REPUBLIC OF KENYA

MINISTRY OF FOREIGN AFFAIRS AND INTERNATIONAL TRADE

CULTURAL DIPLOMACY STRATEGY

2016/17 - 2018/19

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FOREWORD

The mandate of the Ministry of Foreign Affairs and

International Trade is to articulate Kenya’s Foreign Policy

which sets out a range of interests that we must pursue as a

country including cultural issues as well as projecting and

promoting a positive image for the country. The cultural

diplomacy is one of the five interlinked pillars of Kenya’s

Foreign policy.

Culture is a critical component of international relations and has a great contribution

to a country’s image. The potential of Kenya‟s cultural heritage is enormous and

there is need for Kenya to exploit this potential to promote the country. However,

the potential of Cultural Diplomacy as a vital diplomatic tool to enhance our

international relations to promote a favourable image and prestige for the Country

globally remains largely untapped. It is against this backdrop that this Cultural

Diplomacy Strategy has been developed to provide a platform necessary to ensure

that culture contributes to socio-economic development, as well as position Kenya as

a cultural capital.

I would like to thank all those who contributed to the development of this three year

strategy, Particularly the Principal Secretary for providing the policy guidelines. The

implementation of this document will require working closely with our key

stakeholders including the MDAs and County Governments to ensure successful

implementation of the Strategy. In view of this, we will strengthen our collaboration

with our partners and develop the necessary diplomatic competencies and other

capacities in the Ministry. We will also appoint Cultural ambassadors to strengthen

our Cultural representation abroad in order to engage effectively with the rest of the

world.

The Ministry of Foreign Affairs and International Trade is therefore, strongly

committed to ensuring full implementation of this Strategy towards achieving the

strategic objectives set out in the Strategy.

AMB (DR) AMINA C. MOHAMED, CBS, CAV CABINET SECRETARY

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ACKNOWLEDGEMENT

As outlined in the Kenya Foreign Policy, Cultural Diplomacy is

one of the five inter-linked pillars of diplomacy on which the

management of the Kenya‟s foreign policy in anchored. This

Strategy therefore, is directly linked to the Kenya Foreign Policy

and borrows from the objectives of the Cultural Diplomacy pillar

enlisted in the policy. The Strategy will serve as the roadmap

which will guide the Ministry of Foreign Affairs and International Trade in

achievement of the objectives of the Cultural Diplomacy as set out in the Kenya

Foreign Policy.

The preparation of this Strategic document commenced in February, 2016 and was

developed in a consultative and participatory manner in line with the constitutional

requirements of public and stakeholder participation and engagement both directly

and indirectly. I would like to thank all those who contributed to its development and

subsequent finalization in one way or the other. I would like to sincerely commend

the Ministry staff both at the headquarters and in our missions abroad, who under

the leadership of the Political and Diplomatic Secretary dedicated their time towards

finalization of the Strategy. Special thanks go to the Cabinet Secretary for Foreign

Affairs and International Trade, Amb (Dr) Amina C. Mohamed, CBS, CAV for

providing the overall guidance in the development of this Strategy. I further

acknowledge the input of the officers in the Cultural Diplomacy Directorate as well as

the CPPMD for their technical support.

I believe that with dedication and team work, we will be able to effectively

implement this Strategy, and in so doing, ensure that culture contributes positively to

socio-economic development, as well as position Kenya as a cultural capital.

AMB. (DR.) MONICA JUMA, DPHIL, CBS

PRINCIPAL SECRETARY

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TABLE OF CONTENTS

FOREWORD ....................................................................................................................... i

ACKNOWLEDGEMENT ....................................................................................................... ii

LIST OF ACRONYMS /ABBREVIATIONS .............................................................................. v

EXECUTIVE SUMMARY ..................................................................................................... vi

Chapter 1 : INTRODUCTION .............................................................................................. 1

1.1 Background ................................................................................................................................... 1

1.2 Rationale ....................................................................................................................................... 1

1.3 Methodology ................................................................................................................................. 2

Chapter 2 : SITUATION ANALYSIS ...................................................................................... 4

2.1 Overview of the Ministry’s Achievement in the area of culture, arts, sports and natural

Heritage in the period 2013 – 2015 .................................................................................................... 4

2.2 Strengths, Weaknesses, Opportunity and Threats (SWOT) Analysis .......................................... 13

2.3 Stakeholders Analysis.................................................................................................................. 14

Chapter 3 : STRATEGIC DIRECTION ................................................................................. 17

3.1 Ministry’s Mandate, Vision, Mission and Core Values ................................................................ 17

3.2 The Strategic Model .................................................................................................................... 18

Chapter 4 COORDINATION FRAMEWORK ........................................................................ 23

4.1 Departments & Missions............................................................................................................. 23

4.2 Cultural Ambassadors ................................................................................................................. 23

4.3 County Governments .................................................................................................................. 24

Chapter 5 IMPLEMENTATION, MONITORING, EVALUATION AND REPORTING .................. 25

6.1 Monitoring, Evaluation and Reporting ....................................................................................... 25

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List of Tables

Table 1: Summary of SWOT Analysis. ............................................................................ 13

Table 2 Stakeholder Analysis ......................................................................................... 14

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LIST OF ACRONYMS /ABBREVIATIONS

AU African Union

BUMOC Bujumbura Marathon Organizing Committee

EAC East African Community

FSI Foreign Service Institute

H.E His Excellency

JAMAFEST Jumuiya ya Afrika Mashariki Utamaduni Festival

JCC Joint Commission for Cooperation

KSH Kenya Shillings

MDA Ministries, Departments and Agencies

MFA&IT Ministry of Foreign Affairs and International Trade

MOU Memoranda of Understanding

SWOT Strengths, Weaknesses, Opportunity and Threats

UN United Nations

UNESCO United Nations Educational, Scientific and Cultural Organization

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EXECUTIVE SUMMARY

The Ministry of Foreign Affairs and International Trade has been pursuing the

implementation of the Kenya‟s Foreign Policy based on the five interlinked pillars of

diplomacy which inform the core priorities and strategies for our bilateral and

multilateral engagement so as to strengthen relationships, enhance social cultural

cooperation and promote our national interests. Among the pillars is the Cultural

Diplomacy which aims to use culture as a vital tool in international relations

especially through the use of cultural heritage and endowments as the pedestals of

our foreign engagement across the globe.

Kenya‟s cultural diplomacy focuses on increasing awareness of her cultural affluence

and generating interests in the country‟s cultural heritage.

Through a situation analysis, the Ministry identified three broad strategic issues of

focus towards driving the Cultural Diplomacy forward. These issues are the need to

ensure our cultural diversity and heritage are respected and recognized globally; the

need to recognize role of Kenyan artists, athletes and other sportsmen and women;

and the need for Kiswahili to be recognized as a continental and global language.

In order to address the three strategic issues identified above, the Ministry

developed five strategic objectives. These objectives are to:

i. Respect and recognize cultural diversity and heritage;

ii. Promote cultural exchanges and partnerships;

iii. Promote global intercultural dialogue;

iv. Promote sports and art diplomacy by recognizing the role of Kenyan artists,

athletes and other sportsmen and women; and

v. Promote the recognition of Kiswahili as a continental and global language;

Strategies and activities were formulated for each of these strategic objectives as

discussed in chapter three which gives the Strategic direction. Corresponding key

performance indicators were identified for monitoring and evaluating the

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implementation of this Strategy. This is presented in the implementation matrix in

section 6.2.

Monitoring, evaluation and reporting will form a critical component of this Strategic

document. Monitoring and evaluation will provide feedback on progress made in

implementing the Strategy and form a basis of the next steps in implementing the

strategy.

The Ministry will also undertake an end-term review of the implementation of this

strategy with the aim of evaluating the cumulative achievement. The main objective

will be to assess whether the Ministry would have attained all its targets as set out in

the Strategy and identify the shortcomings. This process will inform the consecutive

planning period.

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Chapter 1 : INTRODUCTION

1.1 Background

The Ministry of Foreign Affairs and International Trade is mandated to pursue

Kenya‟s foreign policy and international trade affairs in accordance to the

Constitution of Kenya. The Kenya Foreign Policy is anchored on five interlinked

pillars of diplomacy which include: Economic; Peace; Environmental; Cultural and

Diaspora. Cultural Diplomacy aims to use culture as a vital tool in international

relations especially through the use of cultural heritage and endowments as the

pedestals of our foreign engagement.

The term „cultural diplomacy‟ is not easily defined. When thinking about culture, we

have taken as our starting point the United Nations‟ 1948 Universal Declaration of

Human Rights, in which Article 27(1) states that: „Everyone has the right freely to

participate in the cultural life of the community, to enjoy the arts, and to share in

scientific advancement and its benefits.‟ This Strategy adopts a broad definition of

the term culture to include, and consider sports and popular culture, as well as the

performing and visual arts and the natural heritage. Therefore our culture is what

makes us who we are.

Kenya has continuously placed emphasis on cultural recognition and understanding

as the basis for dialogue. As envisaged in the Kenya Diaspora Policy section 3.3.6,

the Ministry commits to Promote Kenyan culture and heritage through national and

regional sports, games, and music and drama festivals and encourages Kenyans

abroad to participate. Kenya has effectively used and continues to us language,

notably Kiswahii as a mode to strengthen cultural diplomacy, foster relationships and

build friendships.

1.2 Rationale

Kenya Vision 2030 recognizes that positive promotion and effective exploitation of

our cultural diversity, preservation and promotion of national heritage, sports and

arts are critical to socio-economic, political and cultural development. In instances

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when Kenyan cultural icons tour the globe, Kenyan athletes perform at the world

stage or Kenyan literature is read, a buzz of economic and political interest is ignited

about Kenya that goes beyond the cultural event or artefacts, and subsequently

generates economic gain. The potential of Kenya‟s cultural heritage is enormous and

there is need for Kenya to exploit this potential to promote the country. Cultural

Diplomacy as a vital diplomatic tool to enhance our international relations to

promote a favourable image and prestige for the Country globally remains largely

untapped. Indeed it is through cultural activities that a nation‟s identity is best

represented

Cultural Diplomacy is uniquely able to reach out to people of all walks of life; from

young people, to non-elites, to broad audiences with a much reduced language

barrier. Cultural diplomacy will enable us to: reach influential members of foreign

societies who cannot be accessed through traditional Embassy functions; provide a

positive agenda for cooperation in spite of policy differences; create a neutral

platform for face to face interaction; serve as a flexible, universally acceptable

vehicle for engagement with countries where diplomatic relations have been strained

or are absent; provide awareness of cultural richness of our nation and generate

interest in Kenya‟s cultural heritage.

The essence of preparing this Cultural Diplomacy Strategy is to implement Cultural

Diplomacy as one of the pillars of our foreign policy and is intended to ensure that

culture contributes to socio-economic development, and to position Kenya as a

cultural capital.

1.3 Methodology

This strategy was developed through round-table consultations and public

participation processes involving key stakeholders including Government Ministries,

Departments and Agencies. The process began with understanding the Kenya

Foreign Policy objectives as a basis for developing the strategy. The key instruments

used in the development of this Strategy are the Ministry‟s 2013/14-2017/18

Strategic Plan and the Kenya Foreign Policy. The draft strategy was shared with the

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Ministry staff and their contributions were instrumental in refining the strategies

contained in this document.

Reference was also made to key policy documents including the Constitution of

Kenya, the Kenya Diaspora Policy, the Kenya Vision 2030, the Second Medium Term

Plan and the Jubilee Manifesto. The Strategy was subjected to public participation

from the Key stakeholders in conformity with the constitutional requirements before

publication.

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Chapter 2 : SITUATION ANALYSIS

The Ministry of Foreign Affairs and International Trade is mandated with the

responsibility of representing Kenya to the rest of the world. Kenya has 56 Missions

located across the globe. The Ministry also serves as the central link between other

line Ministries, Government departments and agencies with the rest of the world.

Being the main link between the Government and the rest of the world, the Ministry

promotes Kenya, its cultural diversity and its rich heritage in the international arena.

Kenya plays a pivotal role in regional and global matters.

2.1 Overview of the Ministry’s Achievement in the area of culture, arts,

sports and natural Heritage in the period 2013 – 2015

The execution of the Ministry‟s mandate based on the Cultural Diplomacy pillar in the

period 2013-2015 resulted in a number of milestone achievements. These

achievements have been achieved through the Missions. Some of the key milestones

are discussed below.

Through the Permanent Delegation of the Republic of Kenya to UNESCO, the

Ministry has achieved a lot towards enhancing Cultural Diplomacy:

The 1972 Convention - World Heritage Convention

Kenya has 6 listed sites on the world heritage list. These are Lake Turkana National

Park, Mount Kenya National Park/Natural Forest, Lamu Old Town, Fort Jesus, the

Sacred Mijikenda Kaya Forests and the Kenya Lake Systems in the Great Rift Valley.

The World Heritage Committee consists of 21 members of States Parties to the

convention elected by the General Conference for a four year term. The Committee

meets every year to examine state of conservation of sites inscribed on the World

Heritage List; examine policy issues in relation to the implementation of the

convention, inscribe new sites on the World Heritage List and determine the Budget

of the World Heritage Centre. The 38th session of the World Heritage Committee

was held in Doha, Qatar from 15 to 25 June, 2014. The 39th session of the

Committee was held in Bonn, from 28 June to 8 July 2015 in Bonn, Federal Republic

of Germany. Turkey will host the 40th Committee session in 2016.

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On 31 January 2014, UNESCO joined forces with the African Union Commission to

raise awareness and funds for the African World Heritage Fund (AWHF) during the

African Union (AU) Heads of State luncheon at the AU Headquarters in Addis Ababa,

Ethiopia. Participants pledged a total of 3,050,000 USD in support of the AWHF

Endowment Fund.

Kenya made a contribution to the African World heritage Fund (AWHF) of 1.5 million

dollars to support preservation and conservation of African World heritage Sites.

The 2003 Convention –The safeguarding of Intangible Cultural Heritage

Kenya was a member of the Intergovernmental committee until 2012. Kenya hosted

and chaired the 5th Session of the Intergovernmental committee in November 2010.

From 2008 to 2011 Kenya was a member of subsidiary Body of the committee. The

committee has three coveted lists where cultural expressions/ practices are listed.

This is the Representative List, Urgent Safeguarding list and Representative List of

Best Practices.

Kenya has practices inscribed on the urgent safeguarding list. The traditions and

practices associated with Kayas in the Sacred Mijikenda Forest, the Food ways and

food practices of the Isukha in western province are inscribed on the urgent

safeguarding list. Isukuti dance was inscribed into the Urgent Safeguarding List in

November 2014 during the meeting of the Ninth Inter-Governmental Committee on

Intangible Cultural Heritage (ICH) held at UNESCO, Paris.

On the best practices list, the Kit Mikayi Shrine of Luo community and soapstone

carving among the Abagusii have received financial support for elaboration and

nomination.

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Isukuti dancers entertain guests during the Kenya Week in November 2014

The 2005 Convention – Promotion and Protection of Diversity of Cultural

Expressions

The 2005 convention for the Protection and Promotion of Diversity of Cultural

Expressions seeks to strengthen the creation, production, dissemination, access and

enjoyment of cultural expressions as conveyed by cultural activities, goods and

services.

Kenya ratified the convention in 2007 and served on the Intergovernmental until

June 2013.

Hosting of high level culture meetings in Kenya

The Second Africa Regional meeting on the protection of the Underwater Cultural

Heritage was held in Malindi, Kenya from 24 to 26 March, 2015.

The 2nd African Regional Meeting on Underwater Cultural Heritage was held in

Malindi from 24th to 26th March, 2015. The meeting was a follow-up of the First

Africa Regional Meeting on the Protection of Underwater Cultural Heritage the

Federal Ministry of Tourism, Culture and National Orientation of Nigeria in

collaboration UNESCO Culture sector in November 2013. Africa‟s underwater cultural

heritage is an important cultural, educational and scientific tool, and has

considerable potential for the development of sustainable tourism in Africa.

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The Regional meeting was officially opened by the Cabinet Secretary, Ministry of

Sports, Culture and the Arts, Dr. Hassan Arero Wario. Also present was the African

Vice-Chair of the Scientific Committee Mr. Agustus Ajibola, the Director of National

Museums of Kenya Dr. Mzalendo Kibunjia and Dr. Ulrike Guerin, Head of Section at

UNESCO‟s Underwater Cultural Heritage Convention.

Dr. Hassan Wario, Cabinet Secretary for Sports, Culture and Arts, officially opens the conference at Malindi- Kenya

Dr. Ulrike Guerin, Head of Section, UNESCO’s Underwater Cultural Heritage Convention addresses the conference

Through the Kenya Embassy in Bujumbura together with other stakeholders namely:

Burundi National Tourism Office, Burundi National Olympic Committee, the Sport‟s

Gym, Wright Tours and Travel Agency and the Green Belt Action for the

Environment (ACVE) teamed up to form the Bujumbura Marathon Organizing

Committee (BUMOC) to realize the Bujumbura Marathon. The first edition of the

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Bujumbura Marathon for Fraternity held on 31st August, 2014 was a half marathon of

21km, with additional circuits of 10km and 3km under the theme „I Run for

Fraternity: I Love Bujumbura.‟ The Minister for Youth, Sports and Culture of the

Republic of Burundi, Hon. Adolphe Rukenkanya officially flagged off the three circuits

at the Jardin Public, City of Bujumbura. The objective of the marathon was mainly to

celebrate the fraternity between Kenya and Burundi especially in Kenya‟s jubilee

year; identify and nurture marathon talent in Burundi from the grassroots levels; and

to generate proceeds to assist sections of the population affected by floods and

mudslides in the northern part of Bujumbura which occurred on 9th February 2014.

The First Edition of the Bujumbura Half Marathon for Fraternity on 31st August, 2014

The Embassy in Cairo, Egypt planned

and organized the 6th Session of the

Kenya/Egypt Joint Commission for

Cooperation (JCC) in January 2015 in

Nairobi, Kenya. During the session,

two agreements and three

Memoranda of Understanding (MOUs)

were signed for execution among then

being the Executive Program Project on Cultural Cooperation between the Republic

of Kenya and the Arab Republic of Egypt.

CS, Amb. Amina Mohamed and her Egyptian counterpart, Sameh Shoukry signing the Agreements during the JCC

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During the Chinese Premier, H.E Li Keqiang visit to Kenya from 9th to 11th May,

2014, a record of 17 Technical and Economic Cooperation Agreements and MOUs

between the two countries were signed. Among the memoranda was the

Memorandum of Understanding between the Ministry of Sports, Culture and the Arts

of the Republic of Kenya and the Ministry of Culture of the People's Republic of

China on the Establishment of a Cultural Centre.

During the Africa Day celebrations in May, 2014, in Dublin, Ireland, all African

Embassies in collaboration with the Department of Foreign Affairs and Trade

organized a successful Africa Day on 25th May, 2014. The Event was attended by

over 300,000 participants. As a way of marketing Kenya the Embassy participated in

the event by showcasing Kenyan products and food. During the event, the Kenyan

Embassy won the “Best Dressed Woman Competition”. The Embassy participated in

the same celebrations held on 20th May 2015.

Member of Ministry staff Ms. Cecilia Muriithi at the Kenyan stand

Galway - Kenya Run - September 2013: The Kenyan Community in County

Galway in collaboration with the Kenya Ministry and the local Irish authority

organized the “Galway Kenya Run” on 14th September 2013. The event was graced

by Kenyan 800m World Olympic Legend David Lekuta Rudisha and his Irish Coach,

Brother Colm. The event was preceded by visits to schools where Rudisha gave talks

to Irish children in over 10 schools in County Galway. The event was intended to

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showcase Kenya‟s talent in athletics and to inspire Irish youth to embrace athletics,

and also to mark and celebrate the Kenya @50 Jubilee celebrations. The event was

a great success, marked by interviews from the local FM radio station and at the

Galway University.

The Kenya Mission in Kigali, Rwanda facilitated the participation of Kenyan team in

the EAC Cultural and arts troupes gathered in Rwanda in February 2013 and

performed in the first JAMAFEST. JAMAFEST is the name of the East Africa

Community Arts and Culture Festival and is coined from Jumuiya ya Afrika Mashariki

Utamaduni Festival. The event was held in Rwanda from 9-16 February 2013, under

the theme “Fostering the East African Community integration through Cultural

Industries”. The event consisted of a carnival, art exhibitions and sales, workshops

and symposiums, live performances, fashion shows, plus a JAMAFEST Village of

Countries at which the EAC Partner States showcased their different cultures.

Above:Left:Kenyans perform “esukuti” at the jamafest. Right: Kenyans display their flag at the jamafest.

The embassy of Kenya in Khartoum, Sudan partnered and facilitated a famous

language training centre in Sudan to offer Swahili language programmes. The

classes are ongoing and are seemingly becoming very popular with staff of the

numerous international relief organizations resident in Khartoum.

The Kenya Mission in

Harare, Zimbabwe facilitated

an average of five sports

teams every year from

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Kenya to Zimbabwe in golf, football, motor sports and rugby.

The Kenya Mission in Bangkok, Thailand co-hosted the Cradle of Mankind exhibition

featuring photographs depicting the lives of the people who live around Lake

Turkana, and the important archaeological site of Koobi Fora in September 2015.

H.E. Patrick Wamoto, H.E. PrasittipornWetprasit and Mrs. KannikarWongthongsiri cut the ribbon to open the

Exhibition, “Cradle of Mankind”.The „Cradle of Mankind‟ exhibition featured photographs depicting the lives of the

people that live around Lake Turkana, and the important archaeologic site of Koobi Fora.

Also the Mission in Bangkok, Thailand used National Day Celebrations to Promote

Kenyan Culture. Of significance is the Kenya at 50 celebrations during which the

Embassy invited performances on Kenyan Dance and Music from Kenyans living in

Thailand as well as Thai school children. The experience introduced Kenya and the

region to the young students.

Song and Dance are an important part of Kenyan Culture

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Thai School Children do a rendition of the Kenya National Anthem during the Kenya @50 celebrations

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2.2 Strengths, Weaknesses, Opportunity and Threats (SWOT) Analysis

During the preparation of this Strategy, a SWOT analysis for the Ministry was

undertaken to identify the major strengths, weaknesses, opportunities, and threats

to the Ministry‟s success. This is summarized in table 1.

Table 1: Summary of SWOT Analysis.

STRENGTHS WEAKNESSES

• Strong diplomatic presence and

representation in the various regions of the

world

• Competent human resource

• Foreign Service Institute

• Rich diplomatic experience in international

negotiations

• The UN offices in Gigiri, Nairobi bringing

together UN agencies

• Existence of Kenya Foreign Policy

• Existence of Kenya Diaspora Policy

• Global web Portal

• Limited awareness on diverse culture

• Inadequate human and financial resources

• Poor visibility of the Ministry nationally

• Failure to effectively apply/ use public

diplomacy

• Lack of clear policy framework

• Poor records management

• Foreign Language barrier

• Weak linkages and coordination with other

MDAs and County Governments

• Poor engagement between the diaspora

and the missions

OPPORTUNITIES THREATS

Unique cultures and heritage (game parks,

artefacts, sports, world heritage sites)

New structure of government and

expanded mandate

Constitution of Kenya which clearly defines

the national function of the Ministry

• Political goodwill

• Evolving strategic geo-political situation

• Large number of skilled Kenyans living

abroad

Evolving status of Nairobi as a hub of

multilateral diplomacy

• Technological advancement and use of the

new media

• Enhanced regional cooperation within the

Public Misconceptions

Inadequate resources

Weak legal framework

• Cyber crime

International and transnational Crime

(terrorism, piracy, money laundering,

human trafficking, copyright infringement)

• Regional instability

• Porous borders

Limited stakeholder knowledge on Kenya‟s

foreign policy

• Effects of global financial crisis

• Climate change and Global warming

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AU and EAC

• Transporting Kenyan cultural social and

cultural elements to Diaspora e.g Nyama

Choma Day

2.3 Stakeholders Analysis

The analysis of the Ministry‟s stakeholders captures both internal and external

groups including international bodies, the public, the private sector as well as Civil

Society Organizations.

Table 2 Stakeholder Analysis

Category Stakeholder Stakeholders’ expectation Ministry’s expectation

Internal MFA&IT Staff

and Kenya‟s

Diplomatic

Missions

Adequate facilitation

Conducive working

environment

• Effective communication

• Good governance

• Appreciation of their effort

• Relevant skills development

• Career advancement

• Commitment to work

• Patriotism

• Loyalty

• Good Performance

• Efficiency

• Feedback

• Cultural ambassadors

External MDAs Timely facilitation

Effective protocol services

Effective coordination of

sectoral activities

• Sharing of information

• Quality and timely services

Timely requests

Clear information

Active participation.

Identification of issues for

engagement.

Cooperation and

consultations.

External Diaspora Timely and efficient

delivery of services

Timely and efficient

consular services

Involvement

Timely response

Accessibility

Collaboration and support

Timely submission of

requests

Patriotism

Positive image

Participation

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Category Stakeholder Stakeholders’ expectation Ministry’s expectation

External Diplomatic

Community

Timely response to

correspondences (letters,

email and faxes)

Support in facilitating

enhancement of

diplomatic relations and

partnerships.

Effective and efficient

protocol services

• Timely response to

correspondences

• Support in facilitating

enhancement of diplomatic

relations and partnerships

• Respect for Kenya‟s

sovereignty , diversity and

culture

• Observance of necessary

treaties and protocols

External Development

Partners

• Genuine partnership

• Observance of rule of law

• Effective communication

• Mutual benefit

• Genuine partnership

• Observance of rule of law

• Effective communication

• Mutual benefit

External Media Receive timely information

Access to

facts/information

Clear release of

information

Factual and objective

reporting on Ministerial

affairs

External National

Assembly

Technical and professional

input in matters of

legislation

Efficient and accountable

utilization of allocated

funds

Coordinated linkages with

international legislative

bodies

Timely requests

• Approval of adequate

funding

• Enactment of relevant

legislation

Harmonization of national

laws with regional and

international laws

Genuine support

External County

Assembly

Active involvement and

consultations

Timely support

• Observance of rules and

regulations

• Observance of protocol

• Active collaboration

• Identification of various

cultures/sports/artefacts

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Category Stakeholder Stakeholders’ expectation Ministry’s expectation

External Private Sector • Relevant Information,

guidelines, policies, laws

• Facilitation in the

organization and

participation of

international fairs and

exhibitions

• Facilitate the

development of

necessary infrastructure

Economic support

• Attract investors

Mutual collaboration

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Chapter 3 : STRATEGIC DIRECTION

3.1 Ministry’s Mandate, Vision, Mission and Core Values

3.1.1 Ministry’s Mandate

The Ministry‟s mandate is derived from the Executive Order No. 2 of May 2013 which

assigns the Ministry of Foreign Affairs additional mandate of International Trade

Affairs and Trade Representative-Special Advisory/Negotiation Services.

The functions of the Ministry as envisaged in the Executive Order are: Management

of Kenya‟s Foreign Policy; Management of Bilateral and Multilateral Relations; Liaison

with International and Regional Organizations; Management of Kenya‟s Missions and

Embassies Abroad; Liaison with foreign Missions in Kenya; Ratification of Treaties,

Conventions and Agreements; Management of Diplomatic Privileges and Immunities;

Coordination of State and Official Visits; Handling of Protocol Matters; Provision of

Consular Services; Management of Joint Commissions and joint trade committees

with other Countries; Official Communications on Foreign Affairs and Global Images;

International Trade Affairs; Trade Representative – Special Advisory/negotiation

services; and Management of Kenya‟s Diaspora issues.

The Jubilee Government Manifesto envisages a strong Kenya for a more stable

Africa, and a responsible member of the international community playing its role in

promoting regional stability and upholding the rule of law. The Manifesto further

underlines the importance of Trade and progressive foreign policy as critical in

fostering innovation, opening up external markets, free trade, job creation and

promotion of sustainable development for economic growth. Similarly the Kenya

Vision 2030, the country‟s development blueprint contains the opportunities to be

harnessed and challenges to be overcome for Kenya to become a high income

country with high standards of living by the year 2030.

3.1.2 Vision Statement

A peaceful, prosperous and globally competitive Kenya.

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3.1.3 Mission Statement

To project, promote and protect Kenya‟s interests and image globally through

innovative diplomacy, and contribute towards a just, peaceful and equitable world.

3.1.4 Core Values

The Ministry will be guided by the following core values:

Customer focus: We shall treat our customers with courtesy, respect and

promptness.

• Patriotism: Our staff shall exercise loyalty and uphold allegiance to the Republic

of Kenya at all times.

• Team spirit: We shall promote teamwork to enhance service delivery. The

Ministry will further inculcate a sense of shared and collective responsibility for the

execution of its mandate.

• Professionalism: Our members of staff shall exercise high level of professional

competence and confidentiality in all their work.

• Ethics and Integrity: We will embrace transparency and accountability in all

operations of the Ministry.

• Equity and fairness: We shall promote justice, impartiality and diversity in all our dealings.

3.2 The Strategic Model

3.2.1Ministry Strategic Objectives and Strategies

The Ministry has formulated five strategic objectives to aid in the realization of the

Cultural Diplomacy Agenda. These are to:

1. Respect and recognize cultural diversity and heritage;

2. Promote cultural exchanges and partnerships;

3. Promote global intercultural dialogue;

4. Promote sports and art diplomacy by recognizing the role of Kenyan artists,

athletes and other sportsmen and women; and

5. Promote the recognition of Kiswahili as a continental and global language;

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3.2.2 Description of the Strategic Issues, Strategies and Strategic

objectives

Strategic Objective 1:To respect and recognize cultural diversity and heritage

This objective seeks to boost understanding and respect of Kenya‟s cultural diversity and heritage.

This objective will employ three strategies indicated below:-

Strategy Strategic Thrust

1. Enhance understanding of the

people of Kenya and their culture

This strategy will entail the following:

The Ministry of Sports, Culture and the Arts coming up

with a documented inventory of Kenya‟s cultural

heritage. This will make it easier for the Ministry to

identify artefacts which may be replicated for the

Missions for display.

Creation of awareness on the available mechanism of

protection of culture and cultural heritage both at the

Ministry Headquarters and in the Kenya Missions.

Use of Media to create understanding of our culture.

Appointing Cultural Ambassadors in all sectors

Building capacity on cultural management practices

2. Promote use of culture, arts and

sports as a tool for celebrating

national diversity and boost

diaspora cohesion

This strategy will focus on branding the missions by

providing/displaying Kenyan artefacts, films, paintings,

songs and have the same identity (mural/colour

scheme/same feel). Use of artefacts and other cultural

materials will be linked to all events which will positively

profile Kenya including the national days.

3. Strengthen the Kenyan cultural

identity and creativity

This will entail holding/participating in forums of cultural

expressions and to aggressively market cultural products. It

will also involve rewards for creativity and innovations in

the area of cultural development through the Ministry of

Sports, Culture and the Arts.

Strategic Objective 2: To Promote cultural exchanges and partnerships

This strategic objective aims to ensure promotion of Kenyan cultural exchanges and

partnerships both domestic and international.

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This objective will employ three strategies indicated below:-

Strategy Strategic Thrust

1 Strengthen bilateral and

multilateral relations through

Cultural Diplomacy

This strategy aims at highlighting the importance of

cultural diplomacy by attending and participating at

international Cultural Heritage meetings to:

Spearhead ratification of conventions that have

implications on cultural matters

Coordinate with National Museums, Ministry of

Sports, Culture and the Arts and Counties in

matters of International Cooperation in

implementation of 2005 Convention on Protection

of Diversity of Cultural Practices

Coordinate Kenya‟s participation at international

cultural fairs/festivals and meetings.

Collaborate with all stakeholders so as to have a

common position

2 Promote domestic and

international cultural exchanges

This strategy will involve special events and domestic

and international exchange visits. These special events

include The Tegla Lorupe Peace Race, Maulid Cultural

Festival, The Safari Rally, Lamu Cultural Festival, The

International Camel Derby Festival and other Cultural

events in Kenya

3. Promote Kenyan cultural

products

This strategy will entail attending and giving cultural

gifts like jewelries, textiles and carvings at international

conferences and events.

Strategic Objective 3: To Promote global intercultural dialogue

This strategic Objective aims at promoting cultural dialogue between Kenya and other countries

at global level through the following strategy:

Strategy Strategic Thrust

1 Enhance cultural contact with

other nations

This strategy entails:

Supporting Missions in their efforts to bring the

best sportsmen and women, artists, writers, and

other cultural icons to their audiences

Making use of events that the missions have

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already organized and building on them by

involving international participants: These events

are, but not limited to the following:

Tea/Coffee days

Kenyan food fairs/Drinks

Kenyan dance troupes such as ZumaZuma

(participants at „America‟s Got Talent‟ show) or

Bomas of Kenya

photo exhibitions

Mini marathons/Field events (photo

op/workshops)

Book exhibitions

Rugby/Volleyball matches (photo

op/accompanied by workshops)

Art exhibitions/Competitions

Tree planting exercises/Flower exhibitions

Kenya movie/film day would be interesting

additions once the industry is developed

Kenyan Cultural weeks

Nyama Choma Days

Strategic Objective 4: To Promote sports and art diplomacy by recognizing the

role of Kenyan artists, athletes and other sportsmen and women

This strategic objective aims to promote Kenya‟s sports and Arts in the international world.

It employs two strategies:

Strategy Strategic thrust

1 Enhance participation of Kenyan

artists, athletes and other

sportsmen and women

regionally and internationally

This strategy seeks to enhance participation of Kenyan

artists, athletes and other sportsmen and women by

supporting Kenyan national teams in mini marathons in

countries which do not excel in these areas.

It will also involve hosting a workshop and negotiating

with countries which host major marathons to have a

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Kenyan booth (serving Kenyan coffee and tea, and give

gifts at such events).

Finally, the missions could also host an after-cultural-event

with the athletes abroad as a way of uplifting their morale

to continue participating in those events.

2. Strengthen partnerships in

Culture, Sports and Arts

This strategy seeks to hold periodic meetings with

stakeholders to create synergy and consensus in culture,

sports and arts.

Partner with other State organs charged with matters

pertaining to culture e.g UNESCO

Strategic Objective 5: To Promote the recognition of Kiswahili as a continental

and global language

This strategic objective aims at promoting the use of Swahili globally as an important tool of

Kenya‟s diplomacy.

This objective will employ two strategies as indicated below:-

Strategy Strategic Thrust

1. Enhance cooperation on learning

institutions

This strategy aims at investigating possibilities

of establishing Kiswahili Institutions abroad and

linking Kenyan Kiswahili language learning

institutions to reputable institutions abroad.

2. Enhance training programmes at FSI This strategy seeks to establish Kiswahili

learning programmes at the FSI with possible

extension to the Missions

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Chapter 4 COORDINATION FRAMEWORK

The successful implementation of this Cultural Diplomacy Strategy will require full

involvement, effort, commitment and leadership from the Staff of the Ministry of

Foreign Affairs and International Trade including the Missions and all the

stakeholders. Adequate availability of resources is critical to realization of the

strategic objectives set out in this Strategic document and hence, the Ministry will

ensure that resources are mobilized and utilized with efficiency and effectiveness.

4.1 Departments & Missions

The implementation of this Strategy will be coordinated across all the Ministerial

Departments in the four Directorates namely: Political and Diplomatic Affairs,

Protocol, Economic and International Trade, Administration and the Office of the

Political & Diplomatic Secretary which is the central coordinating Department

through provision of foreign policy guidance and technical advice. The Kenya

Missions will play a critical role in ensuring that this Strategy is successfully

implemented. The overall management will be coordinated from the offices of the

Cabinet Secretary and that of the Principal Secretary.

4.2 Cultural Ambassadors

The Ministry will appoint Cultural Ambassadors at Presidential level who will to inter-

alia execute the following mandate:

i. To build on the comparative advantage of the existing “Kenyan brand” in

enhancing Kenya‟s competitive edge for purposes of promoting national

cohesion, national development and posterity.

ii. To propel Kenya‟s national image by increasing her Appeal and Visibility so

that the country is better known, and more people in the world are aware of

Kenya‟s positive aspects.

iii. To project strongly with clear and consistent messages about the values and

aspirations of the Kenyan people: unity and prestige; peace and stability;

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freedom and liberty; justice and equity; pursuit of wellbeing and prosperity;

Harambee spirit (pulling together); and celebration of diversity.

iv. To promote the core principles those guide the conduct of Kenya‟s

international relations: peaceful co-existence with neighbours; resolution of

conflicts by peaceful means; equality and sovereignty of all States; non-

alignment in international affairs; rule-based international system; and justice

and equity in the conduct of international relations.

v. To develop projects that will catapult the five interlinked pillars of Kenya‟s

diplomacy

4.3 County Governments

The Ministry will work closely with the Counties through the established Liaison,

Parliamentary and County Services Department which provides the link between the

Ministry and County Governments and Parliament. This Ministry will therefore

develop a framework of engagement to promote partnership and collaboration with

County Governments.

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Chapter 5 IMPLEMENTATION, MONITORING,

EVALUATION AND REPORTING

6.1 Monitoring, Evaluation and Reporting

An effective Monitoring and Evaluation system is critical for successful

implementation of this Cultural Diplomacy Strategy. Putting this into consideration,

and to ensure efficient and effective implementation of the Strategy, the Ministry of

Foreign Affairs and International Trade will develop a monitoring and evaluation

framework with clear key performance indicators to be monitored. The information

generated will be used to check whether or not the strategic objectives and targets

are on course and if there is need for adjustment to correct any inconsistencies.

The Monitoring process will entail identification of key output/outcome indicators for

the strategic objectives and ongoing collection and analysis of data on these

indicators both at headquarters and Kenya Missions.

At the end of the three years, this document will be subjected to an end term review

through a participatory process with the aim of assessing whether the Ministry would

have attained all its targets as set out in the Strategy and identify the shortcomings.

The findings will inform the next Strategy development.

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