State Department for Tourism Strategic Plan 2023-2027 (version 4), Government of Kenya, published December 2024. PDF page 17 reports that a feasibility study for the Mombasa International Convention Centre (MICC) was done during 2018 to 2022; PDF page 36 lists its construction.

Contributed as a source for Mombasa Convention Centre.

Contents of the file

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STATE DEPARTMENT FOR TOURISM Strategic Plan (2023-2027) Transforming Tourism and Wildlife Sector for Sustainability,Resilience and Inclusivity.

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Citation: This document may be cited as follows: Ministry of Tourism and Wildlife, State Department for Tourism Strategic Plan 2023–2027 . For further information, please contact: Principal Secretary State Department for Tourism Tourism Fund Building, 10th Floor. P.O Box 30027-00100, Nairobi, Kenya Telephone (Landline): +254-20-2724646 Email: [email protected] Website: http://www.tourism.go.ke Photos: TRI, David Gotlib, Versatile, Shutterstock, Freepic STATE DEPARTMENT FOR TOURISM STRATEGIC PLAN 2023–2027 | i

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Foreword Vision I am delighted to introduce the 5th Strategic Plan for the State Department for Tourism, which outlines transformative strategies and goals to foster sustainable growth and resilience in Kenya’s tourism sector by 2027. Tourism is recognized as a An innovative and sustainable pivotal economic pillar under Kenya Vision 2030, contributing to the country’s global competitiveness, prosperity, and enhanced tourism destination quality of life. The Fourth Medium Term Plan (2023–2027) positions tourism as a key driver of inclusive growth under the Bottom- Up Economic Transformation Agenda (BETA). Tourism remains a crucial driver of Kenya’s economic growth, with multiplier effect across all sectors and value chains. The Mission sector’s remarkable post-COVID-19 recovery reflects its resilience, marked by a 35.4% increase in tourist arrivals and a 31.5% rise in inbound earnings in 2023 compared to 2022. This Strategic Plan aspires to position Kenya as a premier tourism destination renowned for innovation, sustainability, and unique, unforgettable experiences. To achieve this goal, the plan focuses on enhancing tourism promotion initiatives, To provide leadership in the diversifying tourism products, expanding target markets, and enhancing destination competitiveness through enhancing management, marketing and and enforcing quality standards in tourism hospitality, capacity development. By the plan’s conclusion, we aim to double the financing of the tourism sector for sector’s direct contribution to GDP from 4% to 8% and also project to increase tourist arrivals from 2 million to 5 million, inbound sustainable development earnings from KShs 352.54 billion to KShs 824 billion by 2027. To ensure a strong and sustainable tourism sector, we will nurture and develop a more collaborative approach engaging all sector enablers and stakeholders in implementing initiatives prioritized in this strategic plan. We will champion for enhanced research, innovation, and promote data driven decisions. I Values • Innovativeness urge all stakeholders in the industry to unite in supporting the implementation of this plan. Together, we will develop unique • Teamwork tourism products, enhance visitor experience, and promote Kenya as the ultimate home of human origins. • Integrity • Professionalism • Equity • Efficiency • Responsiveness Hon. Rebecca Miano, EGH Cabinet Secretary Ministry of Tourism and Wildlife ii | STRATEGIC PLAN 2023–2027 STATE DEPARTMENT FOR TOURISM STATE DEPARTMENT FOR TOURISM STRATEGIC PLAN 2023–2027 | iii

| Vision An innovative and sustainable tourism destination Mission To provide leadership in the management, marketing and financing of the tourism sector for sustainable development Values • Innovativeness • Teamwork • Integrity • Professionalism • Equity • Efficiency • Responsiveness ii | STRATEGIC PLAN 2023–2027 STATE DEPARTMENT FOR TOURISM | Foreword STATE DEPARTMENT FOR TOURISM | I am delighted to introduce the 5th Strategic Plan for the State Department for Tourism, which outlines transformative strategies and goals to foster sustainable growth and resilience in Kenya’s tourism sector by 2027. Tourism is recognized as a pivotal economic pillar under Kenya Vision 2030, contributing to the country’s global competitiveness, prosperity, and enhanced quality of life. The Fourth Medium Term Plan (2023–2027) positions tourism as a key driver of inclusive growth under the Bottom- Up Economic Transformation Agenda (BETA). Tourism remains a crucial driver of Kenya’s economic growth, with multiplier effect across all sectors and value chains. The sector’s remarkable post-COVID-19 recovery reflects its resilience, marked by a 35.4% increase in tourist arrivals and a 31.5% rise in inbound earnings in 2023 compared to 2022. This Strategic Plan aspires to position Kenya as a premier tourism destination renowned for innovation, sustainability, and unique, unforgettable experiences. To achieve this goal, the plan focuses on enhancing tourism promotion initiatives, diversifying tourism products, expanding target markets, and enhancing destination competitiveness through enhancing and enforcing quality standards in tourism hospitality, capacity development. By the plan’s conclusion, we aim to double the sector’s direct contribution to GDP from 4% to 8% and also project to increase tourist arrivals from 2 million to 5 million, inbound earnings from KShs 352.54 billion to KShs 824 billion by 2027. To ensure a strong and sustainable tourism sector, we will nurture and develop a more collaborative approach engaging all sector enablers and stakeholders in implementing initiatives prioritized in this strategic plan. We will champion for enhanced research, innovation, and promote data driven decisions. I urge all stakeholders in the industry to unite in supporting the implementation of this plan. Together, we will develop unique tourism products, enhance visitor experience, and promote Kenya as the ultimate home of human origins. Hon. Rebecca Miano, EGH Cabinet Secretary Ministry of Tourism and Wildlife STRATEGIC PLAN 2023–2027 | iii |

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TA B L E O F C O N T E N T S Preface and Foreword iii Acknowledgements Preface and Acknowledgements iv List of tables vii List of Abbreviations And Acronyms viii Definition of Terms x Executive Summary xi 01 Introduction 1 The State Department has developed the Strategic Plan for the period 2023–2027, aligning with the national, regional and international development priorities. This plan outlines the 1.1 Strategy as an Imperative for Organizational Success 2 Department’s vision, mission, Key Result Areas, strategic objectives 1.2 The Context of Strategic Planning 2 and strategies, expected outputs, outcomes, resource needs, 1.2.1 United Nations 2030 Agenda for Sustainable Development 3 and mobilization strategies for the next five years. 1.2.2 African Union Agenda 2063 4 1.2.3 East African Community Vision 2050 4 The plan also details the organizational structure, staffing 1.2.4 Constitution of Kenya 4 requirements, and a framework for monitoring, evaluation, 1.2.5 Kenya Vision 2030, Bottom-Up Economic Transformation Agenda and reporting to assess the Department’s performance and (BETA) and Fourth Medium Term Plan (MTP IV) 5 accomplishments effectively. This plan adheres to the revised 1.2.6 Sector Policies and Laws 6 guidelines for fifth-generation strategic plans set by the National 1.3 History of the Organization 6 Treasury and Economic Planning. 1.4 Strategic Planning Process 7 I am deeply grateful to the State Department’s management and staff for their invaluable contributions to the development of the Strategic Plan. Their dedication, expertise, and commitment 02 Strategic Direction 9 were key to its success. I also thank the State Department agencies: Kenya Tourism Board (KTB), The Kenyatta International Convention Centre (KICC), Tourism Research Institute (TRI), 2.1 Mandate 10 Tourism Regulatory Authority (TRA), Tourism Fund (TF), Kenya 2.2 Vision Statement 10 Utalii College (KUC) and Tourism Promotion Fund (TPF) for their 2.3 Mission Statement 10 crucial support and collaboration in shaping and enhancing 2.4 Strategic goals 10 this plan. 2.5 Core Values 10 This Strategic Plan will serve as a guiding framework for the 2.6 Quality Policy Statement 11 State Department for Tourism’s initiatives aimed at positioning Kenya as the most preferred tourist destination globally. By leveraging collective efforts and fostering partnerships among 03 Situational and Stakeholder Analysis 12 all stakeholders, we are committed to making Kenya a top-tier tourism destination known for its diverse, high-quality, and memorable experiences. 3.1 Situational Analysis 14 3.1.1 External Environment 14 3.1.2 Internal Environment 16 3.1.3 Summary of Strengths and Weaknesses 17 John L. Ololtuaa, CBS 3.1.4 Analysis of Past Performance 18 3.2 Lessons learnt 22 Principal Secretary 3.3 Stakeholder Analysis 22 State Department for Tourism 04 Strategic Issues, Goals And Key Result 25 Areas 4.1 Strategic Issues 26 4.2 Strategic Goals 27 4.3 Key Result Areas 27 iv | STRATEGIC PLAN 2023–2027 STATE DEPARTMENT FOR TOURISM STATE DEPARTMENT FOR TOURISM STRATEGIC PLAN 2023–2027 | v

| Preface and Acknowledgements The State Department has developed the Strategic Plan for the period 2023–2027, aligning with the national, regional and international development priorities. This plan outlines the Department’s vision, mission, Key Result Areas, strategic objectives and strategies, expected outputs, outcomes, resource needs, and mobilization strategies for the next five years. The plan also details the organizational structure, staffing requirements, and a framework for monitoring, evaluation, and reporting to assess the Department’s performance and accomplishments effectively. This plan adheres to the revised guidelines for fifth-generation strategic plans set by the National Treasury and Economic Planning. I am deeply grateful to the State Department’s management and staff for their invaluable contributions to the development of the Strategic Plan. Their dedication, expertise, and commitment were key to its success. I also thank the State Department agencies: Kenya Tourism Board (KTB), The Kenyatta International Convention Centre (KICC), Tourism Research Institute (TRI), Tourism Regulatory Authority (TRA), Tourism Fund (TF), Kenya Utalii College (KUC) and Tourism Promotion Fund (TPF) for their crucial support and collaboration in shaping and enhancing this plan. This Strategic Plan will serve as a guiding framework for the State Department for Tourism’s initiatives aimed at positioning Kenya as the most preferred tourist destination globally. By leveraging collective efforts and fostering partnerships among all stakeholders, we are committed to making Kenya a top-tier tourism destination known for its diverse, high-quality, and memorable experiences. John L. Ololtuaa, CBS Principal Secretary State Department for Tourism iv | STRATEGIC PLAN 2023–2027 STATE DEPARTMENT FOR TOURISM | TA B L E O F C O N T E N T S Foreword iii Preface and Acknowledgements iv List of tables vii List of Abbreviations And Acronyms viii Definition of Terms x Executive Summary xi 01 Introduction 1 1.1 Strategy as an Imperative for Organizational Success 2 1.2 The Context of Strategic Planning 2 1.2.1 United Nations 2030 Agenda for Sustainable Development 3 1.2.2 African Union Agenda 2063 4 1.2.3 East African Community Vision 2050 4 1.2.4 Constitution of Kenya 4 1.2.5 Kenya Vision 2030, Bottom-Up Economic Transformation Agenda (BETA) and Fourth Medium Term Plan (MTP IV) 5 1.2.6 Sector Policies and Laws 6 1.3 History of the Organization 6 1.4 Strategic Planning Process 7 02 Strategic Direction 9 2.1 Mandate 10 2.2 Vision Statement 10 2.3 Mission Statement 10 2.4 Strategic goals 10 2.5 Core Values 10 2.6 Quality Policy Statement 11 03 Situational and Stakeholder Analysis 12 3.1 Situational Analysis 14 3.1.1 External Environment 14 3.1.2 Internal Environment 16 3.1.3 Summary of Strengths and Weaknesses 17 3.1.4 Analysis of Past Performance 18 3.2 Lessons learnt 22 3.3 Stakeholder Analysis 22 04 Strategic Issues, Goals And Key Result 25 Areas 4.1 Strategic Issues 26 4.2 Strategic Goals 27 4.3 Key Result Areas 27 STATE DEPARTMENT FOR TOURISM STRATEGIC PLAN 2023–2027 | v |

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TA B L E O F C O N T E N T S List of tables Table 1.1: Sustainable Development Goals 3 Table 3.1: Summary of opportunities and threats 14 05 Strategic Objectives and Strategies 29 Table 3.2: Summary of strengths and weaknesses 17 Table 3.3: Minimum standards reviewed and developed 18 5.1 Strategic Objectives 30 5.2 Strategic Choices 32 Table 3.4: Stakeholder analysis 22 Table 4.1: Strategic issues, goals and Key Result Areas 28 Table 5.1: Strategic objectives and the expected deliverables 30 Table 5.2 Key Result Areas, strategic objectives and the strategies 32 06 Implementation and Coordination 35 Table 6.1: Staff establishment 37 Framework Table 6.2 Skills set and competence development 38 Table 6.3 Risk Management Framework 43 6.1 Implementation Plan 36 Table 7.1: Financial requirement for implementing the Strategic Plan 46 6.1.2 Annual Workplan and Budget 36 Table 7.2: Resource gaps 46 6.1.3 Performance Contracting 36 6.2 Coordination Framework 36 Table 8.1: Quarterly Progress Reporting Template 72 6.2.1 Institutional Framework 36 Table 8.2: Annual Progress Reporting Template 72 6.2.2 Staff establishment, Skills Set and Competence Development 37 6.2.3 Leadership 42 Table 8.3: Evaluation Reporting Template 72 6.3 Business Process Re-Engineering 42 6.4 Risk Management Framework 43 07 Resource Requirements and 45 Mobilization Strategies 7.1 Financial Requirements 46 7.1.1 Resource Gaps 46 7.2 Resource Mobilization Strategies 47 7.3 Resource Management 47 08 Monitoring, Evaluation, Reporting 49 and Learning 8.1 Monitoring Framework 50 8.2 Performance Standards 50 8.3 Evaluation Framework 50 8.4 Reporting Framework 52 8.5 Feedback Mechanism 52 Annexes 53 Annex 1: Implementation Matrix 54 Annex 2: Monitoring and Evaluation Reporting Templates 72 Annex 3: Organizational Structure vi | STRATEGIC PLAN 2023–2027 STATE DEPARTMENT FOR TOURISM STATE DEPARTMENT FOR TOURISM STRATEGIC PLAN 2023–2027 | vii

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List of abbreviations and acronyms NGOs: Non-Governmental Organizations PESTELE: Political, Economic, Social, Technological, Environmental and Legal & Ethical PFM: Public Finance Management AT&H: African Tours and Hotels PS: Principal Secretary AU: African Union PSC: Public Service Commission BETA: Bottom-Up Economic Transformation Agenda PPPs: Public Private Partnerships CBOs: Community Based Organizations RNUC: Ronald Ngala Utalii College CLT: Catering Levy Trustee SAGAs: Semi-Autonomous Government Agencies COMESA: Common Market for Eastern and Southern Africa SCP: Sustainable Consumption and Production COVID-19: Coronavirus Disease 2019 SDGs: Sustainable Development Goals CPA: Certified Public Accountant SDT: State Department for Tourism CPPMD: Central Planning and Project Monitoring Department SOs: Strategic Objectives CS: Cabinet Secretary SWOT: Strengths, Weaknesses, Opportunities and Threats CSG: Civil Service Grade TF: Tourism Fund EAC: East African Community TFC: Tourism Finance Corporation GDP: Gross Domestic Product TILA: Tourism Industry Licensing Act GHRIS: Government Human Resource Information System TRA: Tourism Regulatory Authority HRA: Hotel and Restaurant Association TRI: Tourism Research Institute HRM: Human Resource Management TPF: Tourism Promotion Fund ICPAK: Institute of Certified Public Accountants of Kenya UN: United Nations ICT: Information Communication Technology UNWTO: United Nations World Tourism Organization IGAD: Intergovernmental Authority on Development USAID: United States Agency for International Development IPPD: Integrated Personnel and Payroll Database VISA: Visitors International Stay Admission ISO: International Organization for Standardization VLANs: Virtual Local Area Networks KCSE: Kenya Certificate of Secondary Education KICC: Kenyatta International Convention Centre KNEC: Kenya National Examination Council KRAs: Key Result Areas KTB: Kenya Tourist Board KTDC: Kenya Tourist Development Corporation KUC: Kenya Utalii College LPOs: Local Purchase Orders M&E: Monitoring and Evaluation MDAs: Ministries, Departments and Agencies MPER: Ministerial Public Expenditure Review MICE: Meetings, Incentives, Conferences and Exhibitions MoU: Memoranda of Understanding MTEF: Medium Term Expenditure Framework MTP: Medium Term Plan NCB: National Convention Bureau NEPAD: New Partnership for Africa’s Development viii | STRATEGIC PLAN 2023–2027 STATE DEPARTMENT FOR TOURISM STATE DEPARTMENT FOR TOURISM STRATEGIC PLAN 2023–2027 | ix

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Definition of terms Executive Summary Activities: Actions taken and work performed. Baseline: A description of the initial state of an indicator before the start of a project/programme, against which progress can be assessed or comparisons made. The Strategic Plan for the State Department for Tourism was developed through a Indicator: Means for measuring progress that results from intervention. consultative and participatory process as per the Revised Guidelines for Preparation of KRA: These are broad areas in which the State Department is expected to deliver results. Fifth-Generation Strategic Plans, 2023-2027 issued by the National Treasury and Economic Outcome: The intermediate results generated relative to the objective of the intervention. Planning. This plan comprising eight chapters, builds upon the achievements, lessons Output: These are immediate results, tangible or intangible resulting directly from the implementation of learned and challenges of the previous strategic plan. The Plan effectively integrates activities. the governments aspirations and commitments outlined in the Bottom-up Economic Programme: A grouping of similar projects or services performed to attain a specific objective. Transformation Agenda (BETA) aiming to position Kenya as a global competitive and Project: A set of coordinated activities implemented to meet specific objectives within defined time, cost and performance parameters or deliverables. sustainable destination offering diverse and distinctive destination experience. Strategic goal: General qualitative statement on what the State Department is hoping to achieve in the long term. The Strategic Plan aligns with the following key policy frameworks an intention to increasing domestic bednights by Kenyans from Strategic issue: Is a problem or opportunity emanating from situational analysis that the State Department must and development agendas; UN 2030 Agenda for Sustainable the current 4M to 12M by year 2027. manage to fulfil its mandate and mission. Development Goals, African Union’s Agenda 2063, East Africa The estimated cost of implementing this plan is approximately Community’s Vision 2050, the Constitution of Kenya 2010, Kenya Strategic objectives: These are what the State Department commits to achieve. KSh 11,646 million. The expected revenues from various sources Vision 2030, the Fourth Medium Term Plan (MTP IV), and the amounts to KSh 4,539 million translating to a deficit of KShs 7,107 Strategies: Broad abstractions which are descriptive of the means of achieving strategic objectives. Bottom-up Economic Transformation Agenda (BETA). million. This deficit will be addressed through robust resource Targets: A result to be achieved within a given period. The plan intends to achieve the following overarching goals: mobilization strategies outlined in the plan, ensuring the Strengthened policy and legal frameworks; Improved visitor successful execution of all prioritized programs and activities. experience and broadened tourism products range; Improved The plan incorporates a comprehensive monitoring, evaluation, destination competitiveness for increased arrivals and earnings; reporting and learning framework for systematic collection and Enhanced tourism research, technology, innovation and capacity analyzing information based on the indicators and targets set development; Enhanced financing and investment for tourism during the Strategic Plan period. The reports and results of M&E development; Improved resilience and adaptation to climate will be used to make corrective actions, improve implementation change; and Improved governance and institutional capacity of activities and inform future plans. for optimal productivity. By implementing this Strategic Plan, the State Department for The plan envisages that by 2027 the sector will be making an 8% Tourism aims to transform Kenya’s tourism sector into a globally direct contribution to GDP with inbound arrivals and earnings competitive and sustainable industry, fostering socio-economic being 5Million and 824 billion respectively. The strategies in growth and resilience. the plan will also support the growth of domestic tourism with x | STRATEGIC PLAN 2023–2027 STATE DEPARTMENT FOR TOURISM STATE DEPARTMENT FOR TOURISM STRATEGIC PLAN 2023–2027 | xi

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Introduction CHAPTER 01 xii | STRATEGIC PLAN 2023–2027 STATE DEPARTMENT FOR TOURISM STATE DEPARTMENT FOR TOURISM STRATEGIC PLAN 2023–2027 | 1

| xii | STRATEGIC PLAN 2023–2027 STATE DEPARTMENT FOR TOURISM STATE DEPARTMENT FOR TOURIS | Introduction CHAPTER 01 M STRATEGIC PLAN 2023–2027 | 1 |

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This chapter provides background information on the Strategic Plan’s context and its alignment 1.2.1 United Nations 2030 Agenda for Sustainable Development with global, regional and national development frameworks. These include the UN 2030 The Sustainable Development Goals (SDGs) are a set of seventeen organizations and individuals to collaborate and work towards a Agenda for Sustainable Development, African Union Agenda 2063, East African Community (17) global goals adopted by the United Nations in 2015 to address more equitable, resilient and sustainable future for all. The State Vision 2050, the Constitution of Kenya 2010, Kenya Vision 2030, the Fourth Medium Term Plan the world’s most pressing social, economic and environmental Department for Tourism contributes towards the achievement challenges. The SDGs provide a framework for governments, of the following specific SDGs. (MTP IV), the Bottom-Up Economic Transformation Agenda (BETA), sector policies, and laws. It also details the methodology used to develop this Strategic Plan. S/No SDG description Strategic response by the State Department for Tourism 1 SDG 1: End poverty in all its forms The State Department for Tourism (SDT) will contribute to everywhere. this by creating economic opportunities through tourism- | 1.1 Strategy as an Imperative for Organizational Success related job creation and supporting local businesses. By developing sustainable tourism practices and investing in community-based tourism projects, the department will In today’s dynamic global landscape, the importance of strategic innovations that differentiate Kenya from other destinations, help generate income for underserved communities and planning for organizational success cannot be overstated. making it a preferred choice for both local and international enhance local infrastructure. For the State Department for Tourism, an effective strategy is travellers. An effective strategy fosters collaboration among not just a guiding framework but an imperative for achieving various stakeholders, including but not limited to government 2 SDG 8: Promote sustained, inclusive, and The SDT will develop policies that have the potential to long-term goals and sustaining competitive advantage. A well- agencies, private sector players, and local communities. By sustainable economic growth, full and create decent and sustainable job opportunities. crafted strategy provides a clear vision and direction for the engaging these groups, the State Department can harness productive employment, and decent work for The SDT will collaborate with local and international State Department. It aligns all stakeholders towards common diverse insights and resources, leading to more comprehensive all. stakeholders, to promote investment opportunities that objectives, ensuring that efforts are focused, and resources are and sustainable tourism development. have the potential to create decent and sustainable job optimally utilized. By setting clear priorities, the department can A strategic framework incorporates performance metrics and opportunities. navigate the complexities of the tourism sector more effectively. benchmarks that help in monitoring progress and measuring The SDT will enhance capacity development for tourism Kenya’s tourism sector faces numerous challenges, including success. This enables the State Department to assess the impact professionals to ensure the availability of a skilled fluctuating global travel trends, competition from other of its initiatives, make informed decisions, and continuously workforce that meets the sector needs. destinations, and socio-political factors. A robust strategy allows improve its strategies based on feedback and data. Strategy is the the State Department to anticipate these challenges and respond cornerstone of organizational success for the State Department 3 SDG 12: Ensure sustainable consumption and The SDT will develop tools to monitor sustainable proactively. It enables the creation of contingency plans and for Tourism as it provides direction, enhances competitiveness, production (SCP) patterns. development impacts for sustainable tourism that creates adaptive measures, ensuring resilience in the face of adversity. and ensures that the department can effectively respond to jobs and promotes local culture and products. To attract more tourists, Kenya must continuously enhance its challenges. By prioritizing strategic planning, the State Department 4 SDG 13: Climate action. The SDT will promote and encourage green tourism competitiveness. This involves improving infrastructure, marketing can solidify Kenya’s position as a top global tourist destination, investments. This will include supporting and promoting unique attractions, and ensuring high standards of service. driving economic growth and cultural exchange. initiatives related to energy efficiency, sustainable A strategic approach facilitates targeted investments and transportation, waste management, smart buildings and innovative climate solutions. 5 SDG 14: Conserve and sustainably use oceans, The SDT will collaborate with Kenya Maritime Authority | 1.2 The Context of Strategic Planning seas and marine resources for sustainable towards conservation and sustainable use of marine development. resources. This section represents a clear demonstration of the State Union’s Agenda 2063, East Africa Community’s Vision 2050, the 6 SDG 15: Protect, restore and promote The SDT will continue to exercise biodiversity Department’s contribution towards the realization of the Constitution of Kenya 2010, Kenya Vision 2030, the Bottom-Up sustainable use of terrestrial ecosystems, conservation, promote eco-tourism and sustainable aspirations of several frameworks and their linkage with the Economic Transformation Agenda 2022–2027 and the 4th Medium sustainably manage forests, combat tourism in collaboration with the stakeholders. national development priorities. These frameworks include Term Plan (MTP IV). desertification, halt and reverse land the UN 2030 Agenda for Sustainable Development, African degradation, and halt biodiversity loss. 7 SDG 16: Promote peaceful and inclusive The SDT will promote transparency and anti-corruption societies for sustainable development, measures in tourism processes, involving local provide access to justice for all, and build communities and stakeholders in decision-making, and effective, accountable, and inclusive enhancing safety and security through collaboration with institutions at all levels. security agencies and crisis management planning. These actions will help ensure a more inclusive, responsive, and secure tourism sector, aligning with the broader goals of promoting peaceful and inclusive societies. 8 SDG 17: Partnerships for the goals. The SDT will create and facilitate collaboration platforms that bring together tourism stakeholders, including county governments and civil society to work collectively towards promoting Kenya as a premier tourist destination. 2 | STRATEGIC PLAN 2023–2027 STATE DEPARTMENT FOR TOURISM STATE DEPARTMENT FOR TOURISM STRATEGIC PLAN 2023–2027 | 3

| S/No | | SDG description | Strategic response by the State Department for Tourism |

|---|---|---|---|

| 1 | | SDG 1: End poverty in all its forms everywhere. | The State Department for Tourism (SDT) will contribute to this by creating economic opportunities through tourism- related job creation and supporting local businesses. By developing sustainable tourism practices and investing in community-based tourism projects, the department will help generate income for underserved communities and enhance local infrastructure. |

| 2 | | SDG 8: Promote sustained, inclusive, and sustainable economic growth, full and productive employment, and decent work for all. | The SDT will develop policies that have the potential to create decent and sustainable job opportunities. |

| | | | The SDT will collaborate with local and international stakeholders, to promote investment opportunities that have the potential to create decent and sustainable job opportunities. |

| | | | The SDT will enhance capacity development for tourism professionals to ensure the availability of a skilled workforce that meets the sector needs. |

| 3 | | SDG 12: Ensure sustainable consumption and production (SCP) patterns. | The SDT will develop tools to monitor sustainable development impacts for sustainable tourism that creates jobs and promotes local culture and products. |

| 4 | | SDG 13: Climate action. | The SDT will promote and encourage green tourism investments. This will include supporting and promoting initiatives related to energy efficiency, sustainable transportation, waste management, smart buildings and innovative climate solutions. |

| 5 | | SDG 14: Conserve and sustainably use oceans, seas and marine resources for sustainable development. | The SDT will collaborate with Kenya Maritime Authority towards conservation and sustainable use of marine resources. |

| 6 | | SDG 15: Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertification, halt and reverse land degradation, and halt biodiversity loss. | The SDT will continue to exercise biodiversity conservation, promote eco-tourism and sustainable tourism in collaboration with the stakeholders. |

| 7 | | SDG 16: Promote peaceful and inclusive societies for sustainable development, provide access to justice for all, and build effective, accountable, and inclusive institutions at all levels. | The SDT will promote transparency and anti-corruption measures in tourism processes, involving local communities and stakeholders in decision-making, and enhancing safety and security through collaboration with security agencies and crisis management planning. These actions will help ensure a more inclusive, responsive, and secure tourism sector, aligning with the broader goals of promoting peaceful and inclusive societies. |

| 8 | | SDG 17: Partnerships for the goals. | The SDT will create and facilitate collaboration platforms that bring together tourism stakeholders, including county governments and civil society to work collectively towards promoting Kenya as a premier tourist destination. |

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1.2.2 African Union Agenda 2063 1.2.5 Kenya Vision 2030, Bottom-Up Economic Transformation Agenda (BETA) and Fourth Medium Term Plan (MTP IV) The African Union Agenda 2063 is founded on the AU’s vision of Agenda 2063 on ‘A prosperous Africa based on inclusive growth “an integrated, prosperous and peaceful Africa, driven by its own and sustainable development’ and ‘An Africa with a strong citizens and representing a dynamic force in the international cultural identity, common heritage, shared values and ethics’, Kenya Vision 2030 Bottom-Up Economic Transformation Agenda (BETA) arena”. The agenda asserts that Africa has still not reaped the respectively. benefits that accrue from trading with itself or with the rest The Kenya Vision 2030 guides Kenya’s long-term development The Strategic Plan 2023–2027 is anchored and aligned to the The State Department will play a vital role in facilitating inclusive of the world, resulting in a share of global trade that is not agenda. It aims at transforming Kenya into a newly industrialized, Bottom-Up Economic Transformation Agenda (BETA) which partnerships and collaborations between various tourism commensurate with its population or resource endowments. middle-income country, providing a high quality of life to all outlines the government’s priority areas for development. The stakeholders to drive sustainable tourism development. This citizens in a clean and secure environment. The Vision is anchored Bottom-Up Economic Transformation Agenda (BETA) is geared The State Department is cognizant of the aspirations of this involves bringing together county governments, private sector on three pillars – economic, social and political. It identifies towards economic turnaround and inclusive growth. Agenda and commits to support its course in perpetuation entities, civil society organizations and local communities. tourism as a key sector under the economic and social pillars of efforts made by Kenya in implementing its commitments. The State Department will implement the various commitments that envisages Kenya to be among the “top ten long haul and Specifically, to the attainment of aspirations 1 and 5 of Africa’s under the BETA in the following ways. leading tourist destination offering a high end, diverse and distinctive visitor experience”. 1. Creation of employment by creating tourism-related 1.2.3 East African Community Vision 2050 jobs and supporting local businesses with a focus on To realize the Vision’s aspiration, the State Department has empowering youth and women. aligned its strategies to: increase the quality of services and The East African Community (EAC) is a regional inter-governmental • Establishing centres of excellence in tourism and hospitality charges in the country’s premium safari parks; improve facilities 2. Expanding tax revenue base through development of organization of eight (8) partner states, comprising of the training in partnership with the private sector. in all under-utilized parks; create new high value niche products; tourism-niche products and registration of all tourism Republic of Burundi, Kenya, the Republic of Rwanda, Uganda, and invest in new conference facilities to build business tourism facilities to widen the tax base. • Investing in tourism support infrastructures such as ICT, Tanzania, the Democratic Republic of Congo, the Federal Republic as anchored in the Vision. accommodation and transport. 3. Foreign exchange earnings through tourism marketing of Somalia and the Republic of South Sudan. The EAC aims at Fourth Medium Term Plan (MTP IV) and promotion. The State Department will endeavour widening and deepening cooperation among the partner states • Facilitating implementation of the EAC classification and to identify new markets through market research, and and other regional economic blocs in, among others, political, grading criteria. The Kenya Vision 2030 is implemented through five-year successive promotion of tourism products. These initiatives will not economic and social fields for mutual benefits. Medium-Term Plans. Currently, the country is implementing the To support the above initiatives, the State Department plans to only profile Kenya as a destination of choice but will lead Fourth Medium Term Plan (2023–2027) where the State Department The State Department envisions supporting the EAC integration reactivate existing key source markets and roadshows to new to increased tourism numbers increasing the country’s is under the Environment and Natural Resources Sector. by implementing the commitments made by the Sectoral Council African markets, map and develop tourism niche products, foreign earnings. on tourism matters which include: set up regional tourism and hospitality training institutions In MTP IV period, the State Department targets include: to 4. Digitalization. The State Department will develop and and facilitate implementation of the EAC classification and increase tourism arrivals from 0.87 million in 2021 to 2.4 million • Aggressive marketing in key source markets focusing on maintain a Tourism Repository (Tourism Portal) to promote grading criteria. by 2027; increase tourism earnings from KSh 146.5 billion in increasing visibility. an incredible Kenya information service to potential visitors. 2023 to KSh 395 billion by 2027; increase bed nights from 3.8 This will also include a call centre facility for visitors to • Product development and diversification. million in 2021 to 11 million by 2027; increase total visitation make bookings and order support literature information to parks and reserves from 1.3 million in 2021 to 6.8 million by collation about top tourist destinations in Kenya. 2027; increase the proportion of international tourists visiting 1.2.4 Constitution of Kenya parks and reserves from 23% in 2021 to 51.9% by 2027; and increase number of citizens and residents visiting parks from The Constitution of Kenya 2010 serves as the supreme law, The State Department, in developing this Strategic Plan, actively 1.09 million in 2021 to 5.6 million in 2027. The attainment of defining the government structure and the relationship between involved the public and remains committed to doing so during these targets are anchored on the implementation strategies the state and its citizens. The Fourth Schedule allocates the the Plan’s implementation. It is dedicated to maintaining and activities in this plan. responsibilities for tourism policy and development to the transparency, accountability, and integrity throughout its national government while assigning local tourism management operations and decision-making processes. To achieve this, a to county governments. These counties are crucial in promoting robust monitoring and reporting system will be established to and developing local tourism by formulating strategies, managing ensuring that information on projects, investments and policies infrastructure, regulating tourism activities, and preserving is readily accessible. Additionally, the State Department will cultural and natural heritage. They collaborate with the national work to foster a culture of integrity within the organization. government, private sector, and local communities to enhance tourism, drive economic growth, and ensure sustainable practices. 4 | STRATEGIC PLAN 2023–2027 STATE DEPARTMENT FOR TOURISM STATE DEPARTMENT FOR TOURISM STRATEGIC PLAN 2023–2027 | 5

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1.2.6 Sector Policies and Laws been merged with other Development Finance Institutions to 4. Kenyatta International Convention Centre (KICC) mandated form the Kenya Development Corporation without amending to promote the business of Meetings, Incentive travel, the Tourism Act. The SAGAS in tourism are: Conventions and Exhibitions (MICE) and promote Kenya The State Department is cognizant of the existing tourism sector 2. The Tourism Act Cap 381 – The Tourism Act Cap 381 as a MICE destination. policies and laws and is committed to aligning and implementing provides for the development, management, marketing 1. Tourism Fund (TF) mandated to finance the development them. They include: and regulation of sustainable tourism and tourism-related of tourism products and services like marketing of Kenya, 5. Tourism Regulatory Authority (TRA) mandated to regulate activities and services. tourism research, tourism intelligence and the national the tourism sector in Kenya.

1. National Tourism Policy – Sessional Paper No. 1 of 2010 tourism information management system, training and on enhancing sustainable tourism was enacted in 2010, to 3. National Museums and Heritage Act Cap 216 – The Act 6. Tourism Research Institute (TRI) tasked to undertake and capacity development activities of KUC and mobilizing provide policy direction for the development of sustainable provides for the establishment, control, management and coordinate tourism research and analysis. resources to support tourism-related activities. tourism throughout the country; mainstream tourism- development of national museums and the identification,
2. Tourism Promotion Fund established through legal notice related issues into the national development planning, protection, conservation and transmission of the cultural 2. Kenya Tourism Board (KTB) mandated to market Kenya No. 24 of 2019 mandated to provide funds for development, budgeting, and decision-making processes; harmonize and natural heritage of Kenya. as a tourist destination. promotion and branding of the tourism sector in Kenya. conflicting policies in key sectors like environment, forestry,
3. Public Finance Management Act, Cap 412 A – The Act 3. Kenya Utalii College (KUC) mandated to undertake tourism wildlife, water, fisheries, agriculture, and infrastructure established the Tourism Promotion Fund whose objective and hospitality training and capacity building for the with the tourism policy so as to enhance cross- and and purpose is to provide funds to support development, tourism sector. inter-sectorial linkages; provide a framework for public- promotion and branding of the tourism sector. private partnerships in the tourism sector with a view to attracting investments; enhance community participation | 1.4 Strategic Planning Process in tourism activities; improve the quality and breadth of the country’s tourism offerings, including the coast, game parks and reserves, heritage, culture, sports, adventure, This Strategic Plan was developed in line with the revised Thereafter, the technical team developed the draft Strategic ecotourism, rural and agro-tourism, health, and expansion guidelines for preparation of fifth-generation Strategic Plans Plan through in-depth desk reviews, workshops and focused in conference tourism; promote and encourage domestic for the period 2023–2027 provided by the State Department for group discussions. The draft plan was subjected to internal and regional tourism; and create an environment to make Economic Planning. The State Department initiated the strategic stakeholders for comments and feedback. It was then submitted Kenya a premier tourism destination where tourists stay planning process with the top management holding an initial to the top management (CS and PS) who reviewed the Plan and spend more per visit. meeting and appointing a technical committee to spearhead and provided their comments and feedback to the technical the development of the Strategic Plan. A sub-committee was committee. The comments were incorporated, and the draft was appointed to review the previous Strategic Plan 2018–2022. This forwarded to the wider stakeholders’ public participation for | 1.3 History of the Organization was aimed at analyzing the extent of implementation of the comments and feedback. The comments were incorporated, and previous plan, achievements, challenges faced, and lessons the Strategic Plan was approved by the PS and then shared to learnt during the plan period. the Ministerial Strategic Planning Committee for consolidation The history of tourism as a government department dates to dealers, safari outfitters among other tourism enterprises not into the Ministerial Strategic Plan 2023–2027. 1963 when it first existed in the then Ministry of Information, covered by the HRA Act. The Tourism Department was domiciled Broadcasting and Tourism. The Kenya Tourist Development in different ministries including Wildlife, Information, Trade and Corporation (KTDC) was the first tourism parastatal established Industry, Commerce and East African Affairs. The department in 1965 under the KTDC Act Cap 383 Laws of Kenya before any was the one enforcing both the HRA Cap. 494 and TILA Cap. 381 official policy in the sector was formulated. until the Tourism Act 2011 was enacted and operationalized in 2014 as a comprehensive legal framework for the sector and The first policy on tourism in Kenya was Sessional Paper No. 1 led to repealing of the other Acts. of 1969. This policy emphasized the need for tourism facilities development at the coast, Nairobi and a few wildlife hotspot The Constitution of Kenya 2010 established county governments, areas. It also spelt out measures through which the sector and this necessitated the Tourism Department to be renamed could be indigenized because most of the tourism enterprises as the State Department for Tourism to distinguish it from those in the country were owned and run by foreigners. This led to in the respective counties. Its functions have been defined and the development of many tourist facilities in the said areas to positioned in different ministries through different Executive cater for the growing number of tourists. Orders issued from time to time from 2013 to date. Currently, the Tourism Department is part of the Ministry of Tourism and The Hotels and Restaurants Act, Cap. 494 (1972), established Wildlife as per the Executive Order No. 2 of November 2023. the Hotels and Restaurants Authority (HRA). The subsequent amendment and gazettement of the Catering Levy Trustees Order The State Department has seven (7) Semi-Autonomous Government created the Catering Levy Trustees (CLT) who are the precursor to Agencies (SAGAs) that operate independently but financed through the current Tourism Fund. The Kenya Utalii College was opened the State Department. Out of these, six (6) are established by in 1975 under the same order to train manpower for the rapidly the Tourism Act 2011 while one (1) is established under the growing tourism sector with financial support from the Swiss PFM Act. Currently, the Tourism Promotion Fund (TPF), Ronald Government and the 2% levy collected by the CLT. Ngala Utalii College (RNUC), National Convention Bureau (NCB), and Mama Ngina Waterfront are the only institutions operating The Tourism Industry Licensing Act (TILA) Cap. 381 was enacted outside the legal provisions of the Tourism Act. The Tourism to provide for the licensing of tour operators, travel agents, curio Finance Corporation (TFC) which is the former KTDC has since 6 | STRATEGIC PLAN 2023–2027 STATE DEPARTMENT FOR TOURISM STATE DEPARTMENT FOR TOURISM STRATEGIC PLAN 2023–2027 | 7

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Strategic Direction CHAPTER 02 STATE DEPARTMENT FOR TOURISM STRATEGIC PLAN 2023–2027 | 9

| STATE DEPARTMENT FOR TOURIS | Strategic Direction CHAPTER 02 M STRATEGIC PLAN 2023–2027 | 9 |

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This chapter outlines the mandate, vision and mission statements of the State Department. It | 2.6 Quality Policy Statement provides the State Department’s aspirations over the medium term (2023–2027) period in its endeavour to achieve its Key Result Areas and strategic objectives. The chapter also provides The State Department is committed to operate a quality • Resources required are mobilized to enhance product and management system in line with ISO 9001 International Standards. service delivery. the core values and quality policy statement, which establishes the framework and context for This is aimed at providing high quality services and products that • The policy and associated quality management system the State Department to achieve its mandate. meet or exceed expectations of our customers and stakeholders. documentation are communicated and understood by all Through this system, the State Department shall endeavour to employees. discharge its mandate for the development and continuous improvement of the tourism sector by ensuring that Kenya • The policy is reviewed and revised as necessary to take remains a destination of choice with a robust tourism sector. into account changing quality management systems and | 2.1 Mandate | 2.4 Strategic goals other relevant practices in the tourism sector. To be able to achieve this, the State Department shall ensure that: • Quality objectives are determined, measured, monitored, The State Department for Tourism derives its mandate and The strategic goals for the period are: evaluated, reviewed and continually improved for functions from the Executive Order No. 2 of 2023, on the sustainability.

1. Strengthened policy and legal framework organization of the government. The functions entail the following:
2. Improved visitor experience and broadened tourism i. Tourism policy and standards, Development and promotion products range of tourism,
3. Improved destination competitiveness for increased ii. Development and promotion of Tourism arrivals and earnings iii. Training on tourism services,
4. Enhanced tourism research, technology, innovation and iv. Tourism finance capacity development v. Tourism research and monitoring 5. Enhanced financing and investment for tourism development vi. Protection of tourism and regulation, and 6. Improved resilience and adaptation to climate change vii. Positioning and marketing of Kenya to local and international 7. Improved governance and institutional capacity for optimal tourists. productivity. | 2.2 Vision Statement | 2.5 Core Values An innovative and sustainable tourism Values are an integral part of an organization’s culture, and they create a sense of identity, belonging and purpose. The destination. State Department shall be guided by the following core values: • Innovativeness: be open and proactive in seeking better | 2.3 Mission Statement and more efficient methods of service delivery. • Teamwork: encourage team spirit, collaboration and consultation as a way of maximizing the synergy of working To provide leadership in the management, together. marketing and financing of the tourism • Integrity: uphold high levels of honesty, ethical conduct, sector for sustainable development. accountability and transparency in service delivery. • Professionalism: maintain high professionalism through continuous skills development, training and accountability to enhance customer satisfaction. • Equity: mainstream gender, youth and special groups’ issues in the ministry’s programmes and operations. • Efficiency: optimize the use of resources to deliver high quality services and achieve tourism goals effectively and cost-effectively. • Responsiveness: promptly address and adapt to the needs and concerns of stakeholders to ensure effective and timely solutions 10 | STRATEGIC PLAN 2023–2027 STATE DEPARTMENT FOR TOURISM STATE DEPARTMENT FOR TOURISM STRATEGIC PLAN 2023–2027 | 11

| | | 2.6 Quality Policy Statement The State Department is committed to operate a quality • Resources required are mobilized to enhance product and management system in line with ISO 9001 International Standards. service delivery. This is aimed at providing high quality services and products that • The policy and associated quality management system meet or exceed expectations of our customers and stakeholders. documentation are communicated and understood by all Through this system, the State Department shall endeavour to employees. discharge its mandate for the development and continuous improvement of the tourism sector by ensuring that Kenya • The policy is reviewed and revised as necessary to take remains a destination of choice with a robust tourism sector. into account changing quality management systems and other relevant practices in the tourism sector. To be able to achieve this, the State Department shall ensure that: • Quality objectives are determined, measured, monitored, evaluated, reviewed and continually improved for sustainability. STATE DEPARTMENT FOR TOURISM STRATEGIC PLAN 2023–2027 | 11 |

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| | 2.1 Mandate | 2.4 Strategic goals The State Department for Tourism derives its mandate and The strategic goals for the period are: functions from the Executive Order No. 2 of 2023, on the 1. Strengthened policy and legal framework organization of the government. The functions entail the following: 2. Improved visitor experience and broadened tourism i. Tourism policy and standards, Development and promotion products range of tourism, 3. Improved destination competitiveness for increased ii. Development and promotion of Tourism arrivals and earnings iii. Training on tourism services, 4. Enhanced tourism research, technology, innovation and iv. Tourism finance capacity development v. Tourism research and monitoring 5. Enhanced financing and investment for tourism development vi. Protection of tourism and regulation, and 6. Improved resilience and adaptation to climate change vii. Positioning and marketing of Kenya to local and international 7. Improved governance and institutional capacity for optimal tourists. productivity. | 2.2 Vision Statement | 2.5 Core Values An innovative and sustainable tourism Values are an integral part of an organization’s culture, and they create a sense of identity, belonging and purpose. The destination. State Department shall be guided by the following core values: • Innovativeness: be open and proactive in seeking better | 2.3 Mission Statement and more efficient methods of service delivery. • Teamwork: encourage team spirit, collaboration and consultation as a way of maximizing the synergy of working To provide leadership in the management, together. marketing and financing of the tourism • Integrity: uphold high levels of honesty, ethical conduct, sector for sustainable development. accountability and transparency in service delivery. • Professionalism: maintain high professionalism through continuous skills development, training and accountability to enhance customer satisfaction. • Equity: mainstream gender, youth and special groups’ issues in the ministry’s programmes and operations. • Efficiency: optimize the use of resources to deliver high quality services and achieve tourism goals effectively and cost-effectively. • Responsiveness: promptly address and adapt to the needs and concerns of stakeholders to ensure effective and timely solutions 10 | STRATEGIC PLAN 2023–2027 STATE DEPARTMENT FOR TOURISM | |

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Situational And Stakeholder Analysis CHAPTER 03 STATE DEPARTMENT FOR TOURISM STRATEGIC PLAN 2023–2027 | 13

| STATE DEPARTMENT FOR TOURIS | Situational And Stakeholder Analysis CHAPTER 03 M STRATEGIC PLAN 2023–2027 | 13 |

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This chapter outlines the situational and stakeholder analysis which are fundamental Category Opportunities Threats components of the strategic planning process. The analysis provides essential insights i. The government priorities under i. Weak linkage between planning and budgeting that will guide the State Department’s decisions and actions. In addition, it offers a BETA ii. Non-alignment of resource allocation comprehensive understanding of the State Department’s internal strengths and weaknesses, Economic i. Increased per capita income i. Economic downturns leading to reduced disposable income external opportunities and threats, and the various stakeholders who influence or are ii. High cost of living affected by its operations. iii. Weak demonstration of value for money by tourists i. Regional economic cooperation i. Rivalry and stiff competition for tourists and revenue and integration | 3.1 Situational Analysis ii. Low implementation of signed protocols and agreements iii. Unfavourable and conflicting laws and regulations among member states 3.1.1 External Environment iv. Unbalanced levels of economic development and growth among member states The State Department conducted a Political, Economic, Social, take advantage of opportunities and prepare plans to guard Technological, Environmental, Legal and Ethical (PESTEL) analysis against any possible threats and also purposefully enhance v. Varied application of standards and quality of tourism to describe and appreciate the environment under which it its strengths and exploit the opportunities towards achieving products among member states operates. This will allow the State Department to identify and its mandate. i. Rapid urbanization and i. Insecurity proliferation of informal ii. Increased immorality (child sex, prostitution, drug abuse) 3.1.1.1 Summary of Opportunities and Threats settlements iii. Harassment of tourists This section provides a concise assessment of the external growing population; youth unemployment; emerging pandemics iv. Child labour factors that can either positively or negatively affect the State among others that will hinder the realization of set programmes Department’s aspiration of making Kenya the most preferred and projects. The State Department has designed appropriate v. Expanding unemployed labour force tourist destination. It also presents a summarized analysis of strategic responses in terms of strategic objectives, strategies vi. Increased pollution, environmental degradation and the opportunities that arise from favorable external conditions, and activities to tap on those opportunities while also putting challenges on waste management sTaubclhe 3a.1s: Seucmonmoamryi oc f gorpopwotrhtu, ntieticehs naonldo tghicreaalt sa dvancements and measures to minimize the effects of the identified threats as supportive policies. On the other hand, the Department is aware summarized in Table 3.1. i. Conducive investment i. Regulatory uncertainty (policies, unpredictable tax regimes) of major threats, which include effects of climate change; rapid environment ii. Currency value fluctuations iii. High cost of doing business Category Opportunities Threats i. Exchange rates i. Inflation Political i. Political goodwill and stability i. Unfavourable political temperatures ii. Currency value fluctuations ii. International commitments and ii. Negative travel advisories due to security threats i. Expanding global demand for i. Geopolitics relations tourism iii. Weak linkages with the private tourism sector associations ii. Global inflation and economic meltdown iv. Weak linkages between tourism institutions iii. Emergence of diseases v. Weak governance iv. Insecurity and terrorism i. Regional integration with open i. Insecurity Social i. Consumer preferences and i. Changing demographics impacting target markets borders demand for new experiences ii. Acculturation ii. Slow adaptability and responsiveness to global trends ii. Stable diplomatic relationships iii. Inadequate resources to manage the influx of travellers due i. Increased demand for social i. Inadequate funds to develop the amenities to open borders amenities i. Enabling policies and legislation i. Low implementation of policies and legislation i. Growing demand for ethical and i. Cultural shifts affecting brand image socially responsible businesses ii. Non-compliance with the law i. Host-visitor understanding i. Hostility towards emerging social philosophies and practices iii. Disruptions arising from disasters and advisories (social cohesion) ii. Acculturation iv. Stringent data and information legislation leading to data breaches i. Rich and diverse cultures i. Acculturation i. Devolved governance structure i. Lack of clarity of functions between the two levels of ii. Commercialization of culture government ii. Weak synergy between the two levels of government 14 | STRATEGIC PLAN 2023–2027 STATE DEPARTMENT FOR TOURISM STATE DEPARTMENT FOR TOURISM STRATEGIC PLAN 2023–2027 | 15

| Category | Opportunities | Threats |

|---|---|---|

| | i. The government priorities under BETA | i. Weak linkage between planning and budgeting ii. Non-alignment of resource allocation |

| Economic | i. Increased per capita income | i. Economic downturns leading to reduced disposable income ii. High cost of living iii. Weak demonstration of value for money by tourists |

| | i. Regional economic cooperation and integration | i. Rivalry and stiff competition for tourists and revenue ii. Low implementation of signed protocols and agreements iii. Unfavourable and conflicting laws and regulations among member states iv. Unbalanced levels of economic development and growth among member states v. Varied application of standards and quality of tourism products among member states |

| | i. Rapid urbanization and proliferation of informal settlements | i. Insecurity ii. Increased immorality (child sex, prostitution, drug abuse) iii. Harassment of tourists iv. Child labour v. Expanding unemployed labour force vi. Increased pollution, environmental degradation and challenges on waste management |

| | i. Conducive investment environment | i. Regulatory uncertainty (policies, unpredictable tax regimes) ii. Currency value fluctuations iii. High cost of doing business |

| | i. Exchange rates | i. Inflation ii. Currency value fluctuations |

| | i. Expanding global demand for tourism | i. Geopolitics ii. Global inflation and economic meltdown iii. Emergence of diseases iv. Insecurity and terrorism |

| Social | i. Consumer preferences and demand for new experiences | i. Changing demographics impacting target markets ii. Slow adaptability and responsiveness to global trends |

| | i. Increased demand for social amenities | i. Inadequate funds to develop the amenities |

| | i. Growing demand for ethical and socially responsible businesses | i. Cultural shifts affecting brand image |

| | i. Host-visitor understanding (social cohesion) | i. Hostility towards emerging social philosophies and practices ii. Acculturation |

| | i. Rich and diverse cultures | i. Acculturation ii. Commercialization of culture |

| Category | Opportunities | Threats |

|---|---|---|

| Political | i. Political goodwill and stability ii. International commitments and relations | i. Unfavourable political temperatures ii. Negative travel advisories due to security threats iii. Weak linkages with the private tourism sector associations iv. Weak linkages between tourism institutions v. Weak governance |

| | i. Regional integration with open borders ii. Stable diplomatic relationships | i. Insecurity ii. Acculturation iii. Inadequate resources to manage the influx of travellers due to open borders |

| | i. Enabling policies and legislation | i. Low implementation of policies and legislation ii. Non-compliance with the law iii. Disruptions arising from disasters and advisories iv. Stringent data and information legislation leading to data breaches |

| | i. Devolved governance structure | i. Lack of clarity of functions between the two levels of government ii. Weak synergy between the two levels of government |

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3.1.2.2 Internal Business Processes Category Opportunities Threats The State Department has established systems, processes prioritized to strengthen and address. The strengths include Technological i. Advancements in technology i. Low adaptability to the changing technology and standards to guide the operations and quality of service well established tourism institutional frameworks, and result- improving efficiency and ii. Inadequate funds to embrace changes in technology delivery within the sector. These operating procedures help based productivity management while the weaknesses profiled productivity in defining services and aligning them to best practices. The include inadequate research, data and weak information sharing iii. High technology turnover analysis identified various strengths and weaknesses in the mechanism, inadequate funding, and overlap and duplication iv. Resistance to technological change state internal business processes which the Strategic Plan has of functions. i. Innovation i. Cyber security threats and data breaches 3.1.2.3. Resources and Capabilities ii. Unemployment (robotics/artificial intelligence) iii. Loss of business to more innovative destinations The resources and capabilities factor addresses critical elements resources. Kenya is considered as a world-renowned beach, that contribute to the State Department’s effectiveness and and safari and eco-tourism destination with potential middle i. Automation of government i. Potential cyber attacks sustainability. It underscores financial transparency and class population having high disposable income. Kenyans are systems and services ii. Loss of jobs (tourism industry is labour intensive) accountability as crucial for prudent utilization of the public also highly friendly and welcoming. iii. High installation and maintenance cost iv. High technology turnover 3.1.3 Summary of Strengths and Weaknesses Environmental i. Growing demand for eco-friendly i. High costs of adopting green tourism and circular economy products and services Table 3.2: Summary of strengths and weaknesses ii. Inadequate standards on sustainable tourism practices iii. Uncertainties in the value chain Factor Strengths Weaknesses iv. Climate change Governance and • Approved organization structure • Gaps/deficit in in-post technical staff Legal i. Favourable environment and i. Legal disputes or litigation administrative • Strong workforce • Non-alignment of laws and regulations within support to develop and enact the structures ii. Silo mentality and existing establishments maintain status the tourism sector best policies and laws • Friendly stakeholders quo • Weak linkage between indigenous local/ iii. Conflicting interest host communities in tourism resource management iv. Low adaptation of law to changing trends in tourism Internal • Existing policy environment • Low level of compliance Ethical i. Tourism sector associations exist i. Weak sectoral linkages business and are ready to form and facilitate • A result-based productivity management. • Inadequate research, data and weak ii. Weak systemic challenges processes professional and ethical behaviour information sharing mechanism • Well established tourism institutional framework iii. Inadequate funding • Incomplete process of ISO standardization • Enabling working environment i. Strengthened corporate i. Weak corporate governance and oversight • Inadequate funding governance and ethical practices in ii. Imbalanced involvement of the private sector associations the tourism sector • Low adaptability and innovation in line with global tourism trends and the changing world • Lack of coordination across the tourism sector 3.1.2 Internal Environment players Resources and • World renowned beach, safari and eco-tourism • Over-reliance on seasonal foreign tourists The State Department conducted a situation analysis of the internal business processes, and the available resources and capabilities destination (with narrow source markets and limited internal environment (strengths and weaknesses) to establish capabilities. The State Department will purpose to minimize the segments) the factors impacting its operation. The main areas of focus were effect of its weaknesses while at the same time enhancing its • Potential middle class population with high categorized into: governance and administrative structures, the strengths. The results are summarized in Table 3.2. disposable income • Inadequate and underdeveloped infrastructure • Kenyans are friendly and welcoming • Low uptake of quality tourism standards in 3.1.2.1 Governance and Administrative Structures • Kenya enjoys comparative international air capacity, the sector air accessibility and connectivity The State Department for Tourism is headed by the Principal various strengths under the governance and administrative • Weak resource mobilization Secretary as the authorized officer while the technical directorates structures that include the existence of enabling policies • Kenya offers wide and diverse range of tourism are headed by the Tourism Secretary. The functions are undertaken and legal framework. The identified weaknesses include low experiences (accessibility, accommodation, • Limited/inadequate resources by three (3) technical directorates namely: Tourism Development adaptability and innovation in line with global tourism trends attractions, amenities and activities) • Lack of focus on tourist market segmentation and Promotion; Tourism Research, Policy and Innovation; and the changing world; over-reliance on seasonal foreign • Diverse and vibrant culture and Tourism Investment and Finance. In addition, the State leisure (with few source markets and limited segments); and • Limited tourism experience en-route to end Department has various support service divisions and units to non-alignment of laws and regulations within the tourism sector. • Kenya is a renown ICT innovation hub in Africa destinations enable it to deliver its functions. The Strategic Plan identified • Pleasant and diverse climate all year round • Inadequate cultural narrative promotion 16 | STRATEGIC PLAN 2023–2027 STATE DEPARTMENT FOR TOURISM STATE DEPARTMENT FOR TOURISM STRATEGIC PLAN 2023–2027 | 17

| Category | Opportunities | Threats |

|---|---|---|

| Technological | i. Advancements in technology improving efficiency and productivity | i. Low adaptability to the changing technology ii. Inadequate funds to embrace changes in technology iii. High technology turnover iv. Resistance to technological change |

| | i. Innovation | i. Cyber security threats and data breaches ii. Unemployment (robotics/artificial intelligence) iii. Loss of business to more innovative destinations |

| | i. Automation of government systems and services | i. Potential cyber attacks ii. Loss of jobs (tourism industry is labour intensive) iii. High installation and maintenance cost iv. High technology turnover |

| Environmental | i. Growing demand for eco-friendly products and services | i. High costs of adopting green tourism and circular economy ii. Inadequate standards on sustainable tourism practices iii. Uncertainties in the value chain iv. Climate change |

| Legal | i. Favourable environment and support to develop and enact the best policies and laws | i. Legal disputes or litigation ii. Silo mentality and existing establishments maintain status quo iii. Conflicting interest iv. Low adaptation of law to changing trends in tourism |

| Ethical | i. Tourism sector associations exist and are ready to form and facilitate professional and ethical behaviour | i. Weak sectoral linkages ii. Weak systemic challenges iii. Inadequate funding |

| | i. Strengthened corporate governance and ethical practices in the tourism sector | i. Weak corporate governance and oversight ii. Imbalanced involvement of the private sector associations |

| Factor | Strengths | Weaknesses |

|---|---|---|

| Governance and administrative structures | • Approved organization structure • Strong workforce • Friendly stakeholders | • Gaps/deficit in in-post technical staff • Non-alignment of laws and regulations within the tourism sector • Weak linkage between indigenous local/ host communities in tourism resource management |

| Internal business processes | • Existing policy environment • A result-based productivity management. • Well established tourism institutional framework • Enabling working environment | • Low level of compliance • Inadequate research, data and weak information sharing mechanism • Incomplete process of ISO standardization • Inadequate funding • Low adaptability and innovation in line with global tourism trends and the changing world • Lack of coordination across the tourism sector players |

| Resources and capabilities | • World renowned beach, safari and eco-tourism destination • Potential middle class population with high disposable income • Kenyans are friendly and welcoming • Kenya enjoys comparative international air capacity, air accessibility and connectivity • Kenya offers wide and diverse range of tourism experiences (accessibility, accommodation, attractions, amenities and activities) • Diverse and vibrant culture • Kenya is a renown ICT innovation hub in Africa • Pleasant and diverse climate all year round | • Over-reliance on seasonal foreign tourists (with narrow source markets and limited segments) • Inadequate and underdeveloped infrastructure • Low uptake of quality tourism standards in the sector • Weak resource mobilization • Limited/inadequate resources • Lack of focus on tourist market segmentation • Limited tourism experience en-route to end destinations • Inadequate cultural narrative promotion |

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3.1.4 Analysis of Past Performance Year Standards Minimum standards developed developed This section provides an in-depth analysis of the key achievements, 2020 Developed standards for: challenges and lessons learnt during the implementation of the Strategic Plan (2018 –2022). 1) Sap and wellness 2) Tour driver guide accommodation 3.1.4.1 Key Achievements 3) Digital tourism The key achievements during the period under review are refurbishment of KICC and development of a masterplan Reviewed and incorporated health, safety and hygiene aspects in the following standards: discussed below. and a Public-Private Partnership (PPP) model for the

1. Hotel safety and security (Class A) development of Nairobi International Convention and KRA 1: Policy and Legal Framework Exhibition Centre (NICEC) at Bomas of Kenya. In addition, 2) Conference and conventions (Class G) The State Department for Tourism reviewed the National a feasibility study for the development of Mombasa
2. Extreme and adventure sports Tourism Policy and shared with the Attorney General’s office for International Convention Centre (MICC) was done and MoUs comments which were incorporated accordingly and submitted were signed with county governments for MICE promotion 4) Food safety and hygiene to the Cabinet for approval. However, with change of government, and awareness creation.
3. Halal compliance standards the process was not finalized. The Tourism Regulatory Authority

3. Development of new niche tourism products like Ushanga Regulations (2014) were reviewed and awaiting stakeholder’s 2021 Developed minimum standards for: Kenya Initiative: In the period under review, a draft Bead- participation. Craft policy was developed covering seven (7) counties 1) Game ranches; KRA 2: Tourism Product Development which include Baringo, Kajiado, West Pokot, Samburu,

2. Nature trails, nature reserves Turkana, Narok and Marsabit. At the same time, the The following were achieved during the review period in terms ministry established a policy to support local communities’ 3) Conservancies of tourism product development. participation in tourism development.
3. Amusement parks a. Beach Tourism Product: The State Department developed Mama Ngina waterfront and established four Beach KRA 3: Tourism and Wildlife Standards 5) Private zoos Management Units in Diani, Watamu, Mombasa and Malindi. Eighteen (18) minimum standards were reviewed and developed. 2022 Developed minimum standards for: b. Business/ Conference Tourism Product: In the period Additionally, EAC classification criteria was reviewed as summarized
4. Sustainability standards for the tourism industry 2018–2022, the department facilitated the establishment in Table 3.3. of a national convention bureau, modernization and 2) Sustainability standards for the hospitality industry Review of EAC classification criteria Table 3.3: Minimum standards reviewed and developed 2018 Reviewed criteria for: Year Standards Minimum standards developed 1) Town hotels developed
5. Vacation hotels 2018 Developed minimum standards for: 2019 Reviewed criteria for:
6. Class A and B hospitality facilities
7. Motels
8. Tours and travel operations
9. Restaurants
10. Code of practice for Class C enterprises (tours and travel)
11. Tented camps 2019 Developed minimum standards for:
12. Lodges
13. Hotel safety and security (Class A)
14. Villas, cottages and serviced apartments
15. Conference and conventions (Class G)
16. Homestays
17. Extreme and adventure sports 2020 Reviewed and incorporated health, safety and hygiene aspects in the following EAC classification
18. Food safety and hygiene criteria:
19. Halal compliance standards
20. Motels
21. Restaurants
22. Tented camps
23. Lodges
24. Villas, cottages and serviced apartments
25. Homestays 18 | STRATEGIC PLAN 2023–2027 STATE DEPARTMENT FOR TOURISM STATE DEPARTMENT FOR TOURISM STRATEGIC PLAN 2023–2027 | 19

| Year Standards developed | Minimum standards developed |

|---|---|

| 2020 | Developed standards for: 1) Sap and wellness 2) Tour driver guide accommodation 3) Digital tourism Reviewed and incorporated health, safety and hygiene aspects in the following standards: 1) Hotel safety and security (Class A) 2) Conference and conventions (Class G) 3) Extreme and adventure sports 4) Food safety and hygiene 5) Halal compliance standards |

| 2021 | Developed minimum standards for: 1) Game ranches; 2) Nature trails, nature reserves 3) Conservancies 4) Amusement parks 5) Private zoos |

| 2022 | Developed minimum standards for: 1) Sustainability standards for the tourism industry 2) Sustainability standards for the hospitality industry |

| Review of EAC classification criteria | |

| 2018 | Reviewed criteria for: 1) Town hotels 2) Vacation hotels |

| 2019 | Reviewed criteria for: 1) Motels 2) Restaurants 3) Tented camps 4) Lodges 5) Villas, cottages and serviced apartments 6) Homestays |

| 2020 | Reviewed and incorporated health, safety and hygiene aspects in the following EAC classification criteria: 1) Motels 2) Restaurants 3) Tented camps 4) Lodges 5) Villas, cottages and serviced apartments 6) Homestays |

| Year Standards developed | Minimum standards developed |

|---|---|

| 2018 | Developed minimum standards for: 1) Class A and B hospitality facilities 2) Tours and travel operations 3) Code of practice for Class C enterprises (tours and travel) |

| 2019 | Developed minimum standards for: 1) Hotel safety and security (Class A) 2) Conference and conventions (Class G) 3) Extreme and adventure sports 4) Food safety and hygiene 5) Halal compliance standards |

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KRA 9: Organizational Capacity positive organizational culture which include, motivational talks Year Standards Minimum standards developed and team building exercises, among others. In addition, capacity developed In the period 2018–2022, the State Department reviewed the building of staff was undertaken on the use and adoption of staff establishment which was duly approved by Public Service 2021 Stakeholder validation workshops for the following reviewed EAC classification criteria: Government Human Resource Information System (GHRIS). Commission (PSC) and also conducted a training needs assessment

1. Motels which has informed the department’s training schedule. The State Department implemented various activities towards enhancing
2. Restaurants
3. Tented camps 3.1.4.2 Challenges
4. Lodges The sector faced various challenges that affected the 7. Perceived insecurity challenges
5. Villas, cottages and serviced apartments implementation of the Strategic Plan and the effectiveness The negative perception of the destination’s safety and security
6. Homestays of Kenya’s tourism sector in general. Some of the challenges led to issuance of travel advisories. This led to reduction of encountered during the plan period include the following. 2022 Completed review for eight (8) EAC classification criteria tourist arrivals, earnings, loss of jobs, income and decreased

1. Inadequate funding investment, among others.

1. Town hotels Development of tourism products and facilities as well as 8. Outbreak of COVID-19 pandemic and other health
2. Vacation hotels development and implementation of tourism standards, marketing related emergencies
3. Motels of destination and capacity development is capital intensive The outbreak of the COVID-19 pandemic and other health-related and requires sustainable funding mechanisms. These activities
4. Restaurants emergencies had profound and far-reaching impacts on the were negatively affected by insufficient budgetary support and tourism sector both globally and locally. This included change of
5. Tented camps lack of innovative source for funding to the sector. travel patterns and behaviour, impact on meetings and events,
6. Lodges 2. Low uptake of modern technology loss of revenue, loss of jobs and closure of facilities such as the Hilton Hotel, Intercontinental, Treetop Hotel, among others.
7. Villas, cottages and serviced apartments The emergence of millennials and digital nomads’ tourists require commensurate changes in delivery and consumption 9. Inadequate physical infrastructure
8. Homestays of tourism products across the value chain. In addition, full Inadequate and poor state of infrastructure such as roads, digitalization of tourism systems and processes in the sector Reviewed Standards airports and airstrips, and communication services facilities to deliver an end-to-end digital tourism and travel experiences which are critical in enhancing destination competitiveness remains low and slow hence inhibiting visitor experience. This KRA 4: Financing and Investments source markets (Europe and Africa) through delegates experience continue to be a hindrance in the tourism sector. Most tourist has been exacerbated by the slow pace in keeping up with the campaigns. attraction sites have inadequate essential services such as In the period under review, the State Department developed modern technology. water and waste management systems, signage and fencing. a stimulus financing package framework to enhance capital In the same period, there was the launch of the 49 signature

3. Limited tourism product offering lending to hoteliers for refurbishment. The framework enabled experiences such as yoga, homestays, walking in the desert and 10. Weak linkages between the tourism associations the government to allocate Ksh 6.5 billion to hotels in a bid to iconic safaris. Through these interventions, the Magical Kenya Over time, the sector has heavily relied on limited product Tourism is a global business operating in a fiercely competitive enable them recover from the COVID-19 pandemic. The State Brand awareness index grew from 65% in 2016 to 85% in 2022. offering (beach and safari/wildlife). However, the quality of the landscape. There has been weak linkages between tourism Department also operationalized the Tourism Promotion Fund beach and safari product has been declining over the years The State Department for Tourism also developed and implemented associations which has led to uncoordinated efforts in undertaking (TPF). due to dilapidated tourism sites, poor perception of safety and a post-Covid recovery strategy resulting into rapid recovery of the tourism activities. cleanliness at the beaches and parks as well as environmental KRA 5: Research and Training the sector from the negative impacts of the pandemic. It also concerns. 11. Negative effects of climate change undertook domestic travel incentive campaigns in 2022 as well The department operationalized the Tourism Research Institute as undertaking county engagement forums and county MICE 4. Weak collaboration and partnerships Kenya’s tourism sector is vulnerable to the effects of climate (TRI) which has continued to coordinate tourism research and awareness engagements to create awareness on packaging of change. These effects disrupted tourism activities and damaged implementation of findings. In the period, the Tourism Research Kenya is a signatory to various international commitments tourism products. infrastructure, increased safety risks, led to loss of biodiversity, Institute developed the Kenya Tourism Satellite Account in 2019, whose implementation depends on many external and internal vanishing of glaciers in Mt. Kenya, and caused rising sea levels developed the National Tourism Research Agenda 2021–2026, New KRA 7: Tourism Resilience and Sustainability players. Collaboration and synergy among multiple state and and wildfires, among other concerns. Tourism Strategy 2021–2025, conducted research on the Impact non-state actors who have different mandates, roles and In the period under review, the State Department established of COVID-19 on tourism in Kenya in September 2021, produced capacities remain weak leading to duplication of legislations, 12. Inadequate human resources the Tourism Crisis Steering Committee in 2019, and established the report on the impact of World Rally Championship(WRC) regulations and functions. the Global Tourism Resilience and Crisis Management Centre A lack of enough skilled personnel hampered effective 2021 and conducted one (1) tourist exit survey in 2019. – East Africa. 5. Weak governance structures implementation of tourism initiatives, affecting service quality, The KUC completed the development of a practical training marketing efforts, and overall competitiveness in the global KRA 8: Collaboration/ Partnerships Weak governance structures impeded the implementation of block to aid in training of tourism students. The KUC reviewed market. policies and strategies for sustainable tourism development, eight (8) diploma programme curriculum and developed seven The State Department has made significant collaborations and marketing, investment and overall economic growth. 13. Weak policy and legislative framework (7) diploma programme curriculum. partnerships between it and various stakeholders in areas of development of tourism strategies and policies, capacity 6. Weak collaboration and coordination between The National Tourism Policy and Tourism Act 2011 are not KRA 6: Marketing development, marketing and product development. These national and county governments aligned to the constitution and emerging global tourism trends, The State Department carried out two major international partnerships have seen the growth of tourist arrivals and the respectively. Weak collaboration and coordination between the two levels campaigns on stay home and stay safe; and ‘The real deal sector in general. A framework to strengthen the relationship of government continued to create misunderstanding, poor campaigns’ in the period. Additionally, international MICE between the two levels of government (national and county) relations and delineation of functions. Inadequate consultation, marketing and awareness creation was done in traditional was also developed. coordination and collaborations in various programmes and projects has also brought unending conflicts among them. 20 | STRATEGIC PLAN 2023–2027 STATE DEPARTMENT FOR TOURISM STATE DEPARTMENT FOR TOURISM STRATEGIC PLAN 2023–2027 | 21

| Year Standards developed | Minimum standards developed |

|---|---|

| 2021 | Stakeholder validation workshops for the following reviewed EAC classification criteria: 1) Motels 2) Restaurants 3) Tented camps 4) Lodges 5) Villas, cottages and serviced apartments 6) Homestays |

| 2022 | Completed review for eight (8) EAC classification criteria 1) Town hotels 2) Vacation hotels 3) Motels 4) Restaurants 5) Tented camps 6) Lodges 7) Villas, cottages and serviced apartments 8) Homestays |

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13. Poor communication and information sharing travel agencies, airlines and train schedules, immigration and Expectation of the Expectation of theState health requirements and Kenya missions abroad. Additionally, S/No Stakeholder Role of the stakeholder The sector lacks a clear communication and information sharing stakeholder Department of Tourism we lack defined and strategic positioned information centres platform which is key in ensuring all sector players are abreast andsignages that tourists can use to make informed decisions with the current and emerging issues in the sector. This includes • Skills development and job • Adherence to policies, rules and as they travel. platforms sharing information on approved hotel tour operators, progression regulations of the ministry • Efficient and effective • Efficient utilization of resources | 3.2 Lessons learnt human resource services allocated • Participatory and fair appraisal In the period under review, the following key lessons were learnt. v. There is need to enhance collaboration between the various players in the tourism sector. • Capacity development i. Clear policy direction is critical for adoption and through the required implementation of plans, programmes and projects. vi. Adoption of technology is key in tourism marketing, training promotion and product development. ii. Leadership and good governance is paramount for the
14. Researchers • To undertake research • Provide internship to their • Training of staff who are implementation of the Strategic Plan. vii. Operationalization of a crisis management centre is critical and academic and disseminate students competent enough to deliver on for mitigating negative impacts of tourism-related crises iii. Timely and accurate research enhances effective decision- institutions results on various the ministry’s mandate. from time to time. • ·Share the generated data making and sustainable tourism development. topical areas and information • Sharing of research findings to iv. Proper resource mobilization and utilization is crucial for inform evidence-based policy • Partnership and successful growth of the sector. decisions collaboration in research and policy formulation | 3.3 Stakeholder Analysis 4. Ministries • To enhance • Strengthen support and • Promote inter-ministerial Department and collaborations and collaboration with ministries coordination and collaboration, Agencies (MDAs) coordination in service and state corporations devolution and decentralization The State Department interacts with many internal and external that may have significant impact on the implementation of the delivery under the new governance opportunities stakeholders in the process of carrying out its functions. Strategic Plan. Table 3.4 shows the results of the stakeholder structure Stakeholders are individuals and organizations that influence analysis by outlining the expectations that each stakeholder
15. Independent • To secure the • Adherence to the • Provide policy guidance on or are impacted upon by the operations of the tourism sector. has on the tourism sector in the discharge of its mandate and commissions observance of constitution respective mandates These stakeholders provide opportunities for the sector to what the State Department expects from them. democratic values enhance its efficiency and effectiveness or present threats • Capacity building of staff and principles, and promote Table 3.4: Stakeholder analysis constitutionalism
16. Contractors, • To supply goods and • Timely payments for goods • Efficient, effective and timely Expectation of the Expectation of theState S/No Stakeholder Role of the stakeholder suppliers and services and services supplied delivery of goods and services stakeholder Department of Tourism merchants • Procurement process • High standards of technical works S/No Stakeholder • Role of the stakeholder • Expectation of the • Expectation of theState that are transparent and undertaken, goods and services stakeholder Department of Tourism accountable as well as supplied that meet contractual ensuring fair competition obligations
17. The public • To seek services and • Active participation • Timely provision of regular provide feedback feedback on services • Competitive pricing • Enhanced awareness in the • To promote tourism sector • Responsive to the members of the 7. Professional • To provide necessary • Compliance by technical • Improved standards of technical activities public bodies professional guidance staff through registration expertise and professional • Efficient and effective and renewal management services • Compliance with laws and • To enforce regulations regulations and standards • Improved innovation, research • Transparency and and development, and policy accountability in the service • Ownership and sustainability of analysis delivery projects
18. Non-state actors • To provide advocacy • Participation in the ministry • Active participation and
19. Staff • To provide timely • Commitment to their welfare • Improved productivity such as NGOs, services policies, projects and collaboration services • Reward of excellent • Provide necessary skills and civil societies, programmes development • Positive multi-stakeholder • To receive and performance manpower CBOs and others • Provision of quality services engagement disseminate feedback • Favourable terms and • Exhibit a good image of the State in the tourism sector • Accountability demands • To be accountable conditions of service Department • Good work environment • Efficient and timely services to the citizens and stakeholders 22 | STRATEGIC PLAN 2023–2027 STATE DEPARTMENT FOR TOURISM STATE DEPARTMENT FOR TOURISM STRATEGIC PLAN 2023–2027 | 23

| S/No | Stakeholder | Role of the stakeholder | Expectation of the stakeholder | Expectation of theState Department of Tourism |

|---|---|---|---|---|

| | | | • Skills development and job progression • Efficient and effective human resource services • Participatory and fair appraisal • Capacity development through the required training | • Adherence to policies, rules and regulations of the ministry • Efficient utilization of resources allocated |

| 3. | Researchers and academic institutions | • To undertake research and disseminate results on various topical areas | • Provide internship to their students • ·Share the generated data and information • Partnership and collaboration in research and policy formulation | • Training of staff who are competent enough to deliver on the ministry’s mandate. • Sharing of research findings to inform evidence-based policy decisions |

| 4. | Ministries Department and Agencies (MDAs) | • To enhance collaborations and coordination in service delivery | • Strengthen support and collaboration with ministries and state corporations under the new governance structure | • Promote inter-ministerial coordination and collaboration, devolution and decentralization opportunities |

| 5. | Independent commissions | • To secure the observance of democratic values and principles, and promote constitutionalism | • Adherence to the constitution | • Provide policy guidance on respective mandates • Capacity building of staff |

| 6. | Contractors, suppliers and merchants | • To supply goods and services | • Timely payments for goods and services supplied • Procurement process that are transparent and accountable as well as ensuring fair competition | • Efficient, effective and timely delivery of goods and services • High standards of technical works undertaken, goods and services supplied that meet contractual obligations • Competitive pricing |

| 7. | Professional bodies | • To provide necessary professional guidance • To enforce regulations and standards | • Compliance by technical staff through registration and renewal | • Improved standards of technical expertise and professional management • Improved innovation, research and development, and policy analysis |

| 8. | Non-state actors such as NGOs, civil societies, CBOs and others | • To provide advocacy services | • Participation in the ministry policies, projects and programmes development • Provision of quality services in the tourism sector | • Active participation and collaboration • Positive multi-stakeholder engagement • Accountability demands |

| S/No | Stakeholder | Role of the stakeholder | Expectation of the stakeholder | Expectation of theState Department of Tourism |

|---|---|---|---|---|

| S/No | Stakeholder | • Role of the stakeholder | • Expectation of the stakeholder | • Expectation of theState Department of Tourism |

| 1. | The public | • To seek services and provide feedback • To promote tourism activities | • Active participation • Enhanced awareness in the sector • Efficient and effective services • Transparency and accountability in the service delivery | • Timely provision of regular feedback on services • Responsive to the members of the public • Compliance with laws and regulations • Ownership and sustainability of projects |

| 2. | Staff | • To provide timely services • To receive and disseminate feedback • To be accountable | • Commitment to their welfare • Reward of excellent performance • Favourable terms and conditions of service • Good work environment | • Improved productivity • Provide necessary skills and manpower • Exhibit a good image of the State Department • Efficient and timely services to the citizens and stakeholders |

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Expectation of the Expectation of theState S/No Stakeholder Role of the stakeholder stakeholder Department of Tourism 9. Development • To provide financial • Efficient use of resources • Support specific programmes partners and and technical support whose implementation is • Achievement of planned international coordinated by the ministry outcomes of projects organizations implemented • Timely disbursement of committed resources • Involvement in planning for Strategic Issues, the sector • Technical assistance and support 10. Parliament • To enact laws and • Timely submission of • Timely approval of policies and regulations on policy draft policies and bills for bills frameworks legislation Goals and Key • Ensure adequate funding and • To provide oversight • Timely response to appropriation of budgets parliamentary questions • Efficient utilization of Result Areas allocated resources 11. Media • To offer publicity • Provision of timely, accurate • Enhancing awareness and and reliable information information documentation and communication including feedback • Fair and responsible coverage and reporting 12. County • To collaborate and • Policy guidance on tourism • Proper implementation of governments partner with national sector policies, legislation and government to regulations for both levels or tiers • Partnership in implement policies of government
implementation of devolved and decentralized functions • Partnership in implementation of in tourism development national programmes and projects • Capacity building on tourism • Ownership and sustainability of development and related projects and programmes CHAPTER issues • Technical advisory and support 13. Private sector • To undertake • Development of a • Compliance with laws, regulations investments to support coordination framework for and best business practices 04 growth of the sector all sector players • Active engagement in stakeholder • To undertake Public- • Provide enabling meetings and collaborations Private Partnerships environment and incentives • Increased funding for prioritized (PPPs) on projects and for business PPPs projects in tourism programmes • Involvement in policy development activities formulation in the sector • Play their rightful role in tourism • Increased involvement of and wildlife development PPPs for tourism and wildlife development 24 | STRATEGIC PLAN 2023–2027 STATE DEPARTMENT FOR TOURISM STATE DEPARTMENT FOR TOURISM STRATEGIC PLAN 2023–2027 | 25

| STATE DEPARTMENT FOR TOURIS | Strategic Issues, Goals and Key Result Areas CHAPTER 04 M STRATEGIC PLAN 2023–2027 | 25 |

|---|---|

| S/No | Stakeholder | Role of the stakeholder | Expectation of the stakeholder | Expectation of theState Department of Tourism |

|---|---|---|---|---|

| 9. | Development partners and international organizations | • To provide financial and technical support | • Efficient use of resources • Achievement of planned outcomes of projects implemented • Involvement in planning for the sector | • Support specific programmes whose implementation is coordinated by the ministry • Timely disbursement of committed resources • Technical assistance and support |

| 10. | Parliament | • To enact laws and regulations on policy frameworks • To provide oversight | • Timely submission of draft policies and bills for legislation • Timely response to parliamentary questions • Efficient utilization of allocated resources | • Timely approval of policies and bills • Ensure adequate funding and appropriation of budgets |

| 11. | Media | • To offer publicity | • Provision of timely, accurate and reliable information | • Enhancing awareness and information documentation and communication including feedback • Fair and responsible coverage and reporting |

| 12. | County governments | • To collaborate and partner with national government to implement policies | • Policy guidance on tourism sector • Partnership in implementation of devolved and decentralized functions in tourism development • Capacity building on tourism development and related issues • Technical advisory and support | • Proper implementation of policies, legislation and regulations for both levels or tiers of government\ • Partnership in implementation of national programmes and projects • Ownership and sustainability of projects and programmes |

| 13. | Private sector | • To undertake investments to support growth of the sector • To undertake Public- Private Partnerships (PPPs) on projects and programmes | • Development of a coordination framework for all sector players • Provide enabling environment and incentives for business • Involvement in policy formulation in the sector • Increased involvement of PPPs for tourism and wildlife development | • Compliance with laws, regulations and best business practices • Active engagement in stakeholder meetings and collaborations • Increased funding for prioritized PPPs projects in tourism development activities • Play their rightful role in tourism and wildlife development |

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This section provides the Key Result Areas, strategic issues and strategies based on in terms product development, marketing, capacity building 7. Weak governance and inadequate institutional institutional goals, objectives and activities. The strategies inform the resource requirements and innovation. In addition, there is inadequate tourism capacity and benchmarks for monitoring and performance measurement over the plan period. The infrastructure, limited international branded hotels, and The tourism sector is multi-sectoral and multi-dimensional with inadequate tourism incentives. This has led to decline in State Department’s goals, objectives and activities will be the points of reference when many players undertaking various responsibilities. Over time the quality of product experience, standards and destination due to lack of a clear engagement and coordination framework analyzing the deliverables in this Strategic Plan. competitiveness. Therefore, the sector needs to establish among the national government, county government, private sustainable and innovative tourism funding mechanism. sector and tourism stakeholders, the sector has witnessed 6. Slow mitigation and adaptation to climate weak governance creating bottlenecks and duplication of change efforts consequently stagnating its growth. To address this, the | 4.1 Strategic Issues sector needs to enhance collaboration, cooperation, synergy, There are emerging climate change issues that have affected partnerships and participation with all the stakeholders. the operations of the sector. For example, droughts have In addition, the State Department lacks adequate human This section provides an overview of strategic issues that have been informed by the situational and stakeholder analysis and affected the population of wildlife which has been one of resources with twenty-seven (27) technical officers in post formed the basis of formulating the State Department’s strategic the implementation of the previous Strategic Plan. the sector’s growth supports. Additionally, emerging flooding against an approved establishment of fifty-eight (58) depicting goals and strategies for the period 2023–2027. These issues have has reduced visits to various tourist attraction sites. The a variance of thirty one (31) officers. Further, the Department sector lacks climate mitigation and adaptation measures lacks adequate financial resources, office space, modern hence prone to the arising climate change effects. The office equipment and tools to enable the officers undertake

1. Non-alignment of the Tourism Policy to the digital fluency in tourism sector. State Department have come up with an initiative of one their functions. There is need to institutionalize knowledge Constitution and emerging issues in the sector tourist one tree in order to mitigate on the effects of climate
2. Low destination competitiveness management which comprises of knowledge sharing, retention change as well as growing fifty million trees annually in the The Tourism Policy was enacted through the Sessional Paper and storage. The competitiveness of the destination has remained relatively planned period No. 1 of 2010, after which several constitutional changes and low as compared to peer competitors in terms of the quality other significant changes have been made. While important of tourism products and services. This is attributed to low achievements have been made under the policy, the dynamics uptake and compliance of quality tourism standards by in the local and global realities and trends in tourism, has tourism enterprises, activities and services stemming from | 4.2 Strategic Goals made the policy inadequate to deal with the challenges and several gaps in the current legal and legislative framework. emerging realities. These changes and realities are affecting In addition, uncoordinated destination marketing, few effective administration of the policy. Key among these domestic travel incentives, costly travel and accommodation changes include the promulgation of the Constitution of has continued to curtail the destination’s marketing efforts The strategic goals of the State Department for 4. Enhanced tourism research, technology, Kenya 2010, which led to the formation of county governments thus making the country to lag behind in terms of tourist the period will be: innovation and capacity development. in 2013. With the devolved units in place, it is paramount arrivals and the global tourist market share. To enhance that the National Tourism Policy be reviewed to incorporate 1. Strengthened policy and legal framework. 5. Enhanced financing and investment for tourism destinations competitiveness, there is need to improve visitor the units. The unbundling of the local tourism function as development. experience, promote coordinated marketing approaches and 2. Improved visitor experience and broadened per Schedule Four of the Constitution has not been clear promote accessibility of destination. tourism products range. 6. Improved resilience and adaptation to climate between the two levels of government. In addition, the level change. of enforcement of the tourism laws has been weak, partly 4. Limited tourism research, technology, innovation 3. Improved destination competitiveness for because of the delay in the operationalization of the Tourism and capacity development increased arrivals and earnings. 7. Improved governance and institutional capacity Protection Service. for optimal productivity. Tourism is a labour-intensive industry and requires a skilled
3. Low tourism products diversification and visitor workforce with the right training in tandem with the market experience trend and need. The human resource challenge for the tourism industry is recruiting and training employees with the right Tourists have been confined to beach and wildlife safari | 4.3 Key Result Areas skills, knowledge and attitudes to their work. The tourism products despite there being other equally attractive and industry further suffers from inadequate data to support interesting circuits available within the country. This has evidence-based decision-making, lack of information sharing led to underutilization of the existing tourism products mechanism and lack of a standard training certification, such as heritage tourism especially the Lake Turkana basin The State Department will pursue a transformative • KRA 3: Marketing and promotion registration, accreditation and examination structure. Further, which is known for rich archeological and paleontological agenda intended to improve on the implementation low uptake of modern technology and the emergence of • KRA 4: Tourism training, research technology discoveries notably the Turkana boy, the oldest stone tools of its mandate and attainment of the strategic goals. millennials and digital nomads necessitates the tourism and innovation and the abundant fossils hence labelling Kenya as home of In the plan period, the State Department will adopt sector to relook their uptake of modern technology in human origin. Other existing tourism products are cultural the following seven Key Result Areas. • KRA 5: Financing and investment delivery and consumption of tourism products across the tourism, cruise tourism and agro tourism. In addition, there value chain. The sector thus needs to be alive to the emerging • KRA 1: Policy and legislation • KRA 6: Climate change has been low development of new attractions, tourism technological advances in the world to be able to compete infrastructure and public amenities to the most visited • KRA 2: Product development and diversification • KRA 7: Institutional Capacity Development with other tourist destination markets. attraction sites and along the major stop-overs. There has also been highly controlled tourism experience with limited 5. Inadequate financing and investment for tourism activities enroute to the destination. Further, there has been development low adaptation of modern technology and innovation in The sector has been experiencing declining financial resource line with changing global tourism trends. There is also low allocation both from the exchequer and development integration of youth who are rich in creativity, energy and partners. This has greatly affected the growth of the sector 26 | STRATEGIC PLAN 2023–2027 STATE DEPARTMENT FOR TOURISM STATE DEPARTMENT FOR TOURISM STRATEGIC PLAN 2023–2027 | 27

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Table 4.1 highlights the strategic issues, goals and KRAs that the State Department will focus on during the implementation period. Table 4.1 Strategic issues, goals and Key Result Areas S/No. Strategic issue Goal Key Result Areas 1 Non-alignment of the Tourism Strengthened policy and legal Policy and legislation Policy to the Constitution and framework Strategic Objectives emerging issues 2 Low tourism products, Improved visitor experience and Product development and diversification diversification and visitor broadened tourism products range experience and Strategies 3 Low destination competitiveness Improved destination Marketing and promotion competitiveness for increased arrivals and earnings 4 Limited tourism research, Enhanced tourism research, Tourism training, research technology, technology, innovation and technology, innovation and capacity and innovation capacity development development 5 Inadequate financing and Enhance financing and investment Financing and investment investment for tourism for tourism development development 6 Slow mitigation and adaptation Improved resilience and adaptation Climate change to climate change to climate change 7 Weak governance and Improved governance and Institutional Capacity Development inadequate institutional capacity institutional capacity for optimal productivity CHAPTER 05 28 | STRATEGIC PLAN 2023–2027 STATE DEPARTMENT FOR TOURISM STATE DEPARTMENT FOR TOURISM STRATEGIC PLAN 2023–2027 | 29

| STATE DEPARTMENT FOR TOURIS | Strategic Objectives and Strategies CHAPTER 05 M STRATEGIC PLAN 2023–2027 | 29 |

|---|---|

| S/No. | Strategic issue | Goal | Key Result Areas |

|---|---|---|---|

| 1 | Non-alignment of the Tourism Policy to the Constitution and emerging issues | Strengthened policy and legal framework | Policy and legislation |

| 2 | Low tourism products, diversification and visitor experience | Improved visitor experience and broadened tourism products range | Product development and diversification |

| 3 | Low destination competitiveness | Improved destination competitiveness for increased arrivals and earnings | Marketing and promotion |

| 4 | Limited tourism research, technology, innovation and capacity development | Enhanced tourism research, technology, innovation and capacity development | Tourism training, research technology, and innovation |

| 5 | Inadequate financing and investment for tourism development | Enhance financing and investment for tourism development | Financing and investment |

| 6 | Slow mitigation and adaptation to climate change | Improved resilience and adaptation to climate change | Climate change |

| 7 | Weak governance and inadequate institutional capacity | Improved governance and institutional capacity for optimal productivity | Institutional Capacity Development |

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This chapter outlines the strategic objectives and strategic choice, which will guide the Strategic objective Outcome Outcome indicators Year 1 Year 2 Year 3 Year 4 Year 5 achievement of the State Department’s aspirations over the medium term (2023–2027). The To increase the Enhanced conference No. of conferences held 11,614 12,775 14,053 15,458 16,863 strategic objectives and strategies are aligned with the vision, mission and core values. number of events and tourism delegates hosted. | 5.1 Strategic Objectives To promote training Enhanced evidence- Level of tracking 25% 50% 75% 100% research, technology based decision- and reporting on and innovation on making implementation of The strategic objectives serve as a roadmap to achieve the sustainable tourism. development policies, mission and vision. The strategic objectives for the State strategies and programmes Department will be: % of planned targets 25% 50% 75% 100% implemented according to the planned schedule and i. To strengthen the tourism policy and legal viii. To enhance resource mobilization for tourism specifications framework. development. To promote public Informed tourism No. of public documents 20 20 20 20 ii. To improve visitor experience and broaden the ix. To promote collaboration and enhance communication and sector and disseminated tourism product range. partnerships in the tourism sector. awareness. stakeholders iii. To empower the young generation as x. To increase tourism investments. To enhance resource Sustainable Increase in amount of 2B 3B 4B 5B leaders in tourism through innovation and xi. To enhance access, equitable benefit sharing mobilization for financing for tourism private capital investments entrepreneurship. and sustainable use of resources. tourism development. development in PPPs (Ksh millions) iv. To increase tourist arrivals and earnings. xii. To promote strategies and actions for mitigating To promote Strengthened linkages Level of implementation of 25% 50% 75% 100% v. To increase the number of events and delegates and adapting to climate change. collaboration and and collaborations in partnership agreements hosted. enhance partnerships the tourism sector xiii. To improve efficiency and effectiveness in Level of collaboration 25% 50% 75% 100% in the tourism sector. vi. To promote training research, technology and service delivery. between the two levels of innovation on sustainable tourism. government xiv. To strengthen institutional capacity for improved vii. To promote public communication and service delivery. To increase tourism Increased income and Increase in tourism sector 10.39% 10.50% 11% 11.50% 12% awareness. investments. job creation contribution to GDP Direct contribution of 4.40% 5.50% 6.50% 8% Table 5.1 illustrates the various strategic objectives and the tourism industry to Kenya expected deliverables for the period at outcome level. GDP Increase in number of 5.5 5.8 6 6.2 6.5 Table 5.1: Strategic objectives and the expected deliverables people employed in the sector Strategic objective Outcome Outcome indicators Year 1 Year 2 Year 3 Year 4 Year 5 To enhance access, Sustainable use of % absorption rate of funds 80% 100% 100% 100% 100% equitable benefit tourism resources To strengthen the Strengthened % level of completion of 63 80 90 90 sharing and tourism policy and institutional reviewed Policies/Acts sustainable use of legal framework. governance resources. To improve on visitor Increased market Tourism experience index % 70 75 80 90 To promote strategies Improved working No. of mitigation and 10 10 10 10 experience and share and a higher Visitor satisfaction levels 100 100 100 100 and actions for environment adaptation strategies broaden the tourism number of visitors mitigating and developed product range. adapting to climate To empower young Empowered youth Number of youth 20,000 30,000 40,000 50,000 change. generation as leaders and youth-friendly empowered To improve efficiency Improved service Customer satisfaction levels 62 100 100 100 100 in tourism through tourism destinations. and effectiveness in delivery innovation and Number youth-friendly 10 30 50 100 % level of processes 60 80 90 100 100 service delivery. entrepreneurship. tourism products initiated automation Increase in tourist arrivals 2.028 2.09 3.7 4.5 5 To strengthen Motivated staff Productivity index score for 1.285 2.92 4 7 8 (million) institutional capacity the State Department for improved service Increase in tourism 325 352 534 664 824 delivery. earnings (billion) 30 | STRATEGIC PLAN 2023–2027 STATE DEPARTMENT FOR TOURISM STATE DEPARTMENT FOR TOURISM STRATEGIC PLAN 2023–2027 | 31

| Strategic objective | Outcome | Outcome indicators | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 |

|---|---|---|---|---|---|---|---|

| To increase the number of events and delegates hosted. | Enhanced conference tourism | No. of conferences held | 11,614 | 12,775 | 14,053 | 15,458 | 16,863 |

| To promote training research, technology and innovation on sustainable tourism. | Enhanced evidence- based decision- making | Level of tracking and reporting on implementation of development policies, strategies and programmes | | 25% | 50% | 75% | 100% |

| | | % of planned targets implemented according to the planned schedule and specifications | | 25% | 50% | 75% | 100% |

| To promote public communication and awareness. | Informed tourism sector and stakeholders | No. of public documents disseminated | | 20 | 20 | 20 | 20 |

| To enhance resource mobilization for tourism development. | Sustainable financing for tourism development | Increase in amount of private capital investments in PPPs (Ksh millions) | | 2B | 3B | 4B | 5B |

| To promote collaboration and enhance partnerships in the tourism sector. | Strengthened linkages and collaborations in the tourism sector | Level of implementation of partnership agreements | | 25% | 50% | 75% | 100% |

| | | Level of collaboration between the two levels of government | | 25% | 50% | 75% | 100% |

| To increase tourism investments. | Increased income and job creation | Increase in tourism sector contribution to GDP | 10.39% | 10.50% | 11% | 11.50% | 12% |

| | | Direct contribution of tourism industry to Kenya GDP | | 4.40% | 5.50% | 6.50% | 8% |

| | | Increase in number of people employed in the sector | 5.5 | 5.8 | 6 | 6.2 | 6.5 |

| To enhance access, equitable benefit sharing and sustainable use of resources. | Sustainable use of tourism resources | % absorption rate of funds | 80% | 100% | 100% | 100% | 100% |

| To promote strategies and actions for mitigating and adapting to climate change. | Improved working environment | No. of mitigation and adaptation strategies developed | | 10 | 10 | 10 | 10 |

| To improve efficiency and effectiveness in service delivery. | Improved service delivery | Customer satisfaction levels | 62 | 100 | 100 | 100 | 100 |

| | | % level of processes automation | 60 | 80 | 90 | 100 | 100 |

| To strengthen institutional capacity for improved service delivery. | Motivated staff | Productivity index score for the State Department | 1.285 | 2.92 | 4 | 7 | 8 |

| Strategic objective | Outcome | Outcome indicators | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 |

|---|---|---|---|---|---|---|---|

| To strengthen the tourism policy and legal framework. | Strengthened institutional governance | % level of completion of reviewed Policies/Acts | | 63 | 80 | 90 | 90 |

| To improve on visitor experience and broaden the tourism product range. | Increased market share and a higher number of visitors | Tourism experience index % | | 70 | 75 | 80 | 90 |

| | | Visitor satisfaction levels | | 100 | 100 | 100 | 100 |

| To empower young generation as leaders in tourism through innovation and entrepreneurship. | Empowered youth and youth-friendly tourism destinations. | Number of youth empowered | | 20,000 | 30,000 | 40,000 | 50,000 |

| | | Number youth-friendly tourism products initiated | | 10 | 30 | 50 | 100 |

| | | Increase in tourist arrivals (million) | 2.028 | 2.09 | 3.7 | 4.5 | 5 |

| | | Increase in tourism earnings (billion) | 325 | 352 | 534 | 664 | 824 |

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| 5.2 Strategic Choices Key Result Area Strategic issue Strategic objective Strategic choices KRA 4: Tourism Limited tourism SO 4.1: To promote training, i. Undertake capacity development for This section presents the strategic choices based on the Key Department. The Key Result Areas (KRAs), strategic objectives training, research, research, technology, research, technology and tourism stakeholders Result Areas (KRAs) and strategic objectives. The strategic choices and strategies that will deliver the 2023–2027 Strategic Plan are technology and innovation and capacity innovation on sustainable are aligned with the vision, mission and values of the State outlined in Table 5.2. ii. Strengthen tourism research and innovation development tourism. innovation iii. Enhance collaboration with universities Table 5.2 Key Result Areas, strategic objectives and the strategies and other learning institutions Key Result Area Strategic issue Strategic objective Strategic choices iv. Implement smart tourism and digital transformation KRA 1: Policy and Non-alignment of SO 1.1: To strengthen the i. Formulate, review and update Policies, Acts v. Digitalization and business process re- legislation the Tourism Policy to tourism policy and legal and regulations engineering the Constitution and framework. ii. Formulate, review and update strategies, emerging issues in the vi. Capacity building, small, micro and frameworks and master plans sector medium enterprises and emerging iii. Strengthen tourism safety and security entrepreneurs in tourism KRA 2: Product Low tourism products SO 2.1: To improve visitor i. Diversify and develop new tourism SO 4.2: To promote public i. Strengthen information management and development and diversification and experience and broaden attractions and niche products communication and sharing mechanism diversification visitor experience the tourism product range. awareness ii. Implement tourism management ii. Coordinate outreach, awareness and programmes participation programmes SO 2.2: To empower i. Youth in Tourism and Conservation Initiative iii. Establish and enhance the capabilities of young generation as information centres leaders in tourism KRA 5: Financing Inadequate financing SO 5.1: To enhance i. Establish sustainable and innovative through innovation and and investment and investment for resource mobilization for tourism funding mechanism entrepreneurship. tourism development tourism development. ii. Re-engineer tourism funding institutions KRA 3: Marketing Low destination SO 3.1: To increase tourist i. Enhance destination visitor experience and promotion competitiveness arrivals and earnings. iii. Review tourism funding model ii. Promote coordinated marketing . approaches iv. Enhance accountability on utilization of financial resources iii. Promote accessibility of destination both locally and internationally SO 5.2: To promote i. Strengthen partnerships collaboration and enhance iv. Diversification of destination experiences ii. Strengthen engagement framework with partnerships in the county governments v. Provide domestic travel incentives tourism sector. vi. Promote independent and affordable SO 5.3: To increase tourism i. Promote innovative and strategic travel investments. investment opportunities vii. Strengthen linkages and SO 5.4: To enhance access, i. Enhance sharing of benefits accrued from collaborations in the tourism sector equitable benefit sharing natural and other resources and sustainable use of viii. Organize and participate in tourism ii. Promote innovative and strategic resources. conferences, summits, tradeshows, investment for sustainable use of tourism roadshows, expos, exhibitions and events resources SO 3.2: To increase the i. Enhance destination MICE infrastructure KRA 6: Climate Slow mitigation and SO 6.1: To promote i. Promote climate change mitigation and number of events and and capacity change adaptation to climate strategies and actions for adaptation strategies delegates hosted. change mitigating and adapting to ii. Enhance early warning mechanism and climate change. action responses iii. Formulate and implement a comprehensive disaster reduction strategy iv. Undertake prompt climate change risk assessments 32 | STRATEGIC PLAN 2023–2027 STATE DEPARTMENT FOR TOURISM STATE DEPARTMENT FOR TOURISM STRATEGIC PLAN 2023–2027 | 33

| Key Result Area | Strategic issue | Strategic objective | Strategic choices |

|---|---|---|---|

| KRA 4: Tourism training, research, technology and innovation | Limited tourism research, technology, innovation and capacity development | SO 4.1: To promote training, research, technology and innovation on sustainable tourism. | i. Undertake capacity development for tourism stakeholders ii. Strengthen tourism research and innovation iii. Enhance collaboration with universities and other learning institutions iv. Implement smart tourism and digital transformation v. Digitalization and business process re- engineering vi. Capacity building, small, micro and medium enterprises and emerging entrepreneurs in tourism |

| | | SO 4.2: To promote public communication and awareness | i. Strengthen information management and sharing mechanism ii. Coordinate outreach, awareness and participation programmes iii. Establish and enhance the capabilities of information centres |

| KRA 5: Financing and investment | Inadequate financing and investment for tourism development | SO 5.1: To enhance resource mobilization for tourism development. | i. Establish sustainable and innovative tourism funding mechanism ii. Re-engineer tourism funding institutions iii. Review tourism funding model iv. Enhance accountability on utilization of financial resources |

| | | SO 5.2: To promote collaboration and enhance partnerships in the tourism sector. | i. Strengthen partnerships ii. Strengthen engagement framework with county governments |

| | | SO 5.3: To increase tourism investments. | i. Promote innovative and strategic investment opportunities |

| | | SO 5.4: To enhance access, equitable benefit sharing and sustainable use of resources. | i. Enhance sharing of benefits accrued from natural and other resources ii. Promote innovative and strategic investment for sustainable use of tourism resources |

| KRA 6: Climate change | Slow mitigation and adaptation to climate change | SO 6.1: To promote strategies and actions for mitigating and adapting to climate change. | i. Promote climate change mitigation and adaptation strategies ii. Enhance early warning mechanism and action responses iii. Formulate and implement a comprehensive disaster reduction strategy iv. Undertake prompt climate change risk assessments |

| Key Result Area | Strategic issue | Strategic objective | Strategic choices |

|---|---|---|---|

| KRA 1: Policy and legislation | Non-alignment of the Tourism Policy to the Constitution and emerging issues in the sector | SO 1.1: To strengthen the tourism policy and legal framework. | i. Formulate, review and update Policies, Acts and regulations ii. Formulate, review and update strategies, frameworks and master plans iii. Strengthen tourism safety and security |

| KRA 2: Product development and diversification | Low tourism products diversification and visitor experience | SO 2.1: To improve visitor experience and broaden the tourism product range. | i. Diversify and develop new tourism attractions and niche products ii. Implement tourism management programmes |

| | | SO 2.2: To empower young generation as leaders in tourism through innovation and entrepreneurship. | i. Youth in Tourism and Conservation Initiative |

| KRA 3: Marketing and promotion | Low destination competitiveness | SO 3.1: To increase tourist arrivals and earnings. . | i. Enhance destination visitor experience ii. Promote coordinated marketing approaches iii. Promote accessibility of destination both locally and internationally iv. Diversification of destination experiences v. Provide domestic travel incentives vi. Promote independent and affordable travel vii. Strengthen linkages and collaborations in the tourism sector viii. Organize and participate in tourism conferences, summits, tradeshows, roadshows, expos, exhibitions and events |

| | | SO 3.2: To increase the number of events and delegates hosted. | i. Enhance destination MICE infrastructure and capacity |

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Key Result Area Strategic issue Strategic objective Strategic choices KRA 7: Institutional Weak governance and SO 7.1: To improve i. Strengthen the governance structures Capacity inadequate institutional efficiency and ii. Strengthen institutions’ capacities Development capacity effectiveness in service delivery. iii. Mainstream knowledge management iv. Enhance sector compliance with policies, legislation and strategies Implementation v. Coordinate, implement, monitor, evaluate and report on sector policies, treaties, MoUs, obligations, projects and programmes SO 7.2: To strengthen i. Improve work environment and Coordination institutional capacity for ii. Promote employee productivity and improved service delivery. efficiency iii. Performance management Framework iv. Enhance succession management and career progression v. Improve work environment and occupational safety CHAPTER 06 34 | STRATEGIC PLAN 2023–2027 STATE DEPARTMENT FOR TOURISM STATE DEPARTMENT FOR TOURISM STRATEGIC PLAN 2023–2027 | 35

| STATE DEPARTMENT FOR TOURIS | Implementation and Coordination Framework CHAPTER 06 M STRATEGIC PLAN 2023–2027 | 35 |

|---|---|

| Key Result Area | Strategic issue | Strategic objective | Strategic choices |

|---|---|---|---|

| KRA 7: Institutional Capacity Development | Weak governance and inadequate institutional capacity | SO 7.1: To improve efficiency and effectiveness in service delivery. | i. Strengthen the governance structures ii. Strengthen institutions’ capacities iii. Mainstream knowledge management iv. Enhance sector compliance with policies, legislation and strategies v. Coordinate, implement, monitor, evaluate and report on sector policies, treaties, MoUs, obligations, projects and programmes |

| | | SO 7.2: To strengthen institutional capacity for improved service delivery. | i. Improve work environment ii. Promote employee productivity and efficiency iii. Performance management iv. Enhance succession management and career progression v. Improve work environment and occupational safety |

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This chapter highlights how the Strategic Plan will be implemented through the annual 6.2.2 Staff establishment, Skills Set and Competence Development workplans, budgeting and performance contracting It also covers the coordination Staff establishment, skills set, and competency development is provided in Table 6.1. framework which comprises the institutional framework and leadership structure. Further, it proposes the appropriate organizational structure, optimal staff establishment, skills set Table 6.1: Staff establishment and competence development. Finally, it provides an analysis of institutional risks and their A/E-Approved mitigation measures. Cadre I/P-In Post Variance Establishment Cabinet Secretary 1 1 0 Principal Secretary 1 1 0 | 6.1 Implementation Plan Tourism Secretary 1 1 0 Secretary Administration 1 0 -1 The State Department will implement the Strategic Plan through contracting will also be deployed in operationalizing the Strategic annual work plans. The workplans give the strategic objectives of Plan. The detailed implementation matrix for the Strategic Plan Advisor – Specialist [1c] 1 1 0 each Key Result Area, annual targets, budgets and responsibility is presented as Annex 1. Advisor – Specialist [2a] 1 1 0 for execution of the activities. The concept of performance Director Tourism Development and Promotion 1 1 0 Director Tourism Investment and Finance 1 0 1 6.1.2 Annual Workplan and Budget Director Tourism Research Policy and Innovation 1 1 0 The State Department will develop a costed activity-based be cascaded to directorates, departments, divisions and units. Deputy Accountant – General 1 1 0 annual workplan as informed by this Strategic Plan. This will Deputy Chief State Counsel 1 1 0 Deputy Director Supply Chain Management 1 0 -1 6.1.3 Performance Contracting Director Human Resource Management and Development 1 1 0 The State Department will develop a performance contract for Secretary, directorates, departments, divisions and units to Director Planning 0 1 -1 each financial year as a basis to ensure efficient and effective effectively link the performance of every functional area with service delivery. The performance contract will be cascaded the organization mandate. Director Administration 1 0 -1 from the Cabinet Secretary to the Principal Secretary, Tourism Senior Deputy Secretary 1 1 0 Chief Finance Officer 1 1 0 | 6.2 Coordination Framework Director – Public Communications 0 0 0 Tourism Cadre 55 13 -42 A multi-faceted approach will be adopted in the implementation and procedures that will be harmoniously coordinated to ensure Accountants 7 12 5 of this Strategic Plan that will include the institutional framework, success in achieving the objectives of this Strategic Plan. staffing levels, skills set and competencies, leadership, systems Administrators 2 3 1 Clerical Officers 8 15 7 6.2.1 Institutional Framework Counsellors 1 1 0 Drivers 17 8 -9 The implementation of the Strategic Plan will be premised on directorates were created with the headship at Director level. The a robust structure with clear hierarchy, roles, responsibilities tourism functions have three (3) technical Directorates namely: Economists 3 4 1 and reporting relationships. Effective policies, laws, regulations Tourism Research, Policy and Innovation; Tourism Development Finance Officers 2 4 2 and procedures will be implemented and where necessary, and Promotion; and Tourism Investment and Finance. formulated to facilitate the execution of the identified strategies. Hospitality Officers 0 1 -1 The General Administrative Services comprises Administration, The State Department has an approved staff establishment Central Planning and Project Monitoring Department, Supply HRM&D officers 7 9 -2 that was revised and approved in the year 2019. The revised Chain Management, Finance, Accounts, Internal Audit, Information ICT Officers 5 3 -2 establishment greatly strengthened the technical cadre comprised Communication Technology, Public Communication, Human of tourism officers where a flatter structure and two extra Resource Management and Development and Legal Department. Legal Officers 1 0 1 Librarians 2 1 -1 Office Administrator/Administrative Assistant 20 11 -9 Public Communication Officers/Assistant 3 6 -3 Photojournalist/Photographer 1 1 0 36 | STRATEGIC PLAN 2023–2027 STATE DEPARTMENT FOR TOURISM STATE DEPARTMENT FOR TOURISM STRATEGIC PLAN 2023–2027 | 37

| Cadre | A/E-Approved Establishment | I/P-In Post | Variance |

|---|---|---|---|

| Cabinet Secretary | 1 | 1 | 0 |

| Principal Secretary | 1 | 1 | 0 |

| Tourism Secretary | 1 | 1 | 0 |

| Secretary Administration | 1 | 0 | -1 |

| Advisor – Specialist [1c] | 1 | 1 | 0 |

| Advisor – Specialist [2a] | 1 | 1 | 0 |

| Director Tourism Development and Promotion | 1 | 1 | 0 |

| Director Tourism Investment and Finance | 1 | 0 | 1 |

| Director Tourism Research Policy and Innovation | 1 | 1 | 0 |

| Deputy Accountant – General | 1 | 1 | 0 |

| Deputy Chief State Counsel | 1 | 1 | 0 |

| Deputy Director Supply Chain Management | 1 | 0 | -1 |

| Director Human Resource Management and Development | 1 | 1 | 0 |

| Director Planning | 0 | 1 | -1 |

| Director Administration | 1 | 0 | -1 |

| Senior Deputy Secretary | 1 | 1 | 0 |

| Chief Finance Officer | 1 | 1 | 0 |

| Director – Public Communications | 0 | 0 | 0 |

| Tourism Cadre | 55 | 13 | -42 |

| Accountants | 7 | 12 | 5 |

| Administrators | 2 | 3 | 1 |

| Clerical Officers | 8 | 15 | 7 |

| Counsellors | 1 | 1 | 0 |

| Drivers | 17 | 8 | -9 |

| Economists | 3 | 4 | 1 |

| Finance Officers | 2 | 4 | 2 |

| Hospitality Officers | 0 | 1 | -1 |

| HRM&D officers | 7 | 9 | -2 |

| ICT Officers | 5 | 3 | -2 |

| Legal Officers | 1 | 0 | 1 |

| Librarians | 2 | 1 | -1 |

| Office Administrator/Administrative Assistant | 20 | 11 | -9 |

| Public Communication Officers/Assistant | 3 | 6 | -3 |

| Photojournalist/Photographer | 1 | 1 | 0 |

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A/E-Approved Cadre Skills set Skills gap Competence development Cadre I/P-In Post Variance Establishment Finance • Budgeting • Project management skills • Public finance management Receptionist/Assistant 4 2 -2 course • Report writing • Conflict resolution and Record Management Officers 4 2 -2 interpersonal skills • Advanced financial planning/ • Financial analytics Security Officer/Warden 3 2 -1 budgeting courses • Leadership development • IFMIS and GIMIS user skills Supply Chain Management Officer/Assistant 5 12 7 skills • Data analysis training • Program- based budgeting Office Assistants 13 10 -3 • Information technology • Risk management seminars • Financial planning and skills Total 180 133 • Cash and treasury management management • Risk management skills training • Public finance management • Financial reporting knowledge • Budgeting and forecasting Table 6.2 Skills set and competence development • Ability to work under pressure and time management Cadre Skills set Skills gap Competence development Supply Chain • Public procurement and contract • Conflict resolution skills • Reports writing Tourism Officers • Tourism planning • Project management skills • Negotiation skills Management management training • Leadership skills • Computer application skills • Policy development and • Information technology • Event management and protocol • Training on IFMIS users • Project management skills • IFMIS users skills implementation skills skills • Financial management training • Asset management and disposal • Public procurement and • Negotiation skills • Leadership development skills • Supervisory skills skills • Monitoring and evaluation contract management skills • Analytical skills • Communication skills • Policy development and • Innovativeness and creativity • Record keeping skills formulation skills • Accuracy • Business management skills • Planning and organizing • Risk management skills • Project proposal and report • Conflict resolution • Project Management skills writing skills • Business acumen and • Asset management and • Responsibility ethics • Developing Memorandum of commercial awareness disposal skills • Negotiation skills Understanding • Language skills and cultural Human • Counselling skills • Leadership skills • Leadership, employee and • Monitoring and evaluation • Supervisory and counselling skills sensitivity Resource human relations skills • Leadership skills • Performance management Management & • Financial management skills • Adaptability and flexibility skills • Emotional training capacity • Events management and Development • Industrial relations building • ICT skills protocol skills • Analytical • Communication skills • Supervisory skills • HR analytics training • Mapping skills • ICT skills • Counselling skills • Administration • Continuous professional • Financial management • Emotional intelligence skills • Coaching and mentoring development courses skills • Human relation skills • Employee relations • Performance management • ICT skills • Occupational health and workshops • Recruitment and talent Economists • Performance contracting • Performance management • Project planning and safety regulations and management skills • Labour laws and compliance skills management training procedures skills • Research and innovation training • Project management skills • Report writing • Advanced HR analytics • Policy development process • Payroll administration skills • Leadership skills • Professional certifications management courses • Data analysis, collection and • Labour laws regulations management • Monitoring and evaluation • Data analysis packages and procedures skills • Report writing • Monitoring and evaluation Legal • Arbitration of disputes skills • Negotiation skills • Leadership management skills • Productivity management • Statistical interpretation • Analytical skills skills • MoU development skills • Communication skills • Legal procedures • Strategic planning and • Project proposal • Management of contractual • Researching, monitoring • negotiation and mediation management documents skills and evaluation skills • Concept writing • Monitoring and evaluation • Presidential directives • Reporting and report • Communication skills • Information Communication interpretation skills writing skills Technology • Attention to detail and accuracy • Multi-lateral agreement skills • Investigative skills • Analytical skills • Counselling skills 38 | STRATEGIC PLAN 2023–2027 STATE DEPARTMENT FOR TOURISM STATE DEPARTMENT FOR TOURISM STRATEGIC PLAN 2023–2027 | 39

| Cadre | A/E-Approved Establishment | I/P-In Post | Variance |

|---|---|---|---|

| Receptionist/Assistant | 4 | 2 | -2 |

| Record Management Officers | 4 | 2 | -2 |

| Security Officer/Warden | 3 | 2 | -1 |

| Supply Chain Management Officer/Assistant | 5 | 12 | 7 |

| Office Assistants | 13 | 10 | -3 |

| Total | 180 | 133 | |

| Cadre | Skills set | Skills gap | Competence development |

|---|---|---|---|

| Finance | • Budgeting • Report writing • Financial analytics • IFMIS and GIMIS user skills • Program- based budgeting • Financial planning and management • Public finance management knowledge | • Project management skills • Conflict resolution and interpersonal skills • Leadership development skills • Information technology skills • Risk management skills | • Public finance management course • Advanced financial planning/ budgeting courses • Data analysis training • Risk management seminars • Cash and treasury management training • Financial reporting • Budgeting and forecasting • Ability to work under pressure and time management |

| Supply Chain Management | • Public procurement and contract management training • Training on IFMIS users • Asset management and disposal skills | • Conflict resolution skills • Leadership skills • Project management skills • Public procurement and contract management skills • Record keeping skills • Risk management skills • Asset management and disposal skills | • Reports writing • Computer application skills • IFMIS users skills • Negotiation skills • Analytical skills • Accuracy • Conflict resolution • Responsibility ethics |

| Human Resource Management & Development | • Counselling skills • Leadership skills • Industrial relations • Supervisory skills • Administration • Coaching and mentoring • Employee relations • Recruitment and talent management skills | • Leadership skills • Performance management skills • Communication skills • Counselling skills • Emotional intelligence skills • Human relation skills • Occupational health and safety regulations and procedures skills • Advanced HR analytics skills • Labour laws regulations and procedures | • Leadership, employee and human relations • Emotional training capacity building • HR analytics training • Continuous professional development courses • Performance management workshops • Labour laws and compliance training • Payroll administration management courses |

| Legal | • Arbitration of disputes skills • MoU development skills • Management of contractual documents skills • Presidential directives interpretation skills • Multi-lateral agreement skills | • Negotiation skills • Communication skills • Researching, monitoring and evaluation skills • Reporting and report writing skills • Investigative skills • Counselling skills | • Leadership management skills • Legal procedures • negotiation and mediation • Concept writing • Communication skills • Attention to detail and accuracy • Analytical skills |

| Cadre | Skills set | Skills gap | Competence development |

|---|---|---|---|

| Tourism Officers | • Tourism planning • Policy development and implementation skills • Leadership development skills • Communication skills • Business management skills • Project Management skills • Developing Memorandum of Understanding • Supervisory and counselling skills • Financial management skills • ICT skills | • Project management skills • Information technology skills • Supervisory skills • Policy development and formulation skills • Project proposal and report writing skills • Negotiation skills • Monitoring and evaluation skills • Events management and protocol skills • Mapping skills • Financial management skills • ICT skills | • Negotiation skills • Event management and protocol • Financial management training • Monitoring and evaluation • Innovativeness and creativity • Planning and organizing • Business acumen and commercial awareness • Language skills and cultural sensitivity • Adaptability and flexibility • Analytical • ICT skills |

| Economists | • Performance contracting • Research and innovation • Policy development process • Data analysis, collection and management • Report writing • Statistical interpretation • Strategic planning and management • Monitoring and evaluation • Information Communication Technology | • Performance management skills • Project management skills • Leadership skills • Monitoring and evaluation skills • Productivity management skills • Project proposal | • Project planning and management training • Report writing • Professional certifications • Data analysis packages • Monitoring and evaluation • Analytical skills |

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Cadre Skills set Skills gap Competence development Cadre Skills set Skills gap Competence development Accounting • Financial analytical skills • Leadership development • Public finance management Office • Interpersonal communication • Communication skills • Customer relations and skills courses Administration secretarial management • IFMIS users skills • Fleet management • Secretarial skills • Information communication • Regulatory compliance training • Assertiveness • Cash and treasury management • Report writing • Counselling skills technology skills skills • Cash and treasury management • Tact, discretion and diplomacy • Minutes writing • Report writing skills • Financial planning skills training • Financial accounting and • Attention to detail • Customer care • Etiquette reporting skills • Financial regulations skills • Report writing • Time management • Etiquette • Minutes writing skills • International public sector • Financial reporting • Teamworking accounting standards skills • Public speaking • Relationships building • Analytical skills skills • Keen to details Records • Records and information • Electronic record keeping • Computerized record • Accuracy Management management skills skills management training • Computer application skills • Information archiving skills • Information archiving training Administration • Communication skills • Negotiation skills • Negotiation skills training • Indexing and referencing skills • Report writing skills • Communication skills • Refresher courses on leadership and disaster management Clerical and • Computer application skills • Computer skills • Trainings on advance computer • Customer care skills • Report writing skills Support Staff applications skills • Fleet management • Records management • Numerical skills • Leadership skills • Logistics management skills • Customer care training • Planning and organizing • Customer care skills • Advance Ms., Excel skills • Asset management skills • Records management skills • Training on supervisory skills • Customer care skills • Disaster management skills Security • First aid course • Customer care relations • Integrity and ethics • Fleet management skills skills • Occupational health and safety • Alertness Public • Report, speech and press release • Information technology • Report writing • First aid course Communication writing skills • Occupational health and safety • Public relations • Occupational health and • Foreign language proficiency • Communication skills • Customer care training • Protocol and events planning safety skills • Customer service orientation • Customer service skills • First aid • Speech writing • Emergency management • Protocol and event management • Public speakings skills • Decision-making • Communication skills skills • Discernment skills • Photography, videography • Observation skills andgraphic design skills • Effective communication • Branding skills Information • ICT project management • Advanced networking skills • Computer maintenance and Hospitality • First aid course • Customer care relations • Negotiation skills Communication security • Programming, scripting and • Cybersecurity best practices skills Technology • Occupational health and safety • Interpersonal relations networking skills • Information security • Emerging technologies • First aid course management system • Organization and time • Cyber security expertise • Information security • Occupational health and management • Advanced networking concepts • Support and maintenance management skills safety skills • Problem-solving and initiative • Certifications • Data analytics • AI technological skills • Etiquette • Attention to detail • Threat intelligence and ethical • Basic networking troubleshooting hacking • Training on occupational health • Knowledge of operating systems and safety • Knowledge on emerging technology-oriented courses • Customer care training • First aid 40 | STRATEGIC PLAN 2023–2027 STATE DEPARTMENT FOR TOURISM STATE DEPARTMENT FOR TOURISM STRATEGIC PLAN 2023–2027 | 41

| Cadre | Skills set | Skills gap | Competence development |

|---|---|---|---|

| Accounting | • Financial analytical skills • IFMIS users skills • Cash and treasury management skills • Financial accounting and reporting skills | • Leadership development skills • Information communication technology skills • Financial planning skills • Financial regulations skills • International public sector accounting standards skills | • Public finance management courses • Regulatory compliance training • Cash and treasury management training • Report writing • Financial reporting • Analytical skills • Keen to details • Accuracy |

| Administration | • Communication skills • Report writing skills • Customer care skills • Leadership skills • Asset management skills | • Negotiation skills • Communication skills • Report writing skills • Logistics management skills • Records management skills • Disaster management skills • Fleet management skills | • Negotiation skills training • Refresher courses on leadership and disaster management • Fleet management • Planning and organizing |

| Public Communication | • Report, speech and press release writing • Foreign language proficiency • Customer service orientation • Protocol and event management skills • Photography, videography andgraphic design skills • Branding | • Information technology skills • Communication skills • Customer service skills • Public speakings | • Report writing • Public relations • Protocol and events planning • Speech writing • Communication skills |

| Information Communication Technology | • ICT project management • Programming, scripting and networking skills • Cyber security expertise • Support and maintenance • Data analytics • Basic networking troubleshooting • Knowledge of operating systems | • Advanced networking skills • Cybersecurity best practices • Emerging technologies • Information security management skills • AI technological skills | • Computer maintenance and security • Information security management system • Advanced networking concepts • Certifications • Threat intelligence and ethical hacking • Knowledge on emerging technology-oriented courses |

| Cadre | Skills set | Skills gap | Competence development |

|---|---|---|---|

| Office Administration | • Interpersonal communication • Fleet management • Report writing • Minutes writing • Customer care • Etiquette • Public speaking | • Communication skills • Secretarial skills • Counselling skills • Report writing skills • Etiquette • Minutes writing skills • Relationships building skills | • Customer relations and secretarial management • Assertiveness • Tact, discretion and diplomacy • Attention to detail • Time management • Teamworking |

| Records Management | • Records and information management skills • Computer application skills • Indexing and referencing skills | • Electronic record keeping skills • Information archiving skills | • Computerized record management training • Information archiving training |

| Clerical and Support Staff | • Computer application skills • Records management • Customer care skills | • Computer skills • Numerical skills • Advance Ms., Excel skills • Customer care skills | • Trainings on advance computer applications skills • Customer care training • Training on supervisory skills |

| Security | • First aid course • Occupational health and safety | • Customer care relations skills • First aid course • Occupational health and safety skills • Emergency management skills • Discernment skills • Observation skills • Effective communication skills | • Integrity and ethics • Alertness • Occupational health and safety • Customer care training • First aid • Decision-making |

| Hospitality | • First aid course • Occupational health and safety | • Customer care relations skills • First aid course • Occupational health and safety skills • Etiquette | • Negotiation skills • Interpersonal relations • Organization and time management • Problem-solving and initiative • Attention to detail • Training on occupational health and safety • Customer care training • First aid |

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| 6.4 Risk Management Framework Cadre Skills set Skills gap Competence development Drivers • Interpersonal communication • Information technology • Refresher course in defensive The implementation of this Strategic Plan is potentially exposed that will ensure that risks are identified in a timely manner skills driving • Fleet management to various risks, among them strategic, operational, financial and mitigation measures promptly implemented to minimize • First aid course • First aid and technological risks. To ensure effective implementation of their negative impact. • Decision-making the proposed strategies, the State Department will ensure all • Counselling skills • Basic automobile mechanics Table 6.4 provides the State Department’s Risk Management • Time management programmes and activities are subjected to risk assessment Framework. • Defensive driving skills • Concentration and appropriate mitigation measures put in place. The State • Protocol Department will develop a robust risk management strategy • Time management skills • Etiquette • Navigation skills • Defensive driving Table 6.3 Risk Management Framework • Attention to detail • First aid Overall Support • Time management • Basic information • Verbal communication skills Risk class/ Likelihood Impact Risk Description risk level Mitigation measures Services technology skills category (L/H/M) (L/H/M) • Interpersonal communication • Time management (L/H/M) • Interpersonal skills • Administrative • Detail-oriented Risk class/ Risk Description Likelihood Impact Overall Mitigation measures • Communication skills • Records management • Multi-tasking category (L/H/M) (L/H/M) risk level • Customer care skills (L/H/M) • Communication • Prioritization of tasks Financial Financial Funding constraint, H H H i. Adopt PPP framework. • Teamwork • Customer care training underperformance cost overruns, revenue ii. Develop bankable • Training on interpersonal skills uncertainties and proposals for development budget cuts can impact partners funding. on project financing. 6.2.3 Leadership Fiscal Budget cuts Fiscal deficits, debt M H M i. Formulating and levels, and contingent implementing sound To effectively implement this Strategic Plan, the Cabinet Secretary clear Terms of Reference. In addition, the head of Directorates liabilities can negatively policies that ensure and the Principal Secretary will provide the requisite leadership will play a key role in fast tracking the implementation of projects impact on the fiscal sustainable public finance whereby the strategic theme teams per KRA will be appointed with and programmes within their jurisdictions. sustainability. over the medium term. ii. Adhering to the PFM Act | 6.3 Business Process Re-Engineering and fiscal responsibility principles. Compliance Non-compliance SDT will comply H H H i. Regular capacity building The State Department will strive to continuously improve on which will involve digitization and automation of the processes and legal management with the various on new and updated laws, service delivery to its stakeholders in an efficient, effective and strengthening of performance management. It will also system legal, regulatory and regulations and standards and sustainable manner and in line with its mandate. The continuously develop employee competencies, enhance data accounting standards and how to apply the same. Department will undertake re-engineering of its processes management and systems integration. to avoid litigations, penalties and legal disputes. Technological Inadequate Data availability, H H H i. Ensuring all ICT equipment system safeguard system downtime, are installed with updated confidentiality and anti-virus and anti-phishing integrity (cyber security strategies; and provide threats and software sufficient budgetary vulnerabilities). allocation. ii. Implementation of strong network intrusion prevention and detection system (firewall). iii. Regularly update and patch the system for security. 42 | STRATEGIC PLAN 2023–2027 STATE DEPARTMENT FOR TOURISM STATE DEPARTMENT FOR TOURISM STRATEGIC PLAN 2023–2027 | 43

| Cadre | Skills set | Skills gap | Competence development |

|---|---|---|---|

| Drivers | • Interpersonal communication • Fleet management • Decision-making • Time management • Protocol • Etiquette • Defensive driving • First aid | • Information technology skills • First aid course • Counselling skills • Defensive driving skills • Time management skills • Navigation skills • Attention to detail | • Refresher course in defensive driving • First aid • Basic automobile mechanics • Concentration |

| Support Services | • Time management • Interpersonal communication • Administrative • Records management • Communication • Teamwork | • Basic information technology skills • Interpersonal skills • Communication skills • Customer care skills | • Verbal communication skills • Time management • Detail-oriented • Multi-tasking • Prioritization of tasks • Customer care training • Training on interpersonal skills |

| Risk class/ category | Risk | Description | Likelihood (L/H/M) | Impact (L/H/M) | Overall risk level (L/H/M) | Mitigation measures |

|---|---|---|---|---|---|---|

| Risk class/ category | Risk | Description | Likelihood (L/H/M) | Impact (L/H/M) | Overall risk level (L/H/M) | Mitigation measures |

| Financial | Financial underperformance | Funding constraint, cost overruns, revenue uncertainties and budget cuts can impact on project financing. | H | H | H | i. Adopt PPP framework. |

| | | | | | | ii. Develop bankable proposals for development partners funding. |

| Fiscal | Budget cuts | Fiscal deficits, debt levels, and contingent liabilities can negatively impact on the fiscal sustainability. | M | H | M | i. Formulating and implementing sound policies that ensure sustainable public finance over the medium term. |

| | | | | | | ii. Adhering to the PFM Act and fiscal responsibility principles. |

| Compliance and legal | Non-compliance management system | SDT will comply with the various legal, regulatory and accounting standards to avoid litigations, penalties and legal disputes. | H | H | H | i. Regular capacity building on new and updated laws, regulations and standards and how to apply the same. |

| Technological | Inadequate system safeguard | Data availability, system downtime, confidentiality and integrity (cyber security threats and software vulnerabilities). | H | H | H | i. Ensuring all ICT equipment are installed with updated anti-virus and anti-phishing strategies; and provide sufficient budgetary allocation. |

| | | | | | | ii. Implementation of strong network intrusion prevention and detection system (firewall). |

| | | | | | | iii. Regularly update and patch the system for security. |

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Overall Risk class/ Likelihood Impact risk level category Risk Description (L/H/M) (L/H/M) Mitigation measures (L/H/M) Organizational Human resource Inadequate H H H i. Recruit for vacant posts. staff to support ii. Develop optimal staffing. implementation of the mandate. Poor succession H H H i. Develop and implement Resource planning. succession plan. Infrastructural Poor tourism The accessibility to the M M M i. Develop and maintain infrastructural tourism sites needs tourist facilities, sites and Requirements facilities/ rehabilitation and amenities. amenities setting up of social amenities. Disasters Emergency Vulnerability to H H H i. Develop and implement and Mobilization disasters such as fire disaster management breakouts, terrorist strategies. attacks, physical attacks and/or theft. Strategies Environmental Climate change Effects of climate H M M i. Promote green tourism. effects change; ecosystem ii. Promote green financing. degradation; and loss of habitat. Safety and Insecurity of Loss of documents. M H M i. Promote offsite backup security documents mechanism. CHAPTER 07 44 | STRATEGIC PLAN 2023–2027 STATE DEPARTMENT FOR TOURISM STATE DEPARTMENT FOR TOURISM STRATEGIC PLAN 2023–2027 | 45

| STATE DEPARTMENT FOR TOURIS | Resource Requirements and Mobilization Strategies CHAPTER 07 M STRATEGIC PLAN 2023–2027 | 45 |

|---|---|

| Risk class/ category | Risk | Description | Likelihood (L/H/M) | Impact (L/H/M) | Overall risk level (L/H/M) | Mitigation measures |

|---|---|---|---|---|---|---|

| Organizational | Human resource | Inadequate staff to support implementation of the mandate. | H | H | H | i. Recruit for vacant posts. |

| | | | | | | ii. Develop optimal staffing. |

| | | Poor succession planning. | H | H | H | i. Develop and implement succession plan. |

| Infrastructural | Poor tourism infrastructural facilities/ amenities | The accessibility to the tourism sites needs rehabilitation and setting up of social amenities. | M | M | M | i. Develop and maintain tourist facilities, sites and amenities. |

| Disasters | Emergency | Vulnerability to disasters such as fire breakouts, terrorist attacks, physical attacks and/or theft. | H | H | H | i. Develop and implement disaster management strategies. |

| Environmental | Climate change effects | Effects of climate change; ecosystem degradation; and loss of habitat. | H | M | M | i. Promote green tourism. |

| | | | | | | ii. Promote green financing. |

| Safety and security | Insecurity of documents | Loss of documents. | M | H | M | i. Promote offsite backup mechanism. |

Page 31

This chapter outlines the financial requirements and resource gaps, the resource | 7.2 Resource Mobilization Strategies mobilization strategies and resource management mechanisms for the implementation of the Strategic Plan. The funding of this Strategic Plan 2023–2027 will come from of the activities outlined in the Strategic Plan. The strategy will the Exchequer allocation and support from the development include: (a) establishing sustainable and innovative tourism partners. The estimated cost of implementing the plan is KSh funding mechanisms such as the development of innovative 11,646 million for all the Key Result Areas, while the expected financing models(payment for ecosystem services, green bond, | 7.1 Implementation Plan allocation from the Exchequer is approximately KSh 4,539 million. joint venture); (b) developing bankable project proposals; (c) To bridge this gap, the Department will develop a robust resource creating a tourism resource mobilization strategy; and (d) mobilization strategy to ensure the successful implementation lobbying for additional funds to finance tourism development. The financial requirement for implementing the Strategic Plan is presented in Table 7.1. Table 7.1: Financial requirement for implementing the Strategic Plan | 7.3 Resource Management Cost item Projected resource requirements (Ksh millions) The State Department will put in place the following measures iii. Ensuring proper management of time and adherence to to enhance efficiency and ensure optimal utilization of the set timelines. Year 1 Year 2 Year 3 Year 4 Year 5 Total available resources. iv. Automating services through .leveraging on online meetings, KRA 1: Policy and legislation 30 115 140 90 50 425 i. Improving costing of programmes and activities to curb ICT such as emails and SMS to reduce costs associated wastage and improve efficiency in the use of funds. with printing and use of landline telephones. KRA 2: Product development and 125 351 790 1,100 1,575 3,941 diversification ii. Undertaking preventive maintenance, by ensuring the v. Enhancing use of fuel cards and centralized advertising proper maintenance of State Department’s facilities, of tenders. KRA 3: Marketing and promotion 31 101 1,319 1,485 1,462 4,398 equipment and vehicles. KRA 4: Tourism training, research, - 36 110 224 203 573 technology and innovation KRA 5: Financing and investment 3 15 160 166 161 505 KRA 6: Climate change - 11 17 11 11 50 KRA 7: : Institutional Capacity Development 100 218 248 216 211 993 Administration 178 100 123 160 200 761 Total 467 947 2907 3,452 3,873 11,646 7.1.1 Resource Gaps The State Department has an allocation of Ksh 4.539 million resource gap of Ksh 7,107 million as indicated in Table 7.2. against a requirement of Ksh 11,646 million. This represents a Table 7.2: Resource gaps -2,813 4500 -2,304 3,873 4000 -1,774 3,452 3500 2,907 3000 2500 2000 -210 1500 -6 1,133 1,148 1,060 947 1000 737 467 461 500 0 Year 1 Year 2 Year 3 Year 4 Year 5 Requirement (Ksh million) (A) TOTALS Estimated resource allocation 11,646 4,539 -7,107 (Ksh million) (B) Variance (Ksh million (A – B) 46 | STRATEGIC PLAN 2023–2027 STATE DEPARTMENT FOR TOURISM STATE DEPARTMENT FOR TOURISM STRATEGIC PLAN 2023–2027 | 47

| Cost item | Projected resource requirements (Ksh millions) | | | | | |

|---|---|---|---|---|---|---|

| | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 | Total |

| KRA 1: Policy and legislation | 30 | 115 | 140 | 90 | 50 | 425 |

| KRA 2: Product development and diversification | 125 | 351 | 790 | 1,100 | 1,575 | 3,941 |

| KRA 3: Marketing and promotion | 31 | 101 | 1,319 | 1,485 | 1,462 | 4,398 |

| KRA 4: Tourism training, research, technology and innovation | - | 36 | 110 | 224 | 203 | 573 |

| KRA 5: Financing and investment | 3 | 15 | 160 | 166 | 161 | 505 |

| KRA 6: Climate change | - | 11 | 17 | 11 | 11 | 50 |

| KRA 7: : Institutional Capacity Development | 100 | 218 | 248 | 216 | 211 | 993 |

| Administration | 178 | 100 | 123 | 160 | 200 | 761 |

| Total | 467 | 947 | 2907 | 3,452 | 3,873 | 11,646 |

| -2,304 |

|---|

| | | | | | | | | | 1,133 | | | 1,148 | | | | | |

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| TOTALS | | |

|---|---|---|

| 11,646 | 4,539 | -7,107 |

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Monitoring, Evaluation, Reporting and Learning CHAPTER 08 STATE DEPARTMENT FOR TOURISM STRATEGIC PLAN 2023–2027 | 49

| STATE DEPARTMENT FOR TOURIS | Monitoring, Evaluation, Reporting and Learning CHAPTER 08 M STRATEGIC PLAN 2023–2027 | 49 |

|---|---|

Page 33

This chapter discusses the framework for monitoring, evaluation, reporting and learning of Table 8.1: Outcome Performance Matrix the Strategic Plan. This will involve a systematic and continuous process of collecting and Baseline Target analyzing information based on the indicators and targets set during the Strategic Plan Key Result Area Outcome Outcome indicators End of period. The reports and results of M&E will be used to make corrective actions, improve Mid-term Year Value plan period implementation of activities and inform future plans. period Policy and Strengthened Level of completion of 2023 63.77 80 90 legislation institutional reviewed Policies/Acts governance | 8.1 Monitoring Framework Product Increased market share Tourism experience index 2023 70 80 90 development and and a higher number of Visitor satisfaction levels 2023 70 100 100 Monitoring the implementation of the Strategic Plan involves The Continuous Performance and Progress Monitoring Division diversification visitors systematically tracking activities and actions to assess progress (CPPMD) with representation from specific departments, will Empowered youth Number of youth empowered 2023 20,000 30,000 50,000 toward achieving the State Department’s mandate. This process undertake ongoing monitoring of these targets on a quarterly, will measure progress against specific targets set under the semi-annual or annual basis as needed. This approach ensures Number of youth-friendly 2023 10 50 100 activities in the Strategic Plan. Monitoring must be timely and that strategies are implemented, performance is measured, tourism products initiated effective to identify opportunities and challenges, allowing for progress reports are prepared and reviewed, and corrective Financing and Enhanced tourism Percentage completion levels 2023 50 75 100 corrective measures when necessary to ensure prudent use of action is taken where necessary. The monitoring process will investment experience of new tourism amenities resources and the achievement of targets. be guided by a template provided in Annex 2. Marketing and Increased revenue and Increase in tourist arrivals 2023 2.09 4.5 5 promotion economic growth (millions) | 8.2 Performance Standards Increase in tourism earnings 2023 352 534 824 (billions) The Head of the Monitoring and Evaluation (M&E) Department levels. Additionally, best practices will be documented during Increase domestic bed nights 2023 4.62 7.5 12 will be responsible for data collection for the respective KRAs. the Mid-term and End-term reviews, and the findings will be occupancy (millions) Standards for tracking the performance of the Strategic Plan disseminated to all stakeholders for learning and continuous Enhanced conference No. of conferences held 2023 11,614 14,053 16,863 will be outlined, including the definition of Key Performance improvement. tourism Indicators (KPIs), identification of outcomes, outputs and efficiency Tourism training, Enhanced evidence- Level of tracking and 2023 60 100 100 research, technology based decision-making reporting on implementation | 8.3 Evaluation Framework and innovation of development policies, strategies and programmes % of planned targets 2023 65 100 100 Evaluation of the implementation of the Strategic Plan will be external reviewers to enhance objectivity. The information implemented according to conducted through the Mid-term and End-term reviews. However, collected during the evaluation will be captured in a template the planned schedule and ad hoc reviews will also be initiated during the implementation under the Annexes. specifications period on need basis. The evaluation process will incorporate Promote participatory, No. of public documents 2023 20 20 inclusivity and disseminated accountability Financing and Sustainable Increase in amount of private 2023 3B 5B investment financing for tourism capital investments in PPPs development (Ksh millions) Strengthened linkages Level of implementation of 2023 100 100 and collaborations in partnership agreements the tourism sector Level of collaboration between 2023 100 100 the two levels of government Increased income and Impact of tourism on GDP 2023 10.50 11.50 13 job creation Direct contribution of tourism 2023 4.40 6.50 8 industry to Kenya GDP Increase in number of people 2023 5.5 6 6.5 employed in the sector Sustainable use of % absorption rate of funds 2023 80 100 100 tourism resources 50 | STRATEGIC PLAN 2023–2027 STATE DEPARTMENT FOR TOURISM STATE DEPARTMENT FOR TOURISM STRATEGIC PLAN 2023–2027 | 51

| Key Result Area | Outcome | Outcome indicators | Baseline | | Target | |

|---|---|---|---|---|---|---|

| | | | Year | Value | Mid-term period | End of plan period |

| Policy and legislation | Strengthened institutional governance | Level of completion of reviewed Policies/Acts | 2023 | 63.77 | 80 | 90 |

| Product development and diversification | Increased market share and a higher number of visitors | Tourism experience index | 2023 | 70 | 80 | 90 |

| | | Visitor satisfaction levels | 2023 | 70 | 100 | 100 |

| | Empowered youth | Number of youth empowered | 2023 | 20,000 | 30,000 | 50,000 |

| | | Number of youth-friendly tourism products initiated | | | | |

| | | | 2023 | 10 | 50 | 100 |

| Financing and investment | Enhanced tourism experience | Percentage completion levels of new tourism amenities | 2023 | 50 | 75 | 100 |

| Marketing and promotion | Increased revenue and economic growth | Increase in tourist arrivals (millions) | 2023 | 2.09 | 4.5 | 5 |

| | | Increase in tourism earnings (billions) | 2023 | 352 | 534 | 824 |

| | | Increase domestic bed nights occupancy (millions) | 2023 | 4.62 | 7.5 | 12 |

| | Enhanced conference tourism | No. of conferences held | 2023 | 11,614 | 14,053 | 16,863 |

| Tourism training, research, technology and innovation | Enhanced evidence- based decision-making | Level of tracking and reporting on implementation of development policies, strategies and programmes | 2023 | 60 | 100 | 100 |

| | | % of planned targets implemented according to the planned schedule and specifications | 2023 | 65 | 100 | 100 |

| | Promote participatory, inclusivity and accountability | No. of public documents disseminated | 2023 | | 20 | 20 |

| Financing and investment | Sustainable financing for tourism development | Increase in amount of private capital investments in PPPs (Ksh millions) | 2023 | | 3B | 5B |

| | Strengthened linkages and collaborations in the tourism sector | Level of implementation of partnership agreements | 2023 | | 100 | 100 |

| | | Level of collaboration between the two levels of government | 2023 | | 100 | 100 |

| | Increased income and job creation | Impact of tourism on GDP | 2023 | 10.50 | 11.50 | 13 |

| | | Direct contribution of tourism industry to Kenya GDP | 2023 | 4.40 | 6.50 | 8 |

| | | Increase in number of people employed in the sector | 2023 | 5.5 | 6 | 6.5 |

| | Sustainable use of tourism resources | % absorption rate of funds | 2023 | 80 | 100 | 100 |

Page 34

Baseline Target End of Mid-term Key Result Area Outcome Outcome indicators plan Year Value period period Climate change Green and circular No. of mitigation and 2023 10 10 economy adaptation strategies developed Institutional Improved service Customer satisfaction levels 2023 62 100 100 Annexes Capacity delivery % level of processes 2023 80 90 100 Development automation Motivated staff Productivity index score for 2023 2.92 7 8 State Department Plan on time. Mid-Term Evaluation End-Term Evaluation Mid-term review of the Strategic Plan will be carried out in the third year of implementation. Its aim will be to evaluate the End-term review will be carried out in the fifth year. The two and a half (2.5) year’s activities and indicate the extent to objective will be to enumerate results and document lessons which the State Department for Tourism has implemented the learnt. The review results will be used during the next Strategic Strategic Plan. The report generated will be used to review the Planning cycle. programmes/activities to achieve the goals set in the Strategic | 8.4 Reporting Framework Regular reporting at all levels will be done on a quarterly basis Monitoring and evaluation reports will be useful to various in terms of quarterly reports and annually in terms of annual stakeholders, key among them being the State Department for reports through the performance contracts. This will ensure a decision-making, the National Treasury and Economic Planning repository of knowledge that provides a basis of problem-solving for budgeting and the Controller of Budget for allocation of and innovation, growth and sustainability of programmes. resources. A | 8.5 Feedback Mechanism The State Department shall ensure that lessons learnt are captured and compared with the performance standards. If the actual and fed into a continual adjustments and improvement of the results fall outside the planned targets, action will be taken necessary corrective interventions in the strategy. Measurements to correct the deviation. The action will not only correct the of actual performance will be made at predetermined times deviation but also prevent its recurrence. 52 | STRATEGIC PLAN 2023–2027 STATE DEPARTMENT FOR TOURISM STATE DEPARTMENT FOR TOURISM STRATEGIC PLAN 2023–2027 | 53

| STATE DEPARTMENT FOR TOURIS | Annexes M STRATEGIC PLAN 2023–2027 | 53 |

|---|---|

| Key Result Area | Outcome | Outcome indicators | Baseline | | Target | |

|---|---|---|---|---|---|---|

| | | | Year | Value | Mid-term period | End of plan period |

| Climate change | Green and circular economy | No. of mitigation and adaptation strategies developed | 2023 | | 10 | 10 |

| Institutional Capacity Development | Improved service delivery | Customer satisfaction levels | 2023 | 62 | 100 | 100 |

| | | % level of processes automation | 2023 | 80 | 90 | 100 |

| | Motivated staff | Productivity index score for State Department | 2023 | 2.92 | 7 | 8 |

Page 35

xirtaM noitatnemelpmI :1 xennA | ytilibisnopseR )noillim hsK( tegduB tegraT srotacidni tuptuO tuptuo detcepxE seitivitca yeK ygetartS 5 troppuS daeL 72/62 62/52 52/42 42/32 32/22 72/62 62/52 52/42 42/32 32/22 sraey .seussi gnigreme dna noitutitsnoC eht ot yciloP msiruoT eht fo tnemngila-noN :eussi cigetartS .krowemarf lagel dna ycilop denehtgnertS :laog cigetartS noitalsigel dna yciloP :1 ARK .krowemarf lagel dna ycilop denehtgnertS :emoctuO .krowemarf lagel dna ycilop msiruot eht nehtgnerts oT :1 evitcejbo cigetartS ,UMPPC ,yciloP ,rotceriD 03 1 1 seicilop fo .oN msiruoT lanoitaN lanoitan eht weiveR fo tnemngilA ,lageL dna ,hcraeseR deweiver yciloP yciloP msiruoT msiruoT eht nimdA noitavonnI tcA dna yciloP 02 1 1 detcane swal fo .oN tcA msiruoT msiruoT eht weiveR gnitsixe eht ot tcA ycilop dna lagel skrowemarf 04 1 1 msiruot fo .oN snoitaluger msiruoT msiruot poleveD snoitaluger snoitaluger depoleved 02 53 1 1 msiruoT lanoitaN msiruoT lanoitaN lanoitaN a poleveD –5202( ygetartS –5202( ygetartS ygetartS msiruoT depoleved )0302 )0302 )0302–5202( 02 1 1 msiruoT htuoY msiruoT htuoY fo tnempoleveD ygetartS ygetartS msiruoT htuoY depoleved ygetartS 02 02 03 02 001 09 04 02 001 msiruoT eht fo % msiruoT eht ezilanoitarepO nehtgnertS ecivreS noitcetorP ecivreS noitcetorP noitcetorP msiruoT ytefas msiruot dezilanoitarepo dezilanoitarepo ecivreS ytiruces dna 03 03 05 03 03 3 3 3 3 3 51 yticapac fo .oN redlohekatS yticapac tcudnoC no smurof gnidliub gnidliub yticapac smurof gnidliub ytiruces dna ytefas ytefas no smurof dna ytefas eht no detcudnoc ytiruces dna ytiruces detcudnoc 05 09 041 511 03 1 ARK rof latot-buS ytilibisnopseR )noillim hsK( tegduB tegraT srotacidni tuptuO tuptuo detcepxE seitivitca yeK ygetartS 5 troppuS daeL 72/62 62/52 52/42 42/32 32/22 72/62 62/52 52/42 42/32 32/22 sraey .ecneirepxe rotisiv dna noitacfiisrevid stcudorp msiruot woL :eussi cigetartS .egnar stcudorp msiruot nedaorb dna ecneirepxe rotisiv devorpmI :laog cigetartS noitacfiisrevid dna tnempoleved tcudorP :2 ARK .ecneirepxe rotisiv devorpmI :emoctuO .egnar tcudorp msiruot eht nedaorb dna ecneirepxe rotisiv no evorpmi oT :1 evitcejbo cigetartS ,IRP/D ,rotceriD 07 07 57 58 001 01 01 01 01 01 05 tsiruot fo .oN noitcartta tsiruoT tsiruot paM yfisreviD IFT/D msiruoT setis noitcartta eht ssorca setis setis noitcartta poleved dna ,UMPPC tcudorP yrtnuoc eht ssorca deppam yrtnuoc yrtnuoc eht ssorca msiruot wen nimdA tnempoleveD deppam dna snoitcartta noitomorP dna stcudorp ehcin eht ssorca yrtnuoc 02 02 57 05 0 1 1 1 1 1 5 msiruot fo .oN ehcin tsiruoT ehcin msiruot paM stcudorp ehcin deppam stcudorp eht ssorca stcudorp yrtnuoc eht ssorca yrtnuoc deppam 02 02 02 02 02 2 2 2 2 2 01 msiruot fo .oN stcudorp msiruoT msiruot yfisreviD stcudorp defiisrevid stcudorp defiisrevid 04 03 02 08 05 02 noitatnemelpmI tcudorp msiruoT fo tnempoleveD etar depoleved msiruot esiurc 05 01 01 seigetarts fo oN seigetartS ehcin poleveD depoleved depoleved stcudorp tnempoleved seigetarts ,msiruot ocE( ,msiruot strops erutnevda ,msiruot ,msiruot htlaeh ,msiruot larutluc ,msiruot egatireh ,msiruot orga ymonortsag iva ,msiruot dna msiruot )msiruot ortsa 54 | STRATEGIC PLAN 2023–2027 STATE DEPARTMENT FOR TOURISM STATE DEPARTMENT FOR TOURISM STRATEGIC PLAN 2023–2027 | 55

| ytilibisnopseR | troppuS | .seussi gnigreme dna noitutitsnoC eht ot yciloP msiruoT eht fo tnemngila-noN :eussi cigetartS | .krowemarf lagel dna ycilop denehtgnertS :laog cigetartS | noitalsigel dna yciloP :1 ARK | .krowemarf lagel dna ycilop denehtgnertS :emoctuO | .krowemarf lagel dna ycilop msiruot eht nehtgnerts oT :1 evitcejbo cigetartS | ,UMPPC ,lageL nimdA | | | | | | | |

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | daeL | | | | | | ,yciloP dna noitavonnI ,hcraeseR ,rotceriD | | | | | | | |

| )noillim hsK( tegduB | 72/62 | | | | | | | | | | | 02 | 03 | 05 |

| | 62/52 | | | | | | | | 04 | | | 02 | 03 | 09 |

| | 52/42 | | | | | | | 02 | | 02 | 02 | 03 | 05 | 041 |

| | 42/32 | | | | | | 03 | | | 53 | | 02 | 03 | 511 |

| | 32/22 | | | | | | | | | | | | 03 | 03 |

| tegraT | 72/62 | | | | | | | | | | | 001 | 3 | |

| | 62/52 | | | | | | | | 1 | | | 09 | 3 | |

| | 52/42 | | | | | | | 1 | | 1 | 1 | 04 | 3 | |

| | 42/32 | | | | | | 1 | | | | | 02 | 3 | |

| | 32/22 | | | | | | | | | | | | 3 | |

| | sraey 5 | | | | | | 1 | 1 | 1 | 1 | 1 | 001 | 51 | |

| srotacidni tuptuO | | | | | | | seicilop deweiver fo .oN | detcane swal fo .oN | msiruot snoitaluger depoleved fo .oN | msiruoT depoleved –5202( lanoitaN ygetartS )0302 | msiruoT depoleved ygetartS htuoY | ecivreS msiruoT dezilanoitarepo noitcetorP eht fo % | no ytiruces smurof yticapac dna detcudnoc gnidliub fo ytefas .oN | |

| tuptuo detcepxE | | | | | | | msiruoT lanoitaN yciloP | tcA msiruoT | snoitaluger msiruoT | msiruoT –5202( lanoitaN ygetartS )0302 | msiruoT ygetartS htuoY | ecivreS dezilanoitarepo noitcetorP msiruoT | gnidliub ytefas redlohekatS ytiruces no detcudnoc yticapac smurof dna | |

| seitivitca yeK | | | | | | | lanoitan yciloP eht msiruoT weiveR | msiruoT eht weiveR tcA | msiruot snoitaluger poleveD | lanoitaN ygetartS )0302–5202( a poleveD msiruoT | fo msiruoT tnempoleveD ygetartS htuoY | eht noitcetorP ezilanoitarepO msiruoT ecivreS | yticapac dna smurof ytefas tcudnoC gnidliub ytiruces eht no | 1 ARK rof latot-buS |

| ygetartS | | | | | | | ycilop tcA gnitsixe fo msiruoT skrowemarf tnemngilA dna dna yciloP eht lagel eht ot | | | | | ytefas ytiruces nehtgnertS msiruot dna | | |

| ytilibisnopseR | troppuS | .ecneirepxe rotisiv dna noitacfiisrevid stcudorp msiruot woL :eussi cigetartS | .egnar stcudorp msiruot nedaorb dna ecneirepxe rotisiv devorpmI :laog cigetartS | noitacfiisrevid dna tnempoleved tcudorP :2 ARK | .ecneirepxe rotisiv devorpmI :emoctuO | .egnar tcudorp msiruot eht nedaorb dna ecneirepxe rotisiv no evorpmi oT :1 evitcejbo cigetartS | ,UMPPC ,IRP/D nimdA IFT/D | | | | |

|---|---|---|---|---|---|---|---|---|---|---|---|

| | daeL | | | | | | noitomorP tnempoleveD ,rotceriD msiruoT tcudorP dna | | | | |

| )noillim hsK( tegduB | 72/62 | | | | | | 07 | 02 | 02 | 04 | |

| | 62/52 | | | | | | 07 | 02 | 02 | 03 | 05 |

| | 52/42 | | | | | | 57 | 57 | 02 | 02 | |

| | 42/32 | | | | | | 58 | 05 | 02 | | |

| | 32/22 | | | | | | 001 | 0 | 02 | | |

| tegraT | 72/62 | | | | | | 01 | 1 | 2 | 08 | |

| | 62/52 | | | | | | 01 | 1 | 2 | 05 | 01 |

| | 52/42 | | | | | | 01 | 1 | 2 | 02 | |

| | 42/32 | | | | | | 01 | 1 | 2 | | |

| | 32/22 | | | | | | 01 | 1 | 2 | | |

| | sraey 5 | | | | | | 05 | 5 | 01 | | 01 |

| srotacidni tuptuO | | | | | | | yrtnuoc setis tsiruot noitcartta eht deppam fo ssorca .oN | yrtnuoc msiruot stcudorp eht deppam fo ehcin ssorca .oN | msiruot defiisrevid stcudorp fo .oN | noitatnemelpmI etar | seigetarts depoleved fo oN |

| tuptuo detcepxE | | | | | | | noitcartta deppam eht ssorca tsiruoT yrtnuoc setis | deppam ehcin stcudorp tsiruoT | stcudorp defiisrevid msiruoT | tcudorp depoleved msiruoT | seigetartS depoleved |

| seitivitca yeK | | | | | | | yrtnuoc setis tsiruot noitcartta eht ssorca paM | eht ehcin ssorca msiruot stcudorp yrtnuoc paM | msiruot yfisreviD stcudorp | fo msiruot tnempoleveD esiurc | ,msiruot ,msiruot ,msiruot ,msiruot ehcin )msiruot tnempoleved ,msiruot ,msiruot ymonortsag iva dna seigetarts erutnevda poleveD stcudorp ,msiruot larutluc egatireh ,msiruot msiruot strops htlaeh ocE( orga ortsa |

| ygetartS | | | | | | | dna stcudorp poleved msiruot snoitcartta eht yfisreviD yrtnuoc ssorca ehcin dna wen | | | | |

Page 36

ytilibisnopseR )noillim hsK( tegduB tegraT srotacidni tuptuO tuptuo detcepxE seitivitca yeK ygetartS 5 troppuS daeL 72/62 62/52 52/42 42/32 32/22 72/62 62/52 52/42 42/32 32/22 sraey 551 001 002 05 1 1 1 1 4 tsiruot fo .oN ehcin msiruoT msiruot poleveD stcudorp ehcin depoleved stcudorp stcudorp ehcin ssorca depoleved lanoitarepo dna yrtnuoc eht ssorca yrtnuoc eht 5 5 5 5 5 1 1 1 1 1 5 ytilibisaef fo .oN no yduts ytilibisaeF ytilibisaef tcudnoC detcudnoc seiduts fo tnempoleved eht ECIM no yduts seitilicaf ECIM wen 01 01 01 01

052 052 052 052

000,1 elpoep fo .oN dezitisnes elpoeP ekatrednU dezitisnes noitaerc ssenerawa eht fo ekatpu no stcudorp msiruot 01 01 01 01 52 51 01 05 tseb fo .oN sesitcarp tseB tseb tnemucoD deppam sesitcarp esabatad no secitcarp tcudorp msiruot tnempoleved 1 1 1 srotarepo hcaeB ’srotarepo hcaeB esabatad a poleveD msiruot poleveD esabatad esabatad srotarepo hcaeb rof tnemeganam depoleved semmargorp 02 1 1 tcudnoc fo edoC tcudnoc fo edoC fo edoc poleveD depoleved depoleved hcaeb rof tcudnoc srotarepo 51 2 2 senoz fo .oN seitivitca hcaeB hcaeb eht fo gninoZ denoz seitivitca 05 05 05 05 1 2 2 1 6 hcaeb fo .oN seitinema hcaeB fo noitcurtsnoC seitinema detcurtsnoc seitinema hcaeb detcurtsnoc 03 03 03 03 2 2 2 2 8 hcaeb fo oN hcaeb devorpmI fo tnemeganaM seitivitca msiruot sehcaeb nekatrednu 51 51 51 51 000,1 000,1 000,1 000,1

000,4 hcaeb fo .oN ’srotarepo hcaeB dliub yticapaC yticapac ’srotarepo tliub yticapac srotarepo hcaeb tliub 04 02 01 001 06 02 001 fo noitelpmoc % tsiruot ledoM fo noitcurtsnoC tsiruot ledom eht detcurtsnoc tekram tsiruot ledom 1 detcurtsnoc tekram irubmaB ni tekram 01 01 01 01 01 01 01 01 04 sOCCAS fo .oN lanoitarepo nA srotarepo hcaeB dehsilbatse OCCAS dehsilbatse sOCCAS ytilibisnopseR )noillim hsK( tegduB tegraT srotacidni tuptuO tuptuo detcepxE seitivitca yeK ygetartS 5 troppuS daeL 72/62 62/52 52/42 42/32 32/22 72/62 62/52 52/42 42/32 32/22 sraey 051 05 0 0 06 02 06 fo level % emeht muirauqA muirauqa asabmoM noitelpmoc depoleved krap krap emeht depoleved 02 02 0 0 06 04 06 fo level % anigN amaM fo noitelpmoC noitelpmoc II esahP tnorfretaW anigN amaM detelpmoc II esahP tnorfretaW 02 01 01 0 0 4 2 2 0 0 8 msiruot fo .oN tnemeganam aerA msiruot poleveD snalp depoleved snalp tnemeganam aera snalp 001 001 001 0 0 1 1 1 0 0 stnorfretaw fo .oN stnorfretaW cigetarts tcurtsnoC detcurtsnoc detcurtsnoc stnorf retaw hcaeb 05 05 0 0 05 52 05 fo level % troser lanoitarepO fo tnemhsilbatsE noitelpmoc seitic seitic troser 01 52 1 fo level % lanoitarepo nA noitcurtsnoC noitelpmoc ertnec noitnevnoc asabmoM fo lanoitanretnI ertneC noitnevnoC 01 52 1 fo level % lanoitarepo nA noitcurtsnoC noitelpmoc ertnec noitnevnoc tfiR taerG fo ertneC noitnevnoC 01 52 1 fo level % lanoitarepo nA fo noitcurtsnoC noitelpmoc ertnec noitnevnoc noitnevnoC oloisI ertneC 01 52 1 fo level % lanoitarepo nA fo noitcurtsnoC noitelpmoc ertnec noitnevnoc noitnevnoC terodlE ertneC 01 52 1 fo level % lanoitarepo nA fo noitcurtsnoC noitelpmoc letoh nI letoH ratS eviF

• alagN dlanoR ognipiV 01 52 2 fo level % retaw depoleved A tnemhsilbatsE noitelpmoc msiruot dna stnorf sareiviR dna erutcurtsarfni seitinema 01 52 001 noitelpmoc % esiurc lanoitarepO fo tnempoleveD lanimret ni lanimret esiurc umaL 56 | STRATEGIC PLAN 2023–2027 STATE DEPARTMENT FOR TOURISM STATE DEPARTMENT FOR TOURISM STRATEGIC PLAN 2023–2027 | 57

| ytilibisnopseR | troppuS | | | | | | | | | | | | |

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | daeL | | | | | | | | | | | | |

| )noillim hsK( tegduB | 72/62 | 551 | 5 | 01 | 01 | | | | 05 | 03 | 51 | 04 | 01 |

| | 62/52 | 001 | 5 | 01 | 01 | | | | 05 | 03 | 51 | 02 | 01 |

| | 52/42 | 002 | 5 | 01 | 01 | | 02 | | 05 | 03 | 51 | 01 | 01 |

| | 42/32 | 05 | 5 | 01 | 01 | 1 | | 51 | 05 | 03 | 51 | | 01 |

| | 32/22 | | 5 | - | | | | | | | | | |

| tegraT | 72/62 | 1 | 1 | 052 | 52 | | | | 1 | 2 | 000,1 | 001 | 01 |

| | 62/52 | 1 | 1 | 052 | 51 | | | | 2 | 2 | 000,1 | 06 | 01 |

| | 52/42 | 1 | 1 | 052 | 01 | | 1 | | 2 | 2 | 000,1 | 02 | 01 |

| | 42/32 | 1 | 1 | 052 | | 1 | | 2 | 1 | 2 | 000,1 | | 01 |

| | 32/22 | | 1 | - | | | | | | | - | | |

| | sraey 5 | 4 | 5 | 000,1 | 05 | 1 | 1 | 2 | 6 | 8 | 000,4 | 001 | 04 |

| srotacidni tuptuO | | ssorca stcudorp tsiruot yrtnuoc depoleved fo ehcin .oN eht | detcudnoc ytilibisaef seiduts fo .oN | elpoep dezitisnes fo .oN | deppam tseb sesitcarp fo .oN | srotarepo depoleved esabatad hcaeB | tcudnoc depoleved fo edoC | senoz fo .oN | hcaeb detcurtsnoc seitinema fo .oN | hcaeb nekatrednu seitivitca fo oN | yticapac hcaeb ’srotarepo fo tliub .oN | detcurtsnoc tsiruot fo noitelpmoc ledom tekram eht % | sOCCAS dehsilbatse fo .oN |

| tuptuo detcepxE | | depoleved lanoitarepo ehcin stcudorp msiruoT dna | no fo seitilicaf tnempoleved yduts ytilibisaeF ECIM eht wen | dezitisnes elpoeP | sesitcarp esabatad tseB | ’srotarepo esabatad hcaeB | tcudnoc depoleved fo edoC | seitivitca hcaeB denoz | seitinema detcurtsnoc hcaeB | hcaeb devorpmI msiruot | ’srotarepo tliub yticapac hcaeB | detcurtsnoc tsiruot ledoM tekram | lanoitarepo OCCAS nA |

| seitivitca yeK | | yrtnuoc msiruot stcudorp eht poleveD ssorca ehcin | ytilibisaef ECIM tcudnoC no yduts | noitaerc eht stcudorp fo ekatrednU ssenerawa ekatpu msiruot no | tcudorp tseb tnempoleved no tnemucoD secitcarp msiruot | esabatad srotarepo a hcaeb poleveD rof | hcaeb fo edoc rof srotarepo poleveD tcudnoc | hcaeb eht fo seitivitca gninoZ | seitinema fo noitcurtsnoC hcaeb | fo tnemeganaM sehcaeb | srotarepo dliub yticapaC hcaeb | irubmaB fo tsiruot noitcurtsnoC ni ledom tekram 1 | dehsilbatse srotarepo sOCCAS hcaeB |

| ygetartS | | | | | | msiruot tnemeganam semmargorp poleveD | | | | | | | |

| ytilibisnopseR | troppuS | | | | | | | | | | | | |

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | daeL | | | | | | | | | | | | |

| )noillim hsK( tegduB | 72/62 | 051 | 02 | 02 | 001 | 05 | 01 | 01 | 01 | 01 | 01 | 01 | 01 |

| | 62/52 | 05 | 02 | 01 | 001 | 05 | | | | | | | |

| | 52/42 | 0 | 0 | 01 | 001 | 0 | | | | | | | |

| | 42/32 | 0 | 0 | 0 | 0 | 0 | | | | | | | |

| | 32/22 | | | 0 | 0 | | | | | | | | |

| tegraT | 72/62 | 06 | 06 | 4 | 1 | 05 | 52 | 52 | 52 | 52 | 52 | 52 | 52 |

| | 62/52 | 02 | 04 | 2 | 1 | 52 | | | | | | | |

| | 52/42 | | | 2 | 1 | | | | | | | | |

| | 42/32 | | | 0 | 0 | | | | | | | | |

| | 32/22 | | | 0 | 0 | | | | | | | | |

| | sraey 5 | 06 | 06 | 8 | | 05 | 1 | 1 | 1 | 1 | 1 | 2 | 001 |

| srotacidni tuptuO | | noitelpmoc fo level % | noitelpmoc fo level % | msiruot fo snalp .oN | stnorfretaw detcurtsnoc fo .oN | noitelpmoc fo level % | noitelpmoc fo level % | noitelpmoc fo level % | noitelpmoc fo level % | noitelpmoc fo level % | noitelpmoc fo level % | noitelpmoc fo level % | noitelpmoc % |

| tuptuo detcepxE | | emeht depoleved muirauqA krap | II esahP anigN tnorfretaW detelpmoc amaM | tnemeganam depoleved snalp aerA | stnorfretaW detcurtsnoc | troser lanoitarepO seitic | ertnec lanoitarepo noitnevnoc nA | ertnec lanoitarepo noitnevnoc nA | ertnec lanoitarepo noitnevnoc nA | ertnec lanoitarepo noitnevnoc nA | lanoitarepo letoh nA | retaw msiruot dna erutcurtsarfni depoleved dna seitinema stnorf A | esiurc lanoitarepO lanimret |

| seitivitca yeK | | muirauqa krap depoleved asabmoM emeht | II esahP fo anigN noitelpmoC tnorfretaW amaM | tnemeganam msiruot poleveD snalp aera | cigetarts stnorf retaw tcurtsnoC hcaeb | fo tnemhsilbatsE seitic troser | ertneC noitcurtsnoC asabmoM lanoitanretnI noitnevnoC fo | ertneC noitcurtsnoC tfiR noitnevnoC taerG fo | noitnevnoC fo noitcurtsnoC ertneC oloisI | noitnevnoC fo noitcurtsnoC terodlE ertneC | nI fo - letoH noitcurtsnoC alagN ratS dlanoR ognipiV eviF | tnemhsilbatsE sareiviR | ni fo lanimret tnempoleveD esiurc umaL |

| ygetartS | | | | | | | | | | | | | |

Page 37

ytilibisnopseR )noillim hsK( tegduB tegraT srotacidni tuptuO tuptuo detcepxE seitivitca yeK ygetartS 5 troppuS daeL 72/62 62/52 52/42 42/32 32/22 72/62 62/52 52/42 42/32 32/22 sraey 05 03 05 52 001 noitelpmoc % lanoitarepO fo noitcurtsnoC dna muesum namuh fo emoH krap ecneics muesum snigiro kraP ecneicS dna 052 071 0 0 001 08 05 52 001 fo level % lanoitarepo nA fo noitcurtsnoC dnapxe oT noitelpmoc egelloc iilatU alagN dlanoR dna msiruot II esahP egelloC ytilatipsoh gniniart seitinutroppo 001 0 0 0 05 05 fo level % lanoitarepo nA egelloC iilatU ayneK noitelpmoc egelloc supmaC ohsilodlI 021 04 0 0 05 52 05 fo level % lanoitarepo nA fo noitcurtsnoC noitelpmoc egelloc ytilatipsoH umusiK gniniarT dna egelloC msiruoT .msiruot elbaniatsus rof pihsruenerpertne dna noitavonni hguorht msiruot ni redael sa noitareneg gnuoy rewopme oT :2 evitcejbo cigetartS ,IRP/D ,rotceriD 05 03 02 000,02 000,01 000,01 000,01 000,05 htuoy fo oN htuoy derewopmE htuoy eht rewopmE msiruoT ni htuoY IFT/D msiruoT derewopme noitavresnoC dna ,UMPPC tcudorP .evitaitinI 01 01 03 04 03 02 01 001 -htuoy fo oN msiruot decnahnE fo tnempoleveD nimdA tnempoleveD msiruot yldneirf stcudorp yldneirf- htuoy noitomorP dna stcudorp stcudorp msiruot depoleved 02 02 02 4 2 2 01 sbuh fo oN deppiuqe nA fo tnemhsilbatsE dehsilbatse buh noitavonni buh noitavonni ,IRP/D ,rotceriD 001 001 001 0 0 001 07 05 001 fo noitelpmoc % msiruot weN wen tcurtsnoC msiruot poleveD IFT/D msiruoT msiruot wen eht seitinema seitinema msiruot erutcurtsarfni ,UMPPC tcudorP seitinema detcurtsnoc skcolb noitulba( nimdA tnempoleveD laicos dna noitomorP dna lla gnola seitinema ,stiucric msiruot 8 srevo pots msiruot msiruot gnola )setuor cinecs 06 03 03 0 0 04 03 03 001 daor fo mk fo .oN sdaor elbarotoM fo tnempoleveD depoleved eht ot sdaor ssecca stcudorp msiruot 575,1 001,1 097 153 521 2 ARK rof latot-buS ytilibisnopseR )noillim hsK( tegduB tegraT srotacidni tuptuO tuptuo detcepxE seitivitca yeK ygetartS 5 troppuS daeL 72/62 62/52 52/42 42/32 32/22 72/62 62/52 52/42 42/32 32/22 sraey .ssenevititepmoc noitanitsed woL :eussi cigetartS .sgninrae dna slavirra desaercni rof ssenevititepmoc noitanitsed devorpmI :laog cigetartS noitomorp dna gnitekraM :3 ARK .sgninrae dna slavirra desaercnI :emoctuO .sgninrae dna slavirra tsiruot esaercni oT :1 evitcejbo cigetartS etarotceriD ,rotceriD 4 4 4 4 01 01 01 01 04 wen fo .oN snoitcartta eroM erom yfisreviD ecnahnE msiruoT fo msiruoT secneirepxe seitivitca dna dna snoitcartta noitanitsed tnempoleveD tcudorP degakcap defiisrevid seitivitca ecneirepxe rotisiv noitomorP & tnempoleveD noitomorP dna 3 3 3 3 1 1 1 1 4 sgniniart fo .oN dliub yticapaC eht ecnahnE detcudnoc ,noitargimmi eht eht fo yticapac ,ytiruces ,smotsuc ,noitargimmi sixat ,sediug ruot ,ytiruces ,smotsuc sremotsuc dna sixat ,sediug ruot ecivres sremotsuc dna ecivres 2 2 2 2 1 1 1 1 4 evitatlusnoc fo .oN dna seitinemA decnahne rof ybboL sgniteem ecneinevnoc dna seitinema detcudnoc eht ta seitilicaf ecneinevnoc nihtiw dna stropria eht ta seitilicaf decnahne seitilicaf nihtiw dna stropria seitilicaf rehto 8 1 1 detargetnI detargetnI weiver etanidrooC etomorP noitanitsed noitanitsed noitargetni dna detanidrooc ygetarts gnitekram ygetarts gnitekram noitanitsed fo gnitekram deweiver deweiver ygetarts gnitekram sehcaorppa 01 01 01 01 01 1 1 1 1 1 5 dengis sUoM fo .oN noitaroballoC ecnahnE pihsrentrap dna dna noitaroballoc rotces eht nihtiw nihtiw pihsrentrap decnahne rotces eht 01 01 01 01 01 1 1 1 1 1 5 stekram wen fo oN msiruot ecruoS ecruos eht yfisreviD defiitnedi defiisrevid tekram tekram msiruot 02 02 1 1 2 dnarB lacigaM ehT dnarB lacigaM ehT lacigaM eht hserfeR dehserfer dehserfer dnarB 58 | STRATEGIC PLAN 2023–2027 STATE DEPARTMENT FOR TOURISM STATE DEPARTMENT FOR TOURISM STRATEGIC PLAN 2023–2027 | 59

| ytilibisnopseR | troppuS | | | | | .msiruot elbaniatsus rof pihsruenerpertne dna noitavonni hguorht msiruot ni redael sa noitareneg gnuoy rewopme oT :2 evitcejbo cigetartS | ,UMPPC ,IRP/D nimdA IFT/D | | | ,UMPPC ,IRP/D nimdA IFT/D | | |

|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | daeL | | | | | | noitomorP tnempoleveD ,rotceriD msiruoT tcudorP dna | | | noitomorP tnempoleveD ,rotceriD msiruoT tcudorP dna | | |

| )noillim hsK( tegduB | 72/62 | 05 | 052 | 001 | 021 | | 05 | 01 | 02 | 001 | 06 | 575,1 |

| | 62/52 | 03 | 071 | 0 | 04 | | 03 | 01 | 02 | 001 | 03 | 001,1 |

| | 52/42 | | 0 | 0 | 0 | | 02 | 03 | 02 | 001 | 03 | 097 |

| | 42/32 | | 0 | 0 | 0 | | | | | 0 | 0 | 153 |

| | 32/22 | | | | | | | | | 0 | 0 | 521 |

| tegraT | 72/62 | 05 | 001 | 05 | 05 | | 000,02 | 04 | 4 | 001 | 04 | |

| | 62/52 | 52 | 08 | | 52 | | 000,01 | 03 | 2 | 07 | 03 | |

| | 52/42 | | 05 | | | | 000,01 | 02 | 2 | 05 | 03 | |

| | 42/32 | | 52 | | | | 000,01 | 01 | | | | |

| | 32/22 | | | | | | | | | | | |

| | sraey 5 | 001 | 001 | 05 | 05 | | 000,05 | 001 | 01 | 001 | 001 | |

| srotacidni tuptuO | | noitelpmoc % | noitelpmoc fo level % | noitelpmoc fo level % | noitelpmoc fo level % | | htuoy derewopme fo oN | msiruot -htuoy depoleved stcudorp yldneirf fo oN | sbuh dehsilbatse fo oN | fo msiruot noitelpmoc seitinema wen eht % | daor fo depoleved mk fo .oN | |

| tuptuo detcepxE | | lanoitarepO dna krap muesum ecneics | lanoitarepo egelloc nA | lanoitarepo egelloc nA | lanoitarepo egelloc nA | | htuoy derewopmE | msiruot decnahnE stcudorp | buh deppiuqe noitavonni nA | msiruot detcurtsnoc seitinema weN | sdaor elbarotoM | |

| seitivitca yeK | | fo namuh muesum kraP noitcurtsnoC ecneicS fo snigiro emoH dna | iilatU fo II noitcurtsnoC alagN esahP dlanoR egelloC | egelloC supmaC iilatU ohsilodlI ayneK | ytilatipsoH fo egelloC noitcurtsnoC gniniarT umusiK msiruoT dna | | htuoy eht rewopmE | stcudorp fo yldneirf- tnempoleveD msiruot htuoy | fo buh tnemhsilbatsE noitavonni | seitinema lla ,stiucric srevo skcolb gnola wen msiruot )setuor pots tcurtsnoC noitulba( laicos seitinema msiruot msiruot msiruot gnola cinecs dna 8 | eht stcudorp fo ot tnempoleveD sdaor msiruot ssecca | 2 ARK rof latot-buS |

| ygetartS | | | seitinutroppo dna dnapxe ytilatipsoh msiruot gniniart oT | | | | msiruoT noitavresnoC .evitaitinI ni htuoY dna | | | msiruot erutcurtsarfni poleveD | | |

| ytilibisnopseR | troppuS | .ssenevititepmoc noitanitsed woL :eussi cigetartS | .sgninrae dna slavirra desaercni rof ssenevititepmoc noitanitsed devorpmI :laog cigetartS | noitomorp dna gnitekraM :3 ARK | .sgninrae dna slavirra desaercnI :emoctuO | .sgninrae dna slavirra tsiruot esaercni oT :1 evitcejbo cigetartS | tnempoleveD noitomorP etarotceriD msiruoT fo & | | | | | | |

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | daeL | | | | | | noitomorP tnempoleveD ,rotceriD msiruoT tcudorP dna | | | | | | |

| )noillim hsK( tegduB | 72/62 | | | | | | 4 | 3 | 2 | | 01 | 01 | |

| | 62/52 | | | | | | 4 | 3 | 2 | | 01 | 01 | 02 |

| | 52/42 | | | | | | 4 | 3 | 2 | 8 | 01 | 01 | |

| | 42/32 | | | | | | 4 | 3 | 2 | | 01 | 01 | 02 |

| | 32/22 | | | | | | | | | | 01 | 01 | |

| tegraT | 72/62 | | | | | | 01 | 1 | 1 | | 1 | 1 | |

| | 62/52 | | | | | | 01 | 1 | 1 | | 1 | 1 | 1 |

| | 52/42 | | | | | | 01 | 1 | 1 | 1 | 1 | 1 | |

| | 42/32 | | | | | | 01 | 1 | 1 | | 1 | 1 | 1 |

| | 32/22 | | | | | | | | | | 1 | 1 | |

| | sraey 5 | | | | | | 04 | 4 | 4 | 1 | 5 | 5 | 2 |

| srotacidni tuptuO | | | | | | | secneirepxe wen degakcap fo .oN | sgniniart detcudnoc fo .oN | evitatlusnoc detcudnoc sgniteem fo .oN | ygetarts noitanitsed detargetnI gnitekram deweiver | dengis sUoM fo .oN | stekram wen defiitnedi fo oN | dnarB lacigaM dehserfer ehT |

| tuptuo detcepxE | | | | | | | snoitcartta seitivitca defiisrevid eroM dna | ,noitargimmi ,ytiruces sixat dliub sremotsuc ,sediug yticapaC ,smotsuc ecivres eht ruot dna | nihtiw decnahne dna eht ecneinevnoc dna ta seitinemA seitilicaf stropria seitilicaf | ygetarts noitanitsed detargetnI gnitekram deweiver | pihsrentrap rotces noitaroballoC eht decnahne nihtiw dna | defiisrevid msiruot ecruoS tekram | dnarB lacigaM dehserfer ehT |

| seitivitca yeK | | | | | | | dna erom snoitcartta yfisreviD seitivitca | ,ytiruces sixat eht sremotsuc eht ,noitargimmi ,sediug fo ecnahnE yticapac ,smotsuc ecivres ruot dna | decnahne nihtiw dna eht seitilicaf ecneinevnoc dna ta rof seitinema seitilicaf stropria ybboL rehto | weiver ygetarts noitargetni noitanitsed etanidrooC gnitekram dna fo | dna nihtiw noitaroballoc pihsrentrap rotces ecnahnE eht | ecruos tekram eht yfisreviD msiruot | lacigaM eht hserfeR dnarB |

| ygetartS | | | | | | | ecneirepxe noitanitsed ecnahnE rotisiv | | | detanidrooc sehcaorppa gnitekram etomorP | | | |

Page 38

ytilibisnopseR )noillim hsK( tegduB tegraT srotacidni tuptuO tuptuo detcepxE seitivitca yeK ygetartS 5 troppuS daeL 72/62 62/52 52/42 42/32 32/22 72/62 62/52 52/42 42/32 32/22 sraey 2 2 2 2 05 05 05 05 002 sredlohekats fo .oN ’sredlohekatS dliub yticapaC no tliub yticapac no tliub yticapac sredlohekats latigid dna enilno latigid dna enilno noitpoda no noitomorp noitomorp dna enilno fo noitomorp latigid smroftalp 001 001 0 0 81 81 63 snoissim fo .oN gnitekram msiruoT eht noitisopeR eht etomorP sksed msiruot htiw daorba noissim daorba snoissim ytilibissecca denoitisoper ot drager htiw noitanitsed fo gnitekram msiruot dna yllacol htob noitomorp dna yllanoitanretni 01 01 2 2 2 2 2 2 2 1 9 dna retrahc fo .oN dna retrahC eht ecudortnieR senilria tegdub senilria tegdub tegdub dna retrahc decudortnier decudortnier senilria 2 2 2 2 1 1 1 1 1 5 tnemegagne fo .oN arof tnemegagnE rof ybboL nekatrednu arof nekatrednu eht fo noisnapxe yticapac RGS 5 5 5 0 1 1 1 1 4 senilria wen fo .oN erom rof ybboL erom rof ybboL eht otni gniyfl otni yfl ot senilria otni yfl ot senilria noitanitsed noitanitsed eht noitanitsed eht nekatrednu etarotceriD ,rotceriD 01 01 01 0 0 1 1 1 3 sngiapmac fo .oN sngiapmac demehT demeht tcudnoC noitacfiisreviD msiruoT fo citsemoD detcudnoc no detcudnoc sngiapmac noitanitsed fo tnempoleveD noitomorP & msiruoT noitanitsed eht secneirepxe secneirepxe 3 3 3 3 3 1 1 1 1 1 5 dleh smurof fo .oN sredlohekats dloH dliub yticapaC fo gnigakcap no gnidliub yticapac sredlohekats secneirepxe no smurof fo gnigakcap no fo gnigakcap secneirepxe secneirepxe 001 001 001 0 1 1 1 3 ygetarts gnitekraM ygetarts gnitekraM gnitekram poleveD nigiro ,ayneK rof nigiro ,ayneK rof rof ygetarts dniknamuh fo dniknamuh fo fo nigiro ,ayneK depoleved depoleved dniknamuh 02 02 01 0 0 5 5 5 51 stnetnoc fo .oN troppus ot tnetnoC tnetnoc poleveD depoleved noitomorp eht ni eht ni troppus ot noitanitsed fo fo noitomorp depoleved msiruot ytilibisnopseR )noillim hsK( tegduB tegraT srotacidni tuptuO tuptuo detcepxE seitivitca yeK ygetartS 5 troppuS daeL 72/62 62/52 52/42 42/32 32/22 72/62 62/52 52/42 42/32 32/22 sraey 01 01 01 0 1 1 1 1 4 ssenerawa fo .oN noitaerc ssenerawA noitaerc ssenerawA smurof noitaerc nigiro no detcudnoc fo nigiro no detcudnoc dniknamuh fo dniknamuh 5 5 5 0 0 1 1 1 3 sngiapmac fo .oN sngiapmac demehT demeht tcudnoC detcudnoc no detcudnoc sngiapmac noitanitsed eht secneirepxe 3 3 3 1 1 1 1 1 1 1 5 seitinutroppo yeK seitinutroppo yeK yek eht paM dna ezinagrO stneve dna stneve dna dna seitinutroppo etapicitrap msiruot rof msiruot rof msiruot rof stneve msiruot ni noitapicitrap noitapicitrap noitapicitrap ,secnerefnoc deppam deppam ,stimmus ,swohsedart ,swohsdaor ,sopxe dna snoitibihxe stneve 06 06 06 5 5 8 8 8 2 2 82 msiruot fo .oN /sopxe msiruoT msiruot troppuS /snoitibihxe/sopxe sriaf/snoitibihxe ni noitapicitrap detroppus sriaf detroppus tnemegagne eht seitinutroppo 5 01 01 9 0 000,1 000,1 000,1 000,1 000,4 fo .oN ’sredlohekatS yticapaC ’sredlohekats tliub yticapac fo tnempoleved tliub yticapac sredlohekats 5 5 5 0 1 1 citsemod ehT citsemod ehT poleved dna weiveR citsemod edivorP ygetarts gnitekram ygetarts gnitekram gnitekram citsemod sevitnecni levart depoleved depoleved ygetarts 4 4 4 0 1 1 1 1 4 remusnoc fo .oN yad remusnoC remusnoc tcudnoC detcudnoc syad ot detcudnoc etacude ot syad no snayneK etacude msiruot no snayneK stcudorp msiruot dna stcudorp secneirepxe dna secneirepxe 5 5 5 0 1 1 1 1 4 citsemod fo .oN citsemoD citsemod tcudnoC sngiapmac sngiapmac ot sngiapmac detcudnoc ot detcudnoc snayneK ezitisnes snayneK ezitisnes levart eht no levart eht no seitinutroppo seitinutroppo 2 2 2 2 1 1 1 1

4 tneve fo .oN stneve fo radnelaC radnelac poleveD sradnelac depoleved ni stneve eht rof depoleved yrtnuoc eht 60 | STRATEGIC PLAN 2023–2027 STATE DEPARTMENT FOR TOURISM STATE DEPARTMENT FOR TOURISM STRATEGIC PLAN 2023–2027 | 61

| ytilibisnopseR | troppuS | | | | | | tnempoleveD noitomorP etarotceriD msiruoT fo & | | | |

|---|---|---|---|---|---|---|---|---|---|---|

| | daeL | | | | | | citsemoD ,rotceriD msiruoT | | | |

| )noillim hsK( tegduB | 72/62 | 2 | 001 | 01 | 2 | 5 | 01 | 3 | 001 | 02 |

| | 62/52 | 2 | 001 | 01 | 2 | 5 | 01 | 3 | 001 | 02 |

| | 52/42 | 2 | 0 | 2 | 2 | 5 | 01 | 3 | 001 | 01 |

| | 42/32 | 2 | 0 | 2 | 2 | 0 | 0 | 3 | 0 | 0 |

| | 32/22 | | | 2 | | | 0 | 3 | | 0 |

| tegraT | 72/62 | 05 | 81 | 2 | 1 | 1 | 1 | 1 | 1 | 5 |

| | 62/52 | 05 | 81 | 2 | 1 | 1 | 1 | 1 | 1 | 5 |

| | 52/42 | 05 | | 2 | 1 | 1 | 1 | 1 | 1 | 5 |

| | 42/32 | 05 | | 2 | 1 | 1 | | 1 | | |

| | 32/22 | | | 1 | 1 | | | 1 | | |

| | sraey 5 | 002 | 63 | 9 | 5 | 4 | 3 | 5 | 3 | 51 |

| srotacidni tuptuO | | sredlohekats latigid no tliub dna noitomorp yticapac fo enilno .oN | sksed snoissim msiruot fo htiw .oN | dna senilria retrahc decudortnier tegdub fo .oN | tnemegagne nekatrednu fo .oN arof | senilria eht wen otni noitanitsed fo gniyfl .oN | sngiapmac detcudnoc fo .oN | dleh fo smurof gnigakcap secneirepxe fo .oN no | ygetarts nigiro dniknamuh gnitekraM ,ayneK depoleved rof fo | stnetnoc depoleved fo .oN |

| tuptuo detcepxE | | latigid no ’sredlohekatS tliub dna noitomorp yticapac enilno | gnitekram daorba denoitisoper msiruoT noissim | senilria decudortnier dna retrahC tegdub | arof tnemegagnE nekatrednu | otni erom noitanitsed yfl nekatrednu rof ot senilria ybboL eht | sngiapmac noitanitsed no secneirepxe detcudnoc demehT eht | sredlohekats gnidliub fo secneirepxe no gnigakcap yticapac smurof dloH | ygetarts nigiro dniknamuh gnitekraM ,ayneK depoleved rof fo | troppus noitomorp noitanitsed ot depoleved tnetnoC eht ni fo |

| seitivitca yeK | | noitomorp dliub sredlohekats noitpoda dna yticapaC enilno smroftalp latigid no fo | gnitekram daorba eht ot noitomorp noitisopeR drager snoissim msiruot htiw dna | tegdub eht ecudortnieR dna retrahc senilria | eht fo yticapac noisnapxe rof ybboL RGS | otni erom noitanitsed yfl rof ot senilria ybboL eht | demeht sngiapmac tcudnoC | fo dliub sredlohekats gnigakcap secneirepxe yticapaC no | gnitekram fo nigiro rof dniknamuh poleveD ygetarts ,ayneK | tnetnoc eht ni fo troppus noitomorp poleveD msiruot ot |

| ygetartS | | | dna noitanitsed yllanoitanretni eht ytilibissecca yllacol etomorP htob fo | | | | noitacfiisreviD noitanitsed secneirepxe fo | | | |

| ytilibisnopseR | troppuS | | | | | | | | | |

|---|---|---|---|---|---|---|---|---|---|---|

| | daeL | | | | | | | | | |

| )noillim hsK( tegduB | 72/62 | 01 | 5 | 3 | 06 | 5 | 5 | 4 | 5 | 2 |

| | 62/52 | 01 | 5 | 3 | 06 | 01 | 5 | 4 | 5 | 2 |

| | 52/42 | 01 | 5 | 3 | 06 | 01 | 5 | 4 | 5 | 2 |

| | 42/32 | 0 | 0 | 1 | 5 | 9 | 0 | 0 | 0 | 2 |

| | 32/22 | | 0 | 1 | 5 | 0 | | | | |

| tegraT | 72/62 | 1 | 1 | 1 | 8 | 000,1 | | 1 | 1 | 1 |

| | 62/52 | 1 | 1 | 1 | 8 | 000,1 | | 1 | 1 | 1 |

| | 52/42 | 1 | 1 | 1 | 8 | 000,1 | 1 | 1 | 1 | 1 |

| | 42/32 | 1 | | 1 | 2 | 000,1 | | 1 | 1 | 1 |

| | 32/22 | | | 1 | 2 | | | | | - |

| | sraey 5 | 4 | 3 | 5 | 82 | 000,4 | 1 | 4 | 4 | 4 |

| srotacidni tuptuO | | ssenerawa smurof detcudnoc noitaerc fo .oN | sngiapmac detcudnoc fo .oN | seitinutroppo noitapicitrap stneve msiruot deppam yeK dna rof | /snoitibihxe/sopxe detroppus msiruot fo sriaf .oN | ’sredlohekats tliub yticapac fo .oN | ygetarts citsemod gnitekram depoleved ehT | remusnoc detcudnoc fo syad .oN | citsemod sngiapmac detcudnoc fo .oN | tneve sradnelac depoleved fo .oN |

| tuptuo detcepxE | | noitaerc nigiro no dniknamuh ssenerawA detcudnoc fo | sngiapmac noitanitsed no secneirepxe detcudnoc demehT eht | seitinutroppo noitapicitrap stneve msiruot deppam yeK dna rof | sriaf/snoitibihxe /sopxe detroppus msiruoT | ’sredlohekatS tliub yticapac | ygetarts citsemod gnitekram depoleved ehT | no snayneK stcudorp secneirepxe yad ot remusnoC detcudnoc etacude msiruot dna | snayneK ot levart seitinutroppo sngiapmac detcudnoc citsemoD ezitisnes eht no | stneve fo depoleved radnelaC |

| seitivitca yeK | | noitaerc ssenerawA fo dniknamuh nigiro no | demeht sngiapmac tcudnoC | dna msiruot yek seitinutroppo noitapicitrap rof eht stneve paM | msiruot tnemegagne ni noitapicitrap seitinutroppo troppuS eht | fo tnempoleved sredlohekats yticapaC | poleved gnitekram dna citsemod ygetarts weiveR | msiruot remusnoc etacude dna no secneirepxe tcudnoC snayneK stcudorp ot syad | citsemod snayneK ot levart seitinutroppo sngiapmac tcudnoC ezitisnes eht no | radnelac ni stneve yrtnuoc poleveD eht rof eht |

| ygetartS | | | | dna dna etapicitrap msiruot ,secnerefnoc ,swohsedart ,swohsdaor snoitibihxe ezinagrO ,stimmus ,sopxe stneve ni | | | citsemod sevitnecni edivorP levart | | | |

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ytilibisnopseR )noillim hsK( tegduB tegraT srotacidni tuptuO tuptuo detcepxE seitivitca yeK ygetartS 5 troppuS daeL 72/62 62/52 52/42 42/32 32/22 72/62 62/52 52/42 42/32 32/22 sraey 5 5 5 5 1 1 1 1 4 ytnuoc fo .oN ytnuoC ytnuoc tcudnoC tnemegagne stnemegagne scolb lanoiger dna detcudnoc smurof detcudnoc smurof murof tnemegagne 5 5 5 5 1 1 1 1 4 colb lanoiger fo .oN lanoiger lanoitaN detcudnoc smurof smurof colb detcudnoc 3 3 3 3 1 1 1 1 4 sgniteem fo .oN sgniteeM tcudnoC htiw detcudnoc htiw detcudnoc tnemegagne seitinummoc tsoh seitinummoc tsoh tsoh htiw smurof sETBC ,seitinummoc snoitaicossa dna 3 3 3 3 1 1 1 1 4 msiruot fo .oN msiruoT dliub yticapaC /snoitaicossa /snoitaicossa seitinummoc tsoh sevitarepooc sevitarepooc ot sEMSM dna dehsilbatse dehsilbatse msiruot hsilbatse /snoitaicossa sevitarepooc 01 01 01 01 1 1 1 1 4 elbadroffa fo .oN segakcap elbadroffA htiw rentraP etomorP segakcap htiw depoleved ot sredivorp ecivres dna tnednepedni depoleved sredivorp ecivres elbadroffa poleved levart elbadroffa segakcap levart 6 4 3 0 2 2 1 1 6 noitazitisnes fo .oN srotarepo ruoT ruot ezitisneS dleh arof dezitisnes ot srotarepo segakcap poleved dna htuoy rof tnednepedni srellevart .detsoh setageled dna stneve fo rebmun eht esaercni oT :4 evitcejbO cigetartS ytilibisnopseR )noillim hsK( tegduB tegraT srotacidni tuptuO tuptuo detcepxE seitivitca yeK ygetartS 5 troppuS daeL 72/62 62/52 52/42 42/32 32/22 72/62 62/52 52/42 42/32 32/22 sraey etarotceriD rotceriD 0001 0001 0001 1 1 1 3 lanoitnevnoc fo .oN lanoitnevnoC poleveD ecnahnE msiruoT fo lanoitanretnI sertnec depoleved sertnec lanoitnevnoc ECIM noitanitsed tnempoleveD noitomorP & msiruoT eht ssorca sertnec erutcurtsarfni yrtnuoc yticapac dna 5 0 001 001 lanoitnevnoc fo % fo tnemeganaM lanoitnevnoc egreM sertnec lanoitnevnoc eno rednu seitilicaf noitazilanoitarepo degrem sertnec tnemeganam 05 05 01 001 05 02 001 lanoitaN fo % lanoitaN ezilanoitarepO lanoitnevnoC lanoitnevnoC lanoitaN eht uaeruB uaeruB lanoitnevnoC noitazilanoitarepo dezilanoitarepo uaeruB 264,1 584,1 913,1 101 13 3 ARK rof latot-buS .tnempoleved yticapac dna noitavonni ,ygolonhcet ,hcraeser msiruot detimiL :eussi cigetartS .tnempoleved yticapac dna noitavonni ,ygolonhcet ,hcraeser ,msiruot decnahnE :laog cigetartS noitavonni dna ygolonhcet ,hcraeser ,gniniart msiruoT :4 ARK .gnikam-noisiced desab-ecnedive decnahnE :emoctuO .msiruot elbaniatsus no noitavonni dna ygolonhcet ,hcraeser ,gniniart etomorp oT :evitcejbo cigetartS ,UMPPC ,yciloP ,rotceriD 01 0 1 1 seicilop fo .oN msiruot no yciloP no ycilop a poleveD etalumroF ,lageL dna hcraeseR depoleved depoleved gniniart gniniart msiruot dna seicilop nimdA noitavonnI rof senilediug gniniart 01 01 0 0 6 6 21 sredlohekats fo .oN sredlohekatS sredlohekats dloH noitazitisnes noitazitisnes noitazitisnes smurof msiruot no smurof msiruot no smurof dleh ycilop gniniart ycilop gniniart 03 02 01 9 01 6 4 2 22 yticapac fo .oN gnidliub yticapaC yticapac etatilicaF ekatrednU gnidliub msiruot rof msiruot rof gnidliub yticapac msiruot rof sredlohekats sredlohekats tnempoleved sredlohekats detatilicaf msiruot rof detatilicaf sredlohekats 01 1 1 msiruoT msiruoT tnemhsilbatsE ydob lanoisseforp ydob lanoisseforp msiruot a fo dehsilbatse dehsilbatse ydob lanoisseforp 05 05 52 0 0 002 002 001 0 0 005 sEMSM fo .oN yticapac sEMSM fo gnidliub yticapaC tliub yticapac tliub msiruoT no sEMSM 62 | STRATEGIC PLAN 2023–2027 STATE DEPARTMENT FOR TOURISM STATE DEPARTMENT FOR TOURISM STRATEGIC PLAN 2023–2027 | 63

| ytilibisnopseR | troppuS | | | | | | | | | | | | | .detsoh setageled dna stneve fo rebmun eht esaercni oT :4 evitcejbO cigetartS |

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | daeL | | | | | | | | | | | | | |

| )noillim hsK( tegduB | 72/62 | 5 | 5 | 3 | 3 | 01 | 6 | | | | | | | |

| | 62/52 | 5 | 5 | 3 | 3 | 01 | 4 | | | | | | | |

| | 52/42 | 5 | 5 | 3 | 3 | 01 | 3 | | | | | | | |

| | 42/32 | 5 | 5 | 3 | 3 | 01 | 0 | | | | | | | |

| | 32/22 | | | | | | | | | | | | | |

| tegraT | 72/62 | 1 | 1 | 1 | 1 | 1 | 2 | | | | | | | |

| | 62/52 | 1 | 1 | 1 | 1 | 1 | 2 | | | | | | | |

| | 52/42 | 1 | 1 | 1 | 1 | 1 | 1 | | | | | | | |

| | 42/32 | 1 | 1 | 1 | 1 | 1 | 1 | | | | | | | |

| | 32/22 | | | | | | | | | | | | | |

| | sraey 5 | 4 | 4 | 4 | 4 | 4 | 6 | | | | | | | |

| srotacidni tuptuO | | detcudnoc ytnuoc tnemegagne smurof fo .oN | colb detcudnoc lanoiger smurof fo .oN | seitinummoc sgniteem htiw detcudnoc fo tsoh .oN | msiruot /snoitaicossa sevitarepooc dehsilbatse fo .oN | elbadroffa depoleved segakcap fo .oN | noitazitisnes dleh fo .oN arof | | | | | | | |

| tuptuo detcepxE | | detcudnoc stnemegagne ytnuoC smurof | lanoiger smurof detcudnoc lanoitaN colb | seitinummoc htiw detcudnoc sgniteeM tsoh | /snoitaicossa sevitarepooc dehsilbatse msiruoT | segakcap htiw sredivorp elbadroffA depoleved ecivres | srotarepo dezitisnes ruoT | | | | | | | |

| seitivitca yeK | | scolb murof ytnuoc lanoiger tnemegagne tcudnoC dna | | sETBC tsoh snoitaicossa ,seitinummoc tnemegagne htiw tcudnoC smurof dna | seitinummoc msiruot dliub ot /snoitaicossa sevitarepooc sEMSM yticapaC hsilbatse tsoh dna | ot elbadroffa sredivorp segakcap htiw rentraP ecivres poleved levart | segakcap ruot ot dna tnednepedni ezitisneS srotarepo htuoy srellevart poleved rof | | | | | | | |

| ygetartS | | | | | | dna levart tnednepedni elbadroffa etomorP | | | | | | | | |

| ytilibisnopseR | troppuS | tnempoleveD noitomorP etarotceriD msiruoT fo & | | | | .tnempoleved yticapac dna noitavonni ,ygolonhcet ,hcraeser msiruot detimiL :eussi cigetartS | .tnempoleved yticapac dna noitavonni ,ygolonhcet ,hcraeser ,msiruot decnahnE :laog cigetartS | noitavonni dna ygolonhcet ,hcraeser ,gniniart msiruoT :4 ARK | .gnikam-noisiced desab-ecnedive decnahnE :emoctuO | .msiruot elbaniatsus no noitavonni dna ygolonhcet ,hcraeser ,gniniart etomorp oT :evitcejbo cigetartS | ,UMPPC ,lageL nimdA | | | | |

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | daeL | lanoitanretnI rotceriD msiruoT | | | | | | | | | ,yciloP dna noitavonnI hcraeseR ,rotceriD | | | | |

| )noillim hsK( tegduB | 72/62 | 0001 | | 05 | 264,1 | | | | | | | 01 | 03 | | 05 |

| | 62/52 | 0001 | | 05 | 584,1 | | | | | | | 01 | 02 | | 05 |

| | 52/42 | 0001 | 5 | 01 | 913,1 | | | | | | 01 | 0 | 01 | 01 | 52 |

| | 42/32 | | 0 | | 101 | | | | | | 0 | 0 | 9 | | 0 |

| | 32/22 | | | | 13 | | | | | | | | | | 0 |

| tegraT | 72/62 | 1 | | | | | | | | | | 6 | 01 | | 002 |

| | 62/52 | 1 | | 001 | | | | | | | | 6 | 6 | | 002 |

| | 52/42 | 1 | 001 | 05 | | | | | | | 1 | | 4 | 1 | 001 |

| | 42/32 | | | 02 | | | | | | | | | 2 | | 0 |

| | 32/22 | | | | | | | | | | | | | | 0 |

| | sraey 5 | 3 | 001 | 001 | | | | | | | 1 | 21 | 22 | 1 | 005 |

| srotacidni tuptuO | | lanoitnevnoc sertnec fo .oN | lanoitnevnoc noitazilanoitarepo sertnec fo % | noitazilanoitarepo lanoitaN lanoitnevnoC uaeruB fo % | | | | | | | seicilop depoleved fo .oN | sredlohekats noitazitisnes smurof fo .oN | yticapac sredlohekats msiruot detatilicaf gnidliub fo .oN rof | ydob lanoisseforp dehsilbatse msiruoT | sEMSM tliub yticapac fo .oN |

| tuptuo detcepxE | | depoleved lanoitnevnoC sertnec | fo degrem tnemeganaM lanoitnevnoc sertnec | dezilanoitarepo lanoitnevnoC lanoitaN uaeruB | | | | | | | depoleved msiruot no gniniart yciloP | msiruot dleh ycilop sredlohekatS noitazitisnes no smurof gniniart | gnidliub sredlohekats msiruot detatilicaf yticapaC rof | ydob lanoisseforp dehsilbatse msiruoT | yticapac sEMSM tliub |

| seitivitca yeK | | eht ssorca lanoitnevnoc poleveD sertnec yrtnuoc | lanoitnevnoc eno rednu tnemeganam seitilicaf egreM | ezilanoitarepO lanoitaN lanoitnevnoC uaeruB eht | 3 ARK rof latot-buS | | | | | | no ycilop gniniart a poleveD msiruot | sredlohekats msiruot ycilop noitazitisnes no smurof gniniart dloH | msiruot yticapac sredlohekats rof etatilicaF gnidliub | ydob tnemhsilbatsE msiruot lanoisseforp a fo | fo msiruoT gnidliub no yticapaC sEMSM |

| ygetartS | | ECIM erutcurtsarfni yticapac noitanitsed ecnahnE dna | | | | | | | | | rof dna etalumroF senilediug seicilop gniniart | | tnempoleved sredlohekats ekatrednU msiruot yticapac rof | | |

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ytilibisnopseR )noillim hsK( tegduB tegraT srotacidni tuptuO tuptuo detcepxE seitivitca yeK ygetartS 5 troppuS daeL 72/62 62/52 52/42 42/32 32/22 72/62 62/52 52/42 42/32 32/22 sraey 02 0 0 0 1 1 seigetarts fo .oN ecruoser namuH namuh a poleveD dna depoleved depoleved ygetarts ygetarts ecruoser detnemelpmi 1 1 1 2 2 2 6 msiruot fo .oN devorpmI no srecfifo lornE nehtgnertS srepap hcraeser no egdelwonk hcraeser gniniart hcraeser msiruot dehsilbup dna hcraeser snoitutitsni noitavonni dna noitavonni 8 6 5 5 3 2 01 sbuh fo .oN msiruot latigiD fo tnemhsilbatsE tnemelpmI dehsilbatse dehsilbatse sbuh msiruot latigid msiruot trams sbuh latigid dna noitamrofsnart 8 6 5 5 3 2 01 sruot lautriv fo .oN msiruot lautriV lautriv poleveD depoleved depoleved sruot msiruot detnemgua sruot 6 6 4 8 8 4 02 sliart fo .oN sliart latigiD latigid poleveD depoleved depoleved sliart 3 3 3 3 2 2 5 sppA fo .oN sppA tsiruot eliboM pA tsiruot poleveD depoleved depoleved 01 1 1 seigetarts fo .oN ygetarts latigiD latigid poleveD depoleved depoleved ygetarts 01 1 001 noitelpmoc fo % depoleved erawtfoS msiruot poleveD scitylana atad erawtfos 05 05 001 05 02 001 noitelpmoc fo % metsys PRE na fo noitallatsnI dna noitazilatigiD dellatsni metsys PRE ssecorp ssenisub gnireenigne-er 2 2 secivres fo .oN dezilatigid secivreS fo noitazilatigiD dezilatigid secivres 1 1 1 1 1 1 1 1 4 /sUoM fo .oN gninrael devorpmI /sUoM eht ngiS ecnahnE dengis stnemeerga tnemnorivne stnemeerga noitaroballoc gninrael htiw gninrael htiw seitisrevinu htiw snoitutitsni snoitutitsni rehto dna gninrael snoitutitsni .ssenerawa dna noitacinummoc cilbup etomorp oT :4 evitcejbo cigetartS ytilibisnopseR )noillim hsK( tegduB tegraT srotacidni tuptuO tuptuo detcepxE seitivitca yeK ygetartS 5 troppuS daeL 72/62 62/52 52/42 42/32 32/22 72/62 62/52 52/42 42/32 32/22 sraey ,UMPPC ,yciloP ,rotceriD 5 52 52 001 57 001 noitelpmoc fo % msiruoT lanoitaN eht poleveD nehtgnertS ,lageL dna hcraeseR depoleved latroP msiruoT lanoitaN noitamrofni nimdA noitavonnI latroP gnirahs rotceriD msinahcem 5 5 001 001 001 msiruoT lanoitaN % msiruoT lanoitaN eht niatniaM TCI deniatniam latroP deniatniam latroP msiruoT lanoitaN latroP 5 5 001 05 001 noitargetni fo % detargetni latroP latrop eht etargetnI msiruot rehto htiw msiruot rehto htiw metsys smetsys 01 01 2 2 4 fo .oN ’sredlohekatS ’sredlohekats dloH ’sredlohekats noitazitisnes noitazitisnes noitazitisnes msiruot no smurof msiruot no smurof dleh smurof dleh latrop latrop 1 1 1 1 2 2 2 2 8 stroper fo .oN yteicos denethgilnE smurof nezitic dloH etanidrooC ,hcaertuo dna ssenerawa noitapicitrap semmargorp 01 01 01 5 5 5 51 fo level % lanoitarepO dna tcurtsnoC hsilbatsE noitelpmoc sertnec noitamrofni noitamrofni piuqe piuqe dna ertnec noitamrofni sertnec 302 422 011 63 0 4 ARK rof latot-buS .tnempoleved msiruot rof tnemtsevni dna gnicnanfi etauqedanI :eussi cigetartS .tnempoleved msiruot rof tnemtsevni dna gnicnanfi ecnahnE :laog cigetartS tnemtsevni dna gnicnaniF :5 ARK .tnempoleved msiruot rof gnicnanfi elbaniatsuS :emoctuO .tnempoleved msiruot rof noitazilibom ecruoser ecnahne oT :1 evitcejbo cigetartS MDA etarotceriD 02 02 02 0 5 5 5 51 evitavonni fo .oN gnicnanfi evitavonnI evitavonni poleveD hsilbatsE UMPPC msiruoT fo sledom gnicnanfi smsinahcem gnicnanfi elbaniatsus ecnanIF tnemtsevnI depoleved depoleved ,SEP( msinahcem evitavonni dna ecnaniF dna tnioj ,dnob neerg gnidnuf msiruot )erutnev msinahcem 5 5 5 0 6 6 6

81 elbaknab fo .oN tcejorp elbaknaB elbaknab poleveD slasoporp tcejorp slasoporp slasoporp tcejorp depoleved depoleved 64 | STRATEGIC PLAN 2023–2027 STATE DEPARTMENT FOR TOURISM STATE DEPARTMENT FOR TOURISM STRATEGIC PLAN 2023–2027 | 65

| ytilibisnopseR | troppuS | | | | | | | | | | | | .ssenerawa dna noitacinummoc cilbup etomorp oT :4 evitcejbo cigetartS |

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | daeL | | | | | | | | | | | | |

| )noillim hsK( tegduB | 72/62 | | 1 | 8 | 8 | 6 | 3 | | | 05 | | 1 | |

| | 62/52 | 02 | 1 | 6 | 6 | 6 | 3 | 01 | 01 | 05 | | 1 | |

| | 52/42 | 0 | 1 | 5 | 5 | 4 | 3 | | | | | 1 | |

| | 42/32 | 0 | | | | | | | | | | 1 | |

| | 32/22 | 0 | | | | | | | | | | | |

| tegraT | 72/62 | | 2 | 5 | 5 | 8 | 3 | | | 001 | | 1 | |

| | 62/52 | 1 | 2 | 3 | 3 | 8 | 2 | 1 | 1 | 05 | 2 | 1 | |

| | 52/42 | | 2 | 2 | 2 | 4 | 2 | | | 02 | 2 | 1 | |

| | 42/32 | | | | | | | | | | | 1 | |

| | 32/22 | | | | | | | | | | | | |

| | sraey 5 | 1 | 6 | 01 | 01 | 02 | 5 | 1 | 001 | 001 | | 4 | |

| srotacidni tuptuO | | seigetarts dna detnemelpmi depoleved fo .oN | srepap msiruot dehsilbup hcraeser fo .oN | sbuh dehsilbatse fo .oN | sruot lautriv depoleved fo .oN | sliart depoleved fo .oN | sppA depoleved fo .oN | seigetarts depoleved fo .oN | noitelpmoc fo % | noitelpmoc fo % | secivres dezilatigid fo .oN | dengis /sUoM gninrael stnemeerga snoitutitsni fo htiw .oN | |

| tuptuo detcepxE | | depoleved ecruoser namuH ygetarts | no dna egdelwonk noitavonni devorpmI hcraeser | dehsilbatse msiruot latigiD sbuh | depoleved msiruot lautriV sruot | sliart depoleved latigiD | sppA tsiruot depoleved eliboM | ygetarts depoleved latigiD | depoleved erawtfoS | metsys dellatsni PRE | dezilatigid secivreS | gninrael tnemnorivne devorpmI | |

| seitivitca yeK | | namuh ygetarts a poleveD ecruoser | no hcraeser srecfifo snoitutitsni gniniart lornE | fo tnemhsilbatsE msiruot latigid sbuh | msiruot lautriv detnemgua poleveD sruot | latigid poleveD sliart | pA tsiruot poleveD | latigid poleveD ygetarts | msiruot scitylana poleveD erawtfos atad | na fo noitallatsnI metsys PRE | fo noitazilatigiD secivres | /sUoM gninrael stnemeerga snoitutitsni eht ngiS htiw | |

| ygetartS | | | hcraeser noitavonni nehtgnertS msiruot dna | noitamrofsnart msiruot tnemelpmI latigid trams dna | | | | | | dna ssecorp gnireenigne-er noitazilatigiD ssenisub | | seitisrevinu noitaroballoc snoitutitsni rehto ecnahnE gninrael htiw dna | |

| ytilibisnopseR | troppuS | ,UMPPC rotceriD ,lageL nimdA TCI | | | | | | | .tnempoleved msiruot rof tnemtsevni dna gnicnanfi etauqedanI :eussi cigetartS | .tnempoleved msiruot rof tnemtsevni dna gnicnanfi ecnahnE :laog cigetartS | tnemtsevni dna gnicnaniF :5 ARK | .tnempoleved msiruot rof gnicnanfi elbaniatsuS :emoctuO | .tnempoleved msiruot rof noitazilibom ecruoser ecnahne oT :1 evitcejbo cigetartS | UMPPC ecnanIF MDA | |

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | daeL | ,yciloP dna noitavonnI hcraeseR ,rotceriD | | | | | | | | | | | | ecnaniF etarotceriD msiruoT tnemtsevnI dna fo | |

| )noillim hsK( tegduB | 72/62 | 5 | 5 | 5 | 01 | 1 | 01 | 302 | | | | | | 02 | 5 |

| | 62/52 | | 5 | 5 | 01 | 1 | 01 | 422 | | | | | | 02 | 5 |

| | 52/42 | 52 | | | | 1 | 01 | 011 | | | | | | 02 | 5 |

| | 42/32 | 52 | | | | 1 | | 63 | | | | | | 0 | 0 |

| | 32/22 | | | | | | | 0 | | | | | | | |

| tegraT | 72/62 | | 001 | 001 | 2 | 2 | 5 | | | | | | | 5 | 6 |

| | 62/52 | 001 | 001 | 05 | 2 | 2 | 5 | | | | | | | 5 | 6 |

| | 52/42 | 57 | | | | 2 | 5 | | | | | | | 5 | 6 |

| | 42/32 | | | | | 2 | | | | | | | | | |

| | 32/22 | | | | | | | | | | | | | | - |

| | sraey 5 | 001 | 001 | 001 | 4 | 8 | 51 | | | | | | | 51 | 81 |

| srotacidni tuptuO | | noitelpmoc fo % | msiruoT deniatniam lanoitaN latroP % | noitargetni fo % | ’sredlohekats noitazitisnes dleh smurof fo .oN | stroper fo .oN | noitelpmoc fo level % | | | | | | | evitavonni sledom depoleved gnicnanfi fo .oN | slasoporp elbaknab depoleved tcejorp fo .oN |

| tuptuo detcepxE | | msiruoT depoleved lanoitaN latroP | deniatniam msiruoT lanoitaN latroP | msiruot detargetni rehto metsys latroP htiw | msiruot ’sredlohekatS noitazitisnes no dleh smurof latrop | yteicos denethgilnE | sertnec lanoitarepO noitamrofni | | | | | | | gnicnanfi smsinahcem evitavonnI depoleved | tcejorp elbaknaB slasoporp depoleved |

| seitivitca yeK | | msiruoT eht poleveD lanoitaN latroP | msiruoT eht niatniaM lanoitaN latroP | latrop msiruot eht rehto etargetnI smetsys htiw | ’sredlohekats msiruot noitazitisnes no smurof latrop dloH | smurof nezitic dloH | noitamrofni dna tcurtsnoC piuqe ertnec | 4 ARK rof latot-buS | | | | | | evitavonni ,SEP( tnioj msinahcem ,dnob gnicnanfi poleveD )erutnev neerg | elbaknab slasoporp poleveD tcejorp |

| ygetartS | | nehtgnertS noitamrofni msinahcem gnirahs | | | | dna noitapicitrap semmargorp etanidrooC ssenerawa ,hcaertuo | noitamrofni piuqe hsilbatsE sertnec dna | | | | | | | gnidnuf evitavonni elbaniatsus msinahcem hsilbatsE msiruot dna | |

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ytilibisnopseR )noillim hsK( tegduB tegraT srotacidni tuptuO tuptuo detcepxE seitivitca yeK ygetartS 5 troppuS daeL 72/62 62/52 52/42 42/32 32/22 72/62 62/52 52/42 42/32 32/22 sraey 2 2 2 0 1 1 ecruoser msiruoT ecruoser msiruoT a poleveD noitazilibom noitazilibom ecruoser msiruot depoleved ygetarts depoleved ygetarts noitazilibom ygetarts 5 5 5 0 1 1 2 laiceps fo .oN gnicnanfi laicepS laiceps gnipoleveD semehcs gnicnanfi depoleved semehcs ,semehcs gnicnanfi sulumits eht .g.e emehcs 01 01 01 0 3 3 3 9 eunever fo .oN dna euneveR eht gninedaorB deweiver esab saera gnidnuf dna eunever denedaorb saera gnidnuf 2 2 2 0 1 1 1 3 sesabatad fo .oN esabataD tuo paM depoleved depoleved poleved dna eht rof esabatad tnempoleved srentrap 2 2 2 0 4 4 4 21 dleh arof fo .oN tnempoleved fo .oN tnempoleveD srentrap srentrap arof tnemegagne arof tnemegagne 2 2 2 0 1 1 1

3 dengis fo .oN /sUoM gnicnaniF gnicnanfi poleveD /sUoM gnicnanfi stnemeerga stnemeerga/sUoM stnemeerga dna depoleved dengis 3 3 3 0 1 1 1

3 gnidnuf fo .oN krowemarf gnidnuF gnidnuf a poleveD krowemarf depoleved krowemarf depoleved 51 01 0 1 1 rof airetirC ecruoser rof airetirC rof airetirc poleveD reenigne-eR noitacolla ecruoser eht rof noitacolla noitacolla ecruoser gnidnuf msiruot sdnuf eht rof depoleved sdnuf sdnuf eht rof noitutitsni depoleved 5 5 5 0 1 1 gnitsixe ehT gnitsixe ehT gnitsixe eht weiveR snoitaluger snoitaluger snoitaluger deweiver deweiver .rotces msiruot eht ni spihsrentrap ecnahne dna noitaroballoc etomorp oT :2 evitcejbo cigetartS ,UMPPC ,yciloP ,rotceriD 51 0 1 1 pihsrentrap fo .oN pihsrentrap poleveD nehtgnertS ,lageL dna hcraeseR tnemegagne tnemegagne pihsrentrap spihsrentrap nimdA noitavonnI krowemarf krowemarf tnemegagne segaknil dna depoleved krowemarf 5 5 5 5 3 2 2 2 2 1 9 dengis sUoM fo .oN htiw sUoM htiw sUoM dengiS tnempoleved tnempoleved dengis srentrap srentrap ytilibisnopseR )noillim hsK( tegduB tegraT srotacidni tuptuO tuptuo detcepxE seitivitca yeK ygetartS 5 troppuS daeL 72/62 62/52 52/42 42/32 32/22 72/62 62/52 52/42 42/32 32/22 sraey 01 01 3 3 6 snoitabucni fo oN srotabucni htuoY tnemhsilbatsE dehsilbatse dehsilbatse htuoY fo pihsruenerpertne noitabucni .secruoser fo esu elbaniatsus dna gnirahs tfieneb elbatiuqe ,ssecca ecnahne oT :3 evitcejbo cigetartS 5 1 1 lanoitarepo nA ycilop devorppa nA gnirahs a etalumroF a poleveD ycilop krowemarf tfieneb rof krowemarf ycilop stfieneb gnirahs morf deurcca rehto dna larutan secruoser 01 01 01 2 2 2 8 snoiger fo .oN seitinummoC ytinummoC ecnahnE derevoc dezitisnes noitazitisnes ytinummoc rof noitargetni elbaniatsus msiruot 2 2 1 1 2 tnemtsevni fo .oN snruter mumixaM na poleveD dna poleveD depoleved selfiorp tnemtsevni no elfiorp tnemtsevni etomorp evitavonni cigetarts dna rof tnemtsevni elbaniatsus msiruot fo esu secruoser .stnemtsevni msiruot esaercni oT :4 evitcejbo cigetartS etarotceriD 01 01 01 01 7 51 51 01 74 msiruoT msiruoT dna gnilfiorP etomorP msiruoT fo stnemtsevni stnemtsevni gnigakcap evitavonni tnemtsevnI dna delfiorp dna delfiorp tnemtsevni cigetarts dna ecnaniF dna 74 ni degakcap degakcap seitinutroppo tnemtsevni nimdA seitnuoc seitinutroppo 53 52 02 5 5 5 51 rof sevitnecnI rof sevitnecnI sevitnecni etaerC ni tnemtsevni ni tnemtsevni ni tnemtsevni rof detaerc msiruot detaerc msiruot msiruot 3 2 2 1 1 1 3 msiruot fo .oN tnemtsevni msiruoT /ezinagrO smurof tnemtsevni dezinagro smurof ni etapicitrap dezinagro tnemtsevni msiruot smurof 01 01 01 1 1 1 1 4 lanoiger fo .oN ni etapicitraP lanoitanretni dna dna lanoiger tnemtsevni msiruot lanoitanretni dednetta smurof tnemtsevni msiruot smurof 66 | STRATEGIC PLAN 2023–2027 STATE DEPARTMENT FOR TOURISM STATE DEPARTMENT FOR TOURISM STRATEGIC PLAN 2023–2027 | 67

| ytilibisnopseR | troppuS | | | | | | | | | | .rotces msiruot eht ni spihsrentrap ecnahne dna noitaroballoc etomorp oT :2 evitcejbo cigetartS | ,UMPPC ,lageL nimdA | |

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | daeL | | | | | | | | | | | ,yciloP dna noitavonnI hcraeseR ,rotceriD | |

| )noillim hsK( tegduB | 72/62 | 2 | 5 | 01 | 2 | 2 | 2 | 3 | | 5 | | | 5 |

| | 62/52 | 2 | 5 | 01 | 2 | 2 | 2 | 3 | 51 | 5 | | | 5 |

| | 52/42 | 2 | 5 | 01 | 2 | 2 | 2 | 3 | 01 | 5 | | 51 | 5 |

| | 42/32 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | | 0 | 5 |

| | 32/22 | | | | | | | | | | | | 3 |

| tegraT | 72/62 | | | 3 | 1 | 4 | 1 | 1 | | | | | 2 |

| | 62/52 | | 1 | 3 | 1 | 4 | 1 | 1 | 1 | 1 | | | 2 |

| | 52/42 | 1 | 1 | 3 | 1 | 4 | 1 | 1 | | | | 1 | 2 |

| | 42/32 | | | | | | | | | | | | 2 |

| | 32/22 | | | | | | - | - | | | | | 1 |

| | sraey 5 | 1 | 2 | 9 | 3 | 21 | 3 | 3 | 1 | 1 | | 1 | 9 |

| srotacidni tuptuO | | depoleved ecruoser noitazilibom msiruoT ygetarts | semehcs laiceps gnicnanfi fo .oN | eunever deweiver fo esab .oN | sesabatad depoleved fo .oN | dleh arof fo .oN | /sUoM dengis stnemeerga gnicnanfi fo .oN | gnidnuf krowemarf depoleved fo .oN | noitacolla sdnuf rof depoleved ecruoser airetirC eht rof | gnitsixe snoitaluger deweiver ehT | | pihsrentrap tnemegagne krowemarf depoleved fo .oN | dengis sUoM fo .oN |

| tuptuo detcepxE | | depoleved ecruoser noitazilibom msiruoT ygetarts | depoleved gnicnanfi semehcs laicepS | dna saera denedaorb euneveR gnidnuf | depoleved esabataD | tnempoleved arof tnemegagne srentrap fo .oN | /sUoM dna stnemeerga depoleved gnicnaniF dengis | krowemarf depoleved gnidnuF | ecruoser eht depoleved rof rof noitacolla airetirC sdnuf | gnitsixe snoitaluger deweiver ehT | | pihsrentrap tnemegagne krowemarf | dengis tnempoleved htiw srentrap sUoM |

| seitivitca yeK | | ecruoser noitazilibom a poleveD msiruot ygetarts | laiceps ,semehcs sulumits gnipoleveD gnicnanfi eht emehcs .g.e | eht saera dna gninedaorB eunever gnidnuf | eht poleved rof tnempoleved tuo esabatad srentrap paM dna | arof tnempoleveD tnemegagne srentrap | gnicnanfi stnemeerga/sUoM poleveD | gnidnuf a krowemarf poleveD | rof noitacolla airetirc sdnuf poleveD ecruoser eht rof | gnitsixe eht snoitaluger weiveR | | pihsrentrap tnemegagne krowemarf poleveD | htiw sUoM tnempoleved srentrap dengiS |

| ygetartS | | | | | | | | | gnidnuf reenigne-eR noitutitsni msiruot | | | spihsrentrap segaknil nehtgnertS dna | |

| ytilibisnopseR | troppuS | | .secruoser fo esu elbaniatsus dna gnirahs tfieneb elbatiuqe ,ssecca ecnahne oT :3 evitcejbo cigetartS | | | | .stnemtsevni msiruot esaercni oT :4 evitcejbo cigetartS | | | | |

|---|---|---|---|---|---|---|---|---|---|---|---|

| | daeL | | | | | | | ecnaniF etarotceriD msiruoT tnemtsevnI nimdA dna fo | | | |

| )noillim hsK( tegduB | 72/62 | 01 | | | 01 | | | 01 | 53 | 3 | 01 |

| | 62/52 | 01 | | | 01 | 2 | | 01 | 52 | 2 | 01 |

| | 52/42 | | | 5 | 01 | 2 | | 01 | 02 | 2 | 01 |

| | 42/32 | | | | | | | 01 | | | |

| | 32/22 | | | | | | | | | | |

| tegraT | 72/62 | 3 | | | 2 | | | 7 | 5 | 1 | 1 |

| | 62/52 | 3 | | | 2 | 1 | | 51 | 5 | 1 | 1 |

| | 52/42 | | | 1 | 2 | 1 | | 51 | 5 | 1 | 1 |

| | 42/32 | | | | | | | 01 | | | 1 |

| | 32/22 | | | | | | | | | | |

| | sraey 5 | 6 | | 1 | 8 | 2 | | 74 | 51 | 3 | 4 |

| srotacidni tuptuO | | snoitabucni dehsilbatse fo oN | | lanoitarepo ycilop nA | snoiger derevoc fo .oN | depoleved tnemtsevni selfiorp fo .oN | | 74 stnemtsevni dna ni degakcap msiruoT delfiorp seitnuoc | detaerc rof ni tnemtsevni sevitnecnI msiruot | smurof msiruot tnemtsevni dezinagro fo .oN | tnemtsevni lanoitanretni dednetta lanoiger msiruot smurof fo .oN dna |

| tuptuo detcepxE | | srotabucni dehsilbatse htuoY | | ycilop devorppa nA | seitinummoC dezitisnes | snruter tnemtsevni mumixaM no | | stnemtsevni dna degakcap msiruoT delfiorp | detaerc rof ni tnemtsevni sevitnecnI msiruot | tnemtsevni dezinagro msiruoT smurof | tnemtsevni ni dna lanoitanretni etapicitraP lanoiger msiruot smurof |

| seitivitca yeK | | pihsruenerpertne tnemhsilbatsE noitabucni htuoY fo | | gnirahs krowemarf a etalumroF tfieneb ycilop | noitazitisnes ytinummoC | elfiorp na tnemtsevni poleveD | | seitinutroppo dna tnemtsevni gnigakcap gnilfiorP | sevitnecni ni tnemtsevni msiruot etaerC rof | tnemtsevni ni etapicitrap /ezinagrO msiruot smurof | |

| ygetartS | | | | rehto stfieneb rof morf dna a krowemarf secruoser poleveD gnirahs deurcca larutan | rof ytinummoc noitargetni elbaniatsus ecnahnE msiruot | rof msiruot dna cigetarts evitavonni tnemtsevni elbaniatsus secruoser poleveD etomorp fo dna esu | | cigetarts seitinutroppo evitavonni tnemtsevni etomorP dna | | | |

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ytilibisnopseR )noillim hsK( tegduB tegraT srotacidni tuptuO tuptuo detcepxE seitivitca yeK ygetartS 5 troppuS daeL 72/62 62/52 52/42 42/32 32/22 72/62 62/52 52/42 42/32 32/22 sraey 5 5 5 1 1 1 1 4 /sPPP fo .oN tnioj dna sPPP dna sPPP etomorP serutnev tnioj detomorp serutnev serutnev tnioj dehsilbatse 7 6 5 1 1 1 1

4 lacol fo .oN esihcnarf lacoL lacol troppuS esihcnarf trap sa detroppus fo trap sa esihcnarf detroppus tnemtsevni fo noitomorp noitomorp 02 02 5 1 1 1 1 4 lacol fo .oN deknil sdnarb lacoL dna etomorP ot deknil sdnarb lanoitanretni eht ot sdnarb lacol knil dnarb lanoitanretni sdnarb lanoitanretni ot sdnarb 161 661 061 51 3 5 ARK rof latot-buS .egnahc etamilc ot noitatpada dna noitagitim wolS :eussi cigetartS .egnahc etamilc ot noitatpada dna ecneiliser devorpmI :laog cigetartS egnahc etamilC :6 ARK .ymonoce ralucric dna neerG :emoctuO .egnahc etamilc ot gnitpada dna gnitagitim rof snoitca dna seigetarts etomorp oT :1 evitcejbo cigetartS ecnaniF nimdA /daeH 2 2 2 2 1 1 seigetarts fo .oN lanoitarepo nA etamilc poleveD dna poleveD depoleved ygetarts noitagitim egnahc tnemelpmi noitatpada dna egnahc etamilc ygetarts dna noitagitim noitatpada seigetarts stnuoccA 5.2 5.2 5 5.2 1 1 seigetarts fo .oN retsasiD ylrae nehtgnertS dna poleveD depoleved dna ssenderaperp ylrae dna gninraw nehtgnerts seigetarts esnopser sesnopser /noitca gninraw ylrae depoleved dna msinahcem sesnopser noitca 2 2 5.5 2 1 1 seigetarts fo .oN lanoitarepo nA retsasid poleveD retsasid poleveD depoleved ksir retsasid noitcuder ksir noitcuder ygetarts noitcuder ygetarts ygetarts 2 2 2 2 1 1 seigetarts fo .oN lanoitarepo nA ksir poleveD ekatrednU depoleved tnemssessa ksir tnemssessa etamilc tpmorp ygetarts ygetarts ksir egnahc stnemssessa ytilibisnopseR )noillim hsK( tegduB tegraT srotacidni tuptuO tuptuo detcepxE seitivitca yeK ygetartS 5 troppuS daeL 72/62 62/52 52/42 42/32 32/22 72/62 62/52 52/42 42/32 32/22 sraey 5.2 5.2 5.2 5.2 m05 m05 m05 m05 m05 5.2 nworg seert fo oN yldneirf etamilC dna worg oT lanoitaN noillib derutrun dna seert erutrun gniworg eert yrtnuoc eht ssorca ngiapmac 11 11 71 11 0 6 ARK rof latot-buS .yticapac lanoitutitsni etauqedani dna ecnanrevog kaeW :eussi cigetartS .ytivitcudorp lamitpo rof yticapac lanoitutitsni dna ecnanrevog evorpmI :laog cigetartS tnempoleveD yticapaC lanoitutitsnI :7 ARK .yreviled ecivres devorpmI :emoctuO .yreviled ecivres ni ssenevitceffe dna ycneicfife evorpmi oT :1 evitcejbo cigetartS stnuoccA nimdA /daeH 5 5 5 5 7 7 7 7 7 53 tidua ecnanrevoG dna ecnanrevoG ekatrednU eht nehtgnertS troper tidua ecnailpmoc dna ecnanrevog ecnanrevog nekatrednu tidua ecnailpmoc serutcurts UMPPC 1

2

2 retrahc ecivreS retrahc ecivreS ecivres etalsnarT dna elliarB ni elliarB ot detalsnart elliarB ot retrahc ilihawsiK ilihawsiK dna ilihawsiK dna ecnaniF 1 1 1 1 1 1 1 1

4 troper yevruS remotsuC remotsuc tcudnoC yevrus noitcafsitas yevrus noitcafsitas detcudnoc 1 1 1 1 1 1 1 1 1 5 stropeR no stroper fo .oN tnemelpmI noitatnemelpmi seulav lanoitan dna seulav fo fo selpicnirp dna selpicnirp ecnanrevog 3 3 3 3 1 1 1 1 4 maertsniaM devorpmI maertsniaM stroper egdelwonk egdelwonk egdelwonk tnemeganam tnemeganam 5 1 1 seigetarts fo .oN devorpmI egdelwonk poleveD depoleved egdelwonk tnemeganam tnemeganam ygetarts 2 2 01 1 1 seirotisoper fo .oN devorpmI hsilbatsE dehsilbatse egdelwonk egdelwonk tnemeganam tnemeganam seirotisoper 1 1 1 1 1 1 1 1 4 stidua fo .oN etelpmoC rotces ecnahnE nekatrednu ecnailpmoc htiw ecnailpmoc noitalsigel ,seicilop seigetarts dna 68 | STRATEGIC PLAN 2023–2027 STATE DEPARTMENT FOR TOURISM STATE DEPARTMENT FOR TOURISM STRATEGIC PLAN 2023–2027 | 69

| ytilibisnopseR | troppuS | | | | | .egnahc etamilc ot noitatpada dna noitagitim wolS :eussi cigetartS | .egnahc etamilc ot noitatpada dna ecneiliser devorpmI :laog cigetartS | egnahc etamilC :6 ARK | .ymonoce ralucric dna neerG :emoctuO | .egnahc etamilc ot gnitpada dna gnitagitim rof snoitca dna seigetarts etomorp oT :1 evitcejbo cigetartS | ecnaniF | stnuoccA | | |

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | daeL | | | | | | | | | | nimdA /daeH | | | |

| )noillim hsK( tegduB | 72/62 | 5 | 7 | 02 | 161 | | | | | | 2 | 5.2 | 2 | 2 |

| | 62/52 | 5 | 6 | 02 | 661 | | | | | | 2 | 5.2 | 2 | 2 |

| | 52/42 | 5 | 5 | 5 | 061 | | | | | | 2 | 5 | 5.5 | 2 |

| | 42/32 | | | | 51 | | | | | | 2 | 5.2 | 2 | 2 |

| | 32/22 | | | | 3 | | | | | | | | | |

| tegraT | 72/62 | 1 | 1 | 1 | | | | | | | | | | |

| | 62/52 | 1 | 1 | 1 | | | | | | | | | | |

| | 52/42 | 1 | 1 | 1 | | | | | | | 1 | 1 | 1 | 1 |

| | 42/32 | 1 | 1 | 1 | | | | | | | | | | |

| | 32/22 | | - | | | | | | | | | | | |

| | sraey 5 | 4 | 4 | 4 | | | | | | | 1 | 1 | 1 | 1 |

| srotacidni tuptuO | | serutnev /sPPP dehsilbatse fo tnioj .oN | lacol detroppus esihcnarf fo .oN | dnarb ot deknil lanoitanretni lacol sdnarb fo .oN | | | | | | | seigetarts depoleved fo .oN | seigetarts depoleved fo .oN | seigetarts depoleved fo .oN | seigetarts depoleved fo .oN |

| tuptuo detcepxE | | detomorp tnioj dna serutnev sPPP | trap esihcnarf sa tnemtsevni detroppus noitomorp lacoL fo | deknil lanoitanretni sdnarb sdnarb lacoL eht ot | | | | | | | lanoitarepo ygetarts nA | seigetarts dna ssenderaperp depoleved esnopser retsasiD | ygetarts lanoitarepo ksir noitcuder retsasid nA | tnemssessa lanoitarepo ygetarts ksir nA |

| seitivitca yeK | | dna sPPP serutnev etomorP tnioj | fo trap lacol sa noitomorp esihcnarf troppuS | sdnarb lanoitanretni dna etomorP lacol sdnarb knil ot | 5 ARK rof latot-buS | | | | | | noitagitim etamilc noitatpada poleveD egnahc ygetarts dna | ylrae sesnopser ylrae dna nehtgnertS gninraw /noitca | retsasid noitcuder poleveD ygetarts ksir | ksir tnemssessa poleveD ygetarts |

| ygetartS | | | | | | | | | | | egnahc dna dna tnemelpmi noitagitim noitatpada seigetarts poleveD etamilc | sesnopser dna gninraw dna nehtgnerts msinahcem poleveD noitca ylrae | retsasid noitcuder poleveD ygetarts | etamilc stnemssessa ksir ekatrednU tpmorp egnahc |

| ytilibisnopseR | troppuS | | | .yticapac lanoitutitsni etauqedani dna ecnanrevog kaeW :eussi cigetartS | .ytivitcudorp lamitpo rof yticapac lanoitutitsni dna ecnanrevog evorpmI :laog cigetartS | tnempoleveD yticapaC lanoitutitsnI :7 ARK | .yreviled ecivres devorpmI :emoctuO | .yreviled ecivres ni ssenevitceffe dna ycneicfife evorpmi oT :1 evitcejbo cigetartS | stnuoccA | UMPPC | ecnaniF | | | | | |

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | daeL | | | | | | | | nimdA /daeH | | | | | | | |

| )noillim hsK( tegduB | 72/62 | 5.2 | 11 | | | | | | 5 | | 1 | 1 | 3 | | 2 | 1 |

| | 62/52 | 5.2 | 11 | | | | | | 5 | | 1 | 1 | 3 | | 2 | 1 |

| | 52/42 | 5.2 | 71 | | | | | | 5 | | 1 | 1 | 3 | 5 | 01 | 1 |

| | 42/32 | 5.2 | 11 | | | | | | 5 | 1 | 1 | 1 | 3 | | | 1 |

| | 32/22 | | 0 | | | | | | | | | | | | | |

| tegraT | 72/62 | m05 | | | | | | | 7 | - | 1 | 1 | 1 | | | 1 |

| | 62/52 | m05 | | | | | | | 7 | - | 1 | 1 | 1 | | | 1 |

| | 52/42 | m05 | | | | | | | 7 | - | 1 | 1 | 1 | 1 | 1 | 1 |

| | 42/32 | m05 | | | | | | | 7 | 2 | 1 | 1 | 1 | | | 1 |

| | 32/22 | m05 | | | | | | | 7 | - | - | 1 | | | | |

| | sraey 5 | noillib 5.2 | | | | | | | 53 | 2 | 4 | 5 | 4 | 1 | 1 | 4 |

| srotacidni tuptuO | | nworg derutrun seert fo dna oN | | | | | | | tidua ecnanrevoG troper | retrahc dna elliarB ilihawsiK ecivreS ni | troper yevruS | stropeR | stroper maertsniaM egdelwonk | seigetarts depoleved fo .oN | seirotisoper dehsilbatse fo .oN | stidua nekatrednu fo .oN |

| tuptuo detcepxE | | yldneirf etamilC | | | | | | | tidua dna ecnanrevoG ecnailpmoc nekatrednu | elliarB retrahc ot ilihawsiK detalsnart ecivreS dna | yevrus noitcafsitas detcudnoc remotsuC | no noitatnemelpmi stroper dna selpicnirp seulav fo .oN fo | tnemeganam egdelwonk devorpmI | tnemeganam egdelwonk devorpmI | tnemeganam egdelwonk devorpmI | ecnailpmoc etelpmoC |

| seitivitca yeK | | yrtnuoc seert dna eht worg erutrun ssorca oT | 6 ARK rof latot-buS | | | | | | tidua dna ecnanrevog ecnailpmoc ekatrednU | ecivres elliarB ilihawsiK etalsnarT ot retrahc dna | remotsuc yevrus noitcafsitas tcudnoC | fo seulav selpicnirp tnemelpmI ecnanrevog lanoitan dna | tnemeganam maertsniaM egdelwonk | egdelwonk tnemeganam poleveD ygetarts | tnemeganam seirotisoper egdelwonk hsilbatsE | noitalsigel htiw rotces seigetarts ecnailpmoc ecnahnE ,seicilop dna |

| ygetartS | | gniworg ngiapmac lanoitaN eert | | | | | | | eht nehtgnertS ecnanrevog serutcurts | | | | | | | |

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ytilibisnopseR )noillim hsK( tegduB tegraT srotacidni tuptuO tuptuo detcepxE seitivitca yeK ygetartS 5 troppuS daeL 72/62 62/52 52/42 42/32 32/22 72/62 62/52 52/42 42/32 32/22 sraey 2 2 2 2 1 1 1 1 4 stropeR ecivres devorpmI ,etanidrooC yreviled ,tnemelpmi etaulave ,rotinom no troper dna ,seicilop rotces ,sUoM ,seitaert ,snoitagilbo dna stcejorp semmargorp .yreviled ecivres devorpmi rof yticapac lanoitutitsni nehtgnerts oT :2 evitcejbo cigetartS nimdA

02 0

001 04 001 noitelpmoc % ecapskrow ecfifO fo tnemhsibrufeR krow evorpmI dehsibrufer detaler dna ecfifo tnemnorivne noitacinummoC ecapskrow nimdA

08 0

5 5 rotom fo .oN selcihev rotoM fo tnemerucorP selcihev derucorp selcihev rotom noitacinummoC 2 2 01 0 0

1

1 noitacinummoC noitacinummoC poleveD ygetarts dna ygetarts dna noitacinummoc ygetarts gnidnarb ygetarts gnidnarb depoleved TCI 0 0 8 0 0

001

001 fo egatnecreP dedargpu etisbeW TDS edargpU dedargpu etisbew etisbew nimdA 5 5 01 0 0

1

1 tnemeganam ksiR tnemeganam ksiR a weiver/poleveD krowemarf krowemarf tnemeganam ksir depoleved krowemarf nimdA 5 0 0 0 0 1 1 ksir deweiveR tnemeganam ksiR tnemeganam deweiver krowemarf krowemarf ytilibisnopseR )noillim hsK( tegduB tegraT srotacidni tuptuO tuptuo detcepxE seitivitca yeK ygetartS 5 troppuS daeL 72/62 62/52 52/42 42/32 32/22 72/62 62/52 52/42 42/32 32/22 sraey nimdA MRH ,rotceriD 3 0 0 3 1

1 2 troper sisylana paG sisylana pag sllikS pag slliks tcudnoC etomorP D & detcudnoc sisylana eeyolpme dna ytivitcudorp ecnaniF 0 3 0 0 0

1

1 troper tnemssessA sdeen gniniarT ffats ekatrednU ycneicfife tnemssessa gnidliub yticapac detcudnoc UMPPC

02 02 0 0 32 01 01 34 ffats fo .oN detiurcer ffatS detiurcer 43 43 43 43 05 05 05 05 05 05 052 deniart ffats fo .oN yticapac ffatS gnidliub 5 5 5 5 5 001 001 001 001 001 001 ffats fo egatnecreP ecnamrofrep ffatS ekatrednU desiarppa tnemeganam ecnamrofrep detnemelpmi lasiarppa 01 01 01 01 01 8 8 8 8 8 dettev sCP fo .oN ecnamrofreP launna tnemelpmI dengis dna tcartnoc ecnamrofrep detnemelpmi tcartnoc 51 51 51 51 0 001 001 001 001 001 001 fo egatnecreP deniart ffatS ytivitcudorP deniart ffats ytivitcudorp no gnimaertsniam ytivitcudorp no gnimaertsniam gnimaertsniam 01 01 01 02 51 51 05 tnemevorpmi % devorpmi erocS evorpmI erocs ytivitcudorp 2 2 2 2 0 1 1 1 1 4 troper yevruS eeyolpmE eeyolpme tcudnoC yevrus noitcafsitas yevrus noitcafsitas detcudnoc 01 01 01 02 02 02 06 ffats fo .oN ecivres devorpmI eht etalumroF poleveD detomorp yreviled krowemarf noisseccus tnemeganam reerac dna noissergorp krowemarf 5 5 5 4 4 4 21 ytilibisaef fo .oN seiduts ytilibisaeF -erp dna ytilibisaeF ecnahnE deraperp stroper stroper seiduts ytilibisaef emmargorp tcejorp / noitatnemelpmi gnirotinom dna 5 5 5 4 4 4 21 -erp fo .oN ytilibisaef-erP stroper ytilibisaef stroper seiduts deraperp 70 | STRATEGIC PLAN 2023–2027 STATE DEPARTMENT FOR TOURISM STATE DEPARTMENT FOR TOURISM STRATEGIC PLAN 2023–2027 | 71

| ytilibisnopseR | troppuS | | .yreviled ecivres devorpmi rof yticapac lanoitutitsni nehtgnerts oT :2 evitcejbo cigetartS | | | | | | | |

|---|---|---|---|---|---|---|---|---|---|---|

| | daeL | | | nimdA | noitacinummoC | nimdA | noitacinummoC | TCI | nimdA | nimdA |

| )noillim hsK( tegduB | 72/62 | 2 | | - | | - | 2 | 0 | 5 | 5 |

| | 62/52 | 2 | | - | | - | 2 | 0 | 5 | 0 |

| | 52/42 | 2 | | - | | - | 01 | 8 | 01 | 0 |

| | 42/32 | 2 | | 02 | | 08 | 0 | 0 | 0 | 0 |

| | 32/22 | | | 0 | | 0 | 0 | 0 | 0 | 0 |

| tegraT | 72/62 | 1 | | - | | - | - | - | - | 1 |

| | 62/52 | 1 | | - | | - | - | - | - | |

| | 52/42 | 1 | | - | | - | 1 | 001 | 1 | |

| | 42/32 | 1 | | 001 | | 5 | | - | - | |

| | 32/22 | | | 04 | | | - | - | | |

| | sraey 5 | 4 | | 001 | | 5 | 1 | 001 | 1 | 1 |

| srotacidni tuptuO | | stropeR | | noitelpmoc % | | rotom selcihev fo .oN | noitacinummoC ygetarts | dedargpu fo egatnecreP etisbew | tnemeganam krowemarf ksiR | ksir tnemeganam krowemarf deweiveR |

| tuptuo detcepxE | | ecivres devorpmI yreviled | | ecapskrow dehsibrufer ecfifO | | selcihev derucorp rotoM | ygetarts noitacinummoC dna depoleved gnidnarb ygetarts | dedargpu etisbeW | tnemeganam krowemarf depoleved ksiR | deweiver tnemeganam krowemarf ksiR |

| seitivitca yeK | | etaulave no ,seicilop ,sUoM dna semmargorp ,etanidrooC ,tnemelpmi troper ,snoitagilbo ,rotinom ,seitaert stcejorp rotces dna | | fo detaler tnemhsibrufeR dna ecapskrow ecfifo | | fo selcihev tnemerucorP rotom | dna ygetarts noitacinummoc gnidnarb poleveD | TDS edargpU etisbew | a tnemeganam weiver/poleveD krowemarf ksir | |

| ygetartS | | | | krow tnemnorivne evorpmI | | | | | | |

| ytilibisnopseR | troppuS | nimdA | ecnaniF | UMPPC | | | | | | | | | |

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | daeL | MRH ,rotceriD D & | | | | | | | | | | | |

| )noillim hsK( tegduB | 72/62 | 3 | 0 | - | 43 | 5 | 01 | 51 | 01 | 2 | 01 | 5 | 5 |

| | 62/52 | 0 | 3 | 02 | 43 | 5 | 01 | 51 | 01 | 2 | 01 | 5 | 5 |

| | 52/42 | 0 | 0 | 02 | 43 | 5 | 01 | 51 | 01 | 2 | 01 | 5 | 5 |

| | 42/32 | 3 | 0 | 0 | 43 | 5 | 01 | 51 | | 2 | | | |

| | 32/22 | | 0 | 0 | 05 | 5 | 01 | 0 | | 0 | | | |

| tegraT | 72/62 | 1 | - | 32 | 05 | 001 | 8 | 001 | 02 | 1 | 02 | 4 | 4 |

| | 62/52 | - | 1 | 01 | 05 | 001 | 8 | 001 | 51 | 1 | 02 | 4 | 4 |

| | 52/42 | - | | | 05 | 001 | 8 | 001 | 51 | 1 | 02 | 4 | 4 |

| | 42/32 | 1 | - | 01 | 05 | 001 | 8 | 001 | | 1 | | | |

| | 32/22 | | - | | 05 | 001 | 8 | 001 | | | | | |

| | sraey 5 | 2 | 1 | 34 | 052 | 001 | | 001 | 05 | 4 | 06 | 21 | 21 |

| srotacidni tuptuO | | troper sisylana paG | troper tnemssessA | ffats detiurcer fo .oN | deniart ffats fo .oN | ffats fo egatnecreP desiarppa | dettev dengis sCP fo .oN dna | ytivitcudorp gnimaertsniam fo deniart egatnecreP ffats no | tnemevorpmi % | troper yevruS | ffats detomorp fo .oN | ytilibisaef deraperp stroper fo .oN | stroper -erp ytilibisaef deraperp fo .oN |

| tuptuo detcepxE | | sisylana detcudnoc pag sllikS | sdeen tnemssessa detcudnoc gniniarT | detiurcer ffatS | yticapac gnidliub ffatS | ecnamrofrep tnemeganam detnemelpmi ffatS | ecnamrofreP detnemelpmi tcartnoc | ytivitcudorp gnimaertsniam deniart ffatS no | devorpmi erocS | yevrus noitcafsitas eeyolpmE detcudnoc | ecivres devorpmI yreviled | seiduts ytilibisaeF stroper | stroper ytilibisaef-erP seiduts |

| seitivitca yeK | | pag slliks tcudnoC sisylana | gnidliub ffats ekatrednU yticapac | | | ecnamrofrep ekatrednU lasiarppa | launna ecnamrofrep tnemelpmI tcartnoc | gnimaertsniam ytivitcudorP | erocs ytivitcudorp evorpmI | eeyolpme yevrus noitcafsitas tcudnoC | eht etalumroF krowemarf | -erp seiduts dna ytilibisaeF ytilibisaef | |

| ygetartS | | dna ytivitcudorp eeyolpme ycneicfife etomorP | | | | | | | | | tnemeganam noissergorp noisseccus reerac krowemarf poleveD dna | noitatnemelpmi gnirotinom emmargorp ecnahnE tcejorp dna / | |

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ytilibisnopseR )noillim hsK( tegduB tegraT srotacidni tuptuO tuptuo detcepxE seitivitca yeK ygetartS 5 troppuS daeL 72/62 62/52 52/42 42/32 32/22 72/62 62/52 52/42 42/32 32/22 sraey 51 51 51 51 51 4 4 4 4 4 02 stroper E&M fo .oN stroper E&M dna gnirotinoM deraperp noitaulave 5 5 21 1 1 smetsys fo .oN E&M detargetnI na poleveD depoleved metsys E&M detargetni TDS rof metsys 5 5 51 1 1 sdraobhsad fo .oN draobhsaD na poleveD depoleved depoleved detamotua TDS rof draobhsad srotacidni 05 04 02 01 01 3 3 3 3 3 51 stegdub fo .oN stegduB fo noitaraperP ecnahnE deraperp desiver dna launna ecnanfi cilbup stegdub tnemeganam 01 01 01 01 01 4 4 4 4 4 02 stroper fo .oN tegduB noitaraperP deraperp noitatnemelpmi tegdub fo stroper noitatnemelpmi stroper 4 1 1 troper ygetartS gnikrow efaS krow a poleveD krow evorpmI tnemnorivne dna tnemnorivne dna tnemnorivne ytefas lanoitapucco lanoitapucco ygetarts ytefas 002 061 321 001 871 evitartsinimdA stsoc 114 673 173 813 872 7 ARK rof latot buS | Annex 2: Monitoring and Evaluation Reporting Templates Table 8.2: Quarterly Progress Reporting Template QUARTER ENDING … Annual Quarter for year …… Cumulative to date Expected Output Remarks output indicator Variance Variance target (A) Target (B) Actual (C) Target (E) Actual (F) (C – B) (F –E) Table 8.3: Annual Progress Reporting Template ANNUAL PROGRESS REPORT YEAR ENDING … Achievement for year……. Cumulative to date (years) Expected Output Remarks output indicator Variance Variance Target (A) Actual (B) Target (D) Actual (E) (B – C) (E – D) Table 8.4: Evaluation Reporting Template Key Key End of plan period Baseline Mid-term evaluation Remarks Result Outcome performance evaluation Area indicator Value Year Target Achievement Target Achievement KRA 1 KRA 2 KRA 3 72 | STRATEGIC PLAN 2023–2027 STATE DEPARTMENT FOR TOURISM STATE DEPARTMENT FOR TOURISM STRATEGIC PLAN 2023–2027 | 73

| ytilibisnopseR | troppuS | | | | | | | | |

|---|---|---|---|---|---|---|---|---|---|

| | daeL | | | | | | | | |

| )noillim hsK( tegduB | 72/62 | 51 | 5 | 5 | 05 | 01 | | 002 | 114 |

| | 62/52 | 51 | 5 | 5 | 04 | 01 | | 061 | 673 |

| | 52/42 | 51 | 21 | 51 | 02 | 01 | 4 | 321 | 173 |

| | 42/32 | 51 | | | 01 | 01 | | 001 | 813 |

| | 32/22 | 51 | | | 01 | 01 | | 871 | 872 |

| tegraT | 72/62 | 4 | | | 3 | 4 | | | |

| | 62/52 | 4 | | | 3 | 4 | | | |

| | 52/42 | 4 | 1 | 1 | 3 | 4 | 1 | | |

| | 42/32 | 4 | | | 3 | 4 | | | |

| | 32/22 | 4 | | | 3 | 4 | | | |

| | sraey 5 | 02 | 1 | 1 | 51 | 02 | 1 | | |

| srotacidni tuptuO | | stroper E&M deraperp fo .oN | smetsys depoleved fo .oN | sdraobhsad depoleved fo .oN | stegdub deraperp fo .oN | stroper deraperp fo .oN | troper ygetartS | | |

| tuptuo detcepxE | | stroper E&M | E&M detargetnI metsys | draobhsaD depoleved | stegduB | noitatnemelpmi tegduB stroper | gnikrow tnemnorivne efaS | | |

| seitivitca yeK | | dna gnirotinoM noitaulave | E&M TDS na detargetni rof poleveD metsys | TDS rof na detamotua draobhsad srotacidni poleveD | desiver fo noitaraperP dna stegdub launna | noitatnemelpmi noitaraperP tegdub stroper fo | ytefas dna krow tnemnorivne lanoitapucco a poleveD ygetarts | | 7 ARK rof latot buS |

| ygetartS | | | | | ecnanfi tnemeganam ecnahnE cilbup | | dna krow tnemnorivne lanoitapucco evorpmI ytefas | evitartsinimdA stsoc | |

| Expected output | Output indicator | Annual | Quarter for year …… | | | Cumulative to date | | | Remarks |

|---|---|---|---|---|---|---|---|---|---|

| | | target (A) | Target (B) | Actual (C) | Variance (C – B) | Target (E) | Actual (F) | Variance (F –E) | |

| Expected output | Output indicator | Achievement for year……. | | | Cumulative to date (years) | | | Remarks |

|---|---|---|---|---|---|---|---|---|

| | | Target (A) | Actual (B) | Variance (B – C) | Target (D) | Actual (E) | Variance (E – D) | |

| Key Result | Outcome | Key performance | Baseline | | Mid-term evaluation | | End of plan period evaluation | | Remarks |

|---|---|---|---|---|---|---|---|---|---|

| Area | | indicator | Value | Year | Target | Achievement | Target | Achievement | |

| KRA 1 | | | | | | | | | |

| KRA 2 | | | | | | | | | |

| KRA 3 | | | | | | | | | |

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Functions of Directorates xi. Manage relations with the United Nations World Tourism xx. Organize and facilitate the sector’s representation in the Organization. inter-ministerial committees to address cross-cutting issues in tourism. A. Tourism Research, Policy and Innovation Directorate xii. Develop and implement tourism related statutes, protocols, treaties and conventions. xxi. Lead implementation of the Memorandums of The directorate has three divisions namely, Tourism Policy, x. Identify gaps in tourism product mix and service delivery. Understanding (MoUs) and agreements of corporations xiii. Coordinate and monitor the implementation of county Planning and Regulations/ Standards Division; Research, Product with other countries on tourism. xi. Promote transfer of technologies for competitive tourism engagements. Development; and Knowledge Management and Capacity Building development of tourism products and services. xxii. Ensure compliance in the implementation of UNWTO Division. The functions of the Directorate are as follows: xiv. Promote Kenya as a Meetings, Incentives, Conventions/ agreements, protocols, treaties and conventions. xii. Coordinate development of appropriate tourism product Conferences and Exhibitions (MICE) destination. i. Develop and implement Tourism Strategy mix. xxiii. Lead Kenya’s participation in bilateral and regional xv. Coordinate and monitor the implementation of business ii. Formulate and implement national tourism policies, meetings and forums in the field of tourism. xiii. Develop and implement service excellence standards. tourism strategy. plans and strategies. xxiv. Coordinate development and implementation of area xiv. Support and inspire tourism product innovation and xvi. Coordinate and support the bidding process for tourism iii. Coordinate development and implementation of tourism management plans. change. stakeholders. legislation. xxv. Promote tourism flagship projects. xv. Promote development of relevant human capital for xvii. Advise on and promote appropriate (and appropriateness iv. Coordinate development and implementation of the the tourism sector. of) MICE infrastructure. xxvi. Develop Kenya’s tourism product directory. National Tourism Blueprint. xvi. Develop and implement KM strategies and projects. xviii. Coordinate and monitor the implementation of county xxvii. Sensitize and create awareness on tourism product v. Set national goals, targets and indicators for sustainable tourism engagements. development for stakeholder’s uptake. tourism development. xvii. Develop, review and implement regulations and standards. xix. Foster establishment and support linkages with tourism vi. Formulate tourism standards, regulations, norms and xviii. Develop and implement framework and criteria for stakeholders. guidelines. vetting expatriates working in the sector. vii. Develop tourism programmes and products. xix. Develop, propose and oversee incentives in the tourism C. Directorate of Tourism Investment and Finance sector including policy, fiscal, tax, administrative and viii. Ensure the development and implementation of the five- regulatory incentives. year tourism strategy.Promote development of diverse The functions of the Directorate are to: iv. Develop and implement special financing schemes for tourism products across the supply chain. xx. Develop, populate and maintain a database and dynamic the tourism sector. i. Profile and promote investment opportunities in the tourism portal to harness information of all tourism ix. Promote tourism product diversification. tourism sector. v. Offer business and investment advisory services for establishments and industry actors. tourism development. ii. Develop and implement frameworks for tourism B. Tourism Development & Promotion Directorate partnerships and entrepreneurship. vi. Develop, implement and promote programmes funded under the Tourism Fund. iii. Develop and implement tourism incentives and The Tourism Development and Promotion Directorate is organized vi. Develop and implement bilateral Memorandums of disincentives schemes. into three divisions, namely, International Tourism Division; Understanding (MoUs) and agreements of cooperation Domestic Tourism Division; and Tourism Security Division. The between Kenya and other partner states in the field functions of the Directorate are: of tourism. D. General Administration Services i. Promote development of diverse tourism products vii. Develop and implement multilateral agreements in The State Department is supported by General Administration v. Supply Chain Management Services Unit across the supply chain. tourism. Services Directorate which comprises of the following directorates: vi. Public Communications Unit ii. Promote Kenya as a premier tourist destination. viii. Establish and support strategic linkages with sector i. Administration Unit stakeholders. vii. Human Resource Management and Development Unit iii. Set national goals, targets and indicators for sustainable ii. Finance Unit tourism development. ix. Coordinate Kenya’s regional tourism engagements (EAC, viii. Legal Unit COMESA, NEPAD, IGAD etc.). iii. Accounts Unit iv. Develop and implement tourism partnership promotions. ix. Information Communication Technology (ICT) Unit. x. Facilitate and coordinate the international and local iv. Central Planning and Project Monitoring Department v. Promote tourism safety and security in collaboration tourism negotiations. with other key enforcement agencies. 74 | STRATEGIC PLAN 2023–2027 STATE DEPARTMENT FOR TOURISM STATE DEPARTMENT FOR TOURISM STRATEGIC PLAN 2023–2027 | 75

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Annex 3: Organizational Structure CABINET SECRETARY Audit Committee PRINCIPAL SECRETARY SAGAs (TPF, TF, KICC, TOURISM SECRETARY KUC, TRI, TRA, KTB) Dir R e e c s t I e o n a r n a r o c t h e v a o P t f o i o T li o n c u y r & is m Dire D c e t P o v r e r o a lo m te p o m o t f i e o T n n o t u & ri sm D In ir v e e c s t t o m ra e t n e t o & f F T i o n u a r n is c m e Adm D i i n v i i s s t io ra n tion H M u D a m e n v a a e n g l o e R p m e m s e o e n u n t r t & c e A I u n d te it r n U a n l i t Department Tourism Policy, R P e la g n u n la in ti g o n & / To I u n r t i e s r m na D ti i o v n is a io l n T & o u F r in is a m n c In e v D e i s v t i m sio en n t Adm G i e n n is e t r r a a l t ion Finance Department Standards Research, Product De K v n e o lo w p l m ed e g n e t & Dome D s i t v i i c s i T o o n urism ICT Unit Account Department Management Capacity Building Tourism Security Records Division Division Management Unit Central Planning and Projects Monitoring Department Supply Chain Management Unit Legal Services Unit Public Communication Unit

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REPUBLIC OF KENYA

Ministry of Tourism and Wildlife