By Rebecca Miano, Cabinet Secretary for Tourism and Wildlife
Kenya has set an ambitious but achievable target: attracting at least five million international tourists annually by 2028. This goal is not merely about increasing visitor numbers; it is about growing tourism revenue, expanding employment opportunities, and positioning tourism as a central pillar of inclusive economic growth. Achieving this target, however, will require a united national effort—one in which county governments play a leading role.
Tourism is a devolved opportunity. While the national government provides policy direction, international marketing, and strategic coordination, the tourism products that visitors experience are located within counties. Wildlife, landscapes, cultural heritage, adventure experiences, festivals, and community-based tourism initiatives are all managed at the county level. For Kenya to reach five million visitors by 2028, counties must actively come on board as partners in tourism development, promotion, and investment.
For too long, Kenya’s tourism performance has relied on a narrow product base, primarily wildlife safaris and coastal tourism. These products remain vital, but they alone cannot deliver the scale of growth required to meet our national targets. Many countries possess unique and compelling attractions that remain underdeveloped, under-promoted, or disconnected from national marketing efforts. Unlocking these assets through deliberate county action is essential to expanding Kenya’s tourism offering and competitiveness.
County governments must therefore prioritize tourism within their development agendas. This means integrating tourism diversification into County Integrated Development Plans, allocating adequate resources to product development, and creating enabling policy environments that attract private sector investment. Counties should focus on developing all-season tourism products that reduce seasonality, lengthen visitor stays, and spread tourism benefits more equitably across regions.
Data-driven planning will be central to this effort. The ongoing national tourism product mapping exercise is designed to provide counties with reliable data on tourism assets, gaps, and opportunities. Counties are encouraged to fully participate in this exercise and use the findings to guide infrastructure development, product management, and targeted marketing. Effective policy decisions must be grounded in evidence, not assumptions.
Equally important is destination branding. Counties must clearly define and promote their unique tourism identities while aligning with the national Magical Kenya brand. Strong county brands enhance the national brand by presenting Kenya as a diverse, multi-experience, year-round destination. Coordinated branding and marketing between national and county governments will be critical to attracting new markets and increasing repeat visitation.
Tourism growth is also a jobs agenda. As we work toward five million tourists by 2028, the sector has the potential to significantly expand employment, particularly for young people. Counties can support this by promoting youth entrepreneurship, digital tourism innovation, skills development, and community-based tourism enterprises.
Ultimately, reaching five million tourists by 2028 is a shared responsibility. National government cannot achieve this goal alone. I therefore call upon county governments to come on board fully—through policy alignment, investment, innovation, and collaboration. Together, we can unlock Kenya’s full tourism potential, grow arrivals and revenue, and ensure tourism delivers lasting benefits for our people and our economy.
