kenya roads board strategic plan 2018 -2022 strategic plan 2018-2022.pdf4.1 vision, mission, and...

STRATEGIC PLAN 2018 -2022

Kenya Roads Board

VISION

An efficient road network for a prosperous nation

CORE VALUES

ProfessionalismPassion for QualityCustomer Service ExcellenceIntegrityInclusivenessInnovation

MISSION

To fund, oversee and coordinate road maintenance, rehabilitation and development through optimal utilization of resources for a sustainable road network

Strategic Plan 2017-2021

1.

ABBREVIATIONS AND ACRONYMS 4

FOREWARD 6

PREFACE 7

EXECUTIVE SUMMARY 9

CHAPTER ONE 11

HISTORICAL, LEGAL AND INSTITUTIONAL FRAMEWORK 11

1.0 INTRODUCTION 11

1.1 BACKGROUND AND MANDATE 11

1.2 LEGISLATIONS, POLICIES AND GUIDELINES RELEVANT TO KRB 12

1.3 INSTITUTIONAL FRAMEWORK OF ROAD SUB-SECTOR 12

1.4 ROADS NETWORK 13

1.5 STATEMENT ON THE CONSTITUTION OF KENYA, 2010 13

1.6 RATIONALE FOR DEVELOPMENT OF THE STRATEGIC PLAN 2017-2021 14

1.7 PROCESS OF DEVELOPING THE STRATEGIC PLAN 14

CHAPTER TWO 16

NATIONAL DEVELOPMENT AGENDA 16

2.0 INTRODUCTION 16

2.1 KENYA VISION 2030 FRAMEWORK 16

2.2 THE SECOND MEDIUM TERM PLAN (MTP II) 2013-2017 16

2.3 THE ROLE OF THE INFRASTRUCTURE SECTOR IN THE REALIZATION OF VISION 2030 17

2.4 THE ROLE OF KRB IN IMPLEMENTING THE VISION 2030 AND THE SECOND MEDIUM

TERM PLAN 17

2.5 ROLE OF KRB IN THE SUSTAINABLE DEVELOPMENT GOALS 17

CHAPTER THREE 19

SITUATIONAL ANALYSIS 19

3.0 INTRODUCTION 19

3.1 ACHIÈVEMENTS 19

3.2 CHALLENGES FACED 20

3.3 LESSONS LEARNT 20

3.4 STRENGTHS, CHALLENGES, OPPORTUNITIES AND THREATS (SCOT) ANALYSIS 20

3.5 ENVIRONMENTAL SCANNING (PESTEL ANALYSIS) 26

3.6 STAKEHOLDER ANALYSIS 33

Table of Contents


2.

CHAPTER FOUR 36

STRATEGIC FOCUS 36

4.0 INTRODUCTION 36

4.1 VISION, MISSION, AND CORE VALUES 36

4.2 KEY RESULT AREAS (KRA’S) 37

4.3 STRATEGIC OBJECTIVES 38

4.4 STRATEGIC OBJECTIVES AND STRATEGIES 38

CHAPTER FIVE 41

INSTITUTIONAL CAPACITY AND RESOURCE MOBILIZATION 41

5.0 INTRODUCTION 41

5.1 STAFFING LEVELS 41

5.2 GOVERNANCE STRUCTURES 41

5.3 ORGANIZATIONAL STRUCTURE 42

5.4 FINANCIAL IMPLICATION 42

5.5 RESOURCE MOBILIZATION AND UTILIZATION 43

CHAPTER SIX 45

IMPLEMENTATION AND COORDINATION 45

6.0 INTRODUCTION 45

6.1 PRE-IMPLEMENTATION 45

6.2 DURING IMPLEMENTATION 45

6.3 LINKAGES AND COLLABORATIONS 47

6.4 RISK MANAGEMENT 47

6.5 POST IMPLEMENTATION 50

CHAPTER SEVEN 51

MONITORING, EVALUATION AND REPORTING 51

7.0 INTRODUCTION 51

7.1 MONITORING, EVALUATION AND REPORTING FRAMEWORK 51

7.2 PROGRESS REPORTS 53

7.3 PERFORMANCE REVIEW 53

APPENDIX I - IMPLEMENTATION MATRIX 2017-2021 56

CONTACTS: 78


3.

APRP - Annual Public Roads ProgrammeARWP - Annual Road Works ProgrammeBCP - Business Continuity PlanBPO - Business process outsourcingCARA - County Allocation of Revenue ActCRA - Commission for Revenue AllocationCSR - Corporate Social ResponsibilityED - Executive DirectorEDMS - Electronic Document Management SystemERP - Enterprise Resource PlanningGDP - Gross Domestic ProductGIS - Geographical Information SystemGMF - General Manager FinanceGMLCA - General Manager Legal & Corporate AffairsGMPP - General Manager Planning and ProgrammeGMTC - General Manager Technical ComplianceGOK - Government of KenyaHHRA - Head Human Resources and AdministrationHICT - Head Information Communication technologyHSCM - Head Supply Chain ManagementICT - Information Communication TechnologyISMS - Information Security Management SystemKeNAO - Kenya National AuditKeNHA - Kenya National Highways AuthorityKeRRA - Kenya Rural Roads AuthorityKRA - Kenya Wildlife ServiceKRB - Kenya Roads BoardKURA - Kenya Urban Roads AuthorityKWS - Kenya Wildlife ServiceLAPSSET - Lamu Port South Sudan Ethiopia TransportMDGs - Millennium Development GoalsMIS - Management Information SystemsMTEF - Medium Term Expenditure FrameworkMTER - Mid Term Evaluation and ReviewMTP - Medium Term PlanNAMATA - Nairobi Metropolitan Area Transport AuthorityNIMES - National Integrated Monitoring and Evaluation System

Abbreviations and Acronyms


4.

NTSA - National Transport Safety AgencyPBB - Program-Based BudgetingPBC - Performance Based ContractsPESTEL Political, Economic, Socio-cultural, Technological, Environmental

- and LegalPPP - Public Private PartnershipPPRA - Public Procurement Regulatory AuthorityQMS - Quality Management SystemRAMS - Road Asset Management SystemRAs - Road AgenciesRMLF - Road Maintenance Levy FundRMS - Road Maintenance SystemsRRPG - Regulations, Rules, Procedures and GuidelinesRSIP - Road Sector Investment ProgrammeRUCS - Road User Charges StudySAGAs - Semi Autonomouys Government AgenciesSCAC - State Corporations Advisory CommitteeSDGs - Sustainable Developments GoalsSGR - Standard Gauge RailwaySWOT - Strengths, Weaknesses, Opportunities and Threats andTNA - Training Needs AssessmentYWPD - Youth, Women and Persons with Disabilities


5.

Foreword

The Strategic Plan 2013-2018 marked the end of the first five years under the new Constitution. The National and County Governments spent this period setting up structures and systems that would enable the realiza-tion of the devolved system of Government adopted in 2010. The structures are now functional. Despite the challenges the country face during this time, continued to grow steadily at a rate of 6.4%.

The country is now gearing up to implement the Third Mid-Term Plan (MTP III). The Sectoral Plans are ready and the MTP III is set be rolled out at the beginning of 2018/19 financial year. During this period, the country will also be implementing strategies that will help in realization the Sustainable Development Goals and the aspiration of Africa Agenda 2063. Above all, the country will also be implementing the Jubilee Development Agenda for the country framed as the Big Four which was unveiled by the President of the Republic of Kenya in December, 2017. The Big Four is focuses on food security, affordable housing, manufacturing and afford-able healthcare. The KRB Strategic Plan 2018-2022 is cognizance of these agenda and therefore strategies have developed to ensure their realization.

The adjustment of the road maintenance levy in 2016 has raised the RMLF from Kshs. 38 Billion annually to Kshs 63 Billion in 2018/2019. The Road Annuity Fund was introduced in 2014 and draws from Road mainte-nance levy among other sources. Out of the Kshs 63 Billion expected to be raised in the FY 2018/2019 the Road Annuity Fund shall draw about Kshs. 10 Billion for upgrading of roads across the country

In line with the Big Four, Vision 2030 and its MTP III, KRB Strategic Plan 2018-2022 focuses on increasing the KRB Fund to meet Kenya’s road network maintenance needs, ensuring optimal utilization of the same, coor-dinating the development, rehabilitation and maintenance of roads, enhancing its internal capacity especially in areas of ICT, human capital development, and good governance.

Kenya Roads Board shall also work closely with other sectors to improve the social and economic well-being of Kenyans. Accessibility across the country shall improve connectivity, efficiency, safety of road transport and regional integration. These among others will momentarily lead to the realization of government development agenda.

Kenya Roads Board shall provide world class services in Road funds management to make Kenya globally competitive and a prosperous nation.

MS. RITA KAVASHECHAIRMANKENYA ROADS BOARD


6.

Kenya Roads Board presents the Strategic Plan 2018-2022

This shall be the fourth Strategic Plan since the inception of KRB. Major Milestones achieved in the Strategic Plan 2013-2018 included: Road maintenance Levy Fund increased from Kshs. 28 Billion to Kshs. 63 Billion annually mainly due to adjustment in the RML rate from Kshs 9 to Kshs. 18/-, Kenya’s road network was inventoried and categorized into National Trunk roads and the County Roads (120,000 kms county roads and 39,000 kms National Trunk roads), the register was gazetted.

The major challenge experienced in the implementation of the Strategic Plan 2013-2018 was the delay in transfer of roads from the National to County Governments. Though the roads have been devolved, the legal and institutional frame-work especially for the National Government agencies remains unclear. The Strategic Plan 2018-2022 is built on the as-sumption that these roles shall be clarified and the funds allocation between the National and County Government and between the National Government agencies and between Counties shall be ring fenced.

The Strategic Plan 2018-2022 aims at implementing strategies that will help Kenya realize the Big Four and the goals set out in the MTP III of Vision 2030. KRB is also cognizance of the aspirations of Africa Agenda 2063 and Sustainable Development Goals and has made provisions to ensure simultaneous realization of each one of them. To this end, KRB shall in particular fund, oversee and coordinate maintenance, rehabilitation and development of the road network and issue policy guidelines for prioritization to ensure accessibility in the food basket areas, health facilities, manufacturing and housing zones.

KRB aims at funding the maintenance of 161, 456 Kms during the Strategic Plan period. Additionally KRB shall ensure that at least 50% of the road network receive maintenance interventions annually. Priority for maintenance shall be given to roads in areas that are agriculturally productive, arid and semi arid areas, roads in manufacturing zones and accesses to health facilities. Emphasis shall be given to Road Safety through road safety audits for funded projects, pro-vision of facilities for non motorized traffic and support for Trauma and Medical centres. KRB as an organization shall facilitate the staff to access affordable and quality heath care services as well as houses.

It is estimated that RMLF will raise Kshs. Billion in the next five years. It is also estimated that the Road sector requires Kshs. 1,200 Billion in the next five years to bring the entire road network to a maintainable condition. Thereafter a sum of Kshs. 150 Billion annually would be adequate for maintenance. To bridge this gap KRB will raise the RMLF to Kshs. 100 Billion by the end of the five years and raise additional funds of Kshs. 100 Billion through issue of infrastructure bonds and Private Finance Initiatives. KRB shall also collaborate with the National Treasury and the development partners in financing rehabilitation of roads. Key to achievement of the objectives above is development of internal capacity. KRB shall continue to invest in the development of human capital to meet emerging challenges and embrace new ways of do-ing things. KRB recognizes that ICT shall play a critical role in the implementation of service delivery and shall develop the same to improve the sector. KRB shall continue to uphold tenets of good corporate governance to realize value for the Fund. For effective coordination of the sector, KRB shall facilitate and promote the Road sector research and devel-opment, creation and maintenance of an updated database to assist sectoral planning and monitoring.

This Strategic Plan has been developed through a consultative process. The process was guided by Consultants from the Kenya School of Government. A workshop of the staff of KRB was held to come up with this Strategic Plan. An initial draft was developed and the same was presented to the Board of directors. The Plan was discussed, validated and ap-proved by the Board. The success of this plan lies with the commitment of staff of KRB, provision of resources by the board of directors and support from stakeholders key amongst them the Road Authorities and parent Ministry. KRB shall actively engage in consultation and dialogue with key stakeholders for the success of the plan. Once the objectives of this plan are realized, Kenya road network shall play the much needed support to the Big Four.

I urge for support from all stakeholders and KRB staff commitment and dedication to achieve this plan. I shall promote a harmonious working relationship in KRB and shall support other Government Agencies to ensure realization of the Country’s development agenda. I acknowledge and appreciate the support KRB has continued to receive from the par-ent Ministry, National Treasury, Development Partners, County Governments and the Road Authorities in realization of its objectives.

ENG. JACOB RUWA, OGWEXECUTIVE DIRECTORKENYA ROADS BOARD

Preface


7.

Executive Summary

The Strategic Plan of the Kenya Roads Board (KRB) has been developed in cognizance of the Big Four Agenda, Kenya Vision 2030, Sustainable Development Goals (SDG’s), the Constitution of Kenya and other legal and policy documents. The implementation of this Strategic Plan is based on stakeholder participation, good gov-ernance and a professional approach to doing business. The vision of KRB is envisaged as “An efficient road network for a prosperous nation.” The mission of KRB is “To fund, oversee and coordinate road maintenance, rehabilita-tion and development through optimal utilization of resources for a sustainable road network.”

Chapter One of the Strategic Plan presents the historical development of the Board. It also provides the insti-tutional framework which expounds on the mandate as stipulated in the Kenya Roads Board Act No. 7 of 1999. The chapter further outlines the role of KRB in the realization of the national development agenda.

Chapter Two expounds on the situational and environmental analyses undertaken indicating how they affect KRB using the Strengths, Weaknesses, Opportunities and Threats (SWOT) and Political, Economic, Social-Cultural, Technological, Infrastructural, Environmental and Legal (PESTIEL) models. A stakeholder analysis was done to identify the key stakeholders, their expectations and KRB’s expectations from them.

Chapter Three presents the Strategy Focus of KRB, which includes the Vision, Mission, Core Values, Key Re-sult Areas, Strategic Objectives and Strategies. The three Key Result Areas which drive the Strategy Focus are:

1) Management of the Road Fund;2) Oversight and coordination of road network;3) Institutional capacity.

These will be achieved through the following strategic objectives:

1) To mobilize resources to meet the current and future demand for road maintenance, rehabilitation and development

2) To ensure prudent and sustainable utilization of the Fund3) To facilitate maintenance of 161,456km National trunk and County roads4) To promote cost effectiveness in delivery of road works5) To promote good Corporate Governance6) To attract, develop and retain human capital7) To Institutionalize use of ICT in KRB operations

Chapter Four analyses KRB’s resource capacity by highlighting the staffing levels, governance structures and organizational structure and presents the financial projections for the strategy. The chapter also highlights the implementation and coordination mechanism which identifies what the Board must do before, during and post implementation. Risk factors which may affect the implementation of the Strategic Plan have been identi-fied and appropriate mitigating factors recommended.

Chapter Five highlights the monitoring, evaluation, reporting and learning framework.

CHAPTER ONE

1


9.

Historical, Legal and Institutional Framework

1.0 Introduction

This Chapter presents the background and mandate of KRB. It also provides the functions of KRB, the insti-tutional framework, Legislations, Policies and Guidelines relevant to KRB, rationale for development of the strategic plan as well as the process of developing the Strategic Plan.

1.1 Background and Mandate

Kenya Roads Board (KRB) is a statutory body established under the Kenya Roads Board Act No. 7 of 1999 to oversee the road network in Kenya and coordinate the maintenance, rehabilitation and development funded by the fund and to advise the Cabinet Secretary on all matters related thereto.

1.2 Functions of Kenya Roads Board

The functions of KRB are, inter alia, to: -

i. Co-ordinate the optimal utilization of the Fund in implementation of programmes relating to the main-tenance, rehabilitation and development of the road network;

ii. Seek to achieve optimal efficiency and cost effectiveness in road works funded by the Fund;

iii. Manage the fund;

iv. Based on five year road investment programme approved by the Cabinet Secretary and the Cabinet Secretary for Finance, determine the allocation of financial resources from any other source available to the Board required by road agencies for the maintenance, rehabilitation and development of the road network to ensure that the allocation of funds is pegged to specific categories of roads.

v. Monitor and evaluate, by means of technical, financial and performance audits, the delivery of goods, works and services funded by the Fund;

vi. Recommend to the Cabinet Secretary appropriate levels of road user charges, fines, penalties, levies or any sums required to be collected under the Road Maintenance Levy Fund Act, 1993 and paid into the Fund;

vii. Recommend to the Cabinet Secretary such periodic reviews of the fuel levy as are necessary for the pur-poses of the Fund; and

viii. Identify, quantify and recommend to the Cabinet Secretary such other potential sources of revenue as may be available to the Fund for the development, rehabilitation and maintenance of roads.

1.3 Legislations, Policies and Guidelines relevant to KRB

The Board has several legislations, policies and guidelines that anchor its functions as outlined below:

1.2.1 Legislations

The following are some of the legislations relevant to the functions of KRB:

i. The Constitution of Kenya, 2010

ii. The Kenya Roads Board Act, 1999

iii. The Kenya Roads Act, 2007


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iv. The Public Finance Management Act

v. The Public Audit Act

vi. The State Corporations Act

vii. County Government Act

viii. Public Financial Management Act

ix. The Public Values and Principles Act

x. Fair Public Administration Act

xi. Public Private Partnership Act, 2013

xii. Leadership and Integrity Act, 2012

xiii. Public Officers Ethics Act, 2003

xiv. Public Procurement and Disposal Act, 2015

xv. County Allocation of revenue Act, 2015

1.2.2 Policies and Guidelines

The following policy documents are relevant to the functions of KRB:

i. The Kenya Vision 2030

ii. Medium Term Plan Plan III 2018 – 2022

iii. Mwongozo – Code of Governance for state corporations

iv. Road Sector Investment Plan 2010-2024

v. Session Paper No. 5 of 2006 on the Development and Management of the Roads Sub-sector for Sustain-able Economic Growth

vi. KRB Corporate Policies

vii. Performance Contracting Guidelines as released on annual basis

viii. Policy document that developed roads bill

1.4 Institutional Framework of Road sub-Sector

Kenya Roads Board is a State Owned Enterprise under the Ministry of Transport, Infrastructure, Housing and Urban Development. KRB administers the Road Maintenance Levy fund and thereby finances maintenance of roads through various agencies, monitors and evaluates the delivery of works and advise the Cabinet Secre-tary. The role of the various agencies in the Road sector is as follows:

1. Ministry- In charge of policy and setting standards2. KENHA - Manages Classes S, A, and B roads (referred to as Primary National Trunk roads)3. KeRRA - Manages Secondary National Trunk roads classes C 4. KURA - Manages Secondary National Trunk roads classes Urban A, B and C5. KWS - Manage roads in National Parks and Game Reserves6. County Governments - Manage County roads


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1.5 Allocation of the KRB Fund

The current allocation of the KRB Fund is as follows:-

a) 40% to Kenya National Highways Authorityb) 32% to KERRA and KURAc) 15% to County Governments shared as provided for under the County Allocation of Revenue Actd) 1% to KWSe) 10% for priority projects allocated by KRB with the approval of Cabinet Secretaryf) 2% KRB Operations

The Kenya Roads Bill, 2017 is still pending in Parliament. Once enacted, KRB shall review the Strategic Plan to be in line with the same. It is expected that the Bill shall clarify the funds allocation amongst the various road maintenance agencies. The proposals on the legal and institutional framework for the National Government remain unchanged.

This Strategic Plan is prepared under the current law, however, the Strategic Plan shall be reviewed as soon as the Kenya Roads Bill, 2015 is enacted. Though changes are expected in the legal and institutional framework of the road subsector with the implementation of the Constitution, KRB is expected to remain a State corporation under the National Government with mandates as currently stipulated in the Kenya Roads Board Act with necessary adjustments to comply with the Constitution 2010.

1.4 Roads Network

In January 2016 39,995.1 Kms (Classes A,B,C,D,H,J and S) of roads were classified as National Trunk roads while 121,456.4 Kms (Classes E,F,G,K,L,M,N, and P) were classified County roads. County roads were transferred to the County Governments. The detailed Roads categories are contained in Legal Notice No. 2 of January 2016.

KRB is conducting a road inventory and condition survey to update the current database with roads whose width is less than 9 meters. The ongoing inventory of the road network estimates that 40% of the network is in good condition. This means a large portion of the network is in either poor or fair condition and requires urgent rehabilitation to restore it to a maintainable condition. It is also estimated that an additional network of 80,000Km shall be added to classified network, realizing an estimated network of 240,000 Kms.

1.5 Statement on the Constitution of Kenya, 2010

The Board recognizes the Constitution of Kenya, 2010 as the Supreme Law which binds all persons and all State Organs at all levels. The Board shall respect, uphold and defend the Constitution. KRB will contribute to the realization of the Constitution through the programmes and services that will be offered to its stakeholders through its mandate. The following sections of the Constitution of Kenya, 2010 are relevant to KRB’s mandate:

i. Chapter 1• Article 1 – All sovereign power belong to the people of Kenya and shall only be exercised in ac-

cordance with the Constitution• Article 2 – Supremacy of the Constitution

ii. Chapter 2• Article 6 – Devolution and access to services• Article 10 – National Values and Principles of governance


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iii. Chapter 4 - The Bill of rights – in particular access to information, human dignity, environment, con-sumer rights etc• Part 3 Specific application of rights ( children, youth, persons with disabilities, minorities and mar-

ginalized groups, older members of the Society)iv. Chapter six – Leadership and integrityv. Chapter eleven

• Article 174 – Objects of devolutionvi. Chapter twelve

• Article 204 – Principles of Public Finance• Part 4 – Revenue Allocation• Article 225 – Financial control• Article 227 – Procurement of public goods and services

vii. Chapter thirteen• Article 232 – Values and Principles of public service

Although the above Articles of the Constitution may appear not to have a direct implication on the mandate of KRB, it’s appreciated that oversight and coordination, the maintenance, rehabilitation and development of the road network in Kenya has a flow down effect.

1.6 Rationale for development of the Strategic Plan 2017-2021

The development of this Strategic Plan is necessitated by three broad factors namely:-

i. The need to plan for the next period following the expiry of the Strategic Plan for the period 2013-2017;ii. This Strategic Plan outlines the Board’s strategies to achieve its’ mandate; andiii. In order to ensure effective coordination with the wider government policy agenda, it is necessary to

align the Board’s Strategic direction with the Kenya Vision 2030;

The Strategic Plan (2017-2021) has been prepared based on the government policy guidelines on Strategic Planning.

1.6. KRB Compliance to the Constitution

Table 1.1: KRB Self assessment on Compliance to the ConstitutionCONSTITUTIONAL ISSUE AND APROPPRIATE ARTICLE % SCORE

1. The Board recognizes the Constitution of the Republic of Kenya as the Supreme Law 1002. The Board promotes national and cultural expression as set out in Article 11(2)(a). 1003. The Board promote science and indigenous technologies as set out in Article 11 (2)(b). 854. The Board plays its role in assisting the State to promote science and indigenous

technologies in the development of the nation as set out in Article 11 (2)(b).85

5. The Board supports the promotion and protection of the intellectual property rights of the people of Kenya as set out in Article 11(2)(c). d)

80

6. The Board upholds respects and protects the rights and Fundamental freedoms of all persons associated and/or interacting with the Board as set out in Article 21 of the Constitution.

95


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CONSTITUTIONAL ISSUE AND APROPPRIATE ARTICLE % SCORE7. The Board cooperates with state organs and other persons to protect and conserve

the environment and ensure ecologically sustainable development and use of natural resources as set out in article 69.

90

8. KRB addresses the needs of vulnerable groups within and without the Board including women, persons with disabilities, children, and youth, members of minority or marginalised communities and members of particular ethnic, religious or cultural communities. Article 21.3

90

9. The leadership of the Board respects its obligation to govern the affairs of the Board in accordance with the values and national principles set out in Article 10(2) of the Constitution

100

10. The obligation to adopt, apply and/or implement the values and principles required of it in the offer of its services to the public as set out in Article 232.

100

11. The Leadership of the Board practices, principles of leadership and integrity as set out in article 73.

100

12. The Board applies the principles regulating the management of public finance as set out in Article 201.

100

13. The Board practices fair trading as set out in the 4th Schedule part 2.7c 10014. The Board respects consumer rights as set out in Article 46 95

MEAN SCORE 94.3

1.7 Rationale for development of the Strategic Plan 2017-2021

The development of this Strategic Plan is necessitated by three broad factors namely:-

i. The need to plan for the next period following the expiry of the Strategic Plan for the period 2013-2018;ii. This Strategic Plan outlines KRB’s strategies to achieve its’ mandate; andiii. In order to ensure effective coordination with the wider government policy agenda, it is necessary to align

KRB’s Strategic direction with the relevant National Development Blueprints;

The Strategic Plan (2018-2022) has been prepared based on the government policy guidelines on Strategic Planning.

1.8 Process of Developing the Strategic Plan

The Strategic Plan was developed through a consultative and participatory approach which enabled sharing of information, ideas and insights specific to KRB and the road subsector in general. The process ensured in-volvement of all key stakeholders namely Board of Directors, Management and Staff among others with the spirit of ownership of the resultant strategy. Inputs from a survey from key stakeholders were also taken into consideration.

The review was undertaken through a process involving the following stages:

i. Desk review of relevant KRB documents and creation of a working documentii. Interactive workshop for KRB Management and staffiii. Submission of first draft Strategic Planiv. Validation workshop by managementv. Presentation of second draft Strategic Plan to the Board of Directors for adoptionvi. Finalization of Strategic Plan with the Board’s inputvii. Launch of the Strategic Plan 2018-2022


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1.9 National Agenda

This section outlines the national development agenda including the Kenya Vision 2030, MTP III and the Big Four Agenda, the Sustainable Development Goals and the Africa 2063 Agenda. The section also outlines the role of KRB in realizing the National Agenda.

1.9.1 Kenya Vision 2030

Kenya Vision 2030 is the country’s development blueprint covering the period 2008 to 2030. It aims at making Kenya a newly industrialized, “middle income country providing high quality life for all its citizens by the year 2030”. It is founded on three pillars: economic, social and political.

The Economic pillar aims at achieving an economic growth rate of 10 per cent per annum and sustaining the same till 2030 in order to generate adequate resources for achieving the Vision’s goals. The main drivers are tourism, increasing value in agriculture, wholesale and retail trade, manufacturing, business process out-sourcing (BPO) and financial services.

The Social Pillar aims at a just and cohesive society enjoying equitable social development in a clean and secure environment. It addresses eight key areas namely: education and training; health systems; water and sanitation; environmental protection; housing and urbanization; gender, youth and vulnerable groups; equity, poverty elimination and reconciliation and Science, Technology and Innovation.

The Political Pillar focuses on an issue-based, people-centered, result-oriented and accountable democratic political system. This pillar is founded on the following principles: rule of law; competitive and fair electoral and political processes; democracy and public service delivery; transparent, accountable, ethical and results-oriented public institutions; improved public administration and service delivery; security, peace-building and conflict management.

Each of the three pillars specifies priorities for the respective sectors of the economy which include flagship projects and other high priority programmes.

1.9.2 The Third Medium Term Plan (MTP III) 2018-2022

The theme of MTP III is Transforming Kenya: Pathway to Devolution, Socio-Economic Development, Equity and National Unity. The aim of the MTP III is to move the economy towards a high growth trajectory to achieve 10 percent economic growth rate by the end of the Plan period. MTP III builds on gains made so far in key sectors of the economy including completing projects initiated during MTP II.

MTP III focuses not only at increasing the level of investment but also enhancing the productivity of invest-ment, as well as raising productivity in all sectors of the economy. In particular, MTP III aims at effecting structural changes towards increasing the shares of the manufacturing, industrial and exporting sectors in the economy. MTP III accords priority to development of MSME sector of Kenya’s economy and outlines mea-sures to support the sector’s growth. MTP III accords priority to enhancing and developing foundations and enablers such as infrastructure, public sector reforms, science, technology and innovation and ICT.

1.9.3 1.8.4 The Big Four Agenda

Under the Big Four Agenda, the Government seeks to build on the progress made so far under the Economic Transformation Agenda. The Government has prioritized policy objectives under “The Big Four” Agenda that will lead to accelerated growth of the economy. The Agenda targets to:

i. Support value addition and raise the manufacturing sector share of GDP to 15 percent by 2022;ii. Focus on initiatives that guarantee food security and nutrition to all Kenyans by 2022;iii. Provide Universal Health Coverage thereby guaranteeing quality and affordable healthcare to all Kenyans;

andiv. Provide Housing to all Kenyans by targeting construction of at least five hundred thousand affordable

houses by 2022.


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1.9.4 The Role of KRB in implementing Kenya’s Development Agenda

As Kenya strives to attain middle level income status, KRB shall endeavor to fund, oversee and coordinate maintenance, rehabilitation and development of the road network. KRB has a critical role to play in the imple-mentation of MTP III, the ‘Big Four Agenda and in the achievement of Kenya Vision 2030 as follows:

a) Role of KRB in MTP III

KRB is committed to undertake the following to ensure actualization of MTP III programmes:-

Table 1.9.4 (a): Role of KRB in MTP III

No. MTP III Programmes Role of KRB1. Maintenance of Roads Ensure the entire road network (161,456 Kms) receives maintenance

intervention in the five years and that fifty percent of the road network receives maintenance annually

2. Expansion of Roads Source for additional funds to realize maintenance of roads under the road expansion programme

3. Decongestion of cities Develop and implement a funds allocation criteria and policy for roads in cities and urban areas to support construction of identified bypasses, missing links and improvements of roads in Nairobi and other cities.Issue guidelines for prioritization of maintenance for critical links and bypasses in cities

4. R2000 Coordinate and mainstream the R2000 programme in KRB funded projects

5. Safety programs Promote road safety initiatives and undertake technical safety audits Support provision on NMT Facilities

6. Development of the 50years Transport Master Plan

Support the development of the 50 year-Transport Master plan and the Integrated Transport Plan Policy

7. Development of 20 year roads master plan

Coordinate the development and monitor implementation of the RSIP programme

8. Cross cutting issues Mainstream HIV, environmental sustainability, disaster risk reduction, Youth, Women, Persons with Disability and Gender Issues in all KRBprogrammes

9. Policy, legal andinstitutional reforms

Align the KRB Act with the ConstitutionSupport the development of an infrastructure development fund to support development of the local construction industry.

b) Role of KRB in the Big Four Agenda

The Government of Kenya (GOK) is committed to providing food security, revamping manufacturing sector, providing affordable health care and housing. To assist in the realization of the Big Four Agenda, KRB shall endeavor to fund, oversee and coordinate maintenance, rehabilitation and development of the road network. In particular, KRB shall issue policy guidelines for prioritization to ensure accessibility in the food basket areas, health facilities, manufacturing and housing zones. Good motorable roads will reduce the cost of trans-port, construction and cost of doing business.

KRB shall implement HR policies that promote quality and affordable health care and housing. In addition, KRB shall monitor and evaluate the extent of compliance with the BIG 4 Agenda by road agencies in KRBF programmes. Specifically KRB’s role in the Big Four Agenda is highlighted in the table below:


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Table 1.9.4 (b): Role of KRB in the Big Four AgendaNo. Big Four Agenda Role of KRB1. Revamping

manufacturingPromote use of locally manufactured products in road worksSource for additional funds to realize maintenance of roads under the road expansion programmeProvision of seamless connectivity between transport modes to facilitate distribution of raw materials and manufactured goods by prioritization of roads during planningEnsure road maintenance standards are adhered to through technical compliance and performance audits.Promote provision of non-motorized traffic facilitiesPromote private sector participation in maintenance of roads.

2. Health care Support road safety programs and conduct road safety audits on selected road projects. E.g. trauma centres at selected projects; promote construction of non-motorized traffic facilities and sensitization of road users on road safety.Promote collaboration with Ministry of Health and county governments in relevant road safety areas and HIV/AIDs in road worksPromote provision of NMT facilities in urban areas to encourage cycling and walking for a healthy nation

3. Housing Foster PPPs with estate developers for provision and maintenance of roads.Promote research and development for cheaper road construction materials while supporting the use of local resources.

4. Food security Ensure motorability of critical roads within ASAL areas Provide an emergency fund to cater for provision of road infrastructure during unforeseen calamities.

c) Africa’s Agenda 2063

The Agenda 2063 is a collective vision and roadmap for social economic transformation of the continent over the next fifty years committed to acting together towards achieving the seven aspirations. The role of KRB in the realization of the aspirations and flagship projects is as provided in the table below:

Table 1.4: Role of KRB in Agenda 2063No. Agenda 2063

AspirationsRole of KRB

1. Aspiration No. 1:A Prosperous Africa, based on inclusive growth and sustainable development

Fund maintenance of roads to provide 2km all –weather access to all citizensCoordinate implementation of R2000 projects for job creationRoad maintenance programs to be implemented in an environmentally sustainable manner


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No. Agenda 2063 Aspirations

Role of KRB

2. Aspiration No. 2: An integrated continent,politically united, based on the ideals of Pan Africanism and the vision Africa’s Renaissance

Participate in the development of the 50 years Transport Master Plan.Maintain the regional road standardsPromote provision of NMT facilities in urban areas to encourage cycling and walking for a healthy nation

3. Aspiration No. 3:An Africa of goodgovernance, democracy, respect for human rights, justice and the rule of law

Have transformative leadership and good corporate governance structures

4. Aspiration No. 4:A Peaceful and Secure Africa

Fund development and maintenance of roads to enhance security

5. Aspiration No. 6: An Africa whose development is people driven, relying on the potential offered bypeople, especially its women and youth and caring for children

Implement youth internship programs and adhere to the AGPO guidelines

Mainstream management and construction road programs to achieve gender parity

6. Aspiration No. 7:An Africa as astrong, united,resilient andinfluential globalplayer and partner

Have adequate funds for maintenance of the roadsinfrastructure

Agenda 2063 flagship projectsNo. Flagship Project Role of KRB1. Integrated high speed

train network throughthe Program for Infrastructure Development in Africa (PIDA) with the aim ofconnecting all African capitals and commercialcenters to sustain movement of goods.

Fund the Development and Maintenance of roads linkingto the train network for seamless connectivity anddecongest


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Agenda 2063 flagship projectsNo. Flagship Project Role of KRB2. Establishment of an

Annual AfricanForum

Sharing of knowledge in management of road funds andtransport infrastructure systems,Harmonization of standards across the region andImplementation of joint regional projects

d) Sustainable Development Goals

The Government of Kenya is committed to the attainment of the United Nations Sustainable Developments Goals (SDGs) as agreed upon by the international community. There are a total of 17 SDGs which aim to en-hance the quality of life of the world’s citizens. Each goal has a specific target to be achieved over the next 15 years. KRB will play a role in the realization of the following SDG’s:

Table 1.5: Role of KRB in SDGsNo. Sustainable

Development GoalsRole of KRB

1. Goal No. 1:End poverty in all itsforms everywhere

Provide universal access to economic and social amenities through funding and coordination of road maintenance, and job creation through road maintenance.

2. Goal No. 2:End hunger, achieve food security and improved nutrition and promote sustainableagriculture.

Fund road maintenance for a quality road network toachieve food security

3. Goal No. 3:Ensure healthy livesand promote well-being for all at all ages

Fund road maintenance to provide access and promote universal health care (reduce maternal mortality, child mortality) Fund the development and maintenance of Non-motorized facilities to enhance promote healthy lifestyles

4. Goal No. 5:Gender Equality:Achieve Gender Equality and EmpowerAll Women and Girls

Implement fully gender mainstreaming policies forthe road-sub sector to achieve gender parity

5. Goal No. 8:Decent work andeconomic Growth:Promote Sustained,Inclusive andSustainable EconomicGrowth, Full andProductiveEmployment andDecent Work for all.

Promote R2000 to create decent jobs for youth in road maintenance to address the youth unemployment crisis

Design and implement internship and training programs an full implementation of AGPO requirements for youth empowerment


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No. SustainableDevelopment Goals

Role of KRB

6. Goal No. 9:Industry, Innovationand Infrastructure:Build ResilientInfrastructure;Promote Inclusive andSustainableIndustrialization andFoster Innovation.

Fund and coordinate maintenance programs to develop quality, reliable, sustainable and resilient infrastructure while supporting research and innovation for cheaper building materials.

Reduce the environmental impact of carbon emissions.

7. Goal No. 10:Reduced inequalities

Ensure equal and equitable funding to reduce inequalities and disparities

8. Goal No. 11:Make cities and human settlements inclusive, safe, resilient and sustainable.

Provide access to safe, affordable, accessible andsustainable transport systems for all;Improve road safetyEnhance inclusive and sustainable urbanization

9. Goal No. 13:Take urgent action tocombat climate changeand its impacts

Integrate climate change measures into national policies, strategies and planning through: Embracing innovative technologies that deal with climate change and Provide a contingency fund/emergency fund to cater for provision of road infrastructure during unforeseen calamities


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CHAPTER TWO

2


21.

National Development Agenda

2.0 Introduction

This is a situational assessment of KRB focusing on review and analysis of its achievements, challenges and lessons learnt from the concluded strategic period. An external and internal analysis was undertaken using the Strengths, Weaknesses, Challenges and Threats (SCOT) and Political, Economic, Socio-cultural, Technologi-cal, Environmental and Legal (PESTEL) analysis. A stakeholder analysis was also undertaken with the aim of ensuring inclusion in implementation of the strategy.

2.1 Achievements

KRB has recorded major achievements in various areas in the 2013-2017 strategic planning period. Key achieve-ments include:

i. The RML has increased from ksh 9 to 18 per litre and the Fund has grown from 23 billion to 53 billionii. The length of roads under maintenance has improved from 20,000Kms to 35,000 Kmsiii. The compliance level of roads agencies has improved from 40% to 60%iv. Following a road reclassification study Kenya’s road network has been categorized into national trunk

roads and county roads and a roads register gazettedv. A road inventory and condition survey has been completed and an inventory of narrow roads is ongoingvi. A five year Road Sector Investment Programme (RSIP) was formulated and implemented and the second

RSIP in under preparationvii. E-procurement has been fully implemented and the Procurement and Disposal manual has been reviewed

in line with the Constitutionviii. KRB has implemented the reservation scheme for women, youth and PWDsix. An international conference on Transport and Road Research – iTRARR, 2015 was carried outx. The Roads2000 Strategic plan was launched and implementedxi. The staff terms and conditions of service have been improved resulting in the employee satisfaction level

maintained at 73% (pension, medical, staff mortgage scheme)xii. Gender affirmative action has been implemented for engineers raising the number from 16% to 25%xiii. The customer satisfaction improved from 65% to 70%xiv. The performance contract rating improved from 2.8 to 2.5 ( Very Good)xv. The availability of ICT based systems increased and automation of KRB operations raised from 45% to

77% as per the performance contract guidelinesxvi. The stakeholder communication improved due to introduction of an interactive websitexvii. KRB records have been digitizedxviii. KRB has been recognized best in financial reporting and awarded FiRE awards for three consecutive

yearsxix. KRB has maintained ISO 9001:2008 Quality Management System certificationxx. Unqualified audit reports from the office of the Auditor General for five years consecutively received

xxi. County Governments have been funded and sensitization on financial reporting and roads programming has been done in all counties

xxii. An information memorandum of KRB has been finalized including a favourable credit rate in preparation of issue of infrastructure bond

xxiii. Promoted road safety through support to NTSA and boda boda riders safety sensitizationxxiv. KRB hosted the ARMFA conference for Africa road fund managers


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2.2 Challenges faced

Despite the achievements realized, KRB has faced several challenges. Key among them include:

i. Incomplete road sector reformsii. Inadequate resources for road maintenanceiii. Delays in submission of ARWP and APRP implementation reports by RAsiv. Low public awareness on KRB’s mandate and operationsv. Poor absorption of road maintenance funds by RAsvi. Inadequate data for road network planning and monitoringvii. Restrictive legal and institutional framework

2.3 Lessons learnt

Based on experiences during the preceding Strategic Plan period key lessons for building future successes which, Kenya Roads Board learnt are:

i. External factors influence the results achieved and is therefore important to plan for them during target setting. For example, realization of the infrastructure bond depended on approval from the National Trea-sury and it was therefore important during target setting to input activities towards its realization.

ii. A risk based approach is important in mitigating risks.iii. Changes in the environment influence planned activities and programmes. There is need to be flexible in

planningiv. There is need to diversify sources of fundsv. There is need to establish a framework for engaging stakeholdersvi. There is need to position KRB to play an active role at policy making levelvii. There is need to tap and maximize the human resource potential

2.4 Strengths, Challenges, Opportunities and Threats (SCOT) Analysis

An analysis of the Board’s internal and external environment was undertaken to provide detailed informa-tion on how internal and external environments impact on the operations of KRB. The internal environment explores the strengths and challenges while the external environment provides the opportunities that are available and the threats that may affect operations.

2.4.1 Strengths

Strengths are capabilities and resources that give an institution advantage over others and allow it to engage in activities to meet its mandate. This analysis revealed KRB has strengths which it can utilize to make the greatest impact. The strengths are put into perspective in the following matrix:

Table 2.4.1: StrengthsSN Factor Strategic Implication Strategic Response1 Competent and

supportive Board of Directors

Spearhead strategic direction Continuous capacity building

Enhanced corporate governance2. Diverse, competent and

committed staffHigh productivity Entrench competitive

terms and conditions ofserviceEmployee engagement


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SN Factor Strategic Implication Strategic Response3. Availability of a Roads

Network Inventory &Condition Database

Improved planning for road maintenance

Maintain an updated database

4. Good corporate image Support from stakeholders Improve stakeholder relationships5. Well established and

clear policies and systems

Harmonized and focused organization

Implement Quality Management Systems

6. Conducive WorkEnvironment

High staff morale Develop policies to address emerging workplace issues

7. Well-structured unctional units

Improved decision making Enhance team work

8. Established by Act ofParliament

Clear Mandates Review KRB Act to ensure it’s in compliance with the Constitution

2.4.2 Challenges

Challenges are characteristics that place the Board at a disadvantage relative to others. These weaknesses must be contained to enable KRB meet its objectives. These challenges include:

Table 2.4.2: ChallengesSN Factor Strategic Implication Strategic Response1 Inadequate Information

Management Systems (IMS)

Weak data integration Upgrade theInformationManagement Systems

2. Restrictive career growthopportunities

Low productivity Review and implementcareer progression planHigh labor turnover

3. Reliance on one source of revenue

Backlog maintenance due to inadequate funding

Diversify sources ofrevenue

4. Inadequate legal regime to support control, oversight and advisory role of KRB

Hampers realization of mandate Lobby stakeholders and hold liaison meetingsReview KRB act and regulations

5. Unclear understanding of KRB mandate by policy makers

None consultation in major decisions making

Regular and structured meetings awareness

6. Backlog maintenance Inadequate fundingHigh rate of roaddeterioration

Prioritization of road worksSource for additional revenue

2.4.3 Opportunities

Opportunities are external factors which give the Board a chance to improve its performance. Opportunities are also the operational potentials that KRB can take advantage of in order to enhance its ability to meet the corporate objectives and goals. These include:


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Table 2.4.2: ChallengesSN Factor Strategic Implication Strategic Response1 Increased RMLF Improved network conditions Strengthen monitoring

and evaluation2. Vision 2030 Prioritization of infrastructure

development including the roads sub-sector and increased demand for road maintenance funds

Lobby for more road maintenance fundsExplore alternative sources of funds

3. Funding assigned by law

Achievement of mandate Ring-fence the Fund

4. Good will from parent ministry

Support for KRB activities

Nurture and sustaingoodwill, technical andfinancial support

5. Annuity Programme/ low volume seal roads

Improved condition of the existing road network

Redirect maintain other roads

6. Oil discovery and exploration

Cheaper road building materials e.g. bitumen

Quality road network

7. Transfer of road function to county governments

Improved condition of county roads

Lobbying County Governments to allocate more road maintenancefunds from County revenue

8. Availability of well-educated human resource in the country

Competent workforce Provision of competitiveterms and conditions ofservice

9. Agenda 2063 Improved connectivityIncreased revenueIncreased demand for roads in the regionIncreased maintenance costs

Integrated regional roadmanagement

10. Advancement in technology

Enhanced data integration

Update ICT equipmentand systems

11. Availability of weigh-in- motion and virtualweighbridges

Axle load control Monitor axle load control

12. Establishment of SGR network

Reduced freight transport hence less damage on the roads

Link roads to railwaynetwork

13. Robust Capital Market Reliable source of funds Bond issuance15. New roads classification Clear identification of

the road networkBetter prioritization of road maintenance and allocation of resources

16. Support from Development partners

Collaborations and funding support

Support of the donor initiatives

18. Sustainable development goals(SDGs)

Prioritization of KRB programmes to meet SDGs

Ensure adherence to relevant SDGs

19. Expansion of the road network and other transport initiatives

Increased opportunities for roadworks

Sourcing for more funds for maintenance of the expanded roads


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2.4.4 Threats

Threats are external favorable factors of an organization. Table 3.4 outlines some of the threats of KRB and their respective strategic implications and responses. The following are some of the threats:

Table 2.4.4: ThreatsSN Factor Strategic Implication Strategic Response1. Rapid change in

TechnologyIncreased investments in technology

Put in place appropriatesafeguardsAdequate budgeting and updating of ICT equipment

2. Axle Overloading Damaged road infrastructure Axle load monitoring andreporting

3. Disintegrated roadnetwork data

Disjointed maintenance and work overlaps

Implement an integratedRMS

Uncoordinated planning by RAs

Develop and implement anintegrated RMS and RAMSHarmonization of road data

4. Climate change Natural disasters and environmental degradation

Establish emergency fund and mechanisms

5. Low publicawareness

Inadequate stakeholder support Sensitization and engagement ofstakeholders

6. Inadequate contractors, road agencies and consultants capacity

Low quality roads Strengthenprequalification vettingprocess for contractors

8. Increased lawsuits Negative exposure and highfinancial implications

Sensitize all stakeholderson the mandate of KRBEnhance risk management policy

9. Internal insecurity Inability to develop maintain roads in insecure areas

Set aside funds for security concerns

Increased cost of maintainingroads in those areasDisjointed maintenance and work overlaps

11. Depletion of RoadConstruction Materials

More expensive roads Fund research on alternative construction materials and methods

12. Increased demandfor RMLF by otherGovernment Agentsoutside the Road Subsector / other uses

Reduced amounts available forroad works

Ring-fence the Fund


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2.5 Environmental Scanning (PESTEL Analysis)

PESTEL analysis was undertaken in order to describe and appreciate the environment under which KRB operates. Such analysis allowed the Board to find the best match between environmental trends and internal capabilities.

The following are highlights of the PESTEL issues considered important for this Strategic Plan:

Table 2.5.1: Political factorsSN Factor Strategic Implication Strategic Response1. Constitution of Kenya

2010 / Devolution of Government i. Assignment of

road management responsibilities between National and County Governments

Change of road “ownership” andmanagement

Implementation of the reclassification (roads, maps)

Updating and rationalization of theRoad RegisterSensitization of the publicLobby for adoption of the Roads Bill 2015Develop and implement capacity building programs on road fundplanning and management

ii. Devolution of Government, Power, Functions and Resources to the Counties (Roads Bill 2015)

Change of roads managementstructure

Update and rationalize RoadRegisterRevise road fund allocation criteria

Prepare and publish road funddisbursement schedules Capacity building for Counties(Policy, Standards, Systems, Operational guidelines etc.)

iii. Bill of Rights Access information

Responsible for timely dissemination of information on services offered to the public

Establish public KRB informationhubSensitize staff on dissemination ofinformationEstablish a roads contracts information management systemPublish and publicize KRB ReportsDevelop a policy on publicparticipation on KRB activitiesCarry out stakeholder satisfactionsurveys on KRB services

(iv) Bill of Rights - Provision of quality services

Non-achievement of value for money for KRB fundedprograms

Conduct TCF audits to ensurecompliance with standards in roadworks


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SN Factor Strategic Implication Strategic Response2 Political influence on

prioritization of road works

Skewed allocation of resources Lobby for adoption of fundallocation criteriaSensitize the stakeholdersDevelop, disseminate implement RSIP

3 Separation of powersand autonomy ofinstitutions

Increased players in the utilization of road fund

Lobby for amendment of KRB Actenhance its operational autonomyDevelop a strategic communicationpolicyDevelop a monitoring, evaluationand reporting frameworkStakeholders sensitization

4 Dynamic political environment

Fluctuating investor confidence Disruption in the implementation of road works

Emergency funds for repairsFactor anticipated reductions in budgets Timely implementation of roadworks

5. Emerging Legislations,Institutions and Agencies

Conflicts with KRB Act Need for review of all legislationsin order to assess their impact onKRBMany players in the roads sub-

sector whose mandates mayimpact on the mandates of KRB Consultative engagement with the

institutions Increased demand for RMLF by other players

6. National DevelopmentAgenda

Development of the CountryMultiple policies

Align KRB Strategic Plan with theNational Development Agenda

2.5.2 Economic Factors

Table 2.5.2: Economic factorsSN Factor Strategic Implication Strategic Response1. Dynamic macro-

economic environment (Exchange rate fluctuations, Highinterest rates, Fluctuation of oilprices etc.)

Increased cost of road construction and maintenance

Promote optimal resources, value-for-money audits (increased efficiency)

Budgetary deficits Research on alternative/cheaper road construction and materialsLobby for continuous rationalization of fuel levy

2. High unemploymentrates

Increased demand for absorption of labor through road works

Institutionalize Roads 2000 strategy in the RAs (Employment –intensive strategy)Reservation of a threshold of worksfor local contractors, consultants and material suppliers.


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SN Factor Strategic Implication Strategic Response3 Growth in GDP Increased loading/traffic flow on

RoadsSeek additional sources of revenue

Lobby for rationalization of fuel levy charges

Policy on second hand motor vehicle has increased traffic on theroads

Lobby for development and implementation of a long term integrated transport plan

4 International & Regional integration

Increased loading/heavy traffic flow

Enhance axle load controls andcompliance

Demand for better infrastructure Recommend for regional and international collaboration andpartnership in road construction and maintenance

Reduction in pavement life due to increase maximum in axle load from 48 T to 56 T

Recommend for review/ upgrade of road design standards to cater for increased loading

Increase in transit -tolls collections Increased infrastructure Support implementation of Agenda 2063

5 Discovery of fossil fuels /natural resources (Turkana oil, Kitui coal, Nakuru geothermal energy etc)

Increased loading due to increase in productivity Reduction in cost of road construction materials

2.5.2 Social Factors

Table 2.5.3: Social factorsSN Factor Strategic Implication Strategic Response1. Youthful workforce? Varied work scheduling Review of HR manuals and policies

Provide appropriate infrastructure/equipmentSensitize on work-life balanceEmbrace flexi-time modelVirtual Offices

2. Vandalism ofroad furniture

Increased cost of doing business Adopt innovative strategies such as R2000 which involve local participationRecommend use of valueless/non –attractive material for road furnitureRecommend Intensified use of surveillancecameras


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SN Factor Strategic Implication Strategic Response3 Rural-urban migration Increased loading in urban areas Enhance budgets for roads in

urban areas4 Land reforms Change of road reserves ownership Setting aside funds for

compensation to Land owners on road reserves.

5 General public more aware of their rights

Increased demands from the public Stakeholder participation in road development and maintenance issues

6 Traffic congestion Increased road traffic flow Erect/ expand road safety furnitureRise in road accidents Safer roads and safety awareness

campaigns7 Weak corporate

governanceValue for money in delivery of works not achieved.

Strict Monitoring, Evaluation and ReportingTraining and awareness on corruption

8 Vulnerable groups Compliance with relevant legaldirectives

Review and develop appropriate policies.

2.5.4 Technological Factors

Table 2.5.4: Technological factorsSN Factor Strategic Implication Strategic Response1. Advancement in

information technologyEnhanced service delivery Procure and secure appropriate

equipmentIncreased investment in ICTinfrastructureContinuous trainingProviding digital road maps of ourcitiesAutomation of the management ofroad assets

2. Research and Innovation Improved efficiency in roadconstruction

Review and implement researchpoliciesIncreased budget allocation for researchEmbrace collaboration and partnershipRecommend for Implementation of research findings

3. Cyber security Increased propensity to hacking

Develop and implement cyber securitypoliciesUpdate and secure ICT equipment


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SN Factor Strategic Implication Strategic Response4. Social media Improved information

dissemination to stakeholders Adopt selected social media platforms.

5. Increased use of electricand automated cars

Increased road traffic Possible reduction in Fuel LevyTraffic congestion

2.5.5 Ecological factors

Table 2.5.5: Ecological factorsSN Factor Strategic Implication Strategic Response1. Global warming and

related Naturalcalamities

Environmental degradation hence weather-induced infrastructure deterioration and failures and increased costs

Advocate use of renewable energy and low carbon fuelsEngage in environmental conservation activitiesReview road construction designand standards

2. Poor disposal of waste Environmental destruction Embrace waste disposalmanagement systemsSensitize the waste management

3. Encroachment/interference with roadstructures.

Interference with proper use, development and management of roads

Lobby for laws that provide forprotection of public roads andareasRegularly review and updateKRB Roads Register to includeroad reserves

4. Environmental rules,regulation, policies and right to clean environment

Environmental protection Ensure total compliance

2.5.6 Legal and Regulatory Factors

Legislative changes occur from time to time and many of them affect the business environment. Table 3.9 provides some of the legal factors, their strategic implication and responses.

Table 2.5.6: Legal and Regulatory factorsSN Factor Strategic Implication Strategic Response1. Implementation of

Constitution of KenyaEnhanced Bill of Rights Ensure compliance with

the ConstitutionSensitization on Constitutional requirements

2. New legislations enacted and Executive orders

Mandates of various players is delineated

Sensitize stakeholders on all laws

Lobby for appropriate amendment of existing laws and passage of new ones


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SN Factor Strategic Implication Strategic ResponseActively review billsbefore ParliamentPut in place corresponding frameworksCompliance with legal requirements on procurement

4. Environmental rules,regulation, policies and right to clean environment

Environmental protection Ensure total compliance

2.6 Stakeholder Analysis

A stakeholder is any person, group or institution that has an interest in a given activity or institution. In this regard, the Board will maintain a culture of continued interaction and working in partnership and collabora-tions with its stakeholders in the execution of its mandate. Each of these stakeholders has certain expecta-tions which they hope will be fulfilled through their association with the Board. KRB also recognizes the fact that stakeholders’ interests and clear expectations influence the Board’s functions, and hence the need to build good working relationships. The following is a summary of KRB stakeholders’ analysis:

Table 2.6: Stakeholder AnalysisN0. Stakeholder Stakeholders

expectationKRB expectation Degree of

Influence1. Ministry of Transport,

Infrastructure, Housing and UrbanDevelopment

Manage the road fund Leadership and support HighOffer Overall guidance and ensure formulation of appropriate policies in the roads sector

High

2. Road Agencies(KeNHA, KURAKeRRA, KWS)

Timely disbursement of funds Timely and efficientimplementation of road works

High

Timely reporting Compliance with KRBAct and other relevantguidelines

3. CountyGovernments

4. The National Treasury and other Oversight institutions (KRA, SCAC)

Compliance with the laws, policies and regulations

Support and collaboration High

Advice and guidance on the KRB Fund

5. Members of Parliament (National Assemblyand Senate)

Manage the fund inaccordance with the law

Establishment of enabling Legal Framework

High


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N0. Stakeholder Stakeholdersexpectation

KRB expectation Degree of Influence

6. Development Partners

Support and collaboration in road maintenance, rehabilitation and development

Provide funding and technical advice for the roads sector

High

7. Other GovernmentMinistries and SAGAs

Establishment of anefficient transport system

Adherence to the law Medium

8. Suppliers, Consultants and Contractors

Timely payment for services/goods provided

Timely provision of quality works, goods and services/products.

High

9. Financialinstitutions, Banks

Banking services Provision of quality and innovative banking services/products

Medium

10. Universities andresearch institutions

Collaboration and support Timely technical advice based on research findings

Medium

11. Security Organs/Administration

Timely and accurate information Provide security for KRB funded installations

High

12. Road users Efficient road network Adherence to law HighProvide feedback on servicesActive participation in road sector programmes

13. Pedestrians Efficient road network Adherence to law High

14. Media Timely and accurate information/ engagement

Fair coverage High

INTERNAL STAKEHOLDERS1. Board of Directors Management of the fund in line

with established policy and legal framework

Support in timely policy formulation and approval;

High

Enhanced local and international lobbying and networking

2. Staff Favorable terms of service

Effective and efficientservice delivery

High


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CHAPTER THREE

3


34.

STRATEGIC FOCUS

3 Introduction

This chapter covers the strategic intent of KRB which includes the Vision, Mission, Core Values, Key Results Areas, Strategic Objectives and Strategies.

3.1 Vision, Mission, and Core Values

The Vision, Mission and Core Values will be the guiding principles that will inspire KRB stakeholders and direction towards the strategic goal of the Board. The strategic Vision is a pre- requisite for effective strategic leadership while the Mission is the overriding factor that gives KRB an identity and unique purpose. The Core Values inform decision making through common guiding philosophy.

3.1.1 Vision

An efficient road network for a prosperous nation

3.1.2 Mission

To fund, oversee and coordinate road maintenance, rehabilitation and development through optimal utilization of resources for a sustainable road network.

3.1.3 Our Core Values

Core values of the Board constitute the fundamental beliefs that drive it. These beliefs shall be upheld because they define expected standards of behavior and culture. To execute our mandate, pursue the Vision and accomplish our Mission, we will be guided by the following core values:

i. Professionalism

We shall maintain high standards and professional competence in the discharge of responsibilities and delivery of services. We shall abide to professional considerations on the methods, standards and procedures in our work and focus on achieving excellence with a view to exceeding the expectations of our clients and stakeholders.

ii. Passion for quality

We shall stand up for what we believe in, perform our roles with purpose, pride, enthusiasm and dedication in everything that we do. We are committed to providing and delivering high quality products and services.

iii. Customer Service Excellence

We are committed to uphold customer driven and focused service delivery by honoring commitments that we have made to our customers. We shall treat our customers with courtesy, respect and be sensitive to and deal with issues and situations in a proactive and timely manner, using flexible decision making processes. KRB shall ensure that every employee shares the same ideals in regard to the central position of the customer and as such continue to motivate its employees to be committed to high standards of service delivery.

iv. Integrity

We are committed to promoting transparency, accountability and professionalism in our work. We shall be impartial, honest, objective and unbiased in how we relate to each other and our stakeholders.


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v. Inclusiveness

We shall embrace inclusiveness and promote diversity in our organization and ensure adherence to constitutional requirements on gender, disability, minorities among others.

vi. Innovation

We are committed to fostering an enabling environment that encourages innovation, creativity and continuous learning to achieve efficiency and effectiveness in service delivery.

3.2 Key Result Areas (KRA’s)

In line with KRB’s Vision and Mission, three key result areas which reflect KRB’s mandate and responsibilities in the realization of Kenya Vision 2030 have been identified and will be the pillars of this Strategic Plan. The Key Result Areas are:

KRA 1: Management of the Road Fund

Proper management of the Road Fund will entail mobilizing resources to meet the current and future demand for road maintenance, rehabilitation and development for a sustainable road network and ensuring prudent and sustainable utilization of the Fund. To this end, KRB shall enhance and safeguard Road Maintenance Levy Fund, source additional funds for road maintenance and also enlist support from development partners for KRB programmes.

KRA 2: Oversight and coordination of road network

The Kenya Roads Board shall seek to increase the length of roads under maintenance and development by institutionalizing long term planning for the road maintenance and development, enhancing coordination, monitoring and evaluation of APRP. In addition, KRB shall promote cost effectiveness in delivery of road works by enhancing value for money in the application of the Fund, promoting the use of appropriate technology and resources in delivery of roadworks and promoting road safety within the road subsector.

KRA 3: Institutional Capacity

KRB will enhance institutional capacity to keep pace with the demands of the market and the sector. The key areas for institutional strengthening have been recognized as corporate governance, and human resource capacity. In recognition of the enormous potential accruing from technology, focus will remain on optimizing the use of technology within KRB.

3.3 Strategic Objectives

The Key Result Areas will be achieved through the following strategic objectives:

KRA 1: Management of the Road Fund

i. To mobilize resources to meet the current and future demand for road maintenance, rehabilitation and development

ii. To ensure prudent and sustainable utilization of the Fund

KRA 2: Oversight and coordination of road network

i. To facilitate maintenance of 161,451km National Trunk and County Roadsii. To promote cost effectiveness in delivery of road works


36.

KRA 3: Institutional Capacity

i. To promote good Corporate Governanceii. To attract, develop and retain human capitaliii. To Institutionalize use of ICT in KRB operations

3.4 Strategic Objectives and Strategies

In order to address the key result areas identified in 3.5 above, the following strategies were formulated in line with the strategic objectives outlined in 3.6 above: Table 3.1: StrengthsSn. KRA Objective Strategies1. Management

of the Road Fund

1.1 To mobilize resources to meet the current and future demand for road maintenance, rehabilitation and development

1.1.1 Enhance and Safeguard Road Maintenance Levy

1.1.2 Source additional Funds for road maintenance

1.1.3 Enlist support from Development Partners for KRB programmes

1.1.4 Develop a framework for transition to 3rd generation fund

1.2 To ensure prudent and sustainable utilization of the Fund

1.2.1 Strengthen budgeting and Financial Reporting of the KRB Fund

1.2.2 Enhance Financial management of the Fund

2. Oversight and coordination of road network

2.1 To facilitate maintenance of 161,451km National Trunk and County Roads

2.1.1 Institutionalize long term planning for the road maintenance and development

2.1.2 Enhance coordination monitoring and evaluation of APRP

2.2 To effectiveness in delivery of road works

2.2.1 Enhance value for money in the application of the Fund

2.2.2 Promote the use of appropriate technology and resources in delivery of roadworks

2.2.3 Strengthen KRBs advisory role on all matters related to road maintenance and development

2.2.4 Promote road safety within the road subsector


37.

Sn. KRA Objective Strategies3. Institutional

Capacity3.1 To promote good Corporate

Governance3.1.1 Enhance Corporate Image and Customer

Service3.1.2 Ensure Compliance with laws and policies

3.1.3 Enhance Effectiveness of the Board of Directors

3.1.4 Safeguard KRB assets3.1.5 Strengthen KRB systems and procedures3.1.6 Enhance effective supply chain management

practices3.2 To attract, develop and retain

human capital3.2.1 Ensure Optimal Human Resource3.2.2 Decentralization of KRB services3.2.3 Strengthen Human Resource development

and knowledge management3.2.4 Institutionalize performance based

management3.2.5 Raise and sustain employee satisfaction

3.3 To Institutionalize use ICT in KRB operations

3.3.1 Establish and manage KRB integrated Management Information System

3.3.2 Promote automation and security of KRB operations

3.5 Key Performance Indicator.

The Strategic Plan 2018-2022 will deliver the following Key Performance Indicators;-Key Result Area Key Performance IndicatorManagement of the Road Fund

1 Increase RMLF funds from Kshs. 63 Billion Annually to Kshs. 100Billion Annually

2 Raise additional funds Kshs. 100 Billion through infrastructurebonds and private Finance Initiatives

Oversight and coordination of road network

3 Improve the Performance Of Road Agencies by raising theiraccountability index from 60% to 70%4Ensure all roads (161,456 Kms) receive maintenance interventionsduring the five years and at least 50% of the network receivesintervention annually

Institutional Capacity 5 Raise customer satisfaction from 65% to 70%

6 Raise employee satisfaction from 75% to 80%7 Increase the level of automation of KRB operations from 75% to 80%

The implementation plan which provides the operational framework with activities, outputs, performance indicators, timelines, responsible parties and budgets, is provided in Appendix I.


38.

CHAPTER FOUR

4


39.

IMPLEMENTATION AND CO-ORDINATION FRAMEWORK

4.0 Introduction

Given the mandate of KRB it needs to enhance its Institutional Capacity to keep pace with demands of its stakeholders. For KRB to play its role effectively in national development, and be able to implement this Stra-tegic Plan, it has to strengthen its institutional capacity.

4.1 Staffing Levels

Currently, KRB has 96 members of staff spread across the various functional areas. KRB has a team of highly skilled and experienced human capital. The following is the staffing level of KRB;-

Table 4.1: KRB staffing level for the next five yearsJob Title Establishment Impost Variance

1 Executive Director 1 1 02 General Managers 4 3 13 Managers 14 10 44 Deputy Managers 20 12 85 Other Technical Staff 30 13 176 Support Staff 27 30 -3

TOTAL 96 69 27

During the planning period 2018-2022 KRB shall fill all the vacant positions to ensure that there are enough persons to implement the Strategic Plan

4.2 Governance Structures

KRB is managed by the Board of Directors. The Executive Director is responsible for the day to day manage-ment of KRB. KRB has eight functional areas namely Technical Compliance, Planning and Programming, Human Resources and Administration, Legal and Corporate Affairs, Finance, ICT, Procurement and Internal Audit.

4.3 Organizational Structure

In line with its core business, the Kenya Roads Board has developed an organizational structure that seeks to facilitate effective delegation, management processes and information flow. The organizational structure has also taken into account lessons learnt so far, the mandate of KRB and its core business.

4.4 Finance Plan

As part of its Public Financial Management Reforms, the Government is adopting program-Based Budget-ing (PBB) in the allocation of its resources. In light of this, this Strategic Plan proposes to align funds with programmes that will be accomplished through activities that will deliver specific, measurable, achievable, relevant and time bound targets within KRB’s mandate.

KRB has identified Seven (7) Strategic Objectives that will be achieved through implementation of the ac-tivities identified in the implementation matrix (Appendix I). The matrix indicates the resources required for implementing these activities. KRB’s projected resource requirements for implementation of Strategic Plan 2018-2022 is Kshs.4,920.1 million.


40.

Table 4.4 (a) below shows a summary of total resources required for the period 2018-2022KEY RESULT AREA

STRATEGIC OBJECTIVE Financial Resource Requirements Estimate (Kshs. millions)

2018/19 2019/20 2020/21 2021/22 2022/23 Total

Management of the Road Fund

1 96.45 96.45 48.45 48.45 45 330.8

2 9.8 9.8 9.8 10.3 15.2 54.9

Sub Total 106.25 102.25 58.25 58.75 60.2 385.7Coordination and optimal utilization of the Fund

3 340 151 51 60.1 65.1 667.24 417.58 412.68 417.68 501.68 550.2 2,967.02

Sub Total 757.58 563.68 468.68 561.78 615.3 2967.02

Institutional capacity

5 112.82 117.64 124.46 126.88 134.56 616.366 299 355 411 430 430.3 1925.3

7 10.3 29.2 12.3 5.3 60 117.1

Sub Total 422.12 501.84 547.76 562.18 624.86 2658.76Total 1285.95 1167.77 1074.69 2158.61 1300.36 6011.48FIXED COSTS Directors Costs 53.11 53.11 53.11 53.11 53.11 265.55 Staff Costs 306.29 321.60 337.68 354.56 384 1,704.13 Rent of Premises 50.19 52.70 55.33 58.10 63 279.32 Audit Fees 2.90 2.90 2.90 2.90 8 19.6 Security 3.15 3.31 3.47 3.65 5 18.58

Sub-Total (Fixed Costs) 415.63 433.61 452.49 472.32 513.11 2,287.18

Grand Total 1,701.58 1,601.38 1,527.18 2,630.93 1,813.47 8,298.65

Currently, KRB relies solely on the RMLF to finance road maintenance and its operations. KRB needs to con-tinue lobbying to ensure that the 2% Fuel Levy allocation for administration costs is increased. The funds available out of RMLF is Kshs 8,749 Million which is adequate to implement the Strategic Plan (Kshs. 8,298.65 million) as follows;- KShs’ MillionFinancial Year 2017/18 2018/19 2019/20 2020/21 2021/22 Total

Strategic Plan Requirements 1,701.58 1,601.38 1,527.18 1,655.03 1,813.47 8,298.65

Financing Plan

2% KRB Operations Budget - RMLF 1,434.13 1,575.98 1,732.01 1,903.62 2,103.54 8,749.28

Surplus/(Deficit) for the year (267.45) (25.40) 204.83 248.59 290.07 450.63


41.

Note: Assumptions1. KRB operations budget will remain as forecast – 2% of the projected Fuel Levy collections2. The KRB Operations budget is built on the assumption that the Road Annuity Fund shall continue to be

collected through Kenya Roads Board; and3. The economic, political and regulatory conditions will be favorable during plan period. 4.5 Resource Mobilization and Utilizationn

KRB commits itself to uphold the highest standards for efficient and effective use of resources in every activity that will be undertaken. Successful implementation of the 2018-2022 Strategic Plan will not only depend on the commitment of the stakeholders, but also on the availability and efficient utilization of resources required to undertake the various activities. Resource mobilization for assured financial sustainability is a fundamental concern during this Strategic Plan period.

5.5.1 Strategies for Resource Mobilization The overall goal of resource mobilization is to strengthen KRB’s funding through diversification of revenue streams. In this regard, KRB will continue to lobby and mobilize financial resources for its activities as follows

i. Borrow from the Financial Market ii. Explore alternative sources of Funds for road maintenance, andiii. Foster partnerships with Development Partners.

5.5.2 Measures to eliminate wastage and losses During the Strategic Plan period, KRB plans to make efficient and timely resource utilization a key priority area. In this regard, it will ensure that current government efficiency monitoring and evaluation guidelines, such as performance contracting and performance Management and appraisal system are fully applied. In addition, the Board will improve costing of programmes and activities, in order to avoid duplication and wastage as well as improving efficiency in the use of resources. The Board will put in place measures to en-sure prudent resource Management. These will include implementation of efficient and effective systems, processes and procedures such as:

i. Activity-based costing as a tool for activity planning and financial control. This will ensure that KRB al-locates costs of inputs based on each planned and prioritized activity as depicted in the implementation matrix (Appendix 1);

ii. Robust monitoring, evaluation and reporting of the performance of funded projects;iii. Internal and external audits;iv. Performance Management and Appraisal System (PMAS);v. Budget rationalization of the available resources in order to realize the stated objectives;vi. Strengthen management

4.6 Strategy Implementation

The key to successful implementation of a Strategic Plan is the efficient mobilization of resources and their timely deployment, accountability, effective monitoring, evaluation and reporting of the entire process. Imple-mentation responsibilities will therefore be cascaded to all levels in order to allow for maximum participation of all the relevant stakeholders. The cascading will be done by developing and implementing annual corporate and departmental business plans. Formal existing institutional structures will be charged with carrying out their appropriate roles.

In order to facilitate the implementation of the KRB Strategic Plan (2018-2022), an implementation plan (Ap-pendix I) has been prepared in line with Government guidelines. The Board will do the following: before, during and after the Plan implementation.


42.

4.6.1 Pre-ImplementationFor successful implementation of the Strategic Plan, KRB through the leadership of the Executive Director (ED) will embrace the following:

i. Communicate the plan effectively to all directors, staff and relevant stakeholders to ensure clarity of vision and purpose for successful implementation;

ii. Assign roles and responsibilities to different players necessary for successful implementation;iii. Mobilize resources and allocate them in a timely manner and in accordance with priority activities as

stipulated in the Plan;iv. Ensure annual business plans and individual action plans are tied to budget provisions;v. Develop and effectively communicate annual business plans to relevant departments, sections and indi-

viduals in line with the Strategic Plan;vi. Build staff capacity to implement the strategies;vii. Develop the monitoring, evaluation and reporting mechanisms to be used throughout the implementation

period;viii. Discuss and agree with directors and staff on performance targets;ix. Ensure staff acceptance and adoption of the plan.x. Review the strategic plan in response to changing needs through the annual business plans

4.6.2 During ImplementationKRB will provide an enabling environment for achievement of results to meet and exceed customer expecta-tions. Implementation responsibilities of this Strategic Plan will be cascaded to all levels of KRB. The imple-mentation of this Strategic Plan will endeavour to ensure that the needs of the stakeholders are addressed.

All relevant stakeholders will be required to participate in the implementation of the Strategic Plan.

4.6.2.1 Role of the Boardi. To monitor the implementation of the Strategic Planii. To provide strategic leadership, and be responsible for policy formulation;iii. To play an oversight role in the implementation, monitoring, evaluation and reporting of the Strategic

Plan;iv. To approve KRB’s Corporate Strategic Plan, Annual business plans and Annual Budget;v. Rationalize and strengthen human capital in order to enhance capacity to deliver the Strategic Plan.vi. Strive to encourage professionalism at all levels in the operations of KRB.vii. To submit to the Cabinet Secretary a quarterly report on the activities of KRB.viii. Mobilize and provide adequate financial resources to implement the strategic plan.ix. Approve performance based management and reward system.x. To negotiate a Performance Contract with the Cabinet Secretary, Ministry of Transport, Infrastructure,

Housing and Urban Development.

4.6.2.2 Role of the Executive Directori. The ED is the principal accounting officer and will be in charge of spearheading the overall coordination,

implementation, monitoring, evaluation and reporting of the Strategic Plan, including acting on decisions made by the Board;

ii. Ensure that staff own the Strategic Plan and clearly understand their contribution to its achievements;iii. The ED will cause to be prepared for the approval of the Board the KRB annual business plans and the

annual budget;iv. Co-ordinate meetings to review progress and resolve issues that may arise in implementation;


43.

v. Share monitoring and review information with staff and other key actors in the implementation.vi. Submit to the Board an annual report on the KRB activities, operations and expenditure.vii. The ED will ensure that the performance Management system is adopted in respective departments.viii. The ED will empower all departments and sections and provide them with necessary resources to imple-

ment the strategic plan.

4.6.2.3 Role of Heads of departments (HOD’s)i. The Heads of departments(HOD’s) will be responsible for the day-to-day implementation, monitoring,

and evaluation of the plan so as to ensure that the planned activities remain on course, and are imple-mented at all levels of the KRB’s operations; in addition the HODs shall ensure:

ii. Members of staff under their departments develop and implement Business Plans in line with the Strategic Plan;

iii. The performance Management system is adopted in their respective departments; they will design M & E tools, coordinate and supervise data collection, analyze data and provide relevant reports to the ED on the implementation status of the Plan;

iv. They involve their respective departments to provide feedback on ways that KRB can integrate the Strate-gic Plan in their day-to-day operations.

v. Actual performance is measured against negotiated target levels.vi. Staff are empowered and provided with necessary resources to implement the strategic plan.

4.7 Linkages and Collaborations

KRB will mobilize and enhance linkages and collaborations with appropriate stakeholders and other players in the implementation process.

4.8 Risk Management

The implementation of the Strategic Plan faces potential risks that have to be mitigated if KRB’s strategic objec-tives are to be achieved. This requires that, possible risks be analyzed to take precautionary measures in good time and prevent failure of the Plan’s implémentation. The risks and mitigating strategies are explained in the table below:

Table 4.8: Risk Analysis

Risk Factor Probability Impact PI Magnitude Mitigation StrategiesLegal and policy risks

1 3 3 Medium Continuous engagement of stakeholders

Increase public awarenessRetain legal experts

Human Capital Risks

2 2 4 Medium Staff development strategyChange management and leadershipContinuous internal communication

Career progressionHealth and safety

1 1 1 Low Continuous training and sensitization of staffImplement staff welfare programs


44.

Risk Factor Probability Impact PI Magnitude Mitigation StrategiesEconomic and financial risks

1 3 3 Medium Lobby for appropriate framework to increase and enhance revenue sources

Develop and implement a robust risk management framework

Technologi-cal Risk

2 3 6 Medium Implement ICT security systems

Loss of data and informa-tion

2 3 6 Medium Implementation of Information Security Management System

Leadership and integrity /Risks

1 3 3 Low Training directors and management staff on leadership roleSensitize staff and management on integrity issuesPut in place measures that discourage leakage of resources

Political Risk 1 1 1 Low Implement KRB communication strat-egyInvolvement of all stakeholders in roads prioritization and funds allocation

Business continuity risks

1 3 3 Low Training on emerging security issuesManagement of service level agreements

Implement disaster management strat-egy

Reputation risks

1 2 2 Low Continuous engagement of stakeholders

Improve access to KRB services and informationIncreased publicity on service delivery innovations

4.8.1 Risk assessment

The risks have been assessed against the likelihood of occurrence and impact in case of crystallization as follows;-

(a) Likelihood has been categorized as follows;-

Level Likelihood Description 3 Likely Happens about once a year in the Road Sector2 Unlikely Happens every 10 years or more in Road Sector1 Very unlikely Has only happened once in Road Sector


45.

Consequences have been categorized as follows;-

Level Consequence Description

3 High A risk event that if it occurs one or more stated objectives will fall below acceptable levels.

2 Medium A risk event that if it occurs one or more stated objectives will fall below goals but above minimum acceptable levels

1 Low A risk event that if it occurs will have little or no impact on achieving outcome objectives

The risks were evaluated as follows;-

Likelihood ConsequencesLow Medium High

1 2 3Likely 3 3 6 9Unlikely 2 2 4 6Very Unlikely 1 1 2 3

The Risks have then been evaluated as High, Medium and Low. The evaluation has considered:-

1. The importance of the activity to the Business of KRB2. The amount of control KRB has over it3. Potential losses to KRB4. Any benefits or opportunities presented by the risk

4.8.2 Risk Evaluation

The risks assessed shall be treated as follows;

Rating Ranking Action7-9 High Needs corrective action within the first year 4-6 Moderate Needs corrective action within the plan period1-3 Low Does not currently require corrective action


46.

CHAPTER FIVE

5


47.

Monitoring, Evaluation, Reporting And Learning 5.0 Introduction

Monitoring, evaluation, reporting and learning (MER&L) is an integral part of Strategic Planning. The Board will put in place a monitoring evaluation and reporting system to ensure that planned activities are imple-mented, and setbacks and variations are addressed as they arise. The impact of implemented plans will be assessed. The purpose of monitoring evaluating and reporting the implementation of the Strategic Plan will be to assess what has been achieved, suggest ways to overcome difficulties, if any, to inform decision making, planning and lay the basis for improved implementation of the Strategic Plan.

MER&L is geared towards identifying and measuring the gains made from specific instituted activities. The MER&L system assists in:

i. Evaluation of strategies, activities and identifying areas that need adjustment; ii. Providing a framework for reporting on progress;iii. Identification of key lessons; and iv. Improving the programming of new interventions and strategies.

5.1 Monitoring, Evaluation, Reporting and Learning Framework

The MER&L framework for this Plan will be based on the various Key Result Areas, strategic objectives and specific outputs that KRB envisages to achieve. Specifically, the MER&L will look at both the Board, and de-partmental objectives to ensure corrective actions are taken to avoid any deviations from the targets. The Im-plementation matrix, see appendix I, will focus on activities, performance indicators and indicative budget.

5.1.1 Monitoring, Evaluation, Reporting and Learning Strategies

Monitoring the implementation of the Strategic Plan constitutes systematic tracking of activities and actions to assess progress. This shall entail routine data collection and analysis on the progress of the implementation of the Strategic Plan. Regular reporting at all levels is necessary for follow-up and record keeping. To facilitate this, each department shall:

i. Develop an annual work plan with appropriate targets, activities, performance indicators and budgets as derived from this plan.

ii. Progress for each action/activity shall be measured against specific targets and schedules included in the plan.Data capture formats or standardized data collection tools shall be developed and used for data collection

iii. iii. Data capture formats or standardized data collection tools shall be developed and used for data collection.

iv. This is followed by analyzing and reporting of information to various users.v. The reporting shall be done quarterly, half-yearly and yearly to Management as well as to the Board.vi. vi. Results from the analysis shall then be used to inform decision-making, help to identify difficulties

and problem areas and to take immediate corrective action where deviations in implementation have been noted thereby ensuring that targets are achieved.

vii. The Board shall implement a computerized system to enhance monitoring, evaluation and reporting of Strategic Plan implementation progress.

5.1.2 Monitoring and Evaluation Team

For the Strategic Plan to be effectively implemented, MER&L shall be coordinated by the monitoring evaluation and reporting committee appointed by the ED and coordinated by the Corporate Planning unit. The committee shall ensure that strategies are being implemented, performance is being measured, progress


48.

reports are made and discussed, and corrective action is taken where necessary. The departments responsible must be accountable for the completion of stated tasks in the Strategic Plan. However, responsibility for data collection, aggregation, analysis and reporting on the Plan will rest with the HOD’s. Where necessary, capacity of various departments to undertake ME&R activities will be built.

Appropriate linkages shall be established to ensure relevant internal and external follow-ups and controls. The overall responsibility of overseeing and managing the monitoring and evaluation of the Strategic Plan lies with the Board.

5.1.3 Cascading the Plan to all Staff

The Strategic Plan must translate to individual work plans for effective implementation. The Plan shall, therefore, be cascaded downwards to the lowest levels using the Board’s business plan. This will help each member of staff to understand and plan for their respective roles.

5.1.4 Departmental and Individual Annual Work Plans

Detailed work plans with clear performance indicators and responsibility for their achievement shall be developed taking into consideration the endorsed activities in the Strategic Plan. The ED`s office or the Head of Legal & Corporate Affairs, shall take responsibility to coordinate with other departments in case of joint activities.

5.1.5 Data and Information Collection Procedures

Elaborate data and information collection templates and procedures shall be developed and used by the departments to measure performance as per the indicators and report to Management. The reports shall describe actions taken by the departments towards achieving the specific strategies of the Plan and will include achievements, challenges and emerging issues, costs, benefits and recommendations.

5.1.6 Scheduled Meetings and Workshops

i. Monthly Review Meetings at the departmental levels will be scheduled to ensure implementation is on track.

ii. Quarterly Review Meetings at the Board and Departmental levels will be scheduled to get and give feed-back on the pertinent performance indicators.

iii. The overall oversight of the Strategic Plan and its implementation is a critical role of the Board. Therefore, progress reporting will be an Agenda Item in all quarterly meetings of the Board.

iv. A Strategy Review Workshop will be held annually to evaluate the impact of operational plans at both operational and strategic levels.

5.1.7 Linking ME&R to Performance Management

For the implementation of the Plan to be effective, the ME&R will be an integral part of KRB’s performance Management system and will be linked to staff appraisal and reward systems. The Board will monitor and evaluate its activities and performance in the process of reporting on its performance contract on quarterly, semi-annually and annual basis. The tracking of the Strategic Plan will be regularized to become part of this process.

5.2 Progress Reports

Reporting the progress of implementation will be critical in adjusting strategic directions and measuring performance. In undertaking M&ER, data shall be collected on the various performance indicators which have been developed and included in this Strategic Plan. The Corporate Planning unit will be required to submit the following reports to the Management as well as to the Board on their progress in implementation of strategies contained in the Strategic Plan:


49.

i. Monthly report – Management ii. Quarterly report – Management, the Board iii. Biannual – Management, the Board and Cabinet Secretaryiv. Annual Report – Management, the Board and Stakeholders

Each of the reports shall contain the following elements:

i. Achievements against the planned targets ii. Performance against the budget for each respective strategy iii. Causes of any delays in the implementation of actions under respective strategies iv. Actions or resources required to remedy delays stated, if any v. Proposed revisions to the strategies.

5.3 Performance ReviewThis section provides details on annual performance review, mid-term evaluation and review and end term review of the Strategic Plan.

5.4 Annual performance Review

At the end of each financial year, a report will be prepared giving details on the planned implementation and circulated to or shared with the stakeholders.

5.5 Mid Term Evaluation and Review (MTER)

The purpose of the Mid-Term Evaluation and Review (MTER) shall be to assess the extent to which the objec-tives of the Board are met. The MTER shall be carried out in December 2020. This will provide an opportunity to give recommendations for the remaining phase of the Plan. The MTER will be done by the Management in liaison with external consultants to ensure objectivity.

5.6 End Term Review

The final evaluation for the Strategic Plan 20I8-2022 shall be carried out at least six months before the end of the strategic period. The review shall determine:

i. Effectiveness (Impact): The extent to which the implementation of activities met the stated strategies and objectives

ii. Sustainability: Assesses the sustainability of the achievements madeiii. Challenges: Document the challenges facediv. Lessons Learnt: Document lessons learntv. Mitigation measures: Document measures to overcome challenges faced andvi. Terms of Reference (ToRs): Prepare the ToRs for the next Strategic Plan.

5.7 Post Implementation

KRB, through the established Departments shall carry out comprehensive reviews of the strategy implementa-tion process and objectively draw out the lessons learnt to inform the next cycle of planning. The results of the review will be shared with all internal stakeholders. The overall responsibility of overseeing and managing the Plan implementation and coordination lies with the Executive Director.

5.8 The Implementation Matrix

The Implementation Matrix is a critical management tool for mobilization, allocation and utilization of re-sources for plan implementation; management and coordination of the Strategic Plan’s implementation; and monitoring of progress as well as evaluating results/outputs and impact.


50.

The implementation matrix is presented below and consists of:.

i. Key Result Areas:ii. Key Result Areasiii. Strategic Objectivesiv. Strategiesv. Key activitiesvi. Performance Indicators vii. Targets viii. Responsibility andix. Budget (KES. Million.)

It is important to note that detailed Corporate Annual Work Plans (AWPs) as well as shorter term Annual Operational Plans are to be developed for each year of the plan as initial and subsequent operationalization of the Strategic Plan processes.


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polic

ygu

idin

gPr

ivat

eFi

nanc

ing

Initi

ativ

e

PFI P

olic

y1N

o.O

nce

in 5

ye

ars

-Po

licy

in

plac

e

--

-G

MF

2

No.

of P

FI's

2No.

Bie

nnia

l1N

o.-

1No.

GM

F10

1.3

Enlis

t sup

-po

rtfr

omD

evel

op-

men

tPa

rtner

sfo

r KR

Bpr

ogra

mm

es

1.3.

1Es

tabl

ish

aco

llabo

ratin

gm

echa

nis

m fo

rD

evel

opm

ent

Partn

eren

gage

-m

ents

Col

labo

ratio

n Fr

amew

ork

1No.

Fr

ame-

wor

k

Onc

e in

5

year

s1N

o.-

--

-G

MPP

0

No.

of

prog

ram

mes

supp

orte

d

4No.

Ann

ual

-1

11

1G

MPP

1.3


54.

Sn.

Stra

tegi

esN

o.K

ey

Act

iviti

esPe

rfor

man

ce

Indi

cato

rs5

yrs

Targ

etR

epor

ting

Sche

dule

AN

NU

AL

TAR

GET

Res

posi

ble

Budg

et(K

shs.

Mil)

2018

/19

19/2

020

/21

21/2

222

/23

1.4

Dev

elop

a

fram

ewor

kfo

rtra

nsiti

onto

3rd

gene

ratio

nfu

nd

1.4.

1B

ench

-m

ark

with

3rd

Gen

era-

tion

Roa

dFu

nds

and

prep

are

aPo

sitio

nPa

per

Posi

tion

pape

r1N

o.O

nce

in 5

ye

ars

Posi

tion

--

--

GM

F/

GM

LCA

20

Stra

tegi

c O

bjec

tive

2: T

o en

sure

pru

dent

and

sus

tain

able

util

izat

ion

of th

e Fu

nd2.

1St

reng

then

B

udge

ting

and

Fina

ncia

lR

epor

ting

of th

e K

RB

Fund

2.1.

1Pr

epar

e &

Su

bmit

the

Ann

ual &

Rev

ised

KR

B &

KR

BF

Bud

gets

in acco

r-da

nce

with

PFM

Act

/regu

-la

tion

App

rove

d A

n-nu

al &

Rev

ised

KR

B&

KR

BF

Bud

gets

5No.

Ann

ual

11

11

1G

MF

0.5

2.1.

2R

elea

se o

f K

RB

Fto

RA

s

Leve

l of c

om-

plia

nce

todi

sbur

sem

ent

plan

100%

Mon

thly

, 15

th d

ay o

fm

onth

100%

100%

100%

100%

100%

GM

F0.

5


55.

Sn.

Stra

tegi

esN

o.K

ey

Act

iviti

esPe

rfor

man

ce

Indi

cato

rs5

yrs

Targ

etR

epor

ting

Sche

dule

AN

NU

AL

TAR

GET

Res

posi

ble

Budg

et(K

shs.

Mil)

2018

/19

19/2

020

/21

21/2

222

/23

2.1.

3Pr

epar

e an

dpu

blis

hK

RB

&K

RB

FFi

nanc

ial

Rep

orts

& A

nnua

lR

epor

t

KR

BF

utili

satio

nR

epor

t

10N

o.Se

mi

Ann

ual

22

22

2G

MF/

G

MTC

10

Man

agem

ent

Acc

ount

s20

No.

Qua

rterly

44

44

4G

MF

0.5

Ann

ual

Rep

orts

&Fi

nanc

ial

Stat

emen

ts

5No.

Ann

ual

11

11

1G

MF

25

2.1.

4Su

bmit

repo

rts to

Nat

iona

lTr

easu

ry

Rep

ort

20N

o.Q

uarte

rly4

44

44

GM

F0

2.2

Enha

nce

Fina

ncia

lm

anag

emen

tof

the

Fund

2.2.

1En

sure

Fi

nanc

ial

Con

trols

and

Acc

ount

-ab

ility

Un-

qual

ified

Aud

it R

epor

ts5N

o.A

nnua

l1

11

11

GM

F25

Inte

rnal

Aud

itR

epor

ts20

No.

Qua

rterly

44

44

4G

MF

15

Leve

l of

impl

emen

ta-

tion

100%

Ann

ual

100%

100%

100%

100%

100%

GM

F0


56.

Sn.

Stra

tegi

esN

o.K

ey

Act

iviti

esPe

rfor

man

ce

Indi

cato

rs5

yrs

Targ

etR

epor

ting

Sche

dule

AN

NU

AL

TAR

GET

Res

posi

ble

Budg

et(K

shs.

Mil)

2018

/19

19/2

020

/21

21/2

222

/23

Stra

tegi

c O

bjec

tive

3: T

o fa

cilit

ate

mai

nten

ance

of 1

61,4

51km

Nat

iona

l Tru

nk a

nd C

ount

y R

oads

3.1

Inst

itutio

n-al

ize

long

term

pla

n-ni

ng fo

r the

ro

ad m

aint

e-na

nce

and

deve

lop-

men

t

3.1.

1D

evel

op

and

im-

plem

ent

Roa

dSe

ctor

Inve

stm

ent

Pro

-gr

amm

e(R

SIP)

2018

-20

22

RSI

P in

RSIP

in20

18 D

ecR

SIP

in-

--

Dra

ftG

MPP

63

Mon

itorin

g &

Eval

uatio

nre

ports

5No

Ann

ual

11

11

1G

MPP

10

3.1.

2D

evel

op

and

impl

emen

t a

sect

orw

ide

inte

grat

ed

Roa

dA

sset

M

anag

e-m

ent

Syst

em

Syst

em in

Pl

ace

Syst

em20

22 Ju

n-

--

Syst

em

in P

lace

-G

MPP

50

Up

to D

ate

Roa

dR

egis

ter

5No.

Ann

ual

11

11

1G

MPP

40

Upd

ated

RIC

sda

taba

se1N

o.O

nce

in 5

ye

ars

1-

--

-G

MPP

30

APP

END

IX 2

: OV

ERSI

GH

T A

ND

CO

OR

DIN

ATI

ON

OF

RO

AD

NET

WO

RK


57.

Sn.

Stra

tegi

esN

o.K

ey

Act

iviti

esPe

rfor

man

ce

Indi

cato

rs5

yrs

Targ

etR

epor

ting

Sche

dule

AN

NU

AL

TAR

GET

Res

posi

ble

Budg

et(K

shs.

Mil)

2018

/19

19/2

020

/21

21/2

222

/23

3.2

Enha

nce

co-

ordi

natio

n,m

onito

ring

and

eval

u-at

ion

of

APR

P

3.2.

1H

old

con-

sulta

tive

foru

ms

with

RA

san

d C

Gs

Res

olut

ions

R

epor

t5N

o.A

nnua

l1

11

11

GM

PP10

No.

of

Res

olut

ions

Im

plem

ente

d

20N

o.A

nnua

l4N

o.4N

o.4N

o.4N

o.4N

o.G

MPP

0

3.2.

2D

evel

op

APR

Pan

d m

oni-

tor i

mpl

e-m

enta

tion

App

rove

d A

PRP

5No.

Ann

ual

11

11

1G

MPP

0

Mon

itorin

g re

ports

10N

o.B

iann

ual

22

22

2G

MPP

10

Km

s of r

oads

mai

ntai

ned

40,0

00

Km

sN

atio

nal-

Trun

kR

oads

annu

ally

Sem

i -A

nnua

l40

,000

Km

s40

,000

Km

s40

,00

Km

s40

,000

Km

s40

,000

Km

sG

MPP

0

75,0

00

Km

s C

ount

yR

oads

annu

ally

Sem

i -A

nnua

l15

,000

Km

s15

,000

Km

s15

,000

Km

s15

,000

Km

s15

,000

Km

sG

MPP

0

3.2.

3Pu

blis

h A

PRP

Publ

ishe

d A

PRP

5No.

Ann

ual

11

11

1G

MLC

A75


58.

Sn.

Stra

tegi

esN

o.K

ey

Act

iviti

esPe

rfor

man

ce

Indi

cato

rs5

yrs

Targ

etR

epor

ting

Sche

dule

AN

NU

AL

TAR

GET

Res

posi

ble

Budg

et(K

shs.

Mil)

2018

/19

19/2

020

/21

21/2

222

/23

Stra

tegi

c O

bjec

tive

4: T

o pr

omot

e co

st e

ffec

tiven

ess

in d

eliv

ery

of ro

ad w

orks

4.1

Enha

nce

valu

e fo

rm

oney

inth

e ap

plic

a-tio

n of

the

Fund

4.1.

1C

ondu

ct

Con

duct

tech

nica

l,fin

anci

alan

dpe

rfor

ma

nce

audi

ts fo

rac

tiviti

esun

derta

ken

by

Roa

dA

genc

ies

Aud

it R

epor

ts10

No.

Sem

i -

Ann

ual

22

22

2G

MTC

1,60

0.00

Reg

iona

l co

nsul

tativ

ew

orks

hops

5No.

W

orks

hop

repo

rts

Ann

ual

11

11

1G

MTC

90

Acc

ount

abil-

ity in

dex

70%

Ann

ual

60%

63%

65%

68%

70%

GM

TC19

.5

Rep

ort t

o PS

In

fras

truct

ure

on e

xten

tof

Com

pli-

ance

with

Stan

dard

s

5No.

R

epor

tsA

nnua

l1

11

11

GM

TC0

4.1.

2M

onito

r an

d ev

alu-

ate

KR

BF

fund

edac

tiviti

esun

derta

ken

by-

Cou

nty

Gov

ern-

men

ts

M&

E R

epor

ts10

No.

Sem

i -

Ann

ual

22

22

2G

MTC

350


59.

Sn.

Stra

tegi

esN

o.K

ey

Act

iviti

esPe

rfor

man

ce

Indi

cato

rs5

yrs

Targ

etR

epor

ting

Sche

dule

AN

NU

AL

TAR

GET

Res

posi

ble

Budg

et(K

shs.

Mil)

2018

/19

19/2

020

/21

21/2

222

/23

4.1.

3R

epor

t to

PS T

rea-

sury

on

exte

nt o

fC

ompl

ianc

e w

ithG

rant

C

ondi

-tio

ns i

n C

ount

ies

Com

plia

nce

Rep

orts

5No.

Ann

ual

11

11

1G

MTC

0

Stre

ngth

en

Cap

acity

inth

e ro

ad

sect

or to

en

hanc

e va

lue

for

mon

ey

4.1.

4Tr

aini

ng

of K

RB

Staf

f and

Roa

dA

gnnc

ySt

aff

No.

Tra

ined

100

Pers

ons

100

Pers

ons

100

No.

Pers

ons

1-

--

GM

TC0

Impl

eme

nt IC

Tba

sed

audi

tm

anag

e-m

ent

syst

em

ICT

base

dau

dit

man

agem

ent

syst

em in

plac

e

1No.

2020

June

Syst

em

m in

-Pl

ace

--

GM

TC/S

25

4.2

Prom

ote

the

use

of a

p-pr

opria

tete

chno

logy

and

re-

sour

ces

in d

eliv

ery

of ro

ad-

wor

ks

4.2.

1Se

nsiti

zean

d di

s-se

min

ate

road

m

anua

lsan

d st

an-

dard

s

Stan

dard

s di

ssem

inat

ed

to R

As

and

Cou

ntie

s

All

RA

s20

20 Ju

neSt

anda

rds

and

man

u-al

s col

-la

tera

ted

23 Cou

n-tie

s

24

Cou

n-tie

s

-G

MPP

6

Sn.

Stra

tegi

esN

o.K

ey

Act

iviti

esPe

rfor

man

ce

Indi

cato

rs5

yrs

Targ

etR

epor

ting

Sche

dule

AN

NU

AL

TAR

GET

Res

posi

ble

Budg

et(K

shs.

Mil)

2018

/19

19/2

020

/21

21/2

222

/23

Stra

tegi

c O

bjec

tive

4: T

o pr

omot

e co

st e

ffec

tiven

ess

in d

eliv

ery

of ro

ad w

orks

4.1

Enha

nce

valu

e fo

rm

oney

inth

e ap

plic

a-tio

n of

the

Fund

4.1.

1C

ondu

ct

Con

duct

tech

nica

l,fin

anci

alan

dpe

rfor

ma

nce

audi

ts fo

rac

tiviti

esun

derta

ken

by

Roa

dA

genc

ies

Aud

it R

epor

ts10

No.

Sem

i -

Ann

ual

22

22

2G

MTC

1,60

0.00

Reg

iona

l co

nsul

tativ

ew

orks

hops

5No.

W

orks

hop

repo

rts

Ann

ual

11

11

1G

MTC

90

Acc

ount

abil-

ity in

dex

70%

Ann

ual

60%

63%

65%

68%

70%

GM

TC19

.5

Rep

ort t

o PS

In

fras

truct

ure

on e

xten

tof

Com

pli-

ance

with

Stan

dard

s

5No.

R

epor

tsA

nnua

l1

11

11

GM

TC0

4.1.

2M

onito

r an

d ev

alu-

ate

KR

BF

fund

edac

tiviti

esun

derta

ken

by-

Cou

nty

Gov

ern-

men

ts

M&

E R

epor

ts10

No.

Sem

i -

Ann

ual

22

22

2G

MTC

350


60.

Sn.

Stra

tegi

esN

o.K

ey

Act

iviti

esPe

rfor

man

ce

Indi

cato

rs5

yrs

Targ

etR

epor

ting

Sche

dule

AN

NU

AL

TAR

GET

Res

posi

ble

Budg

et(K

shs.

Mil)

2018

/19

19/2

020

/21

21/2

222

/23

Sens

itiza

tion

wor

ksho

ps5N

o.20

22 Ju

ne1

11

11

GM

PP10

4.2.

2In

stitu

-tio

naliz

e R

oads

2000

stra

t-eg

yan

d PB

C

Km

s of R

oads

un

der

R20

00

12,5

00

Km

sA

nnua

l2,

500

Km

s2,

500

Km

s2,

500

Km

s2,

500

Km

s2,

500

Km

sG

MPP

10

Km

s of R

oads

un

derP

BC

14,5

93

Km

sA

nnua

l2,

919

Km

s2,

919

Km

s2,

919

Km

s2,

919

Km

s2,

919

Km

sG

MPP

0

4.3

Stre

ngth

enK

RB

’sad

viso

ryro

le o

n m

at-

ters

rela

ted

to ro

ads

mai

nten

anc

e an

d de

vel-

opm

ent

4.3.

1C

ondu

ct

stud

ies t

oas

sess

the

impa

ct o

fR

2000

Stra

tegy

Soci

oeco

-no

mic

stud

y re

port

2No.

Twic

e in

5

year

s1

--

1-

HH

RA

10

Roa

dne

twor

kpe

rfor

man

cere

port

2No.

Twic

e in

re

sear

ches

supp

orte

d

1-

--

1G

MPP

15

4.3.

2Su

ppor

t an

d pa

r-tic

ipat

e in

re-

sear

chin

itiat

ives

and

upta

ke

in th

e ro

adsu

b- se

ctor

No.

of r

e-se

arch

essu

ppor

ted

5No.

Ann

ual

11

11

1G

MPP

100

Res

earc

h fin

d-in

gs a

vaila

ble

onlin

e

Res

earc

h po

rtal

2019

Jun

Porta

l in

--

--

HIC

T2.

3


61.

Sn.

Stra

tegi

esN

o.K

ey

Act

iviti

esPe

rfor

man

ce

Indi

cato

rs5

yrs

Targ

etR

epor

ting

Sche

dule

AN

NU

AL

TAR

GET

Res

posi

ble

Budg

et(K

shs.

Mil)

2018

/19

19/2

020

/21

21/2

222

/23

Ann

ual S

tatu

sR

epor

t on

rese

arch

5No.

Ann

ual

11

11

1G

MPP

0

4.3.

3C

olla

bo-

rate

and

partn

erw

ithre

leva

ntin

tern

a-tio

nal

bodi

es

No.

of c

ol-

labo

ratio

ns/p

artn

ers

hips

5No.

Ann

ual

11

11

1ED

8

4.3.

4Pa

rtici

pate

in

pol

icy

deve

lop-

men

t fo

rum

s in

the

sect

or

No.

of f

orum

sat

tend

ed5N

o.A

nnua

l1

11

11

ED0

4.3.

5Pa

rtici

pate

in

road

sect

orin

tern

a-tio

nal

conf

eren

ces

and

benc

hma

rk fo

r bes

tpr

actic

e

No.

of c

onfe

r-en

ces a

t-te

nded

10N

o.A

nnua

l2

22

22

ED10


62.

Sn.

Stra

tegi

esN

o.K

ey

Act

iviti

esPe

rfor

man

ce

Indi

cato

rs5

yrs

Targ

etR

epor

ting

Sche

dule

AN

NU

AL

TAR

GET

Res

posi

ble

Budg

et(K

shs.

Mil)

2018

/19

19/2

020

/21

21/2

222

/23

4.3.

6C

oord

i-na

te te

and

Mon

itor

Impl

eme

ntat

ion

ofPo

licie

sin

the

road

sub

sect

or

Rep

ort

5No.

Ann

ual

1No.

1No.

1No.

1No.

1No.

ED0

4.3.

7In

itiat

e ap

-pr

opria

team

endm

-m

ents

of

KR

B A

ct

Am

ende

d K

RB

Act

Am

ende

d K

RB

Act

Onc

e in

5

year

s1

--

--

ED/

GM

LCA

4.4

Prom

ote

road

safe

tyw

ithin

the

road

subs

ec-

tor

4.4.

1D

evel

op

and

impl

e-m

ent a

ro

ad sa

fety

stra

tegy

No.

of r

oad

safe

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77.

APPENDIX II: Strategic Planning Team

DATA GENERATION TEAM

All Staff of KRB

MANAGEMENT TEAM

NAME DESIGNATION1 Eng. Jacob Ruwa Executive Director2 Mr. Rashid Mohammed General Manager Finance3 Ms. Lucy Gathika General Manager Legal and Corporate Affairs4 Eng. David Orwenyo General Manager, Technical Compliance5 Eng. Margaret Ogai Senior Manager, Planning and Programming6 Mr. George Juma Senior Manager, ICT7 Mr. George Waithaka Manager, Supply Chain8 Mr. Paul Kibet Manager, Audit9 Ms. Margaret Muinde Financial Controller10 Eng. Wilson Kosgey Manager, Technical Compliance11 Eng. Isaac Mureithi Manager, Technical Compliance12 Mr. Hamoud Mguza Head Human Resources and Administration13 Eng. Tom Omai Manager, Planning and Programming14 Ms. Martha Ogweno Deputy Manager Human Resources and Administration15 Ms. Rosemary Wangui Deputy Manager, Public Relations16 Ms. Jane Karanja Deputy Manager, Operations and Administration17 Ms. Edith Mwondi Senior Administration Officer18 Ms. Patricia Wariua Senior Administration Officer19 Ms. Brenda Maangi Administration Officer, Planning and Programming20 Ms. Eunice Bosibori Corporate affairs Assistant (Logistics support)


78.

NOTES


79.


80.

Kenya-Re Towers, 3rd Floor Off Ragati Road, Upper Hill P. 0. Box 73718-00200, City Square NAIROBI, KENYA

Tel: +254 (020) 2722865/6/8, 27223166/76/81/85Fax: +254 (020) 2723161Email: [email protected]

Website: www.krb.go.ke

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