This document outlines Kenya's plan to develop its manufacturing sector as part of its Vision 2030 initiative. It establishes project delivery teams to oversee flagship projects like special economic zones and industrial parks. The Special Economic Zones and Industrial Parks Delivery Team is responsible for establishing special economic zones, industrial parks, and supporting small and medium enterprises. Its work involves coordinating land identification and site planning, marketing sites, and mobilizing resources for development. The document explains the roles of various government ministries and organizations in supporting the manufacturing sector goals.
This document is the annual report of the Government of India's Ministry of Commerce and Industry for 2020-21. It outlines the role, functions, and activities of the Department for Promotion of Industry and Internal Trade (DPIIT). Key points include that DPIIT promotes industrial development in India, facilitates foreign investment and trade, and administers various laws related to intellectual property, commerce, and industry. Major initiatives mentioned are Make in India, which aims to make India a global manufacturing hub, and Ease of Doing Business, to improve the business regulatory environment. The report also provides details on schemes, sectors, and organizations under the purview of DPIIT.
2013 nawic R7 Strategic plan presentationBecky Richter
The National Association of Women in Construction (NAWIC) was founded in 1953 by 16 women in Fort Worth, Texas who wanted to create a support system for women in the construction industry. NAWIC now has over 135 chapters across the US and abroad. The organization aims to enhance the success of women in construction through networking opportunities, educational programs, and promoting greater representation of women in the industry. Employers that support their female employees' involvement in NAWIC can benefit from improved workplace satisfaction, access to new resources and ideas, and a more confident and well-trained workforce.
International Maritime Business Program at Massachusetts Maritime Academy - O...Paul Szwed
The document provides biographies of several professors in the International Maritime Business Department at the United States Merchant Marine Academy. It summarizes their educational and professional backgrounds. It also outlines the program offerings and opportunities available to IMB cadets, including required internships, international study programs, industry conferences, and high post-graduation employment rates and salaries.
El documento resume la ideología peronista. Propone una "tercera posición" que no es capitalista ni socialista, sino que busca la armonía entre clases a través de un Estado que actúa como árbitro. Las ideas fuerza son la justicia social, la soberanía política y la independencia económica. El peronismo también promovió los derechos sociales, el desarrollo industrial y mejoras para los sindicatos y trabajadores durante sus gobiernos.
This document is the annual report of the Government of India's Ministry of Commerce and Industry for 2020-21. It outlines the role, functions, and activities of the Department for Promotion of Industry and Internal Trade (DPIIT). Key points include that DPIIT promotes industrial development in India, facilitates foreign investment and trade, and administers various laws related to intellectual property, commerce, and industry. Major initiatives mentioned are Make in India, which aims to make India a global manufacturing hub, and Ease of Doing Business, to improve the business regulatory environment. The report also provides details on schemes, sectors, and organizations under the purview of DPIIT.
2013 nawic R7 Strategic plan presentationBecky Richter
The National Association of Women in Construction (NAWIC) was founded in 1953 by 16 women in Fort Worth, Texas who wanted to create a support system for women in the construction industry. NAWIC now has over 135 chapters across the US and abroad. The organization aims to enhance the success of women in construction through networking opportunities, educational programs, and promoting greater representation of women in the industry. Employers that support their female employees' involvement in NAWIC can benefit from improved workplace satisfaction, access to new resources and ideas, and a more confident and well-trained workforce.
International Maritime Business Program at Massachusetts Maritime Academy - O...Paul Szwed
The document provides biographies of several professors in the International Maritime Business Department at the United States Merchant Marine Academy. It summarizes their educational and professional backgrounds. It also outlines the program offerings and opportunities available to IMB cadets, including required internships, international study programs, industry conferences, and high post-graduation employment rates and salaries.
El documento resume la ideología peronista. Propone una "tercera posición" que no es capitalista ni socialista, sino que busca la armonía entre clases a través de un Estado que actúa como árbitro. Las ideas fuerza son la justicia social, la soberanía política y la independencia económica. El peronismo también promovió los derechos sociales, el desarrollo industrial y mejoras para los sindicatos y trabajadores durante sus gobiernos.
The document discusses Kenya's draft cluster policy and efforts to develop industry clusters. It provides context on clusters and their economic benefits. Key points include:
- Kenya recognizes clusters as important for competitiveness and has selected 20 priority clusters for development, creating action plans for 6.
- The policy aims to spur workforce and skills development, increase exports, improve productivity and competitiveness.
- Implementation has begun for the inland fisheries, beef and cashew clusters, with facilitator training.
- Challenges include funding, private sector participation, and mainstreaming clusters in ministry plans. Vision 2030 also supports developing special economic clusters.
- Justification for the policy is that clusters help identify market failures
The document discusses abrasive personalities and how to deal with them. It begins by defining an abrasive personality and listing both positive traits like being perfectionist and responsible, and negative traits like impatience and being self-centered. It then discusses how abrasive personalities can negatively impact employee satisfaction, morale and productivity. The document presents a case study of an abrasive VP and the dilemma of whether to promote him. It provides techniques for dealing with abrasive personalities by addressing problematic behaviors respectfully and directly. It concludes by emphasizing the need for patience and for helping abrasive individuals understand the consequences of their actions.
The document discusses the roles and responsibilities of a cluster facilitator for the Kisumu garment making cluster in Kenya. It outlines that a cluster facilitator should have knowledge of the cluster's industry and network, act neutrally to promote collaboration between members, and facilitate technical and legal support. The facilitator also coordinates partnerships, promotes international networking, helps members access funding, and motivates cooperation to increase competitiveness. The document then provides an overview of trained cluster facilitators in Kisumu who can take on the facilitator role.
Massachusetts Maritime Academy International Maritime Business Assessment Ove...Paul Szwed
This document summarizes outcomes assessment data from the IMB Department at a university. It includes metrics on student learning outcomes, operations, and finances from 2007-2014. Key findings are high and increasing student enrollment, graduation rates over 75%, placement rates over 50%, and starting salaries over $50k. It also outlines assessment of student cognition, attitudes, and behaviors related to learning goals in business, maritime practices, analytics, and more. Faculties are well qualified and participate in professional development. Overall results meet standards for accreditation.
International Maritime Business at Massachusetts Maritime Academy - Program D...Paul Szwed
This slideshow provide some information about our IMB program, including the curriculum, program features, the learning outcomes, and our assessment system for measuring student learning.
From Concept to Completion: Tips for Designing Great ContentVicke Cheung
Presentation for BrightonSEO with tips on designing great pieces of content from a designer's perspective. This covers the stages of the creative process and gives an overview on key design elements, along with actionable tips throughout.
Designing Creative Content: How visualising data helps us seeVicke Cheung
The feeling you get from finally coming up with a workable idea is one of lightness and relief. That is, until you realise that’s just half the battle; the arduous journey of deciding on an execution still lies ahead. This is as much about what story you want to tell, as it is about visual design.
This presentation delves behind the scenes of actual case studies and projects with a particular focus on answering the why, what, and how of data visualisation.
This document provides a strategy paper for the Department of Commerce outlining their vision, mission, objectives and functions. It assesses India's export situation by analyzing external factors like global economic conditions and competition from China. It also does a SWOT analysis of India's exports. The strategy proposes projections for doubling India's exports and share in global trade by 2014 and 2020. It outlines focusing on increasing exports in non-traditional sectors like engineering goods, chemicals and agro-products while also diversifying markets and products to move beyond traditional strengths and break into new growth areas.
There are two main types of institutions that provide support to small scale industries (SSI) in India - state level institutions and central government institutions. State level institutions include State Directorates of Industries, State Small Scale Industries Development Corporations, District Industries Centers, State Finance Corporations, and Technical Consultancy Organizations. Central government institutions that support SSI include the Department of Small Scale Industries, Small Scale Industries Board, Small Industries Development Organisation, National Small Industries Corporation, Industrial Credit and Investment Corporation of India, and Industrial Finance Corporation of India. These institutions provide various services like financing, training, marketing assistance, infrastructure development, and policy guidance to small businesses.
This document summarizes the Horizon 2020 Work Programme for 2014-2015 regarding support for innovation in SMEs. It outlines the dedicated SME instrument, which provides funding for SMEs in three phases - feasibility studies, innovation projects, and additional indirect support and services. The SME instrument aims to support high-risk, high-potential innovation by SMEs across various societal challenge and industrial technology areas. It is expected to enhance SME profitability and growth, increase private investment in innovation, and boost the market impact of innovative solutions. The document provides details on the scope, expected impact, and funding conditions for participating in the SME instrument.
This document summarizes the roles and functions of several Indian organizations that support small businesses and industries:
- Small Industries Services Institutes (SISIs) provide consultancy, training, and assistance to small businesses across India.
- The Khadi and Village Industries Commission (KVIC) plans and promotes programs for rural industries, helping to supply raw materials and create employment.
- The Directorate General of Foreign Trade (DGFT) executes India's import and export policies and promotes trade through regional offices.
- The Small Industries Development Bank of India (SIDBI) is the primary financial institution supporting micro, small and medium enterprises through loans, refinancing, and other financial services.
Integrated Strategy on the Development and Promotion of Co-operatives Dr Lendy Spires
Cabinet resolved that the mandate for the development and promotion of co- operatives be transferred from the Department of Agriculture to the Department of Trade and Industry (the dti), to ensure that co-operatives are given recognition and allowed to flourish in all sectors of the economy. Consequently, the dti has continued to play a leadership role in promoting co-operatives and co-ordinating all efforts pertaining to co- operatives development in South Africa. This also applies to the implementation of the dti Integrated Strategy on the Development and Promotion of Co-operatives (hereinafter referred to as ‘the Strategy’), in relation to all other stakeholders at the national, provincial and local levels. The Strategy is evidence of government’s continued commitment to the promotion of co- operatives over the next ten years, i.e. 2012 – 2022. It sets out an implementation framework for the Co-operatives Development Policy of 2004 and the Co-operatives Act, No. 14 of 2005, as amended. It also ensures that government, through the utilisation of various partnership models, engages in joint initiatives with all relevant stakeholders, in an effort to holistically promote strong, viable, self-reliant, autonomous and self sustaining the co-operatives movement in the country. The strategy targets both existing and emerging co-operatives, covering the following market segments: survivalist, micro and small to medium co-operatives. The Strategy is the result of an extensive consultation process with all relevant stakeholders, both within and outside of government. The key stakeholders consulted include all spheres of government (i.e. national, provincial and local levels of government); the co-operatives movement, organised labour and international organisations; Non-Governmental Organisations (NGOs); Community-Based Organisations (CBOs), youth organisations, disabled persons and women’s rights organisations, local communities; as well as business and National Economic Development and Labour Council (NEDLAC) constituencies. Government and other NEDLAC constituencies also embarked on an international study tour to various countries, the results of which have informed the Strategy.
The document provides revised guidelines for the Scheme of Fund for Regeneration of Traditional Industries (SFURTI). Key points include:
- The objectives of SFURTI are to organize traditional artisans into collectives, provide support for sustainability, employment, marketing, skills training, and infrastructure.
- Interventions include soft components like skills training, hard components like common facility centers, and thematic components like branding and e-commerce.
- Institutional arrangements include a Scheme Steering Committee chaired by the MSME Secretary for approval of cluster proposals, and Nodal Agencies for implementation through Technical Agencies and Special Purpose Vehicles.
- Detailed guidelines are provided for submission and approval of cluster proposals
This document provides an overview of the role and functions of the Department for Promotion of Industry and Internal Trade (DPIIT) in India. Key highlights include:
1) DPIIT is responsible for determining industrial policy and promoting industrial development in India. It handles matters related to FDI, IPR, ease of doing business, startups, and internal trade.
2) DPIIT administers various acts related to industries, IPR, and commerce. It also promotes specific industrial sectors and development schemes.
3) Important initiatives of DPIIT include Make in India, Project Monitoring Group, Invest India, and policies to promote public procurement and local manufacturing.
4) DPIIT
This document provides an executive summary of recommendations for promoting growth of the Micro, Small and Medium Enterprises (MSME) sector in India during the 12th Five Year Plan (2012-2017). It discusses the background and importance of the MSME sector as well as related sectors like Khadi, Village Industries and Coir. It outlines the process undertaken by the Working Group to study issues and formulate recommendations, including constituting 11 sub-groups. The key recommendations focus on six major verticals to promote MSME growth: Credit & Finance, Technology, Infrastructure, Marketing & Procurement, Skill Development & Training, and Institutional Structure. Separate recommendations are also provided for the Khadi & Village Industries and Coir
This document outlines various industrial policy resolutions in India that aimed to support small scale industries (SSIs). It discusses policies from 1948 to 2004, highlighting key objectives and initiatives to promote SSIs such as reserving industries for small production, fiscal incentives, credit support, infrastructure development and technology upgrades. The policies aimed to encourage the decentralized growth of SSIs while integrating them with the large industry sector through measures like preferential procurement and marketing support.
Silicon Photonics Market – Global and Regional AnalysisBIS Research Inc.
This document provides an analysis of the global silicon photonics market from 2020 to 2025. It discusses key trends, the supply chain, ecosystem players, business drivers and challenges, applications such as data communication and telecommunication, product types including optical transceivers and cables, demand by region, and profiles major countries and companies. The analysis is based on in-depth research and provides market intelligence on the silicon photonics industry.
Silicon Photonics Market - Global Market Report, Analysis & TrendsBIS Research Inc.
The global silicon photonics market accounted for $520.0 million in 2019 and is expected to reach $3.07 billion by 2025. The market is anticipated to grow at a CAGR of 33.95% during the forecast period 2020 to 2025.
View BIS Research Report: https://bisresearch.com/industry-report/silicon-photonics-market.html
This document provides a draft national policy for micro, small and medium enterprises (MSMEs) in India. It was prepared by the Indian Institute of Public Administration and submitted to the Ministry of Micro, Small and Medium Enterprises. The draft policy aims to address issues facing MSMEs, strengthen the sector, and achieve objectives of economic development and recovery from the impacts of COVID-19. It covers the background of MSMEs in India, feedback from past committees, international best practices, recent government initiatives, and the need for a comprehensive national policy framework. The draft policy outlines a vision, objectives, and proposed action areas to promote MSME competitiveness, access to finance and markets, technology upgrades, and an improved regulatory environment
The document discusses Kenya's draft cluster policy and efforts to develop industry clusters. It provides context on clusters and their economic benefits. Key points include:
- Kenya recognizes clusters as important for competitiveness and has selected 20 priority clusters for development, creating action plans for 6.
- The policy aims to spur workforce and skills development, increase exports, improve productivity and competitiveness.
- Implementation has begun for the inland fisheries, beef and cashew clusters, with facilitator training.
- Challenges include funding, private sector participation, and mainstreaming clusters in ministry plans. Vision 2030 also supports developing special economic clusters.
- Justification for the policy is that clusters help identify market failures
The document discusses abrasive personalities and how to deal with them. It begins by defining an abrasive personality and listing both positive traits like being perfectionist and responsible, and negative traits like impatience and being self-centered. It then discusses how abrasive personalities can negatively impact employee satisfaction, morale and productivity. The document presents a case study of an abrasive VP and the dilemma of whether to promote him. It provides techniques for dealing with abrasive personalities by addressing problematic behaviors respectfully and directly. It concludes by emphasizing the need for patience and for helping abrasive individuals understand the consequences of their actions.
The document discusses the roles and responsibilities of a cluster facilitator for the Kisumu garment making cluster in Kenya. It outlines that a cluster facilitator should have knowledge of the cluster's industry and network, act neutrally to promote collaboration between members, and facilitate technical and legal support. The facilitator also coordinates partnerships, promotes international networking, helps members access funding, and motivates cooperation to increase competitiveness. The document then provides an overview of trained cluster facilitators in Kisumu who can take on the facilitator role.
Massachusetts Maritime Academy International Maritime Business Assessment Ove...Paul Szwed
This document summarizes outcomes assessment data from the IMB Department at a university. It includes metrics on student learning outcomes, operations, and finances from 2007-2014. Key findings are high and increasing student enrollment, graduation rates over 75%, placement rates over 50%, and starting salaries over $50k. It also outlines assessment of student cognition, attitudes, and behaviors related to learning goals in business, maritime practices, analytics, and more. Faculties are well qualified and participate in professional development. Overall results meet standards for accreditation.
International Maritime Business at Massachusetts Maritime Academy - Program D...Paul Szwed
This slideshow provide some information about our IMB program, including the curriculum, program features, the learning outcomes, and our assessment system for measuring student learning.
From Concept to Completion: Tips for Designing Great ContentVicke Cheung
Presentation for BrightonSEO with tips on designing great pieces of content from a designer's perspective. This covers the stages of the creative process and gives an overview on key design elements, along with actionable tips throughout.
Designing Creative Content: How visualising data helps us seeVicke Cheung
The feeling you get from finally coming up with a workable idea is one of lightness and relief. That is, until you realise that’s just half the battle; the arduous journey of deciding on an execution still lies ahead. This is as much about what story you want to tell, as it is about visual design.
This presentation delves behind the scenes of actual case studies and projects with a particular focus on answering the why, what, and how of data visualisation.
This document provides a strategy paper for the Department of Commerce outlining their vision, mission, objectives and functions. It assesses India's export situation by analyzing external factors like global economic conditions and competition from China. It also does a SWOT analysis of India's exports. The strategy proposes projections for doubling India's exports and share in global trade by 2014 and 2020. It outlines focusing on increasing exports in non-traditional sectors like engineering goods, chemicals and agro-products while also diversifying markets and products to move beyond traditional strengths and break into new growth areas.
There are two main types of institutions that provide support to small scale industries (SSI) in India - state level institutions and central government institutions. State level institutions include State Directorates of Industries, State Small Scale Industries Development Corporations, District Industries Centers, State Finance Corporations, and Technical Consultancy Organizations. Central government institutions that support SSI include the Department of Small Scale Industries, Small Scale Industries Board, Small Industries Development Organisation, National Small Industries Corporation, Industrial Credit and Investment Corporation of India, and Industrial Finance Corporation of India. These institutions provide various services like financing, training, marketing assistance, infrastructure development, and policy guidance to small businesses.
This document summarizes the Horizon 2020 Work Programme for 2014-2015 regarding support for innovation in SMEs. It outlines the dedicated SME instrument, which provides funding for SMEs in three phases - feasibility studies, innovation projects, and additional indirect support and services. The SME instrument aims to support high-risk, high-potential innovation by SMEs across various societal challenge and industrial technology areas. It is expected to enhance SME profitability and growth, increase private investment in innovation, and boost the market impact of innovative solutions. The document provides details on the scope, expected impact, and funding conditions for participating in the SME instrument.
This document summarizes the roles and functions of several Indian organizations that support small businesses and industries:
- Small Industries Services Institutes (SISIs) provide consultancy, training, and assistance to small businesses across India.
- The Khadi and Village Industries Commission (KVIC) plans and promotes programs for rural industries, helping to supply raw materials and create employment.
- The Directorate General of Foreign Trade (DGFT) executes India's import and export policies and promotes trade through regional offices.
- The Small Industries Development Bank of India (SIDBI) is the primary financial institution supporting micro, small and medium enterprises through loans, refinancing, and other financial services.
Integrated Strategy on the Development and Promotion of Co-operatives Dr Lendy Spires
Cabinet resolved that the mandate for the development and promotion of co- operatives be transferred from the Department of Agriculture to the Department of Trade and Industry (the dti), to ensure that co-operatives are given recognition and allowed to flourish in all sectors of the economy. Consequently, the dti has continued to play a leadership role in promoting co-operatives and co-ordinating all efforts pertaining to co- operatives development in South Africa. This also applies to the implementation of the dti Integrated Strategy on the Development and Promotion of Co-operatives (hereinafter referred to as ‘the Strategy’), in relation to all other stakeholders at the national, provincial and local levels. The Strategy is evidence of government’s continued commitment to the promotion of co- operatives over the next ten years, i.e. 2012 – 2022. It sets out an implementation framework for the Co-operatives Development Policy of 2004 and the Co-operatives Act, No. 14 of 2005, as amended. It also ensures that government, through the utilisation of various partnership models, engages in joint initiatives with all relevant stakeholders, in an effort to holistically promote strong, viable, self-reliant, autonomous and self sustaining the co-operatives movement in the country. The strategy targets both existing and emerging co-operatives, covering the following market segments: survivalist, micro and small to medium co-operatives. The Strategy is the result of an extensive consultation process with all relevant stakeholders, both within and outside of government. The key stakeholders consulted include all spheres of government (i.e. national, provincial and local levels of government); the co-operatives movement, organised labour and international organisations; Non-Governmental Organisations (NGOs); Community-Based Organisations (CBOs), youth organisations, disabled persons and women’s rights organisations, local communities; as well as business and National Economic Development and Labour Council (NEDLAC) constituencies. Government and other NEDLAC constituencies also embarked on an international study tour to various countries, the results of which have informed the Strategy.
The document provides revised guidelines for the Scheme of Fund for Regeneration of Traditional Industries (SFURTI). Key points include:
- The objectives of SFURTI are to organize traditional artisans into collectives, provide support for sustainability, employment, marketing, skills training, and infrastructure.
- Interventions include soft components like skills training, hard components like common facility centers, and thematic components like branding and e-commerce.
- Institutional arrangements include a Scheme Steering Committee chaired by the MSME Secretary for approval of cluster proposals, and Nodal Agencies for implementation through Technical Agencies and Special Purpose Vehicles.
- Detailed guidelines are provided for submission and approval of cluster proposals
This document provides an overview of the role and functions of the Department for Promotion of Industry and Internal Trade (DPIIT) in India. Key highlights include:
1) DPIIT is responsible for determining industrial policy and promoting industrial development in India. It handles matters related to FDI, IPR, ease of doing business, startups, and internal trade.
2) DPIIT administers various acts related to industries, IPR, and commerce. It also promotes specific industrial sectors and development schemes.
3) Important initiatives of DPIIT include Make in India, Project Monitoring Group, Invest India, and policies to promote public procurement and local manufacturing.
4) DPIIT
This document provides an executive summary of recommendations for promoting growth of the Micro, Small and Medium Enterprises (MSME) sector in India during the 12th Five Year Plan (2012-2017). It discusses the background and importance of the MSME sector as well as related sectors like Khadi, Village Industries and Coir. It outlines the process undertaken by the Working Group to study issues and formulate recommendations, including constituting 11 sub-groups. The key recommendations focus on six major verticals to promote MSME growth: Credit & Finance, Technology, Infrastructure, Marketing & Procurement, Skill Development & Training, and Institutional Structure. Separate recommendations are also provided for the Khadi & Village Industries and Coir
This document outlines various industrial policy resolutions in India that aimed to support small scale industries (SSIs). It discusses policies from 1948 to 2004, highlighting key objectives and initiatives to promote SSIs such as reserving industries for small production, fiscal incentives, credit support, infrastructure development and technology upgrades. The policies aimed to encourage the decentralized growth of SSIs while integrating them with the large industry sector through measures like preferential procurement and marketing support.
Silicon Photonics Market – Global and Regional AnalysisBIS Research Inc.
This document provides an analysis of the global silicon photonics market from 2020 to 2025. It discusses key trends, the supply chain, ecosystem players, business drivers and challenges, applications such as data communication and telecommunication, product types including optical transceivers and cables, demand by region, and profiles major countries and companies. The analysis is based on in-depth research and provides market intelligence on the silicon photonics industry.
Silicon Photonics Market - Global Market Report, Analysis & TrendsBIS Research Inc.
The global silicon photonics market accounted for $520.0 million in 2019 and is expected to reach $3.07 billion by 2025. The market is anticipated to grow at a CAGR of 33.95% during the forecast period 2020 to 2025.
View BIS Research Report: https://bisresearch.com/industry-report/silicon-photonics-market.html
This document provides a draft national policy for micro, small and medium enterprises (MSMEs) in India. It was prepared by the Indian Institute of Public Administration and submitted to the Ministry of Micro, Small and Medium Enterprises. The draft policy aims to address issues facing MSMEs, strengthen the sector, and achieve objectives of economic development and recovery from the impacts of COVID-19. It covers the background of MSMEs in India, feedback from past committees, international best practices, recent government initiatives, and the need for a comprehensive national policy framework. The draft policy outlines a vision, objectives, and proposed action areas to promote MSME competitiveness, access to finance and markets, technology upgrades, and an improved regulatory environment
This annual report from the Government of India's Ministry of Micro, Small and Medium Enterprises provides an overview of the ministry and the MSME sector in India. Key points include:
- The MSME sector is an important part of the Indian economy, generating employment and entrepreneurship.
- The ministry works to promote growth of MSMEs through various schemes and support programs.
- Statutory bodies like KVIC, Coir Board, NSIC, and research institutes work under the ministry.
- The report details the ministry's structure, role, schemes, initiatives for vulnerable groups, and general administration topics.
This annual report provides an overview of the Ministry of Micro, Small and Medium Enterprises in India for the fiscal year 2022-23. The report discusses the role and mandate of the Ministry in promoting the growth of MSMEs. It describes the organizational structure of the Ministry and its subordinate bodies like the Khadi and Village Industries Commission, Coir Board, and others. It also summarizes the schemes and programs run by the Ministry to support MSMEs and sections like women, disabled people and those in remote northeast regions. The report concludes with sections on statutory obligations of the Ministry around official language, vigilance, and right to information.
The Indian IT industry has grown steadily over the past few decades and is now a major global player. It has evolved in 4 phases from a focus on software exports to the establishment of global delivery centers. The key segments are software, IT services, and IT-enabled services. Major Indian cities have emerged as IT hubs, attracting global companies with skilled labor. The industry faces opportunities in new technologies and markets but also threats from rising wages and competition.
The document summarizes Assam's 1997 Industrial Policy, which was formulated based on previous policies from 1982, 1986, and 1991. The goal of the 1997 policy was to maximize utilization of local resources, offer competitive advantages to investors, ensure incentives are utilized, and give special attention to developing skills, women entrepreneurs, employment, food processing, exports, rural sectors, underdeveloped areas, sick units, small businesses, and establishing large industries. The policy outlines measures to achieve these goals, such as improving infrastructure, incentives, obtaining central government funding, setting up an industrial network, interacting with resource and industrial sectors, and ensuring assistance for local entrepreneurs.
Cognitive Market Research provides detailed analysis of Industrial PROFINET Micro Applications in our recently published report titled, "Industrial PROFINET Micro Applications 2021" The market study focuses on industry dynamics including driving factors to provide the key elements fueling the current market growth. The report also identifies restraints and opportunities to identify high growth segments involved in the Industrial PROFINET Micro Applications market. Key industrial factors such as macroeconomic and microeconomic factors are studied in detail with help of PESTEL analysis in order to have a holistic view of factors impacting Industrial PROFINET Micro Applications market growth across the globe. Market growth is forecasted with the help of complex algorithms such as regression analysis, sentiment analysis of end-users, etc. #IndustrialPROFINETMicroApplicationsReport #IndustrialPROFINETMicroApplicationsMarketForecast #IndustrialPROFINETMicroApplicationsMarketStatus #IndustrialPROFINETMicroApplicationsMarket2021
https://www.cognitivemarketresearch.com/industrial-profinet-market-report
The document discusses the growth and development of Micro, Small, and Medium Enterprises (MSMEs) in India. It outlines the government policies that promote MSMEs, including reservations, credit support, fiscal incentives, and infrastructure development. MSMEs contribute significantly to India's economy, accounting for over 30% of GDP, 45% of manufacturing output, 40% of exports, and employment of over 30 million people. The Micro, Small and Medium Enterprises Development Act of 2006 aims to support MSMEs through registration, credit policies, and payment realization. The government provides various schemes to boost MSMEs, such as credit guarantee funds, technology upgradation subsidies, marketing assistance, cluster development, and entrepreneurship programs
1. Vision 2030 Delivery Secretariat, Manufacturing Sector Page 1
MINISTRY OF INDUSTRIALIZATION AND ENTERPRISE DEVELOPMENT
MANAGEMENT AND MONITRORING FRAMEWORK
FOR MANUFACTURING SECTOR FLAGSHIP
PROJECTS
By
VISION 2030 DELIVERY SECRETARIAT,
MANUFACTURING SECTOR
November 2014
2. Vision 2030 Delivery Secretariat, Manufacturing Sector Page 2
Table of Contents
1. ROLE OF THE MANUFACTURING SECTOR ........................................................................... 3
2. FUNCTIONS OF THE UNIT ......................................................................................................... 3
3. FLAGSHIP PROJECTS.................................................................................................................. 4
3.1 Flagship projects...................................................................................................................... 4
3.2 Other programs and projects: .................................................................................................. 4
3.3 Cross-cutting issues................................................................................................................. 5
4. PROJECT DELIVERY TEAMS (PDTs)........................................................................................ 5
4.1 Special Economic Zones and Industrial Parks Delivery Team ............................................... 5
4.1.1 Flagship Projects ............................................................................................................. 5
4.1.2 Delivery areas.................................................................................................................. 5
4.1.3 Cross-cutting issues......................................................................................................... 5
4.1.4 Membership..................................................................................................................... 6
4.2 Skills and Technology Development Delivery Team.............................................................. 6
4.2.1 Flagship Projects ............................................................................................................. 6
4.2.2 Delivery areas.................................................................................................................. 6
4.2.3 Cross-cutting issues......................................................................................................... 7
4.2.4 Membership..................................................................................................................... 7
4.3.2 Delivery areas.................................................................................................................. 8
4.3.3 Cross-cutting issues......................................................................................................... 8
4.3.4 Membership..................................................................................................................... 8
4.4.1 Delivery areas.................................................................................................................. 9
4.4.2 Membership..................................................................................................................... 9
5. INSTITUTIONAL STRUCTURE.......................................................................................................... 11
5.1 The rationale.......................................................................................................................... 11
5.2 Manufacturing Sector Steering Committee (MASSCOM) ................................................... 12
5.3 Sector Project Delivery Teams.............................................................................................. 13
5.4 Institutional Structure Overview ........................................................................................... 14
6. IMPLEMENTATION AND MONITORING FRAMEWORK.................................................................. 14
3. Vision 2030 Delivery Secretariat, Manufacturing Sector Page 3
1. ROLE OF THE MANUFACTURING SECTOR
The aim of Kenya’s Vision 2030 is to transform Kenya into “a newly-industrialising, middle
income country providing a high quality of life to all its citizens in a clean and secure
environment”. The Vision is anchored on three key pillars, namely Economic; Social; and
Political Governance. The economic pillar aims to achieve an economic growth rate of 10 per
cent per annum and sustaining the same till 2030.
Under the Economic Pillar of the Vision, manufacturing is one of the key sectors expected to
deliver the targeted 10 per cent economic growth rate per annum, by increasing and sustaining
its contribution to the Gross Domestic Product (GDP) by at least 10 per cent per annum.
Manufacturing Sector is crucial in transformation and development of the economy into a
newly industrializing country. The sector’s role in Vision 2030 is to support the country’s
social economic development agenda by creating jobs, generating wealth and attracting
Foreign Direct Investments (FDI). The role of the Ministry of Industrialization and Enterprise
Development is to spearhead the implementation of the flagship projects under the
Manufacturing Sector of Vision 2030.
2. FUNCTIONS OF THE UNIT
The Vision 2030 Manufacturing Sector Delivery Secretariat (MSDS) under the Ministry of
Industrialization and Enterprise is a coordinating unit for the effective implementation of the
flagship projects under manufacturing sector of Vision 2030. The MSDS is also part of the
institutional framework for the Kenya Vision 2030 Delivery Board which was established
vide Gazette Notice Number 1386 of 17th February 2009.
The specific functions of MSDS include:-
(i) Coordinating Ministries, Departments and Private Sector Institutions
(ii) Collaborating in the implementation of flagship projects in the sector work
plans from existing sector plans
(iii) Coordinating the development of sector work plans from existing sector plans
(iv) Facilitating quarterly meetings to review progress reports from the flagship
project delivery teams
4. Vision 2030 Delivery Secretariat, Manufacturing Sector Page 4
(v) Undertaking constant monitoring of the work and progress of the flagship
project delivery teams
(vi) Facilitating the manufacturing sector delivery secretariat to:
(a) Prioritize Vision 2030 flagship projects consultation with the Vision
Delivery Secretariat (VDS)
(b) Identify projects to be implemented under Private-Public Sector
Partnership (PPP)
(c) Undertake rapid actions necessary to remove implementation bottlenecks
(vii) Secretariat to the Manufacturing Sector Delivery Secretariat (MSDS)
(viii) Perform any other duties as assigned by the Manufacturing Sector Delivery
Secretariat; Cabinet Secretary and Principal Secretary of the Ministry of
Industrialization and Enterprise Development.
3. FLAGSHIP PROJECTS
3.1 Flagship projects
i. Establishment of Special Economic Zones (SEZs),
ii. Development of Small and Medium Enterprises(SMEs) and Industrial Parks
iii. Development of Industrial and manufacturing Clusters
iv. Development of Integrated Iron and Mini Steel Mills
v. Skills Development for Technical Human Resource for the manufacturing sector
vi. Transformation of Kenya Industrial Research and Development Institute (KIRDI)
vii. Branding and Marketing of Kenyan MSME products under 5K MSEs 2030
Programme)
3.2 Other programs and projects:
i. Value-addition improvement programme
ii. Development of a standards infrastructure
iii. Enhancement of local content in Government projects
iv. Energy provisions for the manufacturing sector
v. Focus on home-based Value Addition
vi. Natural Products Initiatives- Promotion of investment in creation of capacity for
value addition
vii. Cooperatives Development
5. Vision 2030 Delivery Secretariat, Manufacturing Sector Page 5
3.3 Cross-cutting issues
i. Availability of industrial land for the projects
ii. Collaboration between the National and County Governments to ensure success in
the implementation of flagship projects.
iii. Access to affordable financial services for the projects
iv. Market Access for manufactured products
v. Counterfeit, dumping and substandard goods
vi. Enabling business environment
vii. Physical infrastructure and logistics
viii. Innovation and technology development
ix. Resource mobilization for the projects
x. Impacts of climate change and adaptation and mitigation measures
4. PROJECT DELIVERY TEAMS (PDTs)
4.1 Special Economic Zones and Industrial Parks Delivery Team
4.1.1 Flagship Projects
The Delivery Team will be responsible for two Flagship Projects, namely; establishment of
Special Economic Zones (SEZs) and development of Small and Medium Enterprises(SMEs)
and Industrial Parks.
4.1.2 Delivery areas
The specific delivery areas are:
Facilitating the establishment Special Economic Zones including Free Ports, Free
Trade Zones in Mombasa, Lamu and Kisumu
Facilitating the establishment of Industrial Parks, Small and Medium Enterprises
Parks, Science and Technology Parks, and Business Incubation Parks, etc
Coordinating identification of land and master planning of the sites
Coordination marketing of the sites
Resource mobilization for the development of the sites
4.1.3 Cross-cutting issues
The cross-cutting issues under this theme include availability of industrial land for the
projects; physical infrastructure and logistics, etc.
6. Vision 2030 Delivery Secretariat, Manufacturing Sector Page 6
4.1.4 Membership
The Special Economic Zones and Industrial Parks Delivery Team comprise:
i. Ministry of Industrialization and Enterprise Development (MOIED)
ii. The National Treasury (TNT)
iii. Ministry of Devolution and Planning (MODP)
iv. Ministry of Lands, Housing and Urban Development (MOLHUD)
v. Ministry of East African Affairs, Commerce and Tourism (MOEAACT)
vi. Ministry of Energy and Petroleum(MOEP)
vii. State Law Office (SLO)
viii. Kenya Ports Authority (KPA)
ix. Kenya Investment Authority (KENINVEST)
x. Export Processing Zones Authority(EPZA)
xi. Industrial and Commercial Development Corporation (ICDC)
xii. Kenya Industrial Estates (KIE)
xiii. Kenya Private Sector Alliance (KEPSA)
xiv. Kenya Association of Manufacturers (KAM)
xv. Kenya National Chamber of Commerce and Industry (KNCCI)
4.2 Skills and Technology Development Delivery Team
4.2.1 Flagship Projects
The Delivery Team will be responsible for three Flagship Projects namely; the Skills
Development for Technical Human Resource for the manufacturing sector; Transformation
of Kenya Industrial Research and Development Institute (KIRDI) ; Branding and Marketing
of Kenyan MSME products under 5K MSEs 2030 Programme).
4.2.2 Delivery areas
The specific delivery areas are:
i. Facilitating the training and quality of engineers, technicians, technologists and
craftsmen to meet the market requirements
ii. Development of Technical and Vocational Education and Training (TVET)
programs
7. Vision 2030 Delivery Secretariat, Manufacturing Sector Page 7
iii. Industry -Academia linkages in curriculum development, industrial attachments,
and collaboration in Research and Development
iv. Education, Health and Labour & Social Services
v. Identification of challenges and developing recommendations to remove
implementation bottlenecks
4.2.3 Cross-cutting issues
The cross-cutting issues under this theme include impacts of climate change and adaptation
and mitigation measures; innovation and technology development; market access for
manufactured products; and counterfeit, dumping and substandard goods, etc.
4.2.4 Membership
The Skills and Technology Development Delivery Team comprise:
xvi. Ministry of Industrialization and Enterprise Development (MOIED);
xvii. The National Treasury (TNT);
xviii. Ministry of Education Science and Technology (MOEST);
xix. Ministry of Labour Social Security and Services (MOLSSS);
xx. Ministry of Health (MOH);
xxi. Ministry of Devolution and Planning (MODP);
xxii. Technical and Vocational Education and Training Authority(TVETA)
xxiii. Kenya Industrial Research and Development Institute (KIRDI)
xxiv. Kenya Bureau of Standards (KEBS)
xxv. Kenya Industrial Estates (KIE)
xxvi. Kenya Industrial Property Institute (KIPI)
xxvii. National Industrial Training Authority (NITA)
xxviii. National Industrial Training Authority (NITA)
xxix. Productivity Centre of Kenya (PCK)
xxx. Engineers Registration Board(ERB)
xxxi. Commission for Higher Education (CHE)
xxxii. Kenya Private Sector Alliance (KEPSA)
xxxiii. Kenya Association of Manufacturers (KAM)
xxxiv. Kenya National Chamber of Commerce and Industry (KNCCI)
xxxv. Micro and Small Enterprises Authority (MSEA)
8. Vision 2030 Delivery Secretariat, Manufacturing Sector Page 8
4.3 Industrial Sub-Sectors and Manufacturing Clusters Delivery Team
4.3.1 Flagship Projects
The Delivery Team will be responsible for two Flagship Projects namely; the Development of
Industrial and Manufacturing Clusters; and development of Integrated Iron and Mini Steel
Mills. Examples of clusters to be developed include textile, beef and leather, fisheries, dairy,
fruits, etc
4.3.2 Delivery areas
The specific delivery areas are:
i. Identification and mapping of the clusters and value chains including their support
systems, opportunities and challenges
ii. Identification cluster players and their roles and setting-up business driven cluster
organizations
iii. Development of sub-sector specific interventions and action plans tailored to the
needs of specific sub-sectors
4.3.3 Cross-cutting issues
The cross-cutting issues under this theme include resource endowment mapping, awareness
creation, promotion of value-addition initiatives, etc
4.3.4 Membership
The Industrial Sub-Sectors and Manufacturing Clusters Development Delivery Team
comprise:
i. Ministry of Industrialization and Enterprise Development;
ii. Ministry of Agriculture, Livestock and Fisheries;
iii. The National Treasury;
iv. Ministry of Lands, Housing and Urban Development;
v. Ministry of Commerce, East African Affairs and Tourism;
vi. Ministry of Energy and Petroleum;
vii. Ministry of Mining;
viii. Ministry of Devolution and Planning;
ix. Kenya Leather Development Council (KLDC)
x. Cotton Development Authority (CODA)
9. Vision 2030 Delivery Secretariat, Manufacturing Sector Page 9
xi. Export Processing Zones Authority(EPZA)
xii. Numerical Machining Complex (NMC)
xiii. Fresh Produce Exporters Association (FPEAK)
xiv. Kenya Chamber of Mines (KCM)
xv. Kenya Tanners Association (KTA)
xvi. Universities, Research Institutions
xvii. Kenya Bureau of Standards
xviii. County governments
4.4 Better Business Environment Delivery Team
The Delivery Team will be responsible for facilitating the creation of enabling environment
for business in Kenya. It will ensure the regulatory processes across the business lifecycle are
constantly reviewed, reformed and re-engineered. The Team will fast-track and mainstream
the World Bank’s Ease of Doing Business and World Economic Forum’s Global
Competitiveness Index.
4.4.1 Delivery areas
The specific delivery areas are:
Policy, Legal, Regulatory and Administrative reforms for business activity
Access to services (enablers) such as physical infrastructure (roads, rail, ports,
electricity, water & sewerage), industrial land, environmental conservation
services, labour and social services, taxation, and security
4.4.2 Membership
The Delivery Team comprises five Technical Working Groups as follows:
4.4.2.1 Starting a Business, Resolving Insolvency, Enforcing Contracts and
Protecting Investors
i. The Judiciary
ii. State Law Office (SLO)
iii. Ministry of East African Affairs, Commerce and Tourism (MOEAACT)
iv. Kenya Revenue Authority (KRA)
v. Nairobi City County (NCC)
vi. National Social Security Fund (NSSF)
vii. National Hospital Insurance Fund (NHIF)
10. Vision 2030 Delivery Secretariat, Manufacturing Sector Page 10
viii. Central Bank of Kenya (CBK)
ix. Credit Reference Bureaus (CRBs)
x. Kenya Law Reform Commission (KLRC)
xi. Private Sector Organizations
4.4.2.2 Dealing with Construction Permits and Registering a Property
i. Ministry of Land, Housing and Urban Development (MOLHUD)
ii. Kenya Revenue Authority (KRA)
iii. Nairobi City County (NCC)
iv. National Environment Management Authority (NEMA)
v. Nairobi City Water and Sewerage Company (NCWSC)
4.4.2.3 Getting Electricity
i. Ministry of Energy and Petroleum (MOEP)
ii. Kenya Revenue Authority (KRA)
iii. Nairobi City County (NCC)
iv. Kenya Power (KPLC)
v. Energy Regulatory Commission (ERC)
vi. Private Sector Organizations
4.4.2.4 Paying Taxes, Trading Across Borders and Getting Credit
i. The National Treasury (TNT)
ii. State Law Office;
iii. Central Bank of Kenya (CBK)
iv. Kenya Revenue Authority (KRA)
v. Kenya Law Reform Commission (KLRC)
vi. Credit Reference Bureaus (CRBs)
vii. Kenya Ports Authority (KPA)
viii. Kenya Trade Agency (Ken Trade)
ix. Kenya Accreditation Service ( KENAS);
x. Private Sector Organizations
11. Vision 2030 Delivery Secretariat, Manufacturing Sector Page 11
4.4.2.5 Basic Enablers of Global Competitiveness
This will address issues of health; basis education; labour relations; information,
communication technology (ICT); security and governance) and general data management in
these sectors.
i. Ministry of Industrialization and Enterprise Development (MOIED)
ii. Ministry of Agriculture, Livestock and Fisheries (MOALF)
iii. Ministry of Transport and Infrastructure (MOTI)
iv. Ministry of Foreign Affairs and International Trade (MOFAIT)
v. Ministry of Education, Science and Technology (MOEST)
vi. Ministry of Interior and Coordination of National Government (MOICNG)
vii. Ministry of Defence (MOD)
viii. Ministry of Labour , Social Security and Services (MOLSSS)
ix. Ministry of Health (MOH)
x. Ministry of Devolution and Planning (MODP)
xi. Ministry of Energy and Petroleum (MOEP)
xii. Ministry of Information Communication Technology (MOICT)
xiii. Kenya Bureau of Standards (KEBS)
xiv. Kenya National Bureau of Statistics (KNBS)
xv. Federation of Kenya Employers (FKE)
xvi. Information Communication Technology Authority (ICTA)
xvii. Private Sector Organizations
5. INSTITUTIONAL STRUCTURE
5.1 The rationale
The institutional structure for implementation of the Flagship Projects under the
Manufacturing Sector incorporates the mainstreaming principle which is critical to the
delivery success.
For each flagship project, supporting implementing agencies for specific components are
identified. The implementing agencies will implement the respective component activities as
integral parts of their regular work activities to the extent possible.
12. Vision 2030 Delivery Secretariat, Manufacturing Sector Page 12
The Vision 2030 Manufacturing Sector Delivery Secretariat (MSDS) provides the secretariat
functions, facilitate and coordinate awareness creation, capacity building and advisory support
to enable implementing agencies to operate effectively.
The main components of the management structure are described below:
5.2 Manufacturing Sector Steering Committee (MASSCOM)
Chaired by the Principal Secretary (PS) for Ministry of Industrialization and Enterprise
Development, the Manufacturing Sector Steering Committee (MASSCOM) comprises
Principal Secretaries of key implementing ministries and Chief Executive Officers of the
Private Sector Organizations; namely:
i. Ministry of Industrialization and Enterprise Development
ii. The National Treasury
iii. Ministry of Devolution and Planning
iv. Ministry of Agriculture, Livestock and Fisheries
v. Ministry of Education, Science and Technology
vi. Ministry of Land, Housing and Urban Development
vii. Ministry of Energy and Petroleum
viii. Ministry of Transport and Infrastructure
ix. Ministry of East African Affairs, Commerce and Tourism
x. Ministry of Foreign Affairs and International Trade
xi. Vision 2030 Delivery Secretariat
xii. Kenya Private Sector Alliance
xiii. Kenya Association of Manufacturers
The MASSCOM will provide vision, overall guidance, monitoring and oversight for
implementation of the flagship projects in consultation with the Cabinet Secretary (CS) for
Ministry of Industrialization and Enterprise Development.
The MASSCOM will receive, review and approve strategy documents, annual progress
reports and provides feedback to the Vision 2030 Delivery Board (DVB) through the
Principal Secretary for Ministry of Industrialization and Enterprise Development.
The MASSCOM will meet twice annually. The secretariat for the MASSCOM will be the
MSDS.
13. Vision 2030 Delivery Secretariat, Manufacturing Sector Page 13
5.3 Sector Project Delivery Teams
The teams bring together Ministries, Departments and Agencies (MDAs) and Private Sector
Institutions at the technical levels aligned to Flagship Projects. The teams identify
opportunities and implementation challenges under the respective flagship projects and
formulate interventions to remove the bottlenecks in the implementation.
The team will provide the link between the Vision 2030 Manufacturing Sector, the Medium
Term Expenditure Framework (MTEF) and the Annual Budget cycle and ensure that Sector
Work Plans reflect the opportunities and interventions needed to remove the implementation
bottlenecks.
The Sector Project Delivery Teams will meet quarterly to plan and review progress reports.
Specific project issues will be dealt with as agenda items in meetings of the Teams.
When appropriate, Technical Working Groups will be formed to deliver specific assignments.
The secretariat for the Delivery Teams will be the MSDS.
14. Vision 2030 Delivery Secretariat, Manufacturing Sector Page 14
5.4 Institutional Structure Overview
6. IMPLEMENTATION AND MONITORING FRAMEWORK
The MSDS will prepare consolidated implementation plan for each Flagship Project annually
that incorporate all activities by the various agencies responsible for certain components of
the Flagship Projects.
The MSDS will coordinate the various agencies such that for each flagship project clear
targets will be set and activities defined which will form the basis for monitoring during the
year under consideration and also through the Medium Term Plans.
The consolidated implementation plan for each Flagship Project will capture the components,
implementing/supporting agency, targets, and achievements for the period under review and
also cumulative targets achieved.
The Monitoring Matrix is presented as Annex I.
Cabinet Secretary/MOIED
Sector Steering Committee
(MASSCOM)
Sector Project Delivery Teams
Secretariat
(MSDS)
MTEF Sector
Working
Groups
Vision 2030
Delivery Board
Sector Technical Working Groups
15. Vision 2030 Delivery Secretariat, Manufacturing Sector Page 15
VISION 2030 MANUFACTURING SECTOR FLAGSHIP PROJECTS MONITORING MATRIX
ANNEX I: Period: Financial Year 2014/15: July - November 2014
Flagship
Projects
Components Supporting
Implementing
Agency(ies)
MTP-II
Target
2014/2015 Cumulative
MTP Targets
Achieved
Responsible
Department/
OfficerTargets Achievement
1. Establishment of
Special Economic
Zones (SEZs)
Development of
SEZs Concept
Paper
Concept Paper on
SEZs developed
DMLI/
Development of
SEZs Policy
SEZs Policy
developed
DMLI/
Development of
SEZ Bill
Draft SEZ Bill
2014 finalized
and submitted to
National
Assembly in
November 2014
DMLI/
Development of
Mombasa SEZ
Identification of
land
Land identified at
Dongo Kundu
Site
Master Planning
of Dongo Kundu
Site
DMLI/
Master Planning of
Dongo Kundu Site
Master Planning
of Dongo Kundu
Site on-going
with technical
assistance of
JICA Experts
Development of
Lamu SEZ
Development of
16. Vision 2030 Delivery Secretariat, Manufacturing Sector Page 16
Flagship
Projects
Components Supporting
Implementing
Agency(ies)
MTP-II
Target
2014/2015 Cumulative
MTP Targets
Achieved
Responsible
Department/
OfficerTargets Achievement
Kisumu SEZ
Development
Mombasa Free
Trade Zone
2. Development of
SMEs and
Industrial Parks
Development of
Taveta SMEs Park
County
Government of
Taita Taveta
Developed
Small and
Medium
Enterprise
Parks in 47
Counties
Master Plans,
Architectural
Designs and
Environment
Impact Assessment
(EIA)
Taveta SME Park
Site fenced
MSDS/
Stakeholder forum
to create awareness
and seek support at
the county level
Development
Eldoret SMEs
Parks
ICDC,
County
Government of
Uasin Gishu
Development of
Juja Technology
Park
JKUAT,
County
Government of
Kiambu
3. Development of
Industrial and
Manufacturing
Clusters
Development of
Meat and Leather
Clusters
MOIED,
KLDC,MOAL
F, Kajiado and
Garissa County
Developed
Dynamic
Clusters
Undertake
feasibility study
Consultancy firm
for undertaking
feasibility study
identified
Sensitization
workshops held
to create
Awareness
MSDS/
17. Vision 2030 Delivery Secretariat, Manufacturing Sector Page 17
Flagship
Projects
Components Supporting
Implementing
Agency(ies)
MTP-II
Target
2014/2015 Cumulative
MTP Targets
Achieved
Responsible
Department/
OfficerTargets Achievement
governments,
KIRDI. KEBS,
KIPI,KIE,
MSEA,
KNCCI, NGOs
Establish
Knowlegeable
Functional cluster
committees through
regular consultative
meetings and
capacity building
sessions
Two workshops-
sensitization and
capacity building
held in Garissa
and Kajiado
MOIED,
KLDC,County
government of
Machakos,
EPZA, KIRDI.
KEBS, KIPI,
Developed
Kinanie EPZ
Leather Cluster
with academia-
industry-
government
linkage
Master Planning of
Kinanie EPZ
Cluster
Establish skills
development
institutions
Advertisement
for infustructure
and sheds done
MSDS/
MOIED,
KLDC,County
Government of
Nairobi,
KIRDI. KEBS,
KIPI, KIE,
MSEA, EPZA
MOEAACT,
KAM, KNCCI,
Kariakor
Footwear
Associations
Establish a
functional
Model
Footwear and
Leather Goods
Cluster
Establish wand
strengthen working
academia-industry-
government linkage
teams
MSDS/
Establish a skill
development
institution
Skills capacity
enhancement
MOIED,KLDC
, County
Developed
Curriculum for
training of
flayers and
Flayers trained on
skills upgrading
MSDS/
18. Vision 2030 Delivery Secretariat, Manufacturing Sector Page 18
Flagship
Projects
Components Supporting
Implementing
Agency(ies)
MTP-II
Target
2014/2015 Cumulative
MTP Targets
Achieved
Responsible
Department/
OfficerTargets Achievement
governments,
KITI,
TPSCI, MTI,
KIRDI, UON
flayers
, MOALF, ,
KLDC, Donor
Agencies
MSDS/
DIIS/
DIIS/
DIIS/
DIIS/
Development of
Textile Clusters
At EPZA
MOIED,
EPZA,
County
governments
Developed
Athi River
Textile
Cluster
MSDS/
Developed of
infrastucture-roads,
water and
industrial sheds
Development of
Dairy Clusters
MOIED,
MOALF,
KDB,County
Goverments,
Relevant
instutions
Dynamic Dairy
clusters
Establish clusters
committees
MSDS/
4. Development of
Integrated Iron
and Mini Steel
Mills
Formulation of
Strategy Paper on
Iron and Steel in
Kenya
MoM, SLO,
KLRC, NMC
Legal and
Regulatory
framework to
support the
Iron and Steel Bill Strategy Paper on
Iron and Steel in
Kenya
formulated in
MSDS/
19. Vision 2030 Delivery Secretariat, Manufacturing Sector Page 19
Flagship
Projects
Components Supporting
Implementing
Agency(ies)
MTP-II
Target
2014/2015 Cumulative
MTP Targets
Achieved
Responsible
Department/
OfficerTargets Achievement
industry in
place
2012
Revitalization of
Numerical
Machining
Complex (NMC)
MOTI, KRC,
UON, VDB
NMC
revitalized to
play a leading
role on
establishment
of Integrated
Iron and Steel
Mills
Financial, Human
Resource and
Technical Due
Diligence of NMC
undertaken
MSDS/
Feasibility Study
for establishment
of Integrated Iron
and Steel Mill
NMC, MOM,
KCM
Integrated Iron
and Steel Mills
established
Comprehensive
data on Iron ore
and related
minerals deposits
Consultancy for
the feasibility
study advertised.
Procurement
process on-going
MSDS/
Set up a mini steel
mill with a
capacity of 1
million
tons(Phase 1)
NMC Mini Steel Mill
established
Identify and fence
land
NMC Land
identified
Steering
committee
formed
NMC Land
identified
MSDS/
Install a second
steel mill with a
capacity of 1.2
million
tons(Phase 2)
NMC Mini steel mill
established
Identify and fence
site
Steering
committee
formed
Steering
committee
formed
MSDS/
5. Skills
Development for
Technical
Human Resource
for the
Develop a
Strategy for
training engineers,
technologies and
craftsmen
MOIED,
MOEST,
EPZA, NITA,
TVETA
MSDS/
20. Vision 2030 Delivery Secretariat, Manufacturing Sector Page 20
Flagship
Projects
Components Supporting
Implementing
Agency(ies)
MTP-II
Target
2014/2015 Cumulative
MTP Targets
Achieved
Responsible
Department/
OfficerTargets Achievement
manufacturing
sector
Skills needs
analysis
6. Transformation
of Kenya
Industrial
Research and
Development
Institute (KIRDI)
Facilitate
technology
transfer to
MSMEs
MOIED,
KIRDI
MSDS/
Improving product
designs and
promoting product
innovation
Capacity building
initiatives for staff
Upgrading quality
of Research,
Technology and
Innovation
Programmes
Modernization of
Institutes
Infrastructure
7. Branding and
Marketing of
Kenyan MSMEs
products
(5K MSEs 2030
Programme)
Develop a
Strategic Plan
(2013-2017) for
the initiative
MOIED,
KEBS, KIRDI,
KIPI, KIE,
KNTC, MSEA
UPGRADED,
BRANDED
AND
COMPETITIV
E
MSEs
P
PRODUCTS
Finalized strategic
plan
Identified products
For upgrading
Commercialization
of the products
Developed draft
strategic plan
MSDS/
DMSE/
Identification of
products
Upgrading of
identified products
Commercializatio
n of the upgraded
products