View
0
Download
0
Embed Size (px)
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
