NATIONAL GOVERNMENT - NG-CDF BOARD STRATEGIC PLAN 201… · This Fund was initially established in...

Maendeleo Kwa Wote

JULY 2016

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ice

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STRATEGIC PLAN

2016/17-2020/21

NATIONAL

GOVERNMENT

CONSTITUENCIES

DEVELOPMENT FUND

BOARD

NG-CDF Board Strategic Plan: 2016/17 -2020/21

Our Vision

Equitable socio-economic development countrywide

Mission Statement

To provide leadership and policy direction for effective and efficient management of the Fund

Our Core Values

i. Transparency and accountability

ii. Professionalism and integrity

iii. Commitment and teamwork

iv. Neutrality and objectivity

v. Timeliness and excellence

vi. Advocacy for citizen participation

NG-CDF Board Strategic Plan: 2016/17 -2020/21

MEMBERS OF THE NATIONAL GOVERNMENT CONSTITUENCIES

DEVELOPMENT FUND BOARD

Hon. Elias P. Mbau

Board Chairman

Mr. Joseph N. Mukui

Alternate Director to the Principal

Secretary State Department of Planning

and Statistics, Ministry of Devolution and

Planning

Mr. Kennedy Ondieki


Secretary, The National Treasury

Ms. Mumbi Mahinda

Alternate Director to the Attorney General

Mr. Robert Masese


Secretary, Basic Education

Mr. Yusuf Mbuno

Director/Ag. Chief Executive Officer

Mr. Simon Ndweka

Secretary to the Board

NG-CDF Board Strategic Plan: 2016/17 -2020/21 i

ACRONYMS AND ABBREVIATIONS

AGPO Access to Government Procurement Opportunities

AIDS Acquired Immune Deficiency Syndrome

BoD Board of Directors

CAJ Commission on Administrative Justice

CEO Chief Executive Officer

CMDRR Community Managed Disaster Risk Reduction

CSO Civil Society Organisation

ESP Economic Stimulus Programme

FBO Faith Based Organisation

HIV Human Immunodeficiency Virus

HQ Headquarters

ICT Information and Communication Technology

IPSAS International Public Sector Accounting Standards

KIHBS Kenya Integrated Household Budget Survey

KNBS Kenya National Bureau of Statistics

M&E Monitoring and Evaluation

MDA Ministries, Departments and Agencies

MDG Millennium Development Goals

MoDP Ministry of Devolution and Planning

MIS Management Information System

MTP Medium Term Plan

NG-CDF National Government Constituencies Development Fund

NG-CDFC National Government Constituency Development Fund Committee

NASC National Assembly Select Committee on NG-CDF

NGO Non-Governmental Organisation

PAS Performance Appraisal System

PESTEL Political, Economic, Social, Technological, Environmental and Legal

PMC Projects Management Committee

PWD Person with Disability

QMS Quality Management System

SDG Sustainable Development Goals

SWOT Strengths, Weaknesses, Opportunities and Threats

NG-CDF Board Strategic Plan: 2016/17 -2020/21 ii

TABLE OF CONTENTS

ACRONYMS AND ABBREVIATIONS ......................................................................................................... I

FOREWORD................................................................................................................................................. V

EXECUTIVE SUMMARY ......................................................................................................................... VIII

CHAPTER ONE: INTRODUCTION ............................................................................................................ 1

1.0 BACKGROUND........................................................................................................................................ 1

1.1 COMPOSITION OF THE BOARD ................................................................................................................ 2

1.2 MANDATE AND FUNCTIONS OF THE BOARD ........................................................................................... 2

1.3 RATIONALE FOR PREPARATION OF STRATEGIC PLAN ............................................................................. 3

1.4 THE STRATEGIC PLANNING METHODOLOGY ......................................................................................... 3

1.5 ORGANISATION OF THE STRATEGIC PLAN .............................................................................................. 4

CHAPTER TWO: LINKAGE WITH KENYA’S DEVELOPMENT AGENDA .......................................... 6

2.0 INTRODUCTION ...................................................................................................................................... 6

2.1 THE KENYA VISION 2030 AND THE MEDIUM TERM PLANS .................................................................... 6

2.2 REGIONAL AND GLOBAL INITIATIVES .................................................................................................... 8

2.3 ROLE OF NG-CDF IN KENYA’S DEVELOPMENT AGENDA ...................................................................... 9

CHAPTER THREE: SITUATIONAL ANALYSIS .................................................................................... 11

3.0 INTRODUCTION .................................................................................................................................... 11

3.1 PAST PERFORMANCE OF THE BOARD ................................................................................................... 11

3.2 REVIEW OF THE PREVIOUS STRATEGIC PLAN 2010 – 2014 ................................................................... 15

3.3 CHALLENGES FACED DURING THE IMPLEMENTATION OF PREVIOUS PLAN .......................................... 16

3.4 LESSONS LEARNT FROM PREVIOUS PLAN IMPLEMENTATION ............................................................... 17

3.5 SWOT ANALYSIS ................................................................................................................................ 18

3.6 PESTEL ANALYSIS ............................................................................................................................. 20

3.7 STAKEHOLDERS ANALYSIS .................................................................................................................. 23

CHAPTER FOUR: THE STRATEGIC MODEL ....................................................................................... 29

4.0 INTRODUCTION .................................................................................................................................... 29

4.1 VISION, MISSION AND CORE VALUES .................................................................................................. 29

4.2 STRATEGIC ISSUES, OBJECTIVES AND STRATEGIES .............................................................................. 30

CHAPTER FIVE: IMPLEMENTATION, MONITORING AND EVALUATION .................................... 33

5.0 INTRODUCTION .................................................................................................................................... 33

5.1 STRUCTURE OF THE BOARD ................................................................................................................. 33

5.2 STAFF ESTABLISHMENT ....................................................................................................................... 37

5.3 RESOURCE MOBILIZATION ................................................................................................................... 38

5.4 RISK MANAGEMENT ............................................................................................................................ 38

5.5 MONITORING AND EVALUATION ...................................................................................................... 38RIS

5.6 IMPLEMENTATION PLAN ...................................................................................................................... 39

ANNEX I: IMPLEMENTATION MATRIX ............................................................................................... 40

NG-CDF Board Strategic Plan: 2016/17 -2020/21 iii

LIST OF TABLES

Table 3-1: SWOT Analysis...................................................................................................................... 18

Table 3-2: PESTEL Analysis .................................................................................................................... 20

Table 3-3: Stakeholder Analysis ............................................................................................................ 23

Table 4-1: Strategic Issues, Objectives and Strategies .......................................................................... 30

TABLE OF FIGURES

Figure 3-1: Annual allocation of funds since 2003/04 .......................................................................... 11

Figure 3-2: Allocation per Sector, 2003/4 – 2015/16 ........................................................................... 12

Figure 4-1: Core Values ......................................................................................................................... 29

Figure 5-1: Organisation structure of the Board ................................................................................... 37

NG-CDF Board Strategic Plan: 2016/17 -2020/21 iv

STATEMENT BY CABINET SECRETARY, MINISTRY OF

DEVOLUTION AND PLANNING

Kenya’s long term development blue print, Vision 2030 envisages a nation that is globally

competitive and prosperous offering high quality of life to its people by the year 2030.

Despite the country attaining lower-middle income economy status in 2014, there are several

challenges which must be addressed to achieve vision 2030. These include poverty and

inequalities across the country and specifically at the constituency level. According to the

Spatial Dimensions of Wellbeing in Kenya report (KNBS 2015), 45.2 per cent of the total

population in the country lives below the poverty line. However, there are great disparities

between and within constituencies from a low of 10.3 per cent in Embakasi West to a high of

93.1 per cent in Turkana East.

It is for this reason that the Government has made a commitment to reduce inequalities across

the country by setting up a National Government Constituencies Development Fund to

facilitate socio-economic development at the constituency level. To achieve this, the National

Government has dedicated towards the Fund, a minimum of two and half per cent (2.5%) of

its equitable share of annual revenue to fund projects identified by the community at

constituency level, within the framework of the Constitution.

I am glad to note that the NG-CDF Board has set a vision that captures the aspiration of the

Government: “Equitable socio-economic development countrywide”. The NG-CDF Board

has in this Strategic Plan clearly defined strategic objectives, strategies and activities that

once implemented will address the issues identified and thus propel the country towards

realising aspirations of Vision 2030.

It is noted from the past evaluation that the Fund has had tremendous impact towards

improving the livelihoods of the citizens across the country. These efforts therefore need to

be up-scaled so as to benefit as many people as possible.

I take this opportunity to applaud the Board for clearly articulating its intention through this

plan and therefore setting the stage for efficient management of the Fund. This calls for

continuous embracing of result-based management through performance contracting and

other performance management tools. My ministry is committed to provide the necessary

support to enable the Board realise the set objectives.

Hon. Mwangi Kiunjuri, MGH

Cabinet Secretary

NG-CDF Board Strategic Plan: 2016/17 -2020/21 v

FOREWORD

On behalf of the Directors and the Management of the National Government Constituencies

Development Fund Board, it is my great pleasure to present this Strategic Plan for the period

2016/17 - 2020/21.

This Fund was initially established in 2003 as the Constituencies Development Fund (CDF).

The name was changed to National Government Constituencies Development Fund (NG-

CDF) following the enactment of the NG-CDF Act, 2015 which was meant to align the Fund

with the Constitution of Kenya. The Fund is an initiative by the National Government aimed

at promoting equitable socio-economic development at the grass root level.

This strategic plan is as a result of an intensive participatory process. The Plan takes into

account new mandate of the Board under the NG-CDF Act, 2015 and aligns to Kenya’s

development agenda as outlined in Kenya Vision 2030 and its MTP II, among other policy

documents.

I am glad to note that the performance of NG-CDF over the years has been significantly

successful and wish to commend the management and all stakeholders for this worthwhile

achievement. In the 13 years of its existence, the government has allocated close to Kshs.

207.18 billion to the Fund. That allocation has contributed significantly to improvement of

standards of life in various constituencies.

Through efficient management of the Fund, various sectors have performed well particularly

education through bursaries and infrastructure development. This has led to high number of

mixed day secondary schools which enhance access to education especially the transition

from primary to secondary schools and students retention.

This Plan provides the strategic direction for the next five years by identifying measures

which will support realisation of the Board’s Vision. It assesses the Board’s strengths,

weaknesses, threats and opportunities and identifies strategic objectives that culminate into a

series of strategic activities that we believe will help the Board in realising its Mission. The

NG-CDF Board Strategic Plan: 2016/17 -2020/21 vi

Board therefore, considers this Plan as its accountability statement to the people of Kenya on

strategies it desires to implement in the execution of its mandate.

The demand for and expectations of citizens across the country is high in regard to the

National Government support in provision of services aimed at improving their living

standards. Hence, the Plan lays the foundation of promoting equitable socio-economic

development and poverty reduction at the grassroots level in tandem with the aspirations of

the Kenya Vision 2030, it’s Medium Terms Plans, and the global development agenda,

currently being pursued through the Sustainable Development Goals.

However, it should be noted that the NG-CDF Act, 2015 brought about a significant

paradigm shift by focusing projects to National Government functions as outlined in the

Fourth Schedule of the Constitution of Kenya.

I wish to call upon all stakeholders, well-wishers and friends to support the Board during the

implementation of this Strategic Plan. Their continued support and commitment to the cause

of enhancing development at the grass root through technical expertise and ownership shall

remain important ingredients in fulfillment of the NG-CDF Board mandates.

This is the right time for each one of us to translate this strategy into action for tangible

results.

Hon. Elias P. Mbau

CHAIRMAN, NATIONAL GOVERNMENT CONSTITUENCIES DEVELOPMENT FUND BOARD

NG-CDF Board Strategic Plan: 2016/17 -2020/21 vii

ACKNOWLEDGEMENT

On behalf of the Board, I wish to express my sincere gratitude to all those who provided

necessary support in the preparation of this Strategic Plan.

I particularly wish to humbly recognise the guidance and policy direction provided by our

Cabinet Secretary, the Honourable Mwangi Kiunjuri, MGH, and the Principal Secretary for

Planning and Statistics Mr. Saitoti Torome during the entire planning process.

The Plan preparation process also benefitted immensely from strategic direction provided by

the Board of Directors led by the Chairman, Honourable Elias P. Mbau, and members of the

Board, namely: Mr. Joseph N. Mukui, Mr. Kennedy Ondieki, Ms. Mumbi Mahinda and Mr.

Robert Masese. Our appreciation also goes to members of the National Assembly Select

Committee on the NG-CDF, led by the chairman Hon. Moses Lessonet for their invaluable

input, without which the plan would not be deemed complete.

Likewise, I hail the central role played by the Board Secretariat, especially the Heads of

Department who tirelessly researched and provided required information necessary for

compilation of the Strategic Plan. Special acknowledgement goes to the technical team drawn

from key officers of the Board, the Ministry of Devolution and Planning and other pertinent

Agencies led by Mr. Raphael N. Nduati and Mr. Benson K. Kimani who spent many hours

and dedicatedly provided necessary technical input that resulted in the successful compilation

of the plan. This team whose membership included Prof. Karanja Njoroge, Mr. Gilbert

Mwalili, Mr. Leonard Obidha, Ms. Elizabeth T. Kitundu, Ms. Ann M. Mulea, Mr. Simon M.

Ndweka, Mr. Jackton O. Ojow, Mr. Patrick Macharia, Mr. George Ngige, Mr. Stephen

Mbogo, Mr. Martin Kinyua, Mr. Samuel Kimote, Mr. Eric Kiilu, Mr. Richard Chege, Ms.

Winnie Nkirote and Caroline M. Muli was responsible for collating diverse information and

compiling the ultimate edited version of the Plan.

Finally, I take this opportunity to recognise and appreciate all other individuals and

organisations not listed herein, but whose contribution was instrumental in formulating this

Strategic Plan to completion.

Yusuf Mbuno

Ag. Chief Executive Officer

NG-CDF Board Strategic Plan: 2016/17 -2020/21 viii

EXECUTIVE SUMMARY

The National Government Constituencies Development Fund (NG-CDF) formerly

Constituencies Development Fund (CDF), is a fund established in 2003 through an Act of

Parliament, the CDF Act, 2003. The Act was later reviewed by the CDF (Amendment) Act

2007, and repealed by CDF Act, 2013 which was subsequently succeeded by the current NG-

CDF Act, 2015.

The main purpose of the Fund is to enhance infrastructural and socio-economic development

at the grass root level in order to reduce poverty by dedicating a minimum of two and half per

cent (2.5%) of all National Government’s share of annual revenue towards community

projects identified at constituency level.

This is the Second Strategic Plan and builds on progress of the first Strategic Plan (2010-

2014) and is aligned to Vision 2030, Second Medium Term Plan (MTP II), NG-CDF Act

2015, the Constitution, Sustainable Development Goals, Code of Governance for State

Corporations (Mwongozo) and other relevant development policies.

In formulating this Plan, the performance of NG-CDF was reviewed outlining key

achievements, challenges and lessons learnt. The assessment of both external and internal

operating environment was undertaken. This involved undertaking strengths, weaknesses,

opportunities and threats (SWOT) to determine what was feasible in the political, economic,

social, technological, environmental and legal (PESTEL) setting. A further analysis of

stakeholders who have a bearing in the effectiveness of the fund was done. The results of the

SWOT, PESTEL and stakeholders analysis facilitated the formulation of Vision, Mission and

Strategic Issues.

The Board derives its mandate from the NG-CDF Act of 2015 which include to;

a. Consider project proposals submitted from various constituencies in accordance

with the Act, approve for funding those project proposals that are consistent with

the Act and send funds to the respective constituency fund account with respect to

the approved projects;

b. Ensure timely and efficient disbursement of funds to every constituency;

c. Ensure efficient management of the Fund;

d. Co-ordinate the implementation of projects at the inter-constituency level;

e. Receive and address complaints that may arise from the implementation of the

Act;

f. Encourage best practices in the implementation of projects;

g. Administer the funds and assets of the Board in such manner and for such purpose

as shall promote the best interest of the Board in accordance with the Act to

ensure efficient management of the Fund; and

NG-CDF Board Strategic Plan: 2016/17 -2020/21 ix

h. Perform such other duties as the Board may deem necessary from time to time for

the proper management of the Fund.

The Board’s Vision is “Equitable socio-economic development countrywide” and Mission

Statement is “To provide leadership and policy direction for effective and efficient

management of the Fund”.

In recognition of the Vision and Mission Statement the Board is committed to the ideals of

Transparency & Accountability; Professionalism & Integrity; Commitment & Teamwork;

Neutrality & Objectivity; Timeliness & Excellence and Advocacy for Citizens participation.

The Board identified five strategic objectives that have to be achieved for successful

implementation of this Plan. These are to;

Improve the operational efficiency and effectiveness;

Strengthen institutional capacity;

Ensure efficient and effective project management;

Enhance good governance; and

Promote effective communication and appropriate partnerships.

The success of implementation of this strategic plan will depend on how effectively the

planned activities and outputs are continuously monitored and the outcomes periodically

evaluated. In that regard, a monitoring and evaluation mechanism has been put in place that

clearly links the strategic objectives, outputs and outcomes.

This Plan is presented in five (5) chapters. The first provides an insight into the historical

background of the Board, its mandate as well as functions. It also gives the methodology and

rationale for preparing this Plan. Chapter Two describes NG-CDF linkage with Kenya’s

development agenda and the role it plays in overall development of the country and analyses

the regional and global context.

Chapter Three presents the situational analysis which highlights the key achievements of the

Board and a detailed analysis of the key internal and external issues currently facing the

organisation. These include SWOT, PESTEL and Stakeholder analysis. The chapter also

outlines the challenges faced in the implementation of the previous Strategic Plan and the

lessons learnt.

Chapter Four describes the five (5) key strategic issues and objectives as well as strategies

that the Board will employ during the implementation period while Chapter five (5) deals

with implementation, monitoring and evaluation of the Plan. It highlights the Board’s

structure, human resource capacity and needs, resource mobilization, risk management

strategy, monitoring and evaluation framework. There is also a detailed annex that contains

the Plan’s implementation matrix.

NG-CDF Board Strategic Plan: 2016/17 -2020/21 1

CHAPTER ONE

INTRODUCTION

1.0 Background

The National Government Constituencies Development Fund (NG-CDF) (hereafter referred

to as the Fund) formerly Constituencies Development Fund (CDF), is a fund established in

2003 through an Act of Parliament, the Constituencies Development Fund Act, 2003. The

Act was later reviewed through the enactment of the CDF (Amendment) Act 2007, and

repealed through CDF Act, 2013. The later was subsequently succeeded by the current NG-

CDF Act, 2015. The Fund is domiciled within the ministry in charge of national economic

policy and planning, currently the Ministry of Devolution and Planning. The main purpose of

the Fund is to enhance infrastructural and socio-economic development at the constituency

level in order to reduce poverty by dedicating a minimum of two and half per cent (2.5%) of

the National Government’s share of annual revenue towards projects identified at

constituency level by the communities.

Poverty remains one of Kenya’s major development challenges, which puts pressure on the

limited resources leading to environmental degradation, insecurity, low economic activities,

illiteracy and poor health. All these tend to slow down the economic growth culminating into

high poverty levels. According to the Small Area Estimates Study 2014, 45.2 per cent of

Kenya population lives below the poverty line. However, progress has been realized over the

last two decades. For instance, in 1990 the proportion of people living below poverty line was

48 per cent which rose to 56 per cent in 2001 before declining to 45.9 in 2006 and then 45.2

in 2014. However, the goal one target for MDGs goal one was to reduce by half the

populace living below poverty line by the year 2015.

While this is the situation nationally, there is much more disparities between and within the

constituencies. The percentage of people living below poverty line per constituency ranges

from a low of 10.3 per cent in Embakasi West to a high of 93.1 per cent in Turkana East.

Distribution of poverty profiles indicates that most of the poor people in the country live in

rural areas compared with those in urban centres. Rural and urban poverty levels are at 51

and 33 per cent respectively and therefore the need for a more focused approach towards

poverty reduction at the grass roots. This forms the basis for NG-CDF interventions.


The Fund is managed by the National Government Constituencies Development Fund Board,

which is a body corporate with perpetual succession and common seal. The Board operates at

national comprises of the Board of Directors and a Secretariat.

1.1 Composition of the Board

The Board of Directors is comprised of;

i. The Principal Secretary in the Ministry for the time being responsible for matters

relating to national economic policy and planning or a designated alternate;

ii. The Principal Secretary in the Ministry for the time being responsible for matters

relating to finance or a designated alternate;

iii. The Principal Secretary in the Ministry responsible for matters relating to education or

a designated alternate;

iv. The Attorney General or a designated alternate not being below the level of Senior

State Counsel;

v. Five other persons, three of whom must be of the opposite gender and at least one

being a person with disability, qualified in matters relating to finance, accounting,

engineering, economics, community development, public affairs, project management

or law appointed by the Cabinet Secretary with the approval of the National Assembly

; and

vi. The Chief Executive Officer (CEO) who is an ex officio member.

1.2 Mandate and Functions of the Board

The Board derives its mandate from the NG-CDF Act of 2015. Specifically, the functions of

the Board are:

a) consider project proposals submitted from various constituencies in accordance with

the Act, approve for funding those projects proposals that are consistent with the Act

and send funds to the respective constituency fund account with respect to the

approved projects;

b) ensure timely and efficient disbursement of funds to every constituency;

c) ensure efficient management of the Fund;

d) co-ordinate the implementation of projects at the inter-constituency level;

e) receive and address complaints that may arise from the implementation of the Act;

f) encourage best practices in the implementation of projects;


g) administer the funds and assets of the Board in such manner and for such purpose as

shall promote the best interest of the Board in accordance with the Act to ensure

efficient management of the Fund; and

h) Perform such other duties as the Board may deem necessary from time to time for the

proper management of the Fund.

1.3 Rationale for Preparation of Strategic Plan

Preparation of strategic plans is in conformity with the Government’s reform agenda and

commitment to improve service delivery through Result Based Management (RBM) tools.

The Board embraced the concept of strategic planning in 2010 with its first strategic plan

covering the period 2010-2014.

This is the second Strategic Plan for the Board covering a five years period from 2016/17 to

2020/21 Financial Years. The Plan is aligned to the Kenya Vision 2030, Second Medium

Term Plan (MTP II) and other relevant polices with the main purpose of reducing poverty at

the grass root level.

The Plan builds on and learns from past gains and challenges and seeks to chart a strategic

direction in ensuring a coordinated, efficient, effective and consultative approach in the

administration of NG-CDF. It provides specific timelines within which the activities are to be

completed. The strategies and activities provide ground for resource mobilization, utilization,

monitoring, evaluation and reporting.

1.4 The Strategic Planning Methodology

The Board Strategic Plan 2016/17 - 2020/21 is as a result of an intense internal and external

consultation and draws deeply from participatory and direct engagement with the Board’s key

stakeholders including Non-Governmental Organisations (NGO) and special interest groups.

The consultative workshops also involved members of the Board and the secretariat, field

officers and representatives of NG-CDFCs. In addition, the relevant Ministries

Departments and Agencies (MDA) were consulted including the Ministries of Devolution

& Planning and Education, Science & Technology.


In preparation of the plan, consideration also given to among others, six major developments

that impact on the mandate of the Board. These are:

i. Enactment of NG-CDF Act 2015;

ii. Strategic Plans of key Ministries, Departments and Agencies including Ministries of

Education, Science & Technology and Interior & Coordination of National

Government;

iii. The start of a new planning cycle for the government that saw the formulation of

Second Medium Term Plan of Kenya Vision 2030;

iv. Sustainable Development Goals;

v. The Constitution of Kenya; and

vi. Code of Governance for State Corporations (Mwongozo).

Arising from this process, the Board was able to redefine its new direction to ensure that it

remains focused, effective and efficient in managing the Fund.

1.5 Organisation of the Strategic Plan

This Plan is made up of five (5) chapters. Chapter One is an introduction and gives

background information on the history of the Board, its mandate as well as functions. It also

gives the rationale and the methodology for preparation of this Plan. Chapter Two describes

NG-CDF linkage with Kenya’s development agenda and the role it plays in overall

development of the country. The regional and global context is also analysed. Furthermore,

the chapter highlights the current national, regional and global challenges that have a bearing

on the operations of the Board.

Chapter Three presents the situational analysis. It starts with a brief overview of the key

achievements of the Board, and then maps out a detailed analysis of the key internal and

external issues currently facing the organisation through SWOT, PESTEL and Stakeholder

instruments. The chapter also outlines the challenges faced in the implementation of the

previous Strategic Plan and the lessons learnt.

Chapter Four discusses the strategic model that the Board has adopted in delivery of this

Plan. It spells out the Board’s Vision, Mission and Core Values. The chapter also highlights


the identified strategic issues and objectives as well the strategies the Board will employ

during the Plan period.

Chapter five deals with implementation, monitoring and evaluation of the Plan. It highlights

the Board’s structure, human resource capacity and needs, resource mobilization, risk

management strategy, monitoring and evaluation framework.

The Plan also contains a detailed annex of the implementation matrix.


CHAPTER TWO:

LINKAGE WITH KENYA’S DEVELOPMENT AGENDA

2.0 Introduction

This chapter presents the linkage of the NG-CDF with the national development agenda as

guided by the country’s long term blue print, Vision 2030, Second Medium Term Plan,

Constitution of Kenya and other policy documents aimed at steering growth and development

in the country. It also reviews at Kenya’s alignment with regional and global initiatives as

well as the role of the NG-CDF in the development agenda.

2.1 The Kenya Vision 2030 and the Medium Term Plans

Vision 2030 aims at transforming Kenya into ‘a newly industrializing, middle income

country, providing a high quality of life to all citizens in a clean and secure environment’ by

the year 2030. The delivery of the Vision is driven by a series of successive five-year

Medium Term Plans, with the first plan (MTP I) having been implemented from 2008 to

2012. Currently, the country is implementing the Second Medium Term Plan which runs

from 2013 to 2017.

The Vision is anchored on three pillars which are supported by the Foundations/Enablers as

analysed below.

Foundations/Enablers: Several sectors have been identified under foundations/enablers

whose implementation will enable realization of the objectives and targets of Vision 2030’s

MTP II. Those relevant to the Board’s operations include: Infrastructure; Information

Communication & Technology; Science, Technology and Innovation; Labour and

Employment; National Values and Ethics; Ending Drought Emergencies; and Security, Peace

Building & Conflict Resolution.

The Economic Pillar: The government identified six priority sectors with high potential of

spurring the country’s economic growth and development. These sectors will contribute

towards pushing the economy up the value chain. These are Tourism; Agriculture, Livestock

& Fisheries; Trade; Manufacturing; Business Process Outsourcing (BPO)/ IT Enabled

Services; Financial Services; and Oil & Other Mineral Resources.


The Social Pillar: The government commits contribute towards prosperity and building a

just and cohesive society that enjoys equitable social development in a clean and secure

environment. The Pillar focuses on Education and Training; Health; Environment, Water and

Sanitation; Population, Urbanization and Housing; Gender, Youth &Vulnerable Groups; and

Sports, Culture & Arts.

The Political Pillar: Under this pillar, the government commits to transform the country into

an issue-based, people-centred, results-oriented and accountable democratic political system.

The pillar focuses on two sectors Devolution and Governance & the Rule of Law.

Despite the achievements made during the MTP I, Kenya still faces significant development

challenges which need to be addressed during the MTP II period. These include:

a) High levels of unemployment and poverty whereby the last published rate of

unemployment by the Kenya National Bureau of Statistics was 12.7 per cent based on

the 2005/6 Kenya Integrated Household Budget Survey. Recent estimates by non-

Bureau sources puts the youth unemployment rate at 25 per cent which suggest that

over the last eight year unemployment doubled;

b) A rapid population growth rate, proliferation of informal settlements, governance

problems and insecurity;

c) Major economic and social disparities across regions of the country;

d) Threats emanating from climate change;

e) High dependence on rain-fed agriculture and low agricultural productivity;

f) Slow structural transformation exemplified by low and declining share of

manufacturing to gross domestic product (GDP) and low share of export to GDP;

g) Narrow range of exports and the slow growth in their value compared to the growth of

imports;

h) Upsurge in non-communicable diseases across the country and global pandemics;

i) High energy costs:

j) High costs of finance;

k) Low domestic savings and investments; and

l) Low per-capita income.

The NG-CDF will support National Government initiatives aimed at addressing the above

challenges.


2.2 Regional and Global Initiatives

Kenya has always endeavored to align its development priorities to the regional and global

development initiatives. On the regional front, policies and initiatives particularly guiding the

East African Economic integration process have greatly influenced the direction the country

has taken in the recent past in moving its development agenda forward. Others include the

African Union and the initiative through the Inter-Governmental Authority on Development

(IGAD).

In the global context, United Nations General Assembly adopted Sustainable Development

Goals (SDGs) in September 2015 succeeding the Millennium Development Goals. SDGs are

an intergovernmental agreed set of goals relating to international development set to be

achieved by the year 2030. The SDGs comprise of 17 goals with 169 targets covering a broad

range of sustainable development issues, among them, ending poverty, ensuring zero hunger,

good health and well-being, quality education, gender equality, peace, justice and strong

institutions.

Following the country’s commitment to pursue the SDGs, the Board has strategically

positioned itself with a view to playing a significant role towards the achievement of the

agreed goals.

In pursuing the SDGs, Climate Change is expected to continue impacting negatively on the

progress made by countries globally. Kenya, like most other developing countries, currently

faces serious challenges emanating from the effects of climate change. These are manifested

in many forms, such as, disasters that include drought, floods and disease outbreaks. Such

disasters usually lead to disruption of the normal functioning of various communities

resulting to widespread human losses.

In the absence of an overall national policy on disaster management, the preparedness and

response efforts by the affected communities have in most cases been uncoordinated and thus

largely ineffective. Worse still, resources earmarked for development-related activities get

diverted to activities aimed at addressing emergencies resulting from disasters and other

effects of climate change. In addition, requests for social support by various affected


communities and individuals mount pressure on the government funded initiatives including

NG-CDF.

This state of affairs is however set to change following the coming into play of the Paris

Agreement, on the reduction of climate change by 196 state states.

2.3 Kenya’s Development Agenda

NG-CDF projects mainly falls under the social pillar through its functions also contribute to

the other two pillars and the enablers of Vision 2030. The Board will endeavour to

supplement the National government functions at constituency level as provided for by the

Constitution.

Under the social pillar, the Fund supplements the government’s effort towards access to

education through infrastructure development (primary & secondary schools, tertiary and

special need institutions) and provision of bursaries. It also provides resources for social

security among other initiatives.

In support of the economic pillar, the Fund supports the endeavour to move Kenya’s

economy up the value chain through funding projects aimed at improving infrastructure in the

priority sectors.

Further, the Board undertakes to promote democracy and public participation in project

identification, implementation and monitoring. Towards this end, deliberate effort shall be

made to ensure key stakeholders are engaged in a democratic and acceptable process. The

Board also promotes transparency and accountability in all its operations.

In addition the Board implements government’s affirmative action initiatives as may be

appropriate. In particular, the Board will encourage adherence to the requirement of setting

aside at least 30 per cent of its procurement budget towards supporting youth, women and

PWDs under the Access to Government Procurement Opportunities (AGPO) policy. The

Board will also mainstream disability by ensuring at least five per cent of recruitments are

reserved for PWDs and all its physical facilities are accessible by PWDs. Other NG-CDF


programmes include sports and environmental activities geared towards nurturing youth

talents and environmental sustainability respectively.

In order to address emergencies and other disasters, the Fund has made a provision of five per

cent of the allocation to fund projects that are of emergency in nature. The Board will adopt

strategies to strengthen capacities of NG-CDFCs on Community Managed Disaster Risk

Reduction (CMDRR) and disaster preparedness with a view to building of resilience to

disasters within the context of sustainable development and poverty reduction.


CHAPTER THREE:

SITUATION ANALYSIS

3.0 Introduction

This chapter presents a review of the Board’s past performance as well as the previous

strategic plan including challenges and lessons learnt. It also provides an insight into the

operating environment and conditions under which the Board undertakes its operations and

how they influence its performance. This involves assessing internal strengths and

weaknesses to ascertain the capabilities of the Board, as well as assessing external

opportunities and threats. In addition, a Political, Economic, Social, Technological,

Environmental and Legal (PESTEL) analysis was done to assess how the parameters affects

implementation of this Strategic Plan. It also maps out key stakeholders and their

expectations.

3.1 Past Performance of the Board

The performance of the Board in the past 13 years in terms of delivering its core mandate has

been remarkable. One of the key mandates of the Board is to ensure timely and efficient

disbursement of funds to all the constituencies. By 2015/16, the government had allocated

Kshs. 207.18 billion to the Fund for development programmes. The allocation has been

increasing steadily from Kshs. 1.3 billion in 2003/04 to Kshs. 35.2 billion in 2015/16

financial year as shown in figure 3-1.

Figure 3-1: Annual allocation of funds 2003/04 – 2015/16

1.3

5.67.2

10.0 10.1 10.112.3

14.3

23.021.8

23.1

33.235.2

0.0

5.0

10.0

15.0

20.0

25.0

30.0

35.0

40.0

KSH

S. IN

BIL

LIO

NS

FINANCIAL YEAR

Funds allocation to NG-CDF since inception

CDFAllocationTrend

Source: NG-CDF


These allocations have supported the Board’s operations including disbursements to

constituencies to facilitate implementation of projects and programmes aimed at improving

socio-economic wellbeing of communities at grassroots level. Since 2003/04, the Fund

supported projects mainly in the areas of education, health, agriculture, roads, security, water,

sanitation, environment and sports. However, the NG-CDF Act 2015 introduces a major shift

in the scope of projects eligible for funding. Under this Act only projects falling within the

functions of the National Government as outlined in the Constitution of Kenya will be

funded. This effectively means that moving forward, the Fund will concentrate primarily on

education, security, sports, environment sectors and other national government residual

functions.

The Fund allocation to the constituencies per sector is as shown by Figure 3-2, expressed in

percentage and explained thereafter.

Figure 3-2: Allocation per Sector, 2003/4 – 2015/16

Education 51%

Water 9%

Health 7%

Roads/Bridges 7%

Emergency 5%

Security 3%

Agriculture 1%

Environment 1%

Sports 1%

Others 9%

Administration 6%


Source: NG-CDF

3.1.1 Education sector

The total allocation to projects in the Education Sector from 2003/2004 to 2015/2016

financial year was Kshs.97.4 billion which translates to 50.9 per cent of the total allocation of

funds to constituencies. Out of the total allocation to the education sector, 75 per cent of the

funds were utilized for construction/renovation of physical infrastructure, while 25 per cent

(Kshs. 24.2 billion) was awarded as bursary to the needy and bright students in schools and

tertiary institutions.

Physical infrastructure included construction or renovation of libraries, classrooms,

laboratories, dormitories, kitchen, latrines, water tanks, buying of desks and equipping of

laboratories and libraries. Funding education has contributed to improved enrolment,

retention and transition rates while reducing the burden of education for low income families.

The NG-CDF has been credited with the high number of mixed day secondary schools started

in the last ten years that have enhanced access to secondary school education mostly among

the rural population.

The 25 per cent disbursed as bursary funds to schools and tertiary institutions has provided

access to education for needy students thus increasing transition rate from primary to

secondary schools and to technical institutions. This complemented the free primary and the

subsidized secondary education towards Education for All (EFA).

3.1.2 Water sector

Projects in water sector were funded to the tune of Kshs. 16.2 billion from the financial years

2003/2004 to 2015/2016. This translates to 8.5 per cent of the total allocation to the

constituencies. The funds in the water sector were largely invested in the provision and

supply of water through the drilling of boreholes, digging of shallow wells, scooping of water

pans, construction of dams, construction and purchase of water tanks and extension of the

water lines. This has led to:

Improved access to potable and reliable water for domestic use and livestock;

Reduction of distance and time taken in fetching water, thus freeing time for other

economic activities, more so for women; and


Reduction in water borne diseases leading to improved human health and reduction in

medication expenses.

3.1.3 Health Sector

From 2003/2004 to 2015/2016 financial years projects in the health sector were allocated

Kshs. 13.5 billion, translating to 7.1 per cent of the total allocation to the constituencies. The

funds were largely utilized for construction and renovation of physical facilities such as

hospitals, health centres, dispensaries, maternity wards and staff houses. These contributed to

increased access to health services as well as reduction in child mortality rate.

3.1.4 Roads Sector

Projects in the road sector were funded to the tune of Kshs. 13 billion from 2003/2004 to

2015/2016 financial years, translating to 6.8 per cent of the total allocation to the

constituencies. The funds were mainly used to open up new roads and improvement of the

existing roads. One of the major impact of road sector projects has been ensuring timely

delivery of farm produce to the markets and access to inputs thus contributing to food

security and creation of local employment hence spurring economic growth.

3.1.5 Security Sector

The projects in the sector were allocated Kshs. 5.8 billion for the security related projects

from 2003/2004 to 2015/2016 financial years, translating to 3.1 per cent of the total

allocation. The funds were used for construction or renovation of national government

administration offices, police stations, police posts and houses. This provided an enabling

working environment that led to improved security throughout the country among other

impacts.

3.1.6 Emergency

The Board allocated a total of Kshs. 9.3 to cater for emergency projects from 2003/04 to

2015/16 which is equivalent to five per cent. The emergency kitty catered for projects that

could not be foreseen at the planning stage.

3.1.7 Other


Projects in other sectors including sports (1.1%), environment (1%), and agriculture (1.2%)

received Kshs. 6.1 billion within the period 2003/2004 and 2015/2016 financial years. The

funds were used on projects ranging from construction of cattle dips, purchasing of fishing

equipment, installation of fish cooling plants to construction of public landing beaches as

well as improvement of the existing markets and stalls. Further it was used to organise sports

tournaments and environment activities. This has brought about improved agriculture

production; promotion of sports; and environmental conservation.

3.2 Review of the Previous Strategic Plan 2010 – 2014

During the 2010-2014 period, the Board:

a. Approved project proposals worth Kshs. 134.2 billion from the constituencies during

the five year plan period;

b. Aligned operations of the Fund to Constitution of Kenya through enactment of NG-

CDF Act 2015;

c. Progressively issued policies and guidelines towards operationalization of the

pertinent Acts;

d. Equipped 290 constituency offices with ICT equipment for improved service delivery;

e. Adopted the performance contracting and appraisal system as management tools and

cascaded them to the constituencies in line with the public sector reforms;

f. Recruited additional staff for efficient and effective management of the Board’s

activities including field services as well as conducting continuous capacity building

of staff.

g. Adopted Integrated Financial Management System in procurement (IFMIS);

h. Installed voice over Internet Protocol (V.O.I.P.) system in nine regional offices;

i. Automated Board activities through the implementation of e-Board system;

j. Implemented the ISO 9001:2008 quality management system, which has improved

internal business processes for efficient service delivery;

k. Carried out Organisational risk assessment and formulated risk management strategy;

l. Facilitated capacity building of the youth through internship and industrial

attachment;

m. Developed and implemented a service delivery charter and a communication strategy

that led to improved service delivery and brand visibility;


n. Adopted the International Public Sector Accounting Standards (IPSAS) financial

reporting system; and

o. Established and operationalised a monitoring and evaluation unit.

3.3 Challenges Faced During the Implementation of Previous Plan

Despite the various successes, the Board faced a number of challenges during the period

including;

Transition to devolved system: The coming into being of two levels of government has

ushered in immense opportunities and challenges, which need to be handled with care if

Kenya is to sustain its aspiration of becoming a middle income country. The major

opportunity is role of the citizens in decision making on development matters. The challenges

include aligning the CDF Act to the constitution leading to several litigations that negatively

affect the Board’s operations.

The misunderstanding of the roles of the National and County governments has also affected

the technical support available to NG-CDF projects leading impairment of projects

implementation.

Fluctuating Economic Growth: Despite the country attaining lower-middle income

economy status in 2014, there are several challenges which must be addressed to achieve

Vision 2030. The economy registered a growth rate of 5.6 per cent in 2015, which was higher

than 5.3 per cent recorded in 2014 but lower than the 5.7 per cent in 2013. The growth rate of

the economy has however been below the 10 per cent annual target under Vision 2030 .

The performance of the Kenyan economy to some extent depends on the global economic

factors making it vulnerable to global shocks such as financial crisis and commodity price

fluctuations. For instance, the global economic growth declined to 3.1 per cent in 2015 from

3.4 per cent in 2014.

This fluctuating performance of the economy has a direct impact on the amount of revenue

collected in the country and this has a ripple effect on funds available to the Fund for use in

development of constituencies.


Other challenges include:

a. high population growth rate increasing the demand for the scarce resources available;

b. Low absorption of funds by NG-CDFCs and PMCs;

c. Overlaps and duplication of interventions;

d. Inadequate technical support from line due to capacity constraints;

e. Weak partnerships with stakeholders in co-funding of projects and programmes;

f. Negative publicity and perceptions;

g. Little involvement of youth in projects conceptualization; and

h. Non-compliance by some NG-CDFCs in labelling and branding of projects.

3.4 Lessons Learnt from Previous Plan Implementation

The implementation of Strategic Plan 2010-2014 provided very insightful lessons to the

Board which will inform the implementation of this strategic plan. Particularly it was learnt

that:

i. Community participation enhances project ownership and sustainability;

ii. Allocation of sufficient funds to a few well-targeted projects helps realize optimal

benefits as compared to thinly spreading of funds to many projects or phased allocation of

funds;

iii. There is need for better coordination mechanisms between various implementing

agencies to avoid overlaps and duplication of interventions;

iv. Commitment by top management and key stakeholders is a very significant factor in the

realization of the set objectives;

v. Continuous capacity building improves the skills and competence of the programme

implementers;

vi. Since most of the constituencies allocate a large proportion of their funds towards

education projects, there is need for greater partnership with stakeholders in the education

sector in order to avoid duplication and overlaps;

vii. Use of well-organised community institutions, in our case NG-CDFCs and PMCs, is key

in successful implementation of government funded projects and programmes;

viii. Youth participation in projects identification and implementation depends on whether

they are income generating projects or not; and


ix. Political goodwill and community support are important for enhanced ownership and

sustainability of the projects undertaken through NG-CDF.

3.5 SWOT Analysis

In an effort to understand and effectively manage the internal and external environment in

which Board operates in, an analysis was conducted to identify Strengths, Weaknesses,

Opportunities and Threats (SWOT) of the Board. This involved detailed review of internal

and external environment, which the institution needs to acknowledge and address to meet

current and future needs. These are presented in table 3-1.

Table 3-1: SWOT Analysis

Strengths Weaknesses

1. The Legislative establishment of

NG-CDF through an Act of

Parliament;

2. Well established management

structure (NASC, Ministry of

Devolution and Planning, NG-CDF

Board, NG-CDFCs, and PMCs);

3. Competitive nomination of NG-

CDFC members;

4. Community involvement in project

identification, implementation and

maintenance;

5. Qualified and committed staff; and

6. Capacity to follow up on projects

implementation through NG-CDFCs

and PMCs.

1. Inadequate office space to allow

effective operations;

2. Inadequate human resource capacity

to deliver the mandate effectively;

3. Delay in 0filling of substantive

vacant posts;

4. Weak linkage with relevant

government technical officers which

slows down implementation of

projects;

5. Inadequate allocation of funds to

projects leading to long completion

period;

6. Low capacity of NG-CDFCs and

PMC in procurement, M&E, spatial

planning and other areas;

7. Weak accounting framework from

constituencies;

8. Inadequate database covering PMC

accounts, project completion dates


Strengths Weaknesses

and other operations;

9. Slow automation and adoption of

ICT innovations;

10. Lack of standardized project costs

across the country and

11. Governance challenges.

Opportunities Threats

1. Reliable source of funds from

National Government;

2. Well organised PMCs to implement

projects;

3. Linkage to key government

development plans and strategies;

4. Existence National Government

institutions and agencies;

5. Well placed NG-CDF structures at

every constituency which can serve

as an agent of implementing other

interventions e.g ESP;

6. Insatiable need for pro-poor projects;

7. Availability of labour/materials/land

from local communities making it

possible to locally source services

and contracts;

8. Enabling Legal framework;

9. Existence of National Assembly for

legislative role and regular review of

NG-CDF Act;

10. Political goodwill from Members of

National Assembly;

1. External political interferences;

2. Litigations challenging the existence

of the Fund;

3. Conflict of interests from some

stakeholders;

4. Negative publicity and perceptions;

5. Occurrence of drought, floods,

winds and other disasters which is

aggravated by climate change;

6. Insecurity in parts of the country;

7. External economic shocks;

8. Growing demand and expectations

for services from the population;

9. Transitional challenges between the

two levels of government and also

between NG-CDFCs leadership;

10. Inadequate coordination of projects

between County, NG-CDF, parent

association and other development

partners leads to project duplication

and double funding;

11. Delayed and irregular disbursement

of funds;


Opportunities Threats

11. Acceptability by citizens and

stakeholders;

12. Residual and concurrent functions of

the National Government;

13. Rich talent especially among the

youth; and

14. Demographic dividend from the high

and vibrant youth population.

12. Abandonment of incomplete

projects; and

13. Lack of fully constituted Board of

Directors

3.6 PESTEL Analysis

A broad review of Political, Economic, Social, Technological, Environmental and Legal

(PESTEL) within which the Board operates in was undertaken. The analysis assessed the

factors that either support or impede the process of implementing the Strategic Plan as shown

in table 3-2.

Table 3-2: PESTEL Analysis

Category Issue Description

Political Political goodwill The members of national assembly have been

important stakeholders of NG-CDF since its

inception in 2003 with the funds being allocated in

all the constituencies in the country.

The political dispensation has a strong leadership

committed to a strong public service transformation

for efficient and effective service delivery to the

citizenry especially in poverty reduction

Governance and

corruption

Poor governance and corruption allegations in the

management of NG-CDF present major challenges

which must be addressed if the fund is to realize

optimal accountability.

Regional and

global political

Regional conflicts and terrorism will impact

negatively on Kenya’s performance which



stability necessitates the need to guard herself against any

intrusions.

Economic Economic Status Good performance of the economy and a stable

macroeconomic environment will ensure a steady

growth in revenue collection thereby increasing NG-

CDF allocations.

Kenya Vision 2030 The Vision 2030 and its Medium Term Plans have

provided a foundation for favourable economic,

social and political perfo0rmance.

At the constituency level they are being cascaded

through the Constituency Strategic plans whose

implementation will lead to poverty reduction and

improved economic performance.

High population

growth rate

The high population growth will put pressure on the

demand for projects at the community level.

Goodwill from

development

partners

The Fund continues to enjoy goodwill from

development partners through co-funding of various

initiatives.

Social Low literacy levels This affects the participation of some community

members in identification and management of

projects.

High population

pressure

High population growth has led to overstretching of

education, health and other social amenities. By

extension it affects the competency of PMCs to run

the projects.

High poverty levels

and inequalities

High poverty levels and inequalities across the

country lead to increased demand for social

programmes which if not checked could lead to

social and political unrest.

Mainstreaming of

cross-cutting issues

The Board is committed to ensuring that the PWDs,

youth, gender, AGPO, HIV/AIDS, disaster risk



reduction and environment issues are mainstreamed

in its operations.

Cultural practices

incompatible with

development

Rampant use of small fire arms in cattle rustling and

other acts of inter-ethnic conflicts increases project

risks and slows down development

Technological Access to

Information and

Communications

Technologies

(ICTs)

Adoption of ICT technologies such as shared

services, online availability and automation of core

processes leads to efficient service delivery.

Environmental Climate Change Global warming and climate change have negatively

affected key sectors such as agriculture, forestry,

water and environment. NG-CDF supports

programmes to enhance environmental conservation,

and climate change resilience and mitigation

measures. The Act provides that a constituency can

allocate a maximum of 2 per cent of its allocation

towards environmental activities. Such projects may

include mitigation against floods, landslides,

increasing access to water for agricultural purposes,

tree planting etc.

Green Economy NG-CDF is encouraging energy saving as a green

economy measure.

Legal Alignment with the

constitution

The NG-CDF Act 2015 is aligned to the Constitution

to ensure coordinated and integrated mechanisms

between National and County Governments while

reducing litigations

Continuous review

of NG-CDF Act

The legislature enacted CDF Act in 2003 which it

amended in 2007 and then repealed in 2013. The

2013 Act was succeeded by 2015 due to changing



dynamics. It is expected to keep on being amending

as need arises.

3.7 Stakeholders Analysis

This Strategic Plan takes cognisance of the Board’s many stakeholders and their varied

expectations which the Board intends to meet. The Board in turn has expectations on these

stakeholders which it hopes will be equally met. Table 3-3 below presents a synthesis of the

stakeholders and an analysis of the various expectations.

Table 3-3: Stakeholder Analysis

Stakeholder

Name

NG-CDF Board’s Expectations Stakeholder Expectations

Ministry of

Devolution

and Planning

Policy Direction to NG-CDF;

Release the list of NG-CDF

annual allocation to each

Constituencies;

Approval of NG-CDF Board

Budget

Appointment of Board Members

& CEO; and

Approval of NG-CDF Board

Principal Structure.

Provide timely and accurate

information and reports; and

Accountability and transparency.

The National

Treasury

Provide policy guide in relation

to financial management;

Carry out audit; and

Timely release of funds and

authorization of bank accounts

opening.

Financial reports and

accountability.

Relevant Line

Ministries

To provide sector policies for

NG-CDF Projects; and

To provide technical support for

Provide requisite information;

Cooperation in project conception,

development and implementation


Stakeholder

Name


planning, implementation,

monitoring and evaluation of

projects and book keeping.

for relevance and efficiency.

The National

Assembly

Discuss any matters requiring

approval;

Table annual allocations to

constituencies issued by the

Cabinet Secretary before the

National Assembly;

Deliberate on reports submitted

by the Board through NASC;

Oversee the policy framework,

implementation and legislative

matters that may arise in relation

to the fund ; and

Undertaking necessary

amendment of the Act.

Submit quarterly reports to the

NASC;


information; and

Timely disbursement of funds.

Attorney

General’s

office

To give timely legal opinion

whenever sought ;

Timely facilitation of legislative

and subsidiary instruments; and

Timely appointment of

representative to the Board.

Effective implementation of the

Act, regulations and compliance

with other enabling laws; and

Timely submissions of Board

matters for necessary action.


Stakeholder

Name


NG-CDFCs Facilitate identification and

planning of projects;

Prioritization and approval of

project proposals;

Adequate allocation of funds to

projects;

Implement policies

communicated from the National

Government and the NG-CDF

Board;

Monitoring and Evaluation of

Projects;

Supervision of PMCs;

Submit periodic financial and

project reports to the NG-CDF

Board; and

Preparation of Annual Financial

Statements.

Undertake Monitoring of projects

and capacity Building;

Timely release of annual allocation

table;

Timely and adequate release of

funds;

Timely and accurate

communication;

Develop and disseminate policies;

and

Timely resolution of issues in

regards to administration of the Act.

Projects

Management

Committees

Implement projects through

involvement of technical

officers;

Honour contractual obligations;

Involve community members in

project implementation;

Provide periodic reports to NG-

CDFCs; and

Put in place mechanisms for

sustenance of completed

projects.

Provision of feedback; and

Capacity building.


Stakeholder

Name


Citizens Participation in identification,

planning, implementation and

sustainability of Projects;

Social Audit on NG-CDF

Projects;

Give feedback to the Board;

Provide quality membership and

good leadership in NG-CDFCs

and PMCs; and

Fully involve special interest

groups.

Dissemination of Information;

Proper labelling of NG-CDFC

funded projects;

Accountability from NG-CDFCs

and PMCs;

Expeditious resolution of

complaints; and

Timely response to enquiries and

concerns.

Judiciary/

Director of

Public

Prosecutions/

National

Police Service

Timely disposal of cases

concerning the Fund;

Timely prosecution on matters

concerning NG-CDF; and

Conduct timely investigation and

facilitation of prosecution on

matters concerning NG-CDF.

Provide accurate and sufficient

information whenever required;

Provide necessary reports and suit

papers;

Take administrative action on

matters before the courts; and


matters emanating from

investigation

Ethics and

Anti-

Corruption

Commission

Conduct timely and effective

investigation and facilitate

prosecution on matters

concerning NG-CDF; and

Capacity Building of various

stakeholders on corruption

prevention.

Provide necessary information;


matters emanating from

investigation;

Facilitate capacity building of

various operatives on corruption

prevention; and

Compliance and reporting.


Stakeholder

Name


Commission

on

Administrativ

e Justice

(CAJ)

Undertake timely investigation

on complaints concerning

administrative actions of NG-

CDF; and

Issuance of certificates in regards

to complaints.

Take expeditious action on

complaints;

Timely submission of required

reports; and

Provide timely feedback.

Media Fair, responsible, balanced and

factual reporting on the Board

and the fund;

Sensitize the public on their roles

in NG-CDF;

Provide platform for information

dissemination; and

Creating awareness of the fund

and the Board.

Proactively engage the media for

effective information sharing;


information; and

Sensitize media on relevant NG-

CDF matters.

Non State

Actors (FBOs,

CBOs,

NGOs)

To sensitize the community on

projects implementation; and

Engage the Board and other

stakeholders in conducting

objective social audits.

Provide relevant information; and

Timely resolution of their concerns.

Suppliers and

contractors

Provision quality and

competitively priced goods,

services and works on a timely

basis.

Ensure equal opportunities to all

suppliers and contactors;

Timely response to queries; and

Timely payment for goods, services

and works rendered.

Development

partners

Provision of financial and

technical support to the Board;

and

Partnership in providing

necessary community

Ensure effective platform for

information sharing; and

Regular engagement on NG-CDF

matters.


Stakeholder

Name


interventions.

Board

Employees

Provision of quality services for

efficient management of the

Fund;

Executing the Board’s mission

and mandate and also being the

organisation’s ambassadors to

the public; and

Regular feedback on the Boards

internal processes.

Offer competitive terms of service;

Continuous staff development and

motivation;

Involvement in decision making

through consultations; and

Regular communication and

provision of feedback mechanisms.

Banks Provision of efficient financial

services for effective

management of the fund; and

Provide feedback on areas

requiring further controls and

other concerns.

Give accurate and authentic

instructions; and

Regularly engage banks for effective

financial management.

Office of the

Auditor

General

Timely provision of external

feedback on Board’s operations.

Avail timely and adequate

information/reports; and

Prompt response to management

letters and other enquiries.


CHAPTER FOUR:

THE STRATEGIC MODEL

4.0 Introduction

This chapter spells out the Board’s strategic direction. The chapter outlines key strategic

issues, strategic objectives and strategies identified for effective execution of its mandate. It

also presents the Vision and Mission as well as the core values necessary for attaining the

stated objectives.

4.1 Vision, Mission and Core Values

The Vision, Mission and Core Values of the Board are as stated below:

4.1.1 Vision

Equitable socio-economic development countrywide

4.1.2 Mission Statement

To provide leadership and policy direction for effective and efficient management of the

Fund.

4.1.3 Core Values

The Board’s core values are summarized in figure 4-1 below.

Figure 4-1: Core Values

The Board is committed to teamwork and focus

on achievement of results.

Transparency and

accountability

The organisation is committed to conducting its

operations above board, open to scrutiny and

answerable for its undertakings

Commitment and Teamwork


4.2 Strategic Issues, Objectives and Strategies

In order to deliver on its mandate, the Board has identified five strategic issues that will be

pursued during the Plan period. Table 4-1 below outline the issues with their corresponding

objectives and the strategies.

Table 4-1: Strategic Issues, Objectives and Strategies

STRATEGIC

ISSUE

STRATEGIC

OBJECTIVE

STRATEGIES

Operational

Efficiency

To improve the

operational

efficiency and

effectiveness

Continue Automation of Board’s operations;

Improve performance management;

Implement quality management systems;

Improve accounting systems;

Professionalism and integrity

The Board will strive to ensure its operations

are guided by pertinent code of governance and

universal standards while continuously

building necessary competencies and

upholding moral and ethical principles.

Neutrality and Objectivity

The Board shall ensure impartiality and remain

issue focused in its undertakings

Timeliness and Excellence

The Board will strive to meet and exceed

customers’ expectations by providing prompt

and quality service.

Advocacy for citizen

participation

The Board will continuously root for an all-

inclusive development by engaging

stakeholders in the whole process.


STRATEGIC

ISSUE

STRATEGIC

OBJECTIVE

STRATEGIES

Strengthen planning and research capacity to support

policy formulation and evidence based decision

making;

Strengthen audit and risk management; and

Strengthen disaster responsiveness and management.

Institutional

capacity

To strengthen

institutional

capacity (skills,

numbers and

work

environment)

Streamline the organisational structure;

Develop capacity of staff ; and

Improve work environment.

Project

Management

To ensure

efficient and

effective project

management

Promote public participation in project identification

and implementation;

Promote timely submission and approval of project

proposals;

Promote prioritization of on-going projects in

allocation of Funds;

Improve collaboration with technical officers from

relevant government agencies;

Improve management of transition of NG-CDFCs in

relation to resources and projects; and

Widen projects scope and strengthen collaboration

with MDAs.

Governance To enhance good

governance

Promote openness and accountability in management

of the Fund;

Promote compliance with applicable laws,

regulations and standards;

Adopt transformative leadership; and

Mainstream cross cutting issues and public

participation.


STRATEGIC

ISSUE

STRATEGIC

OBJECTIVE

STRATEGIES

Communication

and Linkages

Promote effective

communication

and appropriate

partnerships

Engage with internal & external stakeholders;

Enhance media relations;

Enhance relations with other Government agencies;

and

Enhance Media monitoring.


CHAPTER FIVE:

IMPLEMENTATION, MONITORING AND EVALUATION

5.0 Introduction

This chapter provides the framework that will enable the Board to execute its mandate along

the identified strategic objectives and strategies. It spells out the structure of the Board, as

well as other key operation areas including staff establishment, resource mobilization, risk

management and monitoring & evaluation.

5.1 Structure of the Board

The implementation of this Plan will depend on full commitment and a strong, visionary and

innovative leadership, at all levels of organisation’s operations. The Board will engage tenets

of good management in order to meet the set targets. The Board will continue addressing

structural issues, capacity building gaps and pursue the appropriate budgetary support for the

effective implementation of the plan. The organisation structure consists of the Board of

Directors and a Secretariat.

5.1.1 The Board of Directors

The Board of Directors (BoD) is the highest decision making organ of the Corporation

responsible for development of policies. The Board provides strategic direction which

ensures that the NG-CDF attains its objectives and fulfills its mandate. The composition of

the BoD is as provided for in the NG-CDF Act, 2015.

The Board has powers to establish committees for effective execution of its functions.

Previously there were five committees. However the Code of Governance for State

Corporations (mwongozo) provides for a maximum of four committees. While forming the

committees, the Board will give due regard to the following thematic areas in line with its

mandate and strategic objectives:

i. Project management;

ii. Research, planning and strategy;

iii. Operational efficiency;

iv. Institutional capacity;

v. Audit & Risk Management;

vi. Complaints handling; and


vii. Enhancement of communication and linkages.

5.1.2 Board Secretariat

The Secretariat is responsible for day to day management of the affairs of the Board through

provision of administrative and technical support in the implementation of Board’s decisions

and directives. The staff members are stationed both at the Headquarters, regional and in the

NG-CDFC offices. The Secretariat is headed by a Chief Executive Officer supported by

heads of department.

Previously the Secretariat was structured into nine departments. However, this Plan proposes

a new structure aimed at ensuring improved operational efficiency in compliance with the

NG-CDF Act, 2015. This comprises of six departments with various mandates as summarized

below:

i. Programmes & Field Services Coordination Department

It ensures overall coordination of programmes, project planning & management, and

field services by providing linkages and support to other departments in the

implementation of programmes both at the Headquarters and field level.

ii. Financial Services Department

The department is responsible for ensuring efficient financial management of the

Fund at both the headquarters and field level. It is responsible for budget preparation

and control as well as development of appropriate financial policies and systems.

iii. Corporate Planning and Strategy Department

The department is responsible for coordination of corporate planning services,

implementation, monitoring and evaluation of the organisation’s strategies. It also

links the Board’s programmes with those of other development agencies as well as

spearheading performance management.

iv. Legal Affairs Department

The department provides legal services and serves as the secretariat to the Board. It

further facilitates resolution of complaints that may arise in the administration of the

Act.


v. Internal Audit Department

The department is responsible for providing reasonable assurance to the Board that

the management control systems, risk management and governance processes are

operating effectively in the organisation. The department reports administratively to

the Chief Executive Officer but operationally to the Board through the Committee

responsible for audit and risk management.

vi. Human Resource Management and Administration Department

The department is responsible for administrative services of the organsation. These services

include human resource management; procurement; information, communication &

technology; corporate affairs & communication; and risk management. In addition, the

department supports the rest of the organisation by availing administrative services. In

carrying out this function, the department is structured into six divisions. Four of the

divisions operationally report to the CEO as outlined below:

a. Procurement Division The division is charged with the responsibility of timely procurement of goods,

services and works on behalf of the Board. In addition, it is charged with formulation,

implementing and monitoring of procurement and disposal plans and further ensures

the adherence to Public Procurement and Disposal act.

b. Information and communication Technology Division

The key objective of the division is to provide departments with appropriate

Information Communication Technology tools to enable them achieve their

objectives. The division provides and maintains the network infrastructure (servers,

computers, network cabling and communications equipment) and applications

(website maintenance, both database and general office applications), as well as

providing technical support to users in the organization.

c. Corporate Affairs and Communication Division

The division is responsible for formulating, implementing, monitoring and execution

of corporate communication strategy to enhance the image of the Board. It oversees

communication strategy, media relations, crisis communication, internal

communications and reputation management.

d. Risk Management Division

The division is the Fund’s advisor in risk management, particularly in areas of

assessment, monitoring and reporting. It has the prime responsibility of advising and

providing assurance to the Board of Directors and the Management team on matters

relating to risk management. The Division is also charged with the responsibility of


driving a risk culture, i.e. leadership, engagement and coordination, within the Fund

on risk matters.


Figure 5-1: Organisation structure of the Board

Key

Board of Directors

Chief Executive Officer

Legal Affairs Department (Corporation Secretary)

Programmes and Field Services Coordination Department (Chief Manager)

1. Field Operations Division (Senior Manager)

2. Monitoring & Evaluation Division (Senior Manager)

Corporate Planning & Strategy Department (Chief Manager)

1. Planning & Performance management Division (Senior Manager)

2. Research & Statistics Division (Senior Manager)

Administration and Human Resource Management Department (Chief Manager)

1. Administration Division (Senior Manager)

2. Human Resource Division (Senior Manager)

1. Procurement Division (Senior Manager)

2. Corporate Affairs and Communication Division (Senior Manager)

3. Information and communication Technology Division (Senior Manager)

4. Risk Management Division (Senior Manager)

Financial Services Department (Chief Manager)

1. Accounts HQ Services Division (Senior Accountant)

2. Accounts Field Services Division (Senior Accountant)

3. Finance Division (Senior Finance officer)

Internal Audit Department (Chief internal Auditor)

Operational relationship

Administrative Relationship


5.2 Staff Establishment

For the Board to achieve its strategic objectives, it is imperative that adequate staff capacity

in terms of numbers, skills and competences be in place. A major strategic focus of this plan

will be to ensure adequate staffing, continuous capacity building and providing the necessary

environment for productive service delivery.

5.3 Resource Mobilization

The Board receives its support mainly from the National Government but will endeavour to

seek partnership with other development partners for the attainment of the Plan objectives.

This will entail putting strategies in place to mobilize resources including finance, human

capital and technological innovations necessary for implementation of the Plan.

5.4 Risk Management

The Board has embarked on implementation of Enterprise Risk Management in line with ISO

31000 Risk Management Standard. Risk Management shall be an integral part in the

achievement of this Plan in order to mitigate the impact of uncertainties.

The Board recognizes the effects of both positive and negative uncertainties in attainment of

its objectives and therefore will adopt an integrated performance and risk-based approach, to

increase the likelihood and impact of positive events and decrease the likelihood and impact

of negative events. This will be in compliance with the requirements of Mwongozo and

National Treasury circular No 3/2009 of 2009 on risk management and the Board’s risk

management strategy.

5.5 Monitoring and Evaluation

The successful implementation of this Plan will depend on how effectively the expected

outputs and outcomes are monitored and evaluated.

The Board will strengthen the monitoring and evaluation mechanisms by developing a M&E

framework including building capacity at all levels, integrating M&E in project management

and inculcating M&E culture.


5.5.1 The Monitoring and Evaluation Framework

A clear framework is essential to guide monitoring and evaluation. It should explain how the

programme is supposed to work by laying out the components of the initiatives and the order

of the steps needed to achieve the desired results. A framework increases understanding of

the goals and objectives of the strategic plan, defines the relationships between factors key to

implementation, and articulates internal and external elements that could affect the success of

the Plan.

The Board will apply both quantitative and qualitative techniques to monitor the planned

performance of its respective functional areas.

The key players in M&E as envisaged in NG-CDF Act 2015 include the parent Ministry, NG-

CDF Board, NG-CDFCs, PMCs and citizens. The National Assembly through NASC plays

oversight role by receiving quarterly progress reports from the Board while the

Constituencies Oversight Committees review the Fund activities executed by NG-CDFCs.

Further the NG-CDFC is charged with responsibility of supervising the PMCs.

The Board will encourage effective participation of these actors for efficacious monitoring

and evaluation of the programmes. It will also develop mechanisms for periodic review and

reporting of performance at all levels.

5.6 Implementation Plan

The Board will ensure the strategies and activities are implemented as guided by the

implementation matrix in annex I which will also be utilized in tracking progress. This will

be achieved through annual work plans and performance contracts. The Board will align its

M&E framework to National Integrated Monitoring and Evaluation System (NIMES) for

effective tracking and reporting of progress.


ANNEX I: IMPLEMENTATION MATRIX

Programmes/Activities Expected Output Key Performance

Indicator

Baseline Total

Target

Annual target Department

Responsible

Est. Cost

(Kshs.

Millions)

Year

2016/17

Year

2017/18

Year

2018/19

Year

2019/20

Year

2020/21 Strategic Issue1: Operational Efficiency and effectiveness

Strategic Objective: To improve operational efficiency and effectiveness in service delivery

Strategy 1.1 Continue Automation of Board’s operations

Outcome: Efficient and effective boards operations

Review ICT standards,

policies & procedures

Reviewed ICT

standards, policies &

procedures

Approved ICT policy 1

1 1

ICT

1

Approved ICT

procedures

1 1 1

Approved ICT

standards

1 1 1

Design, Develop &

Rollout Management

information systems

6 MIS designed,

developed and rolled

out (Enterprise

Resource Planning,

Finance, Projects,

Registry, Asset

Management, M&E,

Fleet Management)

No. of MISs

2 5

3 1 1 50

Develop & implement

mobile application

Electronic Services

Electronic Services

developed &

implemented

No. of Electronic

services

- 7 1 1 2 2 1 3



Indicator

Baseline Total

Target


Responsible

Est. Cost

(Kshs.

Millions)

Year

2016/17

Year

2017/18

Year

2018/19

Year

2019/20

Year

2020/21 Further installation of

appropriate ICT

network infrastructure

ICT Internet &

Network installed

No. of Sites covered 10 281 56 56 56 56 57 30

Deploy a secure central

storage (cloud)

Local Data storage and

security deployed

Central storage - 1 1 - - - - 1

No. of computers

connected to the

secure central storage

- 350 - - 110 120 120

Improve infrastructure

security

Upgraded access

control & CCTV

system in all offices

% coverage of

secretariat offices

50 70 10 10 3

Computerize shared

services

Online resource service

automated

No. of resources

accessible online

- 2 per

department

10 10 2

Train staff on use of

ICT

Trained staff % of staff Trained 100 100 100 100 100 100 100 18

Develop and implement

a NG-CDF Board

intranet system

Board intranet system

operationalized

NG-CDF Board

intranet system in

place

- 1 1 - - - -

15

Strategy 1.2: Improve performance management

Outcome: Efficient and effective service delivery

Develop and implement Signed & implemented Performance contract 1 5 1 1 1 1 1 5



Indicator

Baseline Total

Target


Responsible

Est. Cost

(Kshs.

Millions)

Year

2016/17

Year

2017/18

Year

2018/19

Year

2019/20

Year

2020/21 annual performance

contract for the board,

cascade to

constituencies

performance contract report (annual)

Corporate planning

and Strategy

Quarterly reports

prepared

Quarterly reports 4 20 4 4 4 4 4 5

Performance contract

cascaded to

constituencies

No. of constituencies

on PC annually

290 290 290 290 290 290 290 120

Implement Performance

annual Appraisal

System (PAS)

PAS implemented % of staff under PAS 100 100

annually

100 100 100 100 100 HR & ADMIN 2

Operationalize M&E

Unit

Operationalized M&E

unit

M&E unit 1 1 1

Programmes

2

Review M&E

framework

M&E framework

developed

M&E framework - 1 1 2

M&E framework

implemented

Implementation

reports annually

1 5 1 1 1 1 1 -

M&E framework

Reviewed

Reviewed M&E

framework

- 1 1 5

Conduct monitoring of

Boards’ operations

Implementation of

Board’s operations

monitored

No. of progress

reports per year

12 60 12 12 12 12 12 50

Conduct periodic

evaluation on Board’s

Semi-annual

evaluations conducted

No. of evaluation

reports

- 10 2 2 2 2 2 20



Indicator

Baseline Total

Target


Responsible

Est. Cost

(Kshs.

Millions)

Year

2016/17

Year

2017/18

Year

2018/19

Year

2019/20

Year

2020/21 operations

Training of staff on

M&E

Staff trained on M&E % of staff trained 50 100 50 50 50

Develop a working

framework with MODP

field staff on M&E

A working framework

in place

Guidelines developed

and issued

- 1 1 - - - -

Programmes

-

Develop constituencies

Strategic Plan

preparation guidelines

Constituency strategic

plan preparation

guidelines


and issued

- 1 1 - - - - Corporate planning

and Strategy

Develop constituencies

factsheets

Constituencies

factsheets developed


factsheets

- 290 150 140 Corporate planning

and Strategy

20

Ensure all

constituencies develop a

strategic plan and

monitor implementation

290 strategic plans No. Of constituencies

with strategic plans

290 290 - - - -

Corporate planning

and Strategy

20

Strategy 1.3:Implement quality management systems

Outcome: ISO standards in services delivery maintained

Continuously carry out

QMS audits to maintain

certification

Internal audits carried

out

No. of audits reports 2 10 2 2 2 2 2

HR & ADMIN

10

Sensitize constituencies Constituencies No. of constituencies - 290 290 290 290 290 290 20



Indicator

Baseline Total

Target


Responsible

Est. Cost

(Kshs.

Millions)

Year

2016/17

Year

2017/18

Year

2018/19

Year

2019/20

Year

2020/21 on improving the QMS sensitized on QMS sensitized

Carry out recertification

audit for organisation

Recertification audits

carried out

ISO Certificate - 1 - - 1 - -

5

Strategy 1.4:Improve accounting system

Outcome: Prudent Management of Funds

Develop and

disseminate accounting

manual for

constituencies

Manual developed Manual - 1 1 - - - -

Finance

3

Manual disseminated No. of constituencies

reached

- 290 290 - - - - 2

Establish constituencies

accounting unit at

Headquarters

Accounting unit in

place

Operational

constituencies

accounting unit

- 100% 100% - - - - 30


constituency accounting

framework

Constituencies based

accounting framework

Operational

framework

- 100% 70% 30% - - - 5

Receive and review

financial returns

Financial Status Report

received and reviewed

% of financial reports

and reviewed

100 100

(Annual)

100 100 100 100 100

Update the assets

register

Assets register updated Updated database 1 1 1 1 1 1 1 5

Train staff and key

stakeholders on public

Training undertaken No. of trainings

undertaken

- 100% 20 20 20 20 20 30



Indicator

Baseline Total

Target


Responsible

Est. Cost

(Kshs.

Millions)

Year

2016/17

Year

2017/18

Year

2018/19

Year

2019/20

Year

2020/21 finance management

and reporting

Prepare/review annual

financial statements

Financial statements No of financial

statements

prepared/reviewed and

submitted

292 292

(Annual)

292 292 292 292 292

Implement audit

recommendations

Audit recommendation

implemented

% of implementation - 100

(Annual)

100 100 100 100 100 All affected

department

Strategy 1.5: Strengthen planning and research capacity to support policy formulation and evidence based decision making

Outcome: Evidence based decision making process

Improve participatory

planning, networking

and coordination at all

levels

An inclusive planning

process

No of stakeholders

involved in planning

process

- 20 4 4 4 4 4

Corporate Planning

and Strategy

20

Provide leadership and

coordination in the

review, formulation and

development of policies

Polices in place No of polices - 10 2 2 2 2 2 15

Provide leadership in

preparation and

dissemination of periodic

Reports prepared and

disseminated

No of reports prepared

and disseminated

- 20 4 4 4 4 4 10



Indicator

Baseline Total

Target


Responsible

Est. Cost

(Kshs.

Millions)

Year

2016/17

Year

2017/18

Year

2018/19

Year

2019/20

Year

2020/21 reports

Establish and

operationalize a

research and policy Unit

Research and Policy

Unit established and

operationalized

Operational Research

and Policy unit

- 1 1 - - - -

Corporate Planning

and Strategy

50

Establish and

operationalize a

resource centre

Resource centre

established and

operationalized

Operational Resource

centre

- 1 1 - - - - 30

Carryout Periodic

research on topical

issues

Researches on topical

issues conducted

No. of research

reports

- 5 1 1 1 1 1 50

Develop and update

research databank

Data bank developed

and updated

Data bank - 5 1 1 1 1 1 10

Establish &

operationalize a

Knowledge &

innovation

management desk

Knowledge &

innovations

management desk

established and

operationalized

A knowledge

&innovations

management desk

- 1 - 1 - - - 5

Provide leadership in

preparation and

dissemination of periodic

reports

Reports prepared and

disseminated

No of reports prepared

and disseminated

- 20 4 4 4 4 4 10

Impact assessment of

Board policies and

Impact assessment No of impact reports 1 20 4 4 4 4 4 40



Indicator

Baseline Total

Target


Responsible

Est. Cost

(Kshs.

Millions)

Year

2016/17

Year

2017/18

Year

2018/19

Year

2019/20

Year

2020/21 interventions reports prepared and

disseminated

Strategy 1.6: Strengthening Audit and risk management

Outcome: Effective management of public funds and processes

Establish a Risk

management Unit

Risk management Unit

established

Risk management

Unit

- 1 1

Risk Management/

Internal Audit

1

Conduct risk

assessment

Risk assessment

conducted

Risk assessment

report

1 (HQs) 290 30 70 70 70 50 30

Carryout Risk Response

planning

Risk Response

planning carried out

Risk Response

planning report

1 5 1 1 1 1 1 1

Integrate risk

management in Boards

operations

Risk management

integrated

-% of risk

interventions

integrated into Board

operations

- 100 100 100 100 100 100 10

Monitor and control

identified risks

Risks tracked and

controlled

Updated Risk register 1 5 1 1 1 1 1 1

Conduct Risk based

audits

Risk based audits

conducted in 290

constituencies

No. Of constituencies

audited report per year

150 150 per

year

150

150 150 150 150 200

Train staff on business

continuity management

system

Staff Trained % of staff - 100 (HQs) 100 - - - - ICT/Risk

Management

1.5



Indicator

Baseline Total

Target


Responsible

Est. Cost

(Kshs.

Millions)

Year

2016/17

Year

2017/18

Year

2018/19

Year

2019/20

Year

2020/21

Strategy 1.7: Strengthen disaster responsiveness and management

Outcome: to establish disaster preparedness at constituency level

Develop a disaster

preparedness and

management manual

Operational Manual

developed

No. Of Manuals - 1 1 - - - -

Programmes

8

Train constituencies on

Disaster Risk Reduction

and Response

Mechanism

NG-CDFCs trained No. of NG-CDFC

trained

- 290 50 75 100 50 15 30

Develop & issue

guidelines on

community managed

disaster risk reduction

(CMDRR)

Disaster response &

management guidelines

developed and issued

No. of guidelines - 1 1 - - - - 10

Track and update

database on disaster

responsiveness and

management

Database on disaster

responsiveness

strategies adopted in

constituencies

developed and updated

Data base established

and updated

- 5 1 1 1 1 1 20

Strategic Issue 2: Institutional capacity



Indicator

Baseline Total

Target


Responsible

Est. Cost

(Kshs.

Millions)

Year

2016/17

Year

2017/18

Year

2018/19

Year

2019/20

Year

2020/21 Strategic Objective: To Strengthen Institutional Capacity (skills, numbers and work environment)

Strategy 2.1: To streamline the organisational structure

Outcome : Efficient and Professional NG-CDF Secretariat

Review and implement

an organisational

structure

Organisational

structure reviewed and

implemented

Approved

organisational

structure

1 1 1 - - HR & ADMIN

2

Recruit more staff Optimal staff

establishment

% of posts filled 70 100 10 10 5 5 - HR & ADMIN 50

Conduct workload

analysis to establish

optimal staffing levels

Optimal Staff levels

established

Work load analysis

report

1 2

1 - - 1 - HR & ADMIN

10

Strategy 2. 2: To develop capacity of staff

Outcome: Enhanced Staff Productivity

Conduct Training

Needs Assessment

Training need

assessment conducted

TNA reports

1 2 - 1 - 1 - HR & ADMIN

2.5


an annual training plan

Training Plan

developed and

implemented

Training plan 1 5 1 1 1 1 1 2.5

% of officers trained a

per the plan

100 100

(Annual)

100 100 100 100 100 150

Strategy 2.3 Develop and implement a talent management and succession planning strategy



Indicator

Baseline Total

Target


Responsible

Est. Cost

(Kshs.

Millions)

Year

2016/17

Year

2017/18

Year

2018/19

Year

2019/20

Year

2020/21 Outcome: Strong institutional development and continuity

Undertake Skills Audit Skills audit undertaken Skills match report 1 2 1 - - 1 HR & ADMIN 2.5

Strategy 2.4 To improve on the work environment

Outcome: Conducive work environment

Conduct work

environment survey and

implement feasible

recommendations

Survey conducted and

feasible

recommendations

implemented

Survey reports 1 5 1 1 1 1 1 HR & ADMIN 5

Implementation

reports

1 5 1 1 1 1 1 10

Acquire additional

office space

Acquired office space Signed contract

1 1 - 1 - - - 20

Conduct employee

satisfaction survey and

implement feasible

recommendations

Survey conducted and

feasible

recommendations

implemented

Survey reports 1 2 - 1 - 1 - 10

Implementation

reports

- 3 1 - 1 - 1 10

Improve work

environment condition

in the field

Updated inventory of

constituencies offices

Office inventory

report

- 5 1 1 1 1 1 HR & ADMIN -

Guidelines issued on

office construction in

every constituency

Guidelines copy - 1 1 - - - - HR & Admin

Programmes

-

Updated constituencies

motor vehicles

database

Database of

constituency motor

vehicles

- 1 1 - - - - HR & Admin -



Indicator

Baseline Total

Target


Responsible

Est. Cost

(Kshs.

Millions)

Year

2016/17

Year

2017/18

Year

2018/19

Year

2019/20

Year

2020/21

Strategic Issue 3: Project Management

Strategic Objective: To ensure efficient and effective project management

Strategy 3.1: Promote public participation in project identification and implementation

Outcome: Ownership and sustainability of projects

Develop and issue

guideline on public

participation


and issued

Guidelines 1 3 1 - 1 -` 1 Programmes

Nil

Develop and issue

guideline on PMCs and

NG-CDFCs agreements


and issued

Guidelines 1 3 1 - 1 -` 1 Nil

Training of FAMs,

PMCs, NG-CDFC’s and

COC

NG-CDFCs and COC

trainings conducted

No. of trainings 1 3 1 - 1 - 1 225

Develop a programme

for geo spatial planning

Geo spatial programme

in place

No. of programme

developed and

installed

- 1 - 1 - - -

30

Strategy 3.2 Promote timely submission and approval of project proposals

Outcome Timely completion of projects

Develop and issue Guidelines developed Guidelines 1 3 1 - 1 -` 1 10



Indicator

Baseline Total

Target


Responsible

Est. Cost

(Kshs.

Millions)

Year

2016/17

Year

2017/18

Year

2018/19

Year

2019/20

Year

2020/21 guideline on project

cost standards

and issued

Develop and issue

guidelines on;

-submission of project

proposals

-Projects and release of

funds

-Project funds

absorption

-Management of

incomplete projects

during NG-CDFCs

transitions

-environment, sport and

emergency


and issued on

submission of project

proposals

No. Of guidelines

(annual)

1 5 1 1 1 1 1 Nil


and issued on Projects

and release of funds

No. Of guidelines

(annual)

1 5 1 1 1 1 1 Nil


and issued on Project

funds absorption

No. Of guidelines

(annual)

1 3 1 - 1 - 1 Nil


and issued on

Management of

incomplete projects

during NG-CDFCs

transitions

No. Of guidelines

(annual)

1 3 1 - 1 - 1 Nil


Management of

residual projects

No. Of guidelines

(annual)

- 3 1 - 1 - Nil

Undertake timely Project proposals % of project proposals 100 100 100 100 100 100 100 10



Indicator

Baseline Total

Target


Responsible

Est. Cost

(Kshs.

Millions)

Year

2016/17

Year

2017/18

Year

2018/19

Year

2019/20

Year

2020/21 approval of project

proposals

approved within 21

days

received and

approved within 21

days

(Annual)

Undertake timely

release of funds to

constituencies for

approved projects

funds released on time % disbursement of

funds, 7 days upon

receipt of from

National Treasury

100 100

(Annual)

100 100 100 100 100

Finance

Nil

Strategy 3.3: Promote prioritization of on-going projects in allocation of Funds

Outcome: Increased completion rate

Develop and issue

guideline on on-going

projects.


and issued

Guidelines 1 3 1 - 1 - 1 Programmes

Nil

Receive and review of

periodic progress

reports (PIS) from NG-

CDFC and implement

the recommendations

Quarterly reports

reviewed and

implemented

No of quarterly

progress review and

implementation

reports

1160 1160

(Annual)

1160 1160 1160 1160 1160 30

Strategy 3.4: Improve collaboration with technical officers from relevant government agencies

Outcome: Enhanced quality of projects

Develop and issue

guideline on


and implemented

Guideline - 1 1 - - - -

Programmes

Nil



Indicator

Baseline Total

Target


Responsible

Est. Cost

(Kshs.

Millions)

Year

2016/17

Year

2017/18

Year

2018/19

Year

2019/20

Year

2020/21 collaboration with

government technical

officers

Hold consultative

forums between NG-

CDFCs and technical

officers

Consultative forums

held

No. of Forums - 20 4 4 4 4 4 100

Develop collaboration

framework for the NG-

CDFCs and government

technical officers

Collaboration

framework developed

Framework - 1 1 - - - - 5

Collect data on existing

capacity of relevant

technical department

and come up with an

implementation plan of

the report

Technical assessment

conducted

Assessment report - 2 1 - 1 - - 10

Establish a liaison

office to enhance

operations of the Board

and Ministries

Liaison office

established

Operational liaison

office

- 1 1 - - - - 5



Indicator

Baseline Total

Target


Responsible

Est. Cost

(Kshs.

Millions)

Year

2016/17

Year

2017/18

Year

2018/19

Year

2019/20

Year

2020/21 Establish liaison office

to address issues from

National Assembly

Liaison office in place Operational liaison

office

1 1 1 - - - - 5

Strategy 3.5: Improve management of transition of NG-CDFC’s in relation to resources and projects

Outcome: Smooth transition process

Develop and issue

guidelines on NG-

CDFC transitions


and issued

Guideline 1 2 - - 1 - 1 Programmes

Nil

Oversee handing over

of NG-CDFC during

transition

Handover reports

prepared

Handover reports - 290 - - 290 290 30

Develop inventory of

incomplete projects

falling under devolved

functions and develop

strategy of completing

them

An inventory of

incomplete projects

A report on

incomplete devolved

projects

Strategy of

completing the

projects

- 1 1 - - - -

Programmes

2

Strategy 3.6; widen projects scope and strengthen collaboration with MDAs

Outcome: enhanced projects coverage and support from relevant MDAs



Indicator

Baseline Total

Target


Responsible

Est. Cost

(Kshs.

Millions)

Year

2016/17

Year

2017/18

Year

2018/19

Year

2019/20

Year

2020/21 Develop and issue

collaboration

framework between

Ministries of Education,

Science & Technology,

Interior & Coordination

and Other relevant

MDAs

Working frameworks No of frameworks

developed

- 2 1 1 - - - Programmes

5

Identify from Kenya

Constitution, pertinent

residual National

government functions

and develop guidelines

for project

identification, planning,

implementation and

M&E

Additional project s

identified

No. of new identified

sector

4 2 2 - - - - Programmes/legal

department

3

Develop guidelines on

projects addressing

youth talents

Talent based projects

identified

No. Of programmes

identified

- 2 2 - - - - 2

Strategic Issue 4: Governance

Strategic Objective: Enhance good governance



Indicator

Baseline Total

Target


Responsible

Est. Cost

(Kshs.

Millions)

Year

2016/17

Year

2017/18

Year

2018/19

Year

2019/20

Year

2020/21 Strategy 4.1: Promote openness and accountability in management of the Fund

Outcome: Prudence management of public funds

Facilitate access to

information

Complaints and audit

queries reduced

% reduction in

complaints received

and audit queries

- 70 30 40 50 60 70 legal department

50

Publish constituency

financial and project

reports on a timely basis

Constituency financial

and project reports

published

No. of reports

published

290 290 290 290 290 290 290 15

Enforce audit

recommendations in a

timely manner

Audit

recommendations

implemented

% of audit

recommendation

implemented

100 100

(Annual)

100 100 100 100 100 20

Review corruption

prevention strategy.

Corruption prevention

strategy reviewed

Reviewed Corruption

Prevention Strategy

- 3 1 - 1 - 1 12

Annual status report on

implementation

corruption prevention

strategy.

No. of status reports 1 5 1 1 1 1 1 10

Review of complaints

management strategy

Complaints

management strategy

reviewed and

committee formed

Management

committee on

complaints formed

- 3

1 - 1 - 1 2



Indicator

Baseline Total

Target


Responsible

Est. Cost

(Kshs.

Millions)

Year

2016/17

Year

2017/18

Year

2018/19

Year

2019/20

Year

2020/21

Reviewed complaints

& arbitration manual

Complaints and

arbitration manual

- 3 1 - 1 - 1 9

Build capacity on

administrative review

function in line with the

law

Timely resolution of

civil disputes referred

to the Board

% of arbitration

matters concluded

20 60 20 30 40 50 60 10

Strategy 4.2: Promote compliance with applicable laws, regulations and standards.

Outcome: Institutionalise compliance with laws

Implement Mwongozo

code of governance

Mwongozo code

implemented

Legal audit report 1 5 1 1 1 1 1 Legal department

40

Board Self-Evaluation

Reports

1 5 1 1 1 1 1 20

Status report on the

implementation of

Mwongozo code of

conduct.

- 5 1 1 1 1 1

Ensure compliance with

all tendering and

procurement

requirements

Procurement

requirements complied

with

% reduction in non-

compliance

100 100 100 100 100 100 100 10

Strategy 4.3: Adopt Transformative Leadership

Outcome: enhanced publicity on best practises



Indicator

Baseline Total

Target


Responsible

Est. Cost

(Kshs.

Millions)

Year

2016/17

Year

2017/18

Year

2018/19

Year

2019/20

Year

2020/21 Develop and implement

policy on

documentation and

dissemination of

constituency best

practices.

Policy on

documentation and

dissemination of

constituency best

practices developed

Policy document on

constituency best

practices.

- 2

1

1

Programmes

30

Progress report on the

levels of adherence to

best practice policy

- 5 1 1 1 1 1

Evaluate constituencies’

performance and

publicize top

performers

Constituency

performance evaluated

Constituencies

performance

evaluation reports

1 5 1 1 1 1 1 40

Showcase the best

practices in

implementation of

projects

Best practices

showcased and

publicised

No of best practices

showcased

1 15 3

3 3 3 3 50

Strategy 4.4: Mainstream Cross cutting issues and public participation.

Expected Outcome: Enhance inclusive growth and equity


policies of

mainstreaming the

following cross cutting

Mainstreaming policies

developed and

implemented

No. of policies - 7 2 2

1 1 1 HR& ADMIN/Corp.

Secretary

10M

No. of implementation

reports

8 40 8 8 8 8 8 6



Indicator

Baseline Total

Target


Responsible

Est. Cost

(Kshs.

Millions)

Year

2016/17

Year

2017/18

Year

2018/19

Year

2019/20

Year

2020/21 issues:-

Gender;

Youth;

HIV/AIDs;

PWDs;

National Cohesion &

Values;

Alcohol & Drug Abuse;

Environment; and

DRR

Promote public

participation in NG-

CDF programmes

Increased awareness

and improved corporate

image

Public participation

forum Reports

1 5 1 1 1 1 1 5

Strategic issue 5: Communication and Linkages

Strategic Objective: Promote effective communication and appropriate partnership

Strategy 5.1. Enhance engagement with internal & external stakeholders.

Outcome: Enhanced stakeholders participation

Carryout customer

satisfaction survey and

implement feasible

recommendation s

customer satisfaction

survey carried out

Customer satisfaction

survey reports

1

5

1

1

1

1

1

Communication

10

Level of customer Customer satisfaction 70 80 72 74 76 78 80



Indicator

Baseline Total

Target


Responsible

Est. Cost

(Kshs.

Millions)

Year

2016/17

Year

2017/18

Year

2018/19

Year

2019/20

Year

2020/21 satisfaction established index (%)


service charter

Reviewed and

implemented service

charter

Service charter 1 3 1 - 1 - 1 Communication

8

Implementation

reports

1 2 1 - 1 - -

Review and cascade the

Corporate Identity

Manual

Reviewed and cascaded

brand manual

Brand manual 1 1 1

- - - - 25


reached

- 290 290

Prepared a standardized

projects signage

Projects signage

prepared and cascaded

No. of counties

reached

- 290 290 10


the communication

strategy

Reviewed and

implemented

communication

strategy

Communication

strategy

1 1 1

- - - - 20

Implementation

reports

1 5 1 1 1 1 1

Produce and

disseminate

Information, Education

& Communication

(IEC) materials

IEC materials produced

and disseminated

No. of magazines 1 10

2 2 2 2 2 25

No. of Documentaries 1 5 1 1 1 1 1

No. of articles 1 10

2 2 2 2 2

Participate in relevant

exhibitions and

Exhibitions and

conferences attended

No. of exhibitions and

conferences

10 50 10 10 10 10 10 40



Indicator

Baseline Total

Target


Responsible

Est. Cost

(Kshs.

Millions)

Year

2016/17

Year

2017/18

Year

2018/19

Year

2019/20

Year

2020/21 conferences

Convene regular

stakeholder

forums/awareness

campaigns, open days

and roadshows

Stakeholder forums,

open days and

roadshows convened

No. Of stakeholder

forums, open days and

roadshows

4 20 4

4 4 4 4 50

Convene team building

sessions

Team building sessions

held

No. of team building

sessions

1 5 1 1 1 1 1 Communication/HR

& Admin

50

Participate in Corporate

Social Responsible

CSR projects

undertaken

% implementation of

CSR projects

100 100

(Annual)

100 100 100 100 100 Programmes 500

Update the Boards

website and social

media presence

Updated NG-CDF

website and social

media

Monthly updates 12 60 12 12 12 12 12

Communication/ICT

5

Strategy 5.2: Enhance Media Relations.

Outcome: improved Board image

Issue press releases to

disseminate information

to stakeholders

Press releases issued No. of press releases

issued

4 20 4 4 4 4 4 Communication

15

Participate in relevant

television and radio

programmes to enhance

the profile of the NG-

TV and Radio

programmes

participated in

No. of TV and Radio

programmes

participated in

6 30 6 6 6 6 6 10



Indicator

Baseline Total

Target


Responsible

Est. Cost

(Kshs.

Millions)

Year

2016/17

Year

2017/18

Year

2018/19

Year

2019/20

Year

2020/21 CDF Board

Organise media events (

press conferences,

media tours, workshops,

breakfast meetings) to

clarify and explain

issues to the media on

newsworthy events

Media events held No. of media events

held

4 20 4 4 4 4 4 40

Train NG-CDFCs to

develop simple

communication

messages to be used on

local stations & chief

Barazas

CDFCs trained No. of CDFCs - 580 290 - 290 - - 20

Strategy 5.3: Enhance relations with other Government agencies

Outcome: enhanced partnerships

Share annual reports

and major project

achievements with key

government

departments and

agencies

Reports shared with

key Government

departments

No. of reports shared - 5 1 1 1 1 1 Communication 2



Indicator

Baseline Total

Target


Responsible

Est. Cost

(Kshs.

Millions)

Year

2016/17

Year

2017/18

Year

2018/19

Year

2019/20

Year

2020/21 Strategy 5.4: Enhance Media monitoring

Outcome: improved visibility of the fund

Keep a recording of all

press clips about NG-

CDF

Database of press clips,

articles and releases

developed and updated

Database 1QR 1 1 1 1 1 1 Communication

15

Analyse the press clips

monthly and give

recommendations

Analysed report of

press coverage

No. of analysis reports 12 60 12 12 12 12 12 5


OUR CONTACTS

CHIEF EXECUTIVE OFFICER

NG-CDF BOARD

Harambee Cooperative Plaza, 5th

Floor

P. O. Box 46682 – 00100, Nairobi Kenya

Telephone: +254 – 20- 2230015/9, 2230027, 2230032

Fascimile: +254 20 – 2230029 I Mobile: 0715 888950/ 0732 614614

Email: [email protected] Website:www.cdf.go.ke

NATIONAL GOVERNMENT - NG-CDF BOARD STRATEGIC PLAN 201… · This Fund was initially established in...

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