STRATEGIC PLAN 2018/2019 2022/2023KeNHA’s Vision during the Strategic period is “A Leading...
Transcript of STRATEGIC PLAN 2018/2019 2022/2023KeNHA’s Vision during the Strategic period is “A Leading...
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STRATEGIC PLAN
2018/2019 – 2022/2023
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Vision
“A leading Authority in the provision of national trunk roads.”
Mission
“To Develop and Manage Quality and Adequate National Trunk Roads
through Innovation and Optimal utilization of resources for Sustainable
Development.”
Core Values
Integrity
Customer focus
Innovation
Teamwork
Equity
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FOREWORD
The Kenya National Highways Authority 2018/2019 – 2022/2023 Strategic Plan provides a road
map that will enable the organization to establish a perfect fit in the dynamic operational
environment. Due to the changes that have taken place in the Authority’s operational environment
in the previous plan period (2013/2014 – 2017/2018), it is necessary to contextualize the
milestones realized; challenges faced; performance gaps; emerging issues and lessons learnt by the
Authority. These have been used to inform the development of this 2018/2019 – 2022/2023
Strategic Plan to guide the Authority over the next five years.
KeNHA’s Vision during the Strategic period is “A Leading Authority in the Provision of National Trunk
Roads.” The development of this Strategic Plan is a culmination of an extensive participatory
process involving the Management, Board of Directors, Staff and key stakeholders. Together, we
have reviewed our Vision, Mission and agreed on the strategic objectives while conforming to our
core values. This is with a view to attaining an appropriate corporate culture that supports effective
realization of our mandate.
The Strategic Plan outlines several strategic initiatives to facilitate the achievement of the Vision
2030, Third Medium Term Plan (MTPIII), Big 4 Development Agenda and Regional
Development priorities. The plan prioritizes interventions aimed at improving the highway road
condition and preserving the road investment, providing quality and safe roads, securing our road
corridor and ensuring value for money in operations. These strategies address the major
concerns of our stakeholders and the public.
I wish to acknowledge from the very onset that we face exciting challenges in the course of
executing our mandate. The development of this Strategic Plan is therefore imperative as it avails
an opportunity to outline strategies for tackling the challenges we anticipate, recognizing the
lessons we have learnt so far, and identifying the performance gaps witnessed in the recent past;
while effectively determining our critical success factors that should subsequently inform future
planning. Based on this contextual analysis, we have formulated strategic objectives that the
Authority will pursue over the next five years; while consistently engaging key stakeholders at all
levels.
The Board commits to the development and operationalization of institutional frameworks and
procedures that will enable the Authority to achieve its core mandate in conformity with the
Government Development Agenda. The Board recognizes the catalyst to achieve the goals set
in this Strategic Plan is innovation, embracing change and effective engagement with key
stakeholders in the Roads Sector. In this regard, the Board shall give management full support
during the implementation of this Strategic Plan. The Board will also provide the necessary
oversight and lobby for the required resources to achieve the goals and objectives set out in the
Strategic Plan.
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The Board will regularly monitor and evaluate the implementation of this Plan to ensure that any
performance gaps and emerging issues in the Sector are identified early enough and mitigation
measures taken. The Board will continuously provide an enabling environment to foster
commitment and motivation of staff to ensure achievement of the set targets. The Board will also
sustain existing linkages with all the relevant Government Ministries, Departments and Agencies
to ensure coherence and enhance synergy to enable the Authority to play its contributing role
towards effective realization of the Kenya Vision 2030, Medium Term Plan III and the Big 4
Development Agenda.
On behalf of KeNHA Board of Directors, I take this opportunity to acknowledge the role played
by Management under the leadership of the Director General in development of this Strategic
Plan. I also wish to recognise the support from the stakeholders whose contribution made this
process a success. I am confident that through the continued support of all stakeholders this
Strategic Plan will be fully realised.
Eng. Erastus K. Mwongera, CBS,FIEK,RCE Chairman, Board of Directors
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PREFACE
During the past five years, the Authority made tremendous progress in implementation of policies,
programmes and projects as outlined in its second-generation Strategic Plan (2013/2014 –
2017/2018). During this period, several achievements were registered including expansion of the
road network, organizational re – engineering, staff capacity building, establishment of systems,
development of policies and guidelines and restoration of the national road network to motorable
condition.
This third generation Strategic Plan 2018/2019 – 2022/2023 defines the Authority’s Roadmap for
the next five years. It sets out strategic programmes that will enable the Authority build on its
achievements and lessons learnt to effectively respond to the changing environment. This plan was
developed through a wide consultative process involving all stakeholders. It is aligned to the
requirements of the Constitution of Kenya 2010, Third Medium Term Plan (MTP III) of the
Vision 2030, Big 4 Development Agenda and the Road Sector Investment Plan.
The Strategic Plan is a step forward in our commitment to effectively operationalize our mandate
through aggressive pursuit of our Mission “To Develop and Manage Quality and Adequate National
Trunk Roads through Innovation and Optimal Utilization of Resources for Sustainable Development.” The
Authority shall continue to nurture and institutionalize an appropriate Corporate Culture that
promotes successful implementation of the Plan. This shall be guided by our Core Values of
Integrity; Customer focus; Innovation; Teamwork and Equity (ICITE).
Quality and adequate road infrastructure remains critical in achievement of the Government’s Big
4 Development Agenda of Food Security, Universal Healthcare, Manufacturing and Affordable
Housing. Roads play a pivotal role not only in reduction of transport costs but also directly
facilitates growth of the primary sectors of the economy. This plan therefore focuses on
development of roads that support National and Regional Integration that will facilitate trade,
improve accessibility to social amenities and enhance efficiency in public transport.
The Plan has identified six key thematic areas to facilitate effective realization of the Authority’s
Mandate in line with its core business. These include:
a) Development of Roads and Enhancement of Network Capacity and Quality;
b) Securing and Preservation of Road Assets;
c) Environment and Social Sustainability;
d) Enhancement of Institutional Framework and Capacity;
e) Effective Resource Mobilization;
f) Leadership and Governance
During the plan period the Authority intends to construct and rehabilitate 3,820 Km of roads and
maintain 85,000 Km of roads. To secure the road reserve and camps, KeNHA will acquire titles
for 9,000 Km of road reserve and 40 road camps. A total of 60,000 trees will be planted in
partnership with other relevant stakeholders to act as carbon sink, all quarries and borrow pits will
be rehabilitated after construction works. In addition, 18,101 Km of roads will be digitised through
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the Geographical Information System (GIS). The Authority will engage the private sector in
implementation of at least four priority road projects under the PPP Financing Framework. The
Authority will continue using the Mwongozo Code of Conduct to strengthen Corporate
Governance.
The total amount required to implement the Strategic Plan for the period 2018/2019 – 2022/2023
is KES 620.5 Billion, this will be financed through exchequer budgetary allocation of KES 497
Billion and the internal resource gap of KES 123.5 Billion through Public Private Partnerships and
Internally Generated Revenues. This plan provides the framework necessary for effective
engagement of the private sector in resource mobilization and collaboration with stakeholders in
successful implementation of the strategies. The Authority shall leverage on private sector
investment through Public Private Partnerships (PPP) as envisioned in the Vision 2030
Development Blueprint in development of major infrastructure projects. In this regard, four
projects including Mombasa Gate (Likoni) Bridge, Nairobi - Nakuru - Mau Summit, Lamu –
Garissa – Isiolo and Capacity Enhancement of JKIA - Likoni Road – James Gichuru roads have
been prioritised for development under the PPP Framework.
Measures will be taken to ensure that the plan is effectively implemented by cascading it through
annual work plans at all levels of the Authority’s operations. The management will continuously
monitor the execution of the plan to ensure that it is implemented as planned and if not, timely
remedial action shall be taken.
The Authority will also strengthen partnerships with Development Partners; Ministry Departments
and Agencies; and other stakeholders to promote the delivery of the planned initiatives.
Finally, I take this opportunity to sincerely thank the KeNHA Board, Management and Staff for
their active participation and cooperation in the development of this Strategic Plan.
Eng. Peter M. Mundinia Director General
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TABLE OF CONTENTS
FOREWORD .............................................................................................................................................. III
PREFACE ...................................................................................................................................................... V
LIST OF TABLES ....................................................................................................................................... X
LIST OF FIGURES .................................................................................................................................... XI
ABBREVIATIONS AND ACRONYMS ............................................................................................. XII
EXECUTIVE SUMMARY..................................................................................................................... XIV
CHAPTER ONE ...........................................................................................................................................1
INTRODUCTION ....................................................................................................................................1
1.1 OVERVIEW ........................................................................................................................................1
1.2 BACKGROUND ..................................................................................................................................1
1.3 MANDATE .........................................................................................................................................1
1.3.1 Rationale for Developing 3rd Strategic Plan 2018-2022 ...................................................... 2
1.3.2 Methodology Deployed in Developing the Strategic Plan ................................................. 2
1.4 GLOBAL, REGIONAL AND NATIONAL DEVELOPMENT CHALLENGES .....................................2
1.5 ORGANIZATIONAL DEVELOPMENT ROLE ALIGNED TO DEVELOPMENT AGENDA .............3
1.5.1 The Constitution of Kenya ..................................................................................................... 3
1.5.2 The Kenya Vision 2030 ........................................................................................................... 3
1.5.3 Third Medium Term Plan (MTP III) .................................................................................... 3
1.5.4 The Big Four Development Agenda ..................................................................................... 4
1.5.5 Road Sector Investment Program ......................................................................................... 4
1.5.6 Roads 10,000 Program ............................................................................................................ 4
1.5.7 Sustainable Development Goals ............................................................................................ 5
1.5.8 Nairobi Integrated Master Plan .............................................................................................. 5
1.5.9 The East African Community (EAC) Vision 2050 ............................................................. 6
CHAPTER TWO ...........................................................................................................................................7
SITUATION ANALYSIS .........................................................................................................................7
2.1 OVERVIEW ........................................................................................................................................7
2.2 REVIEW OF THE 2013/2014 – 2017/2018 STRATEGIC PLAN ....................................................7
2.2.1 Key Achievements ................................................................................................................... 7
2.2.2 Challenges and Performance Gaps ........................................................................................ 8
2.2.3 Lessons Learnt ....................................................................................................................... 13
2.3 ENVIRONMENTAL SCAN .............................................................................................................. 13
2.3.1 SWOT Analysis ..................................................................................................................... 13
2.3.2 Strengths ................................................................................................................................. 14
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2.3.3 Weaknesses ............................................................................................................................. 14
2.3.4 Opportunities ......................................................................................................................... 14
2.3.5 Threats .................................................................................................................................... 15
2.3.6 PESTEL Analysis .................................................................................................................. 19
2.3.7 Stakeholder Analysis ............................................................................................................. 22
CHAPTER THREE ................................................................................................................................... 28
STRATEGIC MODEL .......................................................................................................................... 28
3.1 OVERVIEW ..................................................................................................................................... 28
3.2 ORGANIZATIONAL TENETS......................................................................................................... 28
3.2.1 Vision ...................................................................................................................................... 28
3.2.2 Mission .................................................................................................................................... 28
3.2.3 Core Values ............................................................................................................................ 28
3.3 KEY RESULT AREAS/STRATEGIC THEMES ............................................................................... 29
3.4 CORPORATE OBJECTIVES ............................................................................................................. 29
3.5 ASSUMPTIONS OF THE STRATEGIC PLAN 2018/2019 – 2022/2023 ....................................... 37
3.5.1 Financing ................................................................................................................................ 37
3.5.2 Legal and Policy ..................................................................................................................... 37
3.5.3 Socio-economic ..................................................................................................................... 37
CHAPTER FOUR ...................................................................................................................................... 38
IMPLEMENTATION AND COORDINATION FRAMEWORK ............................................. 38
4.1 OVERVIEW ..................................................................................................................................... 38
4.2 STRUCTURE OF THE ORGANIZATION ........................................................................................ 38
4.2.1 The Board of Directors ........................................................................................................ 38
4.2.2 The Management ................................................................................................................... 39
4.2.3 KeNHA Organization Structure ......................................................................................... 42
4.3 STAFF ESTABLISHMENT ................................................................................................................ 43
4.3.1 Staff Establishment by Grade and Cadre .......................................................................... 43
4.3.2 Human Resource Development Strategy .......................................................................... 44
4.4 FINANCIAL RESOURCES ............................................................................................................... 45
4.4.1 Financial Resource Requirements ....................................................................................... 45
4.4.2 Resources through Traditional Sources ............................................................................. 46
4.4.3 Other Resource Mobilization Strategies ............................................................................ 47
CHAPTER FIVE ........................................................................................................................................ 49
STRATEGIC RISK ANALYSIS ........................................................................................................... 49
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5.1 OVERVIEW ..................................................................................................................................... 49
5.2 RISK MANAGEMENT ..................................................................................................................... 49
5.2.1 Enterprise Risk Management Policy .................................................................................. 49
5.2.2 Key Risks that could affect the achievement of the Strategic Objectives .................... 50
5.3 RISK MITIGATION AND MONITORING ...................................................................................... 55
CHAPTER SIX ............................................................................................................................................ 56
MONITORING, EVALUATION AND REPORTING ................................................................. 56
6.1 OVERVIEW ..................................................................................................................................... 56
6.2 MONITORING ................................................................................................................................ 56
6.2.1 Board Level ............................................................................................................................ 56
6.2.2 Management Level ................................................................................................................ 56
6.3 EVALUATION ................................................................................................................................. 57
6.4 REVIEW OF THE STRATEGIC PLAN ............................................................................................. 57
APPENDIX 1: SUMMARY OF THE STRATEGIC PLAN COST ................................................. 58
APPENDIX 2: STRATEGIC PLAN IMPLEMENTATION MATRIX .......................................... 60
APPENDIX 3: ROAD CLUSTER MAPPING..................................................................................... 78
APPENDIX 4: DESIGN, LAND ACQUISITION AND RELOCATION OF SERVICES ...... 88
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LIST OF TABLES
Table 1: What was Planned but not Achieved, Reason for Failure and Suggested Way Forward ..................... 9
Table 2:-Cross-Mapping of Weaknesses, Suggested Way Forward and Strategic Objectives ...........................16
Table 3: - Cross-Mapping of Threats, Suggested Way Forward and Strategic Objectives ................................17
Table 4:-Political, Economic, Social, Technological, Environmental and Legal Factors ...................................19
Table 5:-Stakeholders’ Analysis in the Strategic Plan 2018-2012 ...........................................................................22
Table 6:- Strategic Themes, Objectives, Strategies and Activities ..........................................................................30
Table 7:-Staff Distribution by Grade ..........................................................................................................................43
Table 8: Staff Distribution by Cadre ...........................................................................................................................43
Table 9:-Financial Resource Requirements ................................................................................................................45
Table 10:-Resources from Traditional Sources .........................................................................................................46
Table 11:-Development Partner Budget Projections ...............................................................................................46
Table 12:- GoK Development Budget Projections ..................................................................................................46
Table 13:-Road Maintenance Budget Projections ....................................................................................................46
Table 14: Operations and Administration Budget Projections ..............................................................................47
Table 15: Projects to be Financed through Tolling ..................................................................................................47
Table 16: Annuity Financed Road Projects ...............................................................................................................48
Table 17: A Summary of the Projected AIA Income in Millions ..........................................................................48
Table 18: Risk Analysis .................................................................................................................................................50
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LIST OF FIGURES
Figure 1:- Organizational Structure .............................................................................................................................42
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ABBREVIATIONS AND ACRONYMS
AIA Appropriation in Aid
ARICS Annual Road Inventory and Condition Survey
AU Africa Union
BPR Business Process Re-engineering
BRT Bus Rapid Transit
CBD Central Business District
CSFs Critical Success Factors
CSR Corporate Social Responsibility
DRIMS Dynamic Response Intelligent Monitoring System
EAC East African Community
EARNP East Africa Road Network Project
EASA East Africa School of Aviation
EBK Engineers Board of Kenya
EDMS Electronic Document Management System
EIA Environmental Impact Assessment
ERM Enterprise Risk Management
ESIA Environmental Social Impact Assessment
ESMP Environment and Social Management Plan
EPZ Export Processing Zone
FGD Focus Group Discussion
FY Financial Year
GoK Government of Kenya
GDP Gross Domestic Product
GIS Geographical Information System
HRM Human Resource Management
HIV/AIDS Human Immunodeficiency Virus/Acquired Immune Deficiency Syndrome
ICITE Integrity, Customer focus, Innovation, Teamwork, Equity
ICT Information and Communication Technology
IRF International Road Federation
IPC Interim Payment Certificate
ISMS Information Security Management System
ISO International Standards Organization
JKIA Jomo Kenyatta International Airport
KeNHA Kenya National Highways Authority
KeRRA Kenya Rural Roads Authority
KM Kilometres
KTSSP Kenya Transport Sector Support Project
KURA Kenya Urban Roads Authority
LAPPSET Lamu Port South Sudan Ethiopia Transit Corridor
M&E Monitoring and Evaluation
MoTIHUD&PW Ministry of Transport, Infrastructure, Housing, Urban Development and
Public Works
MoU Memorandum of Understanding
MRTS Mass Rapid Transport System
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MTP Medium Term Plan
NCTIP Northern Corridor Transport Improvement Project
NEMA National Environment Management Authority
NIMP Nairobi Integrated Master Plan
NETIP Northern Kenya Transport Improvement Project
NTRIP National Trunk Road Investment Plan
NTSA National Transport and Safety Authority
NUTRIP National Urban Transport Roads Improvement Project
PBC Performance Based Contract
PFM Public Finance Management
PESTEL Political, Economic, Social, Technological, Environmental and Legal
PKI Public Key Infrastructure
PPP Public Private Partnership
PS&C Policy, Strategy & Compliance
QA Quality Assurance
QMS Quality Management System
RAP Resettlement Action Plan
RBA Retirement Benefit Authority
R&D Research and Development
RMLF Road Maintenance Levy Fund
RSIP Road Sub-Sector Investment Plan
SCM Supply Chain Management
SDGs Sustainable Development Goals
SGR Standard Gauge Railways
SMART Specific, Measurable, Achievable, Realistic, Time-Bound
SIA Social Impact Assessment
SP Strategic Plan
SRA Strategic Results Area
SWOT Strengths, Weaknesses, Opportunities and Threats
ToR Terms of Reference
UN United Nations
VMS Variable Messaging System
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EXECUTIVE SUMMARY
The Kenya National Highways Authority (KeNHA) 2018/2019 – 2022/2023 Strategic Plan
provides the framework to guide the Authority in the achievement of its Vision “A leading Authority
in the provision of national trunk roads.” and Mission “Developing and Managing Quality and Adequate
National Trunk Roads through Innovation and Optimal utilization of resources for Sustainable Development”
This Plan has been aligned to the Government Development Agenda including the Constitution
of Kenya, the Kenya Vision 2030, Big 4 Agenda and the Sustainable Development Goals (SDG’s).
The Strategic Plan has been prepared through a participatory process involving the Authority’s
Staff, Management, the Board and the Ministry of Transport Infrastructure Housing Urban
Development and Public Works (MoTIHUD&PW) while recognizing and putting in place
initiatives that will effectively respond to the needs and expectations of the Authority’s diverse
stakeholders.
Chapter One provides the Authority’s background, its mandate of development, rehabilitation,
management and maintenance of all National Trunk Roads comprising Classes S, A, and B roads,
totalling to approximately 18,101 Km.
Chapter Two is a review of the performance of the 2013/2014 – 2017/2018 Strategic Plan and
summarizes the achievements, challenges and lessons learnt. It is also an analysis of Strengths,
Weaknesses, Opportunities and Threats (SWOT), an outline of Political, Economic, Social and
Legal (PESTEL) and identification of key stakeholders.
During the previous plan period, 1,582 Km of roads were developed and 41,640 Km maintained,
the organizational structure was also reviewed to build capacity for effective delivery of the
Authority’s mandate. Some of the challenges encountered in implementation of the previous plan
include inadequate financing, encroachment on road reserves, inability to effectively secure the
road corridors, inadequate financial and technical capacity of local contractors, limited deployment
of ICT and inadequate human capital.
Major lessons learnt that are key in effective implementation of planned strategies include: advance
acquisition of land, optimal choice of alignment, usage of performance based contracting,
automation and integration of the Authority’s processes, integration of risk management in the
projects, adoption of value engineering, effective engagement of stakeholders in controlling
encroachment, institutionalize research and innovation, separation of the functions of design and
construction for enhanced efficiency and adoption of alternative financing such as PPP/Annuity
which is critical in bridging financial deficit.
The strategic model is detailed in Chapter Three. The Authority identified the following six
themes/key result areas to focus on:
a) Development of Roads and Enhancement of Network Capacity and Quality;
b) Securing and Preservation of Road Assets;
c) Environment and Social Sustainability;
d) Enhancement of Institutional Framework and Capacity;
e) Effective Resource Mobilization;
f) Leadership and Governance
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Some of the key achievements projected for the plan period on which the performance of the
Authority will be measured include:
a) Construct and rehabilitate 3,820 Km of roads.
b) Acquisition of Titles for 9,000 Km of Road Reserve and 40 Road Camps.
c) Preservation/maintenance of 50,000 km under routine maintenance (10,000 Km
Annually), 5,000 Km under periodic maintenance (1,000 Km Annually) and 30,000 Km
under PBC (6,000 Km Annually).
d) Plant 60,000 trees for environmental preservation to act as carbon sink.
e) Rehabilitation of 100% of all quarries and borrow pits after construction works.
f) Develop and Review 47 Internal Policies and Manuals.
g) Implement a Comprehensive Quality and Risk Management Framework Across all
Functions and Projects
h) Install and fully Operationalize the GIS system by mapping 18,101 km of the KeNHA
road network in the system.
i) Undertake 4 Research Studies to address topical issues affecting the Authority
j) Implement at least 4 Road Projects under the PPP Financing Framework.
k) Maintain 100% Compliance to the Mwongozo Code of Conduct.
l) Undertake Annual Training of the Board and Senior Management on Leadership and
Governance.
Chapter Four presents the organizational arrangement, structure and staffing requirements.
Further, the chapter projects the financing requirements for the strategic plan, highlights the
resource gaps, suggested resource mobilization strategies and lastly presents the risks with
associated mitigation measures which have been incorporated into the Strategic Model.
The financial resources required for implementing the strategies and programmes/activities are
outlined in the implementation matrix. The total amount required to implement the Strategic Plan
for the period 2018/2019 – 2022/2023 is KES 620.5 Billion while the projected exchequer
budgetary allocation is KES 497 Billion, the financing deficit of KES 123.5 Billion will be majorly
bridged through Public Private Partnerships and internal revenues.
Chapter Five provides the monitoring and evaluation strategies. KeNHA will make monitoring
and evaluation an integral part of the entire process of implementation of the Strategic Plan. This
will be done with an aim of measuring and assessing performance to draw lessons from the
implementation. The findings of the monitoring and evaluation exercises will inform decision-
making processes. The system will largely use the corporate objectives and indicators that have
been incorporated in the Strategic Plan detailed implementation matrix. Monitoring, Evaluation
and Reporting will be done both at the Board and Management levels.
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CHAPTER ONE
INTRODUCTION
1.1 Overview
This chapter provides the Authority’s background, its mandate and the national, regional and
global challenges as well as the role of the Authority in the development agenda.
1.2 Background
The Kenya National Highways Authority (KeNHA) is a statutory body established under the
Kenya Roads Act of 2007. It was inaugurated in September 2008 and the first Director General
appointed in December 2008. Its headquarters is in Nairobi and has ten regional offices and
three corridor management offices. KeNHA was certified ISO 9001: 2008 on July 2013 and was
recertified to ISO 9001: 2015 in September 2018.
1.3 Mandate
KeNHA is responsible for the development, rehabilitation, management and maintenance of all
National Trunk Roads comprising Classes S, A, and B roads, totalling to approximately 18,101
Km as per the gazette notice L.N. 2/2016. The classes are defined as follows:
i) Class-S Road: A Highway that connects two or more cities and carries safely a large
volume of traffic at the highest speed of operation;
ii) Class-A Road: A Highway that forms a strategic route and corridor connecting
international boundaries at identified immigration entry and exit points and international
terminals such as international air or sea ports; and
iii) Class-B Road: A Highway that forms an important national route linking national
trading or economic hubs, County Headquarters and other nationally important centres
to each other and to the National Capital or to Class A roads.
Under the Constitution of Kenya 2010, the National Government (through the Ministry of
Transport, Infrastructure, Housing, Urban Development and Public Works) has the overall
responsibility for the provision of an efficient road network in Kenya. The Ministry provides the
policy and regulatory frameworks, coordination, oversight, supervision, liaison with other state
agencies and any services necessary for the smooth functioning of the roads sub-sector. Other
players in the roads sub-sector include Nairobi Metropolitan Area Transport Authority
(NaMATA), Kenya Rural Roads Authority (KeRRA), Kenya Urban Roads Authority (KURA),
Kenya Roads Board (KRB), County Governments and Kenya Wildlife Services (KWS).
The core functions of the Authority as defined by the Kenya Roads Act of 2007 include;
a) To construct, upgrade, rehabilitate and maintain roads under its control;
b) To control national roads and road reserves and access to roadside developments;
c) To implement road policies in relation to national roads;
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d) To ensure adherence to the rules and guidelines on axle load control prescribed under
the Traffic Act and under any regulations under the Kenya Roads Act, 2007;
e) To ensure that the quality of road works is met;
f) To collect and collate data related to the use of national roads;
g) To prepare road works programmes for all national roads;
h) To monitor and evaluate the use of national roads;
i) To plan the development and maintenance of national roads;
j) To advice the Minister on all issues relating to national roads;
k) To liaise and coordinate with other road authorities in planning and on operations;
l) To perform other functions related to the implementation of the Kenya Roads Act, 2007
as may be directed by the Minister.
1.3.1 Rationale for Developing 3rd Strategic Plan 2018-2022
Several fundamental changes have taken place in the KeNHA operational environment since the
Strategic Plan 2013/2014 – 2017/2018 was developed. There have been changes in economic
conditions, fiscal and legal changes such as the development of the Roads Bill 2015 (with 2017
amendments) and Road Sector Investment Plan. There have also been institutional changes in
delivery and management of road infrastructure as seen through the Roads 10,000 Program
(Annuity), PPP road projects, as well as the restructuring of the Authority.
This Strategic Plan has been aligned to relevant Policy Documents which include the Kenya
Vision 2030, MTP III, the Big 4 development agenda, Sustainable Development Goals (SDGs),
UN decade of action and the Africa Union Agenda 2063. A review of this developments and
situational analysis of the Authority’s operational environment informed the preparation of this
Strategic Plan.
1.3.2 Methodology Deployed in Developing the Strategic Plan
During the preparation of the Plan, all stakeholders were widely consulted. Some of the key
respondents included Ministries and Government Departments, Development Partners, road
users, KeNHA Board, management and staff. This was useful for purposes of receiving quality
feedback and creating ownership of the Strategic Plan. Deployment of survey questionnaires,
informant interviews, focus group discussions and direct observations formed the primary
source of information for review while the Authority’s monitoring and evaluation reports
formed part of the secondary data.
1.4 Global, Regional and National Development Challenges
Global and regional challenges experienced include: volatility in forex affecting foreign
denominated contracts, fluctuating oil prices, adverse weather due to climate change (global
warming) and insecurity.
National challenges include high stock of pending bills, high cost of land acquisition for road
construction, high cost and lengthy timelines of relocation of services, uncoordinated physical
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planning, depletion of local natural construction materials, encroachment on road reserves,
overloading on roads, vandalism of roads structures, insufficient capacity of other transport
modes (rail and pipeline), low capacity of local contractors and consultants and lengthy
procurement processes.
1.5 Organizational Development Role Aligned to Development Agenda
The KeNHA Strategic Plan 2018/2019 – 2022/2023 is aligned to relevant policy documents.
Specific details of the alignment are as spelt out below.
1.5.1 The Constitution of Kenya
The Constitution of Kenya 2010 sets out expectations of the people of Kenya and thus
demanding alignment with all entities in the country. The three key areas directly touching on
KeNHA’s mandates are the bill of rights in Chapter 4 and the land and environment issues in
Chapter 5. The Constitution refers to being committed to nurture and protect the well-being of
the individual, family, communities and the nation; and to recognise aspirations of Kenyans for a
Government based on the essential values of human rights, equality, freedom, democracy, social
justice and the rule of law. There is need therefore for KeNHA to engage stakeholders who will
be affected, enhance land use activities and ensure conservation of the environment in all its
activities.
KeNHA will therefore comply fully with the dictates of the Constitution of Kenya 2010. The
Authority’s policies and operational manuals have been aligned to the Constitution to ensure
effective stakeholder engagement, equitable treatment of individual citizens and groups and
sound practices in social and environmental mitigation and stewardship.
1.5.2 The Kenya Vision 2030
The KeNHA 2018/2019 – 2022/2022 Strategic Plan has been aligned to the Kenya Vision 2030
development blue print. Vision 2030 represents Kenya’s long – term plan which aims at being a
globally competitive and prosperous country. The plan is anchored on three pillars including
Economic, Social and Political Governance. With respect to infrastructure, the Plan’s objective is
to provide cost – effective world – class infrastructure facilities and services in support of Vision
2030.
1.5.3 Third Medium Term Plan (MTP III)
The Third Medium Term Plan (MTP III) operationalizes Vision 2030 during the 2018/2019 –
2022/2023 time space, hence the rationale for specifically aligning KeNHA’s 2018/2019 –
2022/2023 Strategic Plan to the MTPIII. The MTP III aims at enhancing domestic and regional
connectivity, boosting rural productivity and reducing urban congestion. This would be realized
through construction/rehabilitation of 190 km of East Africa Road Network Project (EARNP);
53 km of Kenya Transport Sector Support Project; 350 km of East Africa Regional Transport,
Trade and Development Facilitation Project; 47 km of National Urban Transport Improvement
Project (NUTRIP); 344 km of Northern Kenya Transport Improvement Project (NETIP) and
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Construction of the 450 km Mombasa – Nairobi six lane highway toll road. Implementation of
these projects have been prioritized in this Strategic Plan 2018/2019 – 2022/2023. The
Authority will maintain the network and implement the National Roads Safety Action Plan in
accordance to the MTP III.
1.5.4 The Big Four Development Agenda
The “Big Four Agenda is an accelerated five-year development plan designed to fast track the
realization of the Kenya Vision 2030. The plan aims at enhancing manufacturing by increasing
the share of manufacturing from 9.2% to 20% of the GDP by 2022; food security and nutrition;
universal health coverage and provision of 500,000 new affordable homes.
This Strategic Plan prioritizes provision of adequate road infrastructure to improve access to
points of agricultural production, markets, medical facilities, housing development projects and
industries. The Authority shall maintain an efficient transport system that in turn will ease the
cost of doing business and reduce production costs that will facilitate the achievement of the Big
Four Agenda.
1.5.5 Road Sector Investment Program
The Road Sector Investment Program (RSIP) 2010 – 2024 outlines prioritized road sub sector
investments and associated budgetary requirements designed to modernize our road network in
line with Kenya Vision 2030. The RSIP provides a more integrated proactive and comprehensive
investment plan in the road sector. The prioritization of the interventions on road development
and maintenance in the Strategic Plan 2018/2019 – 2022/2023 has been aligned to the RSIP
2010 – 2024.
1.5.6 Roads 10,000 Program
The Roads 10,000 Program is based on an annuity lending towards contracts at favourable terms
negotiated by the Government. The Government through the road agencies (KeNHA, KeRRA
and KURA) has planned to construct 10,000 km priority roads nationwide, to be procured as
long-term contracts for design, finance, construction and maintenance under PPP arrangement
with payments linked to completion of roads and performance-based maintenance.
Under this Strategic Plan, the Authority has prioritized implementation of some of the roads
identified under the Roads 10,000 program. These include: 25 km of Kwale – Kinango (B92); 41
km of Mariakani – Kinango (B91); 50 km of Modogashe – Habaswen – Wajir (Modogashe –
Samatar Section) (A13); 75 km of El Wak – Rhamu – Mandera (Rhamu – Mandera
section)(A13); 19 km of Kilgoris – Lolgorian (B3); 29 km of Kehancha – Lolgorian (B1); 22 km
of Bomas – Kiserian – Magadi (Dualling Bomas – Kiserian Section) (B19); 9 km of Bomas –
Karen – Dagoreti – Ruiru (Bomas – Dagoreti Market section) (B19); 70 km of Nanyuki – Gwa
Kungu (B22); 133 km of Laisamis – Ngurunit – Nursaery (South Horr)(B74); 67 km of Illasit –
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Njukini – Taveta (B55); 33 km of Ngong – Kiserian – Isinya (B50) and 43 km of Kajiado –
Imaroro (B52) roads.
1.5.7 Sustainable Development Goals
The Sustainable Development Goals (SDGs) 2015 – 2030 provides a plan of action for the
people, planet and prosperity. Out of the seventeen goals, five are pertinent to KeNHA and have
been addressed in the Strategic Plan through the following initiatives:
a) Good health and well-being (SDG 3): KeNHA will undertake Road Safety Audits to
identify accident blackspots, implement intervention measures and provide road safety
education to reduce accidents;
b) Gender Equality (SDG 5): KeNHA shall accelerate mainstreaming of gender equality in
project and programmes by incorporating compliance to one third gender rule in
procurement and recruitment;
c) Industry, innovation and infrastructure (SDG 9): KeNHA will develop quality, reliable,
sustainable and resilient infrastructure including regional and trans – border infrastructure to
support economic development and human wellbeing with a focus on affordable and
equitable access for all;
d) Sustainable cities and communities (SDG 11): KeNHA will extend the paved road
network to hitherto underserved areas in Northern Kenya to improve nationwide access to
high speed and all – weather connectivity; and
e) Climate action (SDG 13): KeNHA will combat negative impacts of road development
through environmental mitigation, climate change measures and compliance with NEMA
requirements in all development projects.
1.5.8 Nairobi Integrated Master Plan
The Nairobi Integrated Master Plan (NIMP) proposes a plan for development of class S, J and H
roads. It prioritises intervention on six (6) key corridors that include: a) Thika Corridor (from
Nairobi Station to Kasarani); b) Juja Corridor (from Nairobi Station to Outer Ring Road); c)
Mombasa Corridor (from Nairobi Station to JKIA North); d) Waiyaki Corridor (from Nairobi
Station to Kabete); e) Langata Corridor (from Magadi Road Crossing to Nyayo Stadium); and f)
Outer Ring Corridor (from Thika Road to Mombasa Road). In addition, a circular mass transit
route surrounding the Central Business District (CBD) area is proposed through the CBD
development policy to create high accessibility in CBD and reduce the vehicle traffic in the CBD.
This route is taken into consideration as one of the transit corridors.
The Nairobi Integrated Master Plan also proposes the development of the Metro Rapid Transit
System (MRTS) whose implementation schedule according to the NIMP is divided into two
phases: the first phase being from 2011 to 2022, and the second phase from 2019 to 2030. The
six corridors in the NIMP above were selected as priority corridors for MRTS. The proposed
projects under this plan have been aligned to the NIMP to ensure integration of highway, i.e., the
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Bus Rapid Transport (BRT) and Metro Rapid Transit System (MRTS) to promote seamless
interconnectivity.
1.5.9 The East African Community (EAC) Vision 2050
The EAC Vision 2050 presents a regional framework including a road infrastructure that would
enhance the process of regional integration. Therefore, given KeNHA’s responsibility for roads
connecting to other countries, its role in shaping and supporting national commitments towards
regional integration is critical hence the need to ensure alignment of its strategic objectives with
the vision.
The EAC Partner States prioritized the following agreed transport corridors which constitute the
EAC Road Network: Mombasa – Malaba – Kigali – Bujumbura; Dar es Salaam – Rusumo with
branches to Kigali, Bujumbura and Masak; Biharamulo – Sirari – Lodwar – Lokichogio;
Nyakanazi – Kasulu – Tunduma with a branch to Bujumbura, Tunduma – Dodoma – Namanga
– Isiolo – Moyale and Malindi – Lunga – Tanga – Bagamoyo roads.
During the plan period, the Authority will upgrade major EAC priority highways including:
Mombasa – Nairobi Highway, Dual Nairobi – Nakuru – Mau Summit highway, dual Mau
Summit – Timboroa – Eldoret – Malaba highway, upgrade Isebania – Kisii – Ahero, upgrade
Kitale – Lodwar – Lokichogio – Nakodok and upgrade Malindi – Mombasa – Lunga Lunga
roads.
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CHAPTER TWO
SITUATION ANALYSIS
2.1 Overview
This chapter provides a review of the previous Strategic Plan (2013/2014 – 2017/2018)
implementation. It presents key achievements, challenges experienced and the lessons learnt. It
also undertakes an analysis of Strengths, Weaknesses, Opportunities and Threats (SWOT),
Political, Economic, Social, Environmental and Legal (PESTEL) and stakeholder analysis.
2.2 Review of the 2013/2014 – 2017/2018 Strategic Plan
2.2.1 Key Achievements
During the previous Strategic Plan period, the Authority achieved some of the following projects
under different projects and programmes:
a. Northern Corridor Transport Improvement Project (NCTIP): Completed projects
included the reconstruction works for Timboroa – Eldoret (73km), rehabilitation of
Kericho – Namarari (76 km), Mau Summit – Kericho (58 km), Nyamasaria – Kisian
(Kisumu Bypass) (22 km), rehabilitation of Eldoret – Webuye (60 km) and Webuye –
Malaba (62 km) road sections.
b. East Africa Road Network Project (EARNP): a total of 137 km was done through
construction of Modika – Nuno (23 km) and upgrading of Voi – Mwatate – Taveta
(114km) roads.
c. Kenya Transport Sector Support Project: 132.3 km out of the targeted 222 km of
roads were constructed/rehabilitated. These included: construction of interchanges at
Nakuru/Nyahururu turnoff at 94% complete, rehabilitation of Kisumu – Kakamega
(47km) at 77% complete and Bachuma Gate – Maji ya Chumvi (53km) at 82% complete.
d. Lamu Port South Sudan Ethiopia Transport Corridor (LAPSSET): four lots were
completed namely: Isiolo – Merille River (136 km); Merille River – Marsabit (121 km);
Marsabit – Turbi (121 km) and Turbi – Moyale (127 km).
e. Other major Programmes and projects completed include: Nairobi Southern bypass
(30km) was completed, construction of 19km of phase one of Dongo-Kundu bypass
(Miritini - Mwache Kipevu link road) was completed, Port Reitz/Moi International
Airport road was completed to decongestion major Cities. Sotik – Ndanai – Gorgor
(19km), Ejinja – Bumala (37km), Kangema – Gacharage (35km), Kaloleni – Kilifi
(35km), Rumuruti – Naibor (45km), Siaya – Ruambwa (29km), Masara – Suna –
Kehancha (47km), Homa Bay – Mbita (43km), Londiani – Fort Ternan (63km), Chepterit
– Kimondi – Baraton (14km), Athi River – Namanga (135km).
f. Major ongoing projects include: upgrading and rehabilitation of Eldoret – Kitale –
Lodwar – Nadapal road project, design studies for the rehabilitation/construction of
Lesseru to Kitale and Marich via Lodwar to Nadapal road were completed, Upgrading of
Lokitaung – Kalobeiyei River – Nadapal, Lokitaung – Lodwar, Lodwar Loichangamatak
road sections and Kainuk Bridge.
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2.2.2 Challenges and Performance Gaps
A summary of KeNHA’s Strategic Plan 2013/2014 – 2017/2018 challenges and performance
gap analysis are presented in Table 1 below. It is organized departmentally on the framework of
what was planned but not achieved, reason for the gap and way forward.
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Table 1: What was Planned but not Achieved, Reason for Failure and Suggested Way Forward
Strategic Objective What was planned but
not achieved
Reason for the
failure/gap
Suggestions on the way
forward
Strategic response
To Strengthen the
institutional framework and
internal capacity of the
Authority.
Finalization of
Procurement Policies and
Work Instructions Manual
Revision of the manual has
not been finalized because
the attendant regulations
are yet to be finalized.
The manual will be finalised
based on the Public
Procurement and Disposal
Act 2015. It will be revised
once the attendant
regulations are finalized.
Theme 4, objective 4.4,
strategy 4.4.3
To secure and protect
national road reserves and
assets.
Re-possess illegally
acquired road reserves
(30Ha per year)
• Court cases leading to
delays in re-possession
• Slow progress of
revocation of illegal
allocations by the NLC.
Strategies to acquire titles
for camps and road
reserves have been
incorporated in the plan to
avert future illegal
acquisition.
Theme 2, objective 2.1,
strategy 2.1.2
To secure and protect
national road reserves and
assets.
Map roads and road
reserves • Lack of the original
Survey maps from
Survey of Kenya.
• Inadequate financial
and technical capacity
• Closely collaborate
with the Counties,
Survey of Kenya and
other stakeholders
• Enhance budget and
staff capacity.
Theme 2, objective 2.1,
strategy 2.1.2
To ensure social and
environmental sustainability
Improve road aesthetics The trees planted during
beautification programs had
been faced with
sustainability challenges due
to animal grazing and harsh
climatic conditions
• Beautification and tree
planting to be
undertaken under PBC
• Tree planting
programme to be
undertaken in key
public installations.
• To be incorporated in
Theme 3, objective 3.1,
strategy 3.1.1.1 and 3.1.1.2.
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Strategic Objective What was planned but
not achieved
Reason for the
failure/gap
Suggestions on the way
forward
Strategic response
the tender documents
of major projects.
To improve road safety and
security.
Regular road safety audit in
all stages of road planning,
development and
maintenance
Inadequate capacity (Lack
of road safety manual and
personnel)
• Prioritize Road safety
Audits
• Train staffs on road
safety audits.
• Sustain and dedicate
budget provision for
road safety activities
Theme 1, objective 1.2,
strategy 1.2.3
To Strengthen the
institutional framework and
internal capacity of the
Authority
Development of National
Trunk Road Investment
Plan (NTRIP)
The sector investment plan
that guides the preparation
was not developed
Develop the National
Trunk Road Investment
Plan during this Strategic
Plan period
Theme 4, objective 4.4,
strategy 4.4.7.
To Strengthen the
institutional framework and
internal capacity of the
Authority
Development of traffic data
collection, analysis, storage
and management system
Poor and slow service
delivery by the consultant
Fast track remaining task
and explore alternative
methods of data collection
Theme 2, objective 2.3,
strategy 2.3.1
To enhance road network
capacity and quality.
Strengthen research and
development (R&D) unit
and develop R&D strategy
Procured consultant unable
to deliver and contract
terminated
• Operationalize the
research and innovation
department.
• Development of the
R&D strategy.
• Enhance the TOR and
engage a consultant
Theme 4, objective 4.4,
strategy 4.4.1.
To Strengthen the
institutional framework and
internal capacity of the
Monitor evaluate and
report on implementation
of the (SP) 2013-2017)
Weak linkage between the
Strategic Plan and Annual
Work plans
Cascade the Strategic Plan
in the annual work Plan
and Performance
Theme 4, objective 4.4,
strategy 4.4.2
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Strategic Objective What was planned but
not achieved
Reason for the
failure/gap
Suggestions on the way
forward
Strategic response
Authority management tools.
Bi-annually monitor the
implementation of the
strategic plan
To Strengthen the
institutional framework and
internal capacity of the
Authority
Undertake traffic studies
and road condition surveys
Inadequate framework to
facilitate data collection,
storage and retrieval
• Automate data
collection, storage and
retrieval processes
• Leverage on available
technology to update
traffic database
Theme 4, objective 4.4,
strategy 4.4.8
To Strengthen the
institutional framework and
internal capacity of the
Authority
Develop an effective Axle
load control M&E system
with requisite performance
indicators
Lack of a framework to
guide monitoring of axle
load operations
• Develop a framework
to monitor axle load
activities.
• Incorporate the axle
load component to
monitoring of projects
• Automate axle load
control system
Theme 2, objective 2.2,
strategy 2.2.1.
To enhance road network
capacity and quality.
Targets under
Reconstruction and
rehabilitation of roads were
not fully achieved
Delays in implementation
of projects due to
inadequate funding, delay in
land acquisition and
relocation of utilities.
Policies and strategies to be
developed to do advance
land acquisition and
relocation of utilities.
Theme 1, objective 1.1,
strategy 1.1.1, 1.1.2 and
1.1.3.
To Strengthen the
institutional framework and
internal capacity of the
Develop Quality Assurance
System & Manual
Inadequate budget Secure financing to acquire
the system.
Theme 1, objective 1.2,
strategy 1.2.2
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Strategic Objective What was planned but
not achieved
Reason for the
failure/gap
Suggestions on the way
forward
Strategic response
Authority Implement the system
progressively.
To Strengthen the
institutional framework and
internal capacity of the
Authority
Consultancy services to
undertake material testing
as part of the technical
audits
Delay in procurement
process due to non-
responsiveness of the initial
advertisement
Transfer activity to
2018/2019 – 2022/2023
Strategic Plan
Theme 1, objective 1.2,
strategy 1.2.2
Strengthen the institutional
framework and internal
capacity of the Authority
Enhance resource
mobilization through
Public Private Partnership
The PPP projects took long
to procure
Activities have been
rescheduled into this
Strategic Plan period
Theme 5, objective 5.1,
strategy 5.1.1
Strengthen the institutional
framework and internal
capacity of the Authority
Implementation of a
Disaster Recovery System
(data backup)
Challenges to do with the
connectivity between the
primary and the secondary
site
Co-location (relocation of
servers to a secure
outsourced location) of the
service.
Theme 4, objective 4.3,
strategy 4.3.2
Strengthen the institutional
framework and internal
capacity of the Authority
ERP implementation Having several consultant
firm’s working on different
modules in the ERP
Secure a single Consultant
to customize the various
modules of the ERP
Theme 4, objective 4.3,
strategy 4.3.4
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2.2.3 Lessons Learnt
Throughout the Strategic Plan (2013/2014 – 2017/2018) implementation, several lessons have
been learned which allow for discovery of opportunities for improvement.
1) Advance acquisition of land and resettlement of project affected persons before
commencement of works alleviates escalation of costs and reduces delays in project
implementation.
2) Optimal choice of alignment and adoption of engineering solutions that minimise land
acquisition cost is critical in minimising project cost and prompt completion of projects.
3) Effective and integrated approach in contract management is key in delivering projects
within planned time and cost.
4) Innovative approaches to service delivery implemented during the period such as
adoption of Performance Based Maintenance Contracts which helped in maintaining
high service levels while reducing the cost of maintenance and Network Approach
through Corridor Management improved the effectiveness of maintaining major arterial
roads.
5) Automation and integration of the Authority’s processes through ERP and EDMS is key
in enhancing service delivery. In addition, the adoption of technology in management of
the road network such as Installation of Virtual weigh stations enhanced the surveillance,
enforcement of Axle Load compliance and traffic data collection.
6) Integration of Risk Management in projects and operations has significantly improved
service delivery by mitigating against the effects of unforeseen events.
7) Adoption of Value Engineering such as the utilization of the Polymer binder on the
Nairobi Southern Bypass was invaluable in reducing the cost of construction and
improving the quality of the road.
8) The utilization of the GIS system in management of the road assets enhanced
monitoring of the road network and storage & retrieval of inventory of road data.
9) Effective engagement of stakeholders and collaboration with key leadership is critical in
controlling encroachments, securing of Land assets and protection of road infrastructure.
10) Separating the functions of design and construction which were initially in the same
department has improved efficiency in project implementation. This has reduced design
variations.
11) Bridging of budget deficit requires alternative financing mechanisms such as PPPs and
Annuity.
2.3 Environmental Scan
2.3.1 SWOT Analysis
SWOT Analysis was done to identify the strategies that will create a firm specific business model
that will best align the Authority’s resources and capabilities to the requirements of the
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environment in which we operate. The analysis helps to leverage on the strengths, improve the
weaknesses, exploit the opportunities and minimize the threats.
2.3.2 Strengths
Key strengths identified were:
▪ Clear Legal mandate;
▪ Visionary leadership and competent management;
▪ Strong Brand;
▪ Quality Road infrastructure that is well maintained;
▪ Sustainable funding for road maintenance through RMLF;
▪ Expanded Organizational Structure with clear definition of roles that facilitate quick decisions and
work flow;
▪ Good working environment;
▪ Improved Work space, tools and equipment;
▪ Availability of training opportunities.
2.3.3 Weaknesses
Key weaknesses identified were
▪ Weak project and contract management;
▪ Failure to acquire the corridor in a timely manner;
▪ Performance management strategy not fully developed;
▪ Bureaucracy in approval of policies and strategies;
▪ Barriers to internal communication and coordination;
▪ Inadequate sharing of information with survey of Kenya;
▪ Inadequate data management.
2.3.4 Opportunities
The key opportunities identified were;
▪ Goodwill and support from Government, Development partners and stakeholders;
▪ Multiple Funding Sources including Development Partners, Exchequer, RMLF and A-I-A;
▪ Timely maintenance interventions supported by PBC;
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▪ Clear legal framework that supports raising of funds through PPP;
▪ Availability of market instruments (Bonds and Stock) for Infrastructure funding;
▪ Vibrant Private Sector (Contractors, consultants, Banks and Insurance) willing to participate
in Infrastructure projects;
▪ Availability of local skilled labour;
▪ Advanced technology for infrastructure delivery and process automation;
▪ Existence of Regional economic blocks and strong regional cooperation mechanisms;
▪ Low capacity of other competing transport modes.
2.3.5 Threats
The key threats are;
▪ High cost of land for road construction;
▪ High stock of pending bills accumulated over time due to shortfall of budget through
the years;
▪ High cost and lengthy timelines of corridor acquisition and relocation of services;
▪ Uncoordinated physical planning;
▪ Depletion of local natural construction materials;
▪ Volatility in forex affecting foreign denominated contracts;
▪ Environmental degradation due to poor land use;
▪ Encroachment on road reserves;
▪ Insecurity;
▪ Vandalism of roads structures;
▪ Over reliance on foreign consulting and construction companies;
▪ Overloading on roads;
▪ Insufficient capacity of other transport modes, rail and pipeline resulting in road
congestion and overloading;
▪ Cyber-attacks and
▪ Unrealistic stakeholder demands and expectations.
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2.3.5.1 Strategic Response to Analyses
It is anticipated that no major adverse occurrences would come to impact the Plan and that the
critical assumptions would hold. Most of the Risks and Threats identified in the Plan have been
addressed through the strategies defined and continuous monitoring of both external and
internal environments will be done. Some of the weaknesses and threats will require policy
review recommendations and surveillance of the external environment in which KeNHA have
no control. A mapping of strategic themes and critical success factors to overcome weaknesses
and threats is profiled in table 2 and 3.
2.3.5.2 Strategic Response to Weaknesses
Strategies have been put in place to address the weaknesses that may impact negatively on
strategic executions. Internal weaknesses have been cross-mapped with strategic objectives to
attain a clear view on strategic responses against each weakness. Table 2 indicates weaknesses
cross-mapped with strategic objectives.
Table 2:-Cross-Mapping of Weaknesses, Suggested Way Forward and Strategic Objectives
Weaknesses Way forward Strategic
objectives Strategy
Weak project and contract
management
• Continuously train project staff on
project and contract management.
• Develop and review risk management
framework.
1 1.5
Failure to acquire the
corridor in a timely manner
Provide training, tools and equipment to
the survey department. 5 4.6
Performance management
strategy not fully developed
• Undertake baseline staff productivity
survey and propose measures to
address.
• Conduct work load analysis.
• Appraise staff annually.
5 4.6
Bureaucracy in approval of
policies and strategies
Research on appropriate technologies that
can be adopted in KeNHA’s work
processes.
6 4.11
Barriers to internal
communication and
coordination
• Implement corporate unified
communication system and Business
Process Re-engineering.
• Install and upgrade connectivity and
ICT infrastructure to all regional and
corridor management offices.
5 4.10
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Weaknesses Way forward Strategic
objectives Strategy
Inadequate sharing of
information with survey of
Kenya
Delineate road reserve through mapping
and share the information with survey of
Kenya
2 2.2
Inadequate data
management
Develop and implement data
management manual and set up an ICT
data centre.
5 4.3
2.3.5.2.1 Strategic Response to Threats
The Authority has identified strategies to address threats. Table 3 indicates the Authority’s key
threats cross-mapped with strategic objectives.
Table 3: - Cross-Mapping of Threats, Suggested Way Forward and Strategic Objectives
Threats Way forward Strategic
objectives Strategy
High cost of land for road
construction
• Implement innovative technical
solutions to minimise land
requirement.
• Lobby for enactment of the Land
Index Bill.
• Planning and acquisition of land for
highway.
• Liaison with County Governments for
reservation of land for future road
corridors.
2 2.1
High stock of pending bills
accumulated over time due
to shortfall of budget
through the years
• Negotiate within the transport sector
and the National Treasury for
additional funds.
• Ensure ongoing projects are
completed before starting new ones.
• Corridor acquisition and relocation of
utilities in advance of construction.
7 5.1
High cost and lengthy
timelines of relocation of
services
• Prior mapping of utilities to facilitate
accurate costing and timely relocation.
• Liaise with utility owners to cover the
cost of relocation.
2 2.1
Uncoordinated physical
planning
• Continuously share road development
plans and coordinate with stakeholders
including director of survey, physical
planning, County Governments and
2 2.1
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Threats Way forward Strategic
objectives Strategy
other Government Ministries
Depletion of local natural
construction materials
• Research on alternative materials
• Acquire strategic sources of materials
in advance
6 4.11
Volatility in forex affecting
foreign denominated
contracts
• Explore hedging instruments to
mitigate effects of fluctuation of
foreign exchange rates.
• Denominate contracts in local
currency where feasible.
1 1.5
Environmental degradation
due to poor land use
• Develop climate resilient infrastructure
• Implement strategies for adaptation to
climate change
• Liaise with other government agencies
including counties on proper land use
planning to mitigate negative effect on
highway infrastructure
4 3.1
Encroachment on road
reserves
• Increase surveillance and enforcement
against encroachments
• Install marker posts
• Sensitize the public
• Acquire titles for the Authorities land
assets
2 2.2
Insecurity • Implement security control measures
for the Authorities critical assets
• Train staff on emergency incidence
response
• Liaise with security agencies to
enhance security at project sites
• Sensitize project stakeholders to
address the high expectations that give
rise to insecurity
5 4.1
Vandalism of road
structures
• Research on alternative materials.
• Sensitize the public. 6,2 4.11, 2.1
Over reliance on foreign
consulting and
construction companies
Implement initiatives that encourage
participation of local contractors and
consultants in international tenders.
7 5.1
Overloading on roads • Weigh all vehicles above 3.5 tonnes at
weighbridges
• Enhance surveillance by installing
1 1.7
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Threats Way forward Strategic
objectives Strategy
virtual weighbridges
Insufficient capacity of
other transport modes, rail
and pipeline resulting in
road congestion and
overloading
• Increase capacity of national trunk
roads
1 1.1, 1.2,
1.3
Cyber attacks • Acquire enterprise SSL certificates,
implement corporate unified threat
management protection system and
encryption.
5 4.8
Unrealistic stakeholder
demand and expectation
• Develop National Trunk Road
Investment plan and 50-year National
Trunk Road Development masterplan.
• Stakeholder engagement during design
and implementation of road projects
• Include interventions for enhancement
of socio-economic status of recipient
communities.
1,4 1.4, 3.1,
3.2
2.3.6 PESTEL Analysis
This section reviews the political, economic, social, technological, environmental and legal
factors affecting KeNHA’s operations. These factors are as stated below:
Table 4:-Political, Economic, Social, Technological, Environmental and Legal Factors
Category Issue(s) Description
Political Intergovernmental
relations
Lack of adequate implementation of the intergovernmental
framework on coordination has led to conflict with County
Governments over their mandate in management of road
corridors
Allocation of
resources
• Increased demand from the political class on construction
and maintenance of roads has led to pressure on the
limited road funding and affected prioritization.
• Political pressure to complete projects, employ more
people which the project cannot absorb.
Alignment to the
Big 4 government
development
agenda
This has formed a framework for development and
implementation of this Strategic Plan. This strategic plan is
aligned to supporting this development agenda. This will
exert more pressure on the limited resources.
Stable political
environment
This will provide a conducive environment for the
management, maintenance and construction of national
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Category Issue(s) Description
trunk roads.
Labour • Political pressure to employ more people beyond the
project capacity.
• Demand for employment by ward/location/ethnicity at
times leads to labour unrests and increases the operational
cost of the projects and delays project completion.
Economic Globalization
• Globalization has increased the demand for world class
road infrastructure for the country to remain competitive.
• This has availed modern technology and expertise.
Macroeconomic
performance
• A good macroeconomic performance will support
enhanced exchequer allocations as well as the capacity to
borrow and repay loans to support capital projects.
• Capping of interest rates has led to limited access to
capital for local contractors and consultants.
• Volatility of the exchange rate will affect foreign
denominated contracts.
• Low inflation rate will minimise price variations.
Budget Constrained fiscal space (Budget ceiling) will affect ability to
clear pending bills and other emerging requirements such as
demands from the Big 4.
Social HIV/AIDS The HIV/AIDS pandemic is anticipated to present a
challenge to KeNHA’s operations.
Therefore, during the Strategic Plan period, the Authority
will mainstream HIV/AIDS both internally and within
projects;
High
unemployment
Demand for employment by ward/location/ethnicity at
times leads to labour unrests and increases the operational
cost of the projects and delays project completion.
Low local
contractor and
consulting capacity
There is limited number of local contractors capable of
carrying out high value and reliable works involving
maintenance, rehabilitation and construction of roads. This
does not build local capacity and economy (repatriation of
profits).
Improved
livelihood
Construction and maintenance of roads has resulted into
employment, wealth creation, improved security and access
to social amenities along project areas.
Social and cultural
integration
Construction and maintenance projects bring about social
and cultural integration within the communities along the
project area.
Technological Uptake of modern
technology
New technologies in materials and equipment has not been
fully explored. Similarly, the Authority has not fully adopted
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Category Issue(s) Description
the rapid changes in technology especially in equipment and
design software. In this strategic plan period, the Authority
will adopt new materials and technology to enhance
efficiency in delivery of road infrastructure.
Information
sharing
Utilization of emerging platforms of communication
including social media will be adopted by the Authority in
the SP to facilitate effective stakeholder participation.
Environmental
Compliance to
environmental
laws
Changes in environmental laws demands for stringent
measures in management of environmental issues in
projects.
Adverse weather/
Climate change
Continued changes in the environment have at times led to
flooding and hence overtopping of bridges and other
structures. The Authority shall design and construct resilient
and climate proofed structures in the strategic plan period.
Legal Change in
legislation
Roads bill 2017 if enacted will adversely affect revenue
allocation to the Authority.
Increased Suits Expanded bill of rights under the new constitution has
resulted in increased number of litigations against the
Authority.
Transport
coordination
framework
Lack of an Integrated National Transport Policy to
coordinate integration of the various modes of transport.
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2.3.7 Stakeholder Analysis
KeNHA undertook stakeholders mapping as analysed below:
Table 5:-Stakeholders’ Analysis in the Strategic Plan 2018-2012
Stakeholder Role/Functions of the
Stakeholder
Stakeholder’s expectations from the
Authority
Authority’s expectation from the
stakeholder
Ministry of Transport,
Infrastructure, Housing,
Urban Development &
Public Works
• Parent ministry in charge of
policy formulation and
oversight.
• Facilitate funding of roads
• Fulfilment of mandate;
• Achievement of targets specified in
the Performance Contract;
• Submission of annual reports.
• Facilitate timely funding; and
• Involve the Authority in policy
formulation.
Kenya Rural Roads
Authority and Kenya
Urban Roads Authority
Management, development,
rehabilitation and maintenance of
rural and urban roads respectively.
Collaboration in development of roads Information sharing on roads matters.
Kenya Railways
Corporation
Provide railway transport services • Last mile connectivity
• Participation in integrated transport
policy formulation and review
• Cooperation on road and rail
reserve
• Continuous Engagement with the
Authority on integration of
transport system.
Kenya Roads Board Disburse funds for maintenance of
all roads through the management
of the Roads Maintenance Levy
Fund (RMLF) and carries out
technical and financial audits of
the works.
• Proper planning, maintenance and
management of roads.
• Cost-effective utilization of
maintenance funds.
• Timely reporting on utilization of
RMLF.
Timely release of maintenance funds.
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Stakeholder Role/Functions of the
Stakeholder
Stakeholder’s expectations from the
Authority
Authority’s expectation from the
stakeholder
Kenya Ports Authority
and Kenya Maritime
Authority
Maintain, operate, improve and
regulate all sea and inland
waterway ports in Kenya.
Partnership and collaboration in
integrated transport policy formulation
and implementation.
Ensure effective engagement on Inter-
modal transport.
Kenya Civil Aviation
Authority and
Kenya Airports
Authority
Plan, develop, manage, regulate
and operate a safe civil aviation
system in Kenya
Participation in integrated transport
policy formulation and review
Continuous Engagement with the
Authority
Engineers Board of
Kenya (EBK)
Regulation of engineers Provide opportunities for employment
and training to members
Provision of professional and ethical
engineers.
NTSA Advise and make
recommendations on matters
relating to road transport and
safety
Ensure Safety measures and
recommendations from safety audits are
incorporated in the design, construction
and maintenance of trunk roads.
Collaboration on road safety policy
development.
The National Treasury
and Planning
• Provision of funds
• Provides focus areas through
Vision 2030 and MTP III
• Monitor compliance to the
Public Finance Management
Act (PFM) and Treasury
circulars.
• Prudent utilization of funds to meet
specified targets.
• Aligning plans to government
development agenda (Big 4 agenda,
Vision 2030 and MTP III).
• Facilitate adequate and timely
funding.
Ministry of Lands &
Physical Planning • Facilitation of acquisition of
land for road development.
• Provision of survey maps and
other land records.
• Long term Physical Planning
• Submissions of requests for road
way leave.
• Alignment and implementation of
the National Spatial Plan 2015-2045
• Fast track provision of land for
development;
• Fast track gazettement of way leaves
• Ensure land meant for road
construction is not illegally
allocated.
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Stakeholder Role/Functions of the
Stakeholder
Stakeholder’s expectations from the
Authority
Authority’s expectation from the
stakeholder
Survey of Kenya (SoK) Responsible for national surveying
and mapping
Submission of survey plans to Survey of
Kenya for updating
• Avail maps and survey plans.
• Secure custody of maps to avoid
illegal alterations and allocation.
• Timely amendments of maps to
update acquisition of land and road
reserve.
Office of the Attorney
General • Review and advise on high-
value Contracts and MoU’s on
Financing agreements
• Conformity to the law • Ensure speedy review and advice on
Financing agreements and MoU’s
Ministry of industry,
trade and Cooperatives
• Promote industrialization and
enterprise development
• Private sector development
policy and strategy
• Good road infrastructure that links
industries to markets
• Planning roads in line with the
country’s development agenda
• Partner with the Authority in
enhancing road