National Transport and Safety Authority Strategic … plan.pdfNational Transport and Safety Authority Strategic Plan 2016 - 2020 Abridged Version 1 Presentation title [To edit, click

NTSA Management Strategy Refresh & RMO 1

National Transport and Safety Authority Strategic Plan 2016 -2020

Abridged Version

1

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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 Core Values


Service

with

Honour

Courage

Commitment

to Safety

Resource

Optimization

Dynamic

Leadership


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

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

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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 HonourFairness, 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 OptimizationWe 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.

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Strategic Pillars


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


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

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Mission

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

users”

NTSA Vision


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

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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

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Strategic Objectives and Initiatives


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


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 GeneralJan 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 chartersDirector of Road Safety and Deputy Director of Communication

Dec 2018 - annually


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



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


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



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


Jun 2017

4. Enact rules for registration plates Senior Deputy Director, Legal Services

Dec 2017

5. Enact regulations for Motor Vehicle Inspection


Apr 2017

6. Enact regulations for motor vehicle dealersSenior Deputy Director, Legal Services

Aug 2017


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



7. Enact Driving Schools and Instructor rules and curriculum


Jan 2017

8. Enact motor vehicle registration regulations


Jun 2017

9. Review the PSV regulationsSenior Deputy Director, Legal Services

Mar 2017

10.Enact the Instant Fine System Senior Deputy Director, Legal Services

Feb 2017

11.Repeal of the Traffic Act Senior Deputy Director, Legal Services

Jun 2018

There is a need to harmonize the Traffic Act, NTSA Act, and the Constitution. This will ensure NTSA mandate is fully achieved when operationalized. NTSA will also leverage and apply technology and innovative practices in the Act.


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



1. Conduct audit on road users compliance levels on all high risk roads

Director of Road Safety Dec 2017

2. Expand location coverage and enforcement bases across the country

Director of Road Safety Jun 2017

3. Enforce a driving license point system for traffic offenders

Director of Registration & Licensing and and Director of Road Safety

Jun 2017

4. Upgrade motor vehicle inspection centers and driving test units

Director of Motor Vehicle Inspection

Dec 2017

5. Lobby for the demarcation of paths for NMT along roads (this can be sold to corporates for advertising)


6. Funnel pedestrians on walkways Director of Road Safety Jun 2017





7. Increase number of marshals guiding people to the crossing points


8. Enforce use of footbridges by pedestrians Director of Road Safety Jun 2017

9. Implement a Universal Policing Unit (UPU) for PSV and commercial vehicles


Jun 2017

10.Establish use of Mobile policing devicesDirector of Motor Vehicle Inspection

Jun 2017

11.Implement use of RFID number plates that are connected to TIMS

Director of Registration & Licensing

Dec 2017

12.Lobby for the institutionalisation of safety vehicle standards e.g. airbags, Automatic braking system, passenger sensors on seatbelts etc.






13.Adapt use of ICT technology to improve on

enforcement e.g use of camerasDirector of Road Safety Dec 2017

14.Enhance NTSA capacity to enforce traffic

regulationsDirector of Road Safety Dec 2017

15 County specific transport and road safety

violation enforcements.


16. Enhance enforcement of laws on speeding,

drunk driving, Boda-boda regulations, RSL

compliance, use of footbridges and safe

crossing


17.Enhance capacity to enforce vehicle

standards and roadworthiness

Director of Motor Vehicle

InspectionDec 2018


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



1. Conduct baseline survey to assess current knowledge and public awareness on safer road use


2. Categorize and map StakeholdersDirector of Road Safety and Deputy Director of Communication

Jun 2017

3. Develop a detailed engagement plan for each segment

Director of Road Safety and Deputy Director of Communication

Dec 2017

4. Develop an integrated communication strategy for targeted stakeholders identified in the map

Deputy Director of Communication

Dec 2017

5. Develop a road safety curriculum in all primary schools


6. Operationalize the county road safety committees






7. Promote implementation of driving school curriculum


8. Establish and run a driving centre of excellence to manage the drivers that go into PSV

Director of Registration and Licensing and Director of Road Safety

Dec 2018

9. Conduct campaigns to support awareness and education


Jun 2017

10. Establish a contact centre to improve social and digital media engagement


Dec 2017

11. Run targeted workshops and stakeholder forums to include panels with operators, passengers and pedestrians amongst other road users.

Director of Road Safety and Deputy Director of Communication

Jun 2017

12. Research on the effective and evidence

based road safety messaging which

involved scientific approaches in

developing messages






13.Develop and implement road safety

campaigns & calendar based on known

road safety issues


14.Involve children in road safety awareness

(as the next generation & as agents of

change


15.Ongoing monitoring & post campaign

evaluation to ensure efficacy of road

safety awareness interventions


16.Implement the road safety curriculum in

all primary schoolsDirector of Road Safety Dec 2018

17.Review and Improve the operations of

school transport

Deputy Director, Legal

Services & Director of

Registration and Licensing

Dec 2017

18.Implement the improved regulations on

school transport and children safety

Director of Road Safety &

Director of Registration and

Licensing

Dec 2017





19.Increase the number and coverage of

traffic parksDirector of Road Safety Dec 2018

20.Create school safety zones Director of Road Safety Dec 2018

21.Introduce school safety clubs Director of Road Safety Dec 2018

22.Target messaging for high risk road users Director of Road Safety Dec 2017

23.Implement all the new curricula on

training and testing of drivers and

instructors

Director of Registration &

LicensingJun 2017

24.Periodic Training, testing and licensing of

drivers in Kenya

Director of Road Safety

&Director of Registration

and Licensing

Dec 2017

25.Periodic medical fitness assessment of

drivers

Director of Road Safety &

Director of Registration and

Licensing

Dec 2017


Objective 5: Reduce traffic congestion level on urban roads by 2020



1. Develop and institute a framework to measure the baseline congestion level on urban roads

Director of Road Safety and Senior Deputy Director of ICT

Jun 2017

2. Promote the use of Public Transport (PSVs and motorcycles)

Director of Registration and Licensing

Jun 2017

3. Lobby for establishment of appropriate road infrastructure to reduce traffic congestion e.g. parking bays and bus stops

Director of Infrastructure and Technical Services

Dec 2019

4. Establish and implement the Electronic Road Pricing (ERP) system and Intelligent Transport System for highly congested urban areas

Senior Deputy Director of ICT

Dec 2020

5. Develop and implement a roadmap for high capacity Bus Transport in major towns and cities


Dec 2018


Innovation

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

Pillar 2: Innovation


1. Issue Smart Driving Licenses to licenseddrivers in Kenya


Jun 2020

2. Implement the 3rd identifier system on all motor vehicles countrywide


Jul 2017

3. Roll out automatic road transport and safety radio alerts on all radio stations countrywide


4. Establish a research and innovation hub within NTSA

Director General Dec 2017

5. Encourage use of simulators in driving schools






6. Establish a crowdsourcing platform for sharing of information related to road transport and safety

Director of Corporate Support Services(Communication)

Jun 2017

7. Install speed cameras on major cities, roads and highways countrywide in collaboration with relevant stakeholders


8. Establish a toll free emergency hot line for reporting traffic emergencies such as accidents.


Apr 2017

9. Enforce the cash light public transport system such as e-ticketing system for PSVs, Pay card technology etc.

Director of Licensing and Registration

Jun 2020

10.Develop and implement policies and standards to align with sensitive emerging technologies and respond to changing safety and transport needs

Director of Road Safety and Senior Deputy Director of ICT

Dec 2020





11.Leverage the business intelligence module within TIMS

Senior Deputy Director ofICT

Dec 2017

12.Develop a real time online and mobile traffic update platform leveraging the security cameras installed by the Ministry of Interior

Senior Deputy Director ofICT

Dec 2017

13.Collaborate with organizations such as Google and Access Kenya to achieve smarter approaches of providing real-time traffic updates


Dec 2017

14.Establish a motor vehicle towing service and outsource this function, to minimize inconveniences caused on roads due to accidents or vehicle malfunction, thereby ensuring smooth flow of traffic at all times.


15.Establish and implement a system for creation of emergency lanes on roads during times of emergency.



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



1. Integrate TIMS to the National Registration Bureau, KRA pin and Telco's


Dec 2017

2. Establish a data cleansing, consolidation and migration system within TIMS


Dec 2017

3. Host insurance data and other relevant data on the 3rd identifier system


Dec 2017


Financial Sustainability


Objective 8: To Increase revenue by 30% year on year, for the first 3 years

Pillar 3: Financial Sustainability


1. Align inspection fee to the current mechanical transport fund inspection fee


Senior Deputy Director of LegalJun 2017

2. Inspect all motor vehicles above 4 years from date of manufacture


Senior Deputy Director of LegalDec 2017

3. Introduce an accident inspection feeDirector of Motor Vehicle Inspection


4. Introduce a penalty on failure of inspection



5. Outsource motor vehicle inspection function



6. Introduce inspection fee on repaired written-off motor vehicles


Director of Registration and LicensingDec 2017





Motor Vehicle Registration and Licensing

1. Lobby for the 10% motor vehicle registration and licensing service fees as provided in the Act

Director General

Director of Registration and LicensingDec 2017

2. Promote compliance of the Road Service License fee


Director of Road SafetyDec 2017

3. Promote the sale of personalized number plates

Director of Registration and Licensing Jul 2017

4. Establish a mark up on sale of new generation number plates

Director of Registration and Licensing Dec 2017

5. License all body buildersDirector of Motor Vehicle Inspection

Senior Deputy Director of LegalJul 2017

6. Promote increased compliance to PSV drivers’ license

Director of Registration & Licensing

Director of Road SafetyJun 2018





7. Introduce commercial vehicle licenseDirector of Registration & Licensing


8. License outsourced motor vehicle inspection centre (s) and Vehicle Towing and Rescue services

Director General


Senior Deputy Director of Legal

Dec 2017

Additional Revenue Streams

1. Lobby for NTSA to receive 15% percent of the traffic fines

Director General Jul 2017

2. Activate collection of the 2% fuel levy Director General Jul 2017

3. Introduce accreditation fees for NGOs focused on road safety and transport

Director General






4. Enforce collection of 1% of the motor vehicle insurance premiums

Director General


5. Enforce use of the 3rd identifier

Director of Motor Vehicle Registration and Licensing

Director of Road Safety

Jul 2017

6. Optimize TIMS through introduction of new products and services

Senior Deputy Director of ICT Dec 2017

7. Enforce utilization of speed cameras to detect and penalize traffic violations


8. Enforce use of mobile payment services Senior Deputy Director of ICT Jun 2018


People

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

Pillar 4: People


1. Develop a robust rewards and remuneration structure

Director of Corporate Support Services (Human Resources)

Dec 2017

2. Mainstream training and development



Jun 2018

3. Harmonize terms of serviceDirector of Corporate Support Services (Human Resources)

Dec 2017

4. Implement the revisedorganization design

Director General


Dec 2017

5. Implement an organization-wideculture change program


Director of Corporate Support Services (Communication)

Dec 2017

Annual

6. Implement a Human Resources Information (HRIS) System



Dec 2017

7. Develop a Human Resource Strategy


Jun 2018


Objective 10: Institutionalize a performance management framework by 2018

Pillar 4: People


1. Define a performance management cycle


Jun 2018

2. Develop a performance management framework


Dec 2018

3. Implement a performance management system



Dec 2018


Enablers:

1. Processes and Internal Controls

2. Governance

3. Policy Development

4. Technology

97


Achievement of key objectives in the Strategic Plan will depend on establishment of sound processes and internal controls

Enablers: Processes and Internal Controls


1. Conduct a business process review and improvement of internal controls

Director of Corporate Support Services

Senior Deputy Director of Internal Audit and Risk

Jun 2017

2. Automate processes using a universal resource planning systems

Senior Deputy Director of ICT Sep 2017

3. Conduct quarterly Risks and Internal Controls Self Assessments (RICSAs)


Quarterly after Jun 2017

4. Align processes to the organizations core functions and assign process owners

Director of Corporate Support Services Dec 2017

5. Institute an audit trail of all manual and system processes



Governance will constitute alignment of NTSA internal structures with Government requirements as stipulated in the Mwongozo Code of Governance

Enablers: Governance


1. Align the governance systems, processes and practices with governance requirements of government institutions such as the Mwongozo Code of Governance and other international best practices

Senior Deputy Director of Legal Jun 2017

2. Sensitize the Management Team on the provisions for the Mwongozo Code of Governance

Senior Deputy Director of Legal Jul 2017

2. Conduct annual Governance Audits


Quartely after Jun 2017

3. Conduct annual Board evaluations

Senior Deputy Director of Legal Annual


Policy development will be paramount to the growth of the Authority as it contributes to the review and amendments of laws that affect the execution of NTSA’s mandate

Enablers: Policy Development


1. Conduct capacity building for the Board and relevant departments on transport and safety policy development

Senior Deputy Director of Legal Jul 2017

2. Develop a portfolio of policies for development and involve the legal staff during the development

Director General


3. Champion the implementation and institutionalization of developed policy

Director General

Senior Deputy Director of LegalOngoing


Technology will be a primary enabler for NTSA to achieve this strategic plan due to the high demand to provide efficient and reliable services through automation of our internal and external services delivery..

Enablers: Technology


1. Implement a robust Enterprise Resource Planning (ERP) system

Senior Deputy Director of ICT Jun 2017

2. Integrate the ERP to other relevant internal systems and GoK systems

Senior Deputy Director of ICT Sep 2017

3. Train users for effective use of the new system and other relevant technology


4. Integrate internal controls within the ERP system

Senior Deputy Director of Internal Audit and Risk Senior Deputy Director of ICT

Jun 2017

5. Conduct regular internal systemaudits


Annual and Quarterly

6. Institute business continuity and disaster recovery plans

Senior Deputy Director of ICT Jun 2017

7. Develop data custodian procedures Senior Deputy Director of ICT Jun 2017

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Documents

National Transport and Safety Authority Strategic … plan.pdfNational Transport and Safety Authority Strategic Plan 2016 - 2020 Abridged Version 1 Presentation title [To edit, click