National Transport and Safety Authority Strategic plan.pdf National Transport and Safety Authority Strategic

  • View
    0

  • Download
    0

Embed Size (px)

Text of National Transport and Safety Authority Strategic plan.pdf National Transport and Safety Authority...

  • NTSA Management Strategy Refresh & RMO 1

    National Transport and Safety Authority Strategic Plan 2016 - 2020

    Abridged Version

    1

  • Presentation title [To edit, click View > Slide Master > Slide Master]

    Member firms and DTTL: Insert appropriate copyright [To edit, click View > Slide Master > Slide Master]

    2

    Strategic Direction

  • NTSA RMO Discussion 3

    NTSA Vision and Mission

    NTSA Strategic Direction

    “Efficient, Reliable and Safe Road Transport in Kenya”

    Vision

    “To continually improve accessibility of Kenya’s road transport system for all users”

    Mission

  • NTSA RMO Discussion 4

    NTSA Core Values

    NTSA Strategic Direction

    Service

    with

    Honour

    Courage

    Commitment

    to Safety

    Resource

    Optimization

    Dynamic

    Leadership

  • NTSA RMO Discussion 5

    In order to achieve the identified vision and mission, NTSA shall embrace the following core values and operating principles:

    Our Core Values Core values are NTSA’s ideals and enduring principles that underpin the organization achievements and culture

    5

    Core Value Description

    Commitment to Safety

    Our energies will be channelled in the direction in which our vision takes us. We commit to stay the course in dispensing our services to ensure safety on Kenyan roads. We look out for each other with a spirit of empathy – Tuko Pamoja.

    Courage

    We face fundamental challenges in our work environment, a rallying call for us to stand up and courageously face our adversities. We passionately work with utmost integrity to manage these challenges and as we emerge victorious we celebrate together.

    Service with Honour Fairness, integrity and transparency in our service to stakeholders remain paramount. We stand and live by the truth and our track record demonstrates our high levels of accountability and accessibility.

    Dynamic Leadership

    We are all leaders in our areas of specialisation which means that we are capable of inspiring and motivating ourselves and our teams. We remain steadfast as we adopt to the ever changing operating environment but maintain our tenets of good leadership.

    Resource Optimization We are committed to putting all available resources to the best and most efficient use possible to facilitate optimal results in our services and make certain we meet all our goals and objectives.

    S

    C

    H

    L

    R

  • Presentation title [To edit, click View > Slide Master > Slide Master]

    Member firms and DTTL: Insert appropriate copyright [To edit, click View > Slide Master > Slide Master]

    6

    Strategic Pillars

  • NTSA Management Strategy Refresh & RMO 7

    The NTSA strategy is focused on ensuring the internal organization is operating effectively so as to achieve a targeted impact related to road transport and safety

    NTSA Strategic Direction

    Enablers: Technology, Governance, Processes and Internal Controls and Policy Development

    S T A

    K E H

    O L D

    E R

    C O

    L L A

    B O

    R A

    T I O

    N

    F I N

    A N

    C I A

    L

    S U

    S T A

    I N

    A B

    I L I T

    Y

    P E O

    P L E

    I N

    N O

    V A

    T I O

    N

    Mission

    “To continually improve accessibility of Kenya’s road transport system for all

    users”

    NTSA Vision

  • NTSA Management Strategy Refresh & RMO 8

    NTSA Strategic Plan

    Strategic Pillars

    Stakeholder Collaboration

    Innovation

    Financial Sustainability

    People

    Stakeholder collaboration was identified as vital for the success of NTSA. To achieve a proper road transport

    system and ensure safety on the roads, NTSA must interact with its stakeholders. This pillar therefore incorporates

    the following;

    • Segmentation of stakeholders

    • Elements of a communication strategy that addresses each stakeholder’s needs, also included are matters on

    public education and awareness

    • Mandate clarification to stakeholders: Is NTSA a regulator or implementer?

    • The option of PPPs as well as outsourcing for example motor-vehicle inspection services

    Creative new ways to operate is a game-changer when incorporated in an organisation’s every day business. With

    advancements in technology, processes and infrastructure, it is essential that NTSA actively invests in innovation.

    This pillar covers;

    • Technology

    • Enhanced service delivery; New products and services, Customer Service

    • Research

    • New partnerships

    1

    2

    NTSA as an organisation needs to develop ways in which it can sustain itself financially. This pillar includes

    avenues of facilitating this and comprises of;

    • New revenue sources

    • Efficient use of resources

    • Venturing into new investments

    • Working with stakeholders such as development partners and the government

    NTSA is made up of its people. The right people in the right positions are a step towards an organisation achieving

    its goals. This pillar covers the following on a high level basis;

    • Skills

    • Organisational culture

    • Performance management

    • Human resource strategy

    3

    4

    8

  • Presentation title [To edit, click View > Slide Master > Slide Master]

    Member firms and DTTL: Insert appropriate copyright [To edit, click View > Slide Master > Slide Master]

    9

    Strategic Objectives and Initiatives

  • NTSA Management Strategy Refresh & RMO 10

    Based on the Vision, Mission, Core Values and Strategic Pillars, the board and management defined strategic objectives that the organization would pursue to drive achievement of the desired strategic direction

    1. Establish collaboration and partnerships with at least 5 implementing partners and regulators through signed Charters by end of 2018.

    2. Spearhead the development of a robust regulatory legislative system by 2018.

    3. Enhance road user compliance levels by 40% on all high risk roads in 2018.

    4. Enhance knowledge and public awareness on safer road use by at least 40% of the current rate every year.

    5. Reduce traffic congestion level on urban roads by 2020.

    6.Leverage best practice to roll out at least five innovative initiatives by 2020.

    7.Develop and implement an efficient framework for data integrity and security by end of 2017.

    8.Increase revenue by 30% year on year, for the first 3 years.

    9.Recognized as an employer of choice in the public sector by 2020.

    10.Institutionalize a Performance Management System by 2017.

    STAKEHOLDER

    COLLABORATION

    INNOVATION

    PEOPLE

    FINANCIAL

    SUSTAINABILITY

  • NTSA Management Strategy Refresh & RMO 11

    Objective 1: Establish collaboration and partnerships with at least 5 implementing partners and regulators through signed Charters by end of 2018

    Pillar 1: Stakeholder Collaboration

    Strategic Initiative Responsibility Target

    1. Identify and engage implementers and regulators to be targeted

    Director of Road Safety Mar – Jun 2017

    2. Validate the draft with management and the Board

    Director General Dec 2017

    3. Validate and communicate the charters to target stakeholders

    Director General Jan 2018

    4. Finalize documentation of the charters Director of Road Safety May 2018

    5. Sign-off the charters Director General Jun 2018

    6. Implement and monitor charters Director of Road Safety and Deputy Director of Communication

    Dec 2018 - annually

  • NTSA Management Strategy Refresh & RMO 12

    Objective 1: Establish collaboration and partnerships with at least 5 implementing partners and regulators through signed Charters by end of 2018

    Pillar 1: Stakeholder Collaboration

    Strategic Initiative Responsibility Target

    7. Engage County Governments to establish County Transport and Safety Committees (CTSCs)

    Director General Jan 2018

    8. Conduct annual perception surveys on all stakeholders across the various spectre

    Deputy Director of Communication and Director of Road Safety

    Jan 2018 - annually

    9. Lobby for establishment of Transport and Safety Think Tank (Committee) working in collaboration with other regulators and MoT

    Director General Jun 2017

  • NTSA Management Strategy Refresh & RMO 13

    Objective 2: Spearhead the development of a robust regulatory legislative system by 2018

    Pillar 1: Stakeholder Collaboration

    Strategic Initiative Responsibility Target

    1. Review of the NTSA Act Senior Deputy Director, Legal Services

    Dec 2018

    2. Develop the internal draft of Traffic Act in collaboration with external stakeholders

    Senior Deputy Director, Legal Services

    Dec 2018

    3. Develop regulations for commercial service vehicles

    Senior Deputy Director, Legal Services

    Jun 2017

    4. Enact rules for registration plates Senior Depu