strategic plan 2018/2019 2022/2023kenha’s vision during the strategic period is “a leading...

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

3

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 –

5

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

6

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.

7

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.

8

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.

9

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.


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.


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


strategy 3.1.1.1 and 3.1.1.2.

10


not achieved

Reason for the

failure/gap


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


strategy 1.2.3

To Strengthen 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


strategy 4.4.7.

To Strengthen 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


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


strategy 4.4.1.

To Strengthen 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


strategy 4.4.2

11


not achieved

Reason for the

failure/gap


forward

Strategic response

Authority management tools.

Bi-annually monitor the

implementation of the

strategic plan

To Strengthen 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


strategy 4.4.8

To Strengthen 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


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.


strategy 1.1.1, 1.1.2 and

1.1.3.

To Strengthen the



Develop Quality Assurance

System & Manual

Inadequate budget Secure financing to acquire

the system.


strategy 1.2.2

12


not achieved

Reason for the

failure/gap


forward

Strategic response

Authority Implement the system

progressively.

To Strengthen 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


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


strategy 5.1.1




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.


strategy 4.3.2




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


strategy 4.3.4

13

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

14

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;

15

▪ 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.

16

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

17

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

18


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

19


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

20


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

21


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.

22

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.

23


Stakeholder


Authority


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.

24


Stakeholder


Authority


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