Nairobi City Water and Sewerage Company Limited STRATEGIC PLAN 2014/15 – 2018/19
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Nairobi City Water and Sewerage Company Limited
STRATEGIC PLAN2014/15 – 2018/19
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Table of ContentsForeword ......................................................................................................................................... ......... Iv
Preface ............................................................................................................................................... .......V
List Of Acronyms and Abbreviations .......................................................................... ......................Vi
Executive Summary .................................................................................................................... ....... Viii
1.0 Introduction ........................................................................................................................ ..............1
1.1 Background ................................................................................................................................. ........ 11.2 NCWSC, MDGS/SDGS and the Kenya Constitution, Vision 2030, Second Medium Term Plan and the Water Sector Strategic Plan ............................................................. 11.3 Rationale for the Strategic Plan ........................................................................................................51.4 Planning Assumptions .......................................................................................................................61.5 Process of Developing the Plan ........................................................................................................61.6 Organization of the Plan ....................................................................................................................6
2.0 Institutional Review .........................................................................................................................9
2.1 Core Business ......................................................................................................................................92.2 Vision, Mission and Core Values .....................................................................................................11
3.0 Situational Analysis .......................................................................................................................13
3.1 Evaluation of Past Performance ......................................................................................................133.2 Internal Environment ........................................................................................................................163.3 External Environment .......................................................................................................................173.4 Stakeholder Analysis ........................................................................................................................19
4.0 Strategic Analysis ..........................................................................................................................21
4.1 Strategic Themes ..............................................................................................................................214.2 Strategic Objectives and Strategies ............................................................................................... 22
5.0 Implementation Plan .....................................................................................................................27
6.0 Financing The Strategic Plan ......................................................................................................53
6.1 Estimated Costs .................................................................................................................................536.2 Sources of Funds ...............................................................................................................................546.3 Management of Funds ......................................................................................................................55
7.0 Institutional Structure ...................................................................................................................57
7.1 The Board of Directors .....................................................................................................................577.2 Office of the Managing Director ..................................................................................................... 577.3 Directorates and Departments ........................................................................................................577.4 The Organogram ...............................................................................................................................57
8.0 Risk Management, Monitoring & Evaluation and KPIs .........................................................59
8.1 Risk Management .............................................................................................................................598.2 Monitoring and Evaluation ...............................................................................................................608.3 Key Performance Indicators ............................................................................................................53
Annex 1: Implementation Status of 2010/11 – 2014/15 Strategic Plan ........................................63
Annex 2: Water and Sewer Extension and Rehabilitation .............................................................65
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List of TablesTable 1: Overall households with piped water by province/district ..................................................... 3Table 2: Overall households by main source human waste disposal .................................................. 4Table 3 Opportunities and threats of NCWSC ....................................................................................... 17Table 4: Key stakeholders of NCWSC .....................................................................................................19Table 5: Summary of objectives and their respective strategies ........................................................ 23Table 6: Detailed Implementation Matrix ............................................................................................... 27Table 7: Summary of estimated strategic Plan implementation costs ............................................. 53Table 8: Key performance indicators ......................................................................................................60
List of FiguresFigure 1: Value Chain Analysis ..................................................................................................................9Figure 2: Water production ......................................................................................................................13Figure 3: Non Revenue Water ..................................................................................................................14Figure 4: Revenue Target, Collection and Collection Efficiency ......................................................... 15Figure 5: Network Extensions ..................................................................................................................15Figure 6: Sewerage Network Rehabilitations ........................................................................................ 16Figure 7: NCWSC’s Organogram ............................................................................................................57
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Foreword
Strategic planning is a development phenomenon that has been embraced by almost all sectors of the economy in Kenya and indeed worldwide. The process involves formulation; implementation and evaluation of cross-function decisions that enable an organization achieve its objectives. In other words, strategic planning produces fundamental decisions and actions that shape and guide what an organization is, what it does, and why it does it, with a focus on the future.
Instituting strategic management process marks the beginning of efficient and effectual management system that is forward-looking and more competence-based. As such, any modern business entity that wants to “lead the market instead of being market led” ought to embrace the concept of strategic planning if it has to survive, develop and grow in today’s dynamic and competitive operating environment. Out of this realization, many public institutions, private organizations and civil societies are nowadays increasingly instituting strategic plans for their business operations. Indeed, research has shown that organizations using strategic management are more successful than those that do not.
Water and Sewerage/Sanitation institutions are not exceptional to this development paradigm and that is why Nairobi City Water and Sewerage Company took a bold step, right from its inception, to embrace the concept of strategic planning. The Company pursued two, three-year rolling strategic plans up to June 2010 and a five-year strategic plan spanning between 2011 and 2014/15. Review of 2010/11 to 2014/15 plan shows that from 2010/11 to December 2013, this third plan achieved an estimated overall implementation of 74%. Among the key challenges that constrained 100% achievement included resource constraints especially for undertaking capital expenditure. However, due to the requirements of the 2010 constitutional dispensation, the plan was reviewed in 2014 and succeeded by the current fourth strategic plan, covering the period between 2014/15 and 2018/19. All these plans have been in tandem with the prevailing government’s economic blueprints e.g. the Economic Recovery Strategy for Wealth and Employment Creation (ERS from 2003 – 2007) and its successor, the Vision 2030 and it’s implementing five-year Medium Term Plans.
Beyond development, successful implementation of the plan requires concerted efforts of all stakeholders. We are therefore calling upon all stakeholders to rise to this call and contribute to the betterment of this institution. It is expected that successful implementation of the plan will catapult the Company to higher levels of prosperity for enhanced and sustained effective and efficient service delivery.
Mr. Peter KuguruCHAIRMAN, BOARD OF DIRECTORS
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Preface
Development of this strategic plan adopted a participatory approach in analyzing the plan-implementation gaps of the previous plans; identifying the key priority areas and charting the key strategies to be pursued in the plan period (2014/15 - 2018/19). This participatory process revised the Vision and Mission statements, core values and identified eight (8) strategic themes to be pursued: enhanced and sustainable quality water sources, production and storage, optimized transmission and equitable distribution of quality water, reduction of non revenue water, wastewater management, revenue growth and customer loyalty, financial stewardship, human resource management, and brand equity and institutional strengthening. The plan has also taken cognizance of the current environment and the emerging issues.
All the key stakeholders (the National Government through the Ministry in charge of Water; the Nairobi City County Government, which wholly owns the Company; WaSREB, the Company’s Board of Directors, management, staff and customers) are called upon to effectively play their respective roles to ensure successful implementation of the plan. This is in recognition that in an organizational setting, there is need to coordinate goals so that they do not conflict with each other. The goals of one part of the organization should mesh with those of other parts of the organization.
To effectively implement the plan, resources estimated at KShs. 42 billions over and above the regular operations expenditure will be required. On its part, the company commits itself to provide and mobilize the requisite resources to finance the identified investments projects geared towards meeting the identified objectives. In addition, deliberate efforts will be done to institute a mechanism for annual review with a view to assessing progress of implementation and therefore addressing plan-implementation gap(s). Such reviews will avail opportunities for the stakeholders to take stock of not only the implementation-enhancing lessons but also of the constraints, and thus devise strategies of overcoming such implementation constraints.
Eng. Philip GichukiMANAGING DIRECTOR
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List of Acronyms and Abbreviations
AfWA – African Water AssociationAMR – Automatic Meter ReadingAWSB – Athi Water Services BoardBOD – Board of DirectorsCBD – Central Business DistrictCBO – Community Based OrganizationCCTV – Closed-Circuit TelevisionCFA – Community Forest AssociationCOFEK – Consumers Federation of KenyaCP – Communication Policy CSR – Corporate Social ResponsibilityDC – Developing CountryEIA – Environmental Impact AssessmentEMS – Environmental Management SystemERS – Economic Recovery Strategy FOG – Fuel, Oil and GasesFSMS – Food Safety Management SystemFY – Financial YearGIS – Geographic Information SystemGMR – Global Monitoring ReportHC – High ConsumerICT – Information Communication TechnologyISO – International Organization for StandardizationIWA – International Water AssociationKARA – Kenya Alliance of Resident AssociationsKEBS – Kenya Bureau of StandardsKEPSA – Kenya Private Sector AllianceKFS – Kenya Forest ServiceKM – KilometreKPI – Key Performance IndicatorLIMS – Laboratory Information Management SystemMD – Managing DirectorMDG – Millennium Development GoalM & E – Monitoring and EvaluationMT – Meter TestingNCWSC – Nairobi City Water and Sewerage Company NEMA – National Environment Management AuthorityNRW – Non Revenue WaterPDS – Privately Developed Sewers PPP – Polluter Pay Principle QMS – Quality Management System R&D – Research and Development
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SDGs – Sustainable Development GoalsSIC – Strategy Implementation CommitteeWAG – Water Action GroupWARREC – Water Research Resource CentreWARMA – Water Resources Management AuthorityWASPA – Water Service Providers AssociationWaSREB – Water Services Regulatory BoardWHO – World Health OrganizationWRUA – Water Resources Users AssociationWSP – Water Safety Plans/Water Service Provider(s)
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Executive Summary
Nairobi City Water and Sewerage Company Limited (NCWSC) was incorporated in December 2003 under the Companies Act Cap. 486 to provide clean water and sewerage services to the residents of Nairobi County, in a sustainable manner and within the Government regulations. In pursuit of its mandate, the company undertook to formulate a strategic plan that will guide its operations in the period 2014/15 – 2018/19. The strategic plan was developed through a participatory approach, which ensured views of the key stakeholders were incorporated. The participation was through discussions, consultations and workshops.
A situational analysis was carried out to evaluate the past performance of the Company, identify the strengths, weaknesses, opportunities and threats, and to determine the strategic themes for the planning period. The identified strategic themes formed the basis for setting objectives of NCWSC for the planning period as well as strategies that would enable the achievement of the objectives. The eight themes identified are:1. Enhanced and sustainable quality water sources, production and storage;2. Optimized transmission and equitable distribution of quality water;3. Reduction of Non Revenue Water;4. Wastewater management;5. Revenue growth and customer loyalty;6. Financial stewardship; 7. Human resource management; and8. Brand equity and institutional strengthening.
To deliver on the identified strategic themes, the Company identified twenty objectives that would enable it fulfil its mission. These are:1. To enhance the water sources capacity to meet 2019 demand of 782,000m3/day by December
2018/19.2. To ensure 100% compliance to NCWSC’s water quality standard as adopted from WHO and
KEBS.3. To sustainably transmit and distribute 770,000m3/day by June 2019.4. To reduce Non Revenue Water from 40% to 16% by June 2019.5. To efficiently collect, convey, treat and dispose off 400,000m3/day of wastewater in an
environmentally friendly manner by 2018/19.6. To grow the sales volume from 60% to 84% of the production by June 2019.7. To increase the customer base from 280,000 to 400,000 by June 2019.8. To increase customer satisfaction level from 69% to 90% by June 2019.9. Increase revenue collection from 94% to 98% by 2018/19.10. Increase the current revenue base by 68% (from kshs. 6 billion to Kshs.10.08 billion) by 2018/19.11. Reduce accounts receivables of Kshs. 9 billion to not more than Ksh. 4.5 billion by 2018/19.12. Reduce the level of accounts payables from KShs. 3.9 billion to KShs. 1.3 billion by 2018/19.13. Secure external funding of up to Kshs 20 billion by 2018/19.14. Ensure 100% automation and integration of all business processes by June 2019.15. To ensure 100% safety and optimal utilization of company resources.16. Improve staff productivity level from 65% to 90% by June 2019.17. Improve employees’ satisfaction level from 68% to 80% by June 2019.
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18. To have a Nairobi City Water Tower in place by June 2019.19. Improve the level of brand equity from 35% to 100% by 2018/19.20. Strengthen Company’s partnership with stakeholders at national, regional and international
levels.
In order to realize these objectives, strategies and appropriate activities for each objective were identified. In addition, the implementing actors, the time frame, the expected output and their indicators were determined. These have been documented in an implementation plan presented in chapter five of this strategic plan.
To enable tracking of the progress made towards the achievement of the set objectives, annual key performance indicators were identified. In addition, a monitoring and evaluation framework that will help enhance successful implementation of the strategic plan has been provided and a cross-functional Strategy Implementation Committee (SIC) constituted. The monitoring and evaluation framework takes cognizance of the changing operating environment and therefore, provides for annual review of the strategic plan.
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CHAPTER ONEIntroduction
Child drinking water from NCWSC’s tap
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1.0 Introduction1.1 Background
Nairobi City Water and Sewerage Company (NCWSC) was incorporated in December 2003 under the Companies Act cap 486. It is a wholly owned subsidiary of Nairobi City County. It has its headquarters in Nairobi, Kampala Road, Industrial Area and has its area of jurisdiction divided into six administrative regions, namely: Northern, Eastern, North Eastern, Central, Southern and Western which are further devolved into 25 zones. The mandate of the Company is to provide clean water and sewerage services to the residents of Nairobi County, in a financially sustainable manner and within the Government regulations. The City has an estimated population of 3.8 million and projected to grow to 4.5 million by 2018/19.
The 2002 Water Act brought about reforms in the Water Sector that were aimed at facilitating access to clean water and sewerage services to all Kenyans. The reforms saw the creation of regional Water Boards which were tasked with the responsibility of overseeing the operations of water and sewerage/sanitation utilities in their respective areas of jurisdiction, besides major asset development. Within this structure, NCWSC was under Athi Water Services Board (AWSB). The Water Act 2002 is under review with the draft Bill providing for establishment of Water Works Development Boards in place of the Water Service Boards.
1.2 NCWSC, MDGs/SDGs and The Kenya Constitution, Vision 2030, Second Medium Term Plan and the Water Sector Strategic Plan
Water sector relates to actors in almost all other sectors of the economy. At the international arena, the Millennium Development Goal (MDG) No. seven targets at halving the proportion of people living without sustainable access to safe drinking water and basic sanitation by 2015. According to World Bank’s 2011 Global Monitoring Report (GMR), two thirds of the developing countries (DCs) are on target to achieve this MDG. On the access to drinking water, 50% of the DCs (66 countries) are on target, 30% (39 countries) are close to being on the target while 20% (27 countries) are far behind the target. Among the low-income countries, 13 have achieved or are on target. For the access to sanitation, 27% of DCs (35 countries) are on target, 28% (37 countries) being close to the target while 45% (58 countries) are behind the target. Among the low income countries, only four countries are on target to achieve the goal, Rwanda being the only sub-Saharan country which is on track. It is imperative to note that Kenya, as one of the low income countries, is categorized by GMR among the 27 DCs which are far behind achieving MDG number seven. In the East African region, only Rwanda is on track to achieving the goal and across sub- Saharan Africa, eight countries are on target (Ghana, Gambia, Malawi, Comoros, Rwanda, Benin, Burkina Faso and Guinea). The second Medium Term Plan (2013-2017) indicates that according to 2009 Housing and Population Census, 27.9% of the population obtained piped water from water service providers.
One of the main outcomes of the 2012 Rio+20 Conference was the agreement by member States to launch a process to develop a set of Sustainable Development Goals (SDGs), which will build upon the Millennium Development Goals. It was decided to establish an “inclusive and transparent intergovernmental process open to all stakeholders, with a view to developing global sustainable
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development goals to be agreed by the General Assembly”. There was broad agreement that the two processes (MDGs and SDGs) should be closely linked and should ultimately converge in one global development agenda beyond 2015 with sustainable development at its core. The Rio+20 Outcome document states that the SDGs should address and incorporate in a balanced way all three dimensions (economic development, social development and environmental protection) of sustainable development and their inter-linkages.
Whereas the specific SDGs are being developed in a consultative process at global, regional and national levels, 19 areas of focus have been identified. One of these areas of focus is sub-sector’s specific on water and sanitation. For a water-secure world and for the realization of the right to safe drinking water and sanitation, the whole water cycle has to be taken into consideration to tackle water-related challenges. Some areas that could be considered include:
(i) ensuring access to safe and affordable drinking water and adequate sanitation for all, especially for women and girls, including in households, schools, health facilities, workplaces and refugee camps;
(ii) providing adequate facilities and infrastructure, both built and natural, for safe drinking water and sanitation systems in all areas;
(iii) extending wastewater treatment, recycling and reuse;
(iv) improving water-use efficiency;
(v) bringing fresh water extraction in line with sustainable supply;
(vi) enhancing effective water governance including catchment area based integrated water resources management and appropriate trans-boundary co-operation;
(vii) expanding water-related vocational training at all levels;
(viii) protecting and restoring water-linked ecosystems like mountains, watersheds and wetlands;
(ix) eliminating the pollution and dumping of toxic materials in water bodies, and protecting aquifers;
(x) eliminating of invasive alien species in water bodies;
(xi) investing in water harvesting technologies; and
(xii) reducing risks and impacts of water-related disasters.
Against the above background, NCWSC five year strategic plan is expected to provide the company with a strategic direction and assist it achieve efficacy in tandem with the planned international and national water sector goals of the government of Kenya. In this regard, this strategic plan is aligned and aims to fulfil the aspirations of the following sector policies:
1.2.1 The Kenya Constitution Constitution of Kenya recognizes provision of water and sanitation services as a basic right as provided for in articles 43 (1) subsections b and d.
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1.2.2 The Vision 2030 and Medium Term Plan (2013-2017)In the Kenya’s economic blue print Vision 2030, the government aspires to ensure improved and increased accessibility to both safe water and sanitation services beyond present levels by the year 2030. The specific strategies include:
(i) Raising the standards of the country’s overall water, resource management, storage and harvesting capacity;
(ii) Rehabilitating the hydro-meteorological data gathering network;(iii) Constructing multipurpose dams; and(iv) Constructing water and sanitation facilities to support industries and a growing urban
population. The Vision 2030’s Social pillar seeks to build “a just and cohesive society with social equity in a clean and secure environment” by investing in security, infrastructure, public sector reforms and people development. According to 2009 Kenya National Bureau of Statistics (KNBS’s) Population Census, 76% of Households in Nairobi have piped water and NCWSC accounts for 28% of national water coverage (See Table 1). During the 2014/15 – 2018/19 plan period, the company envisages increasing its relative contribution to the achievement of the sub-sector’s overall goal.
Table 1: Overall households with piped water by province/district
Area
PIPED INTO DWELLING PIPED
TOTAL PIPED TOTAL
% of H/Holds
with Piped Water
% CONTRIBUTION of piped water BY
REGION
A B C = A+B D E = (C/D)%F (Regional
contribution to total)
KENYA 602,884
2,023,745
2,626,629
8,767,954 30% 100%
NAIROBI 230,704 514,943
745,647
985,016 76% 28%
CENTRAL 112,253 374,841
487,094
1,224,742 40% 19%
COAST 55,457 283,378
338,835
731,199 46% 13%
EASTERN 60,338 305,832
366,170
1,284,838 28% 14%
NORTH EASTERN 4,908
31,322
36,230
312,661 12% 1%
NYANZA 15,649 85,899
101,548
1,188,287 9% 4%
RIFT VALLEY 110,753 377,462
488,215
2,137,136 23% 19%
WESTERN 12,822 50,068
62,890
1,804,749 3% 2%
Source: KNBS, 2009 Population and Housing Census, Volume II
According to 2009 KNBS’s Population Census, 48 % of Households in Nairobi are connected to the main sewer and NCWSC accounts for 70% of national sewerage coverage (see Table 2). During the 2014/15 – 2018/19 plan period, the company has planned various investments to enhance its relative contribution to the achievement of sewerage coverage overall goal.
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Table 2: Overall households by main source human waste disposal
REGION
MA
IN S
EWER
SEP
TIC
TA
NK
CES
S P
OO
L
VIP
PIT
LA
TR
INE
PIT
LA
TR
INE
CO
VER
RED
/U
NC
OV
ERED
BU
CK
ET
BU
SH
OT
HER
TO
TA
L
MA
IN S
EWER
as
%
of T
otal Regional
Contribution to Main Sewer
A B C D E F G H I = A+B+C+D+E+F+G+H
J = (A/I)%
K (Regional Contribution to total sewer in column A)
KENYA
674,541
299,030
29,881
430,827
6,100,234
22,828
1,196,509
14,104 8,767,954 8% 100%
NAIROBI 469,830
95,410
10,489
26,477
370,463
5,205
3,962
3,180 985,016 47.7% 69.7%
CENTRAL 46,456
61,186
3,227
83,576
1,025,499
1,164
3,049
585 1,224,742 3.8% 6.9%
COAST 42,233
57,037
5,514
39,012
403,917
4,615
177,671
1,200 731,199 5.8% 6.3%
EASTERN 20,299
21,771
3,033
91,685
1,008,090
894
137,365
1,701 1,284,838 1.6% 3.0%
NORTH EASTERN
1,394
1,267
435
4,025
100,110
7,136
197,094
1,200 312,661 0.4% 0.2%
NYANZA 15,771
8,438
993
41,573
909,881
1,026
208,410
2,195 1,188,287 1.3% 2.3%
RIFT VALLEY
70,431
47,873
5,186
95,481
1,470,781
1,959
443,016
2,409 2,137,136 3.3% 10.4%
WESTERN
8,127 6,048
1,004
48,998
811,493
829
25,942
1,634 904,075 0.9% 1.2%
Source: KNBS, 2009 Population and Housing Census, Volume II
To ensure the Vision’s strategies are on course, the government in its current Medium Term Plan 2013 – 2017 commits itself to strengthening the country’s economic competitiveness through accelerated governance and public sector reforms by increasing government spending on expansion and modernization of water infrastructure. Among the specific programmes targeted include:
(i) Urban Water Supply Sub-programme which involves clustering of water supply in the counties to improve supply sustainability. Key towns targeted are Nairobi, Mombasa, Kisumu and Nakuru.
(ii) Rural Water Supply Sub-programme aiming at constructing and rehabilitating 150 rural water schemes annually. With implementation of clustering, some of the rural areas within the environs of Nairobi City County may be served by NCWSC.
(iii) Operationalization of Water Research Resource Centre (WARREC) to capture emerging issues, trends and technologies in the broad water sector. During the 2014/15 – 2018/19 plan period, NCWSC will collaborate with WARREC in undertaking relevant sector research to exploit market opportunities in terms of best practices and technologies.
(iv) Provision of water to poor un-served areas including informal settlements programme that will, among other things, explore opportunities of subsidies through Water Service Providers (WSPs) to meet the basic water services supply in the informal settlements. NCWSC puts a lot of emphasis in enhancing service provision to the informal settlements. Indeed, the company has a fully-fledged department focusing specifically on informal settlements. During the 2014/15 – 2018/19 plan period, the company will devote its own resources and mobilize others from other stakeholders with a view of improving water and sewerage services in these vulnerable areas.
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1.2.3 Water Sector Strategic PlanWater Sector Strategic Plan 2009 to 2014, specifically strategic objective number six, is geared towards increasing and modernizing the urban sewerage services, including eco-san (ecological sanitation) systems through the following strategic Objectives:
i. To consolidate the effort of sustainable water resources management and development. In its 2014/15 – 2018/19 plan, NCWSC will, together with other stakeholders, put a lot of emphasis on management of catchment areas and transmission. Specific strategies and actions to achieve this are captured in the implementation plan detailed in chapter five of this plan.
ii. Rehabilitation, augmentation and expansion of existing urban sewage collection, treatment and disposal systems. NCWSC has identified wastewater management as a specific standalone theme during the 2014/15 – 2018/19 plan and also in the immediate ending 2010/11 – 2014/15 plan.
iii. Construction of new urban sewage collection, treatment and disposal systems. During the 2014/15 – 2018/19 plan period, the company, in collaboration with other stakeholders, will rehabilitate Dandora and Kariobangi sewer treatment plants.
iv. Construction of appropriate on-site waterborne sewage systems in informal urban areas. The Company has identified strategies of increasing ablution blocks and stand-alone toilets in the informal settlements during the 2014/15 – 2018/19 plan period.
v. Systematically increase user connections to cover all potential areas. NCWSC plans to increase connections from the current 280,000 to 400,000 by 2018/19.
vi. Develop a water re-use strategy and policy including standards, appropriate technology, wastewater facilities, etc. The company has identified recycling of waste water as one of its strategies to be pursued during the 2014/15 – 2018/19 plan period.
vii . Increase use of non-water-based (e.g. eco-san) sewerage systems. During the 2014/15 – 2018/19 plan period, NCWSC has identified embracement of appropriate technologies as one of its strategies for enhanced wastewater management. Such technologies could be non-water based. In addition, the company will collaborate with other stakeholders, under public - private partnership for enhancement of sewerage coverage.
1.3 Rationale for the Strategic PlanThe role of strategic planning is to help an organization identify and select the most appropriate ways of using the skills and resources it has to achieve specified objectives, while taking into account the external environment in which it operates. The demand for NCWSC’s services has been increasing, owing to changing demographic trends in the City.
With its 2010-2014 strategic plan nearing an end, there was need for NCWSC to develop a new strategic plan that not only took cognizance of milestones achieved so far but also changes occurring in the internal and external operating environment. The current strategic plan envisages reducing the gap between demand and supply of water and sewerage services in Nairobi City County.
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1.4 Planning AssumptionsIn developing the strategic plan, the following assumptions were made:
(i) That there will be no adverse changes in National and County governments’ policies.(ii) That the country’s economic growth will remain on the upward trend for the next five
years.
1.5 Process of Developing the PlanParticipatory strategic planning process was used in developing this strategic plan. This ensured incorporation of the views of the various stakeholders in the resulting plan. The process entailed consultations with NCWSC’s Management and the Board of Directors. Specifically, the methodology comprised pre and post workshop discussions, and a strategic planning workshop with the Management.
1.5.1 Strategic Planning Workshop The strategic planning workshop was held from 5th– 8th March, 2014 at Kenya School of Law, Nairobi. The workshop was consultant-driven and resulted into development of a draft strategic plan for the company. The draft strategic plan was presented to the Board of Directors for review and comments.
1.5.2 Post-Workshop DiscussionsFurther discussions were held with the Board of Directors and management aimed at enriching the draft strategic plan. The discussions resulted in conclusion of the process by a way of approval of the strategic plan by the Board of Directors (BOD) on 22nd March 2014 to come up with a final strategic plan for NCWSC.
1.6 Organization of the PlanThis strategic plan consists of eight chapters.
Chapter one is the introduction, which covers the Nairobi City Water and Sewerage Company’s background, NCWSC’s relationship to the Constitution of Kenya, Vision 2030, Second Medium Term Plan and the Ministry Strategic Plan, the rationale for strategic planning, planning assumptions, the process of developing the plan and organization of the plan.
Chapter two presents the institutional review covering NCWSC’s mandate and core functions, vision, mission and core values.
Chapter three presents situational analysis covering evaluation of the company’s past performance, the internal and external environment analysis and stakeholder analysis.
Chapter four presents strategic analysis which covers strategic themes, objectives and strategies.
Chapter five provides the strategy implementation, which covers for each of the strategic objectives, the strategies, expected outcomes, activities, output indicators, time frame and implementing actors.
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Chapter six covers the estimated costs of implementing the strategic plan.Chapter seven covers the organization structure.
Chapter eight presents the risk management framework and mechanisms for monitoring and evaluation of the implementation process and the key performance indicators.The Implementation status of the immidiate preceding plan and the various identified projects are presented as Annex 1 and 2 respectively.
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CHAPTER TWOInstitutional Review
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2.0 Institutional Review
This chapter contains a description of the Company’s core business, vision, mission and core values.
2.1 Core BusinessThe core business of Nairobi City Water and Sewerage Company is to supply water and provide sewerage services to the residents of Nairobi City County. In pursuit of the core business, the company identified the Value Chain depicted here in below:
Figure 1: Value Chain Analysis
The activities included in each of the value chain elements are explained as follows:
1. Abstraction of raw water
6. Revenue Collection
2. Water treatment (Production)
3. Water transmission
4. Water Distribution
8. Conveyance
9. Waste Water Treatment
10. Waste water Recycling/
re-use
5. Customer care (metering, meter reading, billing, etc)
11. Waste water release to environment
7. Collection of waste
water
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1. A
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2.
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4.
ICT
and
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5.
Inte
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6.
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and
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7.
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nnin
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onit
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d Ev
alua
tion
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2.2 Vision, Mission and Core Values
2.2.1 Vision
To be a world class provider of water and sewerage services.
2.2.2 Mission
Provide reliable quality water and sewerage services in an environmentally friendly manner that delights customers within Nairobi City County.
2.2.3 Core Values
(i) Accountability
(ii) Customer Focus
(iii) Commitment
(iv) Creativity and innovation
(v) Integrity
(vi) Professionalism
(vii) Team work
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CHAPTER THREESituational Analysis
Section of NCWSC’s area of jurisdiction
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3.0 Situational Analysis3.1 Evaluation of Past PerformanceA review of NCWSC’s past performance on the third 2010/11 – 2014/15 plan was undertaken in order to isolate those factors that have contributed to favourable or unfavourable results. This was carried out through an analysis of the Company’s key performance indicators on the eleven themes that the plan pursued. Overall, the implementation status as at December 2013 was 74% as detailed in the Annex 2. Factors that enabled this performance include company’s experience in executing strategic plans, annual monitoring and reviews, management and staff commitment. Among the factors that may have constrained better performance are limited resources especially for undertaking capital development, lack of approval of the plan by the Board of Directors and limited participatory approach in its development. All these factors have been taken into consideration for the current 2014/15 – 2018/19 plan.
Below are more details of five key operational performance indicators (Production, Non-Revenue Water (NRW), Revenue Collection, Water Network Extensions and Sewer Network Extensions and Rehabilitations).
3.1.1 Production - 2010/2011 to 2012/2013
During the first three years of the planned period, the company targeted to gradually improve water production from 168.2 million m3 in the FY 2010/11 to 184 million m3 in the FY 2012/13. In the FY 2011/12, 177 million m3 of water was produced against the targeted 167.7 million m3 resulting to a performance of 106%. Against a target of producing 184 million m3 in the FY 2012/13, the company produced 190.4 million m3 of water translating to a performance of 103.5%. From this analysis, there was a gradual increase on water produced during the first three years of planned period as illustrated in the graph below.
0
20
40
60
80
100
120
140
160
180
200
2010/11 2011/12 2012/13
Target
Achieved
Percentage %
milli
on m
³ / %
Figure 2: Water production
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3.1.2 Non-Revenue WaterNon- Revenue Water is a challenge to most Water Service Providers including NCWSC. Indeed, high non-revenue water affects technical efficiency and denies the company revenue. In the period under review, NCWSC targeted to reduce NRW from 40% to 30% by 2014. To meet this target, during the period, NCWSC established NRW Department mandated to coordinate and actualize all planned activities towards reducing high volume of NRW to acceptable levels. In the FYs 2010/11, 2011/12 and 2012/13 of the planned period, the company targeted to reduce NRW to 38%, 36% and 34% respectively. The actual performance posted in those respective FYs was 37%, 39.5% and 39.8%. This performance is mainly due to low investments in projects aimed at reducing NRW.
31
32
33
34
35
36
37
38
39
40
41
2010/11 2011/12 2012/13
Target
Actual performance
perce
ntag
e %
Figure 3: Non Revenue Water
3.1.3 Revenue Collection During 2010/11, 2011/12 and 2012/13 FYs, NCWSC had planned to collect Kshs. 5.5 billion, 5.8 billion and 6.0 billion respectively. The actual collection was Ksh 4.3 in 2010/11, Kshs. 4.9 billion in 2011/12 and Ksh. 5.3 billion in 2012/13 translating to 78%, 84% and 89% performance achievement for the three respective financial years resulting into 84% overall performance as presented in the figure below.
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Figure 4: Revenue Target, Collection and Collection Efficiency
3.1.4 Water Network extensionsTo adequately meet the growing demand of water in Nairobi, the company planned during the period to extend the water supply network by 125KM by the year 2015. In the financial year 2010/11 out of 25KM of water pipeline extension targeted 27KM was achieved. In the second year of the planned period (2011/12) 25KM was targeted and 14.5KM realized. Of the planned 25KM in year 2012/13, 29.8KM was achieved.
0
5
10
15
20
25
30
35
2010/11 2011/12 2012/13
Target
Achieved
Kilo
met
ers (
Km)
Figure 5: Network Extensions
3.1.5 Sewer Networks Extension and RehabilitationsTo adequately handle and manage the resultant waste water arising from the use of treated water, the company during the planned period, envisaged to extend sewer coverage in Nairobi by 60KM at an equitable staggering length of sewer pipeline line extension of 12KM annually within the five
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year planned period. Against these targets, 8KM, 3.1KM and 8.2KM were achieved in the financial years 2010/11,2011/12 and 2012/13 respectively.
For sewer rehabilitations, the company targeted 250KM for the plan period translating to 50KM per year. Against this annual target, the company managed performance of 11.3 KM, 43KM and 8.4KM for the financial years 2010/11, 2011/12 and 2012/13 respectively.
0
10
20
30
40
50
60
2010/11 2011/12 2012/13
Target
Achieved
Kilo
met
ers (
Km)
Figure 6: Sewerage Network Rehabilitations
3.2 Internal EnvironmentAnalysis of the internal environment was carried out in order to identify factors within NCWSC that may influence performance positively (strengths) or negatively (weaknesses). The analysis was undertaken through a review of the company’s value chain and support services. The outcome of the analysis is as captured below.
3.2.1 Strengths:a. Established core infrastructure;b. Qualified and experienced human resource;c. Compliance with water quality standards;d. Quality Management Systems (ISO 9001-2008) certification;e. Customer confidence in the product;f. Embracement of ICT;g. NEMA lead Agency for Water and Sewerage;h. Availability of numerous Business Centres;i. Existence of documented Risk and Control Framework;j. Documented Water Safety Plans Framework;k. Strong market edge/big customer base; andl. Collaboration with international community on water and sanitation issues.
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3.2.2 Weaknesses:a. High water supply deficitb. Inadequate responsiveness of organizational structure c. Staff rationalization d. Dilapidated infrastructure e. Low automation levelf. Ageing staff g. Inadequate ICT infrastructure h. Slow uptake of new technology i. Lack of integrated systems j. Resistance to change k. Low integrity among some staff l. High non-revenue water m. Inadequate skilled low-cadre staff n. High historical debt o. High levels of accounts payablesp. Inadequate work supervision/tools q. Non-compliance to regulatory waste water management standards r. Low sewerage coverage
3.3 External EnvironmentThe analysis of the external environment identifies factors outside the control of the organization that could, if they crystallize, impact on performance positively (opportunities) or negatively (threats). The analysis was undertaken through a review of the Political, Economic, Social, Technological, Legal and Environmental (PESTLE) factors which are outside NCWSC’s control. The outcome of the analysis is as presented in Table 3.
Table 3 Opportunities and threats to NCWSC
Aspect Opportunity Threats
Political Environment• Devolved
Governance• Institutional
Policy
Political good will and support 1. Conflict in the trans boundary water sources
2. Competition of water resources3. Political interference of set priorities
EconomicAccess to funds
Access to funds– internal or external high willingness of lendersRegular tariff review
1. High costs of living eroding the ability to pay
2. Generic competition- 3. Urban farming4. Vandalism 5. Illegal connections6. Government restrictions of budgetary
allocation7. High taxation
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Aspect Opportunity Threats
Social 1. Rural urban migration increasing customers base
2. Likelihood of funding to meet the basic needs
1. Water is a basic human right – hence attitude for free access
2. Increasing demand by the locals for employments
3. Mushrooming informal settlements4. Changing demographic( gated
communities, life style change, rapid population growth)
5. Emerging terminal illnesses/chronic illnesses
6. Emerging gangs in informal settlements
Technological 1. Emerging technologies allow us to operate cost effectively
2. Decentralized waste water treatment
3. Alternative chemicals for water treatment
1. Competition- expansion in some areas for customers especially gated communities
Legal 1. Enforcement of the polluter pay principle (3Ps)
2. NEMA regulations enhancing controls
3. Enforcement of Wetland protection Act
4. Near monopoly status for the business
5. Drafting water regulations at County level
1. Inadequate and unharmonized legal frameworks like the water rules/ by laws, prosecutorial powers, draft water policy
2. Land Act – on subdivision3. Unclear policy on taxation
Environmental 1. Strategy to increase forest cover to 10% (Government)
2. Emerging carbon credit policy
3. Organic farming 4. New sources of water
like recycling, rainwater harvesting
5. Social drive to increase forest cover
6. Energy production and re-use
1. Changing weather patterns/ Global warming
2. Deforestation 3. Encroachments4. Increased human-wildlife conflict5. Uncontrolled abstraction6. Uncontrolled development7. Urbanization8. Population pressure9. Land fragmentation10. Destruction of wetlands11. Industrial pollution12. Production of environment unfriendly
goods like plastics13. Poor solid waste management14. Lack of storm water management at all
levels15. Terrorism
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3.4 Stakeholder AnalysisNCWSC has many stakeholders in its core functions some of whom are identified in Table 4.Table 4: Key stakeholders of NCWSC
Stakeholder NCWSC’s Expectations Stakeholder’s Expectations
1. Employees High productivity and commitment
1. Sound terms and conditions of service2. Prompt payment of emoluments 3. Timely communication4. Good working conditions5. Fair treatment
2. Customers Customer loyaltyprompt payment
1. Quality Service2. Timely communication
3. Union Sound industrial relations 1. Recognition and enhancement of members welfare2. Prompt remittance of emoluments
4. Board of Directors
Sound leadership and good policy
High performance and Good Governance
5. Shareholders (Nairobi City County Government)
Support and autonomy 1. Prompt payment of lease fees2. Improved service delivery
6. Government and its Agencies (WARMA, NEMA, AWSB, WASREB)
Enabling policies and legislation and support
Service delivery and compliance
7. Suppliers 1. Quality goods, services and works
2. Timely delivery and after sale service
1. Prompt payment 2. Fair treatment
8.Development Partners
1. Favourable terms and conditions
2. Timely disbursement of funds
1. Good governance 2. Effective utilization of funds
9. Community (WRUA, WAGs, CBOs, KARA, COFEK, (Muungano wa Wanavijiji)
Support and Cooperation 1. Corporate Social Responsibility2. Efficient Service Delivery
10. Media Factual and Fair coverage Information disclosure
11. Water and Sewerage vendors
1. Compliance with licensing terms
2. Prompt payment
1. Cooperation2. Timely communication3. Service delivery
12. Neighbouring County Governments
Support and Understanding Corporate Social Responsibility
13. Water Service Providers (WSPs)
Timely payment of bulk water supplied
Supply adequate bulk water
14. Sector Associations (WASPA, AfWA, IWA etc.)
Good sector stewardship and accountability
Active participationCooperation
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CHAPTER FOURStrategic Analysis
Company’s employee in Ngethu lab
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4.0 Strategic Analysis
4.1 Strategic ThemesStrategic themes are the key performance areas in which an organization must excel in to achieve its mission and vision, and deliver value to stakeholders. They are the organization’s pillars of excellence. The following were identified as the broad areas of focus for the planning period:
i. Enhanced and sustainable quality water sources, production and storageii. Optimized transmission and equitable distribution of quality water iii. Reduction of Non Revenue Wateriv. Wastewater management v. Revenue growth and customer loyalty vi. Financial stewardship vii. Human resource management viii. Brand equity and institutional strengthening
4.1.1 Enhanced and Sustainable Quality Water Sources, Production and StorageThe existing water resources are only able to meet 75% of the demand. To be able to meet the demand for water, NCWSC intends to take measures aimed at increasing water production. In the processes of producing water, the company plans to ensure conservation of the catchment areas.
4.1.2 Optimized Transmission and Equitable Distribution of Quality WaterThe current process of water transmission and distribution is faced with many challenges ranging from dilapidated infrastructure to operational inefficiencies. This has resulted into high non- revenue water levels. The company plans to put measures in place that will ensure increased water coverage while ensuring efficiency in the distribution process.
4.1.3 Reduction of Non Revenue WaterDue to the status of existing infrastructure and low investments, the company has experienced high levels of NRW compared to accepted benchmark. In the planning period therefore, the company intends to invest heavily in areas that will lead to reduction of both commercial and technical water losses.
4.1.4 Wastewater managementIn the process of providing sewerage services, NCWSC has encountered challenges ranging from inadequate infrastructure to inefficiencies in operations. To deal with the challenges, the company has come up with strategies aimed at reaching more customers while at the same time enhancing efficiency in operations.
4.1.5 Revenue Growth and Customer LoyaltyNCWSC has not exhausted all its potential customers in provision of water and sewerage services. In addition, the company has not been efficient in billing and collection of revenue. The company plans to pursue strategies aimed at increasing customer base, and enhancing its water and sewerage billing and collection efficiency. Further, the company plans to focus on excellent customer service delivery as a way of enhancing the performance of the company and meeting customer needs.
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4.1.6 Financial StewardshipThe Company has identified the need to put in place appropriate measures aimed at improving efficiency and effectiveness in service delivery. This will aid the Company in ensuring financial resources are availed and costs associated with operations maintained at optimal levels. As a way of improving on efficiency and effectiveness, the company plans to increase the level of automation in its operations. Further, NCWSC endeavours to adhere to the regulatory provisions and best practices while carrying out its operations. This will enable the Company provide uninterrupted services to its customers.
4.1.7 Human Resource ManagementFor NCWSC to achieve its objectives, the Company intends to adopt best practices in human resource management. The company plans to put in place an appropriate organization structure with optimal human resources. The staff will need to be equipped with the necessary skills and facilities to increase productivity.
4.1.8 Brand Equity and Institutional StrengtheningNCWSC has identified brand equity as one of the aspects the Company needs to enhance as a way of strengthening the institution. The Company therefore intends to pursue strategies that will enhance its visibility and collaborations with various partners.
4.2 Strategic Objectives and StrategiesStrategic objectives specify what an organization expects to fulfil within a given time period. They are specific statements that address intended changes, improvements and challenges to be addressed within a given period of time. Strategy, on the other hand, is an initiative that enables an organization achieves results. Arising from the strategic themes, the following strategic objectives and strategies were extracted:
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Table 5: Summary of objectives and their respective strategies
Theme Objectives Strategies
1. Enhanced and sustainable quality water sources, production and storage
1. To enhance the water sources capacity to meet 2019 demand of 782,000m3/day by 2018/19
i. Conservation of catchment areasii. Expand raw water transmission lines iii. Expand the treatment plant iv. Enhance raw water storage capacityv. Adapt new water treatment technologies vi. Regulation of river abstraction flows
2. To ensure 100% compliance to NCWSC water quality standard as adopted from WHO and KEBS
i. Enhanced process and quality control ii. Implementation of water safety plans (WSP) and
Food Safety Management System (FSMS)iii. Implement water quality standardsiv. Enhance water quality monitoring v. Automation of operations
2. Optimized transmission and equitable distribution of quality water
To sustainably transmit and distribute 770,000m3/day by June 2019
i. Expand the capacity of the transmission pipelines
ii. Rehabilitate, upgrade and extend the existing distribution network
3. Reduction of Non Revenue Water
To reduce Non Revenue Water from 40% to 16% by June 2019
i. Active leak detection ii. Pressure management iii. Asset management iv. Quantify the water distributed into the zonesv. Improve meter accuracyvi. Develop authentic customer data base.
4. Wastewater management
To efficiently collect, convey, treat and dispose off 400,000m3per day of wastewater in an environmentally friendly manner by 2018/19.
i. Preventive maintenance of sewerage infrastructure
ii. Wastewater quality and abuse monitoringiii. Education and advocacy campaignsiv. Expansion and rehabilitation of existing network
and treatment plantsv. Reuse of backwash and final effluentvi. Compliance to regulatory requirement on
wastewatervii. Implement PPP (Polluter Pay Principle)viii. Embrace appropriate technologyix. Explore possibilities of accessing Carbon Creditsx. Wastewater recycling
5. Revenue growth and customer loyalty
1. To grow the sales volume from 60% to 84% of the production by June 2019.
i. Generate timely and accurate billsii. Grow the number of High Consumers accountsiii. Implement and continuously review meter
management policyiv. Implement the token based pre-paid meters in
the informal settlements
2. To increase the customer base from 280,000 to 400,000 by June 2019
i. Develop business marketing/ development units ii. Implementation of social connection policy in
the informal settlements iii. Review and adopt effective contracting
processes to the last mile
3. To increase customer satisfaction level from 69% to 90% by June 2019
i. Provide quality and reliable customer serviceii. Enhance stakeholder engagementiii. Implementation of Quality Management System
(QMS) requirements
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Theme Objectives Strategies
6. Financial stewardship
1. Increase revenue collection from 94% to 98% by 2018/19
i. Increased accurate and timely billing ii. Increase alternate channels for revenue
collectioniii. Fully operationalize the zoning concept iv. Use modern technology in disconnection
2. Increase the current revenue base by 68% (from kshs.6 billion to Kshs. 10.08 billion) by 2018/19
i. Undertake review of water pricesii. Diversify revenue sources
3. Reduce accounts receivables of KShs. 9 billion to not more than 4.5 billion by 2018/19
Review and comply with debt management policy
4. Reduce the level of accounts payables from KShs. 3.9 billion to KShs. 1.3 billion by 2018/19
Review and comply with financial management policy
5. Secure external funding of up to Kshs 20 billion by 2018/19.
i. Sourcing for external financial resourcesii. Engage private sector in development
and management of water and sewerage infrastructure
6. To ensure 100% automation and integration of all business processes by June 2019.
i. Improve budgetary control through enhanced financial systems.
ii. Improve automation level from 55% to 100%
7. To ensure 100% safety and optimal utilization of company resources.
i. Strengthen internal controlsii. Ensure business systems continuityiii. Provision of onsite securityiv. Obtaining insurance cover for assetsv. Enhance implementation of fleet management
system
7. Human resource management
1. Improve staff productivity level from 65% to 90% by June 2019
i. Undertake a review and alignment of the organogram
ii. Carry out staff rationalization iii. Undertake manpower planning iv. Undertake succession planningv. Implement change managementvi. Implement performance based remuneration
2. Improve employees’ satisfaction level from 68% to 80% by June 2019
i. Undertake staff training and developmentii. Improve work environment
8. Brand equity and institutional strengthening
1. To have a Nairobi City Water Tower in place by June 2019
Enter in public private partnerships
2. Improve the level of brand equity from 35% to 100% by 2018/19
i. Harmonise brand equity within the companyii. Enhance positive public image
3. Strengthen Company’s partnership with stakeholders at national, regional and international levels
i. Seek membership in relevant Associationsii. Participation in relevant congresses,
conferences, workshops and seminars
Nai
robi
Cit
y W
ater
and
Sew
erag
e C
ompa
ny S
trat
egic
Pla
n 20
14/1
5 –
2018
/19
25
LocatedinGatunduNorth.*Ng’ethuPhase1-commissionedin1974,nominaldesignoutput61,000m3/day*Ng’ethuPhaseII-Commissionedin1984,nominaldesignoutput157,000m3/day*Ng’ethuPhaseIII-Commissionedin1997nominaldesignoutputof222,000m3/day*Ng’ethuTreatmentplantisdesignedtoproducearatednominaloutputof440,000m3/dayofpotablewater(Production).Thikadamdesigncapacity70millionm3
day*PipelinetoNairobiis10km.
4000-5,500m3/
0
Nai
robi
Cit
y W
ater
and
Sew
erag
e C
ompa
ny S
trat
egic
Pla
n 20
14/1
5 –
2018
/19
26
CHAPTER FIVEImplementation Plan
Ngethu clarifiers
Nai
robi
Cit
y W
ater
and
Sew
erag
e C
ompa
ny S
trat
egic
Pla
n 20
14/1
5 –
2018
/19
27
5.0
Im
plem
enta
tion
Plan
Tabl
e 6:
Det
aile
d Im
plem
enta
tion
Mat
rixT
HEM
E 1
: EN
HA
NC
ED A
ND
SU
STA
INA
BLE
QU
ALI
TY
WA
TER
SO
UR
CES
, PR
OD
UC
TIO
N A
ND
ST
OR
AG
EO
bje
ctiv
e 1:
To e
nhan
ce th
e w
ater
sou
rce
capa
city
to m
eet 2
019
dem
and
of 7
82,0
00m
3/da
y by
201
8/19
S.
NO
.S
trat
egy
Exp
ecte
d
Ou
tpu
t(s)
Pro
pos
ed A
ctio
n(s
) O
utp
ut
Ind
icat
or(s
)Im
ple
men
tin
g
acto
rsT
ime
Fram
eC
ost
esti
mat
es
(Ksh
s m
illi
on)
1C
onse
rvat
ion
of
the
catc
hmen
t ar
eas
Impr
oved
ba
se fl
ows
i. A
ffor
esta
tion
N
o. o
f tre
es p
lant
edTD
/EC
M/P
MC
onti
nuou
s50
ii. S
lope
sta
biliz
atio
nS
ize
of A
rea
stab
ilise
dTD
/EC
M/P
MC
onti
nuou
s25
iii. L
obby
ing
wit
h W
RU
AS
, WA
RM
A, K
FS,
CFA
, loc
al A
dmin
No.
of m
eeti
ngs
TD/E
CM
/PM
Con
tinu
ous
5
iv.
Con
tinu
ed s
uppo
rtin
g th
e up
per
Tana
w
ater
Fun
d co
nser
vati
on a
ctiv
itie
s.N
o. o
f con
serv
atio
n pr
ojec
ts fu
nded
.TD
/EC
M/P
MC
onti
nuou
s50
v.
Sec
urit
y su
rvei
llanc
eR
educ
ed in
cide
nces
of
enc
roac
hmen
tTD
/SM
/PM
Con
tinu
ous
20
vi. F
enci
ngFe
ncin
g of
com
pany
in
stal
lati
ons
TD/E
M/P
MJu
ne 2
019
200
vii. E
stab
lishm
ent o
f bou
ndar
ies/
sur
vey
(Kik
uyu
spri
ngs,
Dam
s ri
pari
an a
nd
way
leav
es)
No
of L
and
regi
stra
tion
titl
e.TD
/EM
/PM
Con
tinu
ous
250
viii.
Enh
ance
d w
ater
qua
lity
mon
itor
ing
No.
of s
ampl
esQ
AM
/PM
Con
tinu
ous
100
ix.
Res
earc
h st
udy
on fa
ctor
s im
pact
ing
on r
aw w
ater
qua
lity
at R
uiru
dam
.R
esea
rch
stud
y re
port
.TD
/QA
M/R
&D
/P
MJu
ne 2
016
2.5
Nai
robi
Cit
y W
ater
and
Sew
erag
e C
ompa
ny S
trat
egic
Pla
n 20
14/1
5 –
2018
/19
28
S.
NO
.S
trat
egy
Exp
ecte
d
Ou
tpu
t(s)
Pro
pos
ed A
ctio
n(s
) O
utp
ut
Ind
icat
or(s
)Im
ple
men
tin
g
acto
rsT
ime
Fram
eC
ost
esti
mat
es
(Ksh
s m
illi
on)
2Ex
pand
raw
wat
er
tran
smis
sion
lin
es
Incr
ease
d ra
w
wat
er fl
ows
i. C
onst
ruct
a r
aw w
ater
tran
smis
sion
(D
N 9
00) f
rom
Mat
aara
to N
geth
uLe
ngth
laid
TD/E
MJu
ne 2
018
500
ii. I
nsta
ll m
easu
ring
dev
ices
for
raw
wat
er
at th
e pl
ants
(Sas
umua
, Nge
thu&
K
ikuy
u)
No
of d
evic
es
inst
alle
dTD
/NR
M/P
MJu
ne 2
016
10
3Ex
pand
the
trea
tmen
t pla
ntIn
crea
sed
trea
ted
wat
er
volu
me
i. C
onst
ruct
ion
2No.
cla
rifie
rs a
nd
5No.
filt
ers
wit
h a
tota
l out
put o
f 11
0,00
0m3/
day
No.
of c
lari
fiers
and
fil
ters
con
stru
cted
TD/E
M/P
MJu
ne 2
018
850
ii. I
nsta
ll m
easu
ring
dev
ices
for
trea
ted
wat
er a
t the
pla
nts
(Sas
umua
, Nge
thu
& K
abet
e)
No
of d
evic
es
inst
alle
dTD
/NR
M/P
MJu
ne 2
016
10
4En
hanc
e ra
w
wat
er s
tora
ge
capa
city
Incr
ease
d w
ater
qua
ntit
yi.
Und
erta
ke fe
asib
ility
stu
dies
Id
enti
fy s
ites
for
dam
co
nstr
ucti
onTD
June
201
630
ii.
Acq
uire
the
land
in th
e id
enti
fied
site
sLa
nd a
cqui
red
TDJa
n 20
1750
0
iii.
Und
erta
ke d
etai
led
desi
gn o
f the
da
ms
Des
igns
ava
ilabl
eTD
June
201
750
iv.
Und
erta
ke c
onst
ruct
ion
of th
e da
ms
Dam
s co
nstr
ucte
dTD
June
201
930
00
5A
dapt
new
w
ater
trea
tmen
t te
chno
logi
es
Impr
oved
tr
eate
d w
ater
qu
alit
y
i. A
dopt
alt
erna
tive
coa
gula
ntR
epor
t on
type
of
coag
ulan
t ado
pted
TD/Q
AM
/PM
/R
DM
Dec
embe
r 20
1510
ii. P
rodu
ctio
n of
chl
orin
e on
-sit
e (P
arti
cula
rly
Sas
umua
, Kab
ete
and
Kik
uyu)
On-
site
chl
orin
e sy
stem
inst
alle
d an
d co
mm
issi
oned
TD/Q
AM
/PM
/R
DM
Dec
embe
r 20
1530
iii. I
nsta
ll tr
eatm
ent u
nit a
t Kik
uyu
spri
ngs
Trea
tmen
t uni
t in
stal
led
and
com
mis
sion
ed
TD/Q
AM
/EM
/PM
June
201
750
Nai
robi
Cit
y W
ater
and
Sew
erag
e C
ompa
ny S
trat
egic
Pla
n 20
14/1
5 –
2018
/19
29
S.
NO
.S
trat
egy
Exp
ecte
d
Ou
tpu
t(s)
Pro
pos
ed A
ctio
n(s
) O
utp
ut
Ind
icat
or(s
)Im
ple
men
tin
g
acto
rsT
ime
Fram
eC
ost
esti
mat
es
(Ksh
s m
illi
on)
6R
egul
atio
n of
ri
ver
abst
ract
ion
flow
s
Incr
ease
d yi
eld
i. L
obby
WR
MA
for
cont
rol o
f
una
utho
rize
d ab
stra
ctio
nM
inut
es o
f mee
ting
s an
d co
rres
pond
ence
TD/P
MC
onti
nuou
s0.
5
i. In
crea
sed
surv
eilla
nce
Sur
veill
ance
rep
orts
TD/S
M/P
MC
onti
nuou
s0
ii. I
nsta
ll ri
ver
gaug
esN
o. o
f gau
ges
inst
alle
dTD
/PM
June
201
610
iii. I
nsta
ll m
easu
ring
dev
ices
at t
he
inta
kes
(Sas
umua
, Rui
ru, K
ikuy
u,
Thik
a da
m)
No
of m
easu
ring
in
stal
led
TD/N
RM
/PM
June
201
610
Ob
ject
ive
2: T
o en
sure
100
% c
ompl
ianc
e to
NC
WS
C w
ater
qua
lity
stan
dard
as
adop
ted
from
WH
O a
nd K
EBS
.S
.NO
.S
trat
egy
Exp
ecte
d
Ou
tpu
t(s)
Pro
pos
ed A
ctio
n(s
) O
utp
ut
Ind
icat
or(s
)Im
ple
men
tin
g
acto
rs
Tim
e Fr
ame
Cos
t es
tim
ates
(K
shs
mil
lion
)1
Enha
nced
pr
oces
s an
d qu
alit
y co
ntro
l
Impr
oved
Q
ualit
y i.
Inst
all i
nteg
rate
d on
-line
m
onit
orin
g de
vice
s at
the
plan
ts (N
geth
u, S
asum
ua,
Kab
ete
& K
ikuy
u)
No
of in
stal
led
on-li
ne m
onit
orin
g de
vice
s
TD/Q
AM
/PM
/O&
M/
ICTD
June
201
730
0
ii. I
mpl
emen
tati
on o
f IS
O 1
7025
Cer
tific
atio
nIS
O/H
RM
/QA
M/ P
MJu
ne 2
017
20
iii. S
peci
ficat
ion
test
ing
for
wat
er
trea
tmen
t che
mic
als
and
filte
r m
edia
100%
per
cent
age
com
plia
nce
TD/Q
AM
/PM
Con
tinu
ous
20
2.Im
plem
enta
tion
of
WS
P a
nd
FSM
S
Impr
oved
wat
er
qual
ity
i. C
reat
e aw
aren
ess
on W
SP
FS
MS
Min
utes
of
awar
enes
s ca
mpa
ign
ISO
/QA
M/P
MC
onti
nuou
s20
i. Im
plem
enta
tion
of
impr
ovem
ent p
lans
und
er
WS
P
No.
of
impl
emen
tati
on
repo
rts
PM
/QA
MC
onti
nuou
s40
Nai
robi
Cit
y W
ater
and
Sew
erag
e C
ompa
ny S
trat
egic
Pla
n 20
14/1
5 –
2018
/19
30
S.N
O.
Str
ateg
yEx
pec
ted
O
utp
ut(
s)P
rop
osed
Act
ion
(s)
Ou
tpu
t In
dic
ator
(s)
Imp
lem
enti
ng
ac
tors
T
ime
Fram
eC
ost
esti
mat
es
(Ksh
s m
illi
on)
1En
hanc
ed
proc
ess
and
qual
ity
cont
rol
Impr
oved
Q
ualit
y i.
Inst
all i
nteg
rate
d on
-line
m
onit
orin
g de
vice
s at
the
plan
ts (N
geth
u, S
asum
ua,
Kab
ete
& K
ikuy
u)
No
of in
stal
led
on-li
ne m
onit
orin
g de
vice
s
TD/Q
AM
/PM
/O&
M/
ICTD
June
201
730
0
ii. I
mpl
emen
tati
on o
f IS
O 1
7025
Cer
tific
atio
nIS
O/H
RM
/QA
M/ P
MJu
ne 2
017
20
3.Im
plem
ent
wat
er q
ualit
y st
anda
rds
Impr
oved
wat
er
qual
ity
i. Tr
aini
ng o
n IS
O 1
7025
No.
of s
taff
trai
ned
HR
M/Q
AM
/IS
OJu
ne 2
015
ii. I
mpl
emen
tati
on o
f IS
O 1
7025
Pre
cert
ifica
tion
as
sess
men
t re
port
s
QA
M/I
SO
Dec
embe
r 20
15
4.En
hanc
e w
ater
qua
lity
mon
itor
ing
Impr
oved
wat
er
qual
ity
i. In
stal
l on-
line
mon
itor
ing
devi
ces
at G
igir
iN
o. o
f dev
ices
in
stal
led
TD/Q
AM
/O&
M/S
CM
June
201
760
ii. I
nsta
llati
on o
f LIM
S a
t the
K
abet
e C
entr
al L
abor
ator
y.A
live
LIM
S in
pl
ace
ICTD
/QA
M/S
CM
June
201
512
0
iii. I
nsta
llati
on o
f new
equ
ipm
ent
at th
e C
entr
al L
abor
ator
y (G
C,
Pol
ymer
ana
lyse
r, on
-line
he
avy
met
al a
naly
ser)
No.
of e
quip
men
t in
stal
led
QA
M/S
CM
June
201
510
0
5.A
utom
atio
n of
op
erat
ions
Incr
ease
d ef
ficie
ncy
i. In
stal
lati
on o
f tur
bidi
met
er a
t M
ataa
ra o
utle
tN
o. o
f ope
rati
ons
auto
mat
edTD
/QA
M/P
MJu
ne 2
015
5
ii. A
utom
atio
n of
che
mic
al
dosi
ng e
quip
men
tN
o. o
f sys
tem
au
tom
ated
TD/Q
AM
/PM
Dec
embe
r 20
1620
iii. A
utom
atio
n of
res
ervo
ir le
vels
ga
uges
No.
of r
eser
voir
au
tom
ated
TD/N
RM
/PM
Dec
embe
r 20
165
iv.
Aut
omat
ion
of fl
ow
mea
sure
men
ts in
the
trea
tmen
t pla
nt (r
aw a
nd
trea
ted)
No.
of m
easu
ring
de
vice
s au
tom
ated
TD/N
RM
/PM
Dec
embe
r 20
155
v.
Aut
omat
ion
of d
am le
vel
mea
sure
men
tA
live
LIM
S in
pl
ace
TD/P
M/N
RM
Dec
embe
r 20
1610
Nai
robi
Cit
y W
ater
and
Sew
erag
e C
ompa
ny S
trat
egic
Pla
n 20
14/1
5 –
2018
/19
31
TH
EME
2:
OPT
IMIZ
ED T
RA
NSM
ISSI
ON
AN
D E
QU
ITA
BLE
DIS
TR
IBU
TIO
N O
F Q
UA
LIT
Y W
AT
ER
Ob
ject
ive:
To
sust
aina
bly
tran
smit
and
dis
trib
ute
770,
000m
3 /da
y by
Jun
e 20
19
S.N
O.
Str
ateg
yEx
pec
ted
ou
tpu
t(s)
Pro
pos
ed a
ctio
ns
Ou
tpu
t in
dic
ator
(s)
Imp
lem
enti
ng
ac
tors
T
ime
fram
eC
ost
esti
mat
es
(Ksh
s m
illi
on)
1.Ex
pand
the
capa
city
of t
he
tran
smis
sion
pi
pelin
es
Tran
smis
sion
of
770
,000
m3 /
di.
Layi
ng D
N 9
00, 2
0 K
M
tran
smis
sion
pip
elin
e.K
M la
idTD
, EM
June
201
9
ii. S
wab
bing
all
tran
smis
sion
pi
pelin
es, m
aint
enan
ce o
f pu
mps
and
app
urte
nanc
es.
Incr
ease
d vo
lum
es a
nd
impr
oved
wat
er
qual
ity
TD, O
&M
MJu
ne 2
019
175
iii. C
lean
16
wat
er r
eser
voir
sR
eser
voir
s cl
eane
d TD
, O&
MM
Ann
ually
56
2.R
ehab
ilita
te,
upgr
ade
and
exte
nd
the
exis
ting
di
stri
buti
on
netw
ork
Incr
emen
tal
wat
er c
over
age
and
redu
ctio
n of
phy
sica
l w
ater
loss
es
i. La
ying
of 3
68K
M o
f wat
er
netw
orks
as
per
anne
x 1
KM
of p
ipel
ine
exte
nded
and
te
rmin
al r
eser
voir
TD, E
MJu
ne 2
019
3,2
00
ii. 3
00 k
m w
ater
net
wor
k ex
tens
ion
in in
form
al
sett
lem
ents
as
per
Ann
ex 2
KM
of p
ipel
ines
la
idTD
, IS
MJu
ne 2
019
500
iii. C
onst
ruct
50
no. w
ater
kio
sks
in in
form
al s
ettl
emen
tsN
o. c
onst
ruct
edTD
, IS
MJu
ne 2
019
30
iv.
Und
erta
ke 2
0,00
0 ho
useh
old/
plot
con
nect
ions
(at l
east
50%
pr
epai
d m
eter
s) in
info
rmal
se
ttle
men
ts
No.
of w
ater
m
eter
s in
stal
led
TD, I
SM
, RM
sJu
ne 2
019
100
Nai
robi
Cit
y W
ater
and
Sew
erag
e C
ompa
ny S
trat
egic
Pla
n 20
14/1
5 –
2018
/19
32
TH
EME
3:
RED
UC
TIO
N O
F N
ON
REV
ENU
E W
AT
ER
Ob
ject
ive:
To
redu
ce N
on R
even
ue W
ater
from
40%
to 1
6% b
y Ju
ne 2
019.
S.N
O.
Str
ateg
yEx
pec
ted
ou
tpu
t(s)
Pro
pos
ed a
ctio
ns
Ou
tpu
t in
dic
ator
(s)
Imp
lem
enti
ng
ac
tors
Tim
e fr
ame
Cos
t es
tim
ates
(K
shs
mil
lion
)
1.A
ctiv
e le
ak
dete
ctio
nR
educ
tion
of
NR
W
(phy
sica
l)
22%
to17
%
i. C
arry
out
leak
sco
utin
g fo
r ph
ysic
al le
aks
iden
tific
atio
n an
d do
cum
enta
tion
Doc
umen
ted
leak
sTD
, NR
WM
cont
inuo
us2
ii.
Car
ry o
ut p
ilot s
tudi
es in
, Lor
esho
, Plo
t 10,
R
uai a
nd C
BD
Stu
dy r
epor
tsTD
, NR
WM
Dec
embe
r 20
1525
iii. R
epai
r al
l rep
orte
d an
d vi
sibl
e le
aks
wit
hin
stip
ulat
ed r
espo
nse
tim
esLe
ak r
epai
r re
port
sTD
, O&
MM
N
RW
MC
onti
nuou
s75
0
iv.
Rev
iew
and
impl
emen
t wor
k pr
oced
ures
an
d in
stru
ctio
n fo
r ne
w c
onne
ctio
ns a
nd
leak
rep
airs
Doc
umen
ted
wor
k pr
oced
ures
and
in
stru
ctio
n
O&
MM
NR
WM
June
201
40
2.P
ress
ure
man
agem
ent
Red
ucti
on in
le
akag
esi.
Eval
uate
per
form
ance
of e
xist
ing
pres
sure
zo
nes
Eval
uati
on r
epor
tN
RW
M, O
&M
MJu
ne 2
019
57
ii.
Con
duct
net
wor
k pr
essu
re s
urve
y to
info
rm
acti
ve le
akag
e de
tect
ion
and
impl
emen
t th
e fin
ding
s
Pre
ssur
e su
rvey
re
port
sN
RW
M, O
&M
MJu
ne 2
019
203
3.A
sset
m
anag
emen
tR
educ
tion
of
wat
er lo
sses
i. P
rocu
re a
nd o
pera
tion
aliz
e G
IS a
nd
empl
oy q
ualif
ied
staf
fO
pera
tion
al G
ISTD
, NR
WM
Dec
embe
r 20
1521
ii.
Dev
elop
Ass
et M
anag
emen
t Pol
icy,
S
yste
ms
and
Pla
nsA
sset
m
anag
emen
t po
licy
TD, E
M, N
RW
MD
ecem
ber
2015
4
iii. P
rocu
re A
sset
Man
agem
ent S
yste
m
Ass
et
Man
agem
ent
Sys
tem
TD, E
M, N
RW
MD
ecem
ber
2015
106
iv.
Con
duct
ass
et v
alua
tion
Valu
atio
n re
port
TD, E
M, N
RW
MD
ecem
ber
2019
250
4.Q
uant
ify
the
wat
er
dist
ribu
ted
into
th
e zo
nes
Inc
rem
en
tal
sale
s gr
owth
i.
Inst
alla
tion
of D
istr
ict M
eter
sN
o. o
f Dis
tric
t m
eter
s in
stal
led
CD
, TD
, NR
W-M
June
201
515
7
Nai
robi
Cit
y W
ater
and
Sew
erag
e C
ompa
ny S
trat
egic
Pla
n 20
14/1
5 –
2018
/19
33
S.N
O.
Str
ateg
yEx
pec
ted
ou
tpu
t(s)
Pro
pos
ed a
ctio
ns
Ou
tpu
t in
dic
ator
(s)
Imp
lem
enti
ng
ac
tors
Tim
e fr
ame
Cos
t es
tim
ates
(K
shs
mil
lion
)
5.Im
prov
e m
eter
ac
cura
cyIn
cre
me
nta
l sa
les
grow
th
i. M
eter
rig
ht s
izin
g N
o. o
f met
ers
righ
t si
zed.
CD
, NR
W-M
June
201
912
ii. R
epla
ce a
ll fa
ulty
met
ers
No.
of m
eter
s re
plac
edC
D, R
Ms
Con
tinu
ous
840
iii. M
eter
test
ing
and
calib
rati
onN
o. o
f met
ers
test
ed &
Cal
ibra
ted
CD
, NR
W-M
,C
onti
nuou
s3
iv.
Sec
ure
New
con
nect
ion
mat
eria
lsM
ater
ials
ava
ilabl
e C
D, S
CM
cont
inuo
us10
0
v. R
epla
ce a
ll m
eter
s 10
yea
rs a
nd o
lder
N
o. o
f met
ers
repl
aced
CD
, RM
sC
onti
nuou
s30
0
vi. I
nsta
ll A
MR
s fo
r la
rge
cons
umer
sA
MR
s in
stal
led
CD
, NR
WM
cont
inuo
us13
0
vii.
Sea
l all
cust
omer
met
ers
No.
of m
eter
s se
aled
CD
, RM
sC
onti
nuou
s20
viii.
In
stal
l 4,0
00 P
repa
id m
eter
s in
In
form
al s
ettl
emen
tsN
o of
met
ers
inst
alle
dTD
cont
inuo
us60
ix. I
nsta
ll ad
diti
onal
MT
Ben
ches
No.
of M
T be
nche
s in
stal
led
CD
, NR
W-M
Dec
-16
20
x.
Inst
all m
eter
rep
air
benc
h a
nd c
omm
ence
m
eter
rep
airs
Inst
alle
d re
pair
be
nch
CD
, NR
W-M
Dec
-15
8
xi.
Trai
ning
and
ben
ch m
arki
ng fo
r N
RW
re
duct
ion
staf
fN
o. o
f sta
ff tr
aine
dC
D, D
HR
A,
NR
W-M
Con
tinu
ous
47
6.D
evel
op
auth
enti
c cu
stom
er d
ata
base
Inc
rem
en
tal
sale
s gr
owth
i.
Dev
elop
ac
cept
able
da
ta
gath
erin
g pr
oced
ures
and
pro
cess
es fo
r ad
opti
onA
vaila
ble
Pro
cedu
res
CD
, RM
s, IC
T-D
Dec
embe
r 20
14 0
ii.
Dat
a cl
ean
upN
o. o
f cle
aned
cu
stom
er r
ecor
dsC
D, R
Ms,
TD
Con
tinu
ous
100
Nai
robi
Cit
y W
ater
and
Sew
erag
e C
ompa
ny S
trat
egic
Pla
n 20
14/1
5 –
2018
/19
34
TH
EME
4:
WA
STEW
AT
ER M
AN
AG
EMEN
TO
bje
ctiv
e: T
o ef
ficie
ntly
col
lect
, con
vey,
trea
t and
dis
pose
off
400
,000
m3 p
er d
ay o
f was
tew
ater
in a
n en
viro
nmen
tally
frie
ndly
man
ner
by 2
018/
19S
.NO
.S
trat
egy
Exp
ecte
d
outp
ut(
s)P
rop
osed
act
ion
s O
utp
ut
ind
icat
or(s
) Im
ple
men
tin
g
acto
rs
Tim
e fr
ame
Cos
t es
tim
ates
(K
shs
mil
lion
)1.
Pre
vent
ive
mai
nten
ance
of
sew
erag
e in
fras
truc
ture
Enha
nced
sy
stem
cap
acit
y ut
iliza
tion
Red
uced
sew
er
over
flow
s
Ret
aine
d ca
paci
ty
Con
trol
led
qual
ity
of
indu
stri
al a
nd
trad
e fa
cilit
ies
disc
harg
es
i. R
evie
w a
nd im
plem
ent e
xist
ing
prev
enti
ve m
aint
enan
ce p
lans
A p
reve
ntiv
e m
anua
l/sc
hedu
le
in p
lace
and
ad
here
d to
TD, E
&C
M, R
Ms
Jan
2015
1,2
00
ii.
Enha
nced
sur
veill
ance
to d
eter
in
tent
iona
l blo
ckag
es/i
llega
l se
wer
con
nect
ions
Km
s su
rvey
edTD
, E&
CM
, RM
s /S
MJa
n 20
15 a
nd
cont
inuo
us50
iii.
Lice
nse
and
mon
itor
pri
vate
ex
haus
ters
No.
lice
nsed
TD, E
&C
MJu
ly 2
014
and
Con
tinu
ous
25
iv.
Lice
nse
and
mon
itor
eff
luen
ts
from
indu
stri
es a
nd tr
ade
faci
litie
s
No.
lice
nsed
TD, E
&C
MJu
ly 2
014
and
Con
tinu
ous
25
v.
Pre
pare
and
impl
emen
t a F
OG
pr
ogra
mm
eFO
G p
rogr
amm
e in
pl
ace
TD, E
&C
M, R
Ms
Janu
ary
2015
25
vi.
Rev
iew
and
ope
rati
onal
ize
a pr
oced
ure
for
new
sew
er
conn
ecti
on
Pro
cedu
re
oper
atio
naliz
edTD
, E&
CM
, RM
s, E
MJu
ne 2
015
5
vii.
Impl
emen
t Ass
et m
anag
emen
t of
sew
erag
e in
fras
truc
ture
Pla
n in
pla
ce a
nd
oper
atio
naliz
edTD
, E&
CM
, EM
June
201
610
0
viii.
Pro
cure
add
itio
nal f
our
flush
ing
unit
s, fo
ur e
xhau
ster
s, s
ix
exca
vato
rs, o
ne c
raw
lers
, six
tr
ucks
, wor
king
tool
s, P
PEs
,
Add
itio
nal n
o. in
pl
ace
TD, E
&C
M, O
&M
, SC
MJu
ne 2
019
510
ix.
Mai
ntai
n sa
fety
sto
ck le
vels
of
mai
nten
ance
mat
eria
ls a
nd
spar
es
Mat
eria
ls a
nd
spar
es r
etur
nsTD
, E&
CM
, SC
MJu
ly 2
015
and
Con
tinu
ous
1,00
0
x.
Rev
iew
and
ope
rate
in
acco
rdan
ce w
ith
the
oper
atio
ns
man
uals
Ope
rati
onal
ized
m
anua
lsTD
, E&
CM
, RM
sJu
ne 2
015
xi.
Map
ping
of s
ewer
ove
rflo
w
pron
e ar
eas
Sew
er o
verf
low
m
apTD
, E&
CM
, RM
s, E
MJu
ne 2
016
1
xii.
Lobb
y w
ith
the
Cou
nty
Gov
t to
secu
re th
e se
wer
way
leav
es
and
land
des
igna
ted
for
sew
age
trea
tmen
t pla
nts
Min
utes
of
mee
ting
sTD
, E&
CM
, EM
June
201
610
Nai
robi
Cit
y W
ater
and
Sew
erag
e C
ompa
ny S
trat
egic
Pla
n 20
14/1
5 –
2018
/19
35
S.N
O.
Str
ateg
y Ex
pec
ted
ou
tpu
t(s)
Pro
pos
ed a
ctio
ns
Ou
tpu
t in
dic
ator
(s)
Imp
lem
enti
ng
ac
tors
T
ime
fram
eC
ost
esti
mat
es
(Ksh
s m
illi
on)
2.W
aste
wat
er
qual
ity
and
abus
e m
onit
orin
g
Enha
nced
pr
oces
s an
d qu
alit
y co
ntro
l
i. D
evel
op a
nd im
plem
ent
pollu
ter
pay
prin
cipl
e (P
PP
)A
ppro
ved
and
oper
atio
naliz
ed
3P p
olic
y
TD, E
&C
M,
July
201
750
ii.
Mon
itor
the
was
te q
ualit
y th
roug
hout
the
trea
tmen
t and
di
spos
al p
roce
sses
incl
usiv
e of
the
rive
r di
scha
rge
poin
ts.
Ana
lysi
s re
port
sTD
, QA
MJu
ly 2
014
and
cont
inuo
us
30
iii.
Reh
abili
tate
, equ
ip a
nd
accr
edit
the
was
tew
ater
la
bora
tori
es
Acc
redi
ted
was
te-w
ater
La
bora
tori
es
TD, Q
AM
, EM
, IS
O-M
June
201
650
3.Ed
ucat
ion
and
advo
cacy
ca
mpa
igns
Min
imiz
ed
mis
use
of
sew
erag
e sy
stem
i. P
repa
re e
duca
tion
mat
eria
ls/
broc
hure
sM
ater
ials
pr
epar
edTD
/CD
Dec
201
48
ii.
Hol
d se
nsit
izat
ion
foru
ms
No.
of f
orum
s he
ldTD
/CD
Con
tinu
ous
12
Nai
robi
Cit
y W
ater
and
Sew
erag
e C
ompa
ny S
trat
egic
Pla
n 20
14/1
5 –
2018
/19
36
S.N
O.
Str
ateg
y Ex
pec
ted
ou
tpu
t(s)
Pro
pos
ed a
ctio
ns
Ou
tpu
t in
dic
ator
(s)
Imp
lem
enti
ng
ac
tors
T
ime
fram
eC
ost
esti
mat
es
(Ksh
s m
illi
on)
4.Ex
pans
ion
and
reha
bilit
atio
n of
ex
isti
ng n
etw
ork
Incr
ease
d se
wer
co
vera
ge b
oth
in
term
s of
are
a an
d po
pula
tion
Incr
ease
d ca
paci
ty
of S
ewag
e Tr
eatm
ent P
lant
s
i. D
evel
op a
nd im
plem
ent a
sew
er
revo
lvin
g fu
ndR
evol
ving
fund
in
plac
eTD
, E&
CM
, EM
,Ju
ne 2
017
250
ii.
Dup
licat
ion
of N
jiru-
Rua
i tru
nk
mai
nsK
M la
idTD
, EM
June
201
850
0
iii.
Des
ign
and
cons
truc
t Sew
er
reti
cula
tion
s in
Zim
mer
man
, K
asar
ani,
Mw
iki,
Kaw
angw
are,
R
irut
a, D
agor
eti,
kaha
wa
wes
t,
Emba
kasi
, upp
erhi
ll
KM
laid
TD, E
M
June
201
9
6,
800
iv.
Con
stru
ctio
n of
var
ious
truc
k se
wer
s (E
mba
kasi
, Rua
i, M
ihan
go, K
amit
i Nor
th, K
amit
i S
outh
, Sow
eto,
Mat
undu
, G
itat
huru
, Upp
er P
arkl
ands
Trun
k se
wer
s in
pl
ace
TD, E
MJu
ne 2
019
1,59
5
v.
Reh
abili
tati
on o
f Kar
ioba
ngi
Sew
erag
e P
lant
Pla
nt r
ehab
ilita
ted
TD, E
MJu
n-19
200
vi.
Reh
abili
tati
on a
nd e
xpan
sion
of
DES
TWP
lant
reh
abili
tate
dTD
, EM
June
201
9
2,
500
vii.
Reh
abili
tati
on a
nd e
xpan
sion
of
Kar
en P
onds
Pla
nt r
ehab
ilita
ted
TD, E
MJu
ne 2
019
100
viii.
Reh
abili
tati
on o
f Mat
hare
Tru
nk
sew
erK
M la
idTD
, EM
Ju
ne 2
019
ix.
Dev
elop
pol
icy
for
Pri
vate
-Pub
lic
Par
tner
ship
s in
sew
er e
xpan
sion
Pol
icy
in p
lace
TD, E
MJu
ne 2
015
2.5
x.
Rev
iew
and
impl
emen
t pr
oced
ure
for
Pri
vate
ly
Dev
elop
ed S
ewer
s (P
DS
)
oper
atio
naliz
ed
Pro
cedu
reTD
, EM
June
201
51
xi.
Impl
emen
t the
follo
win
g in
info
rmal
set
tlem
ents
:
•50
KM
sew
er e
xten
sion
KM
laid
TD, E
M
June
201
91,
500
•50
abl
utio
n bl
ocks
No.
bui
ltTD
, EM
Ju
ne 2
019
150
•2,
000
sew
er c
onne
ctio
nsN
o. in
stal
led
TD, E
M
June
201
944
•40
0 st
anda
lone
toile
tsN
o. b
uilt
TD, E
M
June
201
9
24
0
Nai
robi
Cit
y W
ater
and
Sew
erag
e C
ompa
ny S
trat
egic
Pla
n 20
14/1
5 –
2018
/19
37
S.N
O.
Str
ateg
y Ex
pec
ted
ou
tpu
t(s)
Pro
pos
ed a
ctio
ns
Ou
tpu
t in
dic
ator
(s)
Imp
lem
enti
ng
ac
tors
T
ime
fram
eC
ost
esti
mat
es
(Ksh
s m
illi
on)
5.R
euse
of
back
was
h an
d fin
al e
fflu
ent
Red
uced
pr
oduc
tion
lo
sses
Mee
t co
mpl
ianc
e re
quir
emen
ts
i. C
onst
ruct
bac
kwas
h re
use
syst
em in
clus
ive
of c
akin
g an
d di
spos
al o
f the
slu
dge
at th
e th
ree
wat
er tr
eatm
ent
plan
ts
Qua
ntit
y an
d qu
alit
y of
wat
er
re-c
ircu
late
d
Tonn
age
of
slud
ge d
ispo
sed
TD, Q
AM
, EM
, PM
June
201
920
0
6.C
ompl
ianc
e to
reg
ulat
ory
requ
irem
ent o
n w
aste
wat
er
Sys
tem
ope
rate
at
opt
imum
ca
paci
ty
Ope
rati
ons
com
ply
to
regu
lato
ry
stan
dard
s
i. Im
plem
enta
tion
of E
MS
EMS
Cer
tific
atio
nTD
, IS
O, E
CM
, Ju
ne 2
017
20
ii.
Ann
ual e
nvir
onm
enta
l aud
it
prog
ram
mes
Ann
ual E
MP
s
TD, E
CM
July
201
4 an
d co
nt.
Dec
. 201
4
25
iii.
EIA
/EA
on
new
pro
ject
s an
d EI
A N
EMA
Rep
orts
iv.
Dev
elop
and
impl
emen
t en
viro
nmen
tal q
ualit
y
No.
of E
IA
Lice
nses
No
of r
epor
ts
revi
ewed
App
rove
d po
licy
25
7.Im
plem
ent
Pol
lute
r P
ay
Pri
ncip
le (P
PP
)
Impr
oved
qu
alit
y of
in
fluen
t
Rev
iew
the
PP
P p
olic
yU
pdat
ed p
olic
yTD
/FD
Dec
201
4Ex
ecut
e th
e P
PP
pol
icy
Pol
icy
oper
atio
nal
TD/F
DC
onti
nuou
s
8.Em
brac
e ap
prop
riat
e te
chno
logy
Ope
rati
ons
effic
ienc
yId
enti
fy, d
ocum
ent a
nd
prio
riti
se a
reas
of a
utom
atio
n in
w
aste
wat
er o
pera
tion
s
Rec
omm
ende
d A
utom
atio
n ar
eas
TD, E
CM
, IC
TD,
QA
MJu
ne 2
016
8
9.Ex
plor
e po
ssib
iliti
es
of a
cces
sing
C
arbo
n C
redi
ts
Ope
rati
ons
effic
ienc
yEn
ergy
gen
erat
ion
– M
etha
ne
prod
ucti
on in
the
trea
tmen
t pla
ntM
egaw
atts
of
ener
gy p
rodu
ced
TD, E
CM
, O&
MJu
ne 2
019
50
10W
aste
wat
er
recy
clin
gA
lter
nati
ve
way
s of
us
ing
trea
ted
was
tew
ater
Car
ry o
ut fe
asib
ility
stu
dyFe
asib
ility
Stu
dy
Rep
ort
TD/R
&D
June
201
7
10
Nai
robi
Cit
y W
ater
and
Sew
erag
e C
ompa
ny S
trat
egic
Pla
n 20
14/1
5 –
2018
/19
38
TH
EME
5:
REV
ENU
E G
RO
WT
H A
ND
CU
STO
MER
LO
YA
LTY
Ob
ject
ive
1: T
o gr
ow th
e sa
les
volu
me
from
60%
to 8
4% o
f the
pro
duct
ion
by J
une
2019
.
S.N
O.
Str
ateg
yEx
pec
ted
O
utp
ut
Act
ivit
ies
Ou
tpu
t In
dic
ator
sIm
ple
men
tin
g
Act
ors
Tim
e Fr
ame
Cos
t es
tim
ates
(K
shs
mil
lion
)
1.G
ener
ate
tim
ely
and
accu
rate
bi
lls
Inc
rem
en
tal
sale
s gr
owth
i.
Inst
all 2
0,00
0 N
o. A
MR
s fo
r H
C a
ccou
nts
No.
of A
MR
m
eter
s in
stal
led
CD
, IC
T-D
, TD
By
June
201
9
1,
000
ii.
Use
mob
ile te
chno
logy
to
tran
smit
met
er r
eadi
ngs
An
oper
atio
nal
soft
war
eC
D, I
CT-
DB
y D
ecem
ber
2014
20
iii.
Use
of G
IS to
map
all
met
ers
No.
of m
eter
s m
appe
d to
GIS
RM
, Eng
. M, I
CT-
DB
y D
ecem
ber
2014
20
iv.
Acq
uisi
tion
of a
rob
ust b
illin
g sy
stem
.O
pera
tion
al
Bill
ing
syst
emC
D, I
CT-
DB
y D
ecem
ber
2014
400
v.
Intr
oduc
tion
of e
-bill
ing
No.
of e
-bill
sC
D, I
CT-
DB
y D
ecem
ber
2014
30
2.G
row
the
num
ber
of H
igh
Con
sum
ers
acco
unts
Inc
rem
en
tal
sale
s gr
owth
Id
enti
fy p
oten
tial
HC
sA
min
imum
of
20,
000
HC
s In
crea
sed
No.
of n
ew H
Cs
RM
, CB
MB
y Ju
ne 2
019
0
3.Im
plem
ent a
nd
cont
inuo
usly
re
view
met
er
man
agem
ent
polic
y
Inc
rem
en
tal
sale
s gr
owth
i.
Cre
ate
a st
andi
ng c
omm
itte
e to
mon
itor
the
impl
emen
tati
on
and
effe
ctiv
enes
s of
the
polic
y
A w
orki
ng
com
mit
tee
CD
By
June
201
42
ii.
Trai
ning
of a
rtis
ans
No.
of a
rtis
ans
trai
ned
DH
RA
, CD
, TD
By
June
201
45
iii.
Rep
lace
all
met
ers
olde
r th
an
10 y
ears
.N
o. o
f met
ers
chan
ged.
RM
, CD
By
June
201
930
0
4.Im
plem
ent t
he
toke
n ba
sed
pre-
paid
met
ers
in th
e in
form
al
sett
lem
ents
Inc
rem
en
tal
sale
s gr
owth
i.
Inst
all t
oken
bas
ed p
re-p
aid
met
ers
No.
of p
re-p
aid
met
ers
inst
alle
d in
info
rmal
se
ttle
men
ts
RM
, CD
By
June
201
9
150
Nai
robi
Cit
y W
ater
and
Sew
erag
e C
ompa
ny S
trat
egic
Pla
n 20
14/1
5 –
2018
/19
39
Ob
ject
ive
2: T
o in
crea
se th
e cu
stom
er b
ase
from
280
,000
to 4
00,0
00 b
y Ju
ne 2
019
S.N
O.
Str
ateg
yEx
pec
ted
O
utp
ut
Act
ivit
ies
Ou
tpu
t In
dic
ator
sIm
ple
men
tin
g
Act
ors
Tim
e Fr
ame
Cos
t es
tim
ates
(K
shs
mil
lion
)1.
Dev
elop
bu
sine
ss
mar
keti
ng/
deve
lopm
ent
unit
s
Incr
emen
tal
sale
s gr
owth
i.
Dev
elop
bus
ines
s de
velo
pmen
t/ m
arke
ting
co
ncep
t pap
er fo
r m
anag
emen
t app
rova
l
App
rove
d co
ncep
t C
D, D
HR
AB
y Ju
ne 2
014
2
ii.
Impl
emen
t the
app
rove
d co
ncep
tO
pera
tion
al
busi
ness
uni
tsC
DB
y D
ecem
ber
2014
20
2.Im
plem
enta
tion
of
soc
ial
conn
ecti
on
polic
y in
th
e in
form
al
sett
lem
ents
Incr
emen
tal
sale
s gr
owth
i.
Iden
tify
are
as s
uite
d fo
r so
cial
co
nnec
tion
pol
icy
No.
of
conn
ecti
ons
unde
r th
e po
licy
RM
, IS
-M, C
D, T
DC
onti
nuou
s50
3.R
evie
w a
nd
adop
t eff
ecti
ve
cont
ract
ing
proc
esse
s (E
nsur
e co
nnec
tion
to
the
last
mile
)
Incr
emen
tal
sale
s gr
owth
i.
Car
ry o
ut, a
dopt
and
im
plem
ent t
he r
evie
wed
pr
oces
s
Ado
pted
co
ntra
ctin
g pr
oced
ures
CD
, TD
By
June
201
45
Nai
robi
Cit
y W
ater
and
Sew
erag
e C
ompa
ny S
trat
egic
Pla
n 20
14/1
5 –
2018
/19
40
Ob
ject
ive
3: T
o in
crea
se c
usto
mer
sat
isfa
ctio
n le
vel f
rom
69%
to 9
0% b
y Ju
ne 2
019
S.N
O.
Str
ateg
yEx
pec
ted
O
utp
ut
Act
ivit
ies
Ou
tpu
t In
dic
ator
sIm
ple
men
tin
g
Act
ors
Tim
e Fr
ame
Cos
t es
tim
ates
(K
shs
mil
lion
)
1.P
rovi
de q
ualit
y an
d re
liabl
e cu
stom
er
serv
ice
Incr
emen
tal
sale
s gr
owth
i.
To c
onti
nuou
sly
revi
ew a
nd
adhe
re to
the
cust
omer
se
rvic
e ch
arte
r
% c
ompl
ianc
e le
vel
CD
Con
tinu
ous
15
ii.
Cus
tom
er /
mob
ile c
linic
sN
o. o
f cus
tom
er
care
clin
ics
CD
, RM
Con
tinu
ous
50
iii.
Ann
ual s
take
hold
er
wor
ksho
pW
orks
hop
repo
rtC
DA
nnua
l15
iv.
Con
duct
cus
tom
er
perc
epti
on s
urve
y w
ith
appr
opri
ate
sam
ple
size
s an
d ad
dres
s th
e ga
ps
Per
cept
ion
surv
ey
repo
rt
CD
Ann
ual
40
v.
Leve
ragi
ng c
omm
unic
atio
ns
wit
h IC
T. (B
ulk
SM
Ss,
Cal
l C
entr
e, M
aji V
oice
Cus
tom
er
feed
back
CD
Con
tinu
ous
50
vi.
Dev
elop
com
pete
ncie
s of
cu
stom
er c
are
team
sN
o. o
f tra
ined
cu
stom
er c
are
staf
f
CD
, DH
RA
Dec
embe
r 20
145
vii.
Dev
olve
cus
tom
er c
are
serv
ices
to z
onal
are
asN
o. o
f ope
rati
onal
zo
nal c
usto
mer
ca
re c
entr
es
CD
, RM
, DH
RA
Dec
embe
r 20
1450
Nai
robi
Cit
y W
ater
and
Sew
erag
e C
ompa
ny S
trat
egic
Pla
n 20
14/1
5 –
2018
/19
41
S.N
O.
Str
ateg
yEx
pec
ted
O
utp
ut
Act
ivit
ies
Ou
tpu
t In
dic
ator
sIm
ple
men
tin
g
Act
ors
Tim
e Fr
ame
Cos
t es
tim
ates
(K
shs
mil
lion
)
2.En
hanc
e st
akeh
olde
r en
gage
men
t
Effe
ctiv
e co
mm
unic
atio
n w
ith
stak
ehol
ders
i. C
aptu
re c
usto
mer
tele
phon
e nu
mbe
rsN
o. o
f tel
epho
ne
no. c
aptu
red
CD
, RM
Con
tinu
ous
5
ii.
Rev
iew
and
impl
emen
t C
omm
unic
atio
n P
olic
y (C
P)
App
rove
d co
mm
unic
atio
n po
licy
CA
MJu
ly .2
014
1
iii.
Sen
siti
zati
on o
f sta
ff o
n C
omm
unic
atio
n P
olic
y an
d st
anda
rds
No
of s
taff
se
nsit
ized
CA
M,
Con
tinu
ous
50
iv.
Rev
iew
and
impl
emen
t C
orpo
rate
Soc
ial
Res
pons
ibili
ty P
olic
y (C
SR
)
App
rove
d C
SR
P
olic
yC
SR
Pro
gram
s in
pl
ace
CA
MD
ec. 2
014
10
v.
Wat
er D
eman
d M
anag
emen
tN
o. o
f aw
aren
ess
cam
paig
nsC
AM
Ann
ually
30
vi.
Med
ia O
ut r
each
Med
ia b
rief
ing
min
utes
CA
MQ
uart
erly
20
vii.
Exte
rnal
/ Int
erna
tion
al
enga
gem
ent
Reg
istr
atio
ns/
pres
enta
tion
s du
ring
fora
, M
embe
rshi
p re
ceip
ts. S
uppo
rt
from
ass
ocia
tion
s
CA
MA
nnua
lly10
3.Im
plem
enta
tion
of
Qua
lity
Man
agem
ent
Sys
tem
(QM
S)
requ
irem
ents
Enha
nced
cu
stom
er
sati
sfac
tion
in
dex
i. Tr
aini
ng a
nd d
evel
opin
g co
mpe
tenc
es o
f int
erna
l qu
alit
y au
dito
rs
Inte
rnal
qua
lity
audi
tors
trai
ned
MR
Con
tinu
ous
40
ii.
Car
ryin
g ou
t reg
ular
inte
rnal
an
d ex
tern
al q
ualit
y au
dits
Aud
it r
epor
tsM
RC
onti
nuou
s20
iii.
Hol
ding
reg
ular
m
anag
emen
t rev
iew
sM
inut
es o
f rev
iew
m
eeti
ngs
MR
Con
tinu
ous
5
Nai
robi
Cit
y W
ater
and
Sew
erag
e C
ompa
ny S
trat
egic
Pla
n 20
14/1
5 –
2018
/19
42
TH
EME
6:
FIN
AN
CIA
L ST
EWA
RD
SHIP
Ob
ject
ive
1: In
crea
se r
even
ue c
olle
ctio
n fr
om 9
4% to
98%
by
2018
/19
S.N
O.
Str
ateg
yEx
pec
ted
O
utp
ut
Act
ivit
ies
Ou
tpu
t In
dic
ator
sIm
ple
men
tin
g
Act
ors
Tim
e Fr
ame
Cos
t es
tim
ates
(K
shs
mil
lion
)
1.In
crea
sed
accu
rate
and
ti
mel
y bi
lling
Hig
h m
eter
re
adin
g ef
ficie
ncy
i. S
ubm
it a
ctua
l met
er re
adin
gM
eter
rea
ding
ef
ficie
ncy
CD
/IC
TDC
onti
nuou
s 0
Hig
h bi
lling
ef
ficie
ncy
ii.
Gen
erat
e an
d di
spat
ch b
ills
for
all a
ccou
nts
Bill
ing
effic
ienc
y25
0
2.In
crea
se
alte
rnat
ive
chan
nels
fo
r re
venu
e co
llect
ion
Incr
ease
d re
venu
e co
llect
ed
i. O
peni
ng n
ew p
ay p
oint
sN
umbe
r of
pay
po
ints
cre
ated
FD2
colle
ctio
n po
ints
per
ye
ar
13
ii.
Enga
ge a
ddit
iona
l age
ncie
s
3.Fu
lly
oper
atio
naliz
e th
e zo
ning
co
ncep
t (of
fices
fo
r ea
ch z
one)
Off
ices
for
all
zona
l off
icer
si.
Esta
blis
h of
fices
wit
hin
the
zone
sN
umbe
r of
zon
es
wit
h of
fices
D
HR
AB
y 20
15/2
016
12
4.U
se m
oder
n te
chno
logy
in
disc
onne
ctio
n
Incr
ease
d re
venu
ei.
Ben
chm
ark
to id
enti
fy
appr
opri
ate
mod
ern
tech
nolo
gy
Tech
nolo
gy
adop
ted
FD/I
CTD
By
2016
/201
75
ii.
Pro
cure
and
impl
emen
t id
enti
fied
tech
nolo
gy75
Nai
robi
Cit
y W
ater
and
Sew
erag
e C
ompa
ny S
trat
egic
Pla
n 20
14/1
5 –
2018
/19
43
Ob
ject
ive
2: In
crea
se c
urre
nt R
even
ue B
ase
by 6
8% (f
rom
KS
hs. 6
bill
ion
to 1
0.08
bill
ion)
by
2018
/201
9
S.N
O.
Str
ateg
yEx
pec
ted
O
utp
ut
Act
ivit
ies
Ou
tpu
t In
dic
ator
sIm
ple
men
tin
g
Act
ors
Tim
e Fr
ame
Cos
t es
tim
ates
(K
shs
mil
lion
)1
Und
erta
ke
revi
ew o
f wat
er
pric
es
Incr
ease
d re
venu
ei.
Rev
iew
tari
ffN
ew ta
riff
app
lied
FD/C
D20
14/2
015
10
ii. Im
plem
ent r
evie
wed
tari
ff
2D
iver
sify
re
venu
e so
urce
s
Incr
ease
d re
venu
ei.
Res
earc
h on
via
bilit
yN
umbe
r of
pro
ject
s im
plem
ente
dIC
TD/T
D20
18/2
019
50
ii. Im
plem
ent i
dent
ified
pro
ject
Ob
ject
ive
3: R
educ
e ac
coun
ts r
ecei
vabl
es o
f KS
hs. 9
bill
ion
to n
ot m
ore
than
4.5
bill
ion
by 2
018/
2019
S.N
O.
Str
ateg
yEx
pec
ted
O
utp
ut
Act
ivit
ies
Ou
tpu
t In
dic
ator
sIm
ple
men
tin
g
Act
ors
Tim
e Fr
ame
Cos
t es
tim
ates
(K
shs
mil
lion
)
1.R
evie
w a
nd
com
ply
wit
h de
bt
man
agem
ent
polic
y
Red
uced
deb
ti.
Deb
t aut
hent
icat
ion
The
debt
leve
lFD
Con
tinu
ous
5
ii.
Adj
ustm
ent o
f err
oneo
us
bills
5
iii.
Wri
te o
ff o
f deb
ts10
Ob
ject
ive
4: R
educ
e th
e le
vel o
f acc
ount
s pa
yabl
es fr
om K
Shs
. 3.9
bill
ion
to K
Shs
. 1.3
bill
ion
by 2
018/
19
S.N
O.
Str
ateg
yEx
pec
ted
O
utp
ut
Act
ivit
ies
Ou
tpu
t In
dic
ator
sIm
ple
men
tin
g
Act
ors
Tim
e Fr
ame
Cos
t es
tim
ates
(K
shs
mil
lion
)1.
Rev
iew
and
co
mpl
y w
ith
cred
it
man
agem
ent
polic
y
Fina
ncia
l S
usta
inab
ility
i. A
lloca
te fu
nds
to s
ettl
e ov
erdu
e pa
yabl
esTh
e cr
edit
leve
lFD
Con
tinu
ous
4,00
0
ii.
Adh
ere
to p
aym
ent
prov
isio
ns in
con
trac
ts0
Nai
robi
Cit
y W
ater
and
Sew
erag
e C
ompa
ny S
trat
egic
Pla
n 20
14/1
5 –
2018
/19
44
Ob
ject
ive
5: S
ecur
e ex
tern
al fu
ndin
g of
up
to K
shs
20 b
illio
n by
201
8/19
S.N
O.
Str
ateg
yEx
pec
ted
O
utp
ut
Act
ivit
ies
Ou
tpu
t In
dic
ator
sIm
ple
men
tin
g
Act
ors
Tim
e Fr
ame
Cos
t es
tim
ates
(K
shs
mil
lion
)
1.S
ourc
ing
for
exte
rnal
fin
anci
al
reso
urce
s
Fund
ed p
roje
cts
i. S
etti
ng o
f dep
artm
ent
Fund
s ac
cess
ed
Pro
ject
s fu
nded
FDB
y 20
15/2
016
20
ii.
Dev
elop
ing
a fu
ndin
g fr
amew
ork
6
iii.
Impl
emen
ting
fram
ewor
k2
2.En
gage
pri
vate
se
ctor
in
deve
lopm
ent
and
man
agem
ent
of w
ater
and
se
wer
age
infr
astr
uctu
re
Fund
ed p
roje
cts
i. D
evel
op a
pol
icy
on p
ublic
pr
ivat
e pa
rtne
rshi
psP
olic
y in
pla
ceFD
2018
/201
94
ii.
Enga
ge p
riva
te p
artn
ers
Num
ber
of
enga
ged
part
ners
Num
ber
of P
roje
cts
impl
emen
ted
5
Ob
ject
ive
6: E
nsur
e 10
0% a
utom
atio
n an
d in
tegr
atio
n of
all
busi
ness
pro
cess
es b
y Ju
ne 2
019
S.N
O.
Str
ateg
yEx
pec
ted
O
utp
ut
Act
ivit
ies
Ou
tpu
t In
dic
ator
sIm
ple
men
tin
g
Act
ors
Tim
e Fr
ame
Cos
t es
tim
ates
(K
shs
mil
lion
)
1.Im
prov
e bu
dget
ary
cont
rol
Ope
rati
onal
ef
ficie
ncy
i. Ex
plor
ing
outs
ourc
ing
non-
co
re s
ervi
ces
Num
ber
of
serv
ices
ou
tsou
rced
FD20
17/2
018
2
ii.
Enha
ncin
g b
udge
tary
co
ntro
l sys
tem
thro
ugh
inte
grat
ion
Opt
imal
leve
l of
over
head
cos
ts10
0
Nai
robi
Cit
y W
ater
and
Sew
erag
e C
ompa
ny S
trat
egic
Pla
n 20
14/1
5 –
2018
/19
45
S.N
O.
Str
ateg
yEx
pec
ted
O
utp
ut
Act
ivit
ies
Ou
tpu
t In
dic
ator
sIm
ple
men
tin
g
Act
ors
Tim
e Fr
ame
Cos
t es
tim
ates
(K
shs
mil
lion
)
2.Im
prov
e au
tom
atio
n le
vel f
rom
55%
to
100
%
Impr
oved
op
erat
iona
l ef
ficie
ncie
s
i. Ev
alua
tion
of e
xist
ing
syst
ems
Sys
tem
s ev
alua
tion
rep
ort
and
wor
k pl
an
ICTD
June
201
42
ii.
Iden
tific
atio
n of
op
port
unit
ies
for
auto
mat
ion
Gap
ana
lysi
s re
port
ICTD
Dec
201
4 an
d C
onti
nuou
s5
iii.
Upg
rade
the
iden
tifie
d sy
stem
sU
pgra
ded
syst
emIC
TDD
ec 2
014
5
iv.
Iden
tify
and
pro
cure
new
sy
stem
Com
mis
sion
ing
repo
rtIC
TDD
ec 2
015
50
v.
Fully
impl
emen
t sys
tem
s in
tegr
atio
nS
yste
ms
Inte
grat
ion
repo
rtIC
TDA
pr 2
016
5
Ob
ject
ive
7: T
o en
sure
100
% s
afet
y an
d op
tim
al u
tiliz
atio
n of
the
com
pany
res
ourc
es
S.N
O.
Str
ateg
yEx
pec
ted
ou
tpu
t(s)
Pro
pos
ed a
ctio
ns
Ou
tpu
t in
dic
ator
(s)
Imp
lem
enti
ng
Act
or
Tim
e fr
ame
Cos
t es
tim
ates
(K
shs
mil
lion
)
1S
tren
gthe
n in
tern
al
cont
rols
Effic
ient
and
Ef
fect
ive
busi
ness
pr
oces
ses
i. C
ondu
ct r
isk
asse
ssm
ent
Mon
thly
, Qua
rter
ly
and
annu
al
repo
rts
IAR
D,IA
MA
nnua
l3
ii.
Rev
iew
ris
k M
anag
emen
t Fr
amew
ork
Mon
thly
, Qua
rter
ly
and
annu
al
repo
rts
IAR
D,R
MA
nnua
l2
iii.
Und
erta
ke c
onti
nuou
s au
diti
ng a
nd m
onit
orin
g of
bus
ines
s pr
oces
ses
(thr
ough
aut
omat
ed
mon
itor
ing
syst
em)
Mon
thly
, Qua
rter
ly
and
annu
al
repo
rts
IAR
D/I
AM
Ann
ual
17
Aut
omat
ed
Sys
tem
in p
lace
Dec
. 201
4
Nai
robi
Cit
y W
ater
and
Sew
erag
e C
ompa
ny S
trat
egic
Pla
n 20
14/1
5 –
2018
/19
46
S.N
O.
Str
ateg
yEx
pec
ted
ou
tpu
t(s)
Pro
pos
ed a
ctio
ns
Ou
tpu
t in
dic
ator
(s)
Imp
lem
enti
ng
Act
or
Tim
e fr
ame
Cos
t es
tim
ates
(K
shs
mil
lion
)
2En
sure
bu
sine
ss
syst
ems
cont
inui
ty
Bus
ines
s co
ntin
uity
i. D
evel
op a
cor
pora
te
busi
ness
con
tinu
ity
stra
tegy
App
rove
d bu
sine
ss
cont
inui
ty
stra
tegy
MD
/FD
/IC
TDD
ec-1
45
ii.
Impl
emen
t Cor
pora
te
Bus
ines
s C
onti
nuit
y S
trat
egy
Impl
emen
tati
on
repo
rtB
oMJu
n-15
10
3P
rovi
sion
of
onsi
te s
ecur
ity
Red
ucti
on o
f th
eft o
f com
pany
pr
oper
ty
i. C
ondu
ct a
udit
of a
ll co
mpa
ny p
rope
rty
and
tag
them
No.
of p
rope
rty
tagg
edFD
/CS
Jun-
1510
ii.
Dev
elop
a c
ompa
ny a
sset
re
gist
er
Ass
et r
egis
ter
in
plac
eFD
/CS
Jun-
156
iii.
Rei
nfor
ce in
tern
al
secu
rity
ser
vice
s by
use
of
out
sour
ced
secu
rity
se
rvic
es
Hyb
rid
secu
rity
in
plac
eC
SA
nnua
lly10
iv.
Car
ry o
ut fo
rens
ic
inve
stig
atio
ns o
n th
eft
case
s
Inve
stig
atio
n re
port
sC
SC
onti
nuou
s5
v.
Use
of m
oder
n te
chno
logy
( C
CTV
, ala
rm s
yste
ms,
el
ectr
ic fe
nce,
bio
met
ric
syst
em)
Aut
omat
ed
secu
rity
sys
tem
in
plac
e
ICTD
/CS
Jun-
1520
vi.
Con
tinu
ous
surv
eilla
nce
and
colle
ctio
n of
in
telli
genc
e
Sur
veill
ance
an
d in
telli
genc
e R
epor
ts
CS
Con
tinu
ous
10
vii.
Arr
est a
nd p
rose
cuti
onN
o. o
f cas
es
repo
rted
for
pros
ecut
ion
CS
Con
tinu
ous
10
Nai
robi
Cit
y W
ater
and
Sew
erag
e C
ompa
ny S
trat
egic
Pla
n 20
14/1
5 –
2018
/19
47
S.N
O.
Str
ateg
yEx
pec
ted
ou
tpu
t(s)
Pro
pos
ed a
ctio
ns
Ou
tpu
t in
dic
ator
(s)
Imp
lem
enti
ng
Act
or
Tim
e fr
ame
Cos
t es
tim
ates
(K
shs
mil
lion
)
4O
btai
ning
in
sura
nce
cove
r fo
r as
sets
Bus
ines
s co
ntin
uity
i. C
lass
ify
com
pany
ass
ets
acco
rdin
g to
pot
enti
al r
isks
Ass
ets
risk
cl
assi
ficat
ion
regi
ster
DH
RA
Ann
ually
10
ii.
Pro
cure
insu
ranc
e se
rvic
es
for
Com
pany
ass
ets
Pol
icy
docu
men
tsD
HR
AA
nnua
lly20
5En
hanc
e im
plem
enta
tion
of
flee
t m
anag
emen
t sy
stem
Red
ucti
on in
fle
et o
pera
tion
al
cost
s
i. R
evie
w th
e fle
et
man
agem
ent s
yste
mM
ore
effic
ient
sy
stem
in p
lace
DH
RA
Con
tinu
ous
25
ii.
Impl
emen
t the
sys
tem
No.
of f
leet
bei
ng
trac
ked
0
TH
EME7
: H
UM
AN
RES
OU
RC
E M
AN
AG
EMEN
T
Ob
ject
ive
1: Im
prov
e st
aff p
rodu
ctiv
ity
leve
l fro
m 6
5% to
90%
by
June
201
9
S.N
O.
Str
ateg
yEx
pec
ted
ou
tpu
t(s)
Pro
pos
ed a
ctio
ns
Ou
tpu
t in
dic
ator
(s)
Imp
lem
enti
ng
ac
tor
Tim
e fr
ame
Cos
t es
tim
ates
(K
shs
mil
lion
)
1.U
nder
take
a
revi
ew a
nd
alig
nmen
t of t
he
orga
nogr
am
Effic
ienc
y an
d ef
fect
iven
ess
in
oper
atio
ns
Iden
tify
the
exis
ting
gap
s in
cu
rren
t str
uctu
reG
aps
iden
tifie
dD
HR
AS
ept 2
014
3
Pre
pare
a r
evis
ed s
truc
ture
that
al
igns
to th
e st
rate
gic
plan
New
str
uctu
re in
pl
ace
DH
RA
Jan
2015
2.C
arry
out
sta
ff
rati
onal
izat
ion
Opt
imum
pr
oduc
tivi
tyIm
plem
ent r
ecom
men
dati
ons
of th
e ap
prov
ed r
epor
tS
tatu
s of
im
plem
enta
tion
of
reco
mm
enda
tion
s
DH
RA
June
201
750
3.U
nder
take
m
anpo
wer
plan
ning
Opt
imum
st
affin
gi.
Dev
elop
and
impl
emen
t an
nual
man
pow
er
recr
uitm
ent p
lan
App
rove
d pl
anD
HR
AA
nnua
lly63
0
ii.
Rev
iew
and
impl
emen
t sta
ff
rete
ntio
n p
lan
No.
of s
taff
exi
ts
agai
nst s
et
stan
dard
DH
RA
Ann
ually
0
Nai
robi
Cit
y W
ater
and
Sew
erag
e C
ompa
ny S
trat
egic
Pla
n 20
14/1
5 –
2018
/19
48
S.N
O.
Str
ateg
yEx
pec
ted
ou
tpu
t(s)
Pro
pos
ed a
ctio
ns
Ou
tpu
t in
dic
ator
(s)
Imp
lem
enti
ng
ac
tor
Tim
e fr
ame
Cos
t es
tim
ates
(K
shs
mil
lion
)
4.U
nder
take
su
cces
sion
pl
anni
ng
Bus
ines
s co
ntin
uity
Rev
iew
and
impl
emen
t a
succ
essi
on p
lann
ing
polic
y P
olic
y in
pla
ce
and
bein
g im
plem
ente
d
DH
RA
June
201
60
5.Im
plem
ent
chan
ge
man
agem
ent
Opt
imum
pr
oduc
tivi
tyD
evel
op a
nd im
plem
ent
chan
ge m
anag
emen
t pro
gram
s N
o. tr
aine
d
Per
cept
ion
surv
eys
DH
RA
June
201
935
6.Im
plem
ent
perf
orm
ance
ba
sed
rem
uner
atio
n
Incr
ease
d pr
oduc
tivi
tyi.
Rev
iew
per
form
ance
m
anag
emen
t pol
icy
to in
clud
e re
tain
er
pay
plus
per
form
ance
ba
sed
com
mis
sion
s fo
r m
anag
emen
t sta
ff
Rev
ised
pe
rfor
man
ce
man
agem
ent
polic
y in
pla
ce
DH
RA
June
201
525
ii. R
evie
w a
nd s
tren
gthe
n pe
rfor
man
ce a
ppra
isal
sy
stem
Rev
ised
app
rais
al
syst
em in
pla
ceD
HR
AD
ec 2
015
Nai
robi
Cit
y W
ater
and
Sew
erag
e C
ompa
ny S
trat
egic
Pla
n 20
14/1
5 –
2018
/19
49
Ob
ject
ive
2: Im
prov
e em
ploy
ees’
sat
isfa
ctio
n fr
om 6
8% to
80%
by
June
201
9
S.N
O.
Str
ateg
yEx
pec
ted
ou
tpu
t(s)
Pro
pos
ed a
ctio
ns
Ou
tpu
t in
dic
ator
(s)
Imp
lem
enti
ng
ac
tor
Tim
e fr
ame
Cos
t es
tim
ates
(K
shs
mil
lion
)
1.U
nder
take
tr
aini
ng a
nd
deve
lopm
ent
Incr
ease
d pr
oduc
tivi
tyi.
Dev
elop
and
im
plem
ent a
car
eer
deve
lopm
ent p
olic
y
App
rove
d po
licy
DH
RA
June
201
560
0
ii.
Esta
blis
h tr
aini
ng
cale
ndar
/pla
n ba
sed
on th
e co
mpe
tenc
y as
sess
men
t of t
he
targ
et g
roup
s
App
rove
d an
nual
tr
aini
ng c
alen
dar
DH
RA
June
of e
very
ye
ar
iii.
Impl
emen
t co
mpe
tenc
y-ba
sed
appr
oach
to
trai
ning
and
car
eer
deve
lopm
ent
No.
trai
ned
DH
RA
Ann
ually
2.Im
prov
e w
ork
envi
ronm
ent
Incr
ease
d pr
oduc
tivi
tyi.
Impl
emen
t O
ccup
atio
nal H
ealt
h &
S
afet
y A
ct 2
007
No.
of a
ctiv
itie
s un
dert
aken
DH
RA
Con
tinu
ous
20
ii.
Und
erta
ke w
ork
envi
ronm
ent
sati
sfac
tion
sur
vey
Sur
vey
repo
rtD
HR
AA
nnua
lly
10
Nai
robi
Cit
y W
ater
and
Sew
erag
e C
ompa
ny S
trat
egic
Pla
n 20
14/1
5 –
2018
/19
50
TH
EME
8:
BRA
ND
EQ
UIT
Y A
ND
IN
STIT
UT
ION
AL
STR
ENG
TH
ENIN
G
Ob
ject
ive
1: T
o ha
ve a
Nai
robi
Cit
y W
ater
Tow
er in
pla
ce b
y Ju
ne 2
019
S.N
O.
Str
ateg
yEx
pec
ted
ou
tpu
t(s)
Pro
pos
ed a
ctio
ns
Ou
tpu
t in
dic
ator
(s)
Imp
lem
enti
ng
ac
tor
Tim
e fr
ame
Cos
t es
tim
ates
(K
shs
mil
lion
)
1.En
ter
in
publ
ic p
riva
te
part
ners
hips
Incr
ease
d re
sour
ces
Impr
oved
vi
sibi
lity
of th
e co
mpa
ny
Con
duct
a fe
asib
ility
stu
dy fo
r de
velo
pmen
t of N
airo
bi C
ity
Wat
er T
ower
Feas
ibili
ty s
tudy
re
port
MD
/TD
/FD
Jan
2015
20
Pre
pare
a d
etai
led
desi
gn fo
r th
e N
airo
bi C
ity
Wat
er T
ower
Des
ign
for
the
tow
er p
repa
red
MD
/TD
/FD
June
201
518
0
Iden
tify
and
eng
age
pote
ntia
l pr
ivat
e pa
rtne
rs to
par
tici
pate
in
dev
elop
men
t of t
he N
airo
bi
Cit
y W
ater
Tow
er
Am
ount
of f
unds
ge
nera
ted
MD
/FD
June
201
50
Und
erta
ke c
onst
ruct
ion
of th
e To
wer
Wat
er to
wer
in
deve
lope
dM
D/T
D/F
DJu
ne 2
019
2000
Ob
ject
ive
2: Im
prov
e th
e le
vel o
f bra
nd e
quit
y fr
om 3
5% to
100
% b
y 20
18/1
9
S.N
O.
Str
ateg
y Ex
pec
ted
ou
tpu
t(s)
Pro
pos
ed a
ctio
ns
Ou
tpu
t in
dic
ator
(s)
Imp
lem
enti
ng
act
or
Tim
e fr
ame
Cos
t es
tim
ates
(K
shs
mil
lion
)1
Har
mon
ise
bran
d eq
uity
w
ithi
n th
e co
mpa
ny
Uni
que
Com
pany
id
enti
ty
Rev
iew
of s
loga
ns, l
ogo
and
colo
ur c
odes
Har
mon
ized
br
and
equi
tyC
AM
2015
/16
250
2.
Enha
nce
posi
tive
pub
lic
imag
e
Cor
dial
re
lati
onsh
ip
wit
h cu
stom
ers
Impr
ove
on s
ervi
ce d
eliv
ery
and
qual
ity
Impr
ovem
ent i
n le
vel o
f cus
tom
er
sati
sfac
tion
MD
2015
/16
20
Nai
robi
Cit
y W
ater
and
Sew
erag
e C
ompa
ny S
trat
egic
Pla
n 20
14/1
5 –
2018
/19
51
Ob
ject
ive
3: S
tren
gthe
n C
ompa
ny’s
par
tner
ship
wit
h st
akeh
olde
rs a
t nat
iona
l, re
gion
al a
nd in
tern
atio
nal l
evel
s
S.N
O.
Str
ateg
y Ex
pec
ted
ou
tpu
t(s)
Pro
pos
ed a
ctio
ns
Ou
tpu
t in
dic
ator
(s)
Imp
lem
enti
ng
act
or
Tim
e fr
ame
Cos
t es
tim
ates
(K
shs
mil
lion
)
1S
eek
mem
bers
hip
in r
elev
ant
Ass
ocia
tion
s
Kno
wle
dge
shar
ing
and
proj
ects
’ su
ppor
t
Ren
ew o
f mem
bers
hip
Enro
ll in
oth
er r
elev
ant
Ass
ocia
tion
s
Num
ber
of
Ass
ocia
tion
s N
CW
SC
is
affil
iate
d to
MD
2018
/19
10
2.
Par
tici
pati
on
in r
elev
ant
cong
ress
es,
conf
eren
ces,
w
orks
hops
and
se
min
ars
Kno
wle
dge
shar
ing
and
capa
city
bu
ildin
g
Reg
istr
atio
n an
d S
ubsc
ript
ions
to
rel
evan
t pro
fess
iona
l bod
ies
No.
of
cong
ress
es,
conf
eren
ces,
w
orks
hops
an
d se
min
ars
NC
WS
C is
re
pres
ente
d
MD
2018
/19
30
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CHAPTER SIXFinancing the Strategic Plan
A cashier serving a customer
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6.0 Financing the Strategic Plan
6.1 Estimated CostsThis Strategic Plan has eight key result areas/themes and several strategic objectives. Each objective will involve implementation of certain activities. A total of Kshs. 42 billion will be required to implement the strategic plan over and above the regular operations expenditure. The estimated costs for implementation of the various objectives are as captured in Table 7.
Table 7: Summary of estimated strategic Plan implementation costs
Theme Objective Cost per objective (Kshs
million)
Cost per theme (Kshs
million)1. Enhanced and
sustainable quality water sources, production and storage
1. To enhance the water sources capacity to meet 2019 demand of 782,000m3/day by 2018/19
5,763
6,4882. To ensure 100% compliance to NCWSC water quality standard as adopted from WHO and KEBS 725
2. Optimized transmission and equitable distribution of quality water
To sustainably transmit and distribute 770,000m3/day by June 2019
_ 4,061
3. Reduction of Non Revenue Water
To reduce Non Revenue Water from 40% to 16% by June 2019 _ 3,215
4. Wastewater management
To efficiently collect, convey, treat and dispose off 400,000m3per day of wastewater in an environmentally friendly manner by 2018/19.
_ 17,322
5. Revenue growth and customer loyalty
1. To grow the sales volume from 60% to 84% of the production by June 2019.
1,927
2,4202. To increase the customer base from
280,000 to 400,000 by June 2019 77
3. To increase customer satisfaction level from 69% to 90% by June 2019 416
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Theme Objective Cost per objective (Kshs
million)
Cost per theme (Kshs
million)6. Financial
stewardship1. Increase revenue collection from
94% to 98% by 2018/19 355
4,804
2. Increase the current revenue base by 68% (from kshs.6 billion to Kshs. 10.08 billion) by 2018/19
60
3. Reduce accounts receivables of KShs. 9 billion to not more than 4.5 billion by 2018/19
20
4. Reduce the level of accounts payables from Kshs. 3.9 billion to Kshs. 1.3 billion by 2018/19
4,000
5. Secure external funding of up to Kshs 20 billion by 2018/19. 37
6. To ensure 100% automation and integration of all business processes by June 2019.
169
7. To ensure 100% safety and optimal utilization of company resources. 163
7. Human resource management
1. Improve staff productivity level from 65% to 90% by June 2019 743
1,3732. Improve employees’ satisfaction
level from 68% to 80% by June 2019 630
8. Brand equity and institutional strengthening
1. To have a Nairobi City Water Tower in place by June 2019 2,200
2,510
2. Improve the level of brand equity from 35% to 100% by 2018/19 270
3. Strengthen Company’s partnership with stakeholders at national, regional and international levels
40
Total 42,193
6.2 Sources of FundsThe funds for implementing the strategic plan will largely be from internally generated funds. This calls for proper pricing of water to ensure sustainability of water and sanitation services in the County. Proper pricing will also encourage consumers to conserve water and at the same time reach more customers.
The deficit is expected to be sourced from:i. Public private partnerships: A number of projects are earmarked to be financed through
public private partnerships. The projects include secondary and tertiary sewer reticulation system, water reticulation and NCWSC Water Hub (Tower).
ii. Development partners: The development partners are expected to support development of additional water sources including dams, water intake works, water treatment works, water trunk mains, distribution network in the City, trunk sewerage systems and sewer
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treatment works. In addition, the development partners are expected to support and finance a revolving fund that is anticipated to trigger rapid connectivity to water and sewer to consumers.
6.3 Management of FundsThe Company will concentrate its resources on the Plan priority areas so that there is efficiency and effectiveness. Through effective management the Company shall ensure that resource utilization is as intended. The Company shall continue to improve its financial and accounting system by investing in improvement of financial management systems and strengthening budgetary controls. Periodic reporting will also be enhanced and the reports used to monitor and control expenditure.
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CHAPTER SEVENInstitutional Structure
The Company’s Headquarters at Kampala Rd ,Nairobi
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7.0 Institutional Structure
7.1 The Board of DirectorsThe Board of Directors (BOD’s) role is to provide policy guidelines and oversight in the management of the Company. The Board has the responsibility to establish and maintain full and effective control over the strategic, financial and operational direction of the Company as well as ensuring compliance to policies, procedures and regulations.
The Board of Directors include eleven (11) members plus the Managing Director and the Company Secretary. The Board also has three committees: Finance, Administration and Communication; Technical, Commercial and ICT; and Audit , Risk and Governance.
7.2 Office of the Managing DirectorThe Managing Director (MD) shall ensure proper and efficient management of the day-to-day operations of Nairobi City Water and Sewerage Company under the policy guideline of the Board of Directors. The responsibilities of the MD will be to:
i. Interpret and implement the decisions of the Board;ii. Oversee the formulation and implementation of appropriate policies and procedures
within the Company;iii. Provide organizational leadership and supervision of all directorates/departments in order
to achieve the Company’s mandate; andiv. Spearhead various Company initiatives.
7.3 Directorates and DepartmentsTo spearhead implementation of the strategic plan there are seven Directorates headed by Functional Directors and one headed by Managing Director. These are Financial Services and Strategy, Technical, Commercial, Human Resource and Administration, Information Communication Technology, Internal Audit and Risk, Legal and Security Services and Managing Director’s Office. The functional Directorates are further divided into departments and sections. In addition to this structure, there are six regions headed by Regional Managers who report to the Managing Director.
7.4 The OrganogramThe organization structure for the company is as depicted below.
Figure 7: NCWSC’s Organogram
BOARD OF DIRECTORS
MANAGING DIRECTOR
INTERNAL AUDIT
DIRECTORATE
FINANCE DIRECTORATE
TECHNICAL DIRECTORATE
HR & ADMIN. DIRECTORATE
LEGAL & SECURITY SERVICESDIRECTORATE
COMMERCIAL DIRECTORATE
MANAGING DIRECTORS
DIRECTORATE
ICT DIRECTORATE
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CHAPTER EIGHTRisk Management and
Monitoring & Evaluation
Ruai treatment
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8.0 Risk Management and Monitoring & Evaluation and KPIs
8.1 Risk Management
The main objective of risk management is to reduce the likelihood of risk exposures and the impact thereon. The process involves identifying risk drivers, analyzing their causes, assessing their likelihood and impact, instituting the mitigation measures and monitoring and evaluation of the implementation.The company has developed a risk management framework which ensures the following: -
i. Significant strategic, operational, compliance and financial risks have been identified and prioritized.
ii. Management reports and information from internal and external auditors are reviewed and acted on promptly.
iii. Management is held accountable for continuously implementation of the risk management framework within the institution
iv. The Board of Directors oversees the overall implementation of the framework
8.2 Monitoring and Evaluation
8.2.1 Objectives of Monitoring and Evaluation (M & E)To be able to attain the desired outcome from the identified strategies, the business plan must be carefully implemented. Successful implementation of the plan requires clarifying decision rights, improving information flow, establishing the right motivators (incentives and sanctions) and structuring the organization to suit the strategies put in place. Further, there is need for an adequate M & E framework to be in place.
8.2.2 Monitoring and Evaluation (M & E) FrameworkThe following M & E framework will be put in place by NCWSC management in order to ensure implementation of the strategic plan:
v. An M & E committee comprising of representatives from all directorates has been established to oversee the implementation of the strategic plan.
vi. The M&E committee will hold monthly meetings to review the status of the strategic plan implementation.
vii. The M & E committee will be reporting quarterly to the Board of Management on the progress of the strategic plan implementation.
viii. The Board of Management will be reporting quarterly to the Board of Directors on the progress of the strategic plan implementation.
ix. The strategic plan will be reviewed annually. Towards this, the Company will engage services of an independent external expert to facilitate the review.
Note: The key performance indicators in section 8.3 will provide guidance on more objective review of the progress of the strategic plan implementation.
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8.3 Key Performance IndicatorsTable 8 shows the base Key Performance Indicators (KPIs) for 2013/14 and projections for financial and non-financial targets set for the years 2014/15 to 2018/19.
Table 8: Key performance indicators
KPI Unit
Level of achievement/Targets
2013/14 2014/15 2015/16 2016/17 2017/18 2018/191. Volume of water
abstracted m3/d 579,700 600,000 650,000 680,000 770,000 823,0002. Increased treated water
volume m3/d 552,800 560,000 615,000 650,000 700,000 782,0003. Volume of water
transmitted m3/d 512,000 522,000 540,000 550,000 680,000 770,0004. Volume of water sold m3/d 340,000 392,000 401,500 418,000 440,000 646,800
5. Level of water demand met
% 67 67 67 100 100
6. Non Revenue Water (physical losses)
% 21 20 18 16 13 10
7. Non Revenue Water (commercial losses)
% 18 10 9 8 7 6
8. Water qualitycompliance level – Plants (Residual Chlorine)
No. 91085 91085 91085 91085 91085 91085
9. Water qualitycompliance level – Plants (Residual Chlorine)
% 100 100 100 100 100 100
10. Water qualitycompliance level – Plants (Physico-chemical –pH, Color, Turbidity)
No. 91085 91085 91085 91085 91085 91085
11. Water quality compliance level Plants(Physico-chemical –pH, Color, Turbidity)
% 100 100 100 100 100 100
12. Water qualitycompliance level –Plants (Total Coliform and E.coli) No. 1800 2696 2696 2696 2696 2696
13. Water qualitycompliance level –Plants(Total Coliform and E.coli)
% 100 100 100 100 100 100
14. Improved efficiency inquality control process % 60 64 66 69 95 100
15. Water qualitycompliance level – Distribution (Residual Chlorine) No. 12,000 12734 13172 13415 16579 18769
16. Water qualitycompliance level – Distribution (Residual Chlorine) % 100 100 100 100 100 100
17. Number of samples collected – Distribution (Physico-chemical –pH, Color, Turbidity) No 12,000 12734 13172 13415 16579 18769
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KPI Unit
Level of achievement/Targets
2013/14 2014/15 2015/16 2016/17 2017/18 2018/1918. Water qualitycompliance
level - Distribution (Physico-chemical –pH, Color, Turbidity) % 100 100 100 100 100 100
19. Water qualitycompliance level – Distribution(Total Coliform and E.coli) No 6000 6355 6574 6696 8277 9372
20. Water qualitycompliance level – Distribution(Total Coliform and E.coli) % >95 >95 >95 >95 >95 >95
21. Hours of supply Hours
/day 18 18 18 24 24
22. Length of water pipelines extended in formal areas KM 12.3 10 8 10 20
23. Length of water pipelines rehabilitated in formal areas KM 1 0 50 150 150
24. Water reserviour cleaned No. 0 8 8 8 8 8
25. Construction of reserviours No. 0 0 0 0 1 1
26. Swabbing of transmission and distribution pipelines KM 0 20 36 36 36 36
27. Length of water lines laid in informal settlements KM 15 60 60 60 60 60
28. No. of Water kiosks constructed in informal settlements No. 10 10 10 10 10 10
29. No. Public prepaid meter installation in informal settlements No. 20 40 40 40 40 40
30. No. of water connection in informal settlements No. 100 4,000 4,000 4,000 4,000 4,000
31. Volume of wastewater conveyed m3 100,000 170,000 240,000 340,000 400,000
32. Volume of wastewater treated and disposed m3 100,000 170,000 240,000 340,000 400,000
33. Level of compliance to regulatory requirements on wastewater management % 30 50 70 90 100
34. Amount of power harnessed MW 0 0 0.1 0.2 0.3
35. Length of sewers laid in the Informal Settlements KM 10 10 10 10 10
36. No of Ablution blocks constructed in the informal settlements No. 12 10 10 10 10
37. No of sewer connections in informal settlements No. 2,000 2,000 2,000 2,000 2,000
38. No of standalone toilets in informal settlements No. 80 80 80 80 80
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KPI Unit
Level of achievement/Targets
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
39. Customer base No.
280,000
300,000
330,000
345,000
380,000
400,000
40. Customer Satisfaction level % 69 75 75 80 85 90
41. Revenue BaseKShs.
Bn. 6 9.45 9.5 9.7 9.8 10
42. Revenue collection level % 94.5 95 95 96 97 98
43. Reduce the accounts receivables
KShs. Bn. 9 8 7 6 5.5 4.5
44. Reduce the level of accounts payables
KShs. Bn. 3.9 3.0 2.5 2.0 1.5 1.3
45. Raising of external funding
KShs. Bn. 4 4 4 4 4
46. Level of adherence to annual budgets % 100 100 100 100 100 100
47. Level of recurrent costs as a % of revenue % 78 77 77 76 76 75
48. Level of automation % 55 80 80 90 100 100
49. Business systems continuity level % 40 70 100 100 100 100
50. Number of staff per 1,000 water connections No. 8.9 8.7 8.5 8.3 8.1 8
51. Level of public confidence % 68 70 73 76 78 80
52. Training & Development No. 2,800 2,800 2,800 2,800 2,800 2,80053. Level of employees
satisfaction % 68 75 75 77 79 80
54. Staff performance management % 65 70 75 80 85 90
55. Improve Level of Brand Equity % 35 45 60 75 85 100
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AN
NEX
1:
IMPL
EMEN
TA
TIO
N S
TA
TU
S O
F 2
01
0/1
1 –
20
14
/15
ST
RA
TEG
IC P
LAN
SN
O.
Str
ateg
ic
Th
emes
Str
ateg
ic
obje
ctiv
es
20
10-1
120
11-1
220
12-1
320
13-1
4 h
alf-
year
( J
uly
-D
ec20
13)
Un
it o
f m
easu
re
Targ
et
for
per
iod
Act
ual
% p
erf.
Targ
et
for
peri
odA
ctua
l%
per
f.
Targ
et
for
peri
odA
ctua
l%
per
f.
Targ
et
for
peri
odA
ctua
l%
pe
rf.
Ave
.%
perf
.
1 R
even
ue
Col
lect
ion
K
sh B
n.
5.5
4.29
78.0
0%5.
814.
9084
%6
5.32
488
.73%
3.00
2.98
99%
88%
2N
on-R
even
ue
Wat
er (
NR
W
Red
uce
NR
W f
rom
40
% t
o 30
% b
y 20
15.
%38
3710
2%36
3991
%34
39.8
85.4
%32
39.7
81%
90%
aR
epai
r of
lea
k
wit
hin
48h
rsH
rs48
3115
5%48
2320
9%48
78.4
61.2
2%48
7267
%12
3%
bR
epla
ce 1
00k
m o
f n
etw
ork
by
2015
KM
202.
454
12.2
7%20
1681
%20
5.71
328
.57%
105.
3353
%44
%
cIn
stal
l all
zon
al
met
ers
by
2015
No.
4433
75%
4211
26%
420
0.00
%42
00%
25%
3
wat
er s
up
ply
Pro
du
ctio
n le
vels
Mill
ion
m3
168
168
100
%16
7.7
177
106%
184
190.
410
3%10
0.4
100.
6410
0%10
2%a b
Con
stru
ct 1
25K
m
wat
er n
etw
ork
by
2015
KM
2527
107%
2514
.558
%25
29.8
119.
20%
12.5
5.33
43%
82%
4
Au
tom
atio
n/
Sys
tem
In
teg
rati
on-
Att
ain
50%
au
tom
atio
n o
f al
l op
erat
ion
s b
y 20
15(1
0% a
nn
ual
ly)
%10
096
96.0
0%92
7683
%23
1878
.26%
4037
93%
87%
5
Hu
man
R
esou
rce
Rat
ion
aliz
atio
n
and
Sta
ff
Pro
du
ctiv
ity
Con
du
ct J
ob
eval
uat
ion
, S
alar
y R
evie
w
& C
orp
orat
e R
estr
uct
uri
ng
im
med
iate
ly(b
y 20
10)
Sta
ff p
er
1,00
0 w
ater
&
Sew
er
conn
ecti
ons
55
100.
00%
55
100%
55
100.
00%
55
100%
100%
6
Com
pli
ance
, En
forc
emen
t an
d S
ecu
rity
Red
uce
In
cid
ence
s of
sec
uri
ty b
y 80
%
by
2010
%
100
8484
%10
090
90%
100
8282
.00%
100
7575
%83
%
7
Con
du
ct c
ust
omer
sa
tisf
acti
on s
urv
ey
ann
ual
ly%
50
7014
0%80
7796
%75
7510
0.00
%10
085
85%
105%
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SN
O.
Str
ateg
ic
Th
emes
Str
ateg
ic
obje
ctiv
es
20
10-1
120
11-1
220
12-1
320
13-1
4 h
alf-
year
( J
uly
-D
ec20
13)
Un
it o
f m
easu
re
Targ
et
for
per
iod
Act
ual
% p
erf.
Targ
et
for
peri
odA
ctua
l%
per
f.
Targ
et
for
peri
odA
ctua
l%
per
f.
Targ
et
for
peri
odA
ctua
l%
pe
rf.
Ave
.%
perf
.
8
was
te w
ater
/S
ewer
m
anag
emen
t
Con
stru
ct 6
0Km
of
sew
er li
ne
by
2015
KM
128
66%
123.
126
%12
8.2
68%
60.
345
6%42
%In
spec
t &
R
ehab
ilit
ate
250K
m
of s
ewer
lin
e b
y 20
15K
M50
11.3
23%
5043
86%
508.
417
. %25
1.22
65%
33%
Com
ply
wit
h R
egul
ator
y re
quir
emen
t by
2015
%
100
8888
%10
077
77%
100
8282
%10
087
87%
63%
9In
form
al
Set
tlem
ents
Impr
ove
Wat
er
cove
rage
by
5% b
y 20
15K
iosk
s25
2911
6%25
2184
%30
2480
.00%
123
25%
76%
10
Encr
oach
men
t on
way
leav
es,
Dam
s an
d
Cat
chm
ents
A
rea
Iden
tify
an
d
Rep
ort
encr
oach
ed
way
leav
es t
o A
thi
Wat
er s
ervi
ces
Boa
rd b
y 20
11%
10
0%
10
0%
10
0.00
%
100%
100%
11
Bu
sin
ess
Gro
wth
(D
iver
sifi
cati
on)
Sta
rt a
Wat
er
bot
tlin
g f
irm
by
2015
%
10
%10
%
NC
WS
C’s
ove
rall
per
form
ance
74
%
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ANNEX 2 - WATER AND SEWER EXTENSION AND REHABILITATION AND EQUIPMENT
PROJECT
NON-REVENUE WATER
(a) Reducing physical loses:
Metering:
Bulk and regional meters including chambers
Rehabilitation of production meters
Installation of meter benches
Replacement of consumer meters, Including pre-paid meters
Installation of High end consumer AMRS (1000)
Organizational strengthening:
Expertise support
Trainings/Benchmarking
GIS Equipment
Leak Detection Equipment
Electromagnetic Flow Meters
Pressure Reducing Valves
Flow and Pressure Loggers
Anti fraud gate valves and composite water boxes for pilot study
Under pressure drilling machines and accessories
Customer Smart meters
Pipes and fittings
(b) Reducing commercial loses:
Customer data cleanup
Customer mapping
Domestic with meter replacement
ICT and technology advancement for revenue collection
Publicity/awareness (internal customers, road shows, radio, TV, site visits, etc)
Customer education and clinics
Customer surveys
NETWORK EXTENSIONS
(a) Water – areas of unplanned developments:
Gigiri-kagundo road (18 KM)
Airport industrial area (29 KM)
Kaloleni-Mbotela (46 KM)
Industrial Area- Enterprise road(9 KM)
Naivasha road-Ngong road (27 KM)
Mwiki-Kasarani- Ruai-Utawala, Njiru, Gatharaini, Githurai
(b) Sewers:
Kasarani
Mwiki
Zimmerman
Kahawa West
Kawangware
Riruta
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PROJECT
Dagoretti
Utawala
Revolving fund-sewer
ENHANCING PRO-POOR ACCESS TO WSS
Extending water and sanitation services to informal settlements targeting women, youth and disadvantaged groups
Establish alternative management arrangements suitable for informal settlements, e.g. use of women and youth (establishing appropriate model)
Establishing output based projects in informal areas - Kiambiu area
Prepaid meters - use of tokens
Corporate Social Responsibility -Water sources protection
Some specific water extensions in formal areas
I. Laying DN 900, 20 KM transmission pipeline.
II. Swabbing all transmission pipelines, maintenance of pumps and appurtenances.III. Clean 16 water reservoirsIV. Laying of 18 KM Kiambu - Kagundo Road -Eastern By pass water distribution Pipeline
and terminal reservoir in Embakasi.V. Laying 20 KM Water Supply Improvement pipeline from Kabete James Gichuru rd, Kibera
Sothern Bypass, Mombasa rd. VI. Laying 30 KM Water Supply Improvement pipeline from Kabete through Uthiru to Karen
and terminal reservoir at Karen.VII. Laying of 100 KM water pipelines for water distribution improvement in targeted areas
(DN 300-600)VIII. Laying of 200 KM water pipelines for water distribution rehabilitation in ta rgeted estates
(DN 50 -200)
Some specific water extensions in informal settlements
Areas where the projects will be undertaken:• Kiambiu-8 KM,1000connections, • Mathare-20 KM,3000 connections, • Babadogo-7 KM,1000 connections • Matopeni-2000 connections, • Riverbank-2000connections, • Kawangware-2 KM, • Kibera-20km,500 connections, • City cotton-500connections, • Kahawa Soweto-4 KM, 500connections, • Kibagare 0.1 KM, Mukuru- 100 KM, 4000connections, • Satellite, • Korogocho-40 KM, 1500 connections, • Silanga-2000 connections,
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Trunk Sewers
• Rehabilitation of Dandora treatment works• Kariobangi treatment works• Karen trunk sewer• Kamiti North trunk sewer• Kamiti South trunk sewer• Soweto trunk sewer• Thigiri trunk sewer• Mutundu trunk sewer• Gitathuru trunk sewer• Upper Parklands trunk sewer
Sewer – Extension/connection in informal Settlements
1. Mowlem 8 KM
2. Mashimoni 2 KM
3. Kawangware 2 KM
4. Patanisho 5 KM
5. Mladi Embakasi 5KM
6. Mukuru, Kibera, Waithaka 19 KMs
7. Kibagare 2 KM
8. Matopeni 1,000 Connection
9. Other areas 25 KM, 1000 connection
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