Strategic Plan - Anti-Counterfeit Agency (ACA) · The Plan puts in place Monitoring, Evaluation and...

2017-2022

Promoting Genuine!

Anti Counterfeit Agency Strategic Plan 2017-2022

Strategic Plan

Bidhaa ghushi huzorotesha uchumi wa nchi na kuwapora wazalishaji na wauzaji halali wa mali halisi, mapato ya mauzo yao, na hivyo basi kuondoa haja ya wasambazaji, wasafirishaji na wengine wanaochangia biashara hii. Mapato madogo ya mauzo hupelekea kupunguzwa kwa nafasi za kazi – huenda hata kazi yako wewe ikaisha.

Serikali na mashirika mbalimbali ya usalama kote ulimwenguni yanafanya bidii kukomesha uundaji na uuzaji wa bidhaa ghushi. Ni jukumu lako kuacha kuendeleza biashara ya aina hii. Acha kununua bidhaa ghushi.

Bidhaa ghushi/bandiahugharimu zaidi

BIDHAAGHUSHI/BANDIA

HUGHARIMUZAIDI

MIMIHUNUNUABIDHAAHALISI

Jifunze mengi kupitia wavuti huu www.IBUYREAL.ORG.

Bidhaa ghushi huharibukabisa tarakilishi

Nunua bidhaa halisi zilizo halali. Kumbuka kwamba,bidhaa ghushi zina gharama yake.

i

© Anti-Counterfeit AgencyHead Office: National Water Conservation and Pipeline Corporation Building, 3rd Floor, Dunga–Machakos Road Junction, Industrial Area. P.O. Box 47771-00100, Nairobi, Kenya. Hotline : 020-2280111 Landline: +254-20-2280000Fax: +254-20-2225124/31Mobile: +254-717-430-640, 0733 951 375Email: [email protected]: http://www.aca.go.ke

Kisumu Branch:Alpha House, 4th FloorOginga Odinga Street, P. O. Box 894-40100,Kisumu.Landline: +254-057-2029929

Eldoret Branch:Kiptagich Plaza, 3rd FloorP.O Box 10382-30100,Eldoret.

Mombasa Branch:Mombasa Trading Centre, 5th Floor Southern Tower,P.O. Box 87934-80100,Mombasa.Landline: +254-041-2220709

ii

VISION

A Counterfeit-Free Kenya

MISSION

Prohibit Counterfeiting through Promotion and Enforcement of Intellectual Property Rights.

CORE VALUES

• Diligence• Integrity• Vigilance

iii

Table of ContentsForeword ................................................................................................................... vPreface ..................................................................................................................... viiAcknowledgement ....................................................................................................viiiExecutive Summary ................................................................................................... ixAbbreviations and Acronyms ....................................................................................xi

CHAPTER ONEHISTORICAL, LEGAL AND INSTITUTIONAL FRAMEWORK1.0 Background. .......................................................................................................11.1 Mandate ..............................................................................................................11.2 SpecificFunctionsofACA .................................................................................21.3 Legislations Relevant to ACA ............................................................................21.4 Policy Documents ..............................................................................................41.5 Statement on the Constitution of Kenya ............................................................51.6 Rationale for Development of the Strategic Plan ...............................................51.7 Methodology of Developing the Strategic Plan .................................................5

CHAPTER TWONATIONAL AGENDA AND DEVELOPMENTAL CHALLENGES2.1 Kenya Vision 2030 Framework ......................................................................... 62.2 The Second Medium Term Plan (2013–2017) .................................................. 62.3 The Role of ACA in Implementing the Second Medium Term Plan ................. 8

CHAPTER THREESITUATIONAL ANALYSIS3.0 Introduction ...................................................................................................... 113.1 Review of the 2011-2016 Strategic Plan .......................................................... 113.2 Achievements ................................................................................................... 123.3 Challenges Faced .............................................................................................. 13 3.4 Lessons Learnt .................................................................................................. 143.5 Strengths, Challenges, Opportunities and Threats (SCOT) Analysis and Environmental Scanning (PESTEL).................................................................143.6 Stakeholder Analysis ........................................................................................ 23

CHAPTER FOURSTRATEGY FOCUS4.0 Introduction ......................................................................................................254.1 Key Result Areas ..............................................................................................264.2 Strategic Objectives ..........................................................................................274.3 Strategic Matrix ................................................................................................28

iv

CHAPTER FIVEINSTITUTIONAL CAPACITY AND RESOURCE MOBILISATION5.1 Capacity Development ..................................................................................... 315.2 StaffingLevels .................................................................................................. 315.3 Organisational Structure ................................................................................... 32 5.4 Resource Mobilisation and Utilisation ............................................................. 33

CHAPTER SIXIMPLEMENTATION AND CO-ORDINATION6.0 Introduction ...................................................................................................... 366.1 Pre-Implementation .......................................................................................... 366.2 During Implementation .................................................................................... 376.3 Post Implementation ......................................................................................... 376.4 Monitoring, Evaluation and Reporting Committee .......................................... 376.5 Risk Management Framework ......................................................................... 37

CHAPTER SEVENMONITORING, EVALUATION AND REPORTING7.0 Introduction ...................................................................................................... 407.1 Monitoring, Evaluation and Reporting Framework ......................................... 417.2 What to Measure .............................................................................................. 447.3 Budget Monitoring ........................................................................................... 447.4 Progress Report ................................................................................................ 447.5 Performance Review ........................................................................................ 447.6 Information Sharing ......................................................................................... 45

Appendix I: Implementation Matrix 2017–2022 ....................................................... 46Appendix II: Monitoring and Evaluation Matrix 2017–2022 ................................... 59Appendix III: The Agency’s Integration Framework ................................................ 70

v

Foreword

It gives me great pleasure to present the second Strategic Plan of the Anti-Counterfeit Agency (ACA). The role of the Agency in the development of the economy as stipulated in Kenya Vision 2030 is most crucial if we have to attain the National Agenda of creating a globally competitive and prosperous country with a high quality of life and transform Kenya into a newly-industrialised, middle-income country providing a high quality of life to all its citizens in a clean and secure environment.

The mandate of ACA is to combat counterfeiting, enlighten and inform the public on matters relating to counterfeiting in trade and other commercial dealings. The Board will be at the forefront in this role and will lead the participatory and inclusive approach by working with the relevant government departments, counties, industries, regulators and other relevant stakeholders in the pursuit of a counterfeit-free Kenya. The Board appreciates the rich legal and policy framework already put in place and will ensure formulation of administrative and operational framework to act on our mandate.

This Strategic Plan is a positive step by ACA in addressing the many underlying challenges caused by poverty, crime, corruption and unfair practices in doing business. Trade and Industry have multiple and unique issues which calls for coherent and comprehensive approach. The plan will guide the Agency in the delivery of tangible resultstoitsstakeholdersforthenextfiveyears,aswellasplayingitsroleinachievingthe National goals of the country and society. The Strategic Plan endeavours to address issues by providing broad-based strategies that can give it meaningful opportunities to maximise its potential in combating counterfeits.

I wish to emphasise that the Strategic Plan is a statement of intent. Its objectives will only be realised if it is effectively implemented. Responsibility for the execution of the strategies rests with all stakeholders.

I sincerely thank all those who participated in the formulation of the Strategic Plan for their ideas and commitment.

Mr. Pradeep PaunranaCHAIRMAN

vi

The Ag. Executive Director of Anti-Counterfeit Agency, Dr. John Akoten, addresses participants during the World Anti-Counterfeit day at Clay Works Industry in Changamwe Mombasa, June 2015.

Principal Secretary State Department of Trade, Dr. Chris Kiptoo, giving a speech during the Strategic Plan Validation workshop at the Intercontinental Hotel, Nairobi October, 2016.

vii

PrefaceThe Agency is mandated to combat counterfeiting, enlighten and inform the public on matters relating to counterfeiting in trade and other commercial dealings. To realise this mandate, ACA will employ a participatory and inclusive approach in working with the relevant government departments, counties, industries, regulators and other relevant stakeholders in the pursuit of a Counterfeit-free Kenya.

This Strategic Plan articulates the shared vision, mission, core functions, policy priorities, strategic objectives and resource requirements of ACA for the period 2017-2022. In developing this Strategic Plan, we have recognised the Agency’s strengths, weaknesses, opportunities and threats. Similarly, ACA has been able to fully appreciate some of the underlying challenges facing the areas under which it operates. In realising its Vision and Mission, the Agency will be guided by its mandate, key result areas and strategic objectives which also take into consideration the environment under which we operate.

To actualise the strategies and activities outlined in this document, the Agency shall continue to engage key stakeholders. The operational processes will be reviewed continuously to provide any necessary strategic adjustments.

The formulation of this Strategic Plan was made possible through serious engagement and consultations. I would like to appreciate the commitment of the Board and management for constituting themselves to a very effective Strategic Planning Committee. They played a major co-ordinating role and generated valuable information. We profoundly acknowledge the professional input provided by the consultants from the Kenya School of Government (KSG) for the strategic oversight throughout the formulation process.

To all our stakeholders who contributed either directly or indirectly to the successful preparation of the Strategic Plan, we thank you most sincerely and encourage you to partner with us in the implementation of the Strategic Plan.

Mr. Elema Halake Harbale

EXECUTIVE DIRECTOR

viii

Acknowledgement

The Executive Director, Anti-Counterfeit Agency, would like to thank thefollowing members who participated in the writing of this Strategic Plan:

Name Designation

Dr. John E. Akoten Ag. Executive Director (2013 – June 2017)Johnson O. Adera Deputy Director, Enforcement and Legal ServicesAgnes W. Karingu Assistant Director, AwarenessMichael E. Aremon Assistant Director, Strategy and PlanningAbdikadir MohamedElijah Ruttoh

Assistant Director, EnforcementAssistant Director Research

Fredrick K. Chepkwony Depot ManagerAndrew K. Mwithiga Senior Administration OfficerEdna J. Sawe Senior Procurement OfficerBretta K. Mwendandu Human Resource and Administration OfficerCelestine Rono Accountant ITeresa Lagat Auditor IAnita Kamakil Strategy and Planning OfficerJudy N. Mutuku Administrative Assistant IChristeen Wanyoko Human Resource OfficerFlorence K. Chepkorir Human Resource AssistantRose Khan Customer Care OfficerDr. Robert Ng’ang’a Lead ConsultantMathew M. Malinda Associate ConsultantAnne M. Mungai Consultant

ix

Executive Summary

The Strategic Plan of the Anti-Counterfeit Agency has been developed in cognizance of Kenya’s Vision 2030, the Constitution of Kenya, 2010 and other legal, policy documents. The implementation of this Strategic Plan is based on stakeholder participation, good governance and a professional approach to doing business. The vision of the Agency is “A Counterfeit-Free Kenya” while its mission is “Prohibit Counterfeiting through Promotion and Enforcement of Intellectual Property Rights”.

The historical, legal and institutional framework presents the development of ACA, the rationale and the methodology of the Strategic Plan. It also provides an institutional framework which expounds on the Agency’s mandate in relation to the economy.

The Agency positions itself to play its role in the National Agenda and Developmental Challenges. The second Medium Term Plan (MTP) of Kenya Vision 2030 outlines policies designed to implement devolution, accelerate growth, reduce poverty, transform the structure of the economy and create more quality jobs. The Agency’s role in the second MTP will be to combat counterfeiting, enlighten and inform the public on matters relating to counterfeiting in trade and other commercial dealings.

In this regard, ACA has also presented its agenda and the challenges in the dynamic environment of areas of its operations. It also takes cognizance of the importance of the linkages and collaborations in the achievement of the set strategic objectives. The situational analysis stipulates the achievements of the Agency, challenges and lessons learnt. It also deals with the environmental analysis as they affect ACA using theSCOTandPESTELmodels.Keystakeholderswereidentified,analysedandtheirexpectation recognised and what is expected of them.

During the Plan period, the Strategy focus will emphasise four key result areas which are: Enforcement, Awareness, Market Research and Institutional Capacity. These will be actioned through the following strategic objectives:

1. To enforce protected intellectual property rights. 2. To enhance awareness and outreach. 3. To enhance stakeholder’s capacity on counterfeiting issues.4. To inform policy, enforcement and awareness. 5. To enhance customer satisfaction. 6. To strengthen human capital. 7. Topracticeprudentfinancialmanagement.8. To integrate ICT in operations. 9. To promote good governance–Mwongozo.

x

Astrategymatrixhasbeendevelopedtomatchtheidentifiedkeyresultareaswithstrategic objectives and appropriate strategies. Institutional capacity and resource mobilisation were analysed to determine the organisational structure and staffinglevels. An appropriate implementation and co-ordination mechanism has been developedwhichidentifieswhattheAgencymustaccomplishbefore,duringandpostimplementationperiod.Asetofriskfactorswereidentifiedwhichmightaffect theimplementation of the Strategic Plan and appropriate mitigating factors have been recommended.

The Plan puts in place Monitoring, Evaluation and Reporting which include monitor-ing methodologies, evaluation mechanisms, progress reports, internal audit, monthly and quarterly management meetings, performance management, staff appraisal and external reporting of the achievement of the Plan results. A mid-term review will be undertakenandappropriateamendmentsmadeatthattime.AfinalEvaluationwillbedone to create the baseline for the next Strategic Plan.

Strategic Plan Validation Workshop participants at Intercontinental Hotel Nairobi in October 2016

xi

Abbreviations and Acronyms

ACA Anti-Counterfeit AgencyAIA Appropriation In Aid

BASCAP Business Action to Stop Counterfeiting and Piracy

BSC Balanced ScorecardED Executive DirectorCSR Corporate Social ResponsibilityEACEPZA

East African CommunityExport Processing Zone Authority

ERP Enterprise Resource PlanningERS Economic Recovery StrategyFDI Foreign Direct InvestmentFGD Focused Group DiscussionsICT Information and Communication TechnologyIEC Information Education and CommunicationIFMIS Integrated Financial Management Information SystemsIPR Intellectual Property RightsISO International Organisation for StandardisationIT Information TechnologyJCAC Joint Campaign Against CounterfeitingKAM Kenya Association of ManufacturersKAPI Kenya Association of Pharmaceutical IndustriesKEBS Kenya Bureau of StandardsKEPHIS Kenya Plant Health Inspectorate ServicesKMA Kenya Maritime AuthorityKPA Kenya Ports AuthorityKRA Key Results AreaKSG Kenya School of Government

ME&R Monitoring, Evaluation and ReportingMDA Ministries, Departments and Agencies

MoU Memorandum of UnderstandingMTEF Medium Term Expenditure Framework

xii

MTER Mid-Term Evaluation and ReviewNEMA National Environment Management AuthorityNIMES National Integrated Management Evaluation SystemPABX Private Automated Branch ExchangePBRS Performance-Based Rewards SystemPC Performance ContractPESTEL Political Economic Social Technological Environmental

LegalPMAS Performance Management and Appraisal SystemPPP Public Private PartnershipRMP Risk Management PlanSCOT Strengths Challenges Opportunities ThreatsSTAP Staff Training Assistance ProgrammesToT Training of TrainersTRIPs Trade Related Aspects of Intellectual Property Rights

1

Awareness staff educating the UON fraternity during the Nairobi Innovation week held in Feb 2017 at the University Grounds

ACA stakeholders Polucon Services (K) Ltd educate school children on value for genuine mathematical sets at the ACA stand in Mombasa Show. Other stakeholders have consistently supported ACA.

xiii

1

Chapter 1HISTORICAL, LEGAL AND

INSTITUTIONAL FRAMEWORK

1.0 Background

The Anti-Counterfeit Agency (ACA) is a State Corporation in the Ministry of Industry, Trade and Co-operatives. It was established under the Anti-Counterfeit Act No. 13 of 2008 and became operational on 1st June, 2010.

1.1 MandateThe Mandate of the Agency as established by Law and Policy is to prohibit trade in counterfeit goods and sensitise the public on matters relating to counterfeiting.

The Cabinet secretary MITC launching the ACA logo at KICC grounds in June 2013. Looking on are; US Ambassador

Robert Godec and former ED of the Agency Mr S. Mallowah

2

1.2 Specific Functions of ACA

TheAnti-CounterfeitAct,Section5,stipulatesthespecificfunctionsofACAasfollows:

(a) Enlighten and inform the public on matters relating to counterfeiting.

(b) Combat counterfeiting, trade and other dealings in counterfeit goods.

(c) Devise and promote training programmes to combat counterfeiting.

(d) Co-ordinate with national, regional or international organisations involved in combating counterfeiting.

(e) Carry out any other functions prescribed for it under any of the provisions of this Act or under any other written law.

(f) Perform any other duty that may directly or indirectly contribute to the attainment of the foregoing.

1.3 Legislations Relevant to ACA

Effective laws and proper enforcement mechanisms are vital ways in which counterfeit trade can be combated. Kenya has an elaborate legal framework that safeguards intellectual property rights. The framework constitutes but is not limited to the following pieces of legislation:

(i) The Constitution of Kenya, 2010 Article 45(5) forms the basis of fightingcounterfeit.For thefirst time inKenya’shistory, intellectualpropertynormswere entranched in the Constitution (Article 260(c)).

(ii) Constitution of Kenya, 1969 – Provided for substantive property guarantees limited to real property as opposed to technological innovations, cultural innovations and intellectual property, Section 70 and 75.

(iii) The Anti-Counterfeit Act, No. 13 of 2008 – Establishes the Anti-Counterfeit Agency which is a corporate body with perpetual succession and mandated to administer anti-counterfeiting policy and law in Kenya.

(iv) The Copyright Act, 2009 – Provides for both civil and criminal remedies in respect to infringement of copyright and other related rights.

3

(v) Trade Mark Act, 2007, Cap 506 – It provides for the procedures for registration and administration of a Trade Mark.

(vi) Trade Description Act, Cap 505 – Prohibits misdescription of goods and

(vii) The Industrial Property Act, 2001–It provides for the promotion of inventive and innovative activities to facilitate the acquisition of technology through the grant and regulation of patents, utility models, technovations and industrial designs.

(viii) The Seed and Plant Varieties Act, Cap 326 – Regulates transactions in seeds,

includingprovisionforthetestingandcertificationofseeds. (ix) Pests Control Products Act, 2009 – Regulates the importation, exportation,

manufacture, distribution and use of products used for the control of pests and of the organic function of plants and animals and for connected purposes.

(x) Pharmacy and Poisons Act, 2009 – Makes better provision for the control of the profession of pharmacy and the trade in drugs and poisons.

(xi) East African Community Customs Management Act, 2004–Provides for the management and administration of Customs and for related matters.

( xii) Food Drugs and Chemical Substances Act, 2012 – Provides for the prevention of adulteration of food, drugs and chemical substances and for matters incidental thereto and connected therewith.

(xiii) Weights and Measures Act, 2012–Provides for consolidation of the law

relating to the use, manufacture and sale of weights and measures. (xiv) Consumers Protection Act, 2012–Provides for the protection of the consumer,

prevents unfair trade practices in consumer transactions and to provide for matters connected with and incidental thereto.

(xv) Leadership and Integrity Act, 2012–Gives effect to, and establishes procedures and mechanisms for the effective administration of Chapter Six of the Constitution and for connected purposes.

(xvi) Penal Code, Cap 63–Provides for establishment of a code of criminal law. For instance: it provides for the criminal procedure in Trade Mark infringement.

( xvii) Kenya has further complied with various international conventions, agreements

4

and treaties that advocate for the protection of intellectual property rights for example:

• The Agreement on Trade Related Aspects of Intellectual Property Rights (TRIPs) including Trade in Counterfeit Goods, April 15, 1994.

• Berne Convention for the Protection of Literary and Artistic Works, September 9, 1886.

• Madrid Agreement Concerning the International Registration of Marks, June 26, 1998.

• Patent Co-operation Treaty, June 19, 1970.

• Paris Convention for the Protection of Industrial Property, March 20, 1883.

• World Intellectual Property Organisation Copyright Treaty (WIPO) December 20, 1996.

• East African Community (EAC) Protocol on Counterfeiting 2010 provides forpartnerstatestoco-operateinthefieldofintellectualpropertyrights.

1.4 Policy Documents

The strategy formulation is also informed by the following policy instruments:

(i) Kenya Vision 2030. (ii) Economic Recovery Strategy (ERS) for Wealth and Employment Creation. (iii) Sessional Paper No. 2 of 1997 on Industrial Transformation to the year 2020. (iv) Trade and Industry policies. (v) ACA Human Capital Management Manual, 2014. (vi) Finance Policy Manual. (vii) Risk Management Policy. (viii) Annual Performance Contract and Guidelines. (ix) National Integrated Management Evaluation System (NIMES). (x) Integrated Financial Management Information System (IFMIS). (xi) Enforcement Manual to Combat Illicit Trade in Kenya.(xii) Mwongozo–a code of governance for State corporations.

5

1.5 Statement on the Constitution of Kenya, 2010

The promulgation of the Constitution of Kenya, 2010, sawfor thefirst timein thehistory of Kenya, the constitutionalisation of intellectual property norms.

Article 260 (c) of the Constitution includes intellectual property in the definitionof “property”. Article 40 (5) obliges the State to support, promote and protect the intellectual property rights of the people. In the same breath, Article 69 (1) (c) and (e) mandates the State to protect and enhance intellectual property, traditional or indigenous knowledge of biodiversity and the genetic resources of the communities and protect genetic resources and biological diversity.

The Agency recognises the Constitution of the Republic of Kenya as the Supreme Law of the Republic which binds all persons and all State organs at all levels. The Agency shall respect, uphold and defend the Constitution.

1.6 Rationale for Development of the Strategic Plan

ThisStrategicPlanistheAgency’sdemonstrationofitscommitmenttofulfillingitsmandate and addressing various policy and environmental factors while outlining the key partners and resources required for successful enforcement of the Act. It sets out thebasisoftheAgency’sexistenceandguidesitsoperationsforthenextfiveyearsfrom 1st July, 2017–30th June, 2022.

The plan is intended to consolidate institutional and management capacity in the implementation of the Agency’s policies and programmes, which in turn supports the development policies and strategies adopted by the Government of Kenya as part of the ongoing public sector reform process for enhanced service delivery.

1.7 Methodology of Developing the Strategic Plan

The Strategic Plan development process involved extensive consultations and deliberations among the stakeholders. It involved collecting, collating and analysing information to determine the key result areas, strategic objectives, strategies and activities. Primary data was generated from stakeholder consultations while the secondary data was drawn from the appropriate legal and policy instruments.

A review of the first Strategic Plan provided information on the experiences andsuccesses of the implementation of the planned activities, achievement of set targets and statement of challenges that the process encountered. This provided an opportunity to revise and re-cast the interventions that may not have been fully achieved and re-launch them as an agenda for the next planning period.

6

Chapter 2NATIONAL AGENDA AND DEVELOPMENTAL

CHALLENGES

2.1 Kenya Vision 2030 Framework

In 2003, the Kenya Government developed the Economic Recovery Strategy (ERS) for Wealth and Employment Creation in order to respond to the global economic crisis which had impacted negatively on the social, environmental and political stability of many nations including Kenya. The strategy was effectively implemented resulting in rapid economic growth from 0.6% in 2002 to 7% in 2007. Poverty levels were reduced from 56% in 2002 to 46% in 2006. Other public sectors such as health, education and business were also impacted positively. However, in 2008, this growth plummeted to 1.7% due to the post-election violence and the global economic downturn.

Following the successful implementation of ERS, the government developed a long-term blue print, Kenya Vision 2030. The Vsion is motivated by a collective aspiration for a better society by the year 2030 in order to create a globally competitive and prosperous country with a high quality of life. The aim of Vision 2030 is to transform Kenya into a newly-industrialised, middle-income country providing a high quality of life to all its citizens in a clean and secure environment.

The Kenya Vision 2030 is anchored on three key pillars: Economic, Social and Political. The economic pillar aims at achieving an economic growth rate of 10 % per annum and sustaining the same till 2030 in order to generate adequate resources for achieving the Vision’s goals. The social pillar seeks to achieve a just, cohesive and equitable social development in a clean and secure environment. The political pillar aims for an issue-based, people-centred, results-oriented and accountable democratic system.Eachofthethreepillarsspecifiesprioritiesfortherespectivesectorsoftheeconomywhichincludeflagshipprojectsandotherhighpriorityprogrammes.

2.2 The Second Medium Term Plan (2013–2017)

Ingeneral,KenyansconcedethatmanyoftheobjectivesofthefirstMTPhavebeenachieved, but there is general consensus that a more concerted effort is vital if the

7

Vision is to be achieved by the year 2030. In addition, there is need to review our priorities as a nation, ensure that Kenya sustains the gains so far registered beyond thefirstMTPandbuildfurthermomentumtowardsachievementof thevision.ThesecondMTPaimstobuildonthesuccessesofthefirstMTP(2008–2012),particularlyin increasing the scale and pace of economic transformation through infrastructure development, and other sector priorities under the economic and social pillars of Vision 2030. This plan is envisaged to move the economy towards a growth trajectory to achieve the 10 % economic growth rate and achieve goals and targets outlined under the social and political pillars of Kenya Vision 2030 by 2017. The theme of this MTP is: Transforming Kenya: Pathway to Devolution, Socio-Economic Development, Equity and National Unity. It prioritises policies, programmes and projects to reduce poverty and inequality.

The second MTP is unique in that it has been developed and will be implemented within the context of the Constitution of Kenya, 2010, which gives rise to a devolved structure of government and hence new and distinct governance structures at the national and county levels. As such, all aspects of the development and implementation of the second MTP take cognizance of and are guided by the Constitution.

Under this MTP, transformation of the economy is pegged on rapid economic growth on a stable macro-economic environment, modernisation of our infrastructure, diversification and commercialisation of agriculture, food security, a highercontribution of manufacturing to our GDP, wider access to African and global markets, wider access for Kenyans to better quality education and health care, job creation targeting unemployed youth, provision of better housing and improved water sources and sanitation to Kenyan households. Some of the key priority areas stipulated in the second MTP which are likely to impinge on the implementation of this Strategic Plan include: Constitution and Devolution; National Cohesion; Security; Drought Emergencies and Food Security; Equity in access to opportunities and lower cost of living; Education; Infrastructure; Industrialisation; Investment to support growth; Competitiveness and Rebalancing Growth, and Governance and Public Financial Management Reforms.

In line with the second MTP, Ministries, Departments and Agencies (MDAs) are expectedtoprepareafive-yearstrategicplantoguidebudgetingandimplementationof MTP touching on their mandates. The Performance Contracts of the MDAs will alsobetiedtodeliveringtheoutputsandtargetswithinthespecifiedMTPtimelines.This approach is seen as the best way to ensure harmony and co-ordination between national and county governments in planning and implementing programmes.

8

2.3 The Role of ACA in Implementing the Second Medium Term Plan

The Agency will, through this Strategic Plan, play a key role towards implementation of the MTP by protecting the economy and facilitating a conducive commercial culture. ACA will provide protection to the government and the economy; local manufacturers, and investors; consumers and general public from the following:

(a) Government and the economy

• Loss of billions of shillings annually through tax evasion by counterfeiters.

• Loss of foreign direct investments (FDIs) due to eroded investor

confidence.

• Loss of jobs and high unemployment rate resulting to social unrests.

• Strained international relations and reputations leading to trade wars and unwarranted suspicions.

• High-level criminal activities due to the emergence of international crime linked to dealings in counterfeiting.

• Money laundering for subversive activities and manipulative politics.

Cabinet Secretary, Ministry of Industry, Trade and Co-operatives, Adan Mohamed, burns counterfeit goods at EPZA, Athi River in November 2014.

9

Table 3.10: Social Factors

Factor Strategic Implication Strategic Response

1. High population growth rates

• High consumption rate - Possibility of demand surpassing production/ supply of genuine goods

• Lobby for production of adequate genuine goods

• Educate on dangers of counterfeit goods

2. Low literacy rate for many households

• Difficultyindetectionofgenuine goods

• Sensitise/educate on dangers of counterfeit goods

• Ensure easy detection of counterfeit/genuine goods

3. “Unequal” distribution of wealth

• Increased tendency to buy “cheap” counterfeit goods

• Lobby for appropriate pricing/packaging of genuine goods

• Advocate for “Reverse-Engineering” or “Reverse-Innovation”

4. Underworld activities • Prevalence of counterfeit goods • Enforce law• Punitive penalties for law

breakers• Partner with stakeholders in

market surveillance

5. The preference for cheap goods

• Boosts the market for counterfeit

• Control imports

Table 3.11: Technological Factors

Factors Strategic Implication Strategic Response

1. Rapid technological

advancement• Technology becomes obsolete

frequently • Difficultyinidentificationof

counterfeit goods

• Identifying appropriate technology based on market/sector needs

• Invest in research and development

2. Installation and

maintenance of ICT is expensive

• Technology not cost-effective

• Source funding• Encourage innovation

3. Slow technology adaptation

• Inadequate technology to manage counterfeit

• Enhance automation Train staff on ICT

10

(b) Local manufacturers, investors and innovators.

• Unfair competition to local and genuine products costing the business community billions in revenue annually, leading to closure and/or relocation of many industries.

• Brand reputation and value loss as a result of counterfeiting.

• Increased costs of doing business due to surveillance and intelligence measures undertaken by individual companies.

(c) Consumers and the general public:

• Loss of employment opportunities due to reduced local and FDIs.

• Health, safety and security risks from the use of, and exposure to counterfeit goods.

• Emergence of criminal activities due to undercover operations associated with counterfeiting.

There is, therefore, need to effectively enforce the Anti-Counterfeit Act, 2008.

11

Chapter 3SITUATIONAL ANALYSIS

3.0 Introduction This is a situational assessment of the Agency focusing on a critical review and analysis of its achievements, challenges and lessons learnt. An external and internal analysis was undertaken using the Strengths, Challenges, Opportunities and Threats (SCOT) and Political, Economic, Socio-cultural, Technological, Environmental and Legal (PESTEL) analysis. A stakeholder analysis was also undertaken with the aim of ensuring inclusion in implementation of the strategy.

3.1 Review of the 2011–2016 Strategic Plan

The 2011-2016 Strategic Plan had mapped out 5 key strategic objectives following which relevant strategies and activities were developed with the ultimate objective of getting the desired results. The developed key strategic objectives were then used in the preparation of detailed annual work plans and budgets. A review of the outgoing plan revealed that many of the activities were work in progress. The overall implementationofthefirstStrategicPlanwas65.8%assummarisedintables3.1and3.2.

Table 3.1: Key Result Areas PerformanceKRA’s PERFORMANCE (%)

1. Research 50%

2. Enforcement and Legal Services 55%

3. Public Education and Awareness 70%

4. Finance and Administration 80%

5. Corporate Affairs and Board Services 70%

6. Internal Audit 70%

AVERAGE 65.8%

12

Table 3.2: Strategic Objectives PerformanceSTRATEGIC OBJECTIVE ACHIEVEMENT(%)

1. To enhance efficiency and effectiveness in the enforcement ofintellectual property rights

55%

2. To educate and inform stakeholders on matters relating to counterfeiting

70%

3. To mobilise resources to facilitate the Agency activities and programmes

40%

4. To create a robust knowledge base on counterfeiting issues through research and dissemination of information to inform policy

50%

5. To enhance service delivery through strengthening of institutional capacity

80%

3.2 Achievements

Anti Counterfeit Agency has recorded major achievements in various areas since its inception. Key achievements include:

(i) Seizing counterfeit goods estimated to be worth Kshs 880 million. Out of these, cases involving goods worth Kshs 522 million were concluded.

(ii) Sensitising and training government officers, intellectual property rightsholders, students, the business community and consumers on matters relating to counterfeiting.

(iii) Undertaing research on level of public awareness on counterfeiting and published the findings in collaboration with Business Action to StopCounterfeiting and Piracy (BASCAP).

(iv) Establishing Enforcement and awareness collaborations with law enforcement agencies and IPR owners.

(v) EstablishingnetworksfortechnicalandfinancialassistancewiththeUnitedStates (US) Embassy from 2011–2014 which supported Fagia Bandia campaign training with the British High Commission 2013–2014 and benchmarking visits to the United Kingdom (UK).

(vi) Recruitingqualifiedandskilledstaffandhascontinuouslyequippedstaffwithrelevant skills.

13

(vii) ProgressmadetowardsISOCertification.

(viii) OperationalisedMombasa,Eldoret,Kisumu,GarissaregionalofficesandIPRliaisonoffice.

(ix) RaisedAppropriationinAidfrominvestmentincome,complaintsfillingfees,destruction and storage fees.

(x) Installed advanced technology systems such as Enterprise Resource Planning (ERP) system, Statistical Package for Social Sciences (SPSS), Private Automatic Branch Exchange (PABX) and IFMIS, upgraded and redesigned website to a web-based enabled system.

(xi) Developed and implemented corporate policies such as a risk management

policy, governance policy, anti-corruption policy and policy on Corporate Social Responsibility (CSR).

3.3 Challenges Faced

During the previous strategic period, the Agency experienced various challenges that constrained full achievement of all the planned activities. In particular, some of the challenges were:

Underfunding.• The forecasted resources were not availed undermining the achievement of

planned activities. • There was no harmony between the Strategic Plan, work plans and budgetary

provisions.Thisreducedefficiencyandeffectivenessofstrategyimplementation.• Lack of a proper Performance Management framework was a major shortcoming

in the outgoing Plan. This made it difficult to measure performances againsttargets.

• The operations of the Agency have been halted by the government entities bill.• High labour turnover as a result of lack of appropriate schemes and incentive

mechanisms.

Change in management.• Since its inception in 2010, the Agency has had three Executive Directors causing

instability. • Understaffinginthekeydepartmentssuchasenforcementleadingtooverwork

and limited capacity to manage counterfeiting and counterfeiting disputes. • Minimal presence of the Agency in many parts of the country. • Staff faces security risks associated with covert operations. • Inadequate collaboration by other enforcement agencies which is compounded by

lack of appropriate inter-agency legal framework. • Inadequate public awareness as a result of lack of awareness.

14

3.4 Lessons Learnt

The following lessons have been learnt and form a basis for better implementation of this Strategic Plan:

(i) Counterfeiting is highly versatile and it keeps mutating and the Agency needs to be vigilant at all times.

(ii) The need for inter-agency collaboration which delivers results.

(iii) The need for an effective Monitoring, Evaluation and Reporting (ME&R) framework to inform the progress in implementation of the plan.

(iv) There is need to lobby for adequate budgetary allocation from government and to seek support from development partners.

(v) There is need to exploit the provision of Anti-Counterfeit Act, 2008, through use of designated inspectors and nominating more designated depots.

(vi) To combat counterfeiting, the Agency needs to work closely with all relevant players at all times.

(vii) The need to increase the Agency’s presence in all parts of the country.

3.5 Strengths, Challenges, Opportunities and Threats (SCOT) Analysis and Environmental Scanning (PESTEL)

An analysis of the ACA’s internal and external environment was undertaken as part of the strategic planning process. The objective of SCOT analysis was to provide detailed information on how internal and external environments impact on the operations of the Agency. The internal environment explores the strengths and weaknesses of the Agency while the external environment provides the opportunities that are available and the threats that may affect operations. Stakeholder and PESTEL analysis were also undertaken in order to describe and appreciate environment under which we operate. SuchanalysiswillallowtheAgencytofindthebestmatchbetweenenvironmentaltrends and internal capabilities.

3.5.1 SCOT Analysis 3.5.1.1 Strengths

Strengths are characteristics of the Agency that give it advantage over others. They are the Agency’s capabilities and resources that allow it to engage in activities to meet its mandate. These strengths are enumerated in table 3.3.

15

Table 3.3: Strengths Strength Strategic Implication Strategic Response

1. Competent Board of Directors

• Dynamic leadership • Induct and engage

2. Strong management team • Focused leadership • Sustain, develop and retain

3. Competent and committed staff

• High productivity • Review HR Manual and develop Schemes of Service

• Develop Performance Management systems

• Enhance incentive schemes

4. Excellent working relationships among members of staff

• Conducive working environment

• Nurture and sustain

5. Competitive terms of employment

• Attraction and retention of competent staff

• Improve and sustain

6. Strong internal control mechanisms

•Efficiencyinresourceutilisation


7. Adequate equipment and ICT infrastructure

•Effectiveandefficientoperation systems


8. Positive corporate culture • Stakeholder goodwill

• Continuous improvement

9. Good corporate image

• Socio-economic and political goodwill

• Continuous improvement

3.5.1.2 Challenges

Challenges are characteristics that place the Agency at a disadvantage relative to others. These challenges must be contained to enable the Agency meet its objectives. These challenges include:

16

Table 3.4: Challenges

Challenge Strategic Implication Strategic Response

1. Inadequate resources and facilities

• Limited operational effectiveness

• High cost in enforcement

• Resource mobilisation • Prudent management of

resources

2. Understaffinginkeydepartmentssuch as enforcement

• Limited capacity to manage counterfeiting

• Recruit more staff• Capacity build

3. Insufficientin-depthresearch and information on counterfeiting

• Inaccurate valuation of counterfeit industry

• Insufficientmonitoringandevaluation of programmes

• Lack of consolidated data on counterfeiting

• Conduct in-depth research on counterfeiting

• Establish monitoring and evaluation and reporting system

4. Inadequate internal policies, guidelines and standard operating procedures

• Poor co-ordination • Put operating systems and procedures in place

5. Inadequate harmonisation of data management system

• Delays in operations in decision making

• Enhance ICT

6. Importation of counterfeit, sub-standard, and subsidised goods

• Infiltrationofcounterfeitgoods

• Enhance and sustain border surveillance

7. Disharmony among the Strategic Plan, work plans and budgetary

provisions

• Reducesefficiencyandeffectiveness of strategy implementation

• Lobby for more funds• Align strategic plan with

work plans

8. Inadequate Performance Management framework

• Difficultyinmeasuringperformance against targets

• Institutionalise performance management system

9. Security of staff • Reluctant to act• Injury or loss of life

• Train staff on self-defence• Enhance security

17

3.5.1.3 Opportunities

Opportunities are external factors which give the Agency a chance to improve its performance. Opportunities are also the operational potentials that the Agency can take advantage of in order to enhance its ability to meet the corporate objectives and goals. These are enumarated in table 3.5.

Table 3.5: Opportunities

Opportunity Strategic Implication Strategic Response

1. Government support • Potential for resource mobilisation

• Lobbying

2. Enabling legal framework • Guides strategy implementation

• Full implementation of the Act

• Lobby for appropriate amendments

3. Good working relationships and anticipated goodwill from stakeholders

• Supports protection of IPRs • Cultivate and sustain

4. Existence of other national, regional and international law enforcement agencies

• Potential for collaboration• Intelligence and best

practices sharing• Greater resource support

• Enhance collaborations

5. Reformed judiciary and law enforcement agencies

• Speedy prosecution of cases presented by the Agency

• Lower legal costs and resource tie-ups

• Cultivate the good relations

6. Wellpositionedinthefightagainst counterfeiting

• A good bargain in the allocation of resources

• Lobby• Engage partners

7. Technological advancement • Greaterefficiency • Embrace technology and research to create ways of enhancing combating of counterfeits

18

3.5.1.4 Threats

Threats are external elements in the environment that could reduce the level of the Agency’s performance. Threats can be an individual, group or organisation outside ACA. The threats the Agency must guard against are as in table 3.6.

Table 3.6: Threats

Threat Strategic Implication Strategic Response

1. Rapid technological advancement

•Difficultyinidentificationofcounterfeit goods

• Keep abreast with current technology through research and training

2. Impersonation • Compromised corporate image • Properidentificationmechanism of ACA inspectors

• Create awareness

3. Security of staff • Reluctance to act• Injury or loss of life

• Train staff on self defence• Enhance security

4. Corruption • Bad corporate image• Inaction

• Implement relevant laws, policies and regulations

5. Societal attitude • Ready market for counterfeits • Create awareness• Enforce

6. Inadequate support from IPR owners

• Presence of counterfeit goods • Engage

7. Trade liberalisation • Increasing volume of counterfeits into the country

• Deploy staff to key entry points • Enforce law• Harmonisation of the laws in

the partner states

8. Inadequate awareness on counterfeiting issues by policy makers, consumers, traders and IPR holders

• Fuelling counterfeit goods market

• Requires massive long-term resources to turn around

• Educate public and sensitise against counterfeits

9. Porous borders and weak surveillance

• Easy entry of counterfeits • Collaborate with law enforcement agencies

10. Limited co-operation among law enforcement

agencies and other regional and international stakeholders

• Hampers investigation and prosecution compromises organisational and operational effectiveness

• Strengthen linkages

19

Threat Strategic Implication Strategic Response

11. Overlap of mandates with other government agencies

• Reduces effectiveness of anti-counterfeit efforts• Competition in resource

allocation• Inhibits collaboration in

combating counterfeits

• Lack of clarity and overlap of mandates with other government agencies

12. Leased depot facilities andoffices

• Inadequate security of ACA equipment and seized counterfeit goods

• Establish, develop and maintain adequate infrastructure

Table 3.7: SCOT Analysis Summary for Anti-Counterfeit Agency Strengths Challenges

• Competent Board of Directors• Strong management team• Competent and committed staff• Excellent working relationships among members

of staff• Competitive terms of employment• Strong internal control mechanisms• Adequate equipment and ICT infrastructure• Positive corporate culture• Good corporate image

• Inadequate resources and facilities• Understaffingkeydepartmentssuchas

enforcement• Insufficientin-depthresearchandinformationon

counterfeiting • Inadequate internal policies, guidelines and

standard operating procedures• Inadequate harmonisation of data management

system• No harmony between the Strategic Plan, work

plans and budgetary provisions.• Lack of a proper Performance Management

framework • Security of staff

Opportunities Threats

• Government support• Enabling legal framework• Good working relationships and goodwill from

stakeholders• Existence of other national, regional and

international law enforcement agencies• Reformed judiciary and law enforcement

agencies• Wellpositionedinthefightagainst

counterfeiting• Technological advancement

• Rapid technological advancement• Impersonation.• Security of staff• Corruption• Societal attitude• Inadequate support from IPR owners• Trade liberalisation• Inadequate awareness on counterfeiting issues • Porous borders and weak surveillance • Limited co-operation among law enforcement

agencies and other regional and international stakeholders

• Leaseddepotfacilitiesandoffices

20

3.5.2 Environmental Scanning (PESTEL Analysis)

It is important to note that critical decisions will need to be made based on well analysed data. ACA will, within its mandate, strive to ensure that it meets the expectations of all its key stakeholders. Outlined herein are some highlights of the PESTEL issues considered important for this Strategic Plan.

Table 3.8: Political Factors


1. Political interference • Compromises Agency effectiveness

• Position the organisation as appropriate

2. There is political goodwill • Establishment of harmonious business environment

• Pursue the projects• Give continuous

feedback

3. Clashing mandates of ACA and other agencies

• Reduces effectiveness of Anti-Counterfeit efforts

• Competition in resource allocation

• Inhibits collaboration in combating counterfeits

• Position the organisation to play a regulatory role

4. Restructuring State corporations

• Uncertainty in the management of ACA affairs

• Negotiate for appropriate restructuring/merging

• Lobby for supportive management structure

5. Friction in the global political arena as a result of counterfeiting

• Free movement of counterfeit goods across the borders

• Reduced Foreign Direct Investments

• Collaborate with international agencies

6. Regional and international integration

• High propensity for counterfeit goods

• Border surveillance• Collaborate with regional

agencies

Table 3.9: Economic FactorsFactor Strategic Implication Strategic Response

1. Budgetary constraints • Hampers realisation of ACA

mandate

• Lobby for more funding • Prudentfinancial

management

2. Market liberalisation and

globalisation• Free-flowofgoodsacrossthe

borders• Enhance and sustain border

and market surveillance• Innovate ways of

counterfeit detection

21


3. Tainted international

relations and trade wars• Presence of counterfeit goods • Engage other agencies

4. Increasing economic power

hence increasing capacity to consume goods and service

• Increased tendency to buy goods irrespective of their quality

• Create awareness about counterfeit goods

5. Increased customer

awareness• High propensity to sue the

Agency for prevalence of counterfeit goods

• Engage and collaborate• Strengthen the institutional

capacity to deal with legal matters

6. Protection of

counterfeiters by the powerful economies

• Hampers prosecution • Push for international legal framework

7. Tax evasion • Loss of government revenue • Enforce payment of tax 8. Cheap imports • Discouragement of entrepreneurs • Enforce illegal entries

5. High prices of genuine commodities


• Educate on dangers of “cheap” counterfeit goods

Table 3.10: Social FactorsFactor Strategic Implication Strategic Response

1. High population growth • High consumption rate

- Possibility of demandsurpassing production/supply ofgenuine goods

• Lobby for production of adequate genuine goods

• Educate on dangers of counterfeit goods

2. Low literacy rate for many households

• Difficulty in detection of genuine goods

• Sensitise/educate on dangers of counterfeit goods

• Ensure easy detection of counterfeit/genuine goods

3. “Unequal” distribution of wealth


• Lobby for appropriate pricing/ packaging of genuine goods • Advocate for “Reverse- Engineering” or “Reverse- Innovation”

4. Underworld activities • Prevalence of counterfeit goods

• Enforce law• Punitive penalties for law breakers• Partner with stakeholders in market surveillance

22


5. The preference forcheap goods

• Boosts the market forcounterfeit

• Control imports

Table 3.11: Technicalagical FactorsFactor Strategic Implication Strategic Response

1. Rapid technological advancement

• Technology becomes obsolete frequently• Difficulty in identification of counterfeit goods

• Identifying appropriate technology based on market/ sector needs• Invest in research and development

2. Installation and maintenance of ICT is expensive

• Technology not cost-effective

• Source funding• Encourage innovation

3. Slow technology adaptation

• Inadequate technology to manage counterfeit

• Enhance automation Train staff on ICT

Table 3.12: Environmental FactorsFactor Strategic Implication Strategic Response

1. Disposal/destruction of seized counterfeit goods

• Noise and air pollution, spread of diseases, being

sued – court summons

• Liaise with relevant environmental management authority

2. Stringent compliance requirements by regulatory bodies, e.g. NEMA

• Difficultyincomplyingwiththe legal requirements

• Comply with the law• Collaborate with regulatory

bodies

3. Compliance with global environmental conservation standards

• Some goods may be harmful to the environment

• Collaborate with other agencies

4. Exposure to harmful counterfeit goods and E-waste

• DifficultyindisposingofE-waste

• Lobby for an appropriate legal framework

23

Table 3.13: Legal Factors


1. Law enforcement • Reduced prevalence of

counterfeit goods • Lobby to be involved in law

enforcement• Punitive penalties for law

breakers 2. Conflictinglegislation • Hinders enforcement • Lobby for review of laws and

harmonisation of Acts and policies

• Ratify relevant laws 3. Insufficientgoodwillfrom

stakeholders to enforce the law

• Inadequate support • Lobby for support, engage

4. International trade and

healthagreementsratifiedbyKenya

• Enhanced enforcement • Collaborate with external agencies

5. The disharmony between the

Bill of Rights and the Anti-Counterfeit Act

• Hinders enforcement • Seek appropriate legal interpretation

6. Bureaucratic regulatory and

administrative framework• Slows down

implementation • Adjust regulations accordingly

3.7 Stakeholder Analysis

Anti Counterfeit Agency has strong linkages with various Government ministries and agencies; the Private Sector; customer and customer organisations; Research Institutes; Intellectual Property Rights Owners and Development Partners. Each of these stakeholders has certain expectations which they hope will be fulfilledthrough their association with ACA. The Agency also recognises the fact that these stakeholders can either facilitate or impede its work, and hence the need to build good working relationships and clarify expectations. Table 3.14 is a stakeholder’s analysis which highlights their expectations as well as the Agency’s expectations.

24

Table 3.14: Stakeholder AnalysisStakeholder Stakeholder Expectations ACA Expectations

1. National and County Governments

• Enforcement of the Act• Public awareness on

counterfeiting• Enhanced revenue collection • Creation of employment

opportunities• Develop and implement training

programmes on counterfeits• Create partnerships with national,

regional and international enforcement agencies

• Good corporate governance

• Adequate funding• Policy guidelines and support. • Legislative support• Conducive environment

for domestic and foreign investment.

2. Enforcement Agencies such as:• The Kenya Police Service • National Intelligence Service• Kenya Revenue Authority (KRA)• Kenya Ports Authority (KPA)• Kenya Bureau of Standards (KEBS)• Kenya Plant Health Inspectorate Services (KEPHIS)• Weights and Measures• The Judiciary

• Co-ordination of anti-counterfeit strategies and activities

• Co-operation in investigation and enforcement

• Intelligence and database sharing • Inter-linking systems• Co-ordination of anti-counterfeit strategies and activities• Co-operation in investigation and

enforcement• Intelligence and database sharing • Inter-linking systems• Public awareness on matters of counterfeiting

• Co-operation in investigation and

enforcement. • Intelligence and database

sharing • Inter-linking systems• Public awareness of

Agency’s mandate and functions.

3. Manufacturers and their Associations, Dealers and Agents

• Effective enforcement of the Act• Public awareness• Protection of intellectual property

rights thereby protecting local and international trade and investments

• Creation of strong linkages• Conduct and share research

findings

• Resource support• Intelligence sharing• Training and capacity

building• Co-operation in market

research and awareness

4. Consumers and Consumer Organisations• Public Health advocacy

groups

• Enforcement of the Act• Public awareness on matters of

counterfeiting• Consumer protection in

accordance with the Constitution

• Intelligence (consumers)• Intelligence

sharing (consumer organisations)

• Co-operation in market research and awareness

25

Stakeholder Stakeholder Expectations ACA Expectations

5. Owners of Intellectual Property Rights

• Enforcement of the Act• Training programmes• Database of Intellectual Property

Rights owners

• Co-operation in the enforcement of the Act

• Co-operation in market research and awareness

• Intelligence• Resource support

6. Development Partners• Regional Bodies East

African Business Council, East African Community, COMESA, etc.

• Foreign Embassies– US Embassy, Indian High Commission, among others.

• BASCAP (Business Action to Stop Counterfeiting and Piracy)

• Compliance with good governance, principles and procedures

• Develop and implement training and public awareness programmes

• Conduct and share research findings

• Share programmes and achievements

• Resource support• Intelligence• International linkages• Training and capacity

building

7. Board of Directors • High performance• Good corporate governance• Good ethical practices• Implement Board resolutions and

corporate policies

• Focused leadership

• Policy guidance and support

• Resource mobilisation

8. Staff • Review and implement Human capital manual, code of conduct and policies

• High performance • Commitment and

professionalism • Timely reports to the

Management• Adhering to the Agency’s

Human capital (HR) manual, code of conduct and other policy guidelines

26

Chapter 4STRATEGY FOCUS

4.0 Introduction

This chapter covers the strategic intent of the ACA which includes the Vision, Mission, Motto, Core Values, Key Result Areas, Strategic Objectives and Strategies.

4.1 Vision, Mission, Motto and Core Values

The Agency’s Vision, Mission, Motto as well as Core Values were revised so as to reflectitsmandate.

VisionA Counterfeit-Free Kenya.

MissionProhibit Counterfeiting through Promotion and Enforcement of Intellectual Property Rights.

MottoPromoting Genuine!

Core ValuesTofulfill itsmandate,pursue theVisionandaccomplish itsMission,ACAwillbeguided by the following core values:

(i) Diligence We shall work persistently with earnest effort to accomplish our mandate.

(ii) Integrity We are committed to acting at all times with honesty, fairness, accountability,transparency, ethically and above board in all our operations.

(iii) Vigilance We shall remain vigilant to detect and avert any attempt to sneak in any counterfeitgoods in our country.

27

4.2. Key Result Areas (KRA’s) InlinewithourVisionandMission,wehaveidentifiedandsetfourkeyresultareastofocusonoverthenextfiveyears,whichwillbethepillarsofthisStrategicPlanandbestreflectsourmandateandresponsibilitiesintherealisationofKenyaVision2030.The Key Result Areas are:KRA 1: EnforcementKRA 2: AwarenessKRA 3: Market ResearchKRA 4: Institutional Capacity

Interpretation of the Key Result Areas

(a) Enforcement

Counterfeiting is a threat to intellectual property rights. For this reason, the Agency must combat counterfeiting through surveillance, investigations of Intellectual Property Rights infringement and Prosecution of suspected counterfeiters. ACA will also seek to pursue strategic linkages and alliances with other enforcement agencies.

(b) Awareness

The customer is a major stakeholder whose awareness on issues of counterfeiting is important in achieving the mandate of the Agency. Further, inadequate awareness of the role of intellectual property rights in fostering socio-economic development is hindering the commercialisation, registration and protection of new innovations. The Agency seeks to diversify public outreach programmes to enhance awareness on anti-counterfeiting matters and establish an anti-counterfeit training programme, develop education and awareness programmes and thereby ensure that public understanding of counterfeiting is enhanced. Public awareness will require strategic alliances with other strategic partners.

(c) Market ResearchResearch plays an important role in a modern economy and is essential in developing innovative capacity and publishing research findings for increased efficiency andproductivity. Research will play a critical role to inform policy, enforcement and awareness. For this reason, the Agency will focus on establishing a strategic position in the industry through customers research and analysis, organisational risk assessment and market intelligence.

(d) Institutional Capacity ACA needs to enhance its institutional capacity to keep pace with demands of the market. For ACA to implement the 2017-2022 Strategic Plan, it has to strengthen its capacityinhumancapital,financeandinfrastructure.

28

4.3 Strategic Objectives

InordertoensurethattheidentifiedKeyResultAreasarecomprehensivelyaddressed,the following strategic objectives were formulated:1. To enforce protected intellectual property rights.2. To enhance awareness and outreach. 3. To enhance stakeholder’s capacity on counterfeiting issues.4. To inform policy, enforcement and awareness. 5. To enhance customer satisfaction.6. To strengthen human capital. 7. Topractiseprudentfinancialmanagement.8. To integrate ICT in operations. 9. To promote good governance–Mwongozo.

Roadshow on sensitisation of counterfeit goods in June 2016

4.4 Strategy Matrix

AstrategymatrixhasbeendevelopedtomatchtheidentifiedKRA’swithstrategicobjectives and appropriate activities that will enable the Agency achieve its mandate.

Table 4.1: Strategy Matrix

29

KRA’s STRATEGIC OBJECTIVES

STRATEGIES

KRA 1: ENFORCEMENT

• To enforce protected intellectual property

• Investigations of Intellectual Property Rights infringement

• Surveillance of counterfeiting• Prosecution and alternative dispute resolution • Depot management

KRA 2: AWARENESS • To enhance awareness and outreach

• Collaborate with other MCDA’s and IPR holders

• Public outreach

• To enhance stakeholders’ capacity on counterfeiting issues

• Developing and implementing a Training of Trainers (ToT) programme

• Development and dissemination of Information, Education and Communication materials

• Sensitisation and training of stakeholders• Evaluation and follow-up

KRA 3: MARKET RESEARCH

• To inform Policy, Enforcement and Awareness

• Market research and analysis• Organisational risk assessment• Market intelligence

30

KRA’s STRATEGIC OBJECTIVES

STRATEGIES

KRA 4: Institutional Capacity

• To enhance customer satisfaction

• Manage customer expectations

• To strengthen human capital

• Review and implement recruitment and retention policy

• Staff training and development• Implement performance management

framework

• To practice prudentfinancialmanagement

• Resource mobilisation • Optimise the use of resources• Strengthen internal control systems

• To integrate ICT in operations

• Leverage on ICT best practices to enhance business operations

• Establish infrastructure to enhance communication and ensure automation of business functions

• Developandimplementanefficientframework for data integrity and ICT security

• Leverage on ICT best practices to enhance business operations

• To promote good governance– Mwongozo

• Enhance good governance practices• Comply with relevant laws and regulations

31

Chapter 5

INSTITUTIONAL CAPACITY AND RESOURCE MOBILISATION

5.1 Capacity Development

Given the dynamism of the environment, ACA needs to enhance its institutional capacity to keep pace with demands of the market. For ACA to play its role effectively in national development, and be able to implement this Strategic Plan, it has to strengthenitscapacityinhumancapital,financialandinfrastructureresources.

5.2 Staffing Levels

Currently, the Agency has 72 members of staff spread across the various functional areas. The Agency has a team of highly skilled and experienced human capital. The currentstaffinglevelsareinsufficienttosuccessfullyimplementtheStrategicPlanandtherefore, the achievement of the plan will in part be pegged to increasing the current staffing levels. It is consequently important to establish andmaintain an optimalstaffinglevel.Tomeetthehumancapital’sgapsandattainappropriatestaffinglevels,the Agency will proactively seek to attract, develop, retain and motivate the highest quality of human capitals at all levels.

Outoftheproposedstaffinglevelof250,theAgencyhasanin-postofofficers,whichtranslates to 28.8 % of staff requirement. This number has been persistently low over the years due to inadequate funding to facilitate recruitment and high labour turnover. Ofgreaterconcern,istheunderstaffinginthekeydepartmentssuchasenforcementwho are the drivers of the Agency’s mandate.

5.3 Organisational Structure An appropriate organisational structure has been developed to enhance management and reporting linkages and facilitate information and communication flow, all ofwhich are crucial for effective implementation of this Strategic Plan. The structure will be reviewed from time to time to support the implementation of the strategy.

32

Tabl

e 5.1

: AC

A O

RG

AN

ISA

TIO

NA

L S

TR

UC

TU

RE

Cor

pora

te S

ervi

ces

Dep

artm

ent

Enf

orce

men

t and

Leg

al S

ervi

ces

Dep

artm

ent

Exe

cutiv

e D

irec

tor

Boa

rd o

f Dir

ecto

rs

Boar

d of

Dir

ecto

rs

Aw

aren

ess,

Res

earc

h, P

olic

y an

dQ

ualit

y A

ssur

ance

D

epar

tmen

t

HR

&Ad

min

istra

tion

Div

isio

n

Edu

catio

n &

Publ

icA

war

enes

sD

ivis

ion

Supp

ly C

hain

M

anag

emen

t Se

ctio

nIC

T

Sect

ion

E

nfor

cem

ent

Div

isio

n

Publ

icC

omm

unic

atio

nSe

ctio

n

Board Secretariat

Internal AuditDivision

Mar

ket

Res

earc

h &

Polic

yD

ivis

ion

Stra

tegy

,Pl

anni

ng&

Qua

lity

Ass

uran

ceD

ivis

ion

Leg

al

Serv

ice

Div

isio

ns

Div

isio

n

Fina

nce

&

Acc

ount

sD

ivis

ion

33

5.4 Resource Mobilisation and Utilisation

Successful implementation of the 2017–2022 Strategic Plan will not only depend on the quality and commitment of the stakeholders, but also on the availability and efficientutilisationofresourcesrequiredtoundertakethevariousactivities.InadequatefinancialresourceisthemainchallengethatACAhasfacedandhashadtograpplewith,over the years. This was manifested in low budgetary allocations from the treasury. ResourcemobilisationforassuredfinancialsustainabilityisafundamentalconcernduringthisStrategicPlanperiod.Asummaryoffinancialresourcesrequirementsforimplementing the Strategic Plan is as shown below.

Projected Budget for the Financial Years 2017–2022

Table 5.2: Projected budget

AMOUNT IN MILLION (KSHS.)

Particulars2016/2017(Transition year)

2017/2018 2018/2019 2019/2020 2020/2021 2021/2022 Totals

P. E. and Related expenses for ACA members and staff 158.87 174.90 192.39 211.63 232.79 256.07 1067.78

Maintenance, Operation and Capital Expenditure

195.78 242.75 273.06 308.82 350.26 385.29 1560.18

Gross Resource, Requirement

354.65 417.65 465.45 520.45 583.05 641.36 2627.96

Capitation Grant from GoK

275.40 305.60 302.44 332.69 365.96 402.56 1709.25

Other Income25.00 30.00 32.00 34.00 36.00 39.60 171.60

Expected Gross Income

300.40 335.60 334.44 366.69 401.96 442.16 1880.85

Resource Gap 54.23 82.05 131.01 153.76 181.09 199.20 747.11

34

5.4.1 Strategies for Resource Mobilisation

The Agency largely relies on the government funding for its recurrent and development activities. Based on the past trends with respect to government funding levels, ACA must intensify resource mobilisation and expand the resource base to bridge shortfalls in the budgetary allocation from the Government of Kenya. Funding this Plan will, therefore, require a Public-Private Partnership (PPP).

Key mobilisation strategies that will be applied during this strategic duration will be:

(i) Lobbying for increased government funding.

(ii) Increase Appropriation In Aid (AIA) from investment income, complaintsfilingfees,destructionandstoragefees.

(iii) Seek for donor funding from development partners to supplement government resources.

(iv) Sustain established networks for technical and financial assistance whileseeking to establish new networks.

(v) Creating Public Private Partnerships to strengthen our financial resourcebase.

35

In order to leverage on the relationship and harness more resources from the Development Partners, the Agency will build capacity and put emphasis on the following:

(i) Improving formulation of programmes and projects aimed at achieving Kenya’s development goals and objectives;

(ii) Improving the absorption capacity of the Development Partners’ funds;

(iii) Enhancing transparency and accountability in management of programmes and projects supported by Development Partners; and

(iv) Championing improvement of the government’s image in order to gain confidenceofDevelopmentPartners.

5.4.2 Measures to Eliminate Wastage and Losses

DuringtheStrategicPlanperiod,ACAplanstomakeefficientandtimelyresourceutilisation a key priority area. In this regard, it will ensure that current government efficiencymonitoring and evaluation guidelines, such as performance contractingand performance management and appraisal system are fully applied. Once this is implemented,itishopedthatoverallproductivityandefficiencywillberealisedwithresources so saved being directed to programme areas of the Agency.

In addition, the Agency will improve costing of programmes and activities, in ordertoavoidduplicationandwastageaswellasimprovinginefficiencyintheuseof resources. The Agency will put in place measures to ensure prudent resource management.Thesewillincludeimplementationofefficientandeffectivesystems,processes and procedures such as: (i) Enterprise Resource Planning (ERP).(ii) Integrated Financial Management Information System (IFMIS). (iii) Enforcement case management System.(iv) ISOcertificationandmaintenance.(v) Performance Management and Appraisal System (PMAS). (vi) Risk assessments. (vii) Budget rationalisation of the available resources in order to realise the stated

objectives.

36

Chapter 6IMPLEMENTATION AND CO-ORDINATION

6.0 Introduction

Implementation of this Strategic Plan largely depends on commitment of management, discipline and consistent leadership. It also requires involvement of all staff so that every day is lived implementing the plan. Implementation responsibilities of this strategy will, therefore, be devolved to all levels in order to allow for maximum participation of all the relevant stakeholders. While the managers have the operational plan, there will be need for sensitisation and planning at various levels for ease of implementation. Formal existing institutional structures will be charged with carrying out their appropriate roles.

Stakeholder institutions such as the Police, Customs department, Kenya Bureau of Standards and Kenya Revenue Authority, among other will be accorded their rightful say in the implementation of this strategy. Successful implementation of the plan will dependsignificantlyonapracticalimplementationframework,whichiseasytoco-ordinate. The implementation framework is provided in Appendix I.

6.1 Pre-Implementation TheAgencyhasidentifiedthefollowingcriticalfactorsthatitwillneedtoobservefor the successful implementation of the Strategy:

(a) Leadership and commitment.

(b) Understanding of the Strategy by all those who are involved in its implementation.

(c) Effective communication between all implementers on activities and outcomes.

(d) Timely implementation of activities.

(e) Appropriateorganisationalstructureandallocationofresourcesasidentifiedfor each activity.

(f) Effective translation of Strategic Plan targets to departmental plans and individual work plans and targets

(g) Regular review, performance oversight, monitoring measurement and reporting.

37

6.2 During implementation

It is the expectation of the Agency that each employee will be responsible for results achieved in performing the assigned tasks. Employees will report results of their work to their respective departments to enable management to make timely and accurate decisions. The Board will be in charge of policy formulation, and general monitoring and evaluation of the Plan’s implementation. The Executive Director is the principal accountingofficerandwillbeinchargeofensuringtheoverallimplementationofthePlan and Heads of Department will be responsible for the day-to-day implementation and reporting, monitoring and evaluation of the Plan.

6.3 Post Implementation The Heads of Department shall carry out comprehensive reviews of the strategy implementation process and objectively draw out the lessons learnt to inform the next cycle of planning and share the results of the review with all internal stakeholders. The overall responsibility of overseeing and managing the monitoring and evaluation of the plan implementation lies with the Executive Director.

6.4 Monitoring, Evaluation and Reporting Committee

For the Strategic Plan to be effectively implemented, ACA management will establish a Monitoring and Evaluation Committee composed of senior staff. Appropriate linkages will be established to ensure relevant follow-ups and control systems.

6.5 Risk Management Framework

The implementation of the Strategic Plan faces potential risks that have to be mitigated if the Agency’s strategic objectives are to be achieved. There are several risks to the implementation of this Strategic Plan, including inadequate resources and lack of support and goodwill from stakeholders. This requires that, possible risks be analysed to take precautionary measures in good time and prevent failure ofthePlan’simplementation.Thefollowingaresomeofthemajorrisksidentifiedfor consideration. The following matrix gives a list of the risks, their ranking and suggested mitigation strategies.

38

6.5.1 Risk AnalysisNo. Risk Factor Level of

RiskMitigation Measure

1. Threats to staff in the course of duty

High • Provide training and adequate security • Partnership with other law enforcement agencies

for operational support

2. Lack of supportand goodwillfrom stakeholders

High • Lobbying• Regular performance reporting • Proper implementation of the annual budgets• Co-ordination and collaboration framework with

the agencies• Regular meetings with CEOs of these

organisations• Build consumer awareness• Establish strong linkages with consumer

organisations• Brand protection strategy• Formal stakeholder gatherings• Issue-based decisions

3. Inadequate resources High • Proper annual work plans and budgets• Accountability and transparency in operations• Efficiencyinresourceutilisation• Documentation and reporting on resource

utilisation• Approach donors to support capacity building,

technical assistance and exchange programmes• Lobby for more funds from government

4. Lack of co-ordination and collaboration from other IPR implementing agencies

High • Establish information sharing channels with national, regional and international organisations

5. Corruption High • Good corporate governance• Building strong ethical practices

6. Counterfeit source markets

Medium • EfficientandeffectiveenforcementofAnti-Counterfeit Act

• Promotion of compliance with other written laws prohibiting counterfeits

7. Shortage of staff High • Recruit to optimal level• Capacity build• Develop staff incentive programmes

8. Political interference Medium • Invoke the law

39

No. Risk Factor Level of Risk

Mitigation Measure

9. Legal limitations to ACA operations

Medium • Regular review of the Act and its regulations

10. Failure to build goodwill from local manufacturers

Medium • Brand protection mechanisms

11 Failure to keep pace with technological changes in the hands of counterfeiters

Medium • Constant upgrading of technological capabilities and skills

• Research and training• Surveillance

12. Parastatals restructuring Low • Seek for appropriate guidelines

40

Chapter 7MONITORING, EVALUATION AND REPORTING

7.0 Introduction

Monitoring Evaluation and Reporting (ME&R) is geared towards identifying and measuring the gains made from specific instituted activities. The ME&R systemassists in:

(a) Evaluation of strategies, activities, procedures and identifying areas that need adjustment.

(b) Providing a framework for reporting on progress. (c) Identificationofkeylessons.(d) Improving the programming of new interventions and strategies.

Monitoringisnecessarybutnotsufficient; itonlyaskswhetherwearedoingwhatwe planned to do. In order for the Agency to assess whether or not plans are resulting in their intended impacts and the reasons for this, we need to carry out evaluations and reporting. Evaluation assesses completed or ongoing activities to determine the extent to which they are achieving stated objectives and contributing to decision making. Regular reporting at all levels is necessary for follow-up and record keeping. An effective ME&R system is thus critical to the successful implementation of the Strategic Plan 2017–2022. Regular reporting at all levels is necessary for follow-up and record keeping.

7.1 Monitoring, Evaluation and Reporting Framework

As required by the guidelines issued by government, ACA has adopted the provisions of the National Integrated Monitoring and Evaluation System (NIMES) which providesa consistent framework formeasuring theefficiencyandeffectivenessofpublic sector policies and programmes. The system is linked to the budgeting and Medium Term Expenditure Framework (MTEF) and thus provides a feedback mechanism toenableefficient resourceallocation, strengthenedaccountabilityandperformance orientation.

This Strategic Plan Monitoring Evaluation and Reporting framework incorporates the

41

requirements of the NIMES and takes cognizance of the weaknesses revealed in the existing framework. In line with the NIMES, the M E&R system for the Strategic Plan isbasedonthevariousKeyResultAreas,outcomes,andspecificoutputsthatACAenvisages to achieve.Specifically, theME&Rwill look at both the organisationaland departmental level objective to ensure corrective actions are taken to avoid any deviations from the standards. Performance measures have been expressed in a manner that is as measurable as possible. The implementation matrix will focus on outputs, activity indicators and indicative budget. The Agency will incorporate these annual targets in its annual performance contracts.

7.1.1 Monitoring, Evaluation and Reporting Strategies

Monitoring the implementation of the Strategic Plan constitutes systematic tracking of activities and actions to assess progress. This will entail routine data collection and analysis on the progress of the implementation of the Strategic Plan. To facilitate this, each functional area/unit will develop an annual work plan with appropriate performance indicators, targets, outputs and budgets. Progress is measured against specific targets and schedules included in the plan.This is followed by analysingand reporting of information to various users. Results from the analysis will then be usedtoinformdecision-making,helpstoidentifydifficultiesandproblemareasandto take immediate corrective action where deviations in implementation have been noted thereby ensuring that targets are achieved.

Regular reporting at all levels is necessary for follow-up and record keeping. The following ME&R framework will be put in place by the Agency in order to ensure effective implementation of the Strategic Plan.

7.1.2 Strategy Implementation Team

The Manager Strategy, Planning and Quality Assurance will co-ordinate ME&R activities in each department and ensure that strategies are being implemented, performance is being measured, progress reports are made and discussed and corrective action is taken where necessary. Where necessary, capacity of various departments to undertake ME&R activities will be built. The reporting will be done quarterly, half-yearly and yearly to the management as well as to the board.

7.1.3 Utilising the Principle of Balanced Score Card (BSC)

The Agency will utilise the BSC principle to link operational actions with the strategic goals.TheBSCframeworkwillprovidethefollowingbenefits:

42

(i) Set strategic milestones. (ii) Establish indicators (score cards) that measure the achievement of each

strategic milestone;

(iii) Link reward to performance measures.

(iv) Provide feedback for strategy review and learning.

7.1.4 CascadingthePlantoallStaff

The Strategic Plan must translate to work. The Plan will, therefore, be cascaded downwards to the lowest levels. This will help each member of staff to understand and plan for their respective roles.

7.1.5 Departmental and Individual Annual Work Plans

Detailed work plans with clear performance indicators and responsibility for their achievement will be developed. Key indicators that will inform management decision makingwillbeidentifiedandthefrequencyofreportingontheseindicatorswillbedetermined. This will form the foundation of the ME&R system.

7.1.6 Data and Information Collection ProceduresElaborate data and information collection templates and procedures will be developed to measure performance as per the indicators and report to management. The reports willdescribeactionstakenbythedepartmentstowardsachievingthespecificstrategiesof the plan and will include achievements, challenges and emerging issues, costs, benefitsandrecommendations.

7.1.7 Scheduled Meetings and Workshops

(i) Monthly Review Meetings at the departmental level will be scheduled to ensure implementation is on track.

(ii) Quarterly Review Meetings at the corporate level will be scheduled to get and give feedback on the pertinent performance indicators.

(iii) The overall oversight of the Strategic Plan and its implementation is a critical role of the board. Therefore, progress reporting will be an agenda item in all board meetings.

(iv) A Strategy Review Workshop will be held annually.

43

7.1.8 Linking ME and R to Performance Management

For the implementation of the plan to be effective, the ME&R will be an integral part of the ACA performance management system and will be linked to staff appraisal and reward systems. The Agency will monitor and evaluate its activities and performance in the process of reporting on its performance contract on quarterly and annual basis. The tracking of the Strategic Plan will be regularised to become part of this process.

Strategic Planning Workshop for Anti-Counterfeit Agency held at Morendat Training and Conference Centre on 13th–15th May, 2015

44

7.2 What to MeasureThe Agency will apply tools to monitor performance. The major techniques of monitoring and evaluation that shall be used include; variance analysis, ratio analysis and compliance with approved budgetary levels.

7.2.1 Variance AnalysisThe Agency will compare the performance targets with the actual results and interrogate theidentifiedvariance(s).Asaconsequenceofvarianceanalysisandidentificationofcauses, appropriate remedial actions will be taken.7.2.2 Ratio AnalysisRatioanalysisisconcernedwithefficiencyofrelatedobjectives.Pertinentratioswillbe calculated quarterly, semi-annually and annually and the actual results compared withthetargetratios.Thedifferencesbetweentargetandactualratioswillbeidentifiedand analysed, after which remedial action will be taken.

7.3 Budget MonitoringActual results will continually be checked against planned results and variances investigated. If necessary, action plans will be changed so that they are brought in line with the budgeted results or the budget will be amended to take account of new developments that require action.

7.4 Progress ReportsReporting the progress of implementation will be critical in adjusting strategic directions and measuring performance. In undertaking ME & R, data will be collected on the various output and outcome indicators which have been developed and included in this Strategic Plan. The data will be analysed and reports prepared on quarterly basis and disseminated to all stakeholders. The indicators will be used to monitor and evaluate achievement of the objectives, outputs and outcomes arising from the various interventions during the implementation of the Strategic Plan.

7.5 Performance Review

7.5.1 Annual ReviewAt the end of eachfinancial year, a reportwill be produced giving details on theimplementation of the plan and circulated to the stakeholders.

45

7.5.2 Mid-term Evaluation and Review (MTER)

The purpose of the Mid-Term Evaluation and Review (MTER) will be to assess the extent to which the plan is meeting its implementation objectives and timelines and ensuring that it remains relevant and feasible. The MTER will be carried out in December 2019, and will, therefore, provide an opportunity to provide recommendations for the remaining phase of the plan. The MTER will be done by the management in liaison with external consultants to ensure objectivity.7.5.3 End Term Review

TheprimepurposeofthefinalEvaluationfortheStrategicPlan20I7–2022,expectedto be carried out at the end of May 2022, will address the following issues:

• Effectiveness (Impact): The extent to which the implementation of activities met the stated strategies and objectives.

• Sustainability: Assesses the sustainability of the achievements made.• Challenges: Document the challenges faced.• Lessons Learnt: Document lessons learnt.• Terms of Reference (ToRs): Prepare the ToRs for the next Strategic Plan.

7.6 Information SharingInformation sharing and reporting will be key in reviewing this plan. It will also provide a mechanism for monitoring and evaluation. Various stakeholders have established websites through which information can be shared. Reports on the implementation status of the plan will also be made available quarterly and annually by ACA.

46

AP

PE

ND

IX 1

: IM

PL

EM

EN

TA

TIO

N M

AT

RIX

201

7–20

22 K

EY

RE

SULT

AR

EA

1: E

NFO

RC

EM

EN

TST

RAT

EG

IC O

BJE

CT

IVE

1:T

o E

nfor

ce P

rote

cted

Inte

llect

ual P

rope

rty

Rig

hts

STR

ATE

GY

AC

TIV

ITY

OU

TPU

TPE

RFO

RM

AN

CE

IN

DIC

ATO

RT

IME

FR

AM

E/B

UD

GE

T (K

SHS

Mill

ion)

RE

SP.

PER

SON

2016

/17

(Tra

nsiti

on y

ear)

2017

/18

2018

/19

2019

/20

2020

/21

2021

/22

Inve

stig

atio

ns

of In

telle

ctua

l Pr

oper

ty

Rig

hts

infr

inge

men

t

Cre

ate

and

mai

ntai

n da

taba

se o

f reg

iste

red

bran

ds a

nd tr

adem

ark

Upd

ated

dat

abas

eA

pro

file

of re

gist

ered

IPR

ow

ners

0.50

--

--

-D

DE&

LS

Rec

eive

and

regi

ster

co

mpl

aint

sD

ocum

ente

d

inve

stig

atio

nsC

ompl

aint

s ana

lysi

s rep

ort,

com

plai

nts r

egis

ters

--

--

--

DD

E&LS

Con

duct

inve

stig

atio

ns o

n co

mpl

aint

s and

suo

mot

oIn

form

ed d

ecis

ion

Inve

stig

atio

n re

ports

6.00

7.00

8.00

9.20

10.5

011

.20

DD

E&LS

Car

ry o

ut se

izur

esSe

ized

goo

dsQ

uarte

rly se

izur

e re

port

-

--

--

-D

DE&

LS

Surv

eilla

nce

of

coun

terf

eitin

g

Rev

iew

, dis

sem

inat

e an

d im

plem

ent i

ntel

ligen

ce

gath

erin

g po

licy

Enha

nced

su

rvei

llanc

e R

evie

wed

inte

llige

nce

gath

erin

g po

licy

--

--

--

DD

E&LS

; D

D A

RP

&

QA

Inte

nsify

insp

ectio

n in

co

unte

rfei

ting

hot s

pots

Ef

fect

ive

enfo

rcem

ent

Qua

rterly

repo

rts1.

001.

001.

001.

001.

002.

22D

DE&

LS

Inte

llige

nce

proc

essi

ng a

nd

diss

emin

atio

nEn

forc

emen

t &

Aw

aren

ess

stra

tegi

es

stre

ngth

ened

Inte

llige

nce

repo

rts

--

--

--

DD

E&LS

Inst

all a

nd Im

plem

ent I

CT

base

d so

lutio

nsEn

hanc

ed

surv

eilla

nce

Syst

em re

port

s5.

001.

001.

001.

001.

001.

00D

DE&

LS

47

Pros

ecut

ion

and

alte

rnat

ive

disp

ute

reso

lutio

n(A

DR

) on

mat

ters

of

coun

terf

eitin

g

Reg

iste

r cha

rge

shee

t in

cour

tPr

osec

utio

n

Cou

rt fil

e nu

mbe

r-

--

--

-D

D E

&LS

AD

R

Qui

ck re

solu

tion

of

IPR

con

flict

s D

ocum

ente

d ev

iden

ce o

f se

ttlem

ent

--

--

--

DD

E&

LS

Pros

ecut

e th

e ca

ses

Cas

es p

rose

cute

d

Pros

ecut

ion

repo

rt 10

.00

11.5

012

.70

14.0

015

.40

18.0

0D

D E

&LS

Dep

ot

Man

agem

ent

Rec

eivi

ng a

nd se

curin

g se

ized

goo

dsSe

ized

goo

ds

secu

red

Dep

ot re

ports

-

--

--

-D

D E

&LS

Rel

easi

ng se

ized

goo

ds

Com

plia

nce

with

th

e co

urt a

nd o

ther

re

quire

men

ts

Dep

ot re

ports

--

--

--

DD

E &

LS

Dis

posa

l of s

eize

d co

unte

rfei

tsC

ompl

ianc

e w

ith

the

cour

t and

oth

er

requ

irem

ents

Dis

posa

l rep

orts

2.50

3.50

4.50

5.50

6.50

7.50

DD

E &

LS

Col

labo

rate

w

ith o

ther

M

CD

As a

nd

IPR

hol

ders

Dev

elop

and

impl

emen

t st

akeh

olde

r man

agem

ent

fram

ewor

k

Co-

ordi

nate

d co

llabo

ratio

ns

Inte

r-Age

ncy

colla

bora

tion

fram

ewor

k1.

001.

201.

501.

802.

102.

50D

D E

&LS

/D

D A

RP

& Q

AEs

tabl

ish

and

impl

emen

t a

sect

or b

ased

col

labo

rativ

e m

echa

nism

s with

MC

DA

s an

d IP

R o

wne

rs

Col

labo

ratio

nsC

ount

y co

llabo

rativ

e fr

amew

ork

1.00

1.20

1.50

1.80

2.10

2.50

DD

E&

LS/

DD

AR

P &

QA

Enga

ge a

nd e

valu

ate

enga

gem

ent

Impr

oved

st

akeh

olde

r’s

rela

tions

Rep

orts

--

--

--

DD

E&

LS

Sub-

tota

l27

.00

26.4

030

.20

34.3

038

.60

44.9

2

48

KE

Y R

ESU

LT A

RE

A 2

: AW

AR

EN

ESS

STR

ATE

GIC

OB

JEC

TIV

E I:

To E

nhan

ce S

take

hold

ers’

Cap

acity

on

Cou

nter

feiti

ng Is

sues

STR

ATE

GY

AC

TIV

ITY

OU

TPU

TPE

RFO

RM

AN

CE

IN

DIC

ATO

RT

IME

FR

AM

E/B

UD

GE

T (K

SHS

Mill

ion)

RE

SP.

PER

SON

2016

/17

(Tra

nsiti

on y

ear)

2017

/18

2018

/19

2019

/20

2020

/21

2021

/22

Dev

elop

and

im

plem

ent

a tra

inin

g of

tra

iner

s (TO

T)

prog

ram

me

Dev

elop

a

curr

icul

um

App

rove

d cu

rric

ulum

C

urric

ulum

0.50

--

--

-D

D A

RP

& Q

A

Con

duct

TO

Ts

prog

ram

mes

C

ertifi

ed tr

aine

rs

Trai

ning

repo

rt 3.

003.

003.

003.

003.

003.

00D

D A

RP

& Q

A

Co-

ordi

natio

n of

tra

inin

g pr

ogra

ms

Sust

aine

d tra

inin

g R

epor

t 0.

500.

500.

500.

500.

500.

50D

D A

RP

& Q

A

Impa

ct a

sses

smen

tEn

hanc

ed

stra

tegy

ef

fect

iven

ess

Rep

orts

2.

002.

202.

502.

803.

007.

40D

D A

RP

& Q

A

49

Dev

elop

and

di

ssem

inat

e IE

C m

ater

ials

Con

tent

dev

elop

men

t C

onte

nt

deve

lope

dA

ppro

ved

cont

ent

--

--

--

DD

AR

P &

QA

Des

ign,

artw

ork

and

prin

ting

IEC

mat

eria

ls

prin

ted

Rep

ort o

n IE

C

mat

eria

ls

2.00

2.50

3.60

4.00

5.00

7.00

DD

AR

P &

QA

Dis

sem

inat

ion

of

IEC

mat

eria

lsIE

C m

ater

ials

di

ssem

inat

ed

Dis

sem

inat

ion

repo

rt-

--

--

-D

D A

RP

& Q

A

Sens

itisa

tions

an

d tra

inin

g of

st

akeh

olde

rs

Iden

tify

and

esta

blis

h lin

kage

s w

ith th

e ta

rget

st

akeh

olde

rs

Link

ages

es

tabl

ishe

d St

akeh

olde

r da

taba

se

--

--

--

DD

AR

P &

QA

Org

anis

e w

orks

hops

, sem

inar

s co

nfer

ence

s, an

d to

wn

halls

(Bar

azas

)

Info

rmed

st

akeh

olde

rs

Rep

orts

3.

003.

604.

205.

006.

007.

00D

D A

RP

& Q

A

Eval

uatio

n an

d fo

llow

up

Impr

oved

st

rate

gy

Rep

orts

-

--

--

-D

D A

RP

& Q

A

Sub-

tota

l11

.00

11.8

013

.80

15.3

017

.50

24.9

0

50

KE

Y R

ESU

LT A

RE

A 3

: MA

RK

ET

RE

SEA

RC

H

STR

ATE

GIC

OB

JEC

TIV

E I:

To

Info

rm P

olic

y, E

nfor

cem

ent a

nd A

war

enes

s

STR

ATE

GY

AC

TIV

ITY

OU

TPU

TPE

RFO

RM

AN

CE

IN

DIC

ATO

RT

IME

FR

AM

E/B

UD

GE

T (K

SHS

Mill

ion)

RE

SPO

NSI

BL

E

PER

SON

2016

/17

(Tra

nsiti

on y

ear)

2017

/18

2018

/19

2019

/20

2020

/21

2021

/22

Mar

ket

R

esea

rch

and

anal

ysis

Iden

tify

Res

earc

h ne

eds

Res

earc

h ne

eds

iden

tified

Rep

ort o

n cu

stom

er n

eeds

--

--

--

DD

AR

P &

QA

Dev

elop

rese

arch

in

stru

men

tsA

ppro

pria

te re

sear

ch

inst

rum

ents

Inst

rum

ents

--

--

--

DD

AR

P &

QA

Con

duct

surv

eys

Surv

ey

reco

mm

enda

tions

Surv

ey R

epor

ts

15.0

020

.00

22.0

024

.00

27.0

027

.00

DD

AR

P &

QA

Res

earc

h re

com

men

datio

nsIm

prov

ed se

rvic

e de

liver

yR

epor

ts-

--

--

-A

LL

Mon

itorin

g,

Eval

uatio

n &

re

porti

ng

Rev

iew

ed st

rate

gies

Rep

orts

-

--

--

-A

LL

Mar

ket

inte

llige

nce

Ana

lyse

mar

ket

trend

sM

arke

t dyn

amic

sR

epor

t on

mar

ket

trend

s3.

003.

504.

204.

505.

005.

55D

D R

PQA

Ana

lyse

co

unte

rfei

ting

trend

s

Cor

rela

tion

betw

een

coun

terf

eitin

g an

d m

arke

t tre

nds

Rep

ort

3.00

3.00

3.50

4.20

4.50

5.00

DD

RPQ

A

Rev

iew

mea

sure

s an

d st

rate

gies

to

reve

rse

nega

tive

trend

s

Enha

nced

serv

ice

deliv

ery

Rep

orts

-

--

--

-D

D R

PQA

Sub-

tota

l21

.00

26.5

029

.70

32.7

036

.50

37.5

5

51

KE

Y R

ESU

LT A

RE

A 4

: IN

STIT

UT

ION

AL

CA

PAC

ITY

STR

ATE

GIC

OB

JEC

TIV

E 1

:To

Enh

ance

Cus

tom

er S

atis

fact

ion

STR

ATE

GY

AC

TIV

ITY

OU

TPU

TPE

RFO

RM

AN

CE

IN

DIC

ATO

RT

IME

FR

AM

E/B

UD

GE

T (K

SHS

Mill

ion)

RE

SPO

NSI

BL

E

PER

SON

2016

/17

(Tra

nsiti

on y

ear)

2017

/18

2018

/19

2019

/20

2020

/21

2021

/22

Man

age

cust

omer

ex

pect

atio

ns

Col

labo

rate

with

the

judi

ciar

y to

lobb

y fo

r spe

cial

cou

rts.

Enha

nced

serv

ice

deliv

ery

Spec

ial c

ourts

1.00

1.00

1.00

1.00

1.00

1.00

DD

CS

Dev

elop

and

impl

emen

t on

line

paym

ent

Onl

ine

paym

ent i

n pl

ace

Onl

ine

paym

ents

re

port

0.50

0.50

0.50

0.50

0.50

0.50

DD

CS

Set u

p de

sk in

Hud

uma

i.e. N

airo

bi, K

isum

u,

Mom

basa

, Eld

oret

Effic

ient

serv

ice

deliv

ery

Hud

uma

desk

in

plac

e4.

006.

008.

0010

.00

12.0

015

.00

DD

CS

Impl

emen

t ful

ly a

ll Q

MS

requ

irem

ents

Impr

oved

serv

ice

deliv

ery

Qua

lity

Man

agem

ent

Polic

y M

anua

lIS

O c

ertifi

cate

2.50

1.20

1.20

1.20

2.50

2.50

DD

CS

Impl

emen

t int

erna

l an

d ex

tern

al su

rvey

re

com

men

datio

ns

Cus

tom

er

satis

fact

ion

Cus

tom

er

satis

fact

ion

inde

x5.

106.

007.

208.

009.

0012

.00

DD

CS

Stre

ngth

en

ME

& R

Qua

lity

audi

tsPr

ogra

mm

e im

prov

emen

tA

udit

repo

rts0.

500.

500.

500.

500.

500.

50D

D C

S

Surv

eyPr

ogra

mm

e im

prov

emen

tR

epor

t 0.

500.

500.

500.

500.

500.

50D

D C

S

Impl

emen

ting

reco

mm

enda

tions

Prog

ram

me

impr

ovem

ent

Impl

emen

tatio

n re

ports

--

--

-D

D C

S

Rep

ortin

gIn

form

ed d

ecis

ion

mak

ing

Rep

ort

--

--

-D

D C

S

Sub-

tota

l14

.10

15.7

018

.90

21.7

026

.00

32.0

0

52

KE

Y R

ESU

LT A

RE

A 4

: IN

STIT

UT

ION

AL

CA

PAC

ITY

STR

ATE

GIC

OB

JEC

TIV

E 2

:To

Stre

ngth

en H

uman

Cap

acity

STR

ATE

GY

AC

TIV

ITY

OU

TPU

TPE

RFO

RM

AN

CE

IN

DIC

ATO

RT

IME

FR

AM

E/B

UD

GE

T (K

SHS

Mill

ion)

RE

SPO

NSI

BL

E

PER

SON

2016

/17

(Tra

nsiti

on

year

)

2017

/18

2018

/19

2019

/20

2020

/21

2021

/22

Rev

iew

and

Im

plem

ent

recr

uitm

ent

and

rete

ntio

n po

licy

Rec

ruitm

ent,

Sele

ctio

n an

d pl

acem

ent

Suita

ble

can

dida

tes

appo

inte

dre

crui

tmen

t R

epor

ts

0.50

0.50

0.50

0.50

0.50

0.50

DD

CS

Prov

isio

n of

ade

quat

e an

d se

cure

offi

ce sp

ace

Con

duci

ve w

ork

envi

ronm

ent

Rep

orts

48.0

048

.00

57.0

057

.00

68.5

068

.50

DD

CS

Enha

nce

empl

oyee

he

alth

, saf

ety

and

secu

rity

Empl

oyee

wel

lnes

s pr

ogra

mm

es

esta

blis

hed

Rep

orts

13.0

016

.00

17.0

019

.00

20.0

022

.00

DD

CS

Effe

ctiv

e m

anag

emen

t of

the A

genc

ys’ a

sset

sIm

prov

ed se

rvic

e de

liver

y R

epor

ts6.

006.

507.

007.

808.

5010

.00

DD

CS

Mai

ntai

n an

d im

prov

e em

ploy

ees s

ocia

l wel

fare

Em

ploy

ee

satis

fact

ion

Empl

oyee

sa

tisfa

ctio

n in

dex

155.

0018

0.00

200.

0023

0.00

250.

0027

0.00

DD

CS

Staf

f tra

inin

g an

d de

velo

pmen

t

Rev

iew

and

impl

emen

t tra

inin

g pr

ogra

mm

es

Trai

ning

pr

ogra

mm

es

deve

lope

d

Rep

orts

7.

0010

.00

12.0

013

.00

15.0

017

.00

DD

CS

Dev

elop

and

impl

emen

t m

ento

rshi

p an

d co

achi

ng

Prog

ram

me

impl

emen

ted

Impl

emen

tatio

n re

port

1.50

2.00

2.40

2.80

3.20

3.60

DD

CS

53

Impl

emen

t pe

rfor

man

ce

man

agem

ent

fram

ewor

k

Dev

elop

and

impl

emen

t a

per

form

ance

m

anag

emen

t sys

tem

(P

MS)

Stre

ngth

ened

PM

SPM

S R

epor

ts

5.00

6.00

6.20

7.00

7.50

8.00

DD

CS

Mai

ntai

n an

d im

prov

e th

e Age

ncy’

s sch

eme

of

serv

ice

Plan

ned

prog

ress

ion

and

succ

essi

on

Rep

orts

-

--

--

-D

D C

S

Sub-

tota

l23

6.00

269.

0030

2.10

337.

1037

3.20

399.

60

KE

Y R

ESU

LT A

RE

A 4

: IN

STIT

UT

ION

AL

CA

PAC

ITY

STR

ATE

GIC

OB

JEC

TIV

E 3

: To

Prac

tice

Prud

ent F

inan

cial

Man

agem

ent

STR

ATE

GY

AC

TIV

ITY

OU

TPU

TPE

RFO

RM

AN

CE

IN

DIC

ATO

RT

IME

FR

AM

E/B

UD

GE

T (K

SHS

Mill

ion)

RE

SPO

NSI

BL

E

PER

SON

2016

/17

(Tra

nsiti

on y

ear)

2017

/18

2018

/19

2019

/20

2020

/21

2021

/22

Res

ourc

e m

obili

satio

nId

entif

y po

tent

ial

deve

lopm

ent p

artn

ers

Pote

ntia

l don

ors

iden

tified

Rep

orts

0.05

0.05

0.05

0.05

0.05

0.05

DD

CS

Dev

elop

men

t of

fund

ing

prop

osal

sD

onor

fund

ing

Fund

ing

Prop

osal

s-

--

--

-D

D C

S

Gra

nts m

anag

emen

tC

ompl

ianc

e w

ith d

onor

re

quire

men

ts

Rep

orts

--

--

--

DD

CS

Wor

k Pl

an a

nd

Bud

getin

gC

oste

d w

ork

Plan

sB

udge

t-

--

--

-D

DC

S

54

Opt

imis

e th

e us

e of

re

sour

ces

Req

uest

for

gove

rnm

ent f

undi

ng

and

colle

ctio

n of

A

-I-A

Fund

ing

allo

cate

dFu

ndin

g re

ceiv

ed-

--

--

-D

D C

S

Impl

emen

t pr

ocur

emen

t pla

nPl

anne

d pr

ocur

emen

tA

ppro

ved

proc

urem

ent p

lan

1.00

1.50

2.00

2.70

3.00

3.20

DD

CS

Budg

etar

y co

ntro

lC

ompl

ianc

eVo

te b

ook

--

--

--

DD

CS

Fina

ncia

l Rep

ortin

gC

ompl

ianc

eFi

nanc

ial

Rep

orts

0.30

0.30

0.50

0.50

2.00

2.00

DD

CS

Stre

ngth

en

inte

rnal

C

ontro

l Sys

tem

Enha

nce

Ris

k M

anag

emen

t fr

amew

ork

Impr

oved

risk

m

anag

emen

tR

epor

ts1.

001.

501.

802.

002.

502.

50M

IA

Inte

rnal

aud

its a

nd

repo

rting

Impr

oved

st

ewar

dshi

pA

udit

Rep

orts

--

--

--

MIA

Org

anis

atio

nal

risk

asse

ssm

ent

Esta

blis

h na

ture

and

pr

eval

ence

of r

isks

Ris

k m

anag

emen

t st

rate

gies

re

com

men

ded

Ris

k R

epor

ts-

--

--

-M

IA

Ass

ess t

he A

genc

y pr

epar

edne

ss to

m

anag

e ris

ks

App

ropr

iate

re

com

men

datio

ns

mad

e

Ris

k m

anag

emen

t re

ports

--

--

--

ALL

Sub-

tota

l2.

353

.35

4.35

5.25

7.55

7.75

55

KE

Y R

ESU

LT A

RE

A 4

: IN

STIT

UT

ION

AL

CA

PAC

ITY

STR

ATE

GIC

OB

JEC

TIV

E 4

:To

Inte

grat

e IC

T in

Ope

ratio

ns

STR

ATE

GY

AC

TIV

ITY

OU

TPU

TPE

RFO

RM

AN

CE

IN

DIC

ATO

RT

IME

FR

AM

E/B

UD

GE

T (K

SHS

Mill

ion)

RE

SPO

NSI

BL

E

PER

SON

2016

/17

(Tra

nsiti

on y

ear)

2017

/18

2018

/19

2019

/20

2020

/21

2021

/22

Leve

rage

on

ICT

Prac

tices

to

enh

ance

bu

sine

ss

oper

atio

ns

Dev

elop

and

im

plem

ent a

n IC

T st

rate

gy (2

017–

2022

) fo

r the

inst

itutio

n

ICT

Stra

tegy

Exte

nt th

at u

sers

ar

e ab

le to

use

ICT

serv

ices

com

forta

bly

at n

ovic

e le

vel

5.00

6.00

7.50

8.50

9.00

9.50

DD

CS

Dev

elop

a

Gov

erna

nce

Stra

tegy

ICT

Polic

ies

Deg

ree

of a

war

enes

s of

pol

icie

s and

st

anda

rds

--

--

--

DD

CS

Esta

blis

h in

fras

truct

ure

to e

nhan

ce

com

mun

icat

ion

and

ensu

re

auto

mat

ion

of b

usin

ess

func

tions

Impl

emen

t an

Ente

rpris

e R

esou

rce

Plan

ning

syst

em

Aut

omat

ion

and

IT su

ppor

t of

bus

ines

s fu

nctio

ns

Func

tioni

ng sy

stem

: ER

P-

--

--

-D

D C

S

Impl

emen

t IFM

ISIn

crea

se in

op

erat

ions

Tim

ely

and

accu

rate

m

anag

emen

t of

repo

rts

--

--

--

DD

CS

ICT

/infr

astru

ctur

e LA

N,W

AN

inst

alle

din

stal

l LA

N a

nd

WA

N

LAN

and

WA

N

inst

alle

d-

--

--

-D

D C

S

56

Dev

elop

and

im

plem

ent

an e

ffici

ent

fram

ewor

k fo

r da

ta in

tegr

ity

and

ICT

secu

rity

Dev

elop

and

im

plem

ent t

he IC

T Se

curit

y po

licy

Fully

func

tiona

l fir

ewal

l and

pa

ssw

ords

to

prot

ect d

ata

Secu

red

Info

rmat

ion

--

--

--

DD

CS

Bac

k-up

med

ia

stor

ed in

bot

h fir

e-

proo

f cab

inet

and

of

fsite

, in

acco

rdan

ce

to B

ack-

up p

olic

y

Zero

pos

sibi

lity

of u

naut

horis

ed

acce

ss to

co

nfide

ntia

l m

ater

ial,

parti

cula

rly

ERP

data

Exte

nt to

whi

ch

com

pute

rs st

ay v

irus

free

--

--

--

DD

CS

Sub-

tota

l5.

006.

007.

508.

509.

009.

50

57

KE

Y R

ESU

LT A

RE

A 4

: IN

STIT

UT

ION

AL

CA

PAC

ITY

STR

ATE

GIC

OB

JEC

TIV

E 5

:To

Prom

ote

Goo

d G

over

nanc

e –

Mw

ongo

zo

STR

ATE

GY

AC

TIV

ITY

OU

TPU

TPE

RFO

RM

AN

CE

IN

DIC

ATO

RT

IME

FR

AM

E/B

UD

GE

T (K

SHS

Mill

ion)

RE

SPO

NSI

BL

E

PER

SON

2016

/17

(Tra

nsiti

on

year

)

2017

/18

2018

/19

2019

/20

2020

/21

2021

/22

Enha

nce

good

go

vern

ance

pr

actic

es

Am

endm

ent o

f the

A

nti-C

ount

erfe

it A

ct,

2008

Effe

ctiv

e en

forc

emen

t of

IPR

Dra

ft am

endm

ents

-0.

500.

500.

500.

500.

50Ex

ecut

ive

Dire

ctor

Aut

omat

ion

of

enfo

rcem

ent a

ctiv

ities

Ef

ficie

ncy

Aut

omat

ed

proc

esse

s-

10.0

02.

002.

002.

002.

00Ex

ecut

ive

Dire

ctor

Mon

itorin

g an

d Ev

alua

tion

of

stra

tegi

c pl

an

M&

E re

port

Leve

l of

impl

emen

tatio

n of

the

SP

--

--

--

Exec

utiv

e D

irect

or

Dev

elop

men

t of

Stra

tegi

c pl

an

2022

–202

7

Stra

tegi

c pl

an

2022

–202

7D

raft

SP-

--

--

4.94

Exec

utiv

e D

irect

or

Dev

elop

and

im

plem

ent f

ram

ewor

k to

com

mun

icat

e m

ilest

ones

Impr

oved

cus

tom

er

satis

fact

ion

Com

mun

icat

ion

stra

tegy

6.00

6.00

6.00

6.00

6.00

4.00

Exec

utiv

e D

irect

or

Esta

blis

h an

d fu

nd

an in

ter-a

genc

y co

mm

ittee

sup

porte

d by

the A

ct

Impr

oved

co

-ord

inat

ion

Inte

r-Age

ncy

com

mitt

ee in

pl

ace

5.00

5.00

5.00

5.00

5.00

5.00

Exec

utiv

e D

irect

or

58

Form

ulat

e po

licie

s St

rate

gic

Cor

pora

te

dire

ctio

nB

oard

repo

rts-

--

--

-Ex

ecut

ive

Dire

ctor

Trai

n th

e B

oard

and

st

aff o

n go

vern

ance

Enha

nced

cor

pora

te

man

agem

ent

Trai

ning

repo

rts2.

503.

004.

004.

705.

005.

20Ex

ecut

ive

Dire

ctor

Inst

itutio

nalis

e go

vern

ance

aud

itIm

prov

ed c

orpo

rate

pe

rfor

man

ceA

udit

Rep

orts

--

--

--

Exec

utiv

e D

irect

or

Impl

emen

t ris

k m

anag

emen

t pol

icy

and

boar

d ch

arte

rs

Enha

nced

st

ewar

dshi

p Im

plem

enta

tion

repo

rts-

--

--

-Ex

ecut

ive

Dire

ctor

Dev

elop

and

im

plem

ent B

usin

ess

Con

tinui

ty P

lan

Plan

dev

elop

edB

CP

--

--

--

Exec

utiv

e D

irect

or

Faci

litat

e B

oard

ac

tiviti

esW

ell f

acili

tate

d bo

ard

Boa

rd w

ork

plan

3.00

7.00

10.0

012

.00

15.0

017

.00

Exec

utiv

e D

irect

or

Com

ply

with

rele

vant

la

ws a

nd

regu

latio

ns

Con

duct

lega

l and

co

mpl

ianc

e au

dits

Enha

nced

co

mpl

ianc

eSu

rvei

llanc

e re

port

--

--

--

Exec

utiv

e D

irect

or

Impl

emen

t the

re

com

men

datio

ns o

f th

e au

dit r

epor

t

Com

plia

nce

Impl

emen

tatio

n re

port

--

--

--

Exec

utiv

e D

irect

or

Impl

emen

t exe

cutiv

e

dire

ctiv

es

Com

plia

nce

Rep

orts

-

--

--

-Ex

ecut

ive

Dire

ctor

Lo

bby

for a

ppro

pria

te

amen

dmen

ts o

f la

ws

and

regu

latio

ns

Stra

tegi

c po

sitio

ning

R

epor

ts-

--

--

-Ex

ecut

ive

Dire

ctor

Sub-

tota

l16

.531

.527

.530

.233

.538

.64

Gra

nd T

otal

35

4.65

417.

6546

5.45

520.

4558

3.05

641.

36

59

AP

PE

ND

IX II

: MO

NIT

OR

ING

AN

D E

VAL

UA

TIO

N M

AT

RIX

20I

7–20

22

KE

Y R

ESU

LT A

RE

A 1

: EN

FOR

CE

ME

NT

STR

ATE

GIC

OB

JEC

TIV

E 1

. E

nfor

ce P

rote

cted

Inte

llect

ual P

rope

rty

Rig

hts

STR

ATE

GY

AC

TIV

ITY

OU

TPU

TPE

RFO

RM

AN

CE

IN

DIC

ATO

RT

IME

FR

AM

E/T

AR

GE

TR

ESP

ON

SIB

LE

PE

RSO

N20

16/1

7(T

rans

ition

ye

ar)

2017

/18

2018

/19

2019

/20

2020

/21

2021

/22

Inve

stig

atio

ns

of In

telle

ctua

l Pr

oper

ty

Rig

hts

infr

inge

men

t

Cre

ate

and

mai

ntai

n da

taba

se o

f reg

iste

red

bran

ds a

nd tr

adem

ark

Upd

ated

dat

abas

eA

pro

file

of

regi

ster

ed IP

R

owne

rs

11

11

11

DD

E&

LS

Rec

eive

and

regi

ster

co

mpl

aint

sD

ocum

ente

d

inve

stig

atio

nsC

ompl

aint

s an

alys

is re

port,

co

mpl

aint

s re

gist

ers

22

22

22

DD

E&

LS

Con

duct

inve

stig

atio

ns o

n co

mpl

aint

s and

suo

mot

oIn

form

ed d

ecis

ion

Inve

stig

atio

n re

ports

44

44

44

DD

E&

LS

Car

ry o

ut se

izur

es S

eize

d go

ods

Qua

rterly

seiz

ure

repo

rt

44

44

44

DD

E&

LS

Surv

eilla

nce

of

coun

terf

eitin

gR

evie

w, d

isse

min

ate

and

impl

emen

t int

ellig

ence

ga

ther

ing

polic

y

Enha

nced

su

rvei

llanc

e R

evie

wed

in

telli

genc

e ga

ther

ing

polic

y

21

11

11

DD

E &

LS

/ DD

AR

PQA

Inte

nsify

insp

ectio

n in

co

unte

rfei

ting

hot s

pots

Ef

fect

ive

enfo

rcem

ent

Qua

rterly

repo

rts4

44

44

4D

D E

&LS

Inte

llige

nce

proc

essi

ng

and

diss

emin

atio

nEn

forc

emen

t &

Aw

aren

ess

stra

tegi

es

stre

ngth

ened

Qua

rterly

In

telli

genc

e re

ports

44

44

44

DD

E&

LS

Inst

all a

nd Im

plem

ent I

CT

base

d so

lutio

nsEn

hanc

ed

surv

eilla

nce

Syst

em re

ports

44

44

44

DD

E&

LS

60

Pros

ecut

ion

and

alte

rnat

ive

disp

ute

reso

lutio

n(A

DR

) on

mat

ters

of

coun

terf

eitin

g

Reg

iste

r cha

rge

shee

t in

cour

tPr

osec

utio

n

Qua

rterly

repo

rts

of C

ourt

case

s re

gist

ered

44

44

44

DD

E&

LS

AD

R

Qui

ck re

solu

tion

of IP

R c

onfli

cts

Qua

rterly

repo

rts

indi

catin

g A

DR

ha

ndle

d an

d do

cum

ente

d

44

44

44

DD

E&

LS

Pros

ecut

e th

e ca

ses

Cas

es p

rose

cute

d

Pros

ecut

ion

repo

rt 4

44

44

4D

D E

&LS

Dep

ot

Man

agem

ent

Rec

eivi

ng a

nd se

curin

g se

ized

goo

dsSe

ized

goo

ds

secu

red

Dep

ot re

ports

4

44

44

4D

D E

&LS

Rel

easi

ng se

ized

goo

ds

Com

plia

nce

with

th

e co

urt a

nd o

ther

re

quire

men

ts

Dep

ot re

ports

44

44

4D

D E

&LS

Dis

posa

l of s

eize

d co

unte

rfei

tsC

ompl

ianc

e w

ith

the

cour

t and

oth

er

requ

irem

ents

Dis

posa

l rep

orts

44

44

44

DD

E&

LS

Col

labo

rate

w

ith o

ther

M

CD

A’s a

nd

IPR

hol

ders

Dev

elop

Impl

imen

t Int

er-

Age

ncy

fram

ewor

kco

llabo

ratio

nsR

epor

t5

44

44

4D

D E

&LS

In

ter-A

genc

y co

llabo

ratio

n fr

amew

ork

Dev

elop

and

impl

emen

t st

akeh

olde

r man

agem

ent

fram

ewor

k in

lias

on w

ith

othe

r D

epar

tmen

ts

Co-

ordi

nate

d co

llabo

ratio

nsIn

ter-A

genc

y co

llabo

ratio

n fr

amew

ork

repo

rts

54

44

44

DD

E&

LS

Esta

blis

h an

d im

plem

ent

a co

llabo

rativ

e fr

amew

ork

with

the

coun

ty

gove

rnm

ent

Col

labo

ratio

nsC

ount

y co

llabo

rativ

e fr

amew

ork

and

quat

erly

repo

rts

54

44

44

DD

E&

LS

Enga

ge a

nd e

valu

ate

enga

gem

ent

Impr

oove

d sy

take

hold

er’s

re

latio

ns

Rep

orts

444

44

44

DD

E &

LS

61

KE

Y R

ESU

LTS

AR

EA

2: A

WA

RE

NE

SSST

RAT

EG

IC O

BJE

CT

IVE

1: T

o E

nhan

ce A

war

enes

s and

Out

reac

hST

RAT

EG

YA

CT

IVIT

YO

UT

PUT

PER

FOM

AN

CE

IN

DIC

ATO

RT

IME

FRA

ME

/TA

RG

ET

RE

SPO

NSI

BL

E

PER

SON

2016

/17

(Tra

nsiti

on

Year

)

2017

/18

2018

/19

2019

/20

2020

/21

2021

/22

Col

labo

rate

w

ith o

ther

M

CD

A’s a

nd

IPR

hol

ders

Dev

elop

and

impl

emen

t st

akeh

olde

r man

agem

ent

fram

ewor

k in

lias

on w

oth

othe

r Dep

artm

ents

Impr

oved

cu

stom

er

satis

fact

ion

Stak

ehol

der

man

agem

ent

fram

ewor

k

110

0%10

0%10

0%10

0%10

0%D

D A

RP

& Q

A

Esta

blis

h an

d im

plem

ent a

se

ctor

bas

ed c

olla

bora

tive

mec

hani

sms w

ith M

CD

As

and

IPR

ow

ners

Syne

rgy

in

awar

enes

s pr

ogra

mm

es

Sect

or b

ased

pr

ogra

mm

es1

100%

100%

100%

100%

100%

DD

AR

P &

QA

Enga

ge a

nd e

valu

ate

enga

gem

ent

Impr

oove

d sy

take

hold

er’s

re

latio

ns

Rep

orts

444

44

44

DD

AR

P &

QA

Publ

ic

outre

ach

Dev

elop

and

Impl

emen

t m

edia

fram

ewor

k C

o-or

dina

ted

publ

icity

R

epor

t A

ppro

ved

fram

ewor

k

54

44

44

DD

AR

P &

QA

Embr

ace

emer

ging

te

chno

logy

to e

nhan

ce

awar

enes

s

Enha

nced

in

form

atio

n di

ssem

inat

ion

Rep

orts

2

22

22

2D

D A

RP

& Q

A

62

Dev

elop

and

im

plem

ent

a tra

inin

g of

tra

iner

s (TO

T)

prog

ram

Dev

elop

a c

urric

ulum

A

ppro

ved

curr

icul

um

Cur

ricul

um1

00

00

0D

D A

RP

& Q

A

Con

duct

TO

Ts p

rogr

ams

Cer

tified

trai

ners

Tr

aini

ng re

port

22

22

22

DD

AR

P &

QA

Co-

ordi

natio

n of

trai

ning

pr

ogra

ms

Sust

aine

d tra

inin

g R

epor

t 4

44

44

4D

D A

RP

& Q

A

Impa

ct a

sses

smen

tEn

hanc

ed st

rate

gy

effe

ctiv

enes

s R

epor

ts

11

11

11

DD

AR

P &

QA

Dev

elop

and

di

ssem

inat

e IE

C m

ater

ials

Con

tent

dev

elop

men

t C

onte

nt d

evel

oped

App

rove

d co

nten

t10

0%10

0%10

0%10

0%10

0%10

0%D

D A

RP

& Q

A

Des

ign,

artw

ork

and

prin

ting

IEC

mat

eria

ls

prin

ted

Rep

ort o

n IE

C

mat

eria

ls

44

44

44

DD

AR

P &

QA

Dis

sem

inat

ion

of IE

C

mat

eria

lsIE

C m

ater

ials

di

ssem

inat

ed

Dis

sem

inat

ion

repo

rt4

44

44

4D

D A

RP

& Q

A

Sens

itisa

tions

an

d tra

inin

g of

st

akeh

olde

rs

Iden

tify

and

esta

blis

h lin

kage

s with

the

targ

et

stak

ehol

ders

Link

ages

es

tabl

ishe

d St

akeh

olde

r da

taba

se

11

11

11

DD

AR

P &

QA

Org

anis

e w

orks

hops

, se

min

ars,

conf

eren

ces,

and

tow

n ha

lls (B

araz

as)

Info

rmed

st

akeh

olde

rs

Rep

orts

4

44

44

4D

D A

RP

& Q

A

Eval

uatio

n an

d fo

llow

up

Impr

oved

stra

tegy

R

epor

ts

11

11

11

DD

AR

P &

QA

63

KE

Y R

ESU

LT A

RE

A 3

: MA

RK

ET

RE

SEA

RC

H

STR

ATE

GIC

OB

JEC

TIV

E I:

To

info

rm P

olic

y, E

nfor

cem

ent a

nd A

war

enes

s

STR

ATE

GY

AC

TIV

ITY

OU

TPU

TPE

RFO

RM

AN

CE

IN

DIC

ATO

RT

IME

FR

AM

E/T

AR

GE

TR

ESP

ON

SIB

LE

PE

RSO

N20

16/1

7(T

rans

ition

yea

r)20

17/1

820

18/1

920

19/2

020

20/2

120

21/2

2

Mar

ket

R

esea

rch

and

anal

ysis

Iden

tify

Res

earc

h ne

eds

Res

earc

h ne

eds

iden

tified

Rep

ort o

n cu

stom

er n

eeds

.1

11

11

1D

D A

RP

& Q

A

Dev

elop

rese

arch

in

stru

men

tsA

ppro

pria

te

rese

arch

in

stru

men

ts

Inst

rum

ents

100%

100%

100%

100%

100%

100%

DD

AR

P &

QA

Con

duct

surv

eys

Surv

ey

reco

mm

enda

tions

Surv

ey R

epor

ts

44

44

44

DD

AR

P &

QA

Res

earc

h re

com

men

datio

nsIm

prov

ed se

rvic

e de

liver

yR

epor

ts4

44

44

4D

D A

RP

& Q

A

Mon

itorin

g, E

valu

atio

n an

d re

porti

ngR

evie

wed

stra

tegi

esR

epor

ts

44

44

44

DD

AR

P &

QA

Mar

ket

inte

llige

nce

Ana

lyse

mar

ket t

rend

sM

arke

t dyn

amic

sR

epor

t on

mar

ket

trend

s1

11

11

1D

D A

RP

& Q

A

Ana

lyse

cou

nter

feiti

ng

trend

sC

orre

latio

n be

twee

n co

unte

rfei

ting

and

mar

ket t

rend

s

Rep

ort

44

44

44

DD

AR

P &

QA

Rev

iew

mea

sure

s and

st

rate

gies

to re

vers

e ne

gativ

e tre

nds

Enha

nced

serv

ice

deliv

ery

Rep

orts

4

44

44

4D

D A

RP

& Q

A

64

KE

Y R

ESU

LT A

RE

A 4

: IN

STIT

UT

ION

AL

CA

PAC

ITY

STR

ATE

GIC

OB

JEC

TIV

E I:

To

Enh

ance

Cus

tom

er S

atis

fact

ion

STR

ATE

GY

AC

TIV

ITY

OU

TPU

TPE

RFO

RM

AN

CE

IN

DIC

ATO

RT

IME

FR

AM

E/T

AR

GE

TR

ESP

ON

SIB

LE

PE

RSO

N20

16/1

7(T

rans

ition

yea

r)20

17/1

820

18/1

920

19/2

020

20/2

120

21/2

2

Man

age

cust

omer

ex

pect

atio

ns

Col

labo

rate

with

the

judi

ciar

y to

lobb

y fo

r sp

ecia

l cou

rts.

Enha

nced

serv

ice

deliv

ery

Spec

ial c

ourts

100%

100%

100%

100%

100%

100%

DD

CS

Dev

elop

and

impl

emen

t on

line

paym

ent

Onl

ine

paym

ent

in p

lace

Onl

ine

paym

ents

re

ports

44

44

44

DD

AR

P &

QA

Set u

p de

sk in

Hud

uma,

i.e

, Nai

robi

, Kis

umu,

M

omba

sa, E

ldor

et

Effic

ient

serv

ice

deliv

ery

Hud

uma

desk

in

plac

e10

0%10

0%10

0%10

0%10

0%10

0%D

D A

RP

& Q

A

Impl

emen

t ful

ly a

ll Q

MS

requ

irem

ents

Impr

oved

serv

ice

deliv

ery

Qua

lity

Man

agem

ent

Polic

y M

anua

lIS

O C

ertifi

cate

100%

100%

100%

100%

100%

100%

DD

AR

P &

QA

Impl

emen

t int

erna

l an

d ex

tern

al su

rvey

re

com

men

datio

ns

Cus

tom

er

satis

fact

ion

Cus

tom

er

Satis

fact

ion

Inde

x

86.0

86.5

86.7

87.8

8888

%D

D A

RP

& Q

A

Stre

ngth

en

MER

Qua

lity

audi

tsPr

ogra

mm

e im

prov

emen

tR

epor

ts2

22

22

2D

D C

S

Surv

eyPr

ogra

mm

e im

prov

emen

tR

epor

ts4

44

44

4D

D C

S

Impl

emen

ting

reco

mm

enda

tions

Prog

ram

me

impr

ovem

ent

Impl

emen

tatio

n re

ports

44

44

44

DD

CS

Rep

ortin

gIn

form

ed

deci

sion

mak

ing

Rep

ort

44

44

44

DD

CS

65

KE

Y R

ESU

LT A

RE

A 4

: Ins

titut

iona

l Cap

acity

STR

ATE

GIC

OB

JEC

TIV

E 2

: To

Stre

ngth

en H

uman

Cap

ital

STR

ATE

GY

AC

TIV

ITY

OU

TPU

TPE

RFO

RM

AN

CE

IN

DIC

ATO

RT

IME

FR

AM

E/T

AR

GE

TR

ESP

ON

SIB

LE

PE

RSO

N20

16/1

7(T

rans

ition

ye

ar)

2017

/18

2018

/19

2019

/20

2020

/21

2021

/22

Rev

iew

and

Im

plem

ent

recr

uitm

ent a

nd

rete

ntio

n po

licy

Rec

ruitm

ent,

Sele

ctio

n an

d pl

acem

ent

Suita

ble

can

dida

tes

appo

inte

dre

crui

tmen

t R

epor

ts

44

44

44

DD

CS

Prov

isio

n of

ade

quat

e an

d se

cure

offi

ce sp

ace

Con

duci

ve w

ork

envi

ronm

ent

Rep

orts

4

44

44

4D

D C

S

Enha

nce

empl

oyee

hea

lth,

safe

ty a

nd se

curit

y Em

ploy

ee w

elln

ess

prog

ram

s est

ablis

hed

Rep

orts

44

44

44

DD

CS

Effe

ctiv

e m

anag

emen

t of t

he

Age

ncy’

s ass

ets

Impr

oved

serv

ice

deliv

ery

Rep

orts

44

44

44

DD

CS

Staf

f tra

inin

g an

d de

velo

pmen

t

Rev

iew

and

impl

emen

t tra

inin

g pr

ogra

mm

es

Trai

ning

pro

gram

s de

velo

ped

Rep

orts

4

44

44

4D

D C

S

Dev

elop

and

impl

emen

t m

ento

rshi

p an

d co

achi

ng

Prog

ram

me

impl

emen

ted

Impl

emen

tatio

n re

port

44

44

44

DD

CS

Impl

emen

t pe

rfor

man

ce

man

agem

ent

fram

ewor

k

Dev

elop

and

impl

emen

t a

perf

orm

ance

man

agem

ent

syst

em (P

MS)

Stre

ngth

ened

PM

SPM

S R

epor

ts

44

44

44

DD

CS

Mai

ntai

n an

d im

prov

e th

e A

genc

y’s s

chem

e of

serv

ice

Plan

ned

prog

ress

ion

and

succ

essi

on

Rep

orts

4

44

44

4D

D C

S

Res

ourc

e m

obili

satio

nId

entif

y po

tent

ial d

onor

sPo

tent

ial d

onor

s id

entifi

edR

epor

ts4

44

44

4D

D C

S

66

KE

Y R

ESU

LT A

RE

A 4

: Ins

titut

iona

l Cap

acity

STR

ATE

GIC

OB

JEC

TIV

E 4

: To

Inte

rgra

te IC

T in

Ope

ratio

nsST

RAT

EG

YA

CT

IVIT

YO

UT

PUT

PER

FOR

MA

NC

E

IND

ICAT

OR

TIM

E F

RA

ME

/TA

RG

ET

RE

SPO

NSI

BL

E

PER

SON

2016

/17

(Tra

nsiti

on

year

)

2017

/18

2018

/19

2019

/20

2020

/21

2021

/22

Dev

elop

men

t of f

undi

ng

prop

osal

sD

onor

fund

ing

Fund

ing

Prop

osal

s4

44

44

4D

D C

S

Gra

nts m

anag

emen

tC

ompl

ianc

e w

ith d

onor

re

quire

men

tsR

epor

ts4

44

44

4D

D C

S

Opt

imis

e th

e us

e of

re

sour

ces

Wor

k pl

an a

nd B

udge

ting

Cos

ted

wor

k pl

ans

Bud

get

11

11

11

DD

CS

Req

uest

for g

over

nmen

t fun

ding

an

d co

llect

ion

of A

-I-A

A.I.

A re

ceiv

edK

shs.

M6

810

1214

16D

D C

S

Impl

emen

t pr

ocur

emen

t pla

nPl

anne

d pr

ocur

emen

tA

ppro

ved

proc

urem

ent p

lan

11

11

11

DD

CS

Bud

geta

ry c

ontro

lC

ompl

ianc

eVo

te b

ook

11

11

11

DD

CS

Fina

ncia

l Rep

ortin

gC

ompl

ianc

eFi

nanc

ial R

epor

ts4

44

44

4D

D C

S

Stre

ngth

en

inte

rnal

C

ontro

l Sys

tem

Enha

nce

Ris

k M

anag

emen

t fr

amew

ork

Impr

oved

risk

m

anag

emen

tR

epor

ts4

44

44

4M

IA

Inte

rnal

aud

its a

nd re

porti

ngIm

prov

ed st

ewar

dshi

pA

udit

Rep

orts

44

44

44

MIA

Org

aniz

atio

nal

risk

asse

ssm

ent

Esta

blis

h na

ture

and

pre

vale

nce

of ri

sks

Ris

k m

anag

emen

t st

rate

gies

re

com

men

ded

Ris

k R

epor

ts1

11

11

1M

IA

Ass

ess t

he A

genc

y pr

epar

edne

ss to

man

age

risks

App

ropr

iate

re

com

men

datio

ns m

ade

Ris

k m

anag

emen

t re

ports

44

44

44

MIA

67

KE

Y R

ESU

LT A

RE

A 4

: Ins

titut

iona

l Cap

acity

STR

ATE

GIC

OB

JEC

TIV

E 4

: To

Inte

rgra

te IC

T in

Ope

ratio

nsST

RAT

EG

YA

CT

IVIT

YO

UT

PUT

PER

FOR

MA

NC

E

IND

ICAT

OR

TIM

E F

RA

ME

/TA

RG

ET

RE

SPO

NSI

BL

E

PER

SON

2016

/17

(Tra

nsiti

on

year

)

2017

/18

2018

/19

2019

/20

2020

/21

2021

/22

Leve

rage

on

ICT

best

pr

actic

es

to e

nhan

ce

busi

ness

op

erat

ions

Dev

elop

an

ICT

stra

tegy

(201

7-20

22) f

or th

e in

stitu

tion

ICT

Stra

tegy

Exte

nt th

at u

sers

ar

e ab

le to

use

IC

T se

rvic

es

com

forta

bly

at

novi

ce le

vel

100%

100%

100%

100%

100%

100%

DD

CS

Dev

elop

a G

over

nanc

e St

rate

gyIC

T Po

licie

sD

egre

e of

aw

aren

ess o

f po

licie

s and

st

anda

rds

100%

100%

100%

100%

100%

100%

DD

CS

Esta

blis

h in

fras

truct

ure

to e

nhan

ce

com

mun

icat

ion

and

ensu

re

auto

mat

ion

of b

usin

ess

func

tions

Impl

emen

t an

Ente

rpris

e R

esou

rce

Plan

ning

syst

em

Aut

omat

ion

and

IT

supp

ort o

fB

usin

ess

Func

tions

Func

tioni

ng

syst

em: E

RP

11

11

11

DD

CS

Impl

emen

t IFM

ISIn

crea

se in

ope

ratio

nsTi

mel

y an

d ac

cura

te

man

agem

ent o

f re

ports

44

44

44

DD

CS

ICT

/infr

astru

ctur

e LA

N,W

AN

in

stal

led

inst

all L

AN

and

WA

N

LAN

and

WA

N

inst

alle

d2

22

22

2D

D C

S

Dev

elop

and

im

plem

ent

an e

ffici

ent

fram

ewor

k fo

rda

ta in

terg

rity

andI

CT

secu

rity

Dev

elop

and

impl

emen

t the

ICT

Secu

rity

polic

yFu

lly fu

nctio

nal

firew

all a

nd p

assw

ords

to

pro

tect

dat

a

Secu

red

Info

rmat

ion

54

32

11

DD

CS

Bac

k-up

med

ia st

ored

in b

oth

fire-

proo

f cab

inet

and

offs

ite, i

nac

cord

ance

to B

ack-

up p

olic

y

Zero

pos

sibi

lity

ofun

auth

oris

ed a

cces

s to

confi

dent

ial

mat

eria

l, pa

rticu

larly

ERP

data

.

Exte

nt to

whi

ch

com

pute

rs st

ay

viru

s fre

e

100%

100%

100%

100%

100%

100%

DD

CS

68

KE

Y R

ESU

LT A

RE

A 4

: Ins

titut

iona

l Cap

acity

STR

ATE

GIC

OB

JEC

TIV

E 5

: To

Prom

ote

Goo

d G

over

nanc

e-M

won

gozo

STR

ATE

GY

AC

TIV

ITY

OU

TPU

TPE

RFO

RM

AN

CE

IN

DIC

ATO

RT

IME

FR

AM

E/T

AR

GE

TR

ESP

ON

SIB

LE

PE

RSO

N20

16/1

7(T

rans

ition

ye

ar)

2017

/18

2018

/19

2019

/20

2020

/21

2021

/22

Enha

nce

good

go

vern

ance

pr

actic

es

Am

endm

ent o

f the

Ant

i-C

ount

erfe

it A

ct, 2

008

Effe

ctiv

e en

forc

emen

t of

IPR

Dra

ft am

endm

ents

100%

100%

100%

100%

100%

100%

Exec

utiv

e D

irect

or

Aut

omat

ion

of e

nfor

cem

ent

activ

ities

Ef

ficie

ncy

Aut

omat

ed

proc

esse

s10

0%10

0%10

0%10

0%10

0%10

0%Ex

ecut

ive

Dire

ctor

Dev

elop

and

impl

emen

t fr

amew

ork

to c

omm

unic

ate

mile

ston

es

mpr

oved

cus

tom

er

satis

fact

ion

Com

mun

icat

ion

stra

tegy

54

44

44

Exec

utiv

e D

irect

or

Esta

blis

h an

d fu

nd a

n in

ter-

agen

cy c

omm

ittee

sup

porte

d by

the A

ct

Co-

ordi

natio

nIn

ter-A

genc

t C

omm

itte

in p

lace

-1

11

11

Exec

utiv

e D

irect

or

Form

ulat

e po

licie

s St

rate

gic

Cor

pora

te

dire

ctio

nB

oard

repo

rts4

44

44

4Ex

ecut

ive

Dire

ctor

Trai

n th

e B

oard

and

staf

f on

gove

rnan

ceEn

hanc

ed c

orpo

rate

m

anag

emen

tTr

aini

ng re

ports

44

44

44

Exec

utiv

e D

irect

or

Inst

itutio

nalis

e go

vern

ance

au

dit

Impr

oved

cor

pora

te

perf

orm

ance

Aud

it R

epor

ts4

44

44

4Ex

ecut

ive

Dire

ctor

Impl

emen

t ris

k m

anag

emen

t po

licy

and

boar

d ch

arte

rsEn

hanc

ed st

ewar

dshi

p Im

plem

enta

tion

repo

rts4

44

44

4Ex

ecut

ive

Dire

ctor

Dev

elop

and

impl

emen

t B

usin

ess C

ontin

uity

Pla

nPl

an d

evel

oped

BC

P 1

11

11

1Ex

ecut

ive

Dire

ctor

Faci

litat

e B

oard

act

iviti

esW

ell f

acili

tate

d bo

ard

Boa

rd w

ork

plan

11

11

11

Exec

utiv

e D

irect

or

69

Com

ply

with

re

leva

nt la

ws

and

regu

latio

ns

Con

duct

lega

l and

com

plia

nce

audi

tsEn

hanc

ed c

ompl

ianc

eSu

rvei

llanc

e re

port

44

44

44

Exec

utiv

e D

irect

or

Impl

emen

t the

re

com

men

datio

ns o

f the

aud

it re

port

Com

plia

nce

Impl

emen

tatio

n re

port

44

44

44

Exec

utiv

e D

irect

or

Impl

emen

t exe

cutiv

e

dire

ctiv

es

Com

plia

nce

Rep

orts

4

44

44

4Ex

ecut

ive

Dire

ctor

Lobb

y fo

r app

ropr

iate

am

endm

ents

of

law

s and

re

gula

tions

Stra

tegi

c po

sitio

ning

R

epor

ts4

44

44

4Ex

ecut

ive

Dire

ctor

70

APPENDIX III. THE AGENCY’S INTERGRATION FRAMEWORK

A Counterfeit-Free Kenya

Prohibit Counterfeiting through Promotion and Enforcement ofIntellectual Property

Enforcement, AwarenessMarket Research, Institutional capacity

Inter-agency Linkages andCollaborations

Inter-agency Linkages andCollaborations

Diligence,Intergrity &

Vigilance

Anti-Counterfeit Act No. 13 of 2008

Constitutition of Kenya 2010

Bidhaa ghushi huchangia uhalifu

Unaponunua bidhaa ghushi au muziki, filamu au maunzi laini yaliyoharamishwa, pesa ulizotumia zinafadhili biashara hii haramu kote ulimwenguni na hivyo kuendeleza uhalifu. Biashara hii hufanywa badala ya ile ya ulanguzi wa dawaza kulevya na zingine zisizo halali lakini ni hatari zaidi, kwani huwanufaisha pakubwa wanaoishiriki. Wafanyi biashara wa bidhaa ghushi ni wahalifu wanaokugharimu kifedha wewe na jamii nzima kwa jumla na kuhatarisha usalama wenu.

Serikali na mashirika mbalimbali ya usalama kote ulimwenguni yanafanya bidii kukomesha uundaji na uuzaji wa bidhaa ghushi. Ni jukumu lako kuacha kuendeleza biashara ya aina hii. Acha kununua bidhaa ghushi.

Bidhaa ghushi/bandiahugharimu zaidi

BIDHAAGHUSHI/BANDIA

HUGHARIMUZAIDI

MIMIHUNUNUABIDHAAHALISI

Jifunze mengi kupitia wavuti huu www.IBUYREAL.ORG.

Nunua bidhaa halisi zilizo halali. Kumbuka kwamba,bidhaa ghushi zina gharama yake.

National Water Conservation and Pipeline Corporation Building, 3rd Floor, Dunga–Machakos Road Junction, Industrial Area.

P.O. Box 47771-00100, Nairobi, Kenya.

Hotline : 020-2280111Landline: +254-20-2280000

Fax: +254-20-2225124/31Mobile: +254-717-430-640, 0733 951 375

Email: [email protected]: http://www.aca.go.ke

Strategic Plan - Anti-Counterfeit Agency (ACA) · The Plan puts in place Monitoring, Evaluation and...

Documents

Transcript of Strategic Plan - Anti-Counterfeit Agency (ACA) · The Plan puts in place Monitoring, Evaluation and...