Strategic Plan

MINISTRYOFWATERANDIRRIGATION
M I N I S T E R I A L S T R AT E G I C P L A N 2009-2012
May 2009
TABLE OF CONTENTS
PART I............................................................................................................................................................................................v MESSAGE FROM THE MINISTER .........................................................................................................................................v MESSAGE FROM THE PERMANENT SECRETARY ........................................................................................................vi ABBREVIATIONS & ACRONYMS ......................................................................................................................................... vii EXECUTIVE SUMMARY ........................................................................................................................................................ viii PART II.......................................................................................................................................................................................... 1 1.0. INTRODUCTION................................................................................................................................................................. 1 1.1. Background ..................................................................................................................................... 1 2.0. KENYA'S DEVELOPMENT CHALLENGES: GLOBAL, REGIONAL AND NATIONAL.......................................... 2 2.1. Global .............................................................................................................................................. 2 2.2. Regional Challenges ....................................................................................................................... 3 2.3. National Challenges ........................................................................................................................ 4 3.0. KENYAS DEVELOPMENT AGENDA ............................................................................................................................ 5 4.0. THE MINISTRY'S ROLE IN NATIONAL DEVELOPMENT.......................................................................................... 8 4.1. Background of the Ministry.............................................................................................................. 8 4.2 Mandates .......................................................................................................................................... 8 4.3 The Linkages with other Areas of Focus under Vision 2030 ......................................................... 10 PART III....................................................................................................................................................................................... 12 5.0. SITUATION ANALYSIS AND LESSONS LEARNT .................................................................................................... 12 5.1 Current Water Situation in Kenya .................................................................................................. 12 5.2 Impact of Reforms in the Water Sector .......................................................................................... 12 5.3 Lessons Learnt From Review of 2005-2009 Strategic Plan .......................................................... 15 5.4 SWOT Analysis .............................................................................................................................. 15 5.5 Stakeholder Analysis ...................................................................................................................... 17 6.0. STRATEGIC ISSUES & key STRATEGIC thrusts....................................................................................................... 19 6.1 Strategic Issues and Priorities........................................................................................................ 19 6.2 Strategic Direction .......................................................................................................................... 21 6.3 Other Strategies ............................................................................................................................. 24
MoWI Strategic Plan 2009-2012
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PART IV...................................................................................................................................................................................... 25 7.0 RESOURCES REQUIREMENTS ................................................................................................................................... 25 7.1 Human Resources.......................................................................................................................... 25 7.1.4. Proposed Ministry Structure ....................................................................................................... 28 7.1.5 Responsibilities for Delivering the Plan....................................................................................... 30 7.2 Performance Management for Enhanced Results ......................................................................... 32 8.0. RESOURCE FLOWS ....................................................................................................................................................... 33 8.1. Financial Resources ...................................................................................................................... 33 8.2 Sources and Utilization of Funds over the Plan Period ................................................................. 33 9.0 ACCOUNTABILITY AND RISK........................................................................................................................................ 34 9.1 Facilitating the Management of Water Resources under Uncertainty ........................................... 34 9.2 Key Assumptions............................................................................................................................ 34 9.3. Risks .............................................................................................................................................. 34 9.4. Accountability for Mitigation Measures ......................................................................................... 35 10.0 MONITORING, EVALUATION AND REPORTING ................................................................................................... 36 10.1. Rationale for M&E ....................................................................................................................... 36 10.2 The Monitoring and Evaluation Framework ................................................................................. 36 10.3 Monitoring And Evaluation Structure ........................................................................................... 38 PART V ....................................................................................................................................................................................... 39 11.0 ANNEXES ......................................................................................................................................................................... 39 11.1. Results Matrix .............................................................................................................................. 39 11.2 Implementation Matrix .................................................................................................................. 46 11.3 Contribution of Water and Sanitation to Millennium Development Goals ................................... 72 11.4 Pestle & Swot Analysis ................................................................................................................ 73 11.5 Training Needs ............................................................................................................................. 77 11.6 Existing Structure ......................................................................................................................... 79 11.7 List of Workshop Participants....................................................................................................... 80 11.8 References ................................................................................................................................... 81
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LIST OF TABLES
Table 1 Departmental functions .................................................................................................................................................... 9 Table 2 Lessons learnt ............................................................................................................................................................... 15 Table 3 Stakeholders .................................................................................................................................................................. 17 Table 4 Strategic Issues .............................................................................................................................................................. 19 Table 5 Goals and Objectives ..................................................................................................................................................... 22 Table 6 Staff Establishment ........................................................................................................................................................ 25 Table 7 Financial Requirements .................................................................................................................................................. 33
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PART I
MESSAGE FROM THE MINISTER
ater is life. Without water no human settlement or development can take place. Recognizing that water is fundamental to all life and in sustaining the environment, the Ministry of Water and Irrigation has a crucial role to play in facilitating national development and the realization of the Millennium Development Goals (MDGs). In this regard, one of the Ministrys core objectives over the plan period is to enhance water accessibility to all and particularly the poor and those living in the ASAL areas. Fetching water is one of the obstacles to equity and gender balanced development as it takes women and the girl-child disproportionate amounts of time and energy to trek long distances to water sources at the expense of other productive work and schooling. The Ministry will therefore seek to significantly reduce the average distance families need to travel to a safe water source; through targeted water piping, drilling of boreholes and construction of water storage facilities, among other interventions. Availability of adequate water supply reduces time spent in fetching water, ensures a favourable environment for increased childrens school attendance, and promotes good health through sanitation activities and avoidance of diseases that would be caused by lack of clean and safe water. Aware that availability of and access to sufficient water reduces potential for conflicts between different categories of water users, the Ministry is undertaking a comprehensive water sector plan to ensure that various stakeholder interests are taken into account and proper guidelines put in place for access and utilization of water across the country. Kenya being a signatory to the MDGs, we are committed to achieving the goals, one of which is to reduce by half the proportion of people without sustainable access to safe drinking water and sanitation by 2015. Finally it is emphasized that the successful implementation of this Plan will depend on the commitment of the Ministry Staff at all levels to achieving the set targets. It is therefore hoped that the Staff will internalise and practise all the Ministry values as listed in the Plan.
Hon Charity Kaluki Ngilu EGH MP Minister for Water & Irrigation
MESSAGE FROM THE PERMANENT SECRETARY

enya is a water scarce country, with 647 cubic metres of water per capita. The country therefore faces serious challenges with regard to protection of water resources, provision of water supply and sanitation services. Despite the efforts made in the past years, existing sources and facilities have continued to deteriorate and fail to meet the demand of the increasing population, particularly in rural areas and the rapidly growing settlements of the urban poor. Water also plays a major part in supporting Agriculture which is a leading export earner for the country. The Kenya Vision 2030 aspires to transform Kenya into a newly industrialized middle-income country by 2030. In order for this transformation to be realized it will be critical to know the countrys water resources in terms of sources, conservation, storage and application as well as the various technologies available for sound and sustained management as water availability and quality will have a significant bearing on the countrys development potential. More specifically, the Ministry seeks to boost socioeconomic development by improving water availability throughout the year for domestic and productive activities; enhancing food and other crop production; and strengthening partnerships with all water stakeholders to ensure adoption of sustainable practices in the extraction and utilization of water resources. Given the global changes in climate and weather patterns, planning for adequate water resources is becoming an increasingly difficult challenge as rain becomes unreliable and unpredictable. In addition, rain-fed agriculture is becoming increasingly unviable as most of the rainwater falling in Kenya is lost through runoff. There is therefore need to increase storage, which is currently at only 4.5 cubic metres per capita; to at least 9 cubic metres per capita especially through conservation and retention at the point of fall. This increased water retention, particularly in ASAL areas, will support increased vegetation cover which will not only raise the water table but also create opportunities for carbon credits to the country; thus enhancing investment and poverty reduction. Towards this end, the country needs comprehensive plans and strategies for both national and internationally-shared waters that ensure proactiveness and effectiveness in addressing the critical water issues. In particular, there is need for a comprehensive investment plan for the water sector as well as a visionary national water master plan. This Ministerial Strategic Plan is the first among other plans that will be prepared for the Water sector. The plan outlines how the Ministry of Water and Irrigation will contribute to the Kenya Vision 2030 and it is aligned to the Medium Term Plan of 2008 2012, which is the first phase of Vision 2030. Throughout the plan period, the Ministry will provide the necessary legal and policy support, coordination services, as well as mobilization of resources to facilitate the implementation of the flagship projects; which will encompass Water Resources Information Management, Water Harvesting and Storage, Urban Sewerage, National Water Supply and Sanitation.
Eng. David Stower, CBS, OGW Permanent Secretary Ministry of Water & Irrigation
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ABBREVIATIONS & ACRONYMS

ASALs COMESA CPMU DPM EAC EMCA ERS GOK HIV/AIDS HRD HRM ICT IEC KPIs MDG M&E MEDMOWI MTEF MTP NGOs NIMES NWCPC O&M OVIs PC RBM RRI STI SWAP WRMA WRUAs WSIs WSPs WSRB Arid and Semi Arid Lands Common Market for Eastern and Southern Africa Central Planning and Monitoring Unit Department of Personnel Management East African Community Environment Management Coordination Act Economic Recovery Strategy Government of Kenya Human Immunodeficiency Virus/Acquired Immunodeficiency Syndrome Human Resource Development Human Resource Management Information and Communication Technology Information, Education and Communication Key Performance Indicators Millennium Development Goals Monitoring and Evaluation Monitoring and Evaluation Directorate Ministry of Water and Irrigation Medium Term Expenditure Framework Medium Term Plan Non-Governmental Organisations National Integrated Monitoring and Evaluation System National Water Conservation and Pipeline Corporation Operation and Maintenance Objectively Verifiable Indicators Performance Contracting Results Based Management Rapid Results Initiative Science, Technology and Innovation Sector Wide Approach Plan Water Resources Management Authority Water Resource Users Association Water Sector Institutions Water Services Providers Water Services Regulatory Board
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EXECUTIVE SUMMARY
Water is a critical resource whose availability and proper use is a key factor for Kenya's sustainable social and economic development. Consequently it is critical for the country to ensure that the resource is available at all times and equitably distributed among the users in homes and institutions, industry, agriculture, energy, livestock, wildlife, and tourism. Secondly, it is imperative that the water to be used and disposed of efficiently and its sources be protected and sustainably managed as one of the strategies of ensuring that the available supplies meet the country's growing demands. Kenya as a country is faced with a number of development challenges globally, regionally and nationally. Some of the challenges relating to the water sector at the global level include Climate Change, Technology as well as different Conventions and Treaties; while regionally, issues arising from the Shared Water Resources are paramount. At the national level, the need to extend water coverage to the poor and underserved/unreached Kenyans remains a priority. Other challenges include the slowing of the implementation of the water sector reforms, poor governance and corruption, inadequate skills and staff shortages in some sections of the Ministry, financial constraints, high unaccounted for water as well as continued degradation of the water catchment areas.
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This Ministerial Plan is part of the broader Kenyas development agenda of transforming this country into a globally competitive and prosperous nation. The Ministry has a contribution to make to Vision 2030 and in this regard the Ministry is committed to facilitating sustained availability and accessibility to water for all uses, including sanitation services through appropriate laws, regulations and policies. The Ministry will also implement programmes to cover more irrigable land as well as to reclaim more waste and degraded sections of land. The irrigated and/or reclaimed lands will help to reduce poverty, and enhance food security. Water Sector Situation Analysis The Water Act of 2002 provided a legal framework that guided the creation of institutions to manage water resources and provide water services. The Act limits the Ministry's role to policy formulation; overseeing the implementation of the policies; and resource mobilization. The Ministry is also responsible for irrigation, drainage, and land reclamation. Following the implementation of The National Water Services Strategy and The National Water Resources Management Strategy, significant achievements have been realised whose impact has been improved protection and management of water sources as well as increased access to water services to more people. In spite of these achievements, a number of challenges still remain and will be addressed under this Plan. The Ministry's capacity to achieve envisaged targets faces a number of constraints among which the following are the main ones: lack of unified framework for the management of water resources which limits the Ministry's capacity to fully play its leadership role in the sector; unwillingness by some local authorities to implement certain aspects of the on-going water reforms; inadequate private sector investment in water infrastructure; inadequate regional cooperative frameworks for the management of shared water resources; pollution; continued human settlements in water catchment areas and destruction of forests.
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Internally, the Ministry has had the following constraints: lack of irrigation and land reclamation policies; unharmonised data/information system, weak monitoring and evaluation system; shortage of staff and/or skills in some areas; lack of effective Information, Education and Communication (IEC) Strategy; obsolescence and inadequacy of the available equipment, among others. The Ministry's key strengths have been the clarity of its mandates, most of which are founded on the Water Act 2002; the competences of the Ministry's staff; adequate and accessible offices. The opportunities which the Ministry has benefited from include the donors' support for the Water Sector Reforms1; rapid advances in irrigation technology; availability of appropriate indigenous water harvesting/storage technologies; the existing EMCA framework relating to discharge of effluents; and existence of many non state actors in the provision of water services. Also impacting on the Ministry's situation are its stakeholders. The key stakeholders include consumers of Ministry services (i.e. institutions under the Ministry; coordinating ministries2; line ministries and other government departments in the water sector; development partners; NGOs and other non-state actors; Nile Basin countries; neighbouring countries; and the media among others.
Strategic Direction The main factors that have influenced the strategic direction and content of the 2009 2012 Plan are the scope of the Ministry's mandates; the unmet targets from past endeavours, particularly the need to reach more of the poor and vulnerable groups in both the rural and urban areas; the national policy objectives, programmes and projects as outlined in the MTP and MDGs. To meet the national as well as the Ministry's objectives and to realise the envisaged outputs and outcomes, the issues that will be key to success were reviewed, prioritised and appropriate strategies developed to underpin the Plan's goals and objectives. Arising from the issues and priority areas, the following strategic objectives were identified: i) To provide more resources to the poor and other vulnerable sections of society; ii) To provide policy direction and effective supervision for the water sector by putting in place mechanisms for continuous development and review of policies; iii) To ensure that the sector reforms are concluded and all the institutions are performing their roles as specified in the Water Act; iv) To provide an enabling environment for sustainable management of National and transboundary water resources; v) To mobilize adequate funding for investment on water infrastructure(water, sewerage and storage) in order to increase coverage; vi) To increase utilization of land through irrigation, drainage and land reclamation; vii) To develop and operationalise an M & E system for effective sector coordination;
viii) To mainstream crosscutting issues in all the Ministrys operations.
The Ministry is regarded as key player for the attainment of the MDGs as well as Vision 2030 goals Mainly The Office of the President; Office of the Prime Minister; Ministry of Finance, Ministry of Planning National Development &Vision 2030
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In line with the above the Ministry's Mission, Vision and Motto will be as follows: Mission
To facilitate sustainable management and development of water resources for national development
Vision
To be a regional leader in the sustainable management and development of water resources

Motto
Water for all

Arising from the above premises, the thrust of the Strategic Plan will be to facilitate the delivery of more, better and faster water services by the implementing institutions through more effective enforcement and timely reviews of existing policies and laws; formulation of policies and laws where gaps have been identified, development and implementation of pertinent programmes, mobilisation of adequate resources and efficient utilisation of those resources; and provision of effective leadership that would inspire all players in the water sector. Implementation of the Plan The successful implementation of this Plan is hinged upon clear goals and specific objectives that are quantifiable and time bound. For each objective there are key output and outcome indicators that will be used to monitor and evaluate the performance of each department over the Plan period. A monitoring and evaluation system has been introduced to help ensure that the Plan implementation remains on course. The human resources requirements in terms of numbers of staff and the required types of skills have been identified. The existing and projected gaps in these aspects will be reduced through filling of vacant positions, skills improvement and technical training on a need basis. As part of streamlining the operations the Ministry further and enhancing its capacity to facilitate the roles of the water institutions, it is proposed that the Water Reforms Secretariat and the Data and Information Management Division be upgraded to departments. It is also proposed that all the technical departments be grouped under a Water Secretary whereas the administration and support services would remain under a Senior Deputy Secretary. It is projected that KSh 221.49 billion will be required to finance the Plan activities between 2009 and 2012. While the source of the bulk of these funds will be from the Government, it is expected that a substantial proportion will be provided by the development partners. It is also expected that increasing amounts of Appropriations in Aid will be raised, while the Ministry will also seek to realise savings through developing innovative cost reductions and more efficient utilisation of available funds. The Plan includes enhancing the Ministry's Disaster Management System to encompass the identification, assessment and developing of mitigation measures for all other risks so that the Ministry is not derailed from achieving the Plan objectives. Finally the Implementation Matrix details the expected outputs against each objective, targets, respective actors and pertinent resource requirements as part of the implementation strategy and M&E framework.
PART II
1.0. INTRODUCTION
1.1. Background The Role of Water in the Economy Water is a critical resource for sustaining all forms of life, as well as economic and social activities in a country. Individuals need water for their domestic and leisure activities whereas economies rely on water; to generate electricity, in agricultural and livestock development, for industrial production and for other commercial purposes particularly in tourism and catering industry. Water is also increasingly becoming a commodity whose sale provides income generating activities and employment opportunities. Access to water and its use is also indispensable not only for sanitation purposes but also for helping to reduce incidences of water borne diseases and improve public health, which account for a large proportion of health cases in hospitals. Water forms part of infrastructure in marine transport and support of irrigated agriculture. Water is also important to all sectors of the economy. It provides the infrastructure for the Agriculture, Manufacturing, Tourism, Health, Livestock, Fisheries and Housing sectors. In this regard, proper management of this resource will play a vital role in the realisation of Vision 2030. The need to produce enough food for a growing population in areas with limited rainfall demands increasing reliance on irrigation agriculture for food security. Successful irrigation is dependent on availability of sufficient water. These considerations underline the important role of water and irrigation in an economy and why ensuring the availability of water and its sustainable use is a fundamental condition for the country's economic and social development. Kenya is classified as a water scarce country. Therefore providing sufficient water for the competing uses in a growing economy will be a big challenge for the Ministry of Water and Irrigation over the Plan period and beyond. The country therefore needs comprehensive plans and strategies encompassing both national and internationally-shared waters that will ensure proactiveness and effectiveness in addressing the critical water issues such as environmental degradation, institutional weaknesses, backlog of investments and reforms. Strategic Planning in Kenya with Reference to the Ministry of Water and Irrigation One of the Government goals in the 1970's was having water for all by the year 2000. However, this turned out to be a pipe dream because there were no clear targets, adequate resources, milestones and supporting strategies to ensure the goal was attained. Thus the year 2000 came and passed; with more people having even greater difficulties to access water than in 1963, given the increase in population and the degradation of the environment and consequent reduction of surface water sources. The Government of Kenya has been undertaking a series of reforms aimed at enhancing quality, efficiency and transparency in service delivery by Water sector institutions. To support reforms, planning has evolved, using modern planning practices like the ERS, SWAPs, MTEF, Results Based Management (RBM), Rapid Results Initiative (RRI) and Performance Contracting (PC). PC in particular uses strategic planning as the main point of reference. As indicated in the General Guidance and Direction for Negotiating the 2007/08 Performance Contracts the Strategic Plan is the cornerstone for the design and development of a performance contract in public sector institutions. For the MOWI, Strategic Planning is required not only for PC purposes but also for ensuring the realisation of its goals and objectives in the dynamic environment in which it operates. The 2009 2012 Plan is the Ministry's second Strategic Plan. Within the sector, the ministry has developed an Integrated Water Resource Strategy (IRWS), the National Water Resources Management Strategy (NWRMS), the National Water Services Strategy (NWSS), the Water Sector Master Plan, and is providing leadership for the water sector strategic plan. This strategic plan will form the premise for guiding the Ministrys activities for the 2009-2012 period as well as being a reference frame for other water sector plans.
2.0. KENYA'S DEVELOPMENT CHALLENGES: GLOBAL, REGIONAL AND NATIONAL

Kenya is faced with a number of key challenges at the international, regional and national levels. Whereas the country may not have direct control over the international and some of the regional challenges, it can formulate strategies that can mitigate and/or influence the outcome of such challenges. Consequently, MOWI has taken account of these challenges in identifying its threats over the Plan period and in drawing objectives and designing strategic responses to keep its operations and thus outputs/outcomes in line with the 2008- 2012 MTP of the countrys Vision 2030.
2.1. Global Climate Change Climate change refers to direct and indirect attributes of human activities that alter the composition of global atmosphere and which in addition are attributed to natural variability observed over comparable timeframes. Recent studies in the Eastern Africa region have revealed that the microclimates in certain areas have been altered with changes in temperatures and rainfall. The temperature changes have been more pronounced at the higher altitudes than in the lowlands. Some of the impacts of climate change being felt in Kenya include species losses and seasonal changes/shifts negatively affecting rain-fed agriculture. The belt of disease vectors such as Malaria Mosquitoes is increasing with the rise in temperatures. Climate-related disasters such as droughts, floods, landslides, wind storms and hailstorms contribute to well over 70% of natural disasters in the country and destroy life and property on an average of about a million hectares of crops annually, heightening food insecurity and causing economic losses of about KSh.8 billion. Such disasters also tend to have a huge implication on national budget. To mitigate against such consequences over the Plan period and beyond the Ministry will strengthen its risk and disaster management system. The Global Economic Crisis The global financial crisis is likely to impact negatively on the Ministry due to reduced foreign investment, aid and development funding which may cut back while markets recover. Analysts forecast that pledges to help developing countries like Kenya to achieve millennium development goals are unlikely to be met3. The higher fuel prices have led to increase in other commodity prices especially food severely affecting the poor who spend a significant part of their income on food. The Government therefore needs to do more in its pro poor initiatives and the Ministry needs to play its role in supporting the other productive ministries such as Agriculture in boosting food security. Technology Rapid technological advances, especially in water extraction, resources assessment and distribution, are a big challenge as well as an opportunity to the country and the Ministry. Available technologies can be used for better management of water resources including ground waters, harvesting and storage of rain water as well as in the provision of sanitation services such as water reuse technologies. In addition utilisation of alternative energy sources for water supply is an area the country needs to exploit. The lack of modern ICT-based systems is a particular challenge to MOWI whose technical departments continue to rely largely on manual and paper based information systems. Use of modern ICT based systems for operations will help in enhancing the productivity of staff. Linked to this is the need to build capacity in the use of ICT as a management and decision support tool. It is therefore imperative that all departments keep pace with technological advancement in order to leverage technology for better service delivery to the citizens as per its service charter.
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Institute of Development Studies. The Impact of the Global Financial Crisis-The Impact in Kenya. Nov 2008. 2
Kenya's Challenges under different Conventions and Treaties Kenya is a signatory to various International treaties and other agreements in the field of environment. The Government of Kenya, through the Ministry of Water and Irrigation, has obligation to meet in those treaties relating to Rivers, River Basins, Water Courses and Lakes4 Under the MDGs Kenya is committed to a 50% reduction of people without sustainable access to safe drinking water and basic sanitation by 2015. Provision of water is also a prerequisite for the attainment of targets under the other MDGs. The Ministry therefore has a big challenge in ensuring the necessary availability and access to water services to facilitate the attainment of the Goals' targets. 2.2. Regional Challenges 1. East African Community (EAC) and the Customs Union: The main objective of the Customs Union is formation of a single customs territory, with trade being at the core of the Customs Union. The coming into force of the Customs Union will mean not only open borders between the East African member states (including the recent additions of Rwanda and Burundi), but also competition among manufacturers and producers. Hence, there is certainly going to be greater need for harmonised water sector policies and management of the water resources within the region to avoid conflicts. 2. Shared Water Resources Water is one of the most shared resources and any policies and interventions in the water sector often have implications on the trans-boundary management of the resource. It therefore behoves the Ministry to play a leading role in the formulation of policies and conventions that are likely to impact on the shared waters in which Kenya has interest, especially trans-boundary lakes, rivers, and aquifers. In this regard it may be noted that the Nile Treaty that governed the use of the Nile Waters is under negotiations. Kenya has no control over what happens to the shared water resources on the side of its neighbouring countries. Transboundary issues, such as the Ethiopian side constructing dams that may starve Lake Turkana of its water sources and the expansion of dams for hydro electric power generation in the Ugandan side of Lake Victoria, remain difficult to resolve. These issues are exacerbated by the fact that each country has different regulatory regimes covering various aspects ranging from water use to effluent discharge. A major challenge which the Ministry faces is ensuring that the country's national interests are safeguarded in successor framework agreements.
United Nations Environment Programme Nairobi, 2005 Register of International Treaties and Other Agreements in the Field of the Environment.
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2.3. National Challenges 1) Reaching the poor and the underserved: Although the PRSP had committed to providing water and sanitation services to a majority of Kenyans to a reasonable distance of 2km for rural areas and 150 to 200 metres for urban settings, this goal has not been realised in most of the target areas.5The Ministry has to obtain more pro-poor resources for this purpose 2) High poverty levels in the country: Poverty remains one of the biggest challenges facing Kenya today. About 46 percent of Kenyas population live below the poverty line. In addition, there are large income disparities between regions in the country. This is a challenge which may undermine realisation of the Plan targets and may indeed compel the Ministry to re-evaluate the sustainability of user charges or community contributions among the poor sections of water consumers, especially in the ASAL regions. 3) Poor governance, corruption, and mismanagement of resources would be serious threats to the successful implementation of the Plan and realisation of its objectives. Poor governance and corruption prevent effective use of resources and may lead to such resources being diverted away from the Plans activities if not addressed. 4) Continued Degradation of Water Catchment Areas. Especially the major water towers will hamper the realization of some of the targets envisaged in the strategic plan. Degradation of the catchment areas leads to decreasing water flows in rivers which may, consequently, cause conflict over water uses. 5) Increased Energy Costs. Impact on the cost of delivering water services to the people at an affordable price. This problem is also compounded by the fact that people are reluctant to pay for water services 6) The Level of Unaccounted for Water still remains high. There is also lack of baseline data to indicate the level of Unaccounted for Water. 7) Discharges to river systems: As water sources get more and more polluted so does the cost of treating that water for domestic use 8) Lack of a comprehensive land policy: the owning of land in water catchment areas presents the Ministry with a challenge as such areas become degraded as the land owner develops the piece of land. As mentioned earlier, degradation of water catchment areas lead to decreasing water flows in rivers. 9) Flooding and Drought: Certain areas such as the Kano Plains and Budalangi are prone to flooding whereas others face long periods of dry weather. 10) Storage Levels: The current storage level in the country stands at 4.5 cubic meters per capita of water. This level is low and needs to be increased to meet the growing demand for water. 11) Low investments in the water sector: Putting up infrastructure for water requires heavy investment. There has been a backlog of investments into this sector creating a challenge for the country. 12) HIV/AIDS . This is a pandemic that cuts across all levels from international to national. Whereas at the international level, combating of HIV/Aids has been adopted as one of the Millennium Development Goals (MDGs) and cascaded to the country. Recent national statistics show that the incidence of the disease has again taken an upward trend. HIV/AIDS remains a major challenge and threat to the realization of the Plan targets. The disease threatens staff and their productivity and hence may compromise the attainment of the set MOWI objectives.
IMPACT: A performance Report on Kenya Water Services Sub sector Issue No 1 4
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3.0. KENYAS DEVELOPMENT AGENDA

The country's development agenda, as expounded in the Vision 2030, is to transform it into a newlyindustrialised, middle income country providing a high quality of life to all its citizens in a clean and secure environment while, simultaneously, meeting the Millennium Development Goals for Kenyan's by 2015. The transformation is to be achieved through a phased development that is premised on three pillars, namely: The Political Pillar: a democratic political system that is issue-based, people centred, resultsoriented, and accountable to the public The Economic Pillar that seeks to facilitate an annual economic growth rate of 10% over the Vision period by focusing on six priority sectors, namely:- tourism; agriculture and livestock; wholesale and retail; trade; manufacturing; finance; and Business Process Outsourcing (BPO) The Social Pillar: Developments under this pillar envisage a transformation in eight key social sectors, namely: Education and Training; Water and Sanitation; the Environment; Housing and Urbanisation; Gender, Sports, and Culture.
These three pillars are anchored on the 7 foundations of Vision 2030 which are: 1. Infrastructure: The foundation of infrastructure aims at providing cost-effective world-class infrastructure facilities and services in support of Vision 2030. During the period 2003 2007, though there was rapid growth and economic recovery, the infrastructure remained a challenge. Energy and telecommunication costs were high affecting the cost of doing business while water availability remained low at about 647m3/capita6 which is way below the UN recommended average of 1000 m3/capita. To this end the Government will: Accelerate ongoing infrastructure development, focusing on quality, aesthetics and functionality of the infrastructure services developed ; Build infrastructure development to support identified flagship projects to ensure contribution to the economic growth and social equity goals; Improve efficiency and effectiveness of the infrastructure development process at all levels planning, contracting, and construction; Provide a utility sector (water, sewerage and electricity) that is modern, customeroriented and technologically-enabled to provide efficient, cost-effective, quality services to all citizens; Create an inter-connected, technologically-advanced society with modern information and communication systems driving innovation, growth and social progress; Protect the environment as a national asset and conserve it for the benefit of future generations and the wider international community; and Cultivate a social attitude of respect and care for public infrastructure facilities and services amongst all citizens.
2. Information and Communications Technology (ICT): The foundation of ICT aims to strengthen the foundation for a knowledge economy. The Government recognises the importance ICT will play in accelerating economic growth. The aim will be to ensure a competitive telecommunications industry which delivers reliable and affordable services and products for the economic and social benefit of citizens. To this end ICT Parks and Digital Villages will be developed to bring down the cost of provision of ICT goods and services.
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Source: National Water Resource Management Strategy 5
3. Science, Technology and Innovation (STI): Kenya is blessed with a well educated work force. Following the examples of countries in the Far East, The government would like to make use of Science, Technology and Innovation (STI) to create wealth, improve the social welfare of the citizens and develop Kenyas international competitiveness. The government will therefore look at the needs of the economy and develop capacities to deal with those needs. Funding for research institutions will be increase to encourage innovations. 4. Land Reforms: The absence of a Land Policy has led to problems such as proliferation of informal settlements, inadequate infrastructural services, congestion, environmental degradation, unplanned urban centres, pressure on agricultural land, environmental degradation and conflicts. There is need to put in place a land dispute resolution mechanism and a Land Information System (LIS) to replace the current manual record keeping system. 5. Human Resource Development: Just as STI, the Human Resources will also contribute towards making Kenya globally competitive. There is need to develop people of the right skills and matching those skills to the needs of the economy. The government will thus create a national human resource database; train its human resource within employment; through education develop talents; attract Kenyan skilled personnel abroad and train for Micro and Small Enterprise development. 6. Security: Security of the individual and of property is vital in achieving and sustaining the economic growth rate that is anticipated in Vision 2030. For businesses to thrive there is need for freedom from fear and danger. This will assure Kenya of attracting investments. The following projects will be implemented in an effort to improve security: Establishment of a forensic laboratory; Installation of surveillance cameras in Nairobi, Mombasa, Nakuru and Kisumu; Construction of six new prisons in Mwingi, Nyamira, Kwale, Rachuonyo, Vihiga and Kaloleni; and Establishment of a national security database 7. Public Service Reform: The Kenyan Vision 2030 aims to have a citizen-focused and results-oriented public service serving a rapidly growing economy and society. Public Service Reforms can be traced back to 1993 when the Public Sector Reforms programme was launched. Since then the range of reforms has been progressively extended to cover more aspects of governance in the public sector and to institutionalise them. The reform initiatives that have been undertaken include Local Government Reforms, the Dream Team interventions, Public Expenditure Reform, Parastatal Reforms, Judicial and legal sector reforms among others. Under the Economic Recovery Strategy on Employment and Wealth Creation (ERS, 20032007) more reforms were introduced, namely, Strategic Planning, Results Based Management and Performance Contracting. These initiatives have been buttressed with the establishment of the Public Service Reform and Development Secretariat to spearhead further reforms and ensure their sustainability. The quality of service delivery has improved considerably shown when Kenya was awarded the 2007 UN public service award in recognition of rapid improvements in public services. Despite this achievement, the following challenges must be overcome in order to provide the quality of services demanded by Vision 2030.
1. Changes in attitudes: The delivery of public services in Kenya still characterised by a culture rooted in the poor understanding of the fundamental principle of the public service, namely to serve rather than dictate to citizens. By involving the citizens in determining policies and priorities, a change in values and ethics throughout the public service will occur. This will also improve transparency and accountability in our public service, which is critical for achieving Vision 2030s goals. 2. Service delivery orientation: Currently, public service delivery is process- rather than results based. As a result, the quality of services offered to ordinary citizens is not commensurate with government spending on service delivery across the sectors. This will change. Capability and capacity: The capability and capacity within the public service have improved but to deliver the kind of services envisaged in Vision 2030 they need to get better. 3. Performance management: The management of the public service has to shift to reward on merit. In the past, it has tended to reward seniority rather than performance. These practices have contributed to inefficient and unethical use of public funds. Performance management will be deepened so that both rewards and sanctions are used to encourage provision of quality services. 4. Strategic direction: Public service delivery will be guided by clear strategic planning at ministry and departmental level. As a result, the provision of services within the sectors will translate into the overall national development agenda. To re-structure Kenyas public service so as to provide a sound foundation The implementation of the Vision 2030 will be undertaken through a series of 5 year medium term plans, the first of which is the 2008 2012 Medium Term Plan (MTP). Although significant gains have been made in reviving the economy under the ERS, major challenges still remain. These include growing unemployment; large numbers of Kenyans still living in poverty; high inequality in income distribution; gender inequity; disparities in regional development; low savings and investment rates; insecurity; persistent corruption and weak governance; poor infrastructure; and slow structural changes in production and export trade. To overcome these challenges, the 2008 2012 Medium Term Plan (MTP) aims at achieving a high rate of growth and it places a premium on faster job creation, poverty reduction, improved income distribution, gender equity, and balanced development across all regions of the country. In this regard the policies and reforms in the MTP aim at achieving faster and significant structural changes in the economy. Secondly the MTP has identified the policy, legal, and institutional reforms that should be implemented in each sector.7. In all the 3 pillars and 7 foundations of the Vision 2030 water will play a vital role. Water will be used in the productive sectors of Agriculture, Tourism, Manufacturing, Livestock and Fisheries found in the economic pillar, and will also make a contribution to the Health and education sector in the social pillar. Politically it contributes to peace as conflicts, especially among the pastoralist communities centre on water. The foundations will also touch on water. A modern utility sector will improve water and sewerages services, ICT, STI, Human Resource Development and Public Sector Reforms will improve efficiency and effectiveness within the Ministrys operations and Land Reforms will facilitate the protection of water catchment areas.
See Annex 12.3 for the main drivers of country's Development Agenda: 7
4.0. THE MINISTRY'S ROLE IN NATIONAL DEVELOPMENT

4.1. Background of the Ministry
Prior to 1974, the Ministry of Water and Irrigation was a department in the Ministry of Agriculture. The Ministry was later constituted and remained till 1992 when it was merged with other departments to form the Ministry of Land Reclamation and Regional Development. After 1998, the Ministry was named the Ministry of Water Resources. In 2001 during a major merger of government Ministries and departments, the Ministry of Water Resources was merged with the Ministry of Environment and Natural Resources. In January 2003 through the Presidential Circular No. 1 / 2003, the Department of Irrigation and Land Reclamation and the Department of Water were brought together to form the Ministry of Water Resources Management and Management. The creation of the Ministry consolidated the responsibility for the management and development of water resources, irrigation, drainage and land reclamation in one docket. In September 2004 through Presidential circular No. 1/2004, the Ministry was renamed the Ministry of Water and Irrigation, giving recognition to the crucial role played by the irrigation sub-sector in national development.
4.2 Mandates
The Ministry's mandates and functions have been specified under the Presidential Circular Number 1 of May 2008: as well as under the Water Act of 2002. They cover the following areas: i. ii. iii. iv. v. Management of water resources, Provision of water services Provision of irrigation, drainage, and water storage services Land reclamation services. Capacity building for the water institutions
Functions8 include: 1. Water Resources Management Policy 2. Water and Sewerage Services Policy 3. Water Quality and Pollution Control 4. Dam Construction Schemes 5. Flood Control and Land Reclamation 6. Waste Water Treatment and Disposal Policy 7. National Water Conservation and Pipeline Corporation 8. Kenya Water Institute 9. National Irrigation Policy 10. National Irrigation Board (NIB) 11. Water Services Regulatory Board 12. Water Resources Management Authority 13. Water Appeals Tribunal 14. Water Services Boards 15. Water Services Trust Fund 16. Public Water Schemes and Community Water Projects9
8 9
Function here refers to budget vote function and includes institutions Presidential Circular No.1/2008 8
Following the Sector Reforms the Ministry's functions relating to water resources and water services have been redefined to policy formulation, coordination and resource mobilization; while the implementation is delegated to the various institutions that have been created to execute the policies. With respect to irrigation and drainage as well as land reclamation, the concerned departments still develop and implement their respective policies and programmes as their functions were not covered in the water sector reforms. The different functions of the Ministry are carried out under five departments, namely Administration and Support Services, Water Services, Water Resources Management, Irrigation, Drainage and Water Storage, and Land Reclamation. 4.2.1. Departmental Functions The specific functions for each of the departments are as outlined below Table 1 Departmental functions
Department Administration and Support Services Water Services Functions Provision of support and other cross cutting services in Administration; Planning; Finance, Procurement; Accounts; Internal Audit, Human Resources Management and Development; Information and Communication, ICT, Risk management Formulation of Policy legislation, and strategies for water and sewerages services Coordination and guidance of the water services sub sector Monitoring and evaluation of water sub sector activities Maintaining a centre for water and sewerage technical information, data and documentation Mobilising of resources for water and sewerage development Quality assurance and safety of hydraulic structures in water and sewerage infrastructure development Monitoring and supervision of all water services boards, WASREB and NWCPC Water Resources department will ensure that water resources are conserved, preserved, protected and availed in such quality and quantity to sustain the various national demands. To ensure Rational and equitable allocation of water resources Formulation of national Water Resources Strategy and Enforcement of Water Act 2002 and Water Resources Management Rules Policy formulation and giving Policy direction from time to time Mapping and publishing of key water catchment areas, groundwater resources and flood prone areas Coordination of Nile River Basin Initiative activities and Negotiating the Cooperative framework for the peaceful management of Trans-boundary water resources Mitigation against natural disasters floods and droughts Water quality testing and Surveillance to ensure compliance with drinking water standards Resource mobilization for the management, preservation, conservation, protection and allocation Harmonization of sectoral laws that touches on the use and development of the water resources Water Resources Database Organization and dissemination Groundwater recharge Water quality monitoring, testing and surveillance to ensure compliance with drinking water standards and other standards for various water uses and effluent discharges in to public sewers and the environment. Development of appropriate policies, guidelines and legislation. Promotion of rain water harvesting, water storage and environmental
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Water Resources Management
Land Reclamation
Department
Irrigation, Drainage and Water Storage
Water Sector Reforms and Performance Improvement Donor Coordination Data and Information Management ;
Functions conservation in the ASALs and waste lands. Development of appropriate tools for the effective management and utilization of degraded lands, wastelands, Arid and Semi Arid Lands (ASALS), wetlands and fragile ecosystems Resource mobilization, coordination and supervision in order to achieve this mandate. Development of Irrigation, Drainage, Water harvesting and storage Infrastructure, Regulation of agriculture water management and Irrigation technology transfer in Kenya. Provision of Support to Water Institutions in: Human Resource Capacity Building Technical and Pro-poor Programmes Communications and Information Management Interacts with Donors for funding of various programmes run by the Ministry Collection and dissemination of data for Water Resources Management and Water services Departments
4.3 The Linkages with other Areas of Focus under Vision 2030 Contribution by the Ministry to Attainment of Goals in other Areas In carrying out the functions under its mandate the Ministry also contributes to the attainment of goals in areas that fall under other Ministries and/or agencies. In this regard therefore the Ministry will take cognizance of these needs when developing policies and/or programmes. The key areas are as outlined below: Areas under Infrastructural Development Area Infrastructural Rehabilitation and Expansion Energy development Expected Contribution by the Ministry of Water and Irrigation Providing adequate water and sewerage services in the facilities that will be expanded or rehabilitated Contributing to ensuring the protection and conservation of water catchment areas so that there may be sufficient water for generation of hydro electricity The ministry's policies/programmes for use, protection, and conservation of water resources will inform land use policies By making water available for longer periods, water harvesting and storage will help reduce water-related conflicts and hence enhance security particularly in ASALs such as between the Pokot and the Turkana
Land Reforms Security
Areas under the Economic Pillar Area Tourism Expected Contribution by the Ministry of Water and Irrigation i) Adequate availability and access to safe water and sanitation services is critical to maintaining quality of tourist facilities
ii) Clean waters will provide opportunities for introducing water-based recreational facilities and tourism
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Area Agriculture, Livestock and Fisheries
Expected Contribution by the Ministry of Water and Irrigation i) Water harvesting and storage technologies will expand potential for increased agricultural production and livestock development
ii) Secondly, irrigation and land reclamation will increases agricultural production, particularly in ASALs Wholesale and retail trade i) All premises for commercial purposes have to be provided with water and sanitation services at all times.
ii) Provision of water by vendors that is encouraged under the Water Sector Reforms creates business opportunities for water retailers Manufacturing Business Process Outsourcing (BPO) Water has to be available on the manufacturers' premises not only for sanitation but also for production, and drinking Provision of adequate water and sanitation services to the operators in the sector, as it is the case for the other trade activities
Areas of Focus under Social Pillar Area Education and Training Expected Contribution by the Ministry of Water and Irrigation i) Provision of adequate water and sanitation services is necessary to keep educational institutions running
ii) Increased availability and access to water in rural areas will make easier for girl child to attend schools and focus on learning Health Safe and adequate water services and sanitation will help to reduce potential for water borne diseases and thereby support the emphasis on preventive health care The ministry's policies/programmes for use and protection conservation of water resources also support conservation and protection of the environment
Environment, Water and Sanitation
Population, Urbanisation The Ministry is expected to provide expanded water and sanitation services and Housing to cater for the urbanisation and increased housing. Gender, Vulnerable Groups and Youth Provision of water harvesting and storage technologies to residents of ASALs will increase opportunities for increased food, incomes and poverty reduction
Areas of Focus under Political Pillar Area Expected Contribution by the Ministry of Water and Irrigation Security ,peace building, Water harvesting, storage, and fair allocation of water resources will help and conflict reduce water-related conflicts and hence enhance security particularly in management ASALs The Government of Kenya is a signatory to the Millennium Development Goals (MDGs). One of the goals is to reduce by half the proportion of people without sustainable access to safe and drinking water and sanitation by 2015. The Ministry of Water and Irrigation is responsible for the attainment of this goal.
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PART III
5.0. SITUATION ANALYSIS AND LESSONS LEARNT
5.1 Current Water Situation in Kenya Kenya, which is considered as a water scarce country below 64710 cubic meter of water per capita compared to the international benchmark of 1000 cubic metres per capita, faces serious challenges with regard to protection of water resources, water supply and sanitation services. Despite the resources that have been provided so far, existing water sources and facilities have continued to deteriorate whereas the demand for water services continues to rise largely as a result of the increasing population, the need for more hydropower, and the growing demand for industrial uses among other purposes. The pressure to manage the country's water resources more efficiently and ensure that water services are availed equitably among the diverse uses is bound to increases as the country gears itself towards meeting the Vision 2030 goals. The current situation in the water sector is largely a result of reforms whose key milestone was the Water Act of 2002. The Act provides a legal framework which has guided reforms that have led to the institutional setup through which water resources and water services in the country are now managed. The Ministry is also responsible for irrigation, drainage, and water storage, as well as land reclamation functions which were not included under the Water Act nor covered under the water reforms. The analysis also reviews the implementation of the previous Strategic Plan in order to learn from the Ministry's experiences so as to build on the successes and to avoid and/or redress the failures. Furthermore, a SWOT analysis has looked at the Ministry's internal and external environments to establish the strengths, weaknesses, opportunities and threats, in relation to its mandates, that will impact on its implementation of the 2009 2012 Strategic Plan. Finally the situation analysis reviewed the stakeholders so as to identify and take into account the roles and expectations of the key stakeholders in this Strategic Plan. 5.2 Impact of Reforms in the Water Sector
5.2.1 Institutional Restructuring
The government has implemented far reaching reforms in the Water sector under the legal and institutional framework provided by the Water Act 2002. These reforms include: i) Enhanced governance Creating institutions to manage water resources and provide water services and limiting the Ministry's role to policy formulation; overseeing the implementation of the policies; and resource mobilization whereas regulation and service delivery have been left to the new institutions that have been established, as shown at Appendix 12.6
ii) Introduction of Sector Wide Approach to Planning (SWAP) aimed at improving coordination of the sector. This has been operationalised through the National Water Resources Management Strategy and The National Water Services Strategy. iii) Involvement of local communities in the management of water resources through formation of Water Resource Users Association (WRUAs). The community participation has resulted in reduced illegal abstractions, reduced catchments encroachment, rehabilitation of catchments areas and river bank protection. iv) A Nile Basin cooperative framework for management and development of the shared water resource is under preparation by the riparian countries.
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No effort to conserve and store water while population has increased(Kenya Assessment Report) 12
5.2.2 Achievements
Following the implementation of the Reforms, which have been supported with substantial increase in the levels of GOK and donor funding, a number of achievements have been realized in recent years. The major ones are:i) Commercialization of service delivery is increasingly being accepted as a more efficient and sustainable mode of providing services;
ii) More than 500 bore holes have been drilled iii) Water services to the poor are receiving greater focus in rural and urban areas. Consequently, water coverage has reached 40% and 60%11 in rural and urban areas respectively. Furthermore sewerage and basic sanitation coverage of 20% and 55% respectively have been achieved; iv) Under Irrigation, Drainage Water Storage 119,000 ha have been irrigated and 4,100 dams have been built, while 60 more have been identified for construction; v) Under Land Reclamation, the communities in ASALs have been assisted to utilise rain water harvesting to produce food crop and fodder; re-vegetation of 4,500 ha of arid environments using micro-catchments has been realised; 16 shallow wells have been built to provide nearer water points of clean water to ASAL communities; Capacity building of stakeholders in integrated management and rehabilitation of ASAL resources, such as tapping seasonal rivers for community irrigation schemes; a number of pans has been undertaken.
5.2.3 Challenges
The Ministry continues to face a number of challenges which will be addressed over the Plan period: 1. Implementation of the Sector Reforms is facing a number of challenges which include the following: i) Corporate Governance is still poor in spite of the capacity building efforts that have been availed to the institutions. There have been challenges from some local authorities to the Ministrys execution of reforms regarding transfer of assets;
ii) A number of items under the Transfer Plan had not been completed by the time the Plan lapsed in June 2008; iii) Infrastructural development and rehabilitation has been below requirements, thereby limiting expansion of capacity. The capacity for self-sustainability in many WSB and WSP is still low. They require Government subsidy for operations and maintenance; iv) Most Water Services Providers remain under-capacitated: They lack sufficient transport, tools and equipment; as well as skills and capacity for commercial operations; v) Due to inadequate information base, the Ministry does not have reliable data for planning, decision making, as well as for monitoring and evaluation. This limitation reduces the capacity of implementers to note implementation shortfalls early enough and take appropriate remedial interventions so as to keep the reforms on course;
vi) Non-revenue water has not been reduced significantly. It therefore continues to be a drain on resources of affected institutions; vii) High poverty levels in the informal settlements and ASAL areas. The poverty limits the Ministry's drive to extend commercialisation of the water and sanitation services.
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Source: Departmental submissions 13
2. Water and Sanitation services coverage in the underserved parts of the country, informal settlements, rural and urban areas under the pro-poor targeting is still limited. This is due to dilapidated infrastructure, low financing and inadequate capacities of water sector institutions. 3. Capacity for water storage in the country is very limited. Harvesting of roof water is still limited and there is a serious shortage of pans and dams in the areas where they are needed.
4. Use of recycled water is still limited, leading to continued (uneconomical) use of treated water for activities that would be better served with used water. 5. There is a shortage of water quality staff and /or skills for the water quality surveillance in water service providers. 6. Lack/inadequate testing equipment in the central and provincial laboratories and other water supplies 7. Lack of appropriate investment plan for water resources, especially with respect to the assessment and exploitation of groundwater resources 8. Under Irrigation, Drainage Water Storage the following challenges remain: i) Need to cover more of the irrigable 540,000 ha of land with the available water resources base
ii) Inadequate support services such as research and extension services as well as marketing infrastructure iii) Low budget allocations iv) High cost of investments v) Weak monitoring and evaluation vi) Low efficiency in water distribution vii) Low water storage capacity dams, aquifers, pans 9. Under Land Reclamation the following challenges remain: i) Coverage is still low compared to potential, as operations are in only 5 ASAL districts: All ASAL districts need the services since they face serious food insecurity, as well as inadequate water supply, and environmental degradation
ii) There are serious staff capacity problems: The average age in the department is 52 years creating challenges in succession planning. iii) There is limited partnership and interaction with other stakeholders who are providing related services in ASAL. Districts The stakeholders include the Ministries of North Eastern and Arid Areas, Special Programmes, Livestock & Fisheries Development, Agriculture, and Cooperatives; Faith Based Organisations, and NGOs such as WFP among others iv) Water harvesting and storage capacity at farm and household level is still low v) The required legal and policy framework is not yet in place vi) Management of rainwater in the production of food crops and fodder for livestock has not prioritized increased water retention and conservation vii) Low investment in rehabilitation of the ASAL and degraded areas viii) Overexploitation of natural vegetation in the ASALs with overstocking, clearing fragile lands or for the production of charcoal has lead to increasing degradation, waste lands and poor water retention and conservation.
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ix) The concept of total water in resource management has not always been given sufficient emphasis.
5.3 Lessons Learnt From Review of 2005-2009 Strategic Plan

In the context of continuous improvement and learning, a review of the previous Plan was undertaken and the lessons learnt have subsequently informed this Plan, as indicated below: : Table 2: Lessons learnt
Lesson Action taken in developing next Plan Its development had had limited participation by the Participatory development of the Ministrys Vision, implementers. It was therefore used to a very limited Mission, Goals, Objectives, Strategies and Activities. extent by staff in the Ministry. By having clear objectives the Plan implementers will be in a position to use the Plan as an effective management tool Its preparation coincided with the introduction of the The reform agenda has been fully incorporated in sector reforms. However the Reforms goals and the Plan objectives were not sufficiently taken on board. No SWOT Analysis had been done for the last Strategic Plan and therefore the plan did not benefit from knowing the opportunities that were available or the threats it faced and the weaknesses it had. A comprehensive scan of the external and internal environments of the Ministry will be undertaken to identify its Strengths, Weaknesses, Opportunities and Threats. The output from the analysis will be reflected appropriately in the Plan
The Plan did not have a monitoring and evaluation A Monitoring and Evaluation System is part of the framework. There was therefore no performance Plan management system for the Ministrys activities... Although the Plan did not have SMART objectives, Each of the departments has SMART objectives that the targets in departmental work plans were achieved cover the Plan period
5. 4 SWOT Analysis
The Ministry's current and future situation in relation to its mandates has been conditioned by its resources and capabilities as well as the political, economic, social, technological, demographic and legal factors in its operating environment. In particular it was established that the key factors which will have a major impact on its capacity to achieve the Plan's objectives will be the number and skills of its staff; availability of funds; the laws that relate to water resources, water uses including sewage services; the global economic crisis; agreement on the use of the Nile water and other trans-boundary water resources; the growing threat to water catchment area; high population growth rates and the informal settlements. These factors are the sources of the strengths and opportunities that may facilitate achievements of the set objectives and also the causes of the weaknesses and threats which are likely to limit the Ministry's capacity to achieve the objectives. The SWOT analysis identified the following: Key Strengths i. The clarity of mandates of the Ministry and its departments, most of which are founded on the Water Act 2002, provide a sound basis for planning and implementation of the Ministry's programmes
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ii. iii. iv. v.
The Ministry's staff have the necessary competences for providing the policy, coordination as well as for resource mobilisation The Ministry has adequate office on its premises, which are in accessible locations It has substantial field equipment , office equipment and motor vehicles at Ministry HQs Good working relations with partners
Major Weaknesses i. ii. The essence of the Reforms has not been internalised in most sections of the Ministry The Ministry lacks an irrigation policy as well as a land reclamation policy. The lack of these instruments hampers effective planning and implementation of irrigation and land reclamation programmes The data and information system has not been harmonised and Monitoring and Evaluation System is weak. Secondly there is a lack of effective Information, Education, and Communication (IEC) Strategy Low Capacities in the newly created Institutions There is shortage of staff and/or skills in some areas in the Ministry, particularly for land reclamation activities and water quality assurance, There has been poor succession planning in some sections, which may worsen the staff and/or skills shortage in the affected departments when the current staff retire The field equipment , office equipment and motor vehicles in the Districts are inadequate Inadequate resources at the district level Cross cutting issues such as gender, HIV, have not been given the deserved attention
iii.
iv. v. vi. vii. viii. ix.
Opportunities i. The Ministry is regarded as key player for the attainment of most MDGs as well as Vision 2030 goals. This positive image, as well as political goodwill, provides opportunities for the MOWI to obtain the funding it needs to carry out its programmes The Donors' support for the Sector Reforms has been strong. The support gives the Ministry an opportunity to secure funding for some of its activities Rapid advances in irrigation technology may enhance productivity in the sub-sector and expand irrigation potential Adoption of available appropriate indigenous water harvesting/storage technologies may lead to reduce dependence on expensive foreign technologies The existing EMCA and regulations relating to discharge of effluents has eased pressure on the Ministry's resources for sanitation services. There are many non state actors in the provision of water services whose resources complement the Ministry's resources in the provision of water services Existence of health and sanitation policy
ii. iii. iv. v. vi. vii. Threats i.
Continued human settlements in water catchment areas and destruction of forests has led to depletion of water resources
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ii. iii. iv.
Lack of a harmonised national framework for the management of water resources, including their sources, limits the Ministry's capacity to fully play its leadership role in the sector Unwillingness by some local authorities to implement some aspects of the on-going water reforms Reliance on donor funding may undermine long term sustainability of some aspects of water reforms after the external funding ends or if funding is reduced/varied due to changes in the donors' domestic foreign assistance policies Lack of cooperative frameworks for the management of shared waters in the region hinders proper planning for the affected water resources Inadequate funding has led to inadequate investments in the rehabilitation and expansion of water resources infrastructure. This limitation continues to undermine the implementation of the Ministry's policies The Global Economic Crisis and high commodity prices may lead to reduced availability of donor funds. This will adversely affect the continuity/sustainability of some donor funded programmes The growing unemployment, high food prices, inflation, high energy costs, poverty, insecurity and governance challenges will make it difficult for the Ministry to get adequate government funding for its programmes
v. vi.
vii. viii.
It is not always possible to know neither the nature nor the extent of the future changes that may take place in view of the dynamics in the Ministry's operating environment. In this regard it is expected that strategic reviews will be undertaken at appropriate times during the implementation period of the Plan so as to take account of any emergent developments. From the above SWOT analysis, it is apparent the Ministrys internal systems need to be improved especially in the area of Monitoring and Evaluation. The Ministry enjoys good donor support which may be threatened by the current global financial crisis. Since water is a resource that cuts across sectors, the Ministry needs to synergistically manage its interactions with the various stakeholders.
5.5 Stakeholder Analysis

There are many players in the water sector whose roles, interests, and expectations need to be taken into account when planning, developing programmes or making major decisions relating to the management of water resources and provision of water services. The key stakeholders for the 2009-2012 period are its staff, citizens, consumers of the Ministry's services, coordinating ministries, line ministries, donors, non state actors, Nile Basin and neighbouring countries and the media. The Ministry needs to understand the various stakeholders needs and perspectives and use the information to craft respective strategies to ensure that its relations with them are positively reinforcing and in support of its plan objectives. Table 3 Stakeholders
Type/Nature of Stakeholder Role, Interest/Expectations of Stakeholder Successful implementation of the Plan and attainment of expected positive outcomes How the interest and or expectations may be addressed through the Strategic Plan Capacity building through training Provision of conducive working environment,
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Internal Stakeholders: Staff

Type/Nature of Stakeholder
Role, Interest/Expectations of Stakeholder
How the interest and or expectations may be addressed through the Strategic Plan
External Stakeholders Consumers of Ministry services Institutions under the Ministry Non State actors Coordinating Ministries (Office of the President; Prime Minister's Office; Ministry of Finance, Planning National Development & Vision 2030, etc) Line Ministries and Other Government Departments in the water sector Development Partners Non-State Actors such as NGOs, CBOs and Other Nile Basin Countries; Neighbouring Countries Other Players Media, Private sector, Communities Compliance with requirements and other obligations Adequate services Appropriate objectives and strategies in Plan Appropriate objectives and strategies in Plan
Collaboration in delivery of services Efficient use of their Resources Provision of services in the water Sector Have interest in shared water resources Diverse interests
Appropriate objectives and strategies in Plan Appropriate objectives and strategies in Plan Appropriate objectives and strategies in Plan Appropriate objectives and strategies in Plan Take note of their reactions on case by case basis
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6.0. STRATEGIC ISSUES & KEY STRATEGIC THRUSTS 6.1 Strategic Issues and Priorities
There are various critical issues which may undermine the Ministry's capacity to achieve the Plan targets unless they are resolved in time. A number of these issues were analysed during the strategic planning process as a result of which the following were identified as the priority areas and therefore requiring greater focus in the Plan. For each strategic issue a way forward has also been developed. Table 4 Strategic Issues
# 1 Strategic Issues Leadership in the Water Sector Way Forward The Ministry of Water has been given the mandate to develop policy and should provide direction to the various stakeholders. The development of a Water Sector Strategic Plan will define the roles To establish a framework for the harmonisation and coordination of policies and programmes to satisfy the diverse needs/interests of the stakeholders and to ensure that the water resources are managed sustainably To provide policy direction and effective supervision for the water sector by putting in place mechanisms for continuous development and review of policies, laws and regulations To ensure that the sector reforms are concluded and all the institutions are performing their roles as specified in the Water Act. To harmonize data management and develop an M & E system for sector coordination To mobilize adequate funding for investment on water infrastructure(water, sewerage and storage) in order to increase coverage HR to coordinate with various Heads and prepare a HR Plan To provide an enabling environment for sustainable management of national and transboundary water resources To increase utilization of land through irrigation, drainage, storage, water harvesting and land reclamation In spite of the expressed intentions to reach increasing proportions of the underserved sections of society in Kenya, the pro-poor resources have not been sufficient To provide more resources to the poor and other vulnerable sections of society at rates that will lead to the
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5 6 7 8
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Need for increased inter-agency coordination on water issues for the Government Ministries and institutions, NGOs, Faith Based Organisations and other bodies which are involved in domestic water supply and sanitation, irrigation, agriculture, energy, health, industry, transport, forestry, quality standards, fisheries and tourism Lack of or inadequate policy and/or legal framework for irrigation, flood control and water storage, water harvesting, land reclamation and trans-boundary waters. Although substantial progress has been made in implementing the Water Sector Reforms, there has been minimal change in the ways the Ministry operates due inadequate change management initiatives. Lack of a comprehensive data and information management system, including communication strategy in the sector A number of Boards and WSP lack the necessary capacity to sustain themselves due to lack of adequate infrastructure, equipment and finances Poor succession planning in some sections of the Ministry There is a worsening problem of depletion of water resources and environmental degradation which has been caused by encroachment of water catchment areas, deforestation and climate change Limited usability of land in arid and waste lands, and the Ministry's presence is limited to few districts, largely due to staff and financial constraints. Access to Water for all ; the under served, the poor, farming needs
Strategic Issues
Way Forward achievement of the pertinent MTP and MDG targets To mainstream cross cutting issues in all the Ministrys operations
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Gender, technology transfer, climate change and other cross cutting issues tend to get limited focus in departments,
Water taps are often dry, even during the rain seasons
Girls often skip classes to fetch water in addition to assisting in rearing their younger siblings
Water for all including her
Source: UNDP; Mainstreaming Gender in Water Management: A practical journey to sustainability.
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6.2 Strategic Direction

The main factors that have influenced the strategic direction and content of the 2009 2012 Plan are the scope of the Ministry's mandates; the unmet targets from past endeavours, particularly the need to reach more of the poor and vulnerable groups in both the rural and urban areas; the national policy objectives, programmes and projects as outlined in the MTP and MDGs. Consequently, the Ministry's Strategic Plan is anchored on Vision 2030 and reforms in the MTP that relate to water and irrigation. The thrust of the Ministry's programmes over the Plan period also take into account the Ministry's priorities. 6.2.1 Mission The purpose and business of the Ministry of Water and Irrigation is to develop and ensure the implementation of laws, policies, and programmes, as well as financing arrangements that facilitate the provision of water and sanitation services to every person and firm in Kenya. The use of the water may be for production purposes (such as irrigation, industrial use, or generation of electricity) or for personal and domestic purposes. It may also be for recreational uses or tourism. The Ministry is also mandated to ensure that the supply of water is sustainable through proper management of the water catchment areas. Taking all the above factors into account, the Ministry's Mission Statement is as follows: Tofacilitatesustainablemanagementanddevelopmentofwaterresourcesfornationaldevelopment 6.2.2. Vision The situation in which the Ministry wishes to be seen in relation to the management of water resources and provision of water services is one in which: The ministry will be viewed as top performer in the delivery of its services, whose standards of performance would be used by others as benchmarks Its leadership position in the sector is acknowledged and accepted by all stakeholders The impact of its policies and financing arrangements would be felt in all sectors and would remain sustainable. On the basis of these considerations, the Vision of the Ministry is as follows: Tobearegionalleaderinthesustainablemanagementanddevelopmentofwaterresources 6.2.3. Values The values that will guide the operations of the Ministry during the Plan period will be: Service Equity and Inclusiveness Environmental Sensitivity Partnership and Team Spirit Integrity Moreover, these values will be best remembered by the mnemonic, SEEPI 6.2.4 Plan Motto The ministry recognises that many Kenyans still have problems in accessing water. We believe that all Kenyans should access quality water for all purposes. We shall energise our people and partners by taking into consideration our core values of Equity and Inclusiveness, and thus our motto shall be:
Waterforall
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6.2.5. Goals and Strategic Objectives: The goals and objectives that the Ministry will seek to achieve and the strategies for doing so over the Plan period are as outlined below:
Table 5 Goals and Objectives
Goals A reliable system-wide performance reporting and successful achievement of plans accompanied by high levels of compliance with Vision 2030
Strategic Objectives To develop and operationalise an M & E system for effective sector coordination Institutionalised capability for continuous improvement in the Ministry for enhanced service delivery To provide policy direction and effective supervision for the water sector by putting in place mechanisms for continuous development and review of policies and frameworks To provide an enabling environment for sustainable management of National and trans-boundary water resources To formulate more effective legislation, policy and strategies for targeted interventions
Enhanced Guidance for effective and sustainable resource utilization in the Sector
Fully Reformed Water Sector
To ensure that the sector reforms are concluded and all the institutions are performing their roles as specified in the respective Acts Initiate reforms in Irrigation and Land reclamation Develop strategies for ensuring continual improvements
Enhanced Agricultural production through Irrigation and Drainage
To increase utilisation of land through irrigation, drainage and land reclamation To develop land reclamation, water harvesting and storage policies, guidelines and legislations To increase water storage and harvesting capacity
To develop and sustain equity and inclusiveness in all the Ministries operations and services Attain and maintain institutional financial adequacy and sustainability
Mainstream cross cutting issues in all the Ministrys operations To mobilise adequate funding for investment on water infrastructure (water, sewerage and storage)
6.2.6. Strategies - Flagship Projects under the Vision The Ministry will provide the necessary legal and policy support, coordination services, as well as mobilization of resources (where required) in support of water resource management (including catchment protection) and to facilitate the implementation of the flagship projects by the institutions concerned. In addition, the Ministry will implement the projects under irrigation and land reclamation since it is also an implementer in these areas. The Plan will contribute to the MTP Goals under both the
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Agricultural and Water & Sanitation Sectors. The details of what the Ministry will implement are contained in the Implementation Matrix.
6.2.6.1. Water resources information management:12 Rehabilitation and acquisition of new hydro-metric which will be installed in strategic and vulnerable water resources (surface and groundwater) country-wide, and be linked to World Hydrological Observation Cycle (WHYCOS); Rehabilitate 600 hydro-metrological stations; Capacities of WRUAs will be facilitated to collect records and monitor the data acquisition instrument. Groundwater Hydro-geological Mapping will be undertaken in Turkana and Marsabit for purposes of planning groundwater development in the two districts and replicated in other ASAL districts. Formulation of four water Catchment Management Strategies (CMS) for Lake Victoria South; Ewaso Ngiro North; Ewaso Ngiro South and Athi catchment areas will be completed through stakeholder involvement. Establishment and rehabilitation of water quality monitoring station 6.2.6.2 Trans-boundary waters: The Nile Basin Initiative is supporting the rehabilitation and expansion of Bomet Water Supply and Sewerage System to serve an additional 25,000 people and extension of pipeline by about 2 Km. It is also building early confidence, through sensitization and awareness, to communities in the basin in undertaking self initiation projects, for the purpose of optimizing resource usage. 6.2.6.3. Water harvesting and storage programme: The recurrent floods of Western Kenya will be managed through construction of large multi-purpose dams along Rivers Nzoia and Nyando. In addition, Water dykes will be constructed along the lower reaches of Nzoia and Nyando Rivers. In addition, a 54 km inter-basin water transfer canal will be undertaken in the Rahole Area, connecting Tana River to Garissa District, Yatta canal style expound on effect Development of High Grand Falls Multipurpose reservoir with a storage of 5.4 billion cubic meters will be undertaken; the canal, other than supplying water will also serve to tame River Tana in lower reaches and also re-distribute water resources to arid areas down stream. Improved water harvesting will particularly provide opportunities for the ASAL communities to achieve food security. Measures will be put in place in regions that continually experience drought and floods such as Kano Plains, Budalangi and ASAL areas to reduce water insecurity and vulnerability. The government will develop two multi-purpose dams with a total storage capacity of 2.4 billion cubic meters along Rivers Nzoia and Nyando. An additional 24 medium-sized multi-purpose dams with a total capacity of 2 billion cubic meters will be undertaken to supply water for domestic, livestock and irrigation use in the ASAL areas. They are Bunyunyu, Munyu, Londiani, Itare, Upper Narok, Chemesusu, Kiserian, Yatta, Kitui, Mwingi Thwake, Rare, Thiba, Umma, Rumuruti, Badasa, Archers Post, Awasi, Kora, Ndarugu, Mwachi, Ruiru A, Siyoi and Nyahururu. Policy and strategies for water harvesting for households and farm levels will be finalised 6.2.6.4 Urban Sewerage Programme: In order to improve sanitation and hygiene and reduce environmental pollution of towns located on shared water basins, there is urgent need to undertake, liquid waste treatment feasibility studies at the towns of Malaba, Lagdera, Lodwar, Wajir/Elwak and Liboi. These are areas where the water table is
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Undertaken by WRMA 23
high, forcing the local councils to adopt Bucket latrines which are unhygienic. The focus of this programme is to implement appropriate technological approaches in line with the Environmental Sanitation and Hygiene Policy 2007 to ameliorate the situation. Other urban areas especially within the lake Victoria Basin will be targeted under a joint initiative between government and UN Habitat. 6.2.6.5. National water supply and sanitation: The projects aim at expanding the Mzima pipeline to meet the current demands of the coastal towns including additional proposed resort cities of Lodwar and Isiolo. It will also cover urban water supply and sanitation in the satellite towns around Nairobi, Mombasa, Kisumu, Nakuru and Kisii alongside 26 medium-size towns that have the potential to support manufacturing and tourism activities. These are Narok, Machakos, Maralal, Wajir, Wote, Hola, Chuka, Ruiru, Athi River, Siaya, Ol Kalou, Matuu, Maua, Mois Bridge, Limuru, Moyale, Kapsiwor, Maseno, Kapenguria, Kitui, Lokitaung, Karuri, Lamu and Chogoria. Other projects aimed at increasing water coverage annually include construction of 180 water and sanitation projects, drilling of 140 boreholes and construction of 160 small dams/pans in ASAL areas. 6.2.6.6 Irrigation and drainage: It is estimated that intensified irrigation can increase agricultural productivity four fold and depending on the crops, incomes can be multiplied ten times. Some water deficit countries have proved that coordinated development and utilisation of irrigation does transform economic development. In addition to rain fed agriculture, the government will also promote irrigation farming for both food and cash crops. The flagship projects will include: The construction of the Tana delta project Expansion of Schemes in Bura, Hola, Kano Plains, Nzoia (Upper, Middle and Lower), Pekera, Kerio Valley, Mwea, Taita Taveta, Ewaso Nyiro North and Ngurumaini (Kajiado) irrigation schemes. Extension of the Yatta Canal will be extended for another 100 km to cover Yatta, parts of Kitui and Mwingi Districts Smallholder irrigation schemes: 6.2.6.7 Land Reclamation: Increased Investment in the development and rehabilitation of degraded lands and the ASALs that cover over 84% of the national land mass will increase productivity in the marginal areas and bring equity among her peoples 6.3 Other Strategies Other strategies that will be put in place to strengthen the Ministrys capacity to achieve its Plan, include the following: A Human Resource Plan and related structure will be developed to deal with the issue of including the Department of Land Reclamation and Irrigation, Drainage and Storage and other water sector institutions into the Water Sector Reforms. An IEC Strategy to re-brand the Ministry. The purpose of this initiative is to enable the public needs to understand the new role of the Ministry as a Policy maker and coordinator and not an implementer. A Donor Coordination Strategy for managing and optimising synergy among development partner initiatives in the water sector. A strategy to deal with the issues that are likely to emerge from the current global economic crisis and climate changes; considering that the water sector has substantive reliance on donor support.
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PART IV
7.0 RESOURCES REQUIREMENTS
7.1 Human Resources Human Resources (HR) are central to the attainment MOWIs mission because it is their cap city to carry out their activities effectively that will determine the extent to which the envisaged targets will be met. Consequently the management and development of the Ministry's human resources will focus on enhancing efficiency and effectiveness of its staff. 7.1.1 Current Staff Position: Authorized Positions, In-Post, and Vacancies The current staff position in terms of authorised positions, officers in post and vacancies is as given in the table below:
Table 6 Staff Establishment Department Administration & Support Services Water Resources Management and Water and Sanitation Services14 Land Reclamation Irrigation and Drainage Total Authorised13 Establishment (A/E) 561 In-Post 173 Vacant 388 % Understaffing 69
7924
4487
3431
43
361 333 9179
47 168 4875
314 165 4298
87 50 47
Source: Human Resource Dept; MOWI and Consultants Calculation
Overall the Ministry is understaffed, with 53% of the authorized positions being vacant. Therefore at about 47% strength, the Ministrys capacity to deliver services at required levels is undermined. The situation is particularly serious in the Land Reclamation Department with 13% staffing level. Filling the vacancies will therefore be a priority activity in the first year of the Plan period. In this regard the Ministry will seek to ensure that the appropriate number of persons with the required types and level of skill are recruited and retained, needed capacity development through training is undertaken on a continuous basis, and an effective succession plan is developed and implemented. The other aspect that tends to undermine the Ministry's effectiveness is the large number of nontechnical staff relative to the number of technical and professional staff in the departments where a job evaluation and staff rationalisation have not been undertaken. This anomaly will be rectified in all departments early in the Plan period.
13 14
Under the reforms a number of staff will be moved from the Ministry to other water institutions in line with transfer of certain functions The Data from the Human Resource Department was aggregated
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7.1.2. Staff requirements Given the transitional nature of the Ministry's role in the water sector and the high expectations by the stakeholders for more and better services it is critical that the Ministry develops a sustainable human resource capacity that is adequate (in numbers, skills/competencies), committed and deployed appropriately. In this regard the existing vacancies will be filled, additional capacity building needs identified, and the necessary skills development undertaken over the plan period.
No. 1.
Department
Current Situation
Requirements over the Plan period The authorized staff establishment needs to be reviewed to cover the new districts that have been created from 333 technical staff to 1276 technical staff and support staff from current 161 to 627 staff (i.e. Driver, Clerks and Secretaries)
The staff position in department has Irrigation, Drainage and currently 168 technical staff and 161 support staff. The country has a total of Water Storage 209 districts. The department has proposed each district to have 6 technical staff i.e. 2 Irrigation Engineers, 1 Water Management officers and 3 Irrigation technicians. The Technical staff required will be 1276. Similarly, each District will require 3 support staff making the total staff requirement including the Provinces and Headquarters to be 627. Department of The current staff establishment at the Department has of 51 technical staff and Land 312 support staff. The Department has Reclamation proposed a restructured position that will have 282 staff members of whom 196 will be technical staff and 86 support staff. It is hoped the new structure will be authorised for implementation from the first year of the Plan.
The Ministrys staff requirements that were established as part of the restructuring process that was necessitated by the implementation of the Water Sector Reforms remain valid. The filling of the vacant positions under the current establishment will meet the staff requirements up to 2012. However some programmes/projects and activities under the 2009 2012 Plan may require competences, either in terms people or type/level of required skills, that were not foreseen when the restructuring was done. Such gaps will be identified and filled as appropriate over the Plan period. The HR policy will determine the actual number
Other Departments
Other departments seem to need only marginal adjustments. However once the Sector Plan is completed other more fundamental staff changes may become apparent and will therefore need to be addressed in the envisaged Ministerial Strategic Plan Revision The on-going reforms continue to highlight additional requirements in staff changes as implementation proceeds. They therefore need to be taken into account and requisite staff plans developed ,especially after the completion of the Sector Strategic Plan
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Reforms
7.1.3. Proposed Additional Departments It is proposed that both the Water Sector Reforms Secretariat and the Data and Information Management Division be upgraded to Departmental level. (a) Justification for the Reform Secretariat being a full-fledged department With the completion and institutionalisation of the Water Sector reforms, there is going to be need for the formulation and innovation of new programmes, as well as acquisition of new technologies and processes that will ensure dynamism in the sector. Therefore there will be need for a number of key functions of the proposed department, including the following: Reforms o Finalisation of current reforms Reviewing and building water sector institutional capacities for sustainability Reorganising Ministry HQs Irrigation sub-sector Land and Reclamation
o Initiation of new reforms to include:
Mainstreaming of appropriate water technologies/methodologies and programmes into the sector Programmes/Projects to be explored for the sector include: Roof water harvesting Recycling and reuse of water Sludge management Ecosan Public/private sector partnerships New windows of financing; e.g. carbon credits and infrastructure bonds
Continuous Improvement In order to keep abreast of development in the water industry and stay ahead of the water institutions for effective coordination of the sector, the ministry needs to adopt a philosophy of continual improvement. This will necessitate the capacity to collect, generate and analyse pertinent information for use in improving processes and coordination mechanisms for optimal results. It is worth noting that reform is a dynamic process and this department will therefore continually fine-tune policy to ensure sustainable optimal results and effective handling of emergent issues
These functions are important and substantial if the Ministry is going to retain the dynamism required for strong and foresighted leadership in the sector, as well the Eastern Africa region. Threshold performance will require a full-fledged and well resourced department. There is therefore justification for a department to deepen the Water Sector Reforms and spearhead Continuous Performance Improvement in the Water Sector Institutions.
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The mandate of the Water Reforms Secretariat is to provide technical and logistical support to the new water institutions as they endeavour to achieve their respective mandates as provided for in the Water Act 2002. To carry out the pertinent activities in line with this mandate, the Secretariat needs to have:i) A Human Resources & Capacity Development Support unit that is responsible for addressing the staffing challenges
ii) A Technical & Pro-Poor Programmes Support Unit. The Unit is responsible for promoting best practices, benchmarking and innovative solutions to serving the urban poor iii) A Communication and Information Management Support Unit which as outsourced services for information and communication about the reforms. The functions which the Secretariat has been carrying out are of a permanent nature and therefore require a more formal structure with appropriate authority and capacity to enforce its decisions that would underpin its Mission, which is To develop an efficiently managed water sector that is providing quality, reliable and sustainable services to their customers at affordable cost. (b) Justification for the proposed Data and Information Management Department Under the MTP and Vision 2030, it is noted that to deliver the envisaged national transformation will call for a paradigm shift leading to, among other desirables: i) information-based and results oriented decision making processes in government departments and public sector institutions and
ii) A management philosophy from a limited sense of urgency to relentless follows up. iii) Secondly, the current data/information system is not harmonised because there is lack of a coordinating unit, which would also be responsible for policy guidance on data management in the wider water sector. iv) Data that is available is outdated, incomplete and therefore of limited use v) There is need to have a robust data collection and analysis unit to feed the CPMU (in view of the fact that the data to be collected/analysed requires technical expertise.) Key Functions of the Proposed Department i) Formulation and review of water related data and information policy ii) Coordination and supervision of data management issues in the responsible institutions in the water sector iii) Development and proper maintenance of data bases for the water sector iv) Provision of cartographic and (map) printing services v) Provision of GIS Services
7.1.4. Proposed Ministry Structure The structure of the Ministry remains basically the same as the existing except for the proposed upgrading of two sections into departments namely Data Management and Reforms and Performance Improvement. There may also be need to strengthen the Donor Coordination Unit. Consequently the proposed structure is as depicted in the following Organogram:
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Proposed Functional Structure
MINISTER
ASSISTANT MINISTER PERMANENT SECRETARY

WSBs
WAB NWCP KEWI NIB WSTF WRMA
POLICY AND COORDINATION

DONOR COORDINATION
ADMIN & SUPPORT SERVICES

ADMIN ACCOUNTS
WASREB
WATER & SANITATION SERVICES
WATER RESOURCE MGT
IRRIGATION, DRAINAGE & STORAGE
LAND RECLAMATIO N
REFORMS & PI.
ICT PUBLIC COMMUNICATIONS DATA & INFO MGT. PLANNING
INTERNAL AUDIT
FINANCE & RESOURCE MOBILIZATION
KEY PI Performance Improvement MGT- Management INFO- Information ICT- Information & Communication Technology
PROCUREMENT
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7.1.5 Responsibilities for Delivering the Plan

The Minister and Assistant Ministers will be responsible for all aspects of development and reviews of legislation, regulations, and policies covering water resources management; provision of water services; irrigation, drainage, and storage; land reclamation; and all the institutions under the Ministry and any other matters that fall under the Ministry's mandate.
The Permanent Secretary (PS) facilitate and participate in policy development and reviews, provide a conducive environment for successful implementation of the policies, i.e. provide the required office facilities, equipment, finances and personnel in all levels and geographical locations, and monitor the implementation of the Plan in the Headquarters as well as in the Districts. In this regard, there will be increased focus in the field offices which tend to be under-facilitated in spite of the fact that the Ministry is expected to pay more attention to reaching more women and the poor in the rural areas. Under the Plan a comprehensive monitoring and evaluation system has been proposed to help the PS to ensure that the Plan's implementation remains on course. The PS will also ensure that the practice of information-based decision making is entrenched in the Ministry as well as the adoption of other public sector reforms.
Heads of Department (HOD) will be responsible for ensuring that the envisaged objectives are achieved within the specified times and cost. In this regard they will ensure that all the officers in their departments, including those in the field, are made aware of the contents of the Ministry's Plan generally and those of their specific areas in particular. The HODs will ensure that their officers are adequately resourced to carry out their assigned responsibilities and also monitor the performance of the officers. In consultation with the Human Resources Management and Development Department, the HODs will ensure that i) Capacity building through needs-based training is undertaken regularly and that ii) Results Based Management is adopted in their departments. Special Role for Donor Coordination Unit The diversity of donors, donor resources and beneficiaries in the water sector requires increased capacity to coordinate proposals, and to monitor the utilisation of the resources. The Unit will therefore serve as a technical support unit, under the Water Secretary, for all aspects donor support to the water sector. All other Staff in the Ministry will be expected to develop and implement work plans to achieve the set targets. In carrying out their duties they will observe the Ministry's Service Charter and adhere to its stated values. They will collect and submit to their respective heads of sections/departments all data and information required for monitoring and evaluation purposes. They will be required to inform their HODs about their requirements for personnel, financial and equipments including motor vehicles and to draw the attention of their HOD to any shortfall that will materially affect their performance levels
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7.1.6 Capacity Building Requirements Capacity Building Needs under the Medium Term Plan In establishing its capacity building needs over the Plan period the Ministry will incorporate all the reform initiatives and activities that are being undertaken across the public service. Under the MTP it is recognised that the country's main potential lies in its people: their creativity, work ethic, education, as well as their entrepreneurial and other skills. Secondly, the public service reforms will be guided by the principles of Results Based Management, inculcation of values and ethics, strengthening of institutions and competences. The Ministry's human resources capacity building programmes will adopt these principles and values. Training Needs Assessment of 2005 A Training Needs Assessment that was undertaken by the Ministry in October 2005 established that the Ministry's capacity to deliver the expected levels of service had been compromised by 'low skills virtually in all fields .due to the dynamic factors in the water sector.' Consequently specific types of training for the various cadres of staff were identified and a programme implemented to provide the training.
7.1.7. Cost of the Capacity Development Strategy Estimated costs for the training over the Plan period
Department Base year 2008/09 Irrigation & Drainage Water Resources Land Reclamation Administration and Support Functions Water Services TOTAL 4.6 8.33 1.2 8.2 6.53 28.86 Projected resource requirements (KSh. million) 2009/10 12 8.1 2.2 10.6 8.5 41.4 2010/11 12.4 8.3 1.2 11.2 9 42.1 2011/12 13 8.5 2.2 11.8 9.5 45 Total 42 33.23 6.8 41.8 33.53 157.36
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7.2 Performance Management for Enhanced Results Currently the Staff Appraisal System is used to evaluate officer's performance whereas the Indicators in the Performance Contracts are used to measure the performance of Departments and Ministries. The use of these tools is mandatory for all Government departments. Although the Ministry will use the tools as required, the need to ensure that the Ministry achieves its targets under the Plan calls for use of other measures that would enhance the performance of all officers in the Ministry. In this regard there will be: i) Expanded use of ICT in managing HR matters
ii) Linking performance to envisaged outcomes in addition to the current performance measurement system that focuses mainly on outputs or processes. iii) Enhanced focus on facilitating change management throughout the Ministry.
7.2.1. Increased Use of Information and Communication Technology Except for the payroll and personal particulars of officers, most of the HR data is not computerised and its use for quick decision making has therefore remained limited. This weakness will be reduced through computerisation of pertinent particulars with a concomitant training in computer usage for all the staff in Human Resource Department. The Ministry will therefore develop the necessary HR strategy that will lead to use of ICT systems and enhance performance.
7.2.2. Linking Performance with Outcomes The current Staff Appraisal System tends to focus more on processes and outputs to measure the performance of officers in the Ministry. The limitation with this tool is its inability to determine how the performance of an appraisee contributes to the attainment of the Ministry's and national policy objectives. The focus in the Ministry will shift to linking an officer's work to the Plan objectives. In this regard the HR Department will provide the necessary support to HODs to establish performance targets or standards that will be linked to the Plan outcomes. Performance contracting will thus be cascaded downwards to cover all qualified levels of staff
7.2.3. ISO Standards Although it was envisaged that the Ministry staff would adopt different approaches to carrying out their activities so as to achieve better results under the on-going reforms, there has been negligible change in this aspect. The effect of the lack of substantial change is that the anticipated benefits from the reforms will be suboptimal in the long run. To address this weakness the HR Department will facilitate the Head of Administration in the Ministry to spearhead the culture and change management by implementing the appropriate ISO Standard throughout the Ministry.
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8.0. RESOURCE FLOWS

8.1. Financial Resources The successful implementation of this strategic plan will depend not only on the quality and commitment of the Ministry staff but also on the availability and efficient utilisation of the resources that will be required for the various activities to be undertaken satisfactorily. The financial requirements for the Plan Period total KShs 221,489,760,000 as indicated in the Implementation Matrix at Appendix 12.2. This is broken down as follows: Table 7 Financial Requirements
Department Water Services Water Resource Management Irrigation, Drainage & Storage Land Reclamation Central Planning and Monitoring Unit Reforms and Performance Improvement Administration Accounting Procurement Internal Audit Human Resources Data Management Public Communication ICT TOTAL F/Year ( in KSh. millions) 09-10 10-11 14,384 414.55 6,117 345.5 8.4 95 186.8 1.4 2.908 1.2 523.1 87 13 24 22,203.86 39,433 747.95 12,387 374 9.6 80 438.3 1.6 2.908 1.3 1359.3 78 9 22.6 54,944.56 11-12 42,656 622.25 21,477 451.5 8.4 15 340.8 2.1 2.908 1.5 1479.5 58 9 14.3 67,138.26 12-13 50,941 373 23,457 423 10.5 0 355.8 2.3 2.908 1.8 1566.5 63 9 7.3 77,213.11 Total 147,414 2157.75 63,428 1594 36.9 190 1321.7 7.4 11.632 5.8 4928.4 286 40 68.2 221,489.78
8.2 Sources and Utilization of Funds over the Plan Period

The financial resources that will enable the Ministry realise its planned objectives will come from the following sources
Sources of Funding ( in KSh. Millions) Source AIA Treasury Donors Gap/Other TOTAL 2009/10 6.21 6,546.44 1,356.21 14,295.00 22,203.86 2010/11 6.52 8,342.23 7,354.81 39,241.00 54,944.56 2011/12 6.84 15,145.29 9,413.12 42,573.01 67,138.26 2012/13 7.18 15,380.86 10,976.07 50,849.00 77,213.11 Total 26.75 45,414.82 29,100.21 146,948.00 221,489.78
The Ministry expects to raise KSh 26,750,000 from AIA, leaving a balance of KSh 221 463 010 000 to be financed through Treasury, Donors and Other sources. The Financial resources will be sourced mainly from the Government. However there are areas for which the ministry strategists will seek collaborative contributions from the private sector stakeholders, multilateral, bilateral development partners/donor support agencies and Non governmental organisations. The Ministry will also lay emphasis on efficient utilisation of available financial resources on prioritised activities.
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9.0 ACCOUNTABILITY AND RISK

9.1 Facilitating the Management of Water Resources under Uncertainty An enduring unknown factor in implementing a strategic plan is the uncertainty about future developments and situations that may change or affect the realisation of the Plan objectives: In some cases the changes may even render one or more objectives redundant or unattainable. For the MOWI the uncertainties are an important consideration because the range of unknowns is quite wide given the large number of stakeholders, particularly donors, and dependency on climatic conditions which are becoming increasingly variable. Some of the factors have been noted under the section on threats. But many other remain unknown. Although the country has been faced with droughts, floods, and land slides, the Ministry has not established an elaborate risk identification, assessment and mitigation system. The successful implementation of this Plan is hinged on certain assumptions and, secondly, on developing an institutional capability to identify risks, .assess their likelihood and potential impacts, and determine appropriate mitigation measures. In this regard, a risk management system will be put in place early in the Plan period. 9.2 Key Assumptions i) Budgetary allocations to the MOWI will be maintained and increased to ensure that there will be adequate funding for the planned activities, including capacity building at the Ministry and the Institutions that have been established under the Water Act, 2002
ii) Donor support for water reforms will be sustained. The implementation of the on-going water reforms has benefited from donor resources. Any disruption to the availability of the donor resources before alternative local sources are in place may reduce the pace of the reforms. iii) The political will for the water sector reforms will be maintained iv) A sector wide development plan will be developed and implemented 9.3. Risks Risks to successful implementation of the Plan include the following:i) Insufficient capacity for timely implementation of the sector reforms ii) Corruption and other poor governance facets that prevent effective use of resources and discourage private sector investment. iii) Unpredictability of donor funding iv) External factors-such as political instability of countries of the region-that pose unknown risks v) Vested interests in local authorities that retard rates of operationalising reform. vi) Destructive land use practices in water catchment areas vii) Conflict over the competing uses of the water resources viii) Other risks arising from the political, economic, social, technological, and environmental factors ix) Poor succession management in the public sector, given the backlog in staff recruitment x) Procurement delays and arising cost escalation xi) Climate Change
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9.4. Accountability for Mitigation Measures 1. A Risk Management System The MOWI will establish a Risk Management System for eliminating or reducing, to tolerable levels, the impact of risks in achieving its objectives in terms of quantity, quality, cost, and time. The key components of the proposed Risk Management System are:i) ii) A risk management policy to guide the development and operationalisation of the system in the Ministry Departments as well as in the SAGAs. A Ministry Risk Management Committee composed of all HODs, to be chaired by the Permanent Secretary. The Committee's main responsibility will be to consider and adopt risk management measures;
iii) A Risk Management Coordinator (RMC) to harmonise and oversee the risk management activities in all Departments. These activities include risk identification; risk assessment; as well as the development and implementation of appropriate mitigation measures. Another critical activity for the RMC will be the development of early warning indicators for risks on its radar The Water Secretary will be the Risk Management Coordinator. (Until the position of Water Secretary is established/filled the Senior Deputy Secretary may be the Coordinator). 2. Championing and Deepening the Water Sector Reforms To maintain the momentum and deepen the on-going reforms the MOWI will establish a Department at Ministry Headquarters to champion reforms in the sector. As one of its strategies the proposed Department will be required to develop an Information, Education and Communication strategy to promote and institutionalise the reforms across the sector. 3. Ensure Participation of all Key Stakeholders in Policy Development and Implementation Participation of stakeholders in policy development fosters greater ownership and commitment to successful implementation of the policy, and thereby reducing risk of failure. In this regard the Ministry will review the current policies and, if necessary, The Water Act of 2002, with a view to ensuring greater and structured participation of key stakeholders in sustainable management of the water resources.
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10.0 MONITORING, EVALUATION AND REPORTING

10.1. Rationale for M&E
Monitoring and evaluation of the activities of the MOWI are two linked and critical activities that will help in ensuring that the Ministry remains on course in pursuit of its objectives. Under monitoring, specified data will be collected at activity level and channelled upwards in agreed formats on a continuous basis; Under evaluation, the data will be assessed against pre-selected indicators to determine the extent to which achievement has matched the set standard or target and pertinent reports prepared. Evaluation will be done periodically; After a report is made, remedial action must be taken by responsible officer in all cases where an undesirable variance between achievement and target is established; As part of the National Integrated Monitoring and Evaluation Framework, (NIMES), the Ministry is required to report on its performance to the Monitoring and Evaluation Directorate as provided for in the reporting mechanisms between the Directorate and line Ministries. The reporting is mandatory.
Current M&E Situation in the MOWI The M&E system has been under development with guidelines and capacity building from the Ministry of State for Planning, National Development, and Vision 2030, as part of the NIMES. Currently the data for the water sector is collected at institutional and departmental levels with little coordination by the Data Manager or the CPMU at the Ministry Headquarters. There is no structured mechanism for obtaining data from non-state actors. This has led to inadequacies in the data that is currently available. As part of the M&E system, the data collection and analysis in the Ministry will be rationalised, with specific responsibilities for collection, aggregation and reporting to the central data management section at the Ministry Headquarters for Monitoring and Evaluation at the national level. The Monitoring and Evaluation System for the MOWI over the next Plan period consists of a monitoring and evaluation cycle and a monitoring and evaluation structure. 10.2 The Monitoring and Evaluation Framework Drawing on the National Monitoring and Evaluation Implementation manual, the MOWI M&E Framework consists of the following key elements, A process flowchart that details the activities for data collection, capture, analysis and presentation cycles, the sequencing of these activities Specific output and outcome indicators which provide guidance as to whether the Plan objectives have been successful in achieving the desired outcomes Accountability for production of M&E Reports
Responsibility for acting on Reports
36
10.2.1 Monitoring and Evaluation Cycle
Carry out annual Review of Performance and, if necessary review Plan, including the implementation arrangements
PLAN
1. MONITOR PLAN IMPLEMENTATION Each reporting unit to prepare and submit performance report to Head of Division, monthly
REVIEW IMPLEMENTATION PS with HODs to discuss Performance Reports, Develop and institute remedial .measures; quarterly
6 MID TERM AND TERMINAL EVALUATION of the Plan Implementation, with the assistance of External Consultant(s)
2 VALIDATE & COMPILE M&E REPORTS CPMU to analyze Performance against targets & KPIs. Prepare and submit report to PS and HOD monthly.
CPMU TO ANALYSE PERFORMANCE GAPS. PS to seek explanation from HODs on reasons for variance between actual and Plan targets, monthly
Key Features of the Planning Cycle 1. The diagram depicts the system for tracking and assessing performance at MOWI on a continuous basis. The system covers inputs (particularly financial and human resource), outputs, as well as outcomes. 2. The Central Planning and Monitoring Unit will prepare reporting formats, incorporating Key Performance Indicators for each reporting unit as well as the periods to be covered in the reports. 3. The Data Management Unit will provide pertinent data to the CPMU to assist in the performance analysis 4. The Permanent Secretary, with the support of the CPMU, will introduce enforceable sanctions for non-compliance with reporting requirements 5. Each Head of Department will report, at each subsequent Committee meeting, on actions taken on previously reported variance in performance 6. The Plan will be evaluated half way through the period to check on implementation effectiveness and, and if necessary, review strategies to ensure plan implementation remains on course. 7. A terminal Evaluation will be undertaken at the end of the Plan period to assess overall implementation effectiveness and draw lessons for preparation of the subsequent Strategic Plan.
37
Either this can be done by the Resource People leading the preparation of the new Plan or by another independent team that includes external members for purposes of objectivity and enrichment of perspectives. 10.3 Monitoring And Evaluation Structure
To chair Ministerial M&E Committee of HODs on monthly basis
PS
MED
To receive quarterly M&E reports from the CPMU, with endorsement by the PS
Central Planning & Monitoring Unit To Design M&E Data Capture formats; receive, validate and analyze data for: 1. M&E, Planning and Budgeting 2. Linkages with NIMES National Data Manager
1. To receive and analyse data from Departments and Water Sector 2. To Provide Pertinent M&E Data to CPMU
HODs Development and use of selected Performance Indicators in monitoring and evaluating activities under their respective departments
38
PART V 11.0 ANNEXES

11.1. Results Matrix
DEPARTMENT: WATER SERVICES GOAL: To Increase Access to Safe Water and Sanitation OUTCOME: Improved Sanitation and water accessibility OUTCOME INDICATOR: Number of people accessing improved water and sanitation services OUTPUT OUTPUT UNIT BASELINE INDICATOR YEAR Guidelines and mapping Target urban areas mapped Number 2007/08 Programmes developed Programmes developed Number 2007/08 Funds mobilized for underserved Mobilized funds Amount 2007/08 urban water supply Funds Committed Funding agreements Number 2007/08 Sector Investment Plan developed Investment plan Number 2007/08 Funds mobilized for sewerage Mobilized funds Amount 2007/08 systems DEPARTMENT OF WATER RESOURCES MANAGEMENT Goal 1 : Ensure Proper Management of National Water Resources OUTCOME: Well managed Natural Water Resources OUTCOME INDICATOR: Number of well-managed Water Resources OUTPUT OUTPUT INDICATOR Hydrogeological information/data for Data Turkana District Report on hydro-geology of the area Report Report on geophysical survey Report exploration and/or monitoring exploratory wells boreholes drilled Monitoring RGS stations reactivated Monitoring stations reactivated monitoring boreholes identified No of boreholes monitored reports on sustainable water sources Reports Protected catchments water catchments areas
BASELINE VALUE
Target Y1 5 1 3 bn 10 1 2bn
Target Y2 21 25 3 bn 10 4bn
Target Y3 3bn 10 -
Target Y4 3bn 10 -
Cumulative Target 26 26 12 bn 40 1 6bn
UNIT Number Number Number Number Number Number Number Number
BASELINE YEAR 2007/08 2007/08 2007/08 2007/08 2007/08 2007/08 2007/08 2007/08
BASELINE VALUE
Target Y1 50 1 -
Target Y2 1 1 1 10 150 1 -
Target Y3 200 1 20
Target Y4 200 100 1 -
Cumulative Target 1 1 1 10 600 100 4 20 39
Goal 1 : Ensure Proper Management of National Water Resources OUTCOME: Well managed Natural Water Resources OUTCOME INDICATOR: Number of well-managed Water Resources OUTPUT OUTPUT INDICATOR delineated Improved water quality and quantity catchments rehabilitated Capacitated WRUAs Capacitated WRUAs Rehabilitated Catchment areas Rehabilitated Catchment areas Policy on Transboundary Policy on Transboundary Map of Transboundary water Map of Transboundary water resources resources Reduced river and environmental % reduction in environmental pollution pollution Monitoring Stations for Water Quality No. of stations installed installed monthly Hydrogeological surveys, data No of reports and maps analysis potential reports and maps Map of Fluoride concentration in Map of Fluoride concentration in ground water ground water Policy on Water Resources Data and Policy Information Management Artificial recharge sites Artificial recharge sites Subsurface dams Subsurface dams Guidelines and codes of practice for Guidelines groundwater investigations, test pumping and drilling programmes Drilling of key strategic boreholes to boreholes mitigate climate change (drought)
UNIT Number Number Number Number Number Percentage Number Number Number Number Number Number Number Number
BASELINE YEAR 2007/08 2007/08 2007/08 2007/08 2007/08 2007/08 2007/08 2007/08 2007/08 2007/08 2007/08 2007/08 2007/08 2007/08
BASELINE VALUE
Target Y1 5 10 1 50 72
Target Y2 5 10 1 30 72 1
Target Y3 20 5 10 1 15 72 1 5 10 1 100 0
Target Y4 10 1
Cumulative Target 20 15 40 1 3 0 288
72 1 1 10 100
3 1 1 5 40 1 400
10 50
1 10 150
40
DEPARTMENT: WATER RESOURCE MANAGEMENT Goal 2 : Ensure Safe Water is available to Kenyans OUTCOME: Safe Water is available to Kenyans OUTCOME INDICATOR : Number of Kenyans with access to safe water OUTPUT OUTPUT INDICATOR Water Quality Monitoring Stations Water Quality Monitoring Stations Policy on Water Quality Management Policy Upgraded Laboratories laboratory New Laboratory in Garissa laboratory Map of water quality classifications Map DEPARTMENT OF IRRIGATION AND DRAINAGE Goal : Enhance Agricultural production through Irrigation and Drainage OUTCOME Increased area for irrigation OUTCOME INDICATOR: Ha ready for Irrigation OUTPUT OUTPUT INDICATOR Increased Area under Irrigation Ha of irrigated land Increased Drainage Area Ha of land drained IWUAS formation IWUAS Farmers trained farmers trained Irrigation staff trained staff trained Policy on Irrigation and Drainage Policy
UNIT Number Number All Number Number
BASELINE YEAR 2007/08 2007/08 2007/08 2007/08 2007/08
BASELINE VALUE 1 1
Target Y1 -
Target Y2 6 1 -
Target Y3 -
Target Y4 6 1 1 1
Cumulative Target
UNIT hectares hectares Number Number Number Number
BASELINE YEAR 2007/08 2007/08 2007/08 2007/08 2007/08 2007/08
BASELINE VALUE 114,600 ha 30,000 ha
draft
Target Y1 10,000 6,800 100 10 50 1
Target Y2 20,000 13,600 100 15 50 -
Target Y3 40,000 23,800 100 15 50 -
Target Y4 40,000 23,800 100 10 50 -
Cumulative target 110,000 68,000 400 50 200 1
DEPARTMENT OF LAND RECLAMATION Goal : To Increase productivity and utilization of degraded lands through land reclamation OUTCOME: More Waste land being put into productive use OUTCOME INDICATOR Acreage of waste land put to productive use Proportion of potential unutilized lands that are put into productive use OUTPUT OUTPUT UNIT BASELINE INDICATOR YEAR Policy on Land Reclamation Number of Policy Number 2007/08 Bill on Land reclamation Number of Bill Number 2007/08 Policy on Water Harvesting Number of Policy Number 2007/08
Bill on Water Harvesting
Number of Bill
Number
2007/08
BASELINE VALUE draft draft To be started To be
Target Y1 1 -
Target Y2 1 1 -
Target Y3 1
Target Y4 1
Cumulative target 1 1 1 1 41
Goal : To Increase productivity and utilization of degraded lands through land reclamation OUTCOME: More Waste land being put into productive use OUTCOME INDICATOR Acreage of waste land put to productive use Proportion of potential unutilized lands that are put into productive use OUTPUT OUTPUT UNIT BASELINE INDICATOR YEAR Rain water harvesting and conservation structures constructed:(Rock,micro,contour/trap ezoidal bunds etc community water pans; 20-50,000 cubic meters each Farmers trained on rain water harvesting Professionals trained on ASAL Development Land reclamation Master Plan developed Water harvesting Master Plan developed Appropriate trees established Research findings and Innovations Degraded sites reclaimed(quarries, gullies, dumping sites) Partnerships developed and sustained Number Rain harvesting Structures constructed No. of pans No. of farmers Number of Professionals trained Land Reclamation Master plan in place Water Harvesting Master plan in place No. of trees Number of Research findings and Innovations used Number of degraded sites reclaimed MOUs signed Number 2007/08
BASELINE VALUE started 1500
Target Y1 1600
Target Y2 1800
Target Y3 2400
Target Y4 2800
Cumulative target 8600
Number Number Number Number Number Number Number Number Number
2007/08 2007/08 2007/08 2007/08 2007/08 2007/08 2007/08 2007/08 2007/08
11 1076 36 To be started To be started 70,000 2 3
20 1560 45 100,000 3 1
25 2000 60 300,000 4 1 2
30 2400 70 1 1 300,000 5 2 3
35 2800 90 300,000 6 3 4
360 50,000
1 1 1,000,000 18 6 10
42
DEPARTMENT OF REFORM, INNOVATION AND PERFORMANCE IMPROVEMENT (RIPI) Goal : Continuously reengineering the Ministry for enhanced Service Delivery OUTCOME: Enhanced Service Delivery at the Ministry OUTCOME INDICATOR: Quality of Service at the Ministry OUTPUT OUTPUT UNIT BASELINE INDICATOR YEAR
Revised Transfer Plan The Ministry s mandate fully in compliance with the Water Act 2002 Independent and sustainable water sector institutions (revised transfer plan) Asset Registers and Valuation Roles and Deeds of Transfer or gazette Notice Reformed NWCPC Plan in place Roles and responsibilities of MWI departments redefined and Roles and reporting structures of DWOs clearly spelt out Independent institutions Asset Registers and Valuation Roles and Deeds of Transfer or gazette Notice New roles and mandate for NWCPC Number Number 2007/08 2007/08
BASELINE VALUE 1 -
Target Y1 1
Target Y2 -
Target Y3 -
Target Y4 1 1
Cumulative Target
all all Number
2007/08 2007/08 2007/08 1 1
DEPARTMENT OF DATA MANAGEMENT Goal 1 : Ensure Proper Management of the Ministrys Data OUTCOME: Well managed Data OUTCOME INDICATOR: Availability of Information for Better Decision making OUTPUT OUTPUT UNIT INDICATOR WRIMS established & operational WRIMs Number
BASELINE YEAR 2007/08
BASELINE VALUE
Target Y1 -
Target Y2 -
Target Y3 1
Target Y4 -
Cumulative Target 1
43
DEPARTMENT: CENTRAL PLANNING AND MONITORING UNIT Goal 1: Uphold a reliable system-wide performance reporting and successful achievement of plans accompanied by high levels of compliance with Vision 2030
OUTCOME: Enhanced system wide performance OUTCOME INDICATOR: Level of performance OUTPUT OUTPUT INDICATOR Periodic Ministerial M&E reports No. of reports Increased competence in M&E No. of staff trained in M&E Baseline data from water sector No. of reports institutions ready & updated Strengthened committee No of regular meetings by M&E committee Annual water sector performance Report report M&E reports No. of reports MTP, MDG progress reports No. of reports Performance contract progress No. of reports reports and annual progress report Ministerial public expenditure reviews No. of reports Sector medium term reports No. of reports Midterm M&E Report No. of reports Terminal M&E Report (done jointly No. of Reports with next SP) UNIT Number Number Number Number Number Number Number Number Number Number Number Number BASELINE YEAR 2007/08 2007/08 2007/08 2007/08 2007/08 2007/08 2007/08 2007/08 2007/08 2007/08 2007/08 2007/08 BASELINE VALUE) Target Y1 1 25 1 2 1 4 1 4 1 Target Y2 4 25 2 6 1 4 2 5 1 1 Target Y3 4 25 2 6 1 4 2 5 1 1 1 Target Y4 4 25 2 6 1 4 2 5 1 1 1 Cumulative Target 13 100 7 20 4 16 7 19 3 4 1 1
Goal 2: Guide Ministry's planning and management processes to ensure effective and sustainable resource utilization in the Sector OUTCOME: Effective Management Systems OUTCOME INDICATOR: Efficacy in carrying out Mandate OUTPUT OUTPUT INDICATOR Minutes of meetings to guide annual workplans and budget preparation Annual workplans No. of minutes No. of workplans
UNIT
BASELINE YEAR 2007/08 2007/08
BASELINE VALUE 6 -
Target Y1 6 1
Target Y2 6 1
Target Y3 6 1
Target Y4 24 3
Target Y5
Number Number
44
DEPARTMENT: ACCOUNTING Goal Facilitate payments and expenditures of other departments OUTCOME: OUTCOME INDICATOR OUTPUT OUTPUT INDICATOR Reduction in queries Number of complaints Optimal utilization of funds Amount used Prepare and present accounts for Certified accounts audit Submitted statutory returns by set Returns submitted in time dates(VAT,PAYE,COP,NSSF, NHIF)
UNIT % Amount Number Number
BASELINE YEAR 2007/08 2007/08 2007/08 2007/08
BASELINE VALUE 100
Target Y1 90 1 48
Target Y2 80 1 48
Target Target Y3 Y4 65 50 As per MTEF budget 1 1 48 48
Total Plan Target 50 4
45
11.2 Implementation Matrix

DEPARTMENT: ADMINISTRATION Goal: Mainstream cross-cutting issues i.e. Gender, HIV/AIDS and Governance OBJECTIVE STRATEGY OUTPUT KPIs
1 Establish a Risk Management Section by December 2009 To achieve 100 % compliance with Governance policy objectives by 2011 To engender plans, programmes and projects by 2010 Establish Risk management Committee To develop and implement Ministerial Anticorruption policy action plan To develop a gender policy for the water sector To develop guidelines for the water sector Gender Sensitization workshops, seminars and trainings Advocacy for incorporation of HIV/AIDS issues in the water sector programmes Promotion of safe sex measures in the water sector Risk Management Section created Compliance Risk management section in place Level of compliance (%) Policy plans in place Gender guidelines in place No. of workshops. Seminars, trainings No. Workshops and seminars held No. of condoms distributed (000s)
Target By Plan Year 2 3 4
Total Plan Target 1
ACTORS 1 DA, SAS 5
Budget By Plan Year (KSh. Million) 2 3 4 Total 5
80
90
100
100
100
DA, HODs
20.0
Gender policy action plan Gender guidelines Workshops. Seminars, trainings
SAS/GD O, HODs SAS/GD O, HODs SAS/GD O, HODs
7.5
7.5
3 8
26
2 3.6
5 9.6
9.6
9.6
7.0 32.4
To mainstream HIV/AIDS in programmes from 2009
Reports
20
20
20
20
80
H/ACU, HODs
7.4
31.4
Male and female condoms available
10
10
10
10
40
H/ACU, HODs
0.2
0.2
0.2
0.2
0.8
46
OBJECTIVE
STRATEGY
OUTPUT
KPIs 1
Total Plan Target
ACTORS 1 H/ACU, HODs 2
Budget By Plan Year (KSh. Million) 2 3 4 Total 2 2 2 8.0
Carry out surveys on HIV/AIDS Ensure that the Ministrys Facilities and Equipment are in good working condition all the time through out the plan period Procure working office equipment, office furniture and motor vehicles Repair and maintenance of office equipment, office furniture and motor vehicles Provide officers with suitable and adequate office space Procure security services Procure cleaning services
Survey reports
Survey reports in place Proportion of equipment and vehicles procured as per the identified requirements Proportion of equipment and vehicles in good working condition Proportion of officers with suitable and adequate office space Contract document Contract document 20 50 80 100 100
Working office equipment, office furniture and motor vehicles
DA, HODs, Procurem ent
64.5
200
200
100
564.5
Working office equipment, office furniture and motor vehicles Suitable and adequate office space for officers Secure work environment Clean work environment
70
85
95
100
100
DA, HODs, Procurem ent DA, HODs 10
81.1
90
95
120
386.1
Facilitate Ministrys staff in carrying out their duties through out the plan period Ensure that the office and its environs are secure through out the plan period Ensure that the office and its environs are clean and neat through out the plan period
40
60
80
100
100
100
100
100
310.0
DA
24.0
DA
5 20.0
Total Administration 191.8
438.3
430.8
355.8
1,416.7
47
DEPARTMENT: WATER SERVICES Goal 1: Effective Supervision for the Water Services OBJECTIVE STRATEGY OUTPUT
Develop and implement a monitoring and evaluation manual for the water services by 2009 Co-ordinate and support SWAP Review & update Sector Inv. Plan Revise and Update National Water Master Plan Develop, disseminate Pro Poor Sanitation Concept Paper Develop and implement departmental M&E Water Sector working groups Joint Sector Reviews Implementation of National Water Master Plan Implementation of Pro Poor Sanitation Concept Paper Departmental M& E tool
KPIs 1 Reports Reports Plan Concept Paper 5% 5%
Target By Plan Year 2 3 4 1 1 30% 25% 1 1 40 % 30 % 30 % 1 1 25 % 40 % 40 % 3 3
Total Plan Target
ACTORS 1 PS DWS PS DWS PS PS,DWS 10 5
Budget By Plan Year (KSh. Million) 2 3 4 Total 10 15 10 10 10 10 20 15 10 10 20 20 30 35 60 50
100% 100%
M&E tool
5%
25%
100%
PS,DWS Total Goal 1
5 20
10 55
15 70
20 80
50 225
Goal 2: To Increase Access to Safe Water and Sanitation OBJECTIVE STRATEGY OUTPUT
Reach at least 35% of the underserved urban population with safe and affordable water by 2012 Set criteria to identify and map the unserved urban population Develop programmes for the unserved urban population Mobilize resources for infrastructure development through devolved funds, bonds, development partners Guidelines and mapping Programmes Funds mobilized and committed
KPIs 1 Number of target urban areas Number of programmes developed Funds mobilised 5
Target By Plan Year 2 3 4 21 -
Total ACTORS Plan Target 26 PS, DWS, WSBs 26 12 bn PS, DWS, WSBs PS,DWS, WSBs, WSTF, WSPs PS,DWS, WSBs, WSTF, SPs
1 5
Budget By Plan Year (KSh. Million) 2 3 4 Total 10 15
1 3 bn
25 3 bn
3 bn
10 5
40 5
50 20
3 bn
Funding 10 agreements signed
10
10
10
40
20
48
OBJECTIVE
STRATEGY
OUTPUT
KPIs 1
Target By Plan Year 2 3 4 5% 15% 10% 15% 10%
Reach at least 35% of the underserved in rural areas with safe and affordable water by 2012 Achieve the MDGs by fast tracking affordable and sustainable access to safe water in the settlements of the urban poor by the second plan year period Reach through sustainable water borne sewage collection, treatment and disposal systems 25% of the urban and 7% of the rural population by 2012 Increase access to safe and improved basic sanitation facilities particularly for the poor to 50% in the urban setting and 45% in the rural setting by 2012
Monitoring implementation of projects Accelerate & upscale implementation of CPC and non CPC approaches Develop sector investment plan and implement NWSS Develop regulations and standards for services to the poor Participation, transparency and accountability Planning and tender documentation Mobilization of funds Monitor implementation of sewerage projects Finalise & implement water sector sanitation concept paper Mobilize resources for CPC
Projects implemented 15 million people reached
M&E reports 35% of the underserved in rural areas Plan in place Regulations Guidelines in place Number of projects Amount mobilised % of urban pop. served % of rural population served % of urban pop. reached % of rural population served Amount mobilised 2 2 5%
10%
Total ACTORS Plan Target 35 PS, DWS, WSBs 35% DWS, WSBs, CBOs, KWSP, PS DWS, DWS, WASREB DWS 6 6 PS, DWS, WSBs PS, DWS, H/DC PS, DWS, WSBs
1 5 -
Budget By Plan Year (KSh. Million) 2 3 4 Total 5 5 5 20 -
Investment Plan Regulations Guidelines Tender ready projects Funds mobilized for sewerage systems Schemes under implementation
5 2 20 10 5
10 3 40 20 5
15 5 60 30 20
4 4 8% 2% 8% 2% 10% 10
7% 3% 20% 15%
25% 7% 20% 20%
Water Sector Sanitation Concept paper Funds mobilized
DWS, WSBs
Total Goal 2 Total Water Services
72 92
143 198
20 90
20 100 49
255 480
DEPARTMENT: WATER RESOURCES MANAGEMENT Goal 1: Ensure Proper Management of National Water Resources OBJECTIVE STRATEGY OUTPUT KPIs
1 Establish a Spatial Database of Ground Water Resources in Turkana and Marsabit Districts by 2010 Inventory of available hydrogeological information Study and analysis of land sat imagery and aerial photos covering the area including procuring of landsat and aerial photos; geophysical equipments; groundwater automatic level recorders Geophysical survey Drilling and test pumping of exploratory wells Hydrogeolo gical information/ data for Turkana District Report on hydrogeology of the area based on analysis of landsat and aerial photograph s of the area Inventory available -
Target By Plan Year 2 3 -
4 -
Total Plan Target
ACTORS 1 DWR 3
Budget By Plan Year (KSh. Million) 2 3 4 Total 1 4
Report
DWR
25
29
Report on geophysica l survey Ten (10no.) exploration and/or monitoring boreholes; determinati on of aquifer characterist ics
Report No of exploratory wells 3 3
4 10
DWR DWR
0.3 -
1.2 14
0.5 14
18
2 46
50
OBJECTIVE
STRATEGY
OUTPUT
KPIs 1
Target By Plan Year 2 3
Total Plan Target
ACTORS 1 DWR -
Budget By Plan Year (KSh. Million) 2 3 4 Total 1 2 3
Compiling hydrogeological map and report Formulation of 4 water catchment strategies by 2011 Formulation and implementation of sub catchment management plans (one per SRO) by 2011 Formation and capacity building of WRUAS by 2011 Identification and delineation of key water catchment areas by 2011 Formulation of rules for activities that have negative impact on catchment areas by 2011 Rehabilitate 10 pilot degraded catchments by 2011 Develop policy on Transboundary Water by 2009 Augment and rehabilitate Bomet water and sanitation
Hold stakeholder consultations
Hold stakeholder consultations
Hydrogeolo gical map of Turkana District 4 reports on sustainable water sources Sub catchments plans prepared Capacitate d WRUAs Protected catchments Rules of procedure document Improved water quality and quantity Policy guidelines document Clean drinking water
Report and map No of reports 4
DWR
50
100
50
200
Sub catchments plans in place
DWR
Training Work in partnership with other regulatory bodies Hold stakeholder consultations
Number of WRUAs capacitated No of water catchment areas delineated Document on rules
5 3
5 3
5 3
DWR DWR
DWR
Use appropriate technologies Hold stakeholder consultative workshops Complete design specifications.
No of catchments rehabilitated Policy guideline document in place Volume of clean drinking
10
10
10
10
40
DWR
DWR
14
20
DWR
50
150
200
51
OBJECTIVE
STRATEGY
OUTPUT
KPIs 1
Total Plan Target
ACTORS 1
Budget By Plan Year (KSh. Million) 2 3 4 Total
project for environmental maintenance of a shared river system by 2010 Establish 48 monitoring stations on the shared waters by 2012 Mapping of all transboundary water resources by 2012
water Construct one water and sanitation project Construct monitoring stations Field reconnaissance of shared water resources Hydrogeological surveys, data analysis, modelling. Mapping pollution sources Reduced river and environmen tal pollution Stations installed, monthly Potential reports and map % reduction in environmenta l pollution No. of stations installed No of reports and maps 50 30 15 0 DWR
12
12
12
12
48
DWR
50
50
50
50
200
DWR
1.5
1.5
1.5
5.5
Inventorize and map all pollution sources including sewage works and industries by 2010 National mapping of fluoride concentration in groundwater by 2012
A map of pollution sources Fluoride map of pilot areas Reconnaiss ance report Fluoride map Policy produced Reconnaiss
Map in place
DWR
2.5
10
12.5
Formulation of a policy on water resources data and information management by 2012 Groundwater artificial
Inventorize available data from various sources and consolidate Identification of pilot sampling areas Mapping and digitizing Stakeholder consultations Reconnaissance
Fluoride map in place
DWR
15
15
Reconnaissa nce report in place Fluoride map in place Policy in place Report in
DWR DWR DWR 20 20
DWR
52
OBJECTIVE
STRATEGY
OUTPUT
KPIs 1
Total Plan Target
ACTORS 1
recharge in the five Drainage Basin by 2010
study for artificial groundwater recharge in the five basins Identification of suitable sites for piloting on subsurface dams and artificial recharge in the five drainage basins EIA for the pilot schemes Construction and protection of sites
ance report
place
Identified sites
DWR
160
160
report artificial recharge sites and subsurface dams ToR prepared Guidelines prepared
Formulation of guidelines and codes of practice for groundwater investigations, test pumping and drilling programmes by 2011 Undertake drilling programmes in ASAL area from 2009
Hire a consultant Stakeholder consultations
Report in place artificial recharge sites and subsurface dams in place ToR in place Guidelines in place
DWR 5 DWR 10 40 40 90
40
DWR DWR DWR 25 10 35
Mobilise resources
boreholes
Number of boreholes
DWR
120
120
120
120
480
Total Goal 1
227.8
572.7
447
278.5
1526
53
DEPARTMENT: WATER RESOURCES MANAGEMENT Goal 2: Ensure Safe Drinking Water is available to Kenyans OBJECTIVE STRATEGY OUTPUT KPIs
1 Identify and setup water quality monitoring stations in the six Catchments areas by 2011 Put in place a system to monitor identified WQ stations 2009 Rationalize the number of WQ monitoring stations using available data by 2010 Classify surface and ground water resources in at least one Catchments by 2011 Install automatic WQ monitoring equipment by 2011 Formulation of policy/strategy on water quality management by 2012 Inventorize existing water supplies by 2010 Enhance drinking water surveillance in all water sources from 2009 Map all WQ stations A map of the WQ monitoring stations System set up A lean & efficient WQ monitoring system Maps of water resources classificatio ns Equipment in place Policy document developed A map of water supplies Drinking WQ data available Map in place
Total Plan Target
ACTORS 1 DWR 2
Budget By Plan Year (KSh. Million) 2 3 4 Total 9 1.5 12.5
Set up a data capture system Remove non efficient WQ monitoring systems Map surface and ground water resources Acquire equipment Stakeholder consultations Map all water supplies Collect data on drinking water supplies
System in place All non efficient systems removed No. of maps
DWR
DWR
10
DWR
15
30
15
60
Modern equipment in place Policy document in place Map in place Amount of data available
DWR
10
20
DWR
2.5
2.5
10
DWR DWR
5 10
15 10
10
10
20 40
54
OBJECTIVE
STRATEGY
OUTPUT
KPIs 1
Total Plan Target
ACTORS 1 DWR 24
Budget By Plan Year (KSh. Million) 2 3 4 Total 48 48 120
Enhance all water supplies water testing functions by 2011
Equip water supplies with required water testing equipment and reagents Retrain and deploy qualified staff Improve equipment of the laboratories Improve the physical infrastructure of the existing laboratories Acquire equipment
Drinking WQ data available
Amount of data available
Drinking WQ data available Laboratorie s equipped Labs improved
Amount of data available Modern lab in place Modern lab in place
DWR
3.75
3.75
3.75
11.25
Up grading existing laboratories by 2012
DWR
10
10
10
10
40
DWR
50
50
50
50
200
Build & equip a water testing laboratory at Garissa by 2009
Lab constructed
Lab in place
DWR
80
80
Total Goal 2 Total Water Resources Management
186.75 414.55
175.25 747.95
175.25 622.25
94.5 373
631.75 2157.75
DEPARTMENT: IRRIGATION, DRAINAGE AND STORAGE Goal : Enhance Agricultural production through Irrigation and Drainage OBJECTIVE STRATEGY KEY OUTPUT KPIs
1 To develop infrastructure for increasing irrigable area from 114,600 ha to 245,000 by 2012
Identify, design, construct major infrastructure : in proportions of: 35% -NIB, 45%-IDD, 20%-Private
Deliverable M3 of Irrigation Water for Ha ready for irrigation
Ha of Identified: Identificatio n reports, Ha designed:-
10,000 20,000 35,000 35,000
Total ACTORS Plan Target 100,000 DID GM
1 4,000
Budget By Plan Year (KSh. Million) 2 3 4 Total 8,000 14,000 16,000 42,000
55
OBJECTIVE
STRATEGY
KEY OUTPUT
KPIs 1 Design reports
Total Plan Target
ACTORS 1
Constructed irrigation infrastructure
Major15 infrastructure constructed
To develop infrastructure for increasing drainage area from 30,000 Ha to 98,000 ha by 2012
Provide major infrastructure (Main canals, drop structures in proportions of: 80%-IDD/NIB 20%-Private Training of farmers Community mobilisation and IWUAS formation Training of Irrigation staff Staff establishment
Ha reclaimed for agriculture production
To mobilise adequate human and financial resources for Irrigation and Drainage subsector through out the plan period
Constructed drainage infrastructure No. 000 No. OF IWUAs No. No.
limited Secondary works16 Ha Identificatio n reports Ha in Design reports Ha of drained land No. trained Reg. Certificate Staff trained Engineers
Irr. water mgt
6,800 13,600 23,800 23,800
68,000 DIDPPP
2,040
4,080
7,140
7,140
20,400
10 100 50
15 100 50 50 25 80 80 -
15 100 50 150 92 200 200 -
10 100 50 157 95 214 196 -
50 400 200 357 210 494 456 3
DID NIB DID NIB MWI, DID DID MWI,MS PS MWI, DID
0.5 0.5 3.5 0 0 0 0 3
0.75 0.75 3.5 25 13 24 16 0
0.75 0.75 3.5 75 47.9 60 40 0
0.5 0.5 3.5 78.5 49.4 64.2 39.2 0
2.5 2.5 14 178.5 110.3 148.2 96.2 3
Technicians
Support staff
To complete the Irrigation, drainage and water storage policy and operationalize it
Present Policy and relevant documents to Minister
Final draft Policy document
Final irrigation policy and bill
15 Major works include: Water source--borehole, Sand dam, ponds, rain water harvesting,-Intake- Transmission mainline-Off takes to clusters/schemes
16
Secondary works include- Distribution lines -Off takes/tees to farmers. Farmers contributions include Infield Application systems
56
OBJECTIVE
STRATEGY
KEY OUTPUT
KPIs 1
Target By Plan Year 2 3 4 3 3 3 3
Strengthen Irrigation Institutions
Harmonized operational guidelines
Preparation Workshops, seminars, conf. trips document Performan ce reports Budget Imp reports Annual reports M&E Meetings No. stations participating No of presentatio ns, final proposal
No. of agreements, MTEF, MPER
Total Plan Target 12
ACTORS 1 IDD, NIB, 1.5
Budget By Plan Year (KSh. Million) 2 3 4 Total 1.5 1.5 1.5 6.0
1 2 2 1 1 50 4 4 1 4 100 4 4 1 4 150 4 4 1 4 150 14 14 4 13 450 MWI, DID DID 15 18 15 15 63 DID, GM NIB 20 20 20 20 80
5. To develop and operationalize a long term Supervisory system for sector coordination
Institutionalize supervisory and backstopping for the sector -quarterly reports -new schemes -Rehabilitated schemes Participate: civil service week, world AIDS, water, food day, agric. shows Formulate terms of reference, Mobilize Funds in time and adequately Provide transport Provide offices Provide office & field equipment
Reports with key findings and recommendations
To mainstream cross cutting issues Commence establishment of IDIMS and Masterplan To enable implementing units to effectively play their roles as planned
No. of events,
Consultants presentation & report Donor Coord, Treasury Documents Vehicles/motor cycles No. Constructed/ Planned Office & Field equipment
15
DID
No. No. Office No. Equipment No. Equipment
0 10
30/80 20
30/80 20
30/80 20
90/240 70
DID DID DID
110
110
110
330
As per stations MTEF requirement
Total Irrigation and Drainage
6,117
12,387
21,477
23,457
63,428
57
DEPARTMENT: LAND RECLAMATION Goal: To Increase productivity and utilization of degraded lands through land reclamation OBJECTIVE STRATEGY OUTPUT KPIS Target By Plan Year 1 2 3 4
Develop land reclamation policy Develop water harvesting policy Increase area of reclaimed land using insitu water harvesting structures from 30,000 100,000 ha in 2012 Capacity building of farmers on rain water harvesting Increase utilization of ASALs and waste lands thru development of community water harvesting & storage 17 Map potential area for water harvesting technologies by 2012 Build institutional capacity to carry out R&D in ASAL water resources management Rehabilitate degraded environments by increasing tree planting in the watersheds and ASALs in 15 districts Stakeholder consultations Stakeholder consultations Mobilise resources Policy documents No of policies No of policies No of ha 1 -
Total ACTORS Plan Target 1 DLR
1 5
Budget By Plan Year (KSh. Million) 2 3 4 Total 5
Policy documents
Reclaimed area
15,000
15,000
20,000
20,000
70,000 DLR,
180
180
240
240
840
Training of Farmers Construction of Pans
Farmers trained community water pans; 20-50,000 cubic meters each regional Master plan Improved capacity of CETRAD Appropriate trees established
No of farmers No of pans
10,000
10,000
15,000
15,000
50,000 DLR, Dir CETRAD 360 DLR
20 135
20 135 135
20 135
20
80 540
90
90
90
90
Develop a regional Master Plan Mobilise Resources for CETRAD Participate in tree planting exercises
plan CETRAD changed to SAGA No of trees
1 1
PS, DLR, Dir CETRAD 1000k DLR
4 -
4 25
4 50
25
12 100
100000 300000 300000 300000
1.5
2.5
Total Land Reclamation

17
345.5
374
451.5
423
1594
Water pans from 26 in 3 districts to 360 in 15 districts by 2012
58
DEPARTMENT: REFORMS, INNOVATIONS & PERFORMANCE IMPROVEMENT. Goal: Continuously reengineering the Ministry for enhanced service delivery Objective Strategies Key Outputs KPIs
1 To complete outstanding water Sector reformissues by 2011 Complete Revision of the Transfer Plan Finalise Restructuring of the Ministry of water(HQs) in line with the water act including redefining the role of the District Water Offices Delink staff and operations to water services institutions Revised Transfer Plan The Ministry s mandate fully in compliance with the Water Act 2002 Plan in place Roles and responsibilities of MWI departments redefined and Roles and reporting structures of DWOs clearly spelt out Independent institutions
Plan Total
Actors Ps, DWSR PS ,DWSR, DWS
Budget By Plan Year (KSh. Million) 1 2 3 4 Total 10 15 20
Complete assets valuation and transfer
Redefine the role of NWCPC Develop the reform plans for Irrigation and land reclamation by 2011 Complete formulation of Irrigation and land Reclamation Policies Enact and process relevant Legislations
Independent and sustainable water sector institutions (revised transfer plan) Asset Registers and Valuation Roles and Deeds of Transfer or gazette Notice Reformed NWCPC Policy documents
11 institutio ns
PS, DWSR, DWS
25
20
15
50
Asset Registers and Valuation Roles and Deeds of Transfer or gazette Notice New roles and mandate for NWCPC 2 Policy documents approved by Parliament New Irrigation act enacted
PS, DWSR CEO WSBs PS ,DWSR, DWS
30
40
10
10
New Act
59
Objective
Strategies Develop, gazette and implement a Transition Plan Continuous monitoring the performance of the new institutions Benchmarking their performance against best practices Identify appropriate technologies and methodologies Mainstream relevant ones into sector institutions
Key Outputs Transition Plan Performance monitoring and evaluation reports
KPIs 1
Plan Total
Actors
To transform the reform unit into a Water Sector Performance Monitoring ,Benchmarking& Improvement Department by 2010 To mainstream new appropriate technologies and methodologies into the sector
Improved revenues Reduced NRW Improvement in coverage etc
PS, DWSR
Recycling and reuse of waste water programmes Sludge management programmes Ecosan Private Public Partnership Programmes New windows of sector financing e.g. carbon credit Pro Poor implementation plan
Programme Plans and designs developed Select and pilot cases Capacity built for adoption Role Out and Upscale
PS D/WSR
20
20
30
Total Reforms and Performance Improvement
95
80
15
190
60
DEPARTMENT: CENTRAL PLANNING AND MONITORING UNIT Goal 1: Uphold a reliable system-wide performance reporting and successful achievement of plans accompanied by high levels of compliance with Vision 2030 Objective Strategies Key Outputs KPIs Target By Plan Year Plan Budget By Plan Year (KSh. Million) Total Actors 1 2 3 4 1 2 3 4 Total To design and Establish M&E Functional M&E M&E System in CE/HoDs 1.5 1.5 implement an Planning System place M&E system framework by June 2009 Design Reporting Periodic M&E reports No. of Ministerial 1 4 4 4 13 CE/HoDs 2.0 2.0 2.0 2.0 8.0 Formats M&E reports Build capacity in Increased competence No of staff trained in 25 25 25 25 100 CE/all 1.2 1.2 1.2 1.2 4.8 M&E in M&E M&E depts Baseline Studies Baseline data from No. of Reports 1 2 2 2 7 CE/HoDs 2.0 4.0 2.0 2.5 10.5 water sector institutions ready & updated Strengthen Strengthened No of regular 2 6 6 6 20 PS/all Ministerial M&E committee meetings by M&E Depts Committee committee To Reporting on Annual water sector Report 1 1 1 1 4 CE/ all 1.2 1.2 1.5 1.6 5.5 operationalise progress performance report Depts a sector M&E reports No of Reports 4 4 4 4 16 CE/ all information Depts system by MTP, MDG progress No of reports 1 2 2 2 7 CE/ all 2009 reports Depts Performance contract No of Reports 4 5 5 5 19 PS/ all 0.5 0.5 0.5 0.5 2.0 progress reports and Depts annual progress report To undertake Establish teams to Ministerial public No of Reports 1 1 1 3 MoF/CE/ 0.3 0.3 0.3 0.9 medium term prepare medium expenditure reviews all Depts expenditure term expenditure Sector medium term No of Reports 1 1 1 1 4 MoF/CE/ 0.4 0.4 0.4 1.2 reviews reviews reports all Depts annually Undertake Hire external Midterm M&E Report No of Reports 1 1 0.5 0.5 Mid-term & assessors/consult Terminal ants for objective Terminal M&E Report No of Reports 1 1 2.0 2.0 evaluation of review (done jointly with next Strategic Plan SP) Total Goal 1 8.4 9.6 8.4 10.5 36.9
61
Goal 2: Guide Ministry's planning and management processes to ensure effective and sustainable resource utilization in the Sector Objective Strategies Key Outputs KPIs Target By Plan Year Plan Total Actors 1 2 3 4 To guide annual Hold meetings Minutes No. of minutes 6 6 6 6 24 CE/HODs workplans and budget Annual work 1 1 1 3 CE/HODs preparation plans Total Goal 2 Total CPMU
Budget By Plan Year (KSh. Million) 2 3 4 Total 9.6 8.4 10.5 36.9
8.4
DEPARTMENT: DATA MANAGEMENT Goal: 1: Policy Guidelines on Water Resources Data and Information Management OBJECTIVE STRATEGY OUTPUT KPIs
1 Establish an effective Water Resource Management Information System by 2012 Develop guidelines on water resources data and information management Reactivate existing monitoring stations Acquisition of monitoring equipments, identification of monitoring stations and installation of the monitoring devices including real time data monitoring stations for sediments, flows and rainfall measurements Guidelines on water resources data management Policy guidelines on water resources data management No of monitoring stations reactivated No of boreholes monitored Devices in place
Total ACTORS Plan Target Head Data Mgt
1 15
monitoring stations reactivated monitoring boreholes identified
600
Head Data Mgt Head Data Mgt
16
100
30
30
30
30
120
devices installed annually;
Head Data Mgt
An effective and efficient flood management system
System in place
Head Data Mgt
62
OBJECTIVE
STRATEGY
OUTPUT
KPIs 1
Formulation of a reporting process for the provision and dissemination of information through linkage with v-sat by 2010
Establishment of upgraded data recording and information management systems (WRIMS) Capacity development in IWRM Liaising with agencies and focal points
WRIMS established & operational
WRIMs in place
Total ACTORS Plan Target Head Data Mgt
Budget By Plan Year (KSh. Million) 1 2 3 4 Total 6 6 6 6 24
Improved staff skills Periodic maps Reports on trends especially water levels, quality and solvent migrations Data acquiring using receivers and from other sources Data purchased Hardware needs assessment report prepared Hardware and software acquired, installed and maintained Soft ware needs assessment Soft ware (GIS and Cartography) purchased Maps and other cartographic products
No of staff trained Maps in place reports
As per TNA
Head Data Mgt 20
15
Acquiring, standardization and archiving data Upgrade the National Database by continuously strengthening data acquisition, archiving and dissemination facilities Upgrade and strengthen the GIS and Cartography section Buy and install data receiving and dissemination hardware , and data management software Buy and install latest state of the art GIS programmes and Cartographic software
No. scenes or maps acquired No. scenes or surface area covered Assessment report No. Hardware and software acquired & serviced Assessment report Software acquired No. produced
100 20 1 15
120 20 0 15
130 20 0 15
140 20 1 15
490 80 2 60
8 0 5 3
5 0 0 5
5 0 0 5
7 0 0 7
25 0 5 20
1 2 100
0 2 100
0 1 100
0 3 100
1 3 400
5 10 1 87
0 2 1 78
0 2 1 58
0 3 1 63 63
5 17 4 251
Total Data Management

DEPARTMENT: PUBLIC COMMUNICATIONS Goal : To articulate Ministrys policies and Programs to the Public Objective Strategy Output KPIs
To develop a Communicati on Strategy by Dec. 2009 To promote the Ministrys image by increasing interaction with various publics by 10% annually Hire a consultant Establish and maintain cooperative relationships with organisation stakeholders/ media Communication strategy developed Communication days/ sectoral/advocacy interactive sessions with stakeholders (media, clients/public) Official speeches Documentaries made Media publicity programs (Conferences/releases) Ministerial functions coverage Magazine and other published publicity/promotional materials produced Communication strategy in place No. of sessions/meeting s/workshops %r of speeches done No. of documentaries No. of placements % functions covered No. of copies No. of Promotion materials produced & distributed
Target by plan year 1 2 3
Total plan target
Actors CIO, PRO
Budget by plan year KSh. million 1 2 3 4 4 -
Total 4
CIO, PRO
100 1 5 100 2000 2000
100 1 5 100 2000 2000
100 1 5 100 2000 2000
100 1 5 100 2000 2000
100 4 20 100 8000 8000
CIO, PRO CIO, PRO CIO, PRO CIO, PRO CIO, PRO CIO, PRO
2 3 1 1
2 3 1 1
2 3 1 1
2 3 1 1
8 12 4 4
Total Public Communications
13
40
64
DEPARTMENT: ICT Goal: To enhance Service delivery through implementation of e- government strategies and policies Objective Strategy Key Outputs KPI Target by Plan Year 1 2 3 4 Update email Updated email Ready email To enhance infrastructure system in place system communication through technology Operation email Official email continuously system accounts through out the Installation of Messaging and Data exchange plan period intranet collaboration installed Expand local area All staff Information network in the networked shared ministry headquarters Installation of LAN in place in Computer LANS in the field all offices networked offices All staff Official email networked accounts Network Network infrastructure in installed place Integration of Headquarters WAN in place LANs through networked with installation of WAN field offices Redesign of the Interactive Operational ministry website to website in place website in place be interactive Automation of Develop motor Fleet Motor vehicles processes and vehicle fleet management monitored systems by 2012 management system installed system Design and Library Library system develop Library automated system Acquire DMS in place DMS Documentation Management system
Total Plan Target
Actors ICT ICT/ HR ICT ICT/ADMIN
Budget by Plan Year KSh. million 1 2 3 4 0.5 0.8 1.0 1.5 0.5 1.0
Total 0.5 0.8 1.5 2.5
ICT/TECHNIC AL ICT/TECHNIC AL ICT/TECHNIC AL ICT/TECHNIC AL DEPTS ICT/ PRO ICT/ ADMIN
5.0 0.5 0.4 1.0 0.5 2.5
6.0 0.5 0.5 1.0 0.3 3.0
5.5 0.3 0.6 1.7 0.2 1.5 0.2 0.4 1.5 0.2 1.5
16.5 1.7 2.3 6.7 1.4 9.3
ICT/ ICO ICT/ HR
1.0
0.6 2.4
0.5 2.4 2.4
2.1 7.2
65
Objective
Strategy Development of monitoring and evaluation application system Develop finance system Installation of file server Installation of firewall server Installation of Domain controller server Install internet security Accelerator (ISA) Server Corporate Antivirus server Undertake training need Assessment Undertake training
Key Outputs M&E developed AIE system installed Operational file server Firewall server installed Network server installed Security server installed Operational antivirus server TNA developed Staff trained
KPI MIS
Target by Plan Year 1 2 3 4
Total Plan Target
Actors ICT/ PLANNING ICT/ FINANCE ICT ICT ICT
Budget by Plan Year KSh. million 1 2 3 4 1.5 0.5 0.5
Total 2.5
AIE SYSTEM File server Firewall Network Server
0.6 1.5 1.5 1.5
0.5 1.0 1.0 1.0 0.5 0.5
1.1 4.0 2.5 2.5
Enhance data/ information storage and security continuously through out the plan period
ICT
1.0
0.5
1.5
Build capacity on ICT continuously through out the plan period
Anti Virus Server Assessment Report Trained Staff
ICT ICT/HRM ICT/ HRM TOTAL ICT
0.6 0.5 0.6 24
0.6 0.9 0.8 22.6
0.6
0.6
3.0 1.4 1.4
14.3
7.3
68.2
66
DEPARTMENT: HUMAN RESOURCE Goal 1: Achieve and maintain high staff motivation and synergy of the ministry Objective Strategy Output KPIs Target by Plan Year 1 2 3
To raise employees satisfaction to a minimum of 55% 1.Conduct an independent baseline employee satisfaction survey Implement the employee satisfaction action plan TORs Satisfaction survey report Implement recommendations of the survey Determine employees satisfaction after implementation through an internal survey Processing Pension claims A consultant in place A Consultant report % Level of 65%* implementation % level of satisfaction 200 75% 60% 80% 65%
Total Plan Target
Actors 1 HRM/procur ement/finan ce Dir. HRM
Budget by Plan Year KSh. million 2 3 4 Total 1 3 3 1
95% 65%
Dir. HRM Dir. HRM
Staff motivation Revise 3 schemes of service and in place an additional for Land Reclamation Initiate and obtain DPM approval
To rationalize the staffing level to optimal establishment by

No. of notices issued to officers in 50yrs - 54yrs Issue notice 9 months before No of claims retirement submitted to pensions department Timely action on HR issues Internal service charter in place Seek DPM approval 3 schemes of service revised Scheme of Service for Land Reclamation - job evaluation No. of staff -establish staffing recruited requirements -recruit and redeploy
210
190
205
Dir. HRM
0.3
0.4
0.5
0.6
1.8
280
300
250
270
Dir. HRM
75%
80%
85%
90%
Dir. HRM
Dir. HRM
Dir. HRM
400
420
450
480
1750
67
Objective 2012 Implement the performance management system by June 2010
Strategy
Output
KPIs No. of staff deployed
Target by Plan Year 1 2 3
Total Plan Target
Actors
Budget by Plan Year KSh. million 1 2 3 4 Total
--Training of trainers by June 2010
workshops committee plan of action for PAS
workshops held A committee in place Plan of action in place
Dir. HRM Dir. HRM Dir. HRM Total Goal 1
2.8
2.8
2.8
2.8
11.2
404.1
423.2
453.3
486.4
1767
Goal 2: To develop a multi-skilled and performance-oriented workforce Objective Strategy Output KPIs
To develop a HRD plan for the ministry by Jan 2011 T o develop and implement responsive HR policies by end of 2009 Undertake a Training Needs Assessment review Human resource planning Develop and implement a HR policy manual Develop a recruitment policy Develop a welfare policy Develop a performance management policy TNA proposal Consultant hired Report compiled Annual Human Resources plan prepared to guide Recruitment/ Succession Draft prepared -approved TNA proposal Consultant in place TNA Report Human Resource plans in place Draft in place
Total Plan Target
Actors 1 Dir. HRM Dir. HRM Dir. HRM Dir. HRM -
Budget by Plan Year KSh. million 2 3 4 Total 5 5
Dir. HRM
Policy prepared Welfare policy developed Development of policy Approval obtained from DPM
Draft Policy Welfare policy in place Policy in place Approved policy
1 1
1 1
Dir. HRM Dir. HRM Dir. HRM
0.1
To develop a target based performance management system by June

Dir. HRM
0.1
68
Objective 2010 To undertake a job evaluation exercise to determine the proper staffing needs by Dec 2009 To expand HR computer systems by 2010
Strategy
Output
KPIs
Target by Plan Year 1 2 3 1 1 1
Total Plan Target
Actors
Budget by Plan Year KSh. million 1 2 3 4 Total -
Undertake a job evaluation
Procurement of a consultant Prepare plan of action for JE organisation establishment
To acquire an HR system
Specifications developed HR system set up Staff trained in HR & HRIS Implemented Developed policy by the JE Consultant Timely payments Personal Emoluments and allowances Annual Training Needs Analysis exercises Annual training plans based on the training budgets Implement refund policy for self-sponsored courses - skills inventory proposal -Collect and collate data -report compilation
Consultant in place Plan in place Organogram in place Specifications System in place HRIS in place Compensatio n policy payslips TNA Reports Annual Training Plan officers on selfsponsored training -Approved skills inventory - skills gaps identified -skill inventory reports 1 1
Dir. HRM Dir. HRM Dir. HRM Dir. HRM Dir. HRM Dir. HRM
6 0.5 700 0.1 16 800 0.1 20 850 0.1 25 -
6 0.5
To set up a compensation system that retains high skilled staff by June 2009 To improve the level of Competency by increasing need based training by 5% annually Train officers in areas identified in the TNA report by June 2012 Develop a skills inventory by Feb 2011
To develop a salary policy
Dir. HRM Dir. HRM
900 0.1 30
Capacity building of staff
1 1
1 1
1 1
4 4
Dir. HRM Dir. HRM
Encourage self development Undertake a skills inventory.
Dir. HRM
0.5
3.5
Dir. HRM
Total Goal 2
0.5
728.6
823.2
876.1
947.2
69
Goal 3: To Improve Human Resource Development & Management Objective Strategy Output OVIs
Capacity Building through recruitment, promotion and revision of Staff Establishment by 2012 Assess training Training curriculum. and capacity needs, as basis Reward schemes. for determining ideal staff establishment Additional officers Team building activities Leadership courses Technical courses Curriculum in place Reward Scheme in place new officers in place Number of retreats Number of courses run Number of courses run
Total Plan Target
Actors 1
Budget by Plan Year KSh. million 2 3 4 Total 50 50 50 50 200
As per Job Evaluation 5 50 50 5 50 50 5 50 50 50 50 5 20 200 200 Total Goal 3 Total Human Resource
2.5 66
2 2 160
3 150
2 2 150
4 9.5 526
118.5
214
203
204 1566.5
739.5 3447.2
523.1 1359.3 1479.5
DEPARTMENT: ACCOUNTING Goal Facilitate payments and expenditures of other departments Objective Strategy Output KPIs
1. To ensure compliance with set Budgets through out the plan period 2. Ensure compliance with statutory, operational and financial regulations through out the plan period comply with Financial Management Act Reduction in queries Number of complaints Amount used Certified accounts Returns submitted in tie
Total Plan Target 4
Actors PAC
Budget by Plan Year KSh. million 1 2 3 4 1 1 1.5 1.7
Total 4.2
Optimal utilisation of funds Prepare and Prepare periodic present accounts financial reports for audit Submitted statutory returns by set dates(VAT,PAYE,C OP,NSSF, NHIF)
As per MTEF budget 1 48 1 48 1 48 1 48 5 240 PAC PAC .3 .1 .5 .1 .5 .1 .5 .1 1.8 .4
Total Accounting
1.4
1.6
2.1
2.3 70
6.4
DEPARTMENT: PROCUREMENT Goal - To ensure timely, cost-effective purchase and supply of goods, services and works to all departments of organization Objectives Strategy Output OVIs Target by Plan Year Total Plan Actors Budget by Plan Year KSh. million Target 1 2 3 4 5 1 2 3 4 5 Total To develop a Get feedback Compiled Monthly 12 12 12 12 12 60 Head 0.01 0.01 0.01 0.01 0.01 0.05 procurement plan at from other departmental needs Requisitions/ Procurement the beginning of departments Needs Reports every financial year by 30th Sept of each year Head 0.01 0.01 0.01 0.01 0.01 0.05 To acquire goods, implement the Advertised tenders No of advert- This will be determined by dept needs isements Procurement services and works procurement for departments in a plan List of Pre - qualified Database of Procure Head 0.2 0.2 0.2 0.2 0.2 1 timely manner suppliers suppliers ment Procurement through out the plan period To maintain optimal Identify dead Quarterly inventory Inventory 4 Head 4 4 4 20 Head 0.288 0.288 0.288 0.288 0.288 1.44 Procurement stock levels at all and obsolete checks Sheet/listing times through out stock by 15th Produced the plan period August, year 1. List of obsolete stock No of items Will be determined by age of item and change in Head 2.4 2.4 2.4 2.4 2.4 12 disposed technology Procurement Total Procurement 2.908 2.908 2.908 2.908 2.908 14.54 DEPARTMENT: INTERNAL AUDIT Goal . Conduct Systems and Risk Based Audits Objective Strategy Output KPIs
On an annual basis ensure that a Risk based audit work plan is developed and approved. Carry out Fiduciary reviews and make recommendati ons on systems improvement of Internal controls. Audit report Approved audit work plan
Target by Plan Year 1 2 3 5 5 6
4 7
Total Plan Target 23
Actors PS, HIA, Audit Support Staff and Audit Comm.
Budget by Plan Year KSh. million 1 2 3 4 1.2 1.3 1.5 1.8
Total 5.8
Total for Internal Audit Total Ministry of Water and Irrigation
1.2 1.3 1.5 1.8 5.8 22,203. 54,944. 67,138.26 77,213.11 221,489.78 86 56 71
11.3 Contribution of Water and Sanitation to Millennium Development Goals
72
11.4 Pestle & Swot Analysis

The analysis of the external was done using the following format: Strengths
Dimension Political Events, Circumstances and /or developments that are likely to impact on the Ministry's capacity to achieve its objectivities Globally Regionally Locally -EAC -Constitutional -MDGs -NBI review -LVC Coalition Government adopting Two manifestos Change in leadership in the USA will change leadership in the WB who are our leading development partners Change in our dev. Partners policies may affect development funds disbursements Emphasis on the issues of human rights globally Water Security due to water scarcity which creates tensions among countries What effect do the changes present in terms of opportunities and threats to the Ministry? Opportunities -Political goodwill - Legal framework -UN declarations Threats -Legal issues(public awareness) -Political threats(councils inability to accept the reforms) -
Favourable consideration for our country Political goodwill for development of water sector Favourable consideration for our country -
Conflicts in the Great Lakes Region affecting Instability in Horn of Africa leading to water and pasture conflicts lack of corporative frame works for the management of shared waters in the region EAC beginning to take a leading in management of water -
Political encouragemen t to settle in water catchments Political turmoil
Threat of being sued Depletion of water resources
Economic
Global economic crisis

-Donor support -Agricultural growth -Water sector is increasing job opportunities -Industrial growth -
-Inadequate funding -High cost of water 73
Dimension
Events, Circumstances and /or developments that are likely to impact on the Ministry's capacity to achieve its objectivities Globally Regionally Locally World oil prices High commodity prices Low Diaspora remittances due to global crisis -
What effect do the changes present in terms of opportunities and threats to the Ministry? Opportunities Threats
COMESA ,EAC and SADC conflictin g policies Unemployment High food prices Inflation Governance challenges High energy costs Poverty Insecurity Low funding levels to the sector -
Social
Piracy War on terrorism -
Increasing population Internal migration Rural urban migration farm sizes which becoming small Weak Land
Development of the Vision 2030 Highly developed infrastructure in the region Highly developed man power Higher willingness of consumers paying for water services -
-Demand exceeds supply -Disputed ownership of water resources Reduced funding -
Increased poverty levels globally Changing global consumption trends -
74
Dimension
Events, Circumstances and /or developments that are likely to impact on the Ministry's capacity to achieve its objectivities Globally Regionally Locally tenure systems Weak Urban Planning Cultural attitudes and beliefs -
What effect do the changes present in terms of opportunities and threats to the Ministry? Opportunities Threats
Technology
Rapid advancement in technology for efficiency -
Service delivery becoming easy due to urbanization Water use efficiency in production --Appropriate technology e.g. windfalls Home based technologies that can be domesticated Seasonal rainfall thus enhancing quality
Imposed Donor technologies High costs
Environmen tal
-Environmental degradation -Pollution -Global warmingLimited water resources diminishing water resources -Unsound water resources data management Weak Policing mechanisms
Kyoto Protocol Global warming -
Weak management of water sheds areas Unpredictable weather patterns in the region -
Degradati on of water towers
Uncontrolled discharge of effluent to water areas -
Existing legislative framework(EMCA)
Other External Factor
75
The analysis of internal environment was done using following format

Factor Analysed Mandate (Positive Aspects) Strengths Identified i) ii) Management System Clarity of mandate Established Departments to execute the mandate i) Sector wide approach to planning (Negative Aspects) Weaknesses Identified i) Lack of irrigation policy, and Land reclamation policy
i) Incomplete reforms ii) System of operation at the District Water System iii) Weak M&E systems ii) Inadequate staff in number and skills
Human Resource Capacity: Numbers Skills Ministry's Image
i)
Competent staff
iii) Succession problem i) The ministry is visible, is seen as an important ministry i) Public perceives the Ministry as underperforming due to inadequate water supplies, inadequate irrigation services and lack of conservation of water resources Inadequate funding Delays in disbursement of funds
Finances
i) ii)
Funding has been increasing considerably Computerized financial system Own premises which are spacious Offices are in accessible locations Adequate office space i) Field equipment , office equipment and motor vehicles fairly adequate at HQ -
i) ii)
Physical facilities Location Office space
i) ii) iii)
i)
Need for new facilities
Machinery/Equipment in use: Field Equipment Office equipment Motor Vehicles Any other aspect that is under or internal to the Ministry
ii)
Field equipment , office equipment and motor vehicles inadequate in the Districts
i)
Misplacement of Land Reclamation Department?
76
11.5 Training Needs

(i). The following are the areas in which training needs were identified in the 2005 TNA
Top Management Institutional Control Change Management Performance and Productivity Management Problem Solving and Decision Making Institutional Culture Ethics Act Leadership and Team Building Financial Management and Financial Control TQM TQE GIS and Computer Aided Design
Middle Management Financial Management Human Resource and Personnel Management Supplies and Materials Management Contract/Project/Planning and Activity Based Budgeting Credit Control Management and Revenue Collection Supervisory Management Secretarial Management Security and Safety Healthy Management
Lower Cadres Professional Accounting courses Records Management Human Resource Management Upgrading Courses Promotional Courses Communication Skills, PTR & IT
77
(ii) Proposed Training Needs for Implementation of Plan

DEPARTMENT WATER RESOURCES MANAGEMENT TYPE OF TRAINING REQUIREMENT PhD. in Water law and Policy PhD. in Hydrology PhD. In Hydrogeology PhD in Environmental engineering/Water resources Management Masters in Hydrology Masters in Hydrogeology Masters in Ground water Geophysical Survey Masters Degree in Environmental Sciences and Technology Masters in Conflict resolution Masters in Integrated Water Resources Management Strategic Leadership Management Course Senior Management Course Higher National Diplomas Diplomas Conflict Resoluton Integrated Water Resource Management Water Law GIS PhD. in Environmental Policy PhD. in Agricultural Economics Ph.D. in Strategic and Project Planning Masters in Environmental Sciences Strategic Leadership Management Course Senior Management Course Masters in Soil and Water Engineering Masters in Irrigation Water Engineering Masters in Integrated Water Resources Management Masters in Conflict Resolution Higher National Diplomas GIS and Computer Aided Design Short term training on appropriate technologies Policy and strategic Planning Long term training in Rainwater harvesting PHD in Water Engineering Masters in Civil Engineering Bsc (Eng) civil HND Senior Management and Development Courses Computer Aided Software Autocad Watercad Sewercad Epanet TARGET STAFF CATEGORY Dwr, Registrar Water Rights . Hydrologists Geologists Chemists All cadres Hydrologists Geologists Geologists Chemists Hydrologists, Geologists, Chemists, Snr. Water Bailiff Hydrologists, Geologists, Chemists Snr. Superintending Hydrologists/Geologists and Chief Chemists Hydrologists, Geologists, Chemists Surface Water Asst,Snr Water Bailiff,Snr.ground Water Inspectors etc laboratory technologists Surface Water officer,Snr Water Bailiff,Snr.ground Water Inspectors etc All cadres All cadres All cadres All cadres Irrigation Engineers/Water Management Officers Irrigation Engineers/Water Management Officers Irrigation Engineers/Water Management Officers Irrigation Engineers/Water Management Officers Irrigation Engineers/Water Management Officers Irrigation Engineers/Water Management Officers Irrigation Engineers/Water Management Officers Irrigation Engineers/Water Management Officers Irrigation Engineers/Water Management Officers Irrigation Engineers/Water Management Officers Technicians/Surveyors All Land reclamation officers and technicians Land reclamation officers and technicians Land reclamation officers (Masters and PHD) Director Water Services Senior engineers Senior Technicians Technicians Technicians Engineers and Technical staff
IRRIGATION AND DRAINAGE
LAND RECLAMATION WATER SERVICES
78
11.6 Existing Structure

MINISTER OF WATER & IRRIGATION ASSISTANT MINISTER
WATER APPEAL BOARD
PERMANENT SECRETARY National Irrigation Board

Water Reform Program Land Reclamation
Internal Audit
Support Function
Water Resources
Water Services
Irrigation, Drainage &
Kenya Water Institute
Administration Human Resource Planning Accounting
National Water Cons. & Pipeline
Water Resource Management Authority
Finance Procurement Donor Coordination ICT Public Communications
Water Services Regulatory Board
Water Service Board
79
11.7 List of Workshop Participants

Name 1. Eng Lawrence Simitu 2. James K Yatich 3. Gibson Kiragu 4. Eng. P L Ombogo 5. Eng Mangiti 6. Ms F. W Maina 7. George A Koyier 8. P. N Muraguri 9. Samson Musyoka 10. David Kiboi 11. Onorata Githendu 12. Rolex Kirui 13. Hannah Kamau 14. Stephen Mwangi 15. G. N Muriuki 16. Charles Koske 17. Eng R Ogendo 18. Omedi Moses 19. Theresa Wasike 20. Kelen Mwangi 21. Eng. Tom Ogalo 22. Eng Sao Alima 23. John M Mwangi 24. Musembi Munyao 25. Catherine Mugenyi 26. Anderea Morara 27. John Nyerere 28. Charles Otiso 29. George Righa Designation Director, Water Services Director, Land Reclamation Director, Irrigation Director, Water Sector Reforms Head, Donor Coordination Assistant Dir Human Resource Management Senior Superintendent Hydrologist Senior Land Reclamation Officer Eng II WSRS Principal Economist Economist Economist Eng II Water Services Economist Accountant DGM- NIB PIO Rift Valley GSE Maji SAS DD/QP DD/OM DD/CO CIO DD/GI Secretary Lead Consultant Consultant Consultant Consultant
80
11.8 References
1. Canadian International Development Agency, (CIDA); Partnership for African Waters Development (PAWD) program and the UNDP, Integrated Water Resources Management Plans; March 2005, 2. Climate Change Impacts & Risk Management; A Guide for Business and Government 3. Government of Kenya (2002); The Water Act 2002; Government Printer, Nairobi. 4. Government of Kenya (2008); Kenya Vision 2030; Government Printer, Nairobi. 5. Government of Kenya (2008); Medium Term Plan of Kenya Vision 2030 2008 - 2012 ; Government Printer, Nairobi. 6. Government of Kenya, Millennium Development Goals, Needs Assessment Report, Requirements for Goal No 7, Target 10: Providing Sustainable Water and Sanitation Services 7. Government of Kenya, National Water Services Strategy, Nairobi 8. Government of Kenya, Presidential circular No. 1/2008 of July 2003 9. Ministry of Water and Irrigation, Annual Water Sector Conference 2008; Conference Background Paper; 10. Ministry of Water and Irrigation, Impact: A Performance Report of Kenya Water Services Sub-Sector, Water Services Regulatory Board, 11. Ministry of Water and Irrigation, Issue Paper on Increasing access to Water & Sanitation Services to the Underserved, Annual Water Sector Conference 2008; 12. Ministry of Water and Irrigation, National Water Resources Management Strategy (2007 2015), Nairobi 13. Ministry of Water and Irrigation; Strategic Plan for the Ministry (2005 2009) Ministry of Water and Irrigation, Nairobi. 14. Sally Hunt Result Based Project Monitoring and Evaluation; First Edition 2007;; UK 15. Strategic Management: Formulation, Implementation, and Control; Pearce Robinson; Eighth Edition; McGraw-Hill Irwin, 2003 16. The Ministry of State for Planning, National Development and Vision 2030, Guidelines for the Preparation of Strategic Plans 2008-2012 17. The National Audit Office, the Office of Government Commerce; Early Management of the Risks to Successful Delivery; A framework for action, with tools and guidance UK 18. Uganda National Water Development Report 2005; Chapter Two, Overview of The Water Sector 19. UNDP; Mainstreaming Gender in Water Management, 2003 20. United Nations, Economic and Social Commission for Asia and the Pacific, Guidelines on Strategic Planning and Management of Water Resources; New York, 2004
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MINISTRYOFWATERANDIRRIGATION

MoWI Strategic Plan 2009-2012

MoWI Strategic Plan 2009-2012

MoWI Strategic Plan 2009-2012

MESSAGE FROM THE PERMANENT SECRETARY

ABBREVIATIONS & ACRONYMS

MoWI Strategic Plan 2009-2012

MoWI Strategic Plan 2009-2012

MoWI Strategic Plan 2009-2012

To be a regional leader in the sustainable management and development of water resources

Water for all

2.0. KENYA'S DEVELOPMENT CHALLENGES: GLOBAL, REGIONAL AND NATIONAL

MoWI Strategic Plan 2009-2012

MoWI Strategic Plan 2009-2012

IMPACT: A performance Report on Kenya Water Services Sub sector Issue No 1 4

MoWI Strategic Plan 2009-2012

3.0. KENYAS DEVELOPMENT AGENDA

Source: National Water Resource Management Strategy 5

MoWI Strategic Plan 2009-2012

MoWI Strategic Plan 2009-2012

MoWI Strategic Plan 2009-2012

4.0. THE MINISTRY'S ROLE IN NATIONAL DEVELOPMENT

MoWI Strategic Plan 2009-2012

Water Resources Management

Irrigation, Drainage and Water Storage

Land Reforms Security

Area Agriculture, Livestock and Fisheries

Environment, Water and Sanitation

MoWI Strategic Plan 2009-2012

MoWI Strategic Plan 2009-2012

Source: Departmental submissions 13

MoWI Strategic Plan 2009-2012

5.3 Lessons Learnt From Review of 2005-2009 Strategic Plan

MoWI Strategic Plan 2009-2012

ii. iii. iv. v.

iv. v. vi. vii. viii. ix.

ii. iii. iv. v. vi. vii. Threats i.

MoWI Strategic Plan 2009-2012

ii. iii. iv.

5.5 Stakeholder Analysis

Internal Stakeholders: Staff

Role, Interest/Expectations of Stakeholder

MoWI Strategic Plan 2009-2012

MoWI Strategic Plan 2009-2012

Water for all including her

Source: UNDP; Mainstreaming Gender in Water Management: A practical journey to sustainability.

MoWI Strategic Plan 2009-2012

6.2 Strategic Direction

Fully Reformed Water Sector

Enhanced Agricultural production through Irrigation and Drainage

MoWI Strategic Plan 2009-2012

361 333 9179

314 165 4298

Source: Human Resource Dept; MOWI and Consultants Calculation

MoWI Strategic Plan 2009-2012

MoWI Strategic Plan 2009-2012

o Initiation of new reforms to include:

MoWI Strategic Plan 2009-2012

MoWI Strategic Plan 2009-2012

Proposed Functional Structure

ASSISTANT MINISTER PERMANENT SECRETARY

WAB NWCP KEWI NIB WSTF WRMA

POLICY AND COORDINATION

ADMIN & SUPPORT SERVICES