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Murang’a South Water And Sanitation Company –Second Strategic Plan 2016/17-2020/21

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MURANG’A SOUTH WATER AND SANITATION COMPANY

STRATEGIC PLAN

2016/17 –2020/2021


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MURANG’A SOUTH WATER & SANITATION COMPANYHEAD OFFICE

P.O. Box 87- 01034 KANDARAOFFICE MOBILE: 0716645345

CUSTOMER CARE: 0716645343email:[email protected]


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TABLE OF Contents

LIST OF ABBREVIATIONS AND ACRONYMS

FORWARD

ACKNOWLEDGMENT

EXECUTIVE SUMMARY

CHAPTER1

INTRODUCTIONAND BACKGROUND………………………………………….……………1

CHAPTER 2

INSTITUTIONAL

REVIEW………………………………….………………………………………………………7

CHAPTER 3 FORMATIVE ANALYSIS ....................................................................................19

CHAPTER 4 STRATEGIC OBJECTIVES AND DIRECTION..................................................32

CHAPTER 5MONITORING AND EVALUATION ..................................................................492

CHAPTER 6

IMPLEMETATIONMONITORING, EVALUATION AND REVIEWS .........................................494


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LIST OF ABBREVIATIONS AND ACRONYMS

BOD : Board of DirectorsCBA : Collective Bargaining AgreementCDF : Constituency Development FundCRO : Customer Relations OfficerCOK : Constitution of KenyaHIV/AIDS : Human Immune Virus/Acquired Immune deficiency SyndromeTSM : Technical Services ManagerCSM : Commercial Services ManagerHRO : Human Resources OfficerICT : Information Communication TechnologyMD : Managing DirectorIT : Information TechnologyKEBS : Kenya Bureau of StandardsMDG : Millennium Development GoalsMIS : Management Information SystemMOU : Memorandum of UnderstandingNEMA : National Environment Management AuthorityNGO : Non Governmental OrganizationNRW : Non- Revenue WaterMUSWASCO : Murang’a South Water & Sanitation Company LtdPMS : Performance Management SystemPO : Procurement OfficerPPP : Public Private PartnershipSPA : Service Provision AgreementSWOC : Strengths, Weaknesses, Opportunities and ChallengesWWDA : Water Works Development AgencyTWSB : Tana Water Service BoardMCIDP : Murang’a County Integrated Development PlanWASREB : Water services Regulatory BoardCGM : County Government of Murang’aWSS : Water Supply and SanitationWSPs : Water Services ProvidersEMCA : Environmental Management and Coordination Act, 1999PRO/RMO : Public Relations Officer/Resource Mobilisation OfficerPA : Personal Assistant to the MD


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IAM : Internal Audit ManagerCBS : Commercial Business SupervisorFO : Finance OfficerICTS :Information & Communication Technology SupervisorSDCO : Senior Debt Control OfficerMRO : Meter Reading OfficerSBO : Senior Billing OfficerDCO : Debt Control OfficerMRS : Meter Reading SupervisorBO : Billing OfficerD+R Team : Disconnection and Reconnection TeamPO : Procurement OfficerSC : Stores ClerkHRA : Human Resource AssistantTO : Transport OfficerIAO/AA : Internal Audit Officer/Audit AssistantCRO : Customer Relations OfficerCCA : Customer Care AssistantRCPT : ReceptionistWPS : Water Production SupervisorADS : Asset Development SupervisorO&MS : Operations and Maintenance SupervisorWQO : Water Quality OfficerAD/GISO : Asset Development/Geographical Information System OfficerDAO : Data Analyst OfficerOMO : Operations & Maintenance OfficerNRWO : Non Revenue Water OfficerLT : Lab TechnologistWST : Water Supply TechniciansDCA : Data Collection AssistantOMT : Operations & Maintenance TechniciansLP : Line PatrollerZT : Zonal Technician


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ForewordThis second Strategic plan of the Murang’a South Water and Sanitation Company has beenprepared with the aspirations of the country’s development Agenda as expounded in Vision 2030,and other policy documents of the Government, notably the Water Act 2016, in mind. Since theestablishment of the company in 2008, significant achievements have been made in the key areas ofwater infrastructure, production capacity, and efficiency in service delivery as well as the quality ofthe water supplied to our customers. This will propel the company to the top position in terms ofmanagement and efficiency and we are moving towards being a role model for Water ServiceProviders country wide. The main challenge ahead however is maintaining and exceeding thisgrowth. In order to deal with this challenge, there must be a continuous review of all areas ofoperations to ensure that the organization is well prepared to cope with the challenges of a dynamicenvironment as and when such challenges and opportunities arise.

This is the role played by this document which has provided us with a plan that sets clear goals anddescribes a number of strategies and action plans that will further lead us towards the attainment ofour vision of being a model water and sanitation provider in the country. Our key areas of focusduring the next five years have been identified and prioritized through the six strategic objectivesand their corresponding strategies and supporting action plans. These will dictate the areas to whichthe organization’s efforts and resources will be directed.

The plan was prepared through a collective process involving the Heads of the various departmentsand Units of the company as well as a valuable input and contribution from the Board. It is based onan in depth analysis of the Strengths, Weaknesses, Opportunities and Challenges (SWOC) in ourinternal and external operating environments in order to adequately entrench the organization’svision, mission and core values, all of which have been determined to be in line with our coreobjectives and best practice.


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In order to reap the full benefits of the planning process, the implementation must be pursuedrelentlessly. This calls for commitment, a sense of responsibility as well as dedication and teamwork from all members of staff and team work at all levels. We shall all need to continue pullingtogether in one direction. On its part, the Board is committed to doing its best to create an enablingenvironment and to provide leadership and direction as expected of it.

I wish to express my confidence that this second strategic plan will steer the company to greaterheights.

Lastly, I wish to thank all the members of staff who were involved in making this document areality. My appreciation also goes to TWSB, County Government and the Institute of Budgetingand Devolution Studies (IBDS) for valuable guidance towards the completion of this strategic plan.Our staff have no doubt benefited from the technical know-how in forward planning and strategicreviews.

Julius ManyekiChairman


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ACKNOWLEDGEMENT

I am delighted to present the second strategic plan of the Murang’a South Water and SanitationCompany. Unlike the previous plans, this plan has been synchronized with the Government’sFinancial Year and will consequently run from July 2016 to June 2021. In our continued pursuit ofexcellence and vision of becoming the model water and services provider, we have formulatedstrategies that will enable us to respond appropriately to the needs, challenges and opportunities of arapidly changing operating environment, while still focusing on our primary aim of provision ofclean and safe water and sanitation services to residents of Murang’a South, Kandara&Kigumo SubCounties

I am also happy to note that the previous strategic objectives set out by the company five years agohave been substantially achieved. The evaluation of this second strategic plan was necessary todetermine what still needs to be done in the coming years. Furthermore, a necessary criticalevaluation of both the Internal and external operating environments was conducted so as toascertain the opportunities that we need to take advantage of and also the likely challenges that weneed to be prepared for.

During the review process, we have taken into account the government’s national development planas contained in vision 2030 as well as the various other policy documents relating to the watersector, like the Water Act 2016,the National Water Policy, Irrigation and Drainage policy amongothers, and the contribution that MUSWASCO will make in the overall government strategy. Wehave also considered emerging issues in human health, food safety and climatic changes amongothers.

In order to actualize our vision, our focus during the next five years will be:enhanced financialsustainability, enhanced efficiency in infrastructure and operations, formulation and implementationof a robust risk management framework, increased automation of our operations and services,maintaining and attracting a competent, skilled and adequate human capital and also the upliftingof the company’s corporate image and publicity.

We acknowledge with thanks the valuable input and comments from the Board of Directors and ourstakeholders in the review process.

Mary G. NyagaManaging Director


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EXECUTIVE SUMMARY

MUSWASCO strategic plan 2016/17-2020/21 takes cognizance of the Company’s responsibilitiesand functions under the Water Act 2016 and focuses on the attainment of sustainable access toquality water and enhanced sanitation services to specific residential areas within our area ofjurisdiction. This plan guides the Companies’ efforts in contributing towards the attainment of theKenya Vision 2030(KV2030) specifically the aspirations under the Murang’a County Governmentstrategic plan (MCIDP) on water service provision issues.

The strategic plan is organized in six chapters where chapter one gives an introduction andbackground to the strategic plan within which an overview of the Company registration status andcoverage , engagement with National and County Government , the strategic planning methodologyand process, and the organization of the plan are included.

Chapter two gives an institutional review detailing the fundamental statements covering the vision,mission, mandate, core functions, core values, philosophy, current organizational structure, currentfunding, and achievements /gains and lessons learnt from the previous strategic plan.

Chapter three presents the formative analysis covering SITUATION, PESTEL, SWOCandSTAKEHOLDER analyses. These chapter houses the analysis on factors that may derail oraccelerate the proposals made in this plan.

Chapter four, details the strategic issues, the strategic goals and strategic objectives as well asstrategies and activities to be pursued during the plan period.

Chapter five addresses structural reforms and resource mobilization wherein the proposedorganizational structure and resource mobilization procedures are detailed. It discusses the financialrequirements necessary to implement the plan and carry out functions of the board in the next fiveyears. Emphasis has also been put on the organization structure that will sufficiently deliver on theplan. Chapter six concludes the plan with the implementation matrix, monitoring, review andevaluation processes.


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CHAPTER 1

INTRODUCTION AND BACKGROUNDIntroduction

The Murang’a South Water and Sanitation Company Ltd (MUSWASCO), was incorporated on23rd May 2008 under the Companies Act, Cap 486 and became operational immediately. Thecompany is mandated via a Service Provision Agreement (SPA) of November 2011, to providewater and sanitation services to the three sub-counties of Murang’a County namely: KandaraSub-County, Kigumo Sub-County and Murang’a south sub-County. MUSWASCO is whollyowned by the Murang'a County Government under the Constitution of Kenya 2010.MUSWASCO is the current holder for the National and County Governments assets on behalf ofthe public, while the national regulator is the licensor of the WSPs as per Water Act 2016.

The total area covered is 766 Km2, with a population of 363,893 (2009 census) excluding the

three locations in Murang’a South sub county namely Ichagaki, Nginda and Kambiti which are

currently under another service provider. The estimated population figure for 2015/16 is 369,019

while for 2020/21 is 372,724 projected from the 2009 population census. The corresponding

water coverage for 2015/16 is 55% while for 2020/21 the coverage is estimated at 91%. The

area under high potential agro ecological zones is 70% of the total area, whilethe rest is in the

semi-arid ecological zones.

MUSWASCO area covers 3 administrative sub-counties in Murang’a County and thegeographical coverage including served areas is as shown in the following locational maps.

Devolution of water sector

The right to clean and safe water is now constitutional. The Constitution of Kenya (CoK), underthe Economic and social rights Section 43 (1), stipulates that every individual has a right toaccessible and adequate housing, reasonable standards of sanitation and access to clean and safewater in adequate quantities. The Government of Kenya therefore has the primary duty ofensuring that the right to water and sanitation is fulfilled for everyone.


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The Company is functionally owned by the Murang'a County Government under theConstitution of Kenya 2010 and once the Water Act 2016 has been put into operation andMUSWASCO issued with a licence by the Regulator, it shall be formally established by theMurang’a County Government.

Water Sector ReformsIn 2002 the Water Sector Reforms momentum in Kenya culminated in the enactment of theWater Act 2002 which has now been repealed with a new Water Act 2016 which has alreadybeen gazetted awaiting the Cabinet Secretary gazette notice on the day of commencement.The Water Act 2016 has introduced new water management players to govern water andsanitation issues in Kenya. The institutions include:(i) Water Services Regulatory Board (Wasreb), which acts as a regulator and oversees

the implementation of policies and strategies relating to provision of water and sanitationservices and development,

(ii) Water Works Development Agencies (WWDA) which is responsible for development,maintenance and management of national public water works, operate completed waterworks until such a time the works are handed over, provide reserve capacity to WSPsand County Governments and provide technical capacity to the CS Water.

(iii) Water Service Providers (WSPs), who shall be established by the CountyGovernments, in its area of operation. The County Government shall establish suchWSPs in line with the Regulator’s standards. All WSPs shall remain Public Limitedliability Companies established under the Companies Act 2015.The WSPs shall beresponsible for provision of water services within the area specified in the license anddevelopment of county assets for water service provision. WSPs shall hold county ornational public water service assets on behalf of the public.

(iv) Water Resources Authority- Equivalent of WASREB in terms of functions but underwater resources only

(v) National Water Harvesting and Storage Authority- shall develop national publicwater works for water resources storage, harvesting and flood control

(vi) Water Sector Trust Fund- To provide conditional and unconditional grants to Countiesin addition to Equalization fund for development and management of water services inmarginalized areas or underserved areas as per the Board of Trustees.

(vii) Water tribunal- Established by the Water Act 2016 but the chairperson and staff appointed bythe Judicial Service Commission. The Tribunal shall hear and determine appeals made by


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persons, or organizations against Cabinet Secretary- Water,WASREB, WSPs,WWDA,WRA,NWHSA and WSTF.

Major Challenges in MUSWASCO

The main challenges facing MUSWASCO are both internal and external deficiencies inresources and capabilities which would hinder her from achieving her strategic objectives andwhich therefore should be addressed. The main challenges that were identified include thefollowing:

Inadequate and unreliable data Inadequate transport system: High Non-Revenue Water (NRW) levels. Lack of sanitation and sewerage system infrastructure in our urban and peri-urban

centres. Ageing and dilapidated infrastructural assets. Lack of sufficient funds to expand the water reticulation system-the company does

not have capacity to finance expansion of major undertakings from internalfunds.

Unavailability of public land/resources for infrastructural development. Political dynamics due to new water sector reforms. Implementation of water supply projects by other water sector players without

adhering to the company’s set standards. Destruction of company pipe network by road/KPLC contractors without due notice

and funds for relocation. Multiple statutory requirements that are difficult and costly to comply with. Natural disasters that may lead to disruption of our operations Lack of storage capacity for raw water like upstream dam leaving the company

vulnerable to fluctuations of the river flow Emerging irrigation projects which are eventually used for domestic purposes. Business interference - Company experiencing threats of encroachment to its defined

water service provision area.


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MUSWASCO SERVICE PROVISION AGREEMENT (SPA) SERVICE AREA AS AT2016


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MUSWASCO ACTUAL SERVED AREA


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Company Policy Directions- Stakeholders and Board of Governors

The company is governed by a Board of Directors comprising of various stakeholders as inAppendix 1. The company’s current organization structure is given in Figure 4 whereas Figure 5indicates the reviewed structure once this strategic plan is approved.

Methodology and ProcessThe preparation of this Strategic Plan is the result of a comprehensive discussion by themanagement and the Board of Directors participation process led by a dedicated team. A numberof retreats, local and internal meetings, and in-house specialist technical meetings and workshopswere held to ensure adequate participation of all players. The process enabled a review of gainsand successes of the company; taking note of existing and emerging challenges. For instance,review of policies, Constitution of Kenya 2010 provisions, re-alignment to the Water Act 2016,and other sector policies have been consulted. This strategy is also informed by National bestpractices from water sector players.

To guide the review process, was a strategic plan core team appointed to carry out analysis andsurveys for inclusion in the plan. Regular consultations were carried out with the team andprogress reports communicated. Regular briefings were made to guide the generation of inputs aswell as imparting the principles and concepts for effective planning.

A one day internal stakeholders retreat was held in the second quarter of the Financial Year2016/17 at Kenol Town, on 28th October 2016. The Board discussed the first draft on 2nd and 3rd

November 2016 and recommended various improvements.The recommendations of the Boardwere incorporated in the draft and the final document was tabled for final review and approvalon15th March 2017.


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CHAPTER 2

INSTITUTIONAL REVIEW

2.1 Introduction

This chapter gives an institutional review detailing the fundamental statements covering thevision, mission, mandate, core functions, core values, philosophy, current organizationalstructure, current funding, and achievements /gains and lessons learnt from the previous strategicplan.

2.2 Fundamental Statements of the Company

2.2.1 Vision statement

“To be a model Water and Sanitation Services Provider in Kenya”

2.2.2 Mission statement

To provide quality, affordable, reliable and sustainable water and sanitationservices by meeting and exceeding the customers and stakeholders’ expectations.

2.2.3 Mandate Statement and Core functions

Mandate statement

Murang’a South Water and Sanitation Company is mandated to provide efficient and economicalwater and sanitation services within the area as specified in the license issued by WASREB andmaintenance of the developed Nationaland County Governments assets for water and sanitationservice provision as per the Water Act 2016.

Core functions

Carry on the business of water and sanitation within the specified area in the license.

Exercise overall control over the supply of water and sanitation services in the specifiedarea in the license


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Provide and distribute reliable supply of water and sanitation services for commercial,industrial and domestic purposes within our specified areas

To obtain water for the purposes of distribution and supply from all appropriate sources.

To undertake laboratory analysis to ensure that acceptable water quality standards aremaintained.

To levy to the consumer charges in respect of the services which the company provides.

2.2.4 Core values

a) Quality service and Customer focus

b) Transparency and Accountability

c) Good governance

d) Innovation

e) Teamwork

1.2.5 Philosophy (Company Slogan)

Quality Water through Quality Service

2.3 Muswasco Funding Trend

Over the plan period of the previous strategic plan, MUSWASCO has implemented projectsworth KSh. 98.9M, funded through various development partners as detailed below:

Table 1a: resources mobilized and grants

MUSWASCO FUND RESOURCE MOBILIZATION /GRANTS

PROJECT FINANCIAL YEARAMOUNT-

KSHS

Meters, Tank & Lab Equipment2011/2012

9,908,500.00

SabasabaMaragua Water Project2012/2013

13,542,310.00

KenolKabati Phase I2013/2014

38,660,619.00


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KenolKabati Phase II2014/2015

14,771,177.00

OBA Phase I2015/2016

22,000,000.00

TOTAL -KSHS 98,882,606.00

Graph 1: Graphical representation of resource mobilization

- 5,000,000.00

10,000,000.00 15,000,000.00 20,000,000.00 25,000,000.00 30,000,000.00 35,000,000.00 40,000,000.00 45,000,000.00

RESOURCEMOBILIZATION/GRANTS

AMOUNT-KSHS


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Table 1b: resource mobilization

ATHI WATER SERVICES INPUTS AT MUSWASCO

Kirichiungu Treatment Works

2015/2016

122,718,060.18

Kirichiungu Treated water submission pipeline 13,418,856.31

Kandara-Muruka-Kenol 90,655,074.35

Mareira-Sabasaba-Muthithi 64,688,654.20

Kaharati-Iganjo 67,784,041.63

359,264,687SUB TOTAL

Total summary

MUSWASCO Kshs 98,882 ,606

ATHI WSB Kshs359, 264,687

Grand total Kshs458, 147,293

2.4.0 Achievements, Gains and Lessons learnt from Strategic/Business Plan2011-2016

During the previous plan, a number of achievements accrued in terms of gains, challenges andlessons learnt that greatly informs the current strategic plan include:

a) Gains

Gradual and sustained improvement of water service provision and coverage;

Enhanced corporate governance in the company;

Gradual adoption of ICT which has improved operational efficiency

Enhanced revenues collection ensuring long term financial sustainability.


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Attraction and retention of more professionals thereby improving overall performance.

Increased investments due to growing partner’s confidence.

b) Challenges

Inadequate funding to achieve our mandate

Inadequate disaster management and preparedness mechanism, e.g. disruption of servicesfollowing landslides

High non-revenue levels

Dilapidated infrastructure which occasions high O+M costs and high NRW levels

Political interference that complicates dismantling of community water projects

Ever growing high water demand due to rapid urbanization within our service area.

Inadequate transport facilities to cover the vast service area.

Financial inability to provide water and sanitation services in a rural set ups where percapital cost is too high and unsustainable in the long run.

Table 2: Achievements as per the Key Result Areas

NO INDICATOR FY 2011/2012FY2012/2013

FY2013/2014

FY2014/2015

1 Water Coverage % 27 29 34 40

2 Sanitation Coverage % 76 81 86 86

3 Sewerage Coverage % 0 0 0 0

4 Metering Ratio % 47 52 73 94

5 NRW % 78 72 68 65

6Revenue Collection( KshsMillion) 49 54 62 91

7 Collection Efficiency % 80 84 100 89


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Graph 2a: Revenue collection trend

- 10,000,000.00 20,000,000.00 30,000,000.00 40,000,000.00 50,000,000.00 60,000,000.00 70,000,000.00 80,000,000.00 90,000,000.00

100,000,000.00

Revenue Collection( Kshs Million)

Revenue Collection( KshsMillion)


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Graph 2b: Increase in Coverage

0

10

20

30

40

50

60

70

80

90

100

FY2011/2012

FY2012/2013

FY2013/2014

FY2014/2015

Water Coverage %

Sanitation Coverage %


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Graph 2c: Metering and NRW

Metering Ratio %0

20

40

60

80

100

Metering Ratio %

UFW %


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Figure 3: Ichichi treatment works

2.4.1 Conclusion and recommendations on the gains and lesson learntMUSWASCO has enormously contributed to economic productivity and improvement oflivelihoods, both social and economic activities which rely heavily on the quality and quantity offresh water supply. Nevertheless, the demand for water is increasing rapidly and needs a highlevel of water infrastructure development. The alignment to COK 2010 is a unique opportunityto move the Company to the next level of development by taking the lessons learnt in order toavoid insufficient and polluted water resources, as well as adequate water services provision tobecome the limiting factors for sustainable development in the area of jurisdiction.

2.5 Human Resources in terms of Skills, Competences and Numbers

The company recognizes the regulator’s guidelines of maintaining an establishment of 9members of staff per every 1000 connections. The company also takes pride in being a learningorganization. To facilitate the implementation of the strategic plan, the company is adequatelyequipped in respect of the skills, competences and number of employees. In accordance withtraining and development policy, staff trainings will be conducted where knowledge and

skills gap are identified through training needs assessment process. It is noteworthy that aspart of staff development the company is anticipating to take the employees throughrefresher courses to ensure that the right attitude in the workplace is upheld at all times.

2.5.1 Organization Structure

The attached organizational structure (figure 4),represents the current situation which is beingreviewedas in figure 5 in the process of preparing the strategic plan and is anticipated to be inforce for the next five years. It is believed that the reviewed structure is capable of delivering thestrategic plan/goals without major alterations.

The reviewed organization structure, Fig. 5 shall be implemented as vacancies arise which aredemand driven once such vacancies are approved by the Board, otherwise the structuredemonstrates maximum establishment within the period of the strategic plan.


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Figure 4: Current organization structure

TM(1)

HRM(1)

IAM(1)

ADM(1)

GISO(1)

PO(1)

ASS.ACC:EXP(1)REV(1)

CM(1)

NRWM(1)

HRO(1)

ICTO(1)WQO

(1)

WSO(2)CHEM ATT(4) NRWO

s (3)

LINEPATROLLERS (3)

O+MTEAM(2)

OMTs/ZONALOFFICERS(50)

BOD

MD(1)

DRIVERS (3)

SUPPORTSTAFF(2)

PA(1)TELLE

RS /REVENUECLERKS (11)

PA (1)DRIVER

(1)

TSD = 80CSD = 36 HRD = 8 IAD = 3 MDs OFC = 3 TOTAL = 130

SLOs

(10)

BOD CMT_AUDIT

BOs(6)

AO(1)

DCOs(10)

ASS.AO (1)

CRO(1)

CBO(1)

OMS(1)

FO (1)

ICTA(1)


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Figure 5: Reviewed Organization structure

TSM(1)

HRO(1)

IAM(1)

PRO/RMO (1)

PO(1)

Ass.ACC:EXP(1)REV(1)

CSM(1)

ADS(1)

WPS(1)

LTs(4)

WST(12)

DCA

(3)

MASON

(1)

BOARDOF

DIRECTORS

MD(1)

PA(1)

OMO(1)

BOD AUDIT+RISK CMT

SBO(1)

AA(2)

MRO(1)

RC

(1)

CBS (1)

AD/GIS O(2)

OTHER BODCOMMITTEES

FO(1)

CRO(1)

TO(1)

ICTO(1)

PM(1)

SCs(2)

DCO

(11)

SDCO(1)

O & MS(1)

NRWO(1)

WQO(1)

DAO(1)

NRWA/SLO(12)

ICTS (1)HRA(1

)IAO(1)


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ZT/LP

(40)

OMTs (6)

LPs(5)

DRIVERS(5)

D+RTEAM

(17)MRs(15)

MDs OFC = 8 TSD = 94 PR = 13 CSD = 58 PROC = 3 HRD = 10 IAD = 3 TOTAL = 189

ICTA(2)

RCs

(2)

BO(2)

CCAs

(11)

RCA(2)RCPT

(1)


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CHAPTER 3

FORMATIVE ANALYSIS3.1 Political, Economic, Social,Technological, Environmental and Legalanalysis(PESTEL)

ThePESTEL analysis was undertaken through a scanning of the company’s macro environmentto ascertain the current challenges and opportunities that are likely to impact on the operations ofthe company during the plan period.This analysis revealed the following:

3.1.1 The PoliticalThe following were identified as some of the political factors that are likely to impact on us:

The 2017 general elections- new leaders will come with new perspectives. There will be likely changes in the Board with the change in politics where we anticipate

that the balance of skills of the Board shall be addressed. Water placed under the county government under the new constitution (New Water Act

2016) and this might change the policies on the provision of the water services. County governance have/will create opportunities- new industries, new public institutions

etc. thus create opportunities for water supply. Challenges of water demand in the uncovered urban and peri-urban areas that have

inadequate water supply infrastructure. The likelihood of clustering weaker players with our water company for technical and

financial management. Employment laws- people becoming more aware of their rights Business interference - Company experiencing threats of encroachment to its defined

water service provision area. Bill of rights – threats of people demanding water services through litigation/political

incitement and demand for free water services.


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3.1.2 Economic

The inflation might erode the company’s ability to meet some costs due to tariffstructure which is regulated by the Water Regulatory Services Board Besides affectingour cost base, inflation may also affect our consumers’ ability to pay.

Electricity (pumping) and other water production costs have been on the increase and areexpected to affect the Company due to increased demand for water services.

The rising poverty levels are also likely to affect our customers consumptiondemand and ability to pay for water and other services consumed.

Exchange rate is putting pressure on investments owing to high cost of imports andchallenges of consistently meeting obligation of foreign currency denominated debts.

Regarding current depreciation of shilling, the company is not exposed to foreignexchange risk as the loan, which is underwritten by the Government, isdenominated in local currency and the interest rate is fixed. However, high exchangerates could put pressure on future investments.

Multiple levies by various offices- NEMA, WASREB, KFS, WARMA, Tana WaterServices Board, etc is likely to put pressure on the company’s revenues.

Tax policies- Inclusion of the company in the tax bracket. Inadequate subsidized funding opportunities for infrastructural development. Unavailability of public land for infrastructural development. Dilapidated and aged infrastructure leading to high operational costs and high non-

revenue water levels.

The Company has embraced commercial financing and Public Private Partnership (PPP)

Susceptibility of soils and terrain to landslides which occasion disasters to human lifeand infrastructure leading to high operational costs and compensation claims.

3.1.3 Social- cultural Environment


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Belief that people along the treatment works and along the trunk mains should be givenfree water for the simple reason that pipe work traverses their locality.

The changing lifestyle due to urbanization is likely to trigger demand for 24hour watersupply.

Malicious persons in the society could use propaganda e.g. water is unfit forconsumption and this could affect the demand negatively.

Ignorance and misinformation by some people has led to operational problems, forexample by declining to give easement rights for water lines and demandingcompensation for the old pipe network and infrastructure.

Cases of diseases like AIDS, alcoholism, drug abuse and other communicable diseasescropping at high rate thus affecting customer’s ability to pay for water services.

Youth dependency syndrome- youth depending on old who are not in a position to payfor the water.

Belief that water is God given and should be free contributes to consumers sluggishnessin payment of the bills and therefore temptation to engage in water theft which calls forsensitization.

Provision of clean piped water has led to increased cleanliness and health, thus a betterstandard of living in the community.

Growing urbanization and industrialization is likely to increase effluent hence the needfor sewerage systems and improved sanitation levels.

Need for staff and customers for corporate culture change in matters such as watertheft, corruption and debt management.

3.1.4 Technological EnvironmentUse of ICT is widely recognized worldwide as a major vehicle to accelerate effective andefficient service delivery. Some of the factors likely to have an impact on MUSWASCO’soperations include:-

Automation of the operational systems e.g. Mobile meter reading and use of GIS shalllead to improved operational efficiency and sustainability in service delivery.

Need for adequate skills and capacity. Electronic money transfer. The current generation is most likely to prefer to use

modern methods of payment such as mobile phones money transfer to thetraditional method of paying over the counter. This is would impact positively on

debt management while posing challenges on the company’s readiness to embracesuch a regime in terms of resources and skills.


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Use of the internet e.g. downloads bills, accessing terms of contracts and generalcompany information.

High rate of technological changes could become very expensive owing to frequentchange of equipment, software and retraining of staff thus affecting their verypurpose of increasing efficiency and attaining cost effectiveness.

Monopoly of knowledge where one person can do a lot of work alone. There is adanger in such a situation in that an individual can hold the company at ransom.

Cloud computing. No need to invest in more servers. Increase in threat of data loss through vices such as theft, damage, hacking and

possible sabotage. Security of ICT is critical issue in any business that embraces computerization as

mishandling could easily cripple the operations of an entire organization. Cost of research and development. In a situation where many needs are competing

for scarce resources research and development are given a lesser weight in termsof priority.

Possibility of staff resisting new technology. New technology interferes with the wayof doing things’ and a lot of the staff receive it with a degree of apprehension.

Limited access to internet services due to the current location of the Company’s mainoffices. This may call for relocation of the main offices to an urban setting withreliable internet coverage.

3.1.5 Environmental

The formation of Water Resources Users Association (WRUA) for protection of waterbodies has positively enhanced the protection of water sources within our area ofjurisdiction.

The enactment of EMCA enabled establishment of NEMA which helps MUSWASCOto attain the required regulatory permits and licenses to implement new projects.

The global warming is affecting our water sources and has a future impact on theimplementation of this strategic plan Encroachment of our Water Towers (AberdareRanges) has also a negative effect on the water sources feeding MUSWASCO.

Human activities like cultivation of catchment areas resulting to high silt load inthewater requires a lot of treatment before it can be use for drinking


23

3.1.6 Legal

Government regulations e.g. on tariff control, performance indicators likely to affect ourprofitability.

The Water Act 2016 changes in relation to water service provision especially atregulatory level. Changes at this level will invariably have ripple effect in the waterindustry especially at WSP level.

Water has become a human rights issue. As the commodity gets more and morescarce the perspective is changing with consumers and rights groups agitating forequality in its usage.

Employment through regionalism. Devolution and county government system envisagedin the constitution is bound to bring out regional and, if not carefully handled, ethnicityamong the populace. We are already seeing communities agitating for moreemployment opportunities within the WSPs that operate within their localities.

The 2010 Constitutional challenges e.g. Bill of rights, Gender mainstreaming etc. Challenges in acquiring road crossing approvals from relevant authorities e.g. KeNHA

and KERRA causing delay in completion of projects.

3.2 SITUATION ANALYSIS

3.2.1 Stakeholder Analysis

Stakeholders refer to all those parties with an interest in the affairs of MUSWASCO. It is in theinterest of the company to know who its stakeholders are in order to serve them adequately. Ananalysis of stakeholders is important because stakeholders influence activities of anorganization either positively or negatively. Happy stakeholders imply goodwill to thecompany. Moreover, it is also important to analyze stakeholders in order to tie the objectives totheir needs.

An analysis of the key stakeholders of MUSWASCO together with their expectations from thecompany is listed below:-

1. National Government

2. County Government

3. Major religious organizations

4. Educational institutions


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5. Farmers organizations

6. Business community

7. Special groups representatives

8. Water resources users association

9. NGOs

10. Women organizations

11. Health institutions

12. Professional bodies

NB

See the attached Annex 1 for details on the above.

3.2.2 Operational analysis

The achievements during the previous strategic plan period are analyzed in the followinggraphical representation and photos which indicates an improvement in service delivery andinfrastructure development.


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Figure 6: Kiriciungu treatment works


26

Figure 7: The Maragua River at Ichichi

Table 2: Achievements as per the Key Result Areas

NO INDICATOR FY 2011/2012FY2012/2013

FY2013/2014

FY2014/2015

1 Water Coverage % 27 29 34 40

2 Sanitation Coverage % 76 81 86 86

3 Metering Ratio % 47 52 73 94

4 UFW % 78 72 68 65

5Revenue Collection( KshsMillion) 49 54 62 91

6 Collection Efficiency % 80 84 100 89


27

Graph 2a: Revenue collection trend

- 10,000,000.00 20,000,000.00 30,000,000.00 40,000,000.00 50,000,000.00 60,000,000.00 70,000,000.00 80,000,000.00 90,000,000.00

100,000,000.00

Revenue Collection( Kshs Million)

Revenue Collection( KshsMillion)


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Graph 2b: Increase in Coverage

0

10

20

30

40

50

60

70

80

90

100

FY2011/2012

FY2012/2013

FY2013/2014

FY2014/2015

Water Coverage %

Sanitation Coverage %


29

Graph 2c: Metering and NRW

3.3 SWOC ANALYSIS

A focus on MUSWASCO’s internal and external environments helps in understanding itscapacity, weaknesses and opportunities that are important in its activities and actions forefficiency and sustainability. The SWOC model provides a tool for this analysis.

3.3.1 Strengths (Internal)Strengths are those endowments, including resources and capabilities that enable an organizationto accomplish and achieve the strategic objectives. For MUSWASCO, these include, amongothers, the following:

Adequate raw water-this is key not only to the current situation but also forfuture expansion.

Supportive and strong Board leadership is very helpful in advancing companyagendas and shielding the company from unnecessary political and social pressures.

Metering Ratio %0

20

40

60

80

100

Metering Ratio %

UFW %


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Sound financial control and procedures gives sense of discipline in financialmanagement and reduces overreliance of the company on individuals.

Over 90% billing efficiency

Effective internal communication system Motivated and satisfied workforce: During the last employee satisfaction survey

the index was above 60%. Effective and efficient IT system-fosters good communication and processing of

information Financial Stability and sustainability Good Corporate governance and leadership Experienced and skilled staff Gravity flow water system Low staff turnover at 2%. There is sustainability and shorter learning curve. The only contracted water company in the three sub-counties

3.3.2 Weaknesses (External)These are internal deficiencies in recourses and capabilities which would hinder MUSWASCOfrom achieving its strategic objectives and which therefore should be addressed. The mainweaknesses that were identified include the following:

Inadequate and unreliable data inherited before company formation Inadequate transport system: this affects the entire operation of the organization

especially the operations Low production capacity leading to inability to fight competition and hindering future

expansion. Unmetered connections resulting to high Non-Revenue Water (NRW) levels. Strained relationship with suppliers due to financial constraints affecting supply chain

management. Lack of sanitation and sewerage system infrastructure in our urban and peri-urban

centres. Inadequate policies to guide in operations of the company. Ageing and dilapidated infrastructural assets(inherited from GoK/NWCPC)-

adversely affecting our capacity to provide services Lack of funds to expand the water reticulation system-the company does not have

capacity to finance expansion of major undertakings from internal funds. Absence of off-site backup and data recovery measures


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Lack of clear succession plan-important in satisfaction among the staff andfosters continuity

Lack of risk management plan- this could lead to crippling of the organization’soperations in case of an occurrence of an adverse incident.

High gearing ratio (high debt as a percentage to equity)-the company would find itdifficult to get debt financiers until the current debt is substantially paid or theequity has grown to comfortable level

Inadequate office facilities, equipment, furniture and fittings. Unavailability of public land/resources for infrastructural development.

3.3.3 Opportunities (External)Opportunities are those potentials and other external factors that MUSWASCO will advantage ofin order to enhance the ability to achieve its goals and the stated objectives. These include:

Political goodwill by the National/County Government - Political goodwill at localpolitics could be harnessed to in drumming up support at grass root level.

Global Technological advancement will open new frontiers and alter the way we doour business

Drive to achieve MDGs can be used as a platform to access support and funding. Opportunity to increase the coverage area to the areas not yet served. Available consultancy services from other institutions Possibility of getting involved in management of community water projects. High demand for water and sewerage services due to influx of learning institutions and

other industries. Accessibility to WSTF funds, commercial financing, on justification, and the

National/County Government grants thereby closing the financing gap. Rural urban migration increasing urban population which boosts demand for our services. High potential area of supply (available market and willingness to pay for the services) Customer goodwill Goodwill of external financiers


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3.3.4 Threats/Challenges (External)

These are factors external to MUSWASCO that compound its vulnerability when they relate tothe weaknesses, and which are likely to hamper the achievement of set objectives during the planperiod. The major threats identified include:

Destruction of catchment area. Unwillingness and inability to pay for the services thereby posing challenge to

debt management. Emerging levies emanating from elaborate regulatory framework Political dynamics at county level might exert pressure on the company especially in

the area of tariffs and staffing. Vandalism of the infrastructure. Alternative sources of water such as private boreholes and water vendors.

High inflation eroding purchasing power of the company and consumers. Implementation of water supply projects by other water sector players without

adhering to the company’s set standards. Destruction of company pipe network by road/KPLC contractors without due notice

and funds for relocation. Possibility of clustering of WSPs within the same county in pursuit of efficiency. The changes that may arise from general elections in the year 2017. Change in Technology that could render our systems and equipment such as data

loggers obsolete High charges by service providers of single software applications and hardware.

Isolated systems are very expensive to run. Multiple statutory requirements that is difficult and costly to comply with. Erratic/low power voltages affecting pumping of treated water contributing to high

operational costs. Natural disasters that may lead to disruption of our operations Lack of storage capacity for raw water like upstream dam leaving the company

vulnerable to fluctuations of the river flow Malicious damage and fraudulent claims of damages Unhealthy status of the community with increased cases of water related

communicable diseases. Emerging irrigation projects which are eventually used for domestic purposes. Business interference - Company experiencing threats of encroachment to its defined

water service provision area.


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Bill of rights – threats of people demanding water services through litigation/politicalincitement and demand for free water services.

Tax policies- Inclusion of the company in the tax bracket. Malicious persons in the society could use propaganda e.g. water is unfit for

consumption and this could affect the demand negatively. Increase in threat of data loss through vices such as theft, damage, hacking and

possible sabotage.

Figure 8: Landslide at Gakira in May 2016 which destroyed 280mm diameter pipeline andcaused death to livestock and human


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Figure 9: Kinyona intake works in Gatare forest


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Figure 10: Pipeline operation maintenance


36

CHAPTER 4:STRATEGIC OBJECTIVES AND DIRECTION

4.0 IntroductionThe strategic direction has been informed by lessons learnt, the realignment with the constitution andother emerging issues.

4.1 Strategic issuesThe following key strategic issues are identified and prioritized for attention over the next 5 years;

1. Low access and coverage to safe water and sanitation services2. High levels of Non-Revenue Water (NRW)3. Inadequate ICT capacity-Inadequate management information system (MIS)4. Inadequate financial sustainability5. Inadequate institutional capacity6. Inadequate mainstreaming of cross cutting issues7. Lack of adequate and reliable data

4.2 Strategic GoalsIn addressing the above issues, the following goals will be achieved;`1. Increased urban, peri-urban and rural population accessing safe water and improved sanitation2. Reduced Non-Revenue Water levels3. Quality and reliable data4. Enhanced financial sustainability5. Enhanced institutional capacity6.Cross cutting issues mainstreamed in all the MUSWASCO’s operations

4.3 Strategic Objectives

Strategic Issue 1: Low access and coverage to safe water and sanitation services.

Strategic objective 1.1: To increase the proportion of the population accessing safe water from 46%to 70% over the planning period.


37

Activities:

i. Upgrading the sections of Kenol and Kabati mainline that have 110mm diameter pipeline to160mm pipeline to increase water flow by 2018.

ii. Upgrading section of Kinyona-Kigumo-Kaharati mainline that have 160mm and 225mmdiameter pipeline to 280mm diameter pipeline by 2018

iii. Construction of 500mm diameter mainline from Kinyona intake works and it extends to the newMariira tank by 2021

iv. Expansion of Kinyona treatment works from 12000m3/day to 24000m3/day by 2019v. Construction of Kandara-Muruka-Kenol 250mm diameter line by 2017

vi. Upgrading of Kiriciungu treatment works of capacity 4000m3/day by 2017vii. Construction of Mariira-Kaharati-Iganjo 250mm diameter line by 2017

viii. Extension of 250mm diameter mainline from Kenol to Makuyu by 2019ix. Construction of 315mm diameter mainline from Wanyaga intake to Mungaria tank by 2019x. Construction of Gaichanjiru water project by 2020

xi. Construction of Kandara-Kahaini mainline by 2020xii. Procurement of a water bowser by 2018

xiii. Installation, renewal, repairs and maintenance of pipeline appurtenances

Strategic objective 1. 2: To enhance Sanitation services from 93% to 96% within the plannedperiod by constructing 2No. Sanitation blocks and mobilizing funds for Kenol Sewerage System

Strategy 1.2.1: Construct 4No. Sanitation blocks at Kenol, Kabati, Maragua and Sabasaba

Activities:

1. Mobilize funds from WSTF and other development partners.

2. Construction of 3 No. Sanitation blocks.

3. Contract the sanitation blocks to a willing operator.

4. Ensure proper management of the facility.

5. Procure an exhauster


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Strategy 1.2.2: Mobilize funds and develop a sewerage system and a waste water treatment Plant forKenol town.

Activities

1. Mobilization of funds through proposals to development partners.2. Initiate acquisition of way leaves and land for the sewerage and waste water treatment plant.3. Construction and operation of the Sewerage infrastructure

STRATEGIC ISSUE 2: High levels of Non Revenue Water

Strategic Objective 2.1: Reduce the Non Revenue Water from 65% to 47% over the plan period

Strategy: Improved NRW Levels

Activities:

1) Installation of zonal and consumer meters which are accurate to all customers2) Develop NRW policy and implement fully3) Capacity build the NRW unit and equip it fully4) Create data base of reliable data on NRW5) Develop and implement Social Connection Policy6) Renewal of ageing and dilapidated infrastructure7) Initiate acquisition of community water projects that are consuming water from the company

supply.8) Provide adequate facilitation to address transport requirements to control NRW.

Strategic issue 3: Inadequate ICT capacity (Inadequate Management Information System (MIS))

Strategic Objective 3.1: To fully strengthen information management systems over the plan period.Strategy 1: Improved communication

Activities:

Develop and operationalize:


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(i) a documentation management system (DMS),

(ii) a geographical information system (GIS)

(iii) a financial management information system (FMIS)

(iv) a company website (LAN and WAN)

(v) a fleet management system

(vi) a Mobile Field Assistant system (MFA)

(vii) a Customer Relations Module (CRM)

(viii) an ICT Policy and Strategy

STRATEGIC ISSUE 4: Inadequate financial sustainability

Strategic Objective 4.1: To enhance MUSWASCO’s financial sustainability from 95% to 100%over the plan period

Strategy 1: Financial capacity and management enhancement

Activities:

1. Ensure all customers are accurately billed and pay promptly

2. Identify and establish base line status for MUSWASCO financial performance indices.

3. Monitor and evaluate MUSWASCO’s financial sustainability indicators

4. Maximize income from MUSWASO’s water and sanitation services

5. Ensure approval of Tariff and its implementation

6. Continue mobilization of funds from development partners

7. Ensure prudent management of the company expenditure and value for money


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8.Develop innovation throughResearch & Development such as reducing costs of O&M andincreasing revenue streams hence increase efficiency to ensure optimum financial sustainability.

STRATEGIC ISSUE 5: Inadequate institutional capacity

Strategic Objective 5.1: To enhance staff capacity by 50% for MUSWASCO over the plan period.

Strategy 1: Skills and Competencies enhancement

Activities:

i. Conduct job evaluation to establish staff capacity during the first 6 monthsii. Conduct annual training needs assessment

iii. Develop and execute a responsive training plan/calendariv. Identify tailor made courses for the various cadres of staffv. Review and evaluate the training plan

vi. conduct job evaluation to establish staff capacity during the first 6 months after the planperiod

Strategic Objective 5.2: Equip stafffully withadequate transport, tools and equipment withinthe planperiod

Strategy 2: Optimaltransport, tools and equipment for the staff

Activities:

1. Procure adequate transport facilities, tools, and equipment for the staff while ensuring value formoney

2. Ensure effective and efficient utilization of transport facilities, tools, and equipment whileensuring value for money

3. Ensure calibration of tools and equipment at regular intervals4. Ensure adequate repairs and maintenance of transport facilities, tools, and equipment


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Strategic Objective 5.3: To fully enhance MUSWASCO governance, management andadministration over the plan period

Strategy 3: Adoption of good corporate governance concepts and practices

Activities:

1. Training in good governance and management skills for the departmental and section heads

2. Create and adopt a good corporate governance system

3. Train and practice good corporate governance for MUSWASCO BOD and stakeholders

4. Benchmarking with the best practices in management at the local and national level

Strategy 4: Adoption of best practices in the Company for better results

Activities

1. Identify the company’s needs for benchmarking and the staff involvement2. Identify the firms/organization’s with the best practices at the local and international level

3. Formally apply and actualize the benchmarking

4. Adopt relevant benchmarked management practices in the company

Strategic Objective 5.4: Full Compliance with the MUSWASCO’s strategic plan 2016 – 2021period


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Strategy 4: Achievement of our goals and objectives.

Activities:

1.Disseminate the MUSWASCO’s strategic plan 2016– 2021 to all members of staff, the BoD,stakeholders etc.

2. Train the BoD and staff on strategic plan implementation

3. Develop and implement work-plans, policies and performance contracts

4. Cascade performance contracts to all the staff

5. Undertake monitoring, evaluation and review of the MUSWASCO’s strategic plan at regularintervals

Strategic Objective 5.5: To reform and fully improve the MUSWASCO’s organizational structureover the plan period

Strategy 5: MUSWASCO organizational structure alignment to the new strategic direction.

Activities

1. All departments to define functions and establish maximum staff requirements in their respectivestructures.

2. HRM to consolidate the departmental structures for further review by the management.

3. Review and approval by the BOD of the MUSWASCO re-organized structure.

4. Progressive implementation of the organogram within the strategic plan period.


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STRATEGIC ISSUE 6: Inadequate mainstreaming of cross cutting issues

Strategic Objective 6.1: To develop and operationalize policies in addressing cross cutting issuesincompliance with the relevant Acts during the plan period

Strategy 1: Compliance with relevant Acts and policies

Activities:

1. Develop and implement a gender mainstreaming policy

2. Develop and implement a workplace policy on drug and substance abuse

3. Develop and implement a disability mainstreaming policy

4. Develop and implement a workplace policy on HIV/AIDS Management

5. Develop and implement an anti-corruption policy

6. Disseminate and create awareness on all cross-cutting policies and related interventions

7. Develop and implement a CSR policy

8. Develop and implement occupational safety and health and environmental policy

STRATEGIC ISSUE 7: Lack of adequate and reliable dataon assets and operations

Strategic Objective 7.1: fully develop a database of reliable data to assist in planning andforstakeholders information during the plan period

Strategy: Quality and reliable data

Activities:

1. Establish an all-inclusive data center with requisite personnel

2. Undertake a baseline survey of the existing data and include all omissions

3. Validate all the baseline data and update the new databank


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4.4 Output, Outcome and Impact

This Strategic Plan has a five year time frame during which period outputs will result fromplanned activities. These tangible and quantifiable variables will be on year-to-year timelines.The outputs will further results into outcomes which are tangible and quantifiable. Combinationsof reinforcing outcomes will eventually deliver the desired impact. The MUSWASCO StrategicPlan 2015/16-2020/21 is indicative of the following outputs and outcomes:

4.4.1 Outputs

By undertaking the various activities as outlined in the strategic plan, MUSWASCOexpect to achieve the following outputs;

Increased water abstraction capacity

Increased water and sanitation infrastructure

Improved institutional capacity of MUSWASCO

Improved operational efficiency of MUSWASCO

Reduced interruptions of water supply

Reduced NRW

4.4.2 Outcomes

From the foregoing outputs, it is expected that the following outcomes shall accrue.

Improved per capita water production

Improved quality of water and sanitation infrastructure

Reduced customer complaints


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Improved health status of the people

More customer connected

Enhance billing to customers

4.4.3 Impact

The following impacts shall be realized in the next four years with the implementation ofthe proposed plan;

Improved living conditions athouseholds level

Improved purchasing power of the people

Improved customer satisfaction levels

Improved health status of consumers


46

The Kiriciungu treatment works


47

CHAPTER 5:

IMPLEMENTATION OF THE STRATEGIC PLAN

5.0. Introduction

The implementation of this strategic plan coupled with result based monitoring and evaluationwill ensure that MUSWASCO achieve its goals and deliver services as mandated in the license.The successful implementation of the MUSWASCO 2016-2021 strategic plan will ride on itsacknowledgement and adherence to the fundamental principles of sustainable access to water andsanitation services demand driven services, consideration of pro-poor settlements, affordable andadequate water and sanitation services.

5.1. Implementation

The 2016-2021 strategic plans provide a road map in form of strategic objectives to be achievedwithin the plan period in order to attain the intended outcomes. The implementation may alsochange due to the Water Act 2016 and requisite legislation which may be undertaken at Nationaland County Government levels.

5.1.1Approach

A year-to-year commitment to ensuring the successful implementation of the MUSWASCOStrategic Plan will be premised on annual work plans prepared by the HODs. Therein, it willcover the greater details of the tangible activities, tasks, targets, and specific periods of executionwith the officer, upon whom the responsibility is allocated. A consolidation of these willconstitute the MUSWASCO work plan prepared annually.

The Murang’a County Integrated Development Plan (MCIDP) or the Board of Directorsappointment of the Management requires MUSWASCO to implement its activities based onperformance contract signed with the County Government Water Minister or with the BoardChairman. The Strategic Plan will be the basis of setting performance targets for thePerformance Contract and then cascaded to the HODs for implementation. The Strategic Planwill also be the base of developing budgets to guide yearly implementation. The implementationwill not be traditionally based on outputs but impact oriented.

5.1.2 Process

The Strategic Plan will be implemented based on key result areas and following the impactexpected. Performance contract targets will be drawn from the key result areas. ThePerformance Contract will be cascaded to the HODs for implementation. The HODs will developtheir annual work plans and budgets based on the Performance Contract. A new organizational


48

structure has been proposed in the Strategic Plan to support the implementation of the plan. It isenvisaged in the Strategic Plan that a Project Monitoring Unit shall be established to facilitateimplementation of all projects.

KEY RESULT AREAS

Water Coverage,%

Drinking Water Quality,% Hours of Supply, hrs/day

Non-Revenue Water,% Metering Ratio,%

StaffProductivity,Staffper1000 Connections Personnel expenditure as % of O+M Costs,%

Revenue Collection Efficiency,% O+M Cost Coverage,%

5.1.2 Capacity building /Development of Skills to implement SP

For a successful implementation of the strategic plan during the next five years, the followingactivities are necessary for the implementation process:

1) Hold implementation workshop to discuss the approved strategic plan document, bythe end June 2017.

2) Form various committees/teams instituted on areas of strength and competence ofmembers.

3) The committees/teams agree dates of meetings to report on progress, deviations, etc,i.e. monthly.

4) Hold sensitization workshop of the staff on a need to know basis, in the entireorganization to ensure understanding of the plan and smooth implementation.

5) Plan meetings to update on progress, i.e. on quarterly basis.

A detailed implementation Matrix is indicated in Appendix 2


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CHAPTER 6

MONITORING, EVALUATION AND REVIEWS6.1 Introduction

The implementation of the strategic plan will be closely monitored to ensure accomplishment.The company will form a strategic plan steering committee to oversee the implementation. Thecommittee members will be drawn from the management and the Board.

6.2. Monitoring

To ensure that the Board remains in pursuit of its objectives, the MUSWASCO Strategic Plan2016-2021 will be monitored through regular and organized reporting of achievements againstthe set targets as formulated in the various performance contracts.

Monitoring will involve collection of data at activity level and reported on a continuous basis.The unit in charge of performance will be tasked to replicate these arrangements as an approachto monitoring the contribution of the various units towards effective implementation of thisstrategic plan.

An M&E instrument for tracking performance is shown in Appendix 2. However, an M&E unit(data analysis officer) is recommended and incorporated in the reviewed organization structure inthis strategic plan to coordinate all related activities and ultimately come up with reports. Themonitoring template from TWSB may form the basis to formulate an M&E system to track dataand information for further analysis to enrich the M&E matrix in appendix 2.

The Strategic Plan will be implemented based on key result areas and following the impactexpected. Performance contract targets will be drawn from the key result areas. ThePerformance Contract will be cascaded to the HODs for implementation. The HODs will developtheir annual work plans and budgets based on the Performance Contract. A new organizationalstructure has been proposed in the Strategic Plan to support the implementation of the plan. It isenvisaged in the Strategic Plan that a Project Monitoring Unit shall be established to facilitateimplementation of all projects.


50

KEY RESULT AREAS

WaterCoverage,%

DrinkingWaterQuality,% HoursofSupply,hrs/day

Non-RevenueWater,% MeteringRatio,% StaffProductivity,Staffper1000 Connections

Personnelexpenditureas%ofO+MCosts,% Revenue CollectionEfficiency,%

O+MCostCoverage,%

Therefore during Monitoring, the above quoted documents and records shall be the basis formonitoring performance of the company towards achieving the strategic plan.

6.3 Evaluation

Evaluation of the performance of this plan will involve the periodic assessment of data againstpre-set indicators to determine the extent to which achievements compares with set targets andreports produced. Once M&E reports are produced, necessary changes shall be made based onthe evaluation.

The revised plan will take into consideration emergent strategies, and changes affecting thecompany’s intended course. MUSWASCO shall measure current performance against previouslyset expectations, and consider any changes or events that may have impacted on the plannedcourse of actions.

Some inputs required for the strategic plan evaluation process include:-

1. Strategic plan review reports

2. Strategic plan monitoring and evaluation instrument

3. Strategic plan evaluation guidelines.

6.4 Reviews


51

It is recommended that reviews of this Strategic Plan occur at frequent (yearly) or at specifiedintervals, most appropriately at mid-term and at the end of the plan period.

These reviews will assess whether timebound events, interventions or initiatives have realizedtargeted outputs. These plan reviews will help to determine whether the implementation of theStrategic Plan is on or off course. They will also help to identify the specific variances andreasons for the variances so that measures can be put in place to fill the gap before the end of theplan period. In this case therefore a participatory approach will be used during the plan reviews.Participatory sessions where reports will be submitted and validated will be conducted quarterly.

The reviews should be conducted by the team involved in the plan formulation and theimplementers.

6.5 Responsibility at Management level

During the formulation of the strategic plan and the implementation of the plan the managementwas well represented to ensure that the developed indicators and projections are well discussedand were based on past experiences. These however may change in the course of implementationof the plan and thus a management control system will be necessary to ensure the plan stays oncourse.

In carrying out the management control, the following measures will be considered:

(a) Performance standards and targets

(b) Performance measurements or indicators

(c) Performance evaluation (staff, mid-term internal and external)

The strategic control mechanism will include:

(a) Work plans and Action plans

(b) A check whether results produced by the implemented activity were those forecastedas outputs and whether they were achieved according to stated performancesmeasurement.


52

6.6 Responsibility at Board Level

Annual review meetings will be held between the senior staff and the Board of Directors. Duringthese meetings the board will receive and review progress reports from the MD indicating overallprogress made on key strategic objectives. The nature and scope of reporting will include:

(a) Progress made against plan

(b) Causes of deviation from plan

(c) Areas of difficulties and alternative solutions to problems that may adversely affectimplementation.

The input of these annual board meetings will be the output from quarterly executivemanagement meetings.


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FINACIAL YEAR FY 2016-2017

Objective No. 1 -To increase the proportion of the population accessing safe water and sanitation services

Strategic objective 1.1: To increase the proportion of the population accessing safe water from 46% to 47% in the year.

S/no Activities/Projects Indicator Time Frame Budget Source of funding ResponsiblePerson

1 Installation, renewals, repairsand maintenance of pipelineappurtenances

Annual Budgets, CDF &County Governmentdocumentations

July 2016-June 2017

4,400,000.00 Internally Generatedfunds,CountyGovernment and TWSB/AWSB & Otherdevelopment partners

T.M

2 Construction of Mariira muthithimain line(Sabasaba Urban watersupply project)

Concept paper,Designs,EIA,Funds mobilization

July 2016-June 2017

70,000,000.00 T.M

3 Construction of Kandara-Muruka-Kenol,250mm diameterline

75% complete July 2016-June 2017

92,890,541.27 Athi Water ServicesBoard

T.M

4 Upgrading Kiriciungu treatmentworks of Capacity 4000m3 /day


87,317,555.36 T.M

APPENDIXES: IMPLEMENTATION MATRIX-ANNUAL BUDGETS


54

5 Construction of Muthithi-Kaharati -Iganjo mainline by2017


75,474,696.61 TM

TOTALS 330,082,793.24

Strategic Objective 1.2 To enhance Sanitation services from 93% to 100% within the planned period by constructing 2No. Sanitation blocks andmobilizing funds for Kenol Sewerage System. For this financial year, only mobilization and aquistion of wayleaves shall be undertaken


1 Mobilization of funds throughproposals to developmentpartners.

Proposal and Conceptnote

July 2016-June 2017

100,000.00 Inhouse Capacity T.M

TOTALS 100,000.00


55

Strategic objective 2: To Reduce Non Revenue from 65% to 64% in the year


1 Develop and implement SocialConnection Policy

Policydocument,Effective dateof implementation

July 2016-Dec 2016

1,500,000 Internal funds MD,TM & CM

2 Develop NRW policy andimplement fully

Policy document andImplementation

July 2016-June 2017

100,000 Internal funds MD,TM, & CM

3 Capacity build the NRW unitand equip it fully

Training reports,NewNRW Equipments(Insertion Flow Meter)

July 2016-June 2017

2,000,000.00 Internal funds, MD,TM, & CM

4 Create reliable data base onNRW (Tariff Provisions)

M&E,reliable data onNRW

July 2016-June 2017

500,000 Internal funds PE, OE & TM

5 Initiate acquisition ofcommunity water projects thatare consuming water from thecompany supply

Number of Engagementswith water projects

July 2016-June 2017

50,000.00 Internal funds MD,CM TM

6 Provide an independent transportfacility for NRW

Letter of Allocation ofNRW vehicle

July 2016-June 2017

Pool Internal funds MD

TOTALS 4,150,000.00


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Strategic objective 3: To Strengthen Information Management System in the Financial Year


1 ICT Strategy and Policy ICT Policy and StrategyPaper

July 2016-June 2017

50,000.00 Internal funds MD &CM

2 Develop and operationalizeFinancial ManagementInformation System (FMIS)

Upgraded sage pastel asper the Strategic Plan

July 2016-June 2017

1,000,000.00 Internal funds MD &CM

3 Develop a complete andoperational company website

Operational Website July 2016-June 2017

100,000.00 Internal funds MD &CM

TOTALS 1,150,000


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Strategic objective 4: To Enhance MUSWASCO's Financial Sustainability From 95% to 104% in the year


1 Expansion of The CoverageArea

The increase in thepopulation served from46% to 47%

July 2016-June 2017

See Objective No.1 See Objective No.1 MD,TSM

2 Fianlize on Tariff Approval Wasreb Letter towardsapproval

July 2016-June 2017

200,000.00 Internal funds MD,CSM

3 Increase the number ofConnections

Increase from 22,000 to23,000

July 2016-June 2017

1,000,000.00 Internal funds CSM/TSM

4 Maintain revenue collectionEfficiency > 95% of the billingin the year

collection Efficiency >95%

July 2016-June 2017

100,000.00 Internal funds MD,CSM

5 Monitoring FinacialSustainabilty Indicators

Progress Reports onCost Coverage, debtratio & CollectionEfficiency

July 2016-June 2017

100,000.00 Internal funds MD, CSM

8 Mobilizing funds for thedevelopment Partners

Concept paper, ProjectProposal, Initial designs

July 2016-June 2017

1,000,000.00 Internal funds MD,TSM/CSM

7 Prudent Financial Management Audit Reports July 2016- 300,000.00 Internal funds MD,CSM


58

June 2017

TOTALS 2,700,000.00

Strategic objective 5: To enhance institutional capacity

Strategic objective 5.1: To enhance staff capacity by 10% in the year


1 Identify tailor made courses forthe staff

Good industrial relations July 2016-June 2017

30000 Internally generated MD/HR

TOTALS 30,000

Strategic objective 5.2: To equip staffs with adequate transport, tools and equipments in the year


1 Procurement of furnitures, Toolsand Equipments

LPO/Delivery Notes July 2016-June 2017

300,000 Internally generated MD,CSM


59

2 Ensure effective and efficiencyutilization of transport facilities,tools and equipments whileensuring value for money

Maintenance Reports onVehicles and otherequipments

July 2016-June 2017


TOTALS 310,000

Strategic objective 5.3: To fully enhance MUSWASCO governance, management and administration in the year


1 Training in good governance andmanagement skills for thedepartmental and sectional heads

Training reports July 2016-June 2017

300,000 Internal funds MD,HR

2 Maintain and improve on a goodcorporate governance system

Board EvaluationReports

July 2016-June 2017


3 Train and practice goodcorporate governance forMUSWASCO BOD andstakeholders


300,000 Internal funds MD, PA

4 Benchmarking with the bestpractices in management at the

Benchmarking Reports July 2016-June 2017

300,000 Internal funds HR


60

Local and National level

TOTALS 1,200,000

Strategic objective 5.4: To comply with MUSWASCO'S strategic plan 2016-2021


1 Disseminate the MUSWASCO'sstrategic plan 2016-2017 to allmembers of staff, the BOD,Stakeholders etc

Dispatch letters July 2016-June 2017

10,000 Internal funds MD/PA

2 Train the BOD and staff onstrategic plan implementation

Training Report July 2016-June 2017


3 Develop and implement work-plans, policies and performancecontracts

Signed PCs, Workplans,Policies and AppraisalReports

July 2016-June 2017

10,000 Internal funds CMT

4 Cascade performance contractsto all the staff

Memos and signed PCs July 2016-June 2017


5 Undertake monitoring,evaluation and review of theMUSWASCO's strategic Plan

M&E Report July 2016-June 2017



61

annually

TOTALS 680,000

Strategic objective 5.5: To reform and fully improve the MUSWASCO's Organizational structure in the year


1 All departments to definefunctions and establishmaximum staff requirements intheir respective structures

DepartmentalOrganograms

July 2016-June 2017

80,000 Internal funds MD, CSM

2 HRM to consolidate thedepartment structures for furtherreview by the management

Draft OrganisationStructure

July 2016-June 2017


3 Review and approval by theBOD of the MUSWASCO's re-Organized structure

Approved Organogram July 2016-June 2017


4 Progressive implementation ofthe organogram within thestrategic Plan Period

Staff Establishmentreports &Annual M&EReports

July 2016-June 2017



62

TOTALS 200,000


Objective No. 1 To increase the proportion of the population accessing safe water and sanitation services

Strategic objective 1.1: To increase the proportion of the population accessing safe water from 47% - 53% during the year.


63


1 Extension of 250mm diametermainline from Kenol to Makuyu

Report July 2017 -June 2018


TSM

2 Expansion of Kinyona treatmentworks from 12000m3/day to24000m3/day

Report July 2017 -June 2018


TSM

3 Upgrading the sections of Kenoland Kabati that have 110mmdiameter pipeline to 160mmdiameter pipeline to increase flow

Annual Budgets, CDF& CountyGovernmentdocumentations

July 2017 -June 2018

7,000,000 Internally Generatedfunds,CountyGovernment andTWSB /AWSB &Other developmentpartners

MD/T.S.M

4 Upgrading the sections ofKinyona-Kigumo -Kaharatimainline that have 160mm and225mm diameter pipeline to280mm diameter,

Annual Budgets, CDF& CountyGovernmentdocumentations


7,000,000 MD/T.S.M

5 Procurement of a Water Bowser(Provisional sum to procure inFY 2018/19)

Annual Budgets July 2017 -June 2018

3,500,000 Internally Generated f MD/T.S.M

3 Extension of 250mm diametermainline from Kenol to Makuyu

Substantialcompletion certificate


125,000,000 AWSB/TWSB MD/T.S.M


64

Total 292,500,000

Strategic Objective 1.2 To enhance Sanitation services from 94.4% to 95.8% within the planned period by constructing 2No. Sanitation blocksand mobilizing funds for Kenol Sewerage System

S/no Activities/Projects Indicator Time Frame Budget Sourcre of Funds ResponsiblePerson

1 Initiate acquisition of way leavesand land for the sewerage andwaste water treatment plant.

Engagement with theMurang'a County forLease Document

July 2017-June 2018

50,000.00 Inhouse Capacity MD

TOTALS 50,000

Strategic objective 2: To Reduce Non Revenue from 64% to 60% during the year

S/no Activities/Projects Indicator Time Frame Budget Source of Funds ResponsiblePerson

1 Installation of zonal meters whichare accurate to all the zones

Report/Budget July 2017-June 2018

1,200,000 Internally Generatedfunds,CountyGovernment andTWSB (Tariff

MD/TM

2 Customer Meters Metering Ratio July 2017-June 2018

5,000,000


65

3 Customer Database Operational Dbase July 2017-June 2018

4,000,000 Provisions)

4 Leak Detection LPO/Delivery July 2017-June 2018

1,000,000

5 GIS - Procurement of thesoftware and other accessories

LPO/Delivery July 2017-June 2018

3,800,000

TOTALS 15,000,000

Strategic objective 3: Enhance ICT Capacity

Strategic objective 3.1 : To Fully Strengthen Information Management System during the year

S/no Activities/Projects Indicator Time Frame Budget Source of Funding ResponsiblePerson

Procure and Install Cartrack andFleet Management System(Details as the per SP)

Operational Software July 2017-June 2018

200,000 Internally Generatedfunds,CountyGovernment andTWSB (Tariff

MD/ICTO


66

Provisions)

Operationalize GeographicalInformation System (GIS)

Report/Budget July 2017-June 2018

1,200,000

Subscription and Maintenance ofICT Facilities

SLA/Operational ICTFacilities

July 2017-June 2018

1,600,000

Changing to a more reliableInternet Service Provide.

100% meter readingefficiency

July 2018-June 2019

500,000.00 CBO

TOTAL 3,500,000

Strategic objective 4: Enhance Financial Sustainability

Objective 4.1 To Enhance MUSWASCO's Finacial Sustainabilty From 104% to 113% during the year

S/no Activities/Projects Indicator Time Frame Budget Source of Funding ResponsiblePerson

1 Expansion of The Coverage Area The increase in thepopulation servedfrom 47% to 55%

July 2017-June 2018

- Athi Water ServicesBoard

TSM

2 Establish Baseline status for July 2017- 50,000 Internally Generated CSM


67

MUSWASCO'S finacialsustainablity indices

June 2018


Increase from 23,000to 25,000

July 2017-June 2018

1,000,000 Internally Generated CSM/TSM

4 Maintain revenue collectionefficiency > 95% of the billing

Percentage of revenuecollected

July 2017-June 2018

50,000 Internally Generated CSM

5 Monitoring Finacial SustainabiltyIndicators


July 2017-June 2018



Concept paper,Project Proposal,Initial designs

July 2017-June 2018

1,000,000 Internal funds MD,TSM/CSM

7 Prudent Financial Management Audit Reports July 2017-June 2018

300,000 Internal funds MD,CSM

8 R&D – Innovation – waterbottling

Operational waterbottling facility

July 2017-June 2018

1,500,000 Internal funds TSM

TOTALS 4,000,000



68



1 Conduct Job evaluation toestablish staff capacity in the year

Job evaluation report July 2017-June 2018

300,000 Internal funds MD/CSM

2 Conduct annual training needsassessment

TNA Report July 2017-June 2018


3 Identify tailor made courses forthe staff

Report July 2017-June 2018


4 Develop and execute a responsetraining calendar

Training Calender July 2017-June 2018


TOTALS 700,000

Strategic objective 5.2: To equip staffs with adequate transport, tools and equipment’s in the year


1 Procure of 7 Motorcycles andfurnitures


1,240,000 Internally generated MD,CSM


69

2 Ensure effective and efficiencyutilization of transportfacilities,tools and equipmentswhile ensuring value for money

Maintenance Reportson Vehicles and otherequipments

July 2017-June 2018


3 Ensure calibration of tools andequipments in the year

Reports/Certificates July 2017-June 2018

50,000 Internally generated TM/CM

TOTALS 1,300,000



1 Training in good governance andmanagement skills for thedepartmental and sectional heads





July 2017-June 2018


3 Train and practice good corporategovernance for MUSWASCOBOD and stakeholders




70

4 Benchmarking with the bestpractices in management at theLocal and National level

BenchmarkingReports

July 2017-June 2018


TOTALS 1,200,000



1 Capacity build the BOD and thestaff on the implementation of theStrategic Plan

Training Reports July 2017-June 2018


3 Develop and implement work-plans, policies and performancecontracts

Signed PCs,Workplans, Policiesand AppraisalReports

July 2017-June 2018


4 Cascade performance contracts toall the staff

Memos and signedPCs

July 2017-June 2018



71

5 Undertake monitoring ,evaluationand review of the MUSWASCO'sstrategic Plan annually


150,000 Internal funds BOD & MD

TOTALS 670,000




Staff Establishmentreports &AnnualM&E Reports

July 2017-June 2018


TOTALS 600,000

Strategic objective 6: To enhance mainstreaming of cross cutting issues



72

1 Develop and implement an anti-corruption policy

An operational Anti-corruption Policy

July 2017-June 2018

100,000 Internal funds IAM

2 Disseminate and create awarenesson all cross-cutting policies andrelated interventions

Sensitisation Reports July 2017-June 2018


3 Develop and implement a CSRpolicy

Operational CSRPolicy

July 2017-June 2018

100,000 Internal funds MD

TOTALS 300,000

Objective 7 : Enhance quality of the Database to assist in planning

Strategic objective 7.1: Develop Database of Quality and reliable data


1 Establish an all-inclusive Datacentre with requisite personnel

Operational Datacentre

July 2017-June 2018

500,000 Internal funds TSM/CSM

2 Undertake a baseline survey ofthe existing data

Baseline SurveyReport

July 2017-June 2018


3 Validate all baseline data andupdate the Database




73

TOTALS 1,550,000


Strategic Objective No. 1: To increase the proportion of the population accessing safe water and sanitation services

Strategic objective 1.1: To increase the proportion of the population accessing safe water from 53% - 60% during the year.


1 Construction of 315mm diametermainline from Wanyaga intake toMungaria tank

CompletionCertificate/Implementation reports.


169,646,114 Internally Generatedfunds,CountyGovernment andTWSB /AWSB &Other developmentpartners

MD/T.M

2 Procurement of a Water Bowser(Refer item 1.1.5 FY 2017/18)

LPO/Delivery andLogbook


3,500,000 MD/T.M

TOTALS 173,146,114


74

Strategic Objective 1.2 To enhance Sanitation services from 95.8% to 97.2% within the planned period by constructing 2No. Sanitation blocksand mobilizing funds for Kenol Sewerage System

S/no Activities/Projects Indicator Time Frame Budget ResponsiblePerson

1 Mobilize funds from WSTF andother development partners forSanitation blocks

Proposal and Conceptnote

July 2018-June 2019

100,000.00 Inhouse Capacity T.M

TOTALS 100,000.00

Strategic objective 2: To Reduce Non Revenue from60% to 56% during the year

S/no Activities/Projects Indicator Time Frame Budget ResponsiblePerson

1 GIS mapping (Capturing of mainsupply lines and distributionlines)

Opeartional GIS July 2018-June 2019

2,600,000.00 Internally Generatedfunds,CountyGovernment andTWSB (TariffProvisions)

MD, TSM

2 Customer metering LPO,Delivery notes July 2018-June 2019

2,000,000.00 MD, TSM

3 System input metering(Zonal/Master meters ) and water

LPO,Delivery notes July 2018- 1,300,000.00 MD, TSM


75

balance June 2019

4 District Manageable Areas(DMAs)

DMA Reports July 2018-June 2019

1,000,000.00 MD, TSM

5 Customer data base Operational Customerdata base

July 2018-June 2019

2,200,000.00 MD, TSM

TOTALS 9,100,000.00

Strategic objective 3: To Fully Strengthen Information Management System Over Planned Period

S/no Activities/Projects Indicator Time Frame Budget Source o f funds ResponsiblePerson

1 Procurement of four desktops andone dot matrix printer -Upgrading pastel to Evolutionpremium

LPO, Delivery notes July 2018-June 2019

800,000.00 Internally Generatedfunds,CountyGovernment andTWSB (TariffProvisions)

MD,CSM

2 Upgrading the LAN to improveefficiency.

Efficient Networkwithin the organization.

July 2018-June 2019

1,700,000.00 MD,CSM

3 Purchasing of more mobiledevices

100% billing efficiency July 2018-June 2019

500,000.00 MD,CSM

4 Procurement of CustomerRelation Module Software


700,000.00 MD,CSM


76

TOTALS 3,700,000.00

Strategic objective 4: To Enhance MUSWASCO's Finacial Sustainabilty From 113% to 120% during the year


1 Expansion of The Coverage Area The increase in thepopulation served from55% to 60%

July 2018-June 2019

0 AWSB/TWSB,Muswasco,County

TSM


Increase from 25,000 to28,000

July 2018-June 2019

1,000,000.00 Muswasco, County CSM/TSM

3 Maintain revenue collectionefficieny > 95% of the billing


July 2018-June 2019

10,000 Inhouse Services CSM

4 Monitoring Finacial SustainabiltyIndicators


July 2018-June 2019


5 Prudent Financial Management Audit Reports July 2018-June 2019



77


ProjectProposal,FinancialAgreement andDisbursment of Funds

July 2018-June 2019

300,000.00 Inhouse Services TSM/CSM

TOTALS 1,620,000.00




1 Review and evaluate the trainingplan

Review report July 2018-June 2019

100,000 Internal funds MD/CSM

2 Conduct training for the identifiedcadres of staffs

Training report July 2018-June 2019

1,550,000 Internal funds MD,CSM

TOTALS 1,650,000


78

Strategic objective 5.2: To equip staffs with adequate transport, tools and equipment’s in the year


1 Procure of 8 No. motorcycles LPO/Delivery Notes July 2018-June 2019

1,000,000 Internally generated MD,CSM

2 Ensure effective and efficiencyutilization of transportfacilities,tools and equipmentswhile ensuring value for money


July 2018-June 2019


3 Ensure calibration of tools andequipments in the year



TOTALS 1,060,000



1 Training in good governance andmanagement skills for the




79

departmental and sectional heads



July 2018-June 2019


3 Train and practice good corporategovernance for MUSWASCOBOD and stakeholders



4 Benchmarking with the bestpractices in management at theLocal and National level

Benchmarking Reports July 2018-June 2019


TOTALS 1,200,000



1 Capacity build the BOD and thestaff on the implementation of theStrategic Plan



2 Develop and implement work-plans, policies and performance

Signed PCs,Workplans, Policies

July 2018-June 2019



80

contracts and Appraisal Reports

3 Cascade performance contracts toall the staff

Memos and signed PCs July 2018-June 2019


4 Undertake monitoring ,evaluationand review of the MUSWASCO'sstrategic Plan annually



TOTALS 670,000




Staff Establishmentreports &Annual M&EReports

July 2018-June 2019


TOTALS 600,000



1 Develop and implement a gender GM Policy July 2018- 100,000 Internal funds MD,CSM


81

mainstreaming policy June 2019

2 Develop and implement aworkplace policy on drug andsubstance abuse

Drug & SubstancePolicy

July 2018-June 2019


6 Disseminate and create awarenesson all cross-cutting policies andrelated interventions



TOTALS 300,000

Strategic Objective 7 : Enhance quality of the Database to assist in planning



1 Enhance the all-inclusive Datacentre with requisite equipments

Operational Data centre July 2018-June 2019


2 Continue with validation of thebaseline data

Baseline Survey Report July 2018-June 2019


3 Formulate a monitoring &evaluation template in line with

Sensitisation Reports July 2018- 300,000 Internal funds TSM/CSM


82

the above June 2019

TOTALS 1,550,000


Strategic Objective No.1: To increase the proportion of the population accessing safe water and sanitation services

Strategic objective 1.1: To increase the proportion of the population accessing safe water from 65% - 70% over the planning period.

S/no Activities/Projects Indicator Time Frame Budget Source of fund ResponsiblePerson

Construction of 500mm diameter mainfrom Kinyona intakeworks and itsextends to the NewMariira Tank by2021

CompletionCertificate/Implementation reports.

July 2020-June 2021

500,000,000.00 County, National Govt Project MD, TSM

TOTALS 500,000,000.00

Strategic Objective 1.2 To enhance Sanitation services from 98.6% to 100% within the planned period by constructing 2No. Sanitation blocks andmobilizing funds for Kenol Sewerage System


83


1 Ensure propermanagement of thefacility.

Monitoring report July 2020-June 2021

10,000.00 Internally generated TM

2 Procure an exhauster LPO/Delivery Note July 2020-June 2021

7,000,000.00 AWSB/TWSB/ County MD

3 Contract thesanitation blocks to awilling operator.

contractdocument/Memorandaof Understanding

July 2020-June 2021

10,000.00 Internally generated TSM

TOTALS 7,020,000

Strategic objective 2: To Reduce Non Revenue from 50.6% to 47% over the planned period


1 GIS mapping(Capturing of mainsupply lines anddistribution lines)

Opeartional GIS July 2020-June 2021

3,600,000.00 Internally Generatedfunds,County Government andTWSB (Tariff Provisions)

MD, TSM

2 Active leak detection LPO,Delivery notes July 2020-June 2021

1,100,000.00 MD, TSM


84

3 Customer metering(Replacement)


2,800,000.00 MD, TSM

4 District ManageableAreas (DMAs)

DMA Reports July 2020-June 2021

2,100,000.00 MD, TSM

5 Customer data base Operational Customerdata base

July 2020-June 2021

2,200,000.00 MD, TSM

6 Installation ofpressure gauges


900,000.00 MD, TSM

7 Hydraulic analysis ofpressure

Hydraulic analysisreport

July 2020-June 2021

500,000.00

TOTALS 13,200,000.00

Strategic objective 3: To Fully Strengthen Information Management System Over Planned Period

S/no Activities/Projects Indicator Time Frame Budget Source of Fund ResponsiblePerson

1 Synchronizingbilling software withMFA

Functional Integratedbilling system

July 2020-June 2021

1,000,000.00 MD,CSM

TOTALS 1,000,000.00


85

Strategic objective 4: To Enhance MUSWASCO's Financial Sustainability From 129% to 138% during the year

S/no Activities/Projects Indicator Time Frame Budget Source of funds ResponsiblePerson

1 Expansion of TheCoverage Area

The increase in thepopulation servedfrom 65% to 70%

July 2020-June 2021

0 AWSB/TWSB, Muswasco,County

TSM

2 Increase the numberof Connections

Increase from 30,000to 32,000

July 2020-June 2021

1,000,000.00 Muswasco, County CSM/TSM

3 Maintain revenuecollectionEfficiency> 95% ofthe billing within theyear


July 2020-June 2021


4 Monitoring FinacialSustainabiltyIndicators

Progress Reports onindicators

July 2020-June 2021


5 Prudent FinancialManagement

Audit Reports July 2020-June 2021



86

6 Mobilizing funds forthe developmentPartners

ProjectProposal,FinancialAgreement andDisbursment of Funds

July 2020-June 2021

300,000.00 Inhouse Services TSM/CSM

TOTALS 1,620,000.00




1 Conduct training forthe identified cadresof staffs

Training report July 2020-June 2021

1,550,000 Internal funds MD,CSM

TOTALS 1,550,000

Strategic objective 5.2: To equip staffs with adequate transport, tools and equipment in the year


1 Procure of 8 No. LPO/Delivery Notes July 2020- 1,914,422 Internally generated MD,CSM


87

motorcycles June 2021

2 Procurement ofoperational tools



3 Ensure effective andefficiency utilizationof transport facilities,tools and equipmentswhile ensuring valuefor money


July 2020-June 2021


4 Ensure calibration oftools and equipmentsin the year



TOTALS 2,174,422



1 Training in goodgovernance andmanagement skillsfor the departmental




88

and sectional heads

2 Maintain andimprove on a goodcorporate governancesystem


July 2020-June 2021


3 Train and practicegood corporategovernance forMUSWASCO BODand stakeholders



4 Benchmarking withthe best practices inmanagement at theLocal and Nationallevel

BenchmarkingReports

July 2020-June 2021


TOTALS 1,200,000




89

1 Capacity build theBOD and the staff onthe implementationof the Strategic Plan



2 Develop andimplement work-plans, policies andperformancecontracts

Signed PCs,Workplans, Policiesand Appraisal Reports

July 2020-June 2021


3 Cascade performancecontracts to all thestaff

Memos and signedPCs

July 2020-June 2021


4 Undertakemonitoring,evaluation andreview of theMUSWASCO'sstrategic Planannually



TOTALS 670,000


90



1 Progressiveimplementation ofthe organogramwithin the strategicPlan Period

Staff Establishmentreports &AnnualM&E Reports

July 2020-June 2021


TOTALS 600,000



1 Develop andimplement anOcuupational Safety,Health andenvironmentalpolicy

OSHE Policy July 2020-June 2021


6 Disseminate andcreate awareness onall cross-cutting




91

policies and relatedinterventions

TOTALS 200,000

Strategic Objective 7 : Enhance quality of the Database to assist in planning



1 Enhance the all-inclusive Data centrewith requisiteequipments

Operational Datacentre

July 2020-June 2021


2 Continue withvalidation of the data

Baseline SurveyReport

July 2020-June 2021



92

3 Implementation ofmonitoring &evaluation templatein line with theabove

Sensitization Reports July 2020-June 2021


TOTALS 1,550,000

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