REQUEST FOR PROPOSALS (RFP) FOR PROVISION OF TRANSACTION ADVISORY SERVICES FOR KPA PORT PROJECTS – ADDITIONAL

Given the capital nature of port investment, the Authority is financially constrained to 
support implementation of its long-term investment plans, using internally generated 
funds. In view of the foregoing, the Authority is seeking strategic partners to invest in Port 
development in the form of PPP arrangements. 
1.4. 
PPPs IN KENYA 
Established initially under the Public Procurement and Disposal (Public Private Partnership) 
Regulations, 2009, the PPP Directorate of the Government of Kenya has in the recent past 
committed to improving and strengthening the PPP framework for private sector 
participation in the country. Several accomplishments are notable:  
i. 
The adoption of a PPP Policy in 2011 to articulate the Government's 
commitment to PPPs and to provide a basis for the enactment of a PPP Law; 
ii. 
The enactment of the Public Private Partnerships Act on 8th February 2013; 
iii. 
The issuance of the National PPP Regulations on 19th December 2014; 
iv. 
The issuance of the PPP Petition Guidelines in 2014; 
v. 
The issuance of the PPP Project Facilitation Fund Regulations on 12 May 2017; 
vi. 
The development of a PPP Financial and Contingent Liability Management 
Framework;  
vii. 
The repeal of the 2013 Act and enactment of the PPP Act 2021; and 
viii. 
Development of the (draft) PPP Regulations, 2025. 
To support the delivery of the country’s PPP agenda, a number of institutions were also 
created under the PPP Act of 2021 and have been fully operationalized. The roles and 
responsibilities of this institutions are defined in the Act. The Institutions include the: 
 

6 
 
i. 
Contracting Authorities 
ii. 
PPP Committee  
iii. 
PPP Petition Committee 
iv. 
PPP Directorate 
The PPP Act of 2021 recognizes Contracting Authorities (CA) as Ministries/Government 
Departments, County Governments and Statutory Corporations.  Their main 
responsibilities with respect to PPP are to identify, develop, implement, and monitor 
projects. To discharge their responsibilities, contracting authorities are required to conduct 
feasibility studies, prepare bidding documents, and seek necessary approvals.  
Each CA undertaking a PPP project is required to establish a Project Implementation Team, 
with officers with the ability to carry out day-to-day management of a PPP project (section 
31 of the PPP Act, 2021). Where Contracting Authorities do not have in-house expertise 
on PPP, they may need to appoint Transaction Advisors (TA) to assist them in the 
development of projects, through the full PPP project cycle. 
1.5. 
Government Strategy on Domestic Capital Mobilization 
Kenya’s domestic financial markets comprise a strong and diversified ecosystem of 
commercial banks, pension funds, insurance companies, fund managers, collective 
investment schemes, and retail investors. Together, these actors represent a substantial and 
growing pool of long-term domestic capital capable of supporting the country’s 
infrastructure and PPP pipeline through debt, equity, and blended-finance instruments 
aligned with the Public–Private Partnership (PPP) Program.  
As of June 2023, Kenya’s pension industry managed assets totaling approximately KES 1.7 
trillion, equivalent to about 13% of GDP, making it a cornerstone of patient and 
predictable long-term capital for infrastructure development. The insurance sector, with 
assets estimated at around KES 1 trillion, continues to expand steadily as regulatory reforms 
encourage greater exposure to infrastructure-linked and long-term investments. 
Meanwhile, the banking sector held total assets exceeding KES 7.3 trillion—equivalent to 
more than 55% of GDP—demonstrating deep liquidity and strong capacity to support 
project financing and investment in capital-market instruments.   
Beyond institutional investors, Kenya’s retail market—comprising individual savers, 
SACCO members, and small-scale investors—holds considerable potential to contribute to 
infrastructure financing. As of 2023, Kenya’s SACCO movement managed over KES 1 
trillion in assets, reflecting a vast base of member savings that could be mobilized through 
structured investment products.  

7 
 
Although Kenya’s financial system is deep and diverse, it has barely realized its potential in 
financing PPPs. This shortcoming is not due to a lack of capital, but rather the absence of 
deliberate coordination and structured engagement of domestic financial institutions in PPP 
origination, structuring, and investment.  
The deliberate inclusion of local institutional and retail investors not only strengthens 
domestic resource mobilization but also serves as a natural hedge against political and 
sovereign risk. When citizens, pension funds, and local financial institutions co-invest in 
PPPs, they help anchor projects in national ownership, deepen accountability, and build 
resilience against external financing shocks and policy uncertainty.  
Recognizing this untapped potential, the Government of Kenya has adopted a strategic 
policy direction to crowd in domestic capital for long-term infrastructure delivery. This

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