PROGRAMME - wasreb.go.ke · PROGRAMME STRATEGIC PLAN 2013 - 2017 WATER SERVICES REGULATORY BOARD...

WASREB Strategic Plan (2013-2018) 1

PROGRAMME

STRATEGIC PLAN2013 - 2017

WATER SERVICES REGULATORY BOARD

Water Services for All


Table of ContentsACRONYMS 3

CHAPTER ONE: INTRODUCTION 4

1.1 TheKenyaWaterSector-Overview 4

1.2 TheMandateofWasreb 5

1.3 WaterSectorReforms 6

1.3.1Milestones 6

1.3.2 Challenges 6

1.4 EmergingIssues 8

1.4.1 ImplementationofConstitutionofKenya(CoK) 8

1.4.2 TheCountyGovernmentsAct 8

1.4.3 TheUrbanAreasandCitiesAct 8

1.4.4 TheTransitiontoDevolvedGovernmentsAct 9

1.4.5WaterBill2012 9

1.5 FutureRoleofWasreb 9

1.6 AlignmenttoVision2030 10

1.7 ThisStrategicPlan(2013-2018) 11

CHAPTER TWO: VISION, MISSION AND CORE VALUES 12

2.1 Vision 12

2.2 Mission 12

2.3 Motto 12

2.4 CoreValues 12

CHAPTER THREE: REVIEW OF PAST PERFORMANCE 13

3.1 Mid–TermReview 13

3.2 PerformanceOverview 13

3.3 AssessmentofWasreb’sPerformanceattheendofthe

SecondStrategicPlan(2009-2012) 14

3.4 Challenges 15

3.5 ProgressinAttainingtheRighttoWater 17

CHAPTER FOUR: STRATEGIC ANALYSIS 18

4.1 SWOTAnalysis 18

4.2 Stakeholders’Analysis 21


CHAPTER FIVE: STRATEGIC ISSUES, OBJECTIVES, STRATEGIES AND

OUTCOMES 23

5.1 StrategicIssues 23

5.1.1GovernanceandSustainabilityoftheWaterSector 23

5.1.2 RealizationofUniversalAccess 25

5.1.3 CapacityofWasrebtodeliveritsmandate 26

5.1.4 StakeholderEngagementintheSector 26

CHAPTER SIX: IMPLEMENTATION OF THE STRATEGIC PLAN 28

6.1 AnnualWorkPlans 28

6.2 OrganizationStructure 28

6.2.1 LeadershipandGovernance 30

6.2.2 CommitteesoftheBoard 30

6.3 FinancingtheStrategy 31

6.4 RiskManagement 32

6.5 MonitoringandEvaluation 33

CHAPTER SEVEN: CONCLUSION 35

ANNEXES 36

ANNEX1: IMPLEMENTATIONMATRIX 36

ANNEX2: REVIEWOFPASTPERFORMANCE(2009-2012) 44

ANNEX3: FINANCIALSTATEMENTS 52


AcronymsCoK 2010 ConstitutionofKenya2010

DP DevelopmentPartners

DWO DistrictWaterOfficer

GoK GovernmentofKenya

IWRM IntegratedWaterResourceManagement

KeBS KenyaBureauofStandards

KSH KenyaShillings

KEWI KenyaWaterInstitute

KIHBS KenyaIntegratedHouseholdBudgetSurvey

MTR MidTermReview

MEWNR MinistryofEnvironment,WaterandNaturalResources

NIB NationalIrrigationBoard

NLC NationalLandCommission

NRW Non-RevenueWater

NWCPC NationalWaterConservationandPipelineCorporation

NWRMS NationalWaterResourcesManagementStrategy

NWSA NationalWaterStorageAuthority

NWSSP NationalWaterServicesStrategicPlan

O&M Operation&Maintenance

PPIP Pro-poorImplementationPlan

SPA ServiceProvisionAgreement

SWOT Strength,Weakness,Opportunity,Threat

WAB WaterAppealBoard

WAGs WaterActionGroups

WARIS WaterRegulationInformationSystem

Wasreb WaterServicesRegulatoryBoard

WRM WaterResourcesManagement

WRMA WaterResourcesManagementAuthority

WSS WaterandSanitation

WSB WaterServicesBoard

WSP WaterServiceProvider


Kenyaisgenerallyregardedasawater-scarcecountrywiththelevelofwaterpercapitaat497m3comparedtoUganda’s1130m3andTanzania’s1817m3.Thisisduetolownaturalendowment,waterresourcesdegradation,reducedgroundwaterre-charge,poorinfrastructuremanagement,reducedstreambaseflow,deforestation,andinadequatein-vestmentinWSS.ThewatercomingfromthefivewatertowersthatfeedtheriverstotheIndianOcean,LakeVictoriaandotherlakesisdecreasingmainlyduetothedestructionoftheenvironmentandthegrowinguseofwater.Environmentaldegradationandclimatechangearethemaincausesofthefluctuationbetweendroughtsandfloods.

Theurbanwaterandruralwatercoverageisestimatedat60%and45%respectively(AnnualwaterSectorreviewreport-2011-12).WasrebthroughWARISestimateswatercoveragebyurbanandruralWaterServiceProvidersforthesameperiodtobeat53%and50%respectively.

Intheyear2003,theKenya’swatersectorwentthroughareformprocesswiththeobjectofimprovingservices.Notablefeaturesofthereformsweretheseparationofpolicy,regu-lationandservicedelivery.Newinstitutionswerecreatedtotakeresponsibilityforspecificmandatesasawayofimprovingefficiencyandaccountability.

Thecountry’swatersectorstrategyandlegislationismainlydefinedbytheNationalWaterPolicy(1999)andtheWaterAct2002.Thegeneralthrustofpoliciesandlegalframeworkshasbeentodecentralizethedecision–makingprocess.Theresponsibilityofmanagingwaterresourcesandservicedeliveryissplitintoseparatebodies.TheWaterServicesRegulatoryBoard(Wasreb)isresponsiblefortheregulationofwaterservices.Theman-dateoftheRegulatorforwaterservicesistoprotectconsumersbyensuringtheprovisionofefficient,affordable,andsustainableservices.

Introduction

CHAPTER ONE

1.1 The Kenya Water Sector-Overview


Institutional Relationships in the Water Sector

Water Services Regulatory Board 4

The Water Act 2002 separates policy formulation, regulation and

services provision

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Water and Sewerage ServicesWater Resources Management

Water AppealBoardWAB

WaterServices

RegulatoryBoardWSRB

WaterResources

Management AuthorityWRMA

WaterServicesBoardsWSBs

Catchment Areas Advisory

Committees CAACs

Water Services ProvidersWSPs

Consumers, Users

Water Resources User Associations

WRUAs

Water ServicesTrust Fund

WSTF

1.2 The Mandate of Wasreb

ThestatutorymandateoftheBoardistoregulatetheWaterServicessub-sector.Inpar-ticular,theBoardensurestheprovisionofefficient,affordable,andsustainableservices.

TheWaterAct2002conferstheRegulatoryBoardwiththepowersandfunctionsto:(a) IssuelicencesfortheprovisionofWaterServices

(b) DeterminestandardsfortheprovisionofWaterServicestoconsumers

(c) Establishproceduresforhandlingcomplaintsbyconsumersagainstlicensees

(d) Monitorcompliancewithestablishedstandardsforthedesign,construction,operationandmaintenanceoffacilitiesforwaterservices

(e) Monitorandregulatelicenseesandtoenforcelicenceconditions

(f) Adviselicenseesonproceduresfordealingwithcomplaintsfromconsumersandmonitorhowtheseproceduresareoperationalized

(g) Developguidelinesforfixingoftariffsfortheprovisionofwaterservices

(h) Developguidelinesfor,andprovideadviceon,thecost-effectiveandefficientmanage-mentandoperationofwaterservices

(i) DevelopmodelperformanceagreementsforusebetweenlicenseesandWaterSer-viceProviders(WSPs)

(j) MonitortheoperationofagreementsbetweenWaterServicesBoards(WSBs)andWaterServiceProviders(WSPs)andtakeappropriateactiontoimprovetheireffective-ness


(k) DevelopguidelinesonregulationsfortheprovisionofWaterServicestobeadoptedbylicensees

(l) DisseminateinformationaboutWaterServices

(m) Promotewaterconservationanddemandmanagementmeasures

(n) Monitor,andfromtimetotimere-assess,theNationalWaterServicesStrategy

(o) InaccordancewiththeNationalWaterServicesStrategy,determinefees,levies,premi-umsandotherchargestobeimposedforwaterservices

(p) Gatherandmaintaininformationonwaterservicesandfromtimetotimepublishfore-casts,projectionsandinformationonWaterServices

(q) Liaisewithotherbodiesforthebetterregulationandmanagementofwaterservices

(r) AdvisetheMinisterconcerninganymatterinconnectionwithwaterservices.

1.3 Water Sector Reforms1.3.1 Milestones

ThereformshavehelpedtoimproveserviceprovisiontoconsumersandhaveattractedincreasedinvestmentsfromGovernmentandDevelopmentPartners.TheSectorreformscreatedhugepotentialandhelpedtounleashforcescontributingtoincreaseddynamisminthesector.Inthefifthannualwaterservicessubsectorreport(IMPACT5),theanalysisshowsthatthewaterservicessectorhasrecordedgeneralimprovementovertime.Intheperiod2010/11,urbanwatercoveragestoodat52%andurbansanitationcoverageat69%.Ifthesectormaintainsthisgrowthrate,itisprojectedthatwatercoveragewillbeat68%by2015,whichwillstillbefarbelowthesectortargetof80%.Tomitigatethis,thesectorwouldre-quiretogrowatanaverageofseven(7)percentagepointsannually.Intheruralsector,watercoveragestoodat45%.Thetargetassignedtothisindicatorby2015is75%.Thereisneedtochannelmoreresourcestothesectorandensureefficientutilizationofthesame.

1.3.2 Challenges

Althoughthesectorhasmadetremendousstridesinthemanagementanddeliveryofwaterservices,hugechallengesremain.TheseincludepersistentlyhighlevelsofNon-RevenueWater(NRW),slowprogressincoverage,financinggaps(despitethefinancinglevelsreach-ingovertwo(2)percentofGDP),lowefficiencyandeffectivenessofinvestments,andpoorgovernanceandresistancetocompliance.Tothesehasbeenadded,withtheenactmentofCoK2010,thechallengeofensuringaseamlesstransitiontoadevolvedsystemofgovern-ancewithnodisruptiontoservice.

Despitecommercializationofservicedelivery,thefollowingchallengesstillpersist:inade-quatewaterandsanitationservicesandweakleadershipandmanagementcapacityofthewaterservicessector.

AsindicatedinImpact 5,effortstoincreaseaccesshavetobereinforcedbytranslatingin-vestmentsintooutcomes,thusensuringvalueformoneyforthecitizenintermsofimprovedservicedelivery.WSBssubmitbusinessandcapitalworksplanstotheRegulator.TheseplansarenotlinkedwiththebusinessplansoftheirWSPs.ThereisneedthereforeforWSBstoensureharmonizationofWSPsbusinessplanswithWSBscapitalworksplans.


Table 1: Features of Water Sector Reforms

Improved sector alignment Achievements Challenges

Clearerdistinctionandseparationofthefunctionsofpolicy,regulation,waterresourcesmanagementandwaterservicesprovision

Clarificationofrolesandresponsibilitiesacrosssector

ReorganizingtheMinistryofWaterandIrrigation(MWI)intoabodyfocusedonpolicyissues

EstablishedWaterServicesRegulatoryBoard(Wasreb).

Muchimprovedallocationoffunctionsacrossinstitutions.

OverlappingfunctionsbetweentheDWOsandWSPs,andtoalesserextentbetweentheWSBsandWSPs(investment)

MWIstillinvolvedinimplemen-tation.IthasyettogiveWasrebthesubsidiarylegislationforeffectiveregulation

Wasreb‘sauthority(effective-ness)withrespecttoregulatingWSBsneedstobefullyestab-lished.

Improvedsectorplanning

Improvedwaterresourcesplanning

Improvedwaterservicesplanning

Nationalwaterservicesstrategydeveloped

Nationalwaterservicesstrategyinplace

Sectorinvestmentplanforwaterservicesinfrastructureneeded.

Revisionisinprogress.

Implementingprinciplesofsoundgovernance.Separa-tionofregulatoryfunctionsfromresponsibilityforoper-ations

Improvedproceduresforap-pointingBoardofDirectors.

Largelyachieved.ClearproceduresestablishedintheWaterAct2002.

Improvedtransparencyinreportingiscontributingtoimprovedperformance.

Evidenceofpoorgovernancepracticesstillpersist,particularlyfortheWSBs.

Improvedwaterservicesreg-ulationthroughestablishmentofWasreb

ImprovedwaterservicesregulationthroughlicensingofServiceProvidersanduseofServiceProvisionAgree-ments(SPAs)

Separationofoperationsfromregulation,clearperformancetargetsandrequirementstoreportarecontributingtoimprovedperformance

Wasrebreportsimprovedperformanceinmanyurbanareas.

NotallWSPsarelicensedandnotalllicensedWSPsadheretotheirlicenseconditionsandreportasrequired.

Soundmanagementofurbanwaterservicesinfrastructure

ImprovementinskillswithinurbanwatersectorattheWSPlevel.

Informationonperformanceforthelowincomeareasinurbanareasisincomplete.

PPPnotexploited

Soundmanagementofruralwaterservicesinfrastructure

InformationontheperformanceofruralwaterservicesfromWSBsispoor.Servicesarenotviable,areunder-fundedandnotsustainableinmanycases.


1.4 Emerging Issues1.4.1 Implementation of Constitution of Kenya (CoK)

TheConstitutionofKenyahascreatedtwolevelsofgovernment:thenationalgovernmentandcountygovernment.Thefourthschedule,whichdistributesfunctionsbetweenthetwolevelsofgovernment,hasallocatedwaterandsanitationservicesasamandateofcountygovernments.Inaddition,waterisnowahumanrightunderthebillofrightsintheconstitution(Article43).Ithasthereforebecomenecessarytolookattheimplicationsoftheconstitution,onthefutureofregulation.

FollowingthepromulgationoftheconstitutionallstateorganswererequiredtoaligntheirrespectivesectoralpoliciesandlegislationwiththeConstitutionofKenya2010.Henceallarmsofgovernmenthavesetinmotionprocessestoaligntheirsectoralframeworkswiththeconstitutionandinlinewiththis,anumberofnewlawswhichtouchonmanagementandservicedeliveryhavebeenputinplacetoguidetheprocessoftransitiontodevolution.Thelawsareasfollows: TheCountyGovernmentsAct,2012 TheUrbanAreasandCitiesAct,2011 TheTransitiontoDevolvedGovernmentAct,2012.

1.4.2 The County Governments Act

TheCountyGovernmentsActsection6(5)givescountiesthepowertoestablishservicedeliveryentitiesforthedeliveryofservicesorforcarryingoutaparticularfunction.PartXIIoftheCountyGovernmentsActdealswithdeliveryofcountypublicservices.Section114restatestheobligationofthecountygovernmenttodeliverpublicserviceswithinitsdesig-natedareaofjurisdiction.Section120statesthatacountygovernmentdeliveringservicesshalladoptandimplementatariffpricingpolicyfortheprovisionofpublicservices.ThishasimplicationsforthetariffsettingroleofWasrebandtheneedforsocialequityconsideringtheunequalspatialdistributionofourwaterresources.

WasrebwillhavetofindamechanismthroughtheWaterBilltoensurethatthegainsmadeinregulationareembracedbythecountygovernmentsevenasthewaterservicedeliveryfunctionisdevolvedtothecounties.Thereistheriskthatunlesswellarticulated,theneedfornationalregulationofwaterservicesmaybelostintheinterpretationoftheCountyGovernmentsAct.Thereisneedforamorecomprehensiveanalysisanddiscussionofwaterservicesinanationaldevelopmentcontext,aswellasmechanismsforcoordinatedandfocusedactionstoaddressthenation’sneedswithregardtothesector.Collaboration,coordination,andcooperationamongstakeholdersneedstobestrengthenedforthelong-termsustainabilityofsectorinterventions.

1.4.3 The Urban Areas and Cities Act

TheUrbanAreasandCitiesActcontainsimportantprovisionsforthefutureroleofprivatesectorwateroperatorswithintheareaofjurisdictionofacountygovernment.

TheUrbanAreasandCitiesActcontainsprovisionsformanagementofurbanareasandthedeliveryofservicestherein.PartIVdealswiththedeliveryofservicesandtheBoard’s(Board


ofacityormunicipality)powersinrespecttothedeliveryofservices.ItstatesthefactthattheBoardshall,onbehalfofthecountygovernment,deliversuchservicesasmaybespeci-fied.Specifically,itmay: establishoperationalsectorsandservicedeliveryentitiesfortheefficientcarryingoutofitsfunctionsandthedeliveryofserviceswithinitsareaofjurisdiction

enterintopartnershipwithautilitycompanyeitherwithinoroutsidethecountyorinter-nationallyfortheprovisionofsocialinfrastructureservices

jointlyprovidecrosscityandcrossmunicipalityservicesand

whereitisoftheopinionthattheprivatesectorisbestabletoprovideaservice,andwiththeapprovalofthecountyassembly,contractaprivateentityforpurposesofdeliv-eringtheserviceswithinitsareaofjurisdiction.

Therefore,althoughaBoardmayprovideservices,includingwaterandsanitationservicesdirectly,itmayalsoperformthisfunctionthroughacompanywithwhomithasenteredintoacontract,or,ajointventureorapublicprivatepartnership.

ThisActprimarilyaddressesurbanareasdependingonhowboundariesaredefined.Sev-eralperi-urbanareaswillfallwithinthemandateofanurbanareaofacountygovernmentandthereforeitsprovisionswillberelevantforsomeofthecommunitygroupsandprivateoperatorswhichareprovidingwaterservicesintheperi-urbanareas.

1.4.4 The Transition to Devolved Governments Act

PartIIIdealswiththephasedtransferoffunctionsandstatesthattheTransitionAuthorityshallidentifyfunctionswhichmaybetransferredtothecountygovernmentsimmediatelyafterthefirstelectionsundertheConstitution.Subsequentlyeverycountygovernmentshallmakearequestforatransferofotherfunctions.Criteriaforthetransferoffunctionsrelatingtothepreparednessofthecountygovernmenttoundertakethefunctionshavebeenstipu-lated.

ThisActisrelevantforthetimeframewithinwhichwaterserviceswhichhavepreviouslybeenprovidedbyWaterServicesBoardsmayhavetobetransferredtocountygovern-ments.

1.4.5 Water Bill 2012

TheMinistryofEnvironment,WaterandNaturalResourceshasdraftedaWaterBill,2012inordertogiveeffecttotheprovisionsoftheConstitutionofKenya2010.UndertheBill,waterservicesareproposedtobeprovidedbycountyownedWSPs.

1.5 Future Role of WasrebTheBillofRightsintheCoK2010givesaverystrongcaseforanationalregulatorofwaterservicestomonitortherealizationoftherighttowateraccordingtoestablishednationalstandards.TheStatehastheresponsibilitytoimplementpoliciesandlegislationtorealizetheBillofRightsandtoexplainwhyacertainrightintheBillofRightscannotberealized[articles20and21].


TherighttowaterunderArticle43meansthateveryKenyanshouldhaveaccesstoregularsupplyofwatertoleadadignifiedlifewhichmeansthat: Basicandimprovedlevelsofwaterservicesshouldbeaccelerated

Theunservedandunderservedarebettertargetedandthereforeinequalitiesdecreased

Communitiesandvulnerablegroupswillbeempoweredtotakepartinthedecision-makingprocess.

Theprogressofrealizingtherighttowaterwillbemonitoredtoholdthegovernmentaccountable.

Thisalsomeanscomprehensiveregulatorymeasureswillbeputinplaceto:ensuresafedisposalofwastewaterandeffluent;avoidarbitrarydisconnectionofwatersupplies;andtoensureequitableaccesstowaterservices,andnotleastefficientandeffectiveinstitutionalframeworkformanagementofwaterservices.

Inthisrespect,anationalregulatorinwaterservicessuchasWasrebwill: ProvideadvicetotheMinistryofEnvironment,WaterandNaturalResourcesonpolicydevelopmentandrule-makingtoharmonizestandardsforprogressiverealizationoftheright

Examinecountywaterservicesforcompliancewithrelevantstandards

Setorsignoffontariffsproposedatcountylevel

Worktopromotenon-discrimination

ProvideindependentmonitoringandenforcementtoensurethatallthishappensbylicensingWaterServicesBoardsandWaterServiceProvidersortheirsuccessorinstitu-tionswhicharesupposedtoadheretostandardssetinthelaws,rulesandregulations.

Onanannualbasis,reportontheprogressmadeinthecountryinincreasingwaterservicesaccess

1.6 Alignment to Vision 2030TheKenyaVision2030isthecountry’sdevelopmentblueprintcoveringtheperiod2008to2030.ItaimstotransformKenyaintoanewlyindustrializing,“middle-incomecountryprovidingahighqualitylifetoallitscitizensbytheyear2030.”TheVisionisbasedonthree‘pillars’:theeconomic,thesocialandthepoliticalpillar.TheVisionrecognizesthatwaterisabasicneedandanimportantenabler/catalystforbotheconomicandsocialdevelopmentofthecountry.Itisimportantthereforetoprovidewaterservicesinsufficientquantityandqualityandalsoviewwaterasbothaneconomicandsocialgood.

FortheVision2030toberealized,itiscriticalthattherebeenoughwaterresourcesandwell-governedwaterservicestosupporttheenvisagedindustrial,agriculturalandsocialde-velopment..WasrebhasakeyroletoplayintheachievementoftheVision2030byensur-ingsustainabilityofthewaterservicesthroughpublicaccesstoinformation,transparency,resultsorientedperformanceandaccountability.ItshouldthereforeendeavortoeffectivelyregulatewaterservicessectorinlinewiththerequirementsofVision2030.


1.7 This Strategic Plan (2013-2018)IndevelopingthisStrategicPlan,Wasrebdeliberatedontheexistingstatusoftheorganiza-tion;thechallengesandopportunitiesinthewatersectorandthewiderenvironment,andrelatedthesetotheinternalinstitutionalcapabilities.TheStrategicPlanwouldtherefore: EnableWasrebtocreativelyrespondtothechangingsocialandeconomicenvironment

EnableWasrebtoidentifyitscoreactivitiesinlightofenvironmentalfactorsandinternalcapacity.Thisisagrowthandsustainabilitystrategy

Provideclearobjectivesanddirectiontostaff

EnableWasrebtore-examineandre-adjustcapacity,structuresandprocessesinresponsetochangesintheenvironment.

TheStrategicPlanistheresultofintensiveconsultationsbetweentheBoardofDirectors,ManagementandotherStakeholders.ItpresentsthevisionofWasrebandarticulatestheobjectivesandstrategiesthatwillbeimplementedinthenextfiveyears.Prioritiesandactionplanshavebeenidentifiedforimmediate,mediumandlongtermimplementation.Duringthedeliberations,thestakeholdersdevelopedthemission,vision,corevaluesandarticulatedtheobjectives,strategiesandactionplansthatwilldeliverthemandateofWas-rebandhelpwiththeprocessofMonitoringandEvaluation.


Wasrebhastomaintainaclearstrategicdirectiontodischargeitsmandate.Thisisdonebyarticulatingitsvision,missionandcorevalues.

2.1 Vision Tobeamodelregulatorofwaterservices

2.2 Mission Toregulatewaterservicesinlinewiththehumanrighttowaterandsanitation

2.3 Motto WaterservicesforallKenyans

2.4 Core Values

Vision, Mission and Core Values

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CHAPTER TWO

embracinghonestyandtruthfulnessindischargingresponsibilities.

Responsiveness

Innovation

Fairness

Accountability

Team Work

Integrity

beingsensitivetotheneedsofcustomers,otherstakeholdersandtheenvironment.

encouragingandrewardingcreativityandpositiverisktaking

acknowledgingdiversityofviewsandopinions;andpromotingsocialequityandregionalbalanceinapproachtoregulation

beingtransparentandaccountableintheuseofresourcesentrustedtotheorganisation

supportingeachotherandharnessingdifferentskillstocreateasuperiorperformanceculture


Review of Past Performance3.1 Mid–Term ReviewTherationalefordevelopingthesecondfour-yearStrategicPlanwastoalignWasrebtothefirstMediumTermPlan(2008-2012)ofVision2030.AMidTermReviewoftheStrategicPlan(2009-2012),undertakeninJuly2011,wasnecessitatedbythedesiretoevaluatetheprogressandeffectivenessofthefulfillmentoftheplannedactivitiesagainstdefinedgoalsandobjectivesduringthefirsthalfofimplementation;makeinformeddecisionsforthesecondhalfoftheplanintermsofpossibleandrequiredchangeinstrategyincludingemergingissuesinthenextStrategicPlan;assesstherelevanceofthestrategicobjectivesintermsofsectorprioritiesinpolicyobjectives;assesstheadequacyofbudgetarypro-visionsinfinancingtheobjectivesandproposealternativesforfinancingandassessthesustainabilityoftheoutcomesoftheplanbeyondtheendofthePlanperiod.

Despitevariousunresolvedissuesinthewatersector,andtheslowpaceindealingwiththelegalframeworkunderwhichWasreboperates,mostofWasreb’scustomersweresatisfiedwiththemilestonesithadachievedsofar.Thereremains,however,somechallengesthatWasrebwillhavetoaddressinordertoachievetheobjectives.TheMidTermReviewoftheStrategicPlantookacriticalassessmentofthesituationalanalysis;andre-examinedtheenvironmentinwhichWasreboperateswithaviewtoredefiningitsstrategicgoals.

3.2 Performance OverviewTheBoardhadattainedvariousmilestonesatmidtermreview.

i. Adoption of the Corporate Governance Guidelines:ThroughtheCorporateGov-ernanceGuidelines,WasrebismakingitpossibleforpublicparticipationinthedecisionmakingprocessofWaterServiceProviders(WSPs)andthecustomershaveaformalforumtodemandbetterperformancefromtheWSPs.Asaresult,theWSPsbecometransparent,accountableandresponsivetothecustomerdemandsandexpectations,butalsoensureimprovementoftheirperformance.

ii. Providing information on Water Services:WasrebusesWARIStocollectandanalyzeoperationaldataofWSBsandWSPs.Thisenablesassessmentoftheirper-formanceinthedeliveryofwaterservices.TheBoardpublishesthisinformationinthe

CHAPTER THREE


annualImpactReportwhichdealswithcomparativeperformancereportingforWSBsandWSPs.

iii. Capacity Building:Wasrebimplementeditsinstitutionalstructureandrecruitedkeystaffinlinewiththatstructure.Italsocarriedacapacitybuildingprogrammeinlinewiththecapacityneedsassessmentandinstitutedaculturechangeandemployeemotiva-tionprogramme.

iv. Performance Reward System:In2010,andforthefirsttime,arewardandrecog-nitionsystemwasintroducedforWSBsandWSPswhichhadperformedwell.Themainobjectiveoftherewardsystemwastogiveincentivestothebestperformersandencouragewatersectorinstitutionstoimprovetheirperformanceandtherebyensureaccesstowaterservicestothecustomers.

v. Review of SPAs:WasrebhasreviewedtheexistingmodelSPAtorespondtoemerg-ingissuesonthemanagementofWSPs.TheSPAwasrevisedtoincorporateimportantadditionsforbettermanagementofwaterservicesbyre-examiningtheexistingrelation-shipbetweentheWSBsandtheWSPs.

vi. Tariff Adjustment:Theboardnegotiatedtheadjustmentofregulartariffsforwaterserviceswiththeobjectiveofensuringcostrecoveryataffordablepricesforwaterser-vices.

vii. Institutionalization of Water Action Groups (WAGs):WasrebpilotedWaterActionGroups(WAGs)infourWSBareasasamechanismforconsumerengagementanddevelopedConsumerEngagementGuidelinestoprovideaframeworkfortheinsti-tutionalizationoftheWAGsinitiativebyexpoundingonthemodeofinteractionandrangeofactivitiestobeimplemented.TheWAGsmechanismhasbeenusefulinlinkingsectorinstitutionstoconsumersandprovidingbottom-upfeedbacktofacilitatespeedinservicedelivery.ItisanaptstepinadvancingtheRegulator’sobjectiveofconsumerprotection.

viii. ISO 9001:2008 Certification:DesiroustobecomeamodelRegulatorandinlinewithitsvision,WasrebacquiredtheISO9001:2008certificationfromtheKenyaBureauofStandards(KEBS).ThismeansthattheservicesofWasrebareinlinewithbestpracticeandcannowbebenchmarkedwiththoseofotherleadingRegulators.

3.3 Assessment of Wasreb’s Performance at the End of the Second Strategic Plan (2009-2012)AspartoftheStrategicPlanningprocess,primarystakeholderswereinterviewedtogaugetheirassessmentofWasreb’sperformanceattheendofthePlanperiod.Theissuesre-viewedwiththestakeholdersincluded,butnotlimitedto: Regulationinthewatersector

Theoverlapofrolesofsectorplayers


Increasetoaccesstowater

Communityconflictsoverwater

Pro-poorpolicy

ImpactoftheConstitutionofKenya2010(CoK2010)

MostofthestakeholdersinterviewedweresatisfiedwiththeperformanceofWasrebasaregulatorbutobservedthatinthenewdispensation,followingthepromulgationofthenewconstitution,Wasrebwillhavetodeviseeffectivewaysandmethodsofworkingwiththecountygovernments.

3.4 ChallengesDespitethereportedmilestonessincethepreparationsofthesecondStrategicPlan,anumberofchallengesremainthatWasrebwillhavetofocusontoensureitdeliversonitsmandate.

Asthenationalregulatorofwaterservices,Wasrebexpectstocontinuetosetstandards,monitorandenforcethemtoensurethatwaterservicesreachmorepeopleandthequalityofservicesprovidedtoconsumersimproves.ThereforeWasrebexpectstopartnerandworkharmoniouslywithcountygovernmentstoensurethattransparentandaccountableutilitiesprovideservicestotheirrespectivepopulationsinacost-effectivewayandintheframeworkofnationalpolicyandregulation.

Alsotoenhancebestpractice,WasrebwillcontinuenetworkingwithotherRegulatorsregionallyandglobally.WasrebwillhavetotakeadvantageoftheenablingprovisionsinthenewConstitutionwhichhaverepositionedtheRegulatoratagreaterlevelofresponsibilityandvisibilitybutalsobyextensionmadetheRegulatormoreaccountable.

Wasrebhasthemandatetoregulatethewaterservicessector(WaterAct2002),andthereforeseekstoensurethatconsumerprotectionisbalancedwithcommercialviabilityofserviceprovision.Howevermanyoftheover100registeredWaterServiceProviders(WSPs)aretoosmalltobeviable.Theycannotevenensureadequatemaintenancewithoutsubsidiesduetoinsufficienteconomiesofscale.Alsotheylackprofessionalcapacity.Incontrast,thelargerWSPs,whichexhibiteconomiesofscale,showacleartrendtowardscommercialviabilityandfinancialsustainability.

Thereforeagainstthisbackground,WasrebhasundertakenanassessmentoftheoptionstoachievecommercialviabilityandfinancialsustainabilityofformalizedWSSservicesatcountyandcross-countylevel.

TheassesmentprovideavisiontothenationalandcountygovernmentsonabetterandplannedwaytoprogressivelyprovidewaterservicestoallKenyansincosteffectiveandsustainablemannerandshouldprovidefoodforthoughtinactualisingarticles189-191intheConstitutionandtheprogressiverealisationtotherightstosafeandcleanwaterinadequatequantities(article43).


OtherchallengesWasrebwillhavetodealwithinclude,butnotlimitedto: DelayinfinalizationofthedraftwaterpolicyandWaterBill

Uncertainityinthepoliticalsphereduringthetransitiontodevolvedwaterservices.Theseuncertainitiesarewithrespectto,SuccessofclusteringforcommercialviabilityofWSPs,divisionofresponsibilitiesbetweenCountiesandWasreb.AlsoaboutthefutureroleofWSBsandtheSuccessininstallingenforcementmechanismsinthewaterservicessubsector.

TheoutcomeofthePresidentailtaskforceonparastatalsectorreformsrequiringthethedesigningofthemostappropriateinstitutionalarrangementforthesectortakingintoaccountthenewconstitutionandthedevolutionofservices.TheimplicationofthisisthatWasrebcouldendupremainingasitisorbeingmergedwithotherparastatalsandhencemoreormuchmorework.

Data:Wasreb’sperformanceassessmenthasbeenmadedifficultbytheinabilityoftheWSPstosubmitcorrectdataonwaterservices.

Corporate Governance Guidelines: TheBoardwillalsohavetodealwithresistancetotheCorporateGovernanceGuidelinebyWSPsbecauseuntiltheWSPsacceptthemtheywillnotbeaccountableandmaybeunabletodeliverefficientandeffectiveservic-es.

Performance Subsidy: AlthoughWasrebhascontinuedtomonitortheperformanceoftheWSPs,thesurvivalofsomeoftheseinstitutionshaslargelydependedontheGoKsubsidywhichcoverstheircostofchemicals,electricityandsalaries.Unfortunate-ly,thesesubsidesarenotlinkedtotheperformanceoftheWSPsandthereforefailtocatalyzeorincentivizeimprovementintheservicedelivery.Wasrebwillthereforehavetoengagethenationalandcountygovernmentinensuringthatsubsidiesarelinkedtoperformance.

Sustainable Rural Water and Sanitation:WasrebwillhavetoworkcloselywithWSBs/countygovernmentstoensuresustainabilityinruralwaterandsanitation.Currently,WSBsdonotreportcomprehensivelyonruralwaterandsanitationdespiteamajorityoftheunderservedbeinginruralareas.Thiswillresultinincreasedaccess.

Funding: ThemainsourcesofincomeforWasrebare: FundingbytheGovernmentofKenya FundingbytheDevelopmentPartners/Donors IncomefromRegulatoryLevy

Wasrebwillhavetolobbyforincreasedfunding.DespitethefactthatwatersectorinvestmenthasshownarapidgrowthinthelastfiveyearsfromKsh6.6billionin2003/04financialyeartoKsh19.5billioninthe2009/10financialyear(representingagrowthof34%accordingtotheKenya Water Sector Governance Study 2009),Wasrebhasbenefitedlessfromthisgrowthcomparedtootherinstitutionsinthewatersector.


3.5 Progress in Attaining the Right to WaterTherecognitionofwaterandsanitationasahumanrightbytheConstitutionofKenya2010(CoK2010)underscoresKenya’scommitmenttograduallyrealizingsustainableaccesstosafe,reliableandaffordablewatersupplyandsanitationservicesforitspopulation.Wasrebhasbeguntoalignitsperformancemonitoringsystemaccordinglyandhasintroducedapro-poorperformancemonitoringmoduleintheWaterRegulationInformationSystem(WARIS).ThiswillmakeitpossibletoassesstheextenttowhichWSPsaremakingpro-gressinextendingandimprovingformalwaterservicesinunderservedurbanLow-IncomeAreas(LIAs).ItwillalsopromptWSPstore-examinetheirpro-poorstrategiesandreinforcetheirpro-poorinterventions.

Itisaconstitutionaldutyforstateactorstoactandreportontherespect,fulfillmentandprotectionoftherighttowater.Acknowledgingthisobligationandrealizingtheneedtostrengthentheparticipationandempowermentofconsumersinrealizingtheirrights,Wasrebhasinitiatedmeasuresthatwillseeconsumerissuesreceivemorepriorityinthewaterservicessector.Oneofthesemeasuresistheup-scalingoftheWaterActionGroups(WAGS)initiativewhichhadbeensuccessfullypilotedintheyears2010/11.Theinitiativeaimsatimprovingwaterservicesdeliverybyenablingtherepresentationofconsumerinter-estsinthesector.


Strategic Analysis

4.1 SWOT AnalysisInternalandexternal(SWOT)analysisisimportantinunderstandingthecontextinwhichorganizationsoperate.Thisanalysisresultsintheidentificationofstrengths,weaknesses,opportunitiesandthreats.Theseformthebasisforformulatingobjectivesandstrategies.Strengthsandweaknessesareinternaltoanorganizationwhileopportunitiesandthreatsareexternal.AstrategicanalysisofWasrebrevealeditsstrengths,weaknesses,opportuni-tiesandthreats.

Table 2: SWOT Matrix

Positive factors Negative factors

Internal factors Strengths Weaknesses

External factors Opportunities Threats

Table 3: Opportunities and Threats

Aspect Opportunities(+)

Threats(-)

Desired Response

1. Political developments

CoK2010(Billorrightsanddevolutionofservices)

Perceptionofautonomybycounties

Developandimplementstrategytoimproveservicelevelsandaccesstotheunderserved

Improveaccountabilityinsector

Developeffectiveinstitutionalframeworktomanagewaterservices

Developregulatoryregimetorespondtocustomerneeds

Establishframeworkofen-gagementwithnewadminis-trators/counties

CHAPTER FOUR


Aspect Opportunities(+)

Threats(-)

Desired Response

2. Economic developments

Provisionforpublicparticipationinbudgetingprocesses

ImprovingEconomy

Increasedsec-torfunding

PublicFinancialandManage-mentAct

Willingnesstopayforqualityservices

ResistancetotariffchangeHighinflation

Lackoffinancialsustainabil-ityofwaterservices

Prevalenceofcorruption

Increasingpovertylevels.

Improvetransparencyandaccountabilityinsector

Implementmeasurestopro-motefinancialsustainabilityofsector

Improvestakeholderaware-nessandengagement

Enhancepublicawarenessinthecostofwaterservices.

Explorepossibilityofindex-ation

Explorealternativefinancingoptions.

Conducttransparencycampaigns(PartnershipwithEACC)

Carryoutavalueformoneystudyanddisseminate.

Reflectissuesofintegrityontheobjectivematrix

DevelopCorruption/integrityindicators/tool

Publishcorruptionindexonsector.

WASBITtool

3. Social developments

Increasingconsumerem-powerment

GenderRule

Rapidpopu-lationgrowthRuralUrbanMigrationGrowthofinformalset-tlementsinurbanareas

Strengthenpro-poorregulato-rymeasures

4. Technological developments

AdvancesinITITsavvystake-holders

Improvedaccesstoinformation

DevelopmentoflowcostWSStechnol-ogies

ThreatstoSecurityofinformationResistancetotechnologicaladvance-ments

PromotetheutilizationofICTinservicedelivery

5. Environmental developments

Stringentefflu-entdischargestandards

ClimatechangeandvariabilityDiminish-ingwaterresourcesPollutionofwatersources

Establishframeworkofengagementwithotherinsti-tutionsdealingwithconser-vation

Promoteimplementionofwatersafetyplans.


Table 4: Strengths and Weaknesses

No. Aspect Strengths Weaknesses Response

1. Leadership and Governance

DiverseBoardcomposition

HighBoardcommitment

CordialRela-tionsbetweenBoardandManagement

GoodGovern-anceprinciplesandpracticeswithinWasreb

Guidancetomanagement;

GoodRelationswithstakehold-ers.

NotcompliantwithConsumerProtec-tionActsection94.

Precisedefinedstakeholdercriteriainappointmentofdirectorsnotdefinedintheena-blingstatute.

DGrolenotrecog-nizedinstatuteasbeingpartoftheboardofDirectors

DraftWaterBillcancorrecttheweak-nesses

2. Regulatory Tools Effectiveregula-torytools

Lackofinfrastruc-turedevelopmentandnetworkbusinessplansguidelines

LackofRegula-toryAccountingguidelines

LackofAssetman-agementguidelines

Weakenforcementofexistingregula-torytools

Developlistedtools

Reviewallexistingtools

3. Human Resource Management and Development

AdequateHRguidelines

Recruitmentanddevelop-ment(rightpeopleintherightjobs)

Traininganddevelopment

Motivationandwelfare

Staffinadequacy;

InadequateCom-pensation(salary,termsofservice,etc)

LackofPMS

Lackoftrainingimpactassessment

Unclearjobdescriptionsanddelegation

Mismatchofduties

SendproposaltotheSalaryandremunerationcom-mission.

DevelopPMS

Revisejobdescrip-tions

Developdelegationmechanisms

Fillvacantpositions

Directoratestoaligntaskstostrategicobjectives


4.2 Stakeholders’ AnalysisTheStakeholdersofWasreb,andtheirservicedeliveryexpectations,wereanalyzed,arepresentedinTable5below.

Table 5: Stakeholders of Wasreb and their Expectations

No Stakeholder Stakeholder Expectations

WSBs

Licensing

Regulatorymechanismsandguidelines

Inspectionfeedback

TechnicalCapacitybuilding

Cascadingpolicytothelicensees

Sectoralinformation

WSPs

Approvedanduser-friendlySPAs


Inspectionfeedback

Enablingregulatoryenvironment

TechnicalCapacitybuilding

Sectoralinformation

Ministry of Environment, Water and

Natural Resource

Sectorregulation

Improvedsectorperformance

Performancereports

Policyadvisory

Resultsatpolicylevel(MTP,MDG,Vision2030)

4. Financial Resources and Management

Systemsoffinancialman-agementandcontrols;

Inadequatefinancialresources

Carryoutreve-nuereconciliationexercise

Enhancedebtcollection

Developafinancialsustainabilitypaper

5. Communications Communica-tionstrategyinplace

Goodstake-holdercommu-nication

ICTuseinexternalandinternalcom-munication

InadequateICTuseinthemanagementandoperationalprocesses.

SensitizeaboutandImplementtheICTpolicy


No Stakeholder Stakeholder Expectations

Ministries and other Government departments /

institutions

Prudentfinancialmanagement


Effectivesub-sectorcoordination

ConsumersBetterservicedelivery

Information,education,andcommunication

Private Sector

Guidelinesforinvestmentinsector

AccurateInformationaboutthesectoranditspotential

Completionofsectorreforms

Development Partners

Prudentmanagementofresources

Effectiveprojectimplementation


County GovernmentImprovedsubsectorperformance

General Public Improvedservicedelivery

Civil Society Improvedservices,particularlytothevulnerable

Learning Institutions CollaborationonWaterServicesinnovations(R&D)

MediaInformationonregulation

Improvedservicedelivery

Bottled water companies


Inspectionfeedback

Enablingregulatoryenvironment


Strategic IssuesOBJECTIVES, STRATEGIES AND OUTCOMES

5.1 Strategic IssuesStrategicissuesarefundamentalchallengesfacinganorganizationwhichhavetobeaddressedfortheorganizationtoperformwell.Failuretoaddresstheseissueswillhaveadverseconsequencesontheorganization.AfterconductingstrategicanalysisonWasreb,fourstrategicissueswereidentifiedforaction.

Governanceandsustainabilityofthewatersector Realizationofuniversalaccesstowaterservices CapacityofWasrebtodeliveritsmandate Stakeholderengagementinthewatersector

5.1.1 Governance and Sustainability of the Water Sector

Fromtheyears2007to2012,fundingtothewatersectorhasrisenfromKshs.12.7billiontoKshs.31billiontoimproveonwaterservicesnationally.Inaddition,theannualturnoverofthewaterservicessectorhadby2012reachedKshs.12billion.Theseresourcesweresupposedtobering-fencedanddeployedtransparentlyandaccountablytoimproveonthetargetssetinthelicencesandintheSPAs.Unfortunately,insteadofdirectingthoseresourcestotheexpectedimprovementinwaterandsewerageservicesthefollowinggov-ernancechallengesarenowprevalentespeciallyamongthemediumtolargeWSPs:

UnsustainableincreaseinthewagebilloverandabovewhatistheallowedbenchmarkinthelicensesandtheSPAsbyunnecessaryemploymentoflowercadresofstaffandunsustainablecollectivebargainingagreementsandhighmanagementcadresalaries.

Failuretodeploythemoneyearmarkedforassetdevelopmentandloanrepaymentidentifiedduringthetariffadjustmentprocess.

Failuretoadheretothesetamountsoffeesandleviesdeterminedintheapprovedtariff.

IncreaseintheadministrativeexpensesoftheWSPsandWSBsthatdonotaddvaluetothecorebusinessofprovisionofwaterservices.

CHAPTER FIVE


Lackofcorrelationbetweenmoneyspentonprojectsreportedascompletedandincreasesinservicelevels.

Generalimprudenceinthemannerinwhichresourcesareusedduringthebudgetingprocess.

ReportsoftheControllerandAuditorGeneralhaveproducedqualifiedopinionsonthefinancesandsystemsofseveralWaterServicesBoardsandWaterServiceProviders.Whilesomeofthemareseriousandmeritdeeperinvestigation,inspectionsbyWasrebhaveshownthatthereisnegligencegenerallyinadherencetolicenceandSPAcondi-tions.Thishasalsobeenexacerbatedbythefollowingissuesinthesector:

TheWaterServicessectordidnotpublishrulesundersection110oftheWaterAct2002andtheregulationswhichweresupposedtoactasbylawsatthelocallevelun-dersection73.RulesweresupposedtoguideWasrebandthepublicatlargeonwaterservicesectorbindingstandardsnationally.Regulationsweresupposedtoprovidebindingstandardsontherightsandobligationsoflicenseesandtheiragentsvisavistherightsandobligationsofthepublicwhichwasreceivingtheservices.Underthisbindingframework,Wasrebwasgiventhemandatetoalsoestablishguidelineswhichwouldguideprocesseswithinthesector.

InspiteofWasrebdraftingrulesandregulationsin2009,theywerenotsignedintolawbythennotuntil2013.Thereforetherewasalegalvacuuminthebindinglegalframe-workforthesector.Wasrebissuedmultipleguidelinesbutguidelinesarebynomeansadequatetoensureenforcementandthishascontributedtopoorcomplianceinthewaterservicessector.

Infuture,therehastobearobustlegalframeworkasacomplexsectorsuchaswaterservicescannotbegovernedbyguidelinesonly.

Duetothemultipleoperationsinthewaterservicessector,aninspectorateservicewasestablishedinWasrebtonationallymonitorthelicenceandserviceprovisionstandards.ThisdidnotanddoesnotstillhavethemanpowerandfinancialmuscletoperformspotinspectionscountrywideonalltheWaterServicesBoardsandProvidersandalsodoatleastquarterlyinspections.InanatmospherewhereWasrebinspectorscanonlyvisitanareaonceafteranaverageoftwelvemonths,monitoringcomplianceandensuringcompliancewiththelicenceandServiceProvisionAgreementshasnotbeensuccess-ful.

TheLegalDepartmentfromtheyear2007-2012thoughestablishedwasmannedbyonepersonwhoinadditiontoprovidinginternallegalserviceswasalsosupposedtoissuelicencesandServiceProvisionsAgreementsforthewholecountryandofferen-forcementservicestothesector.WhilethiswouldnotbeaproblemiftheLegalDepart-mentwasprovidedwithfinancialresourcestooutsourcemostservicessothatitactsasaprojectmanager,financialresourceswerealsonotavailed.ThusanynationallegaloutreachandeducationandmonitoringthatissupposedtobeofferedbytheLegalDepartmentmeetsverylittleoftheneed.Infuture,WasrebmustbuildthecapacityoftheInspectorateServicesandtheLegalandEnforcementServicesasitwillnotachieveitsmandatewiththecurrentsetup.

RelianceonmanualsystemsinsteadofusingICTtoenhancethemonitoringofthewaterservicessectordoesnotbodewellfortheoutlookofcomplianceinthesector.


WasrebhastoexplorehowtouseICTtoenhancethemonitoringandcompliancefunction.AppropriateuseofICTusuallyleadstoenhancedservicedelivery.

Thereformsofthewaterservicessectorneedthesupportofanimprovedgovernanceframeworkinthecountrybothatnationalandlocallevels.Improvementofgovernancewillleadtoproperdeploymentofresourcesandcurbrevenueleaks.However,itisaproblemthatisnotaddressedbyonlytheeffortsofaregulatorbutalsoarobustnationalgovernanceandlawenforcementsystem.IncidencesreportedtoWasrebshowthatwhereManagingDirectorsofWSPsandCEOsofWSBshaveendeavouredtoproperlydeployresourcestheyhavebeenmetwithresistancebyentrenchedlocalandnationalinterests.

ThepresenceofmanysmallWaterServiceProvidersmeansthattherearelimitedecon-omiesofscaleseeninthehigheraveragetariffsforwaterandlowerqualityofservicecomparedwithlargerproviders.Thesesmallinefficientprovidersareoftenplaguedbypoormanagementcapacitieswhichimpactnegativelyonservicedelivery.Itisthereforeperti-nentthatonlyWSPsmeetingspecificminimumrequirementsarelicensedtoprovidewaterservices.

HighlevelsofNon-RevenueWater(NRW)areimpactingnegativelyonthesectorwithlossesestimatedatKshs.9.5billionannually(Impact5).TheselossestranslatetohigherperunitcostofwatersoldandalsolimiteitherthenumberofpeopleservedbytheWSPsorthenumberofhoursofservice.Inthisrespect,specificeffortisneededtocurbtheselosses.

Inaddition,thereisneedforWSPstooperateoncostcoveringtariffssoastosustain/improveservicelevelsandensurethatanyoperationalsubsidiesgivenarepeggedtostrictperformancetargets.

Objective 1: Toenforcethelegalandregulatoryframeworkgoverningprovisionof waterservices

Objective 2: Toensureefficiencyandviabilityinprovisionofwaterservices

Strategies: Enhancecomplianceinthesector Strengthencollaborationwithkeystakeholders Strengthenmanagementofwaterservices

Expected Outcomes: Goodgovernancepracticesinthesector Harmonizedoperationsinthesector Atleast50%oftheWSPsmeetatleast50%ofthesectorbenchmarksby2018

5.1.2 Realization of Universal Access

WhilewaterandsanitationcoverageinKenyahasimprovedovertherecentyears,thecountrystillfacesconsiderablechallengesinreachingthewaterandsanitationMillennium


DevelopmentGoals(MDGs)by2015.Theslowprogressinwaterandsanitationcoverage,couldthreatentherealizationoftheVision2030sincetheeconomicandsocialgrowthenvisagedinvision2030dependsonacceptablelivingconditionsforthepopulationwhichisdirectlylinkedtoaccesstowaterandsanitationservices.Thewatercoveragein2010/11isestimatedat52%and45%forurbanandruralareasrespectively(Impact 5).

ItisthereforeimperativethatWasrebputsinplacemeasurestoensurethatallKenyansregardlessoftheireconomicstatusaccessqualitywaterservices(arightinCoK2010)andthattimelyandaccurateinformationonwaterservicesisavailablefordecisionmaking.

Objective 3: Tomonitorsectorprogressinrealizinguniversalaccess

Strategy: Ensureincreasedaccesstoallareas

Expected Outcome: Nationaltargetsonaccesstowaterservicesprogressivelyrealized

5.1.3 Capacity of Wasreb to Deliver its mandate

Withtherecognitionofthehumanrighttowaterandsanitationbyconstitution,Wasrebhasanenormoustaskofmonitoring,enforcingandpromotingtheprogressiverealizationofthisright.Toachievethis,thereisneedtostrengthenfinancialandhumanresourcecapacitythatwouldensureeffectiveregulationofthesectorinordertoenhanceaccessibilitytowa-terservices.Strategieswillthereforebeputinplacetoenhancethefinancialsustainabilitytoensureachievementoftheplannedactivities.Wasrebrecognizesthathumanresourceca-pacityiscoretoachievementofitsmandateandwillendeavortheemploythebesthumanresourcemanagementpracticestohelpachievetheplannedactivities.

Objective 4: TostrengthenWasreb’sinstitutionalcapacity

Strategy: BuildaresourcebasetoenableWasrebdeliveritsmandate Buildandmaintainpositivecorporateimage

Expected Outcome: AfinanciallysustainableWasreb Wasreb’sHumanResourcecapacitystrengthened EnhancedCorporateimageofWasreb

5.1.4 Stakeholder Engagement in the Sector

Stakeholderscanpositivelyornegativelyimpactontheactivitiesofanorganization.Co-operationbetweenthestakeholdersandanorganizationisthereforeimportanttoensuregoodwilltowardsorganizationalactivities.Thewatersectorhasamultiplicityofstakehold-


erscomprisingconsumers,serviceproviders,developmentpartners,governmentagencies,andcivilsocietyamongothers.Eachofthemhasdifferentrolestoplayintherealizationoftheoverallobjectiveofhavingwaterforall.

Quiteoften,theregulatorisforcedtotakeactionsthatmayordinarilyseemforcefulandwhichmaygeneratealevelofresistance.Itisthereforeimportantthatpersonsandinstitu-tionstowhomtheseactionsaredirectedhaveaplatformtoparticipateintheformulationandimplementationofthesamesothatontheoverallregulatoryactivitieshavebuy-in.

Strategicfocusonstakeholderengagementisthereforeimportantto: Minimizeconflict Preventduplicationofeffort Createsynergyfortheoverallgrowthofthesector,whichisinlinewithpublicinterest.

Wasrebwillthereforebeseekingtoimproveitsengagementwithstakeholdersinthenextstrategicphase.

Objective 5: Topromotestakeholderparticipationintheprovisionofwaterservices

Strategies: Enhanceconsumerparticipationinwaterservices Strengthencooperationwithstakeholders

Expected Outcome: Improvedservicedeliveryandincreasedawarenessonwaterservices

Theactivitiestosupporteachoftheaboveobjectivesaredetailedin Annex 1.


Implementation of the Strategic PlanKeyconsiderationsinimplementingtheStrategyare: Annualworkplans Organizationalstructure Financingthestrategy Riskmanagement Monitoringandevaluationsystems

6.1 Annual Work PlansInimplementingthisStrategicPlan,annualplans(workplans)willbeprepared.Thesewillgivemoredetailaboutwhatwillbedoneonayearlybasis.Theseworkplanswilllinkwiththeannualbudgetandtheperformancecontract.TheworkplanswillbedrawnfromtheimplementationmatrixofthisStrategicPlan.

6.2 Organization StructureTheBoardcarriedoutanorganizationstudytoreviewitsorganisationalstructure,staffinglevelsaswellasfinancinglevelinordertobeinapositiontoeffectivelydeliveronthewidermandateunderthenewdispensationofdevolvedgovernments.

TheorganisationalstructureillustratedprovidesforhighlevelstructureswhichhavebeendevelopedtoalignkeyfunctionsofWasrebtothestrategicobjectivesidentifiedfortheWasrebStrategicPlan2013-2017.Aswemovetowardsdevolvedgovernments,Wasrebwillneedtore-designitsorganisationalstructuretoupgradeitsdepartmentstodirectoratessothattheorganisationhasrequisiteauthoritytosuperviseinstitutionsitregulates.

Directoratesaredesignedtofocusonkeyroles,functionsandresponsibilitieswhilstremov-ingambiguitiesandoverlapscurrentlyevident.Similarly,functionswillbestrengthenedtogiveWasrebtheimpetustobecomerelevantinthewaterservicessector.Keyfunctionswillbeinstrumentalindevelopingandimplementingpolicyinthespecificareas.

CHAPTER SIX


Outline of the Organisation Structure Capturing Proposed Roadmap

Technical Services Directorate ThisDirectoratehandlesfourkeyfunctionsthatinclude:(i)Engineeringservices

includingsettingthestandards,monitoringcompliancewithdesign,operationsandinfrastructure(ii)EconomicRegulation,includingtariffsanalysis,financialanalysisandpublic-privatesectorpartnerships(iii)Inspectorateservices,includingwaterqualityand(iv)Sectorinformationsystemsmanagement(WARIS).

Legal and Enforcement Directorate ThisDirectoratecompriseslegal,qualityassuranceaswellasmonitoringandeval-

uation.Alegalteamwillbeformedtoenforceandundertaketheurgentlyrequiredservicesofprosecution.

Consumer and Public Affairs Directorate ThisDirectorateisresponsibleforstakeholderinterfaceandhandlesawarenessand

engagementactivitiesmeanttocreateunderstandingandpromotegoodwill.Theseactivitiesincludeinformationanddocumentation,mediarelations,customerrelationsandcommunityrelations.TheDirectoratesalsohandlescustomercomplaintsandisresponsibleforthemanagementofWaterActionGroups.

Corporate Services Directorate ThisDirectorateencompassessupportservicesofWasrebincludingFinance,Human

resourcesandAdministration.ProcurementreportstotheDirectorGeneralbutforadministrationpurposeswillbeplacedinthisDirectorate.

Internal Audit Services ThisensuresthattheBoardcomplieswithfinancialandoperationalrulesandregula-

tions.ItwillreportdirectlytotheAuditandRiskManagementcommittee.

BoardofDirectors

DirectorGeneral

Director,TechnicalServices

Director,LegalandEnforcement

Director,ConsumerandPublicAffairs

Director,CorporateServices

InternalAudit

CorporateServicesCommittee

RegulatoryCommittee

AuditandRiskManagementCommittee


6.2.1 Leadership and Governance

TheBoardofDirectorsprovidesleadershipandgovernancestructurestotheoperationsofWasreb.TheseareinstitutionalizedthroughthedevelopmentandimplementationofgoodGovernancesystemsandadherencetoaCodeofEthics.Inparticular,theBoardhasthemandateto: ProvideleadershipinthemanagementoftheBoardwhilstarticulatingthegoalsofWas-rebandplanninghowthesegoalswillbeachieved

EnsuretheintegrationofgoodCorporateGovernanceatalllevelsofWasreb

Provideguidancetomanagementonpolicydevelopmentandcompliancethereofinidentifiedkeyresultsareas

Approveorganisationalstructuresandappropriatestaffinglevels

MonitorandevaluateperformanceagainstStrategicPlans,Budgets,andPerformanceContracts

Encouragecollaborativenetworkswithstakeholders

Ensurecompliancewithstatutoryandregulatoryframeworks,andproposemecha-nismsforcontinuedimprovements.

6.2.2 Committees of the Board

WasrebhasthreeBoardcommitteeswhoseTermsofReferenceisbrieflydescribedbelow:

Audit and Risk Management Committee ThisisastatutoryrequirementofStateCorporations.TheInternalAuditorshalldirectly

beaccountabletothiscommittee.Thiscommitteewillbeinchargeofthestewardshipofresources,andriskmanagement.ItwilloverseeallfinancialandoperationalaspectsofWasrebtoensurecompliancewithfinancialandoperationalrulesandregulations.

Technical Services Committee ItsroleistooverseetheregulatoryfunctionsandresponsibilitiesofWasreb.The

committeewillensurethatthetechnicalissuespertainingtoregulation,standardsandcompliance,andcustomercarearedulymet.Itwillalsoprovideoversighttothefinancialanalysis,marketcompetitionandeconomicregulation,includingthereviewandupgradingoflegaltoolsrequiredforregulation.Inthisregard,itwillalsoprovideguidelinesforthedevelopmentofPrivatePublicPartnerships.

Corporate Services Committee Itwilloverseethedevelopmentofthestrategicplan,budgets,Performancecontracts,

finance,administrationandotherinternalservices.Thiscommitteewillensurethatproperrecordsofaccountsaremaintained;sourcesandutilizationoffundsareinlinewithBoardandGovernmentpolicyonfinancialmanagementofStateCorporationsandtheinvestmentplansaddvaluetotheoperationsofWasreb.OtherfunctionsincludeallaspectsofhumanresourcemanagementanddevelopmentandtheintegrationofgoodCorporateGovernanceinthemanagementofWasreb.Otherrolesassignedtothiscommitteearetooverseetheinformationmanagementandcommunicationsfunctions,customerrelationsaswellasmediaandpublicrelations.


6.3 Financing the StrategyAllocationandmanagementofresourceswillhelpmovetheBoardtowardsthesuccessfulexecutionofitsstrategicobjectives.Financialsustainabilityisbasicforthesurvivalofanyorganization.Wasrebshould,asaresult,conductafullanalysisofitsfinancialsituation.TheBoardshoulddependlessontheGovernmentfundingasthishasprovedunsustaina-bleinthepast.ItshouldthereforedeepenthepartnershipsandlinkageswithDevelopmentPartners,anddevelopastrategythatwillensurethatitbuildscapacitytoenableitregulateeffectivelyinthesub-sectorandidentifyopportunitiestobeefitsfinancialbaseandin-creaseitsrevenuestreams.

ThebudgetrequirementforimplementingtheStrategicPlanin Table 8isKsh96million.Foreachobjective,anactivityrelatingtheretohasbeencostedandthesumtotaloftheseaddtothebudgetrequirements.

FromtheprojectedComprehensiveIncomeStatement,onayearbyyearbasis,afterfactoringthecostofimplementingtheStrategicPlan,theBoardhasnosurplusfundslefttofinanceanyotheroperations.Itisthereforecertainthatifthefinancingassumptionsenumeratedherebelowdonothold,thentheBoardwillnotbeabletosuccessfullyfinancetheactivitiesthatwoulddeliverthestrategicobjectives.Thefinancialstatementspresenttheprojectedfinancialpositionsinthenextfiveyears(2013-2018)ofthePlanperiod.

Wasrebhasthreemainsourcesoffundingnamely: Regulatorylevy GokGrants DonorGrants

Regulatorylevyis1%ofthewatersalesofWaterServiceProviders.Theannualsectorturnoveris12billion.WasrebissupposedtocollectaboutKsh120millionayear.CurrentlyWasreb’scollectionefficiencyisabout80%ofthesectorturnover.TheabilityoftheBoardtofinancetheStrategicPlanisbasedonthefollowingfinancingassumptions:

TheStrategicPlanimplementationwillbefundedprimarilyfromthecollectedregulatorylevies

Toimplementthestrategicobjectives,it’sproposedthatthecurrentlevybe increasedto2%fromthefinancialyear2014-2015.

Theoptionofintroducingalevyonbottledwaterwillbeconsidered

WaysandmeansofgettingincreasedfundingfromtheGovernmentwillbe explored.

Efficientuseofresourcestoobtainvalueformoneywillbeadopted

DuringtheStrategicPlanimplementationperiodadditionalfundswillbesourced.

Thefundingplanwillbereviewedonneed-basis


Expenditure Item Budget (KShs)

Objective 1:Toenforcethelegalandregulatoryframeworkgoverningprovisionofwaterservicesforeffectiveregulation

21,500,000

Objective 2:To ensureefficiencyandviabilityinprovisionofwaterservices 9,500,000

Objective 3:ToMonitorSectorprogressinrealizinguniversalaccess 10,000,000

Objective 4:TostrengthenWasreb’sinstitutionalcapacitytodischargeitsfunctions

27,000,000

Objective 5:Topromotestakeholderparticipationintheprovisionofwaterservices

28,000,000

PersonnelCosts 745,000,000

Operationalcosts 445,000,000

TOTAL 1,286,000,000

Table 6: Budget Requirements for Implementation of Strategic Plan

6.4 Risk ManagementThemainobjectiveofriskanalysisistoensureprudentwaysofmanagingrisksbyidentify-ingwhatistobeassessed,actionplanstobedeveloped,andmeasurestobeputinplacetodealwithriskmitigation.

Riskanalysisinvolvesidentifyingthemostprobablethreatstoanorganizationandanalyzingtherelatedvulnerabilitiesoftheorganizationtothesethreats.Suchthreatsincludebutnotlimitedtoanythingthatcould: Preventtheachievementofobjective(s)

Exposetheinstitutiontothepossibilityofloss

Leadtothepossibilityofeitheranundesirableoutcomeortheabsenceofadesirableoutcome

Negativelyimpactontheinterestsofthekeystakeholders

Inlinewiththestrategicplanningprocess,theBoardofDirectorsandManagementhaveputinplacestrategiesthataredesignedtoreducetherisksthatwould: Preventtheachievementoforganization’sVision,MissionandStrategicObjectives

Impedetheachievementofoperatingobjectivesandresults,includingthecoreactivi-ties

Distorttheaccuracy,reliabilityandtimelinessofanentity’smanagementandreportingsystems

Hampertheenhancementofgoodgovernance

Impedefinancialsustainability


TheBoardshallconductregularreviewsoftheseriskstoensureeffectivemanagementoftheriskspectrum.Thisincludesensuringthat: Significantstrategic,operational,complianceandfinancialriskshavebeenidentifiedandprioritised.

Strategiesareinplacetomanagerisks,orthatthereisaplanandtimelineforimple-mentingthosestrategiesandrequisitepolicies,proceduresandcontrols.

Managementreportsandinformationfrominternalandexternalauditorsarereviewedregularlyandactedonpromptly.

Managementisheldaccountableforcontinuouslyimplementingtheriskmanagementframeworkwithintheinstitution

OnitsparttheManagementshall: Implementandmanagetheoverallriskmanagementsystem.

Developandmaintainariskmanagementframeworkwhichidentifiesrisks,assessestheirreasonableprobabilityandseverity,andassigningresponsibilitytoaspecificindi-vidual.

Createanactionplanandtimetableforimplementingriskmanagementframeworks.

Monitorimplementationofeffectiveriskmanagementprocesses,includingidentificationofemergingrisks.

EnsureeffectivereportingtotheAuditandRiskManagementCommitteeoftheBoard.

6.5 Monitoring and EvaluationMonitoringandevaluationisanintegralpartofanyStrategicPlan.Wasrebwillputinplaceamonitoringsystemtoensurethatplannedactivitiesareimplemented,andsetbacksandvariationsareaddressedastheyarise.Theimpactofimplementedplanswillbeassessed.AchievementsofHumanResourcedevelopmentplans,forexample,shouldbereflectedinimprovedstaffperformance.

ThesuccessoftheimplementationoftheStrategicPlanwilldependlargelyonhowplannedactivitiesandoutputsareeffectivelymonitoredandevaluated.ThepurposeofmonitoringandevaluatingtheimplementationoftheStrategicPlanwillbetoassesswhathasbeenachieved,suggestwaystoovercomedifficultiesifanyandlaythebasisforimprovedimple-mentationoftheStrategicPlan.

TheBoardwilladheretotheannualperformancecontracts,holdmanagementmeetingsandmonitorperformanceontheStrategicPlanthroughthequarterlymeetings.Inimple-mentingtheactivitiesintheStrategicPlan,Wasrebwillputinplaceamonitoringsystemtoensurethatplannedactivitiesareimplemented;andsetbacksandvariationsareaddressedastheyarise.

Monitoringandevaluationwillbedoneatthreelevels:corporatestrategiclevel;functionaldirectoratelevel;andindividualperformancelevel.ThesystemadoptedbyWasrebwilltargetthethreelevels,asfollows:


IndividualperformancetargetswillbeagreeduponbetweentheDirectorateheadsandstaffconcerned.Thiswillbepartoftheinstitutionalperformanceappraisalsystem.ThissystemwillbelinkedtoperformancecontractsthatarenowpartofthemanagementofStateCorporations.Performanceappraisalwillbecarriedoutyearly.Animportantroleoftheperformanceappraisalsystemistoidentifystafftraininganddevelopmentneeds.Thisisinadditiontotherewardaspectsofperformanceappraisal.

MonthlyDirectoratemeetingswillbeheldtomonitortheimplementationoftheDirecto-rateplans.

Atmanagementlevel,bi-monthlymeetingswillbeheldtomonitortheimplementationofoperationalplansagainsttheStrategicPlan.

TheBoardwillmonitortheimplementationofoperationalplansandtheStrategicPlaninquarterlymeetings.

Annualstrategicreviewworkshopswillbeheldtoevaluatetheimpactofoperationalplansatbothoperationalandstrategiclevels.TheseevaluationmeetingswillinvolveManagementandBoardofDirectors.

TheprocessofmonitoringandevaluatingtheimplementationoftheStrategicPlanshouldincludethreekeyelements:

InternalProgressReport

ExternalReview

AnnualReportCard

PerformanceContract

Internally,akeytomonitoringandevaluatingtheprogressoftheStrategicPlanwouldberegularprogressreportscompletedbythevariousDirectoratesresponsibleforimplement-ingtherecommendedstrategies.ThecompletionoftheseprogressreportsshouldbetimedtobeinlinewithWasreb’sannualbudgetcycle.TheDirectorGeneralwouldthenreviewtheprogressreports.

TheCorporatePlanningDepartmentwillassistthevariousDirectoratesincompletingandcoordinatingthereportspriortobeingpresentedtotheDirectorGeneralandtheBoardofDirectors.TheprogressreportswoulddescribetheactionstakenbyeachDirectoratetowardachievingaspecificobjectiveandstrategyoftheStrategicPlan.

AttheendofeachyearofthePlanperiod,anAnnualReportCardisproduced.TheAnnualReportCardwouldevaluatetheyear’sactivitiesrelatedtotheStrategicPlan.


ConclusionGoodstrategicplansoftenfailtodeliverresultswhereimplementationisfaulty.Implemen-tationofastrategicplanisimportantthoughnoteasy.Therearemanychallengeswhichcomewithitandtheseoughttobeconfronted.Goodstrategiesthatarewellimplementedwillguaranteesuccess.

SuccessfulimplementationofthisStrategicplanwillrequirethecommitmentandcollectiveeffortofallstaff.TheDirectorGeneralandhismanagementteamwillplaythekeyroleofleadingtheseimplementationefforts.Boardmemberswillbeexpectedtoprovidesupportandguidancetothismanagementteam.

Thestrategicplanwillbeimplementedbyallstaff.Theywillneedtobesensitizedonthekeyhighlightsoftheplanandwhatisexpectedofthem.Thiswillempowerthemtocon-tributetowardsimplementingtheplan.

Managementwillbeexpectedtocontinuouslymonitorimplementationprogress.Thetime-lines,responsibilitiesandexpectedoutcomesspeltoutintheimplementationmatrixwillbeusefulinthisregard.Continuousperformanceimprovementshouldbeundertaken.Reviewoftheplanwillensureitremainsrelevant.

CHAPTER SEVEN


Annex 1: Implementation MatrixIssue 1: Governance and Sustainability of the Water Sector

Strategic Objective 1: To Enforce the Legal and Regulatory Framework Governing Provision of Water Services

Strategies: Enhancecomplianceinthewatersector Strengthencollaborationwithkeystakeholders

Activities Expected Performance Responsibility Timeline Amount Outcomes Indicators/Output

1.Continuouslyreviewexistingregulatorytools:

Amendedlicense

Tariffguideline

Governanceguideline

Revisedreportingguideline

Waterqual-ityandeffluentmonitoringguideline

Publicconsultationguideline

Waterdemandmanagementguideline

Goodgovernancepracticesinthesector

Harmonizedoperationsinthesector

Gazettementoftheregulatorytools

Operationalizedtherevisedregu-latorytools;− Disseminated

thetoolsforusetothewaterservices

− Sensitizedstakeholders

− Establishedrelevantstructuresandbroadencol-laborationwithstakeholders

D/L&ED/RS

2013-2018

20M

ANNEXES



2.Developnewregulato-rytoolstoaccommodatethechangingregulatoryenvironment

Regulatoryaccounting

Assetmanagementguideline

ModelmemorandumandArticleofAssociation

ModelMem-orandumandArticlesofAssociationtobeusedbyallwatercompa-niesapplyingtobelicensedbythewaterservicesreg-ulatoryBoardtooperateasWaterServiceProvidersdeveloped

Newtoolsinplace

2013-2018

3.Reviseandharmonizethecomplianceandenforce-mentstrategy

4.Enhancecapacityofkeystakeholdersinenforcingtheregulatoryframework

5.Generateac-tionplansfromlicensereports

6.Broadencol-laborationwithkeystakehold-ers’.

7.Generateandissuerulesonwaterservices

8.Sensitizejudi-cialofficersonprovisionsofthewaterActandtheregula-toryframeworkinplace

9.Conductprosecutionof

Harmonizedandenhancedcompli-anceandenforce-mentstrategy

Enhancedcompliancewithregulation

Continu-ous

Continu-ous



offencesundertheWaterAct.

10.Carryoutneedbasedinspec-tionsandaudits

11.Reviewtheinspectionre-portsbyqualityassurance(QA)committee

12.Analyzewhetheraco-operationwithindividualsasinspectorsisavalidapproach

Ifyes:Employingandtrainingoftheseinspec-tors

Checklistforthefirstinspec-tionofWSPs

EstablishanapproachtodeterminewhenandhowaWSPisinspected

13.Cooperationwithkeypeopleincountygov-ernmentsontheregulatoryframework.

14.Establishstandardsinlegislationofkeyinstitution-al,financialandtechnicalrequirementstobemetbyabodyseekingtobeawaterserviceprovider

1.5M

DraftpolicypaperonfuturerolesofWasrebandcountygovernments

Standardsinplace

WSPsappointedunderthecriteria

D/L&ED/RS

1monthfromdateofenact-mentoftheNewWaterAct

3Monthsfromdateofenact-mentoftheNewWaterAct

2013-2017

June2014


Activities Expected Outcomes

Performance Indicators

Responsibility Timeline Amount

DeterminethewaterandseweragetariffsproposedbytheCountyWaterSer-viceProvidersandapprovetheirimpositioninlinewithconsumerprotection;

Atleast50%oftheWSPsmeetatleast50%ofthesectorbenchmarksby2018

50%ofWSPsmeetingthevia-bilitycriteriahaveapprovedtariff

D/TS June2018 1M

Publishtariffconditionswitheveryapprovedtariff.

Publishedtariffconditions

D/TS 2013-2018

4M

Carryoutquarterlyrevenueaccountreconciliations

ReconciliationsforWSPswithanannualturnoveraboveKshs.200million

2014

Ensureannualauditedfinancialstatementsarepublishedwithinsixmonthsoftheendofthefinancialyear.

WSPswithanannualturnoveraboveKshs.200millionpublishtheirannualauditedfi-nancialstatements

2016

CarryoutcapacitybuildingamongWSPsandcountyofficersonsustainabilityofWSPs

CapacitybuildingworkshopscarriedoutforallWSPsandcountyofficers

2013-2018

DevelopanddisseminateaNRWreductionmanualtoWSPs

Manualinplace

Manualadoptedandnonrevenuewatermanagementpracticesimple-mentedbythe10largestWSPs

D/TS 2013

20141.5M

Conductastudyto:a)Establishtherealcostofprovidingsewerageandimpactofchargingcostre-coverytariffsforsewerageservices.b)Feasibilityofchargingasewerage/sanitationlevy

Report D/TS 2014 0.5M

Prescribeandpromoteminimumrequirementsforbillingsoftware.

MinimumRequire-mentsPre-scribed

D/TSD/CPA

Dec2013 .5M

Strategic Objective 2: To Ensure Efficiency and Viability in Provision of Water Services

Strategies: Strengthenmanagementofwaterresources





EstablishGuidelinesforminimumassetmainte-nanceforWaterServiceProviders

Allprojectsimplementedachievevalueformoney

AssetmaintenanceGuidelinesadopted

D/TS 12MonthsfromdateofenactmentoftheNewWaterAct

1M

AdvisetheCabinetSecre-taryandCountyGovernorsonanymatterinconnectionwithwaterservices

Advisorypapers DG 2013-20180.5M

DeterminetariffandwhererequiredproposetotheCabinetSecretaryandcountygovernorsthena-ture,extentandconditionsoffinancialsupporttobeaccordedtoWaterServiceProvidersforprovidingwaterservices;

SubsidiestoWSPsaretimeboundandlinkedtoperformance

AdvisorypaperforwardedtotheCabinetSecre-taryandCountyGovernor

D/TS 2013-2018 0.5M

Issue 2: Realization of universal access

Strategic Objective 3: To Monitor Sector Progress in Realizing University Access

Strategies: Ensureincreasedaccesstoallareas




Monitorprogressintheim-plementationoftheNationalWaterServicesstrategy(NWSS)and2ndMTPofVision2030onwaterandsanitation

Nationaltargetstowaterservicesprogressivelyrealized

Annualreportsonprogress

PolicyAdvisorypaperstocabinetsecretaryandCountyGovernors

D/CPA 30thSeptem-ber

1M

Publishanddisseminateanannualsectorperformancereportonwaterservices

Annualperfor-manceIMPACTreportdissemi-nated

2013-2018 2M

Maintainanationaldatabaseandinformationsystemonwaterservices;

Updateddatabase 2013-2018

2M

Ensuremappingofnetworkandfacilitiesbecomespartofregulatoryframework

DigitalizedMapsoffacilities

D/TS 2013-2018

3M

CaptureandreportonperformanceofWSPswithrespecttoLowIncomeAreas(LIAs)

ReportingonLIAsincludedin(IMPACT)report

D/TS 2013-2018 1M


Issue 3: Capacity of Wasreb to deliver its mandate

Strategic Objective 4: To Strengthen Wasreb’s Institutional Capacity to Discharge its Functions

Strategies: BuildaresourcebasetoenableWasrebdeliveritsmandate Buildandmaintainpositivecorporateimage




Revisetheexistingregulato-rytoolstoaddressserviceprovisiontothepoor(tariffguidelines,licenses)

Revisetheexistingregulatorytoolstoaddressservicepro-visionbysmallscaleserviceproviders

Revisetheexistingregulatorytoolstoaddressservicepro-visiontoareasnotservedbyWSPsandexploreoptionsthatWSPstakeoverrespon-sibilitiesforthoseproviders(e.g.enforcewaterquality)

RevisedTariffGuidelinesandLicenses

D/TSD/L&E

6Monthsfromdateofenact-mentoftheNewWaterAct

1M




Developafinancingplanfortheinstitution

AfinanciallysustainableWasreb

Wasreb’sHu-manResourcecapacitystrengthened

FinancingPlan FM 2013 2M

Carryoutanorganiza-tionalstudytoreviewitsinstitutionalstructure,staffinglevel,andfinanc-ingoptionsrelatedtotheincreaseinfunctionsandenforcementresponsi-bilities.

Report

Recommendationsoforganizationstudyimplement-ed(inparticularwork-flowsincludingassignedresponsi-bilitiesandclearlyspecifiedtimelinesforprocesses)

HRM 2013

201410M

Implementaperformancemanagementsystem(PMS)

PMSinplace HRM Dec2013 3M


Undertakearebrandingexercise

Enhancedcor-porateimageofWasreb

Newcorporatebranddevelopedandmanaged

Brandpromotionsheldinmedia,publi-cations,promotionalmaterialsandphysi-calenvironment

D/CPA June2014 10M

Advisorytothecabinetsecretaryonclassup-gradingandgazettmentofchangeinnametoWRSC.

AdvisoryPaper FMHRM

3MonthsfromdateofenactmentoftheNewWaterAct

-

Trainallstaffontheman-date,customercare

Trainingsessionsheld

D/CPA2013-2018 -

EstablishlinkageswithstakeholdersandotherRegulators

Successfulpartner-shipsformed D/CPA

2013-2018

2M

Issue 4: Stakeholder Engagement in the Sector

Strategic Objective 5: To Promote Stakeholder Participation in the Provision of Water Services

Strategies: Enhanceconsumerparticipationinwaterservices Strengthencooperationwithstakeholders


Performance Indicators Baseline Timeline Amount

Collect,collateanddisseminateinformationonwaterservices

Improvedservicedeliveryandincreasedawarenessonwaterservices

Publicationanddissemina-tionofpublications(AnnualReports,Newsletters,public-itymaterials)

Participationinpublicshowsandexhibitions

D/CPA

2013-2018

4M

ImproveCustom-erRelations

CustomerServiceCharterrevised,publishedandimple-mentedCustomercomplaintshan-dledeffectively

D/CPA

2013-2018

2M

UndertakeCus-tomerSatisfactionSurvey

CustomerSatisfactionSur-veyreportproduced



Performance Indicators Baseline Timeline Amount

Enhancemediarelations

Mediakitproduced

Interventionsundertakeninprintandelectronicmedia(advertisements,interviewsandpressbriefings)

D/CPA

2013-2018

10M

Promotepublicparticipationinwaterservices

Intensifyinterac-tionswithWaterActionGroups

GuidelinesonConsumerEngagementdeveloped,andimplemented.

ConsumergroupsEstab-lishedandpromoted

Quarterlyactivityreportsproduced

D/CPA

10M

Promotetheutilizationoftech-nologyindeliveryofwaterservices

Establishandoperationaliseanonlinecomplaintsmanagementsystem

UsedataofCustomerCom-plaints/MajiVoicealsoforWARIS

Websitedevelopedandupdated

Onlinesysteminplace

2M


Annex 2: Review of Past Performance (2009-2012)

Objective 1: Refine, Strengthen and Enforce the Legal and Regulatory Framework Governing the Provision of Water Services by WSBs and WSPs

No. Goals Activities Implementation Indicator/Target

Milestones at MTR

Milestone as at December 2012

1. Toensurethatby2012thereisinplaceacomprehen-siveandwellenforcedlegalandregulato-ryframeworkgoverningtheprovisionofwaterservices.

FormulatedraftregulationsforgazettementbytheMinistersettingoutrequirementsfortheestablishment,governanceandoperationofWSPs.

DraftRegulations

Gazettedregulations

DraftRegu-lationsdoneDraftrules/regulationssubmittedtotheMWIforgazettement

FormulateGuide-linesonthegovern-anceandoperationofWSPsDeveloparollingprogrammeunderwhichWSPswillberequiredtorestructuretheirgovernancestruc-turestocomplywithGuidelinesImplementtheGuidelinesinlinewiththePro-gramme.

GuidelinesadoptedbytheBoard

ProgrammeadoptedbytheBoard

Implementa-tionprogrammeadoptedbytheBoard

GuidelinesAdoptedProgrammeadopted

Guidelineisbeingimple-mented

52 WSPscompliant

InstitutearollingprogrammeforreviewandamendmentofWSBLicensestoincorporatethenewrequirementsgoverningWSPs.Institutearollingprogrammeforreviewandamend-mentofSPAstoincorporatethenewrequirementsgoverningWSPs.



Adopted

Adopted

AllWSBlicensesamended

4Complianceworkshopsheld

38SPAsAmended(Additional11interim)


No. Goals Activities Implementation Indicator/Target

Milestones at MTR

Milestone as at December 2012

2. Toensurethatby2012allWSBsandkeyWSPsareincompliancewiththelegalrequirementsfortheprovi-sionofwaterservices

FormulateWasrebcompliance&en-forcementstrategy.Formulateperfor-manceindicators(includingbench-marking)Refinemonitoringandevaluationtools(e.g.WARIS)

Implementthecomplianceanden-forcementstrategy

Strategyadopt-edbytheBoard

PerformanceindicatorsadoptedbytheBoard

Refinedmonitor-ingtoolsadoptedbytheBoard

Numberofinspectionvisitsperyear

ReportsofinspectionvisitsComplaintresolutionrateperWSB

Adopted

Adopted

Adopted

Inspectionscarriedoutregularly

Complaintsresolved

OverhaulofWARISongoing

Instituteenforce-mentactionstobringallWSBsandWSPsintocompliancewiththerequirementsoftheWaterAct,theRegulationsandtheGuidelines

Numberandoutcomeofprose-cutionsandotherenforcementac-tiontakenagainstWSPsperyear

Enforce-mentactionstaken


Objective 2: Promote the Commercial Sustainability of WSBs and WSPs

No. Goals Activities Implementation Indicator

Milestones Milestones December 2012

ToensurethatallWSPsarecapableofmeetingroutineoperation&maintenancecostsfortheprovisionofwaterservicesby2012

FormulatetechnicalandfinancialcriteriafortheappointmentofWSPsap-propriatetotheservicestobeprovidedbytheWSP.

Formulatearollingpro-grammerequiringallWSPStosubmittoWasrebO&Mviabilityplans

Carryoutmajortariffre-viewsforallWSPSonthebasisofviabilityplansImplementrollingpro-grammetobringWSPsintocompliancewithviabilityplans

TechnicalandfinancialcriteriaapprovedbytheBoard

RollingprogrammeapprovedbytheBoard

MajortariffreviewscarriedoutforWSPs

Reportsofcompliance&en-forcementactionNo.ofTariffPostImplementationReviewReports

Approved

TheO&Mviabilityplansincorporatedintotariffreviewprocess

Done.TariffreviewforMajor(KeyWSPs)carriedout

48RTAs(5BeforetheBoD)

11PIRscarriedout

Toensurethatby2012allWSBshaveputinplacebusi-ness(invest-ment)plansfor\infrastructuredevelopmentandnetworkexpansionforwatersupplycoveringthewholeoftheirserviceareas

Formulateguidelinesforpreparationofinfra-structurerehabilitation/developmentandnetworkbusinessplans

FormulatearollingprogrammeforallWSBstosubmitinfrastructuredevel-opment/networkexpansionbusinessplansforapprovalImplementrollingpro-gramme

GuidelinesapprovedbytheBoard


(iii)Numberofinfrastructuredevelopment/net-workexpansionplansapproved

AwarenesstrainingcarriedoutforWSPs/WSBs.ThenewLi-cencedocumentincorporatestheguidelineforwaternetworkbusinessplans.

Rollingpro-grammeforthesubmissionofthenewLicencedoc-umentapprovedbytheBoard.

ThreeLicensesApprovedbytheBoard

Comprehensiveguidelinesnotdeveloped

8WSBlicensesreviewedandamended


Objective 3: Improve the Institutional Capacity of Wasreb to Regulate Water Service Provision


Milestones Milestones December 2012

Toensurethatby2012allWSBshaveputinplacebusiness(investmentplans)forsew-erageservicesprovisionforallurbancentres.

Formulateguidelinesforpreparationofbusiness(investment)plansforsew-erageservicesprovisioninurbancentres

Formulatearollingpro-grammerequiringWSBstosubmitforapprovalsew-erageservicesbusiness(investment)plansImplementrollingpro-gramme

GuidelinesapprovedbytheBoard


Numberofsewerageser-vicesbusiness(investment)plansapproved

Awarenesstrain-ingcarriedoutforWSPs/WSBs.ThenewLicensedocumentincorporatestheguidelineforsew-eragebusinessplans.Rollingpro-grammeforthesubmissionofthenewLicensedoc-umentapprovedbytheBoard.

OneofthethreelicensesApprovedbytheBoardhadsewer-ageplans

OnlyonelicenseapprovedbytheBoardhadsew-erageplans


Milestone Milestones as at December 2012

Toensurethatby2012Wasrebhastheinstitution-alcapacityeffectivelytoregulatewaterservicesprovi-sion

ImplementWasreb’snewinstitutionalstructureasapprovedbytheBoard

CarryoutWorkLoadanalysis

CarryoutcapacityNeedsAssessment

Recruitstaffinlinewithnewinstitutionalstructure,workloadanal-ysisandcapacityneedsassessment

Instituteacapacitybuildingprogrammeinlinewithcapacityneedsassessment

Wasrebrestruc-turedonthebasisofnewinstitutionalstructure

ApprovedbytheBoard

Ongoing

ApprovedbytheBoard

Ongoing

.

Reportofworkloadanalysis

Workloadanal-ysisdone

Reportofcapacityneedsassessment

Allstaffinposition

CapacitybuildingprogrammeapprovedbytheBoard

Notallposi-tionsinthestructurearefilled.



Milestone Milestones as at December 2012

Toensurethatby2012Wasrebhasachievedfinancialselfsufficiency

Collect100%ofregula-torylevy

Developandimplementstrategypaperonsup-plementaryandadditionalsourcesofrevenue

Financialreportsofregulatorylevycollections

ReportsoncollectionsapprovedbytheBoard

Strategypaperap-provedbytheBoard

Financialreportsonrevenuecollection

Paperonincreasingtherevenuepresentedbutnotap-provedbytheboardDone

Papernotconcluded

.

Toensurethatby2012Wasrebhasadequateandappropriateofficespaceandfacilitiestomeetitsneeds

Identifyandacquireappropriateofficespaceinasuitablelocation

Equipofficeappropri-ately

Legalagreementforofficespacesigned

Appropriateandadequateofficefacilitiesacquiredandinstalled

AgreementsignedandWasrebhasoccu-piedthenewspace

Done

Toensurethat2012allVstaffarefullyintegratedintotheinstitu-tionandaremotivatedtoperforminlinewithWasreb’sregulatorymandate.

ReviewHRpolicyandstaffmanual

Instituteaculturechange&employeemoti-vationprogramme

Implementculturechange&employeemotivationprogramme

SeekchangeofWasreb’sstatusasaparastatal

ReviewedHRpolicyandstaffmanualadoptedbytheBoard

Approvedandadopt-ed

Culturechange&employeemotivationprogrammeadoptedbytheBoard

ProgrammeapprovedbytheBoard

Reportsofemployeesatisfactionsurveys

Twosurveyscarriedout

Carriedoutannually

Changeofstatusgranted

ApplicationsubmittedtoSCAC.

StatusofWasrebnotchanged


Objective 4: Facilitate the Development of an Enabling Policy Environment for Water Service Provision

No. Goal Activities Implementa-tion Indicator

Milestone Milestone December 2012

1. Tofacilitatethedevelopmentby2012ofanenablingpolicyenvironmentforwaterservicesprovision.Toensurethatby2012Was-rebbecomesaninfluen-tialvoiceinwaterservicessub-sectorpol-icyformulationandimplemen-tation

ToformulateanadvisorypapertotheMinisteronharmonizationandstream-liningoftheprovisionsgoverningwaterservicesintheWaterAct,2002andtheLocalGovernmentActChapter265(includingprovisionsonestablishmentoflocalauthorityownedWSPs,transferoflocalauthoritywaterassetstoWSBetc)ToformulateanadvisorypapertotheMinisterontherationalizationoftheinstitu-tionsinthewaterservicessub-sector(e.g.reposition-ingofWasreb,providingcriteriaandprocessforestablishmentofWSBsetc)

ToformulateanadvisorypapertotheMinisterontheimplementationofpro-poorpoliciesinthewaterservic-essub-sectorincorporatingpoliciesonsubsidiesforO&Minpoorareas,capitalinvestmentsetcToformulateanadvisorypolicypapertotheMinisteronPPPinthewaterservic-essub-sector.ToformulateanadvisorypolicypapertotheMinisteronbulkwatersupplyToformulateapolicypaperfortheMinisteronsewerageservicesprovi-sioninurbanareas(includ-ingsewerageserviceslevychargeableundersection70WaterAct)Toadvocatefortheadop-tionandimplementationoftheabovepolicypapersbyGovernment

AdvisorypaperadoptedbytheBoard

ApprovedandsubmittedtotheMWI





AdvisoryPolicypaperadoptedbytheBoard

ReportsofGov-ernmentactionregardingpolicypapers

Paperonrationalizationpending

CriteriaforappointmentofWSBsisinthewaterrulesapprovedbytheBoard

AProPoorImplementationPlan(PPIP)inplaceattheMWI.

AnationalPPPPolicyframeworkinplace.NosectorframeworkrequiredSPAforprovisionofBulkWaterapprovedbytheBoard

Ongoing

Notdone

Notdone

Done


Objective 5: Facilitate Effective Information and Communication on Water Services

No. Goal Activities Implementation Indicator

Milestones MTR Milestone December 2012

Toensurethatby2012Wasreb’sprofileandstatusasthewaterservic-esregulatorisknownandappreciatedbyallstake-holdersandthepublicatlarge

Formulateapublicrelationsandcommunica-tionsstrategyImple-mentPublicrelationsandCommunica-tionsstrategyExtendcoverageofWaterActionGroupstocoverentirecountryGather,collateandpublishreportsanddisseminateinformationofwaterservices

StrategypaperadoptedbytheBoard

Reportsofannualstake-holderawarenesssurveys

NumberofWAGSestab-lishedandoperational

Approved

Strategyunderimplemen-tation

Surveysdone

PilotdoneinfourWSBregions

Surveyscarriedoutannually

WAGsestablishedandopera-tionalisedinallWSBs

IMPACT,Wasrebnewsletters,website,radioandTVandnewspaperreports

AnnualIMPACTreportsandnewsletterspublished.WebsiteinplaceVariousinterventionsmadeinprintandelectronicmedia

IIMPACTpublishedannually.Websiteoperational

.

Establishdocumen-tationandresourcecenteronthewaterservicessub-sector

Documentationandresourcescentreoperational

Websitecurrentlyutilizedforkeyinstitutionaldocuments

Physicaldocumenta-tioncentrerequired

Upgradeofwebsiteunderwaytomakeitinteractive


No. Goal Activities Implementation Indicator

Milestones MTR Milestone December 2012

Toensurethatby2012Wasreb’sprofileandstatusasthewaterservic-esregulatorisknownandappreciatedbyallstake-holdersandthepublicatlarge

Formulateapublicrelationsandcom-municationsstrategyImplementPublicrelationsandCom-municationsstrategyExtendcov-erageofWaterActionGroupstocoverentirecountryGather,collateandpublishreportsanddissemi-nateinforma-tionofwaterservices

StrategypaperadoptedbytheBoard

Reportsofannualstakeholderawarenesssurveys

NumberofWAGSestablishedandoperational

Approved

Strategyunderimple-mentation

Surveysdone

PilotdoneinfourWSBregions

Surveyscarriedoutannually

WAGsestab-lishedandoperation-alisedinallWSBs

IMPACT,Wasrebnewslet-ters,website,radioandTVandnewspaperreports

AnnualIMPACTreportsandnewsletterspublished.WebsiteinplaceVariousinterventionsmadeinprintandelectronicmedia

IIMPACTpublishedannually.Websiteoperational

.

Establishdocumentationandresourcecenteronthewaterservicessub-sector

Documentationandresourcescentreoperational

Websitecurrentlyutilizedforkeyinstitutionaldocuments Physical

docu-mentationcentrerequired

Upgradeofwebsiteunderwaytomakeitinteractive


Annex 3: Financial StatementsStatement of Comprehensive Income: 2013-2018

Budget items 2013/2014 2014/2015 2015/2016 2016/2017 2017/2018

Income

RegulatoryLevy

115,000,000 200,000,000 205,000,000 210,000,000 215,000,000

MiscIncome 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000

GokGrants 20,000,000 20,000,000 20,000,000 20,000,000 20,000,000

Donor/Grants 52,000,000 52,000,000 52,000,000 40,000,000 40,000,000

Total 188,000,000 273,000,000 278,000,000 271,000,000 276,000,000

Expenditure

Personnelcosts

75,000,000 160,000,000 165,000,000 170,000,000 175,000,000

Operatingcosts

80,000,000 90,000,000 95,000,000 90,000,000 90,000,000

ImplementingtheStrategicPlan(ObjectiveMatrix)

33,000,000 23,000,000 18,000,000 11,000,000 11,000,000

TotalExp 188,000,000 273,000,000 278,000,000 271,000,000 276,000,000

Surplus/Loss - - - - -


2013-2014 2014-2015 2015-2016 2016-2017 2017-2018

Surplus/Deficit - (9,138,871.88) (9,803,400.74) (9,662,727.75) (7,658,719.69)

AdjustedFor

Depreciation 4,209,023.00 5,791,735.03 6,281,418.82 5,331,546.90 4,440,656.93

Prior Year Adjustment

205,351.00

Cashflow from Operating Ac-tivities Before Working Capi-tal Changes

4,414,374.00 (3,347,136.85) (3,521,981.92) (4,331,180.85) (3,218,062.76)

Changes in Working Capital

Increase/DecreaseinReceivables

7,226,382.00 5,347,136.85 5,021,981.92 4,331,180.85 3,798,062.76

Increase/DecreaseinPayables

(2,218,525.00) 3,000,000.00 - (2,000,000.00) -

5,007,857.00 8,347,136.85 5,021,981.92 2,331,180.85 3,798,062.76

Net Cashflow from Operating Activities

9,422,231.00 5,000,000.00 1,500,000.00 (2,000,000.00) 580,000.00

Cashflow from Investing Ac-tivities

PurchaseofMotorVehicles

(3,500,000.00) (3,860,000.00)

PurchaseofFur-niture&Fittings

(1,981,852.00) (5,000,000.00) (1,000,000.00) (1,000,000.00) (1,000,000.00)

PurchaseofComputers

(2,521,498.15) (5,000,000.00) (1,000,000.00) (1,000,000.00) (1,000,000.00)

Net Increase in Cash and Cash Equivalent

4,918,880.85 (5,000,000.00) (4,000,000.00) (4,000,000.00) (5,280,000.00)

CashandCashEquivalentatStartoftheYear

58,541,627.00 63,460,507.85 58,460,507.85 54,460,507.85 50,460,507.85

CashandCashEquivalentatEndoftheYear

63,460,507.85 58,460,507.85 54,460,507.85 50,460,507.85 45,180,507.85

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Statement of Cash Flows – 2013-2018


Statement of Financial Position -2013-2018

2013-2014 2014-2015 2015-2016 2016-2017 2017-2018

Fixed Assets

MotorVehicle 7,160,935.00 8,728,748.00 8,082,998.40 6,466,398.72 9,413,118.98

Furniture&Fittings

7,717,693.15 11,560,039.18 10,826,033.30 10,202,128.30 8,671,809.05

Computer&Equipment

9,615,297.48 8,413,403.42 6,279,406.08 4,856,029.86 2,906,637.92

Total Non Current Assets

24,493,925.63 28,702,190.60 25,188,437.78 21,524,556.88 20,991,565.95

Current Assets

Receivables 53,471,368.50 48,124,231.65 43,311,808.48 38,980,627.63 35,082,564.87

Bank 63,460,507.85 58,460,507.85 54,460,507.85 50,460,507.85 45,180,507.85

Pre-Payments 5,209,558.75 5,209,558.75 5,000,000.00 5,000,000.00 5,100,000.00

Total Current Assets

122,141,435.10 111,794,298.25 102,772,316.33 94,441,135.48 85,363,072.72

Total Assets 146,635,360.73 140,496,488.85 127,960,754.11 115,965,692.36 106,354,638.67

Financied By

CapitalReserve 36,739,820.00 36,739,820.00 36,739,820.00 36,739,820.00 36,739,820.00

RevenueReserve

103,338,741.73 94,199,869.85 81,664,135.11 71,669,073.36 62,058,019.67

Payables 6,556,799.00 9,556,799.00 9,556,799.00 7,556,799.00 7,556,799.00

Total Equity and Liabilities

146,635,360.73 140,496,488.85 127,960,754.11 115,965,692.36 106,354,638.67

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Income Trends: 2013-2018

Expenditure Trends: 2013-2018


WATER SERVICES REGULATORY BOARD

Design & Production: RealONE Concepts Ltd | Email: [email protected] | www.realoneconcepts.com

NHIF Building, 5th floor Ngong Road, P.O. Box 41621, 00100 - GPO, Nairobi, Kenya

Tel: +254 (0) 20 273 3559/61Fax: +254 (0) 20 273 3558Email: [email protected]

Website: www.wasreb.go.ke

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