port state - - 120
measures inspection
at Ports
Participate in MCS - - 4
Interagency Meetings
Participate in staff - - 15
training on MCS
operations
Equip MCS Command - -
Centre with radio and
information units

Conduct inshore, land - - 14

and offshore Patrols

Participate in - 1,000,000 4
installation of
Electronic Monitoring
Equipment on
Industrial Fishing
vessels

2 Strengthening Training and - 5,000,000 10 Training

National deployment of reports
Fisheries Observers
Monitoring,
Control and
Surveillance

105
 Training of technical 8,718,097 -
and Constable
Fisheries Guards
patrols and handling
of exhibits

Fisheries Laws MCS in Lake Victoria 1,000,000 - 4 MCS reports

and patrol
Regulations s
enforced

Sub total 62,418,09 6,000,00

7 0
Total 214,133,0 38,000,0
97 00
Grand Total 878,250,0 78,754,0
00 00

106
Annex 2: Kenya Fisheries Service Proposed Organizational Structure

107